JOINT STRATEGIC PLANNING SESSION
AGENDA
Thursday, April 17, 2025
9:00 AM
Indian Wells Golf Resort
44500 Indian Wells Lane, CA 92210
Welcome to a Joint Strategic Planning Session of the Indian Wells City Council, Housing Authority, and Golf Resort.
Public Comments: Members of the Public who wish to speak should fill out a blue slip and submit it to the City Clerk. Please note that at this special meeting you may address the City Council and Housing Authority only on items that are listed on the Strategic Planning Session. The Mayor/Chair will recognize members of the public at the appropriate time. Once the Mayor/Chair calls on members of the public for comments, please come forward to the microphone and state your name for the record.
Comments are limited to three minutes.
Notification: If you are an individual wit h a disabilit y and need a reasonable modification or accommodation pursuant to the Americans with Disabilities Act (ADA) please contact the City Clerk at 760-346-2489, 48 hours prior to the meeting.
Please turn off all communication devices (phones) or put them on non-audible mode (vibrate) during Council proceedings. All documents for public review are available for public inspection at City Hall reception, 44-950 Eldorado Drive, Indian Wells during normal business hours.
Pages
A. CONVENE THE CITY COUNCIL, HOUSING AUTHORITY, & GOLF RESORT
JOINT STRATEGIC PLANNING SESSION, PLEDGE OF ALLEGIANCE AND
ROLL CALL
MAYOR/CHAIR BRUCE WHITMAN
MAYOR PRO TEM/VICE CHAIR DANA REED
COUNCIL MEMBER/COMMISSIONER TOPER TAYLOR
COUNCIL MEMBER/COMMISSIONER BRIAN PENNA
COUNCIL MEMBER/COMMISSIONER GREG SANDERS
COMMISSIONER JOHN O'HEA
B. APPROVAL OF THE FINAL AGENDA
C. 2025 STRATEGIC PLANNING AND GOAL SETTING SESSION FOR THE
CITY, HOUSING AUTHORITY, AND GOLF RESORT
4 Public Comments: Please note that at this special meeting you may address the City Council and Housing Authority only on items that are listed on the Strategic Planning Session. The Mayor/Chair will recognize members of the public at the appropriate time. Once the Mayor/Chair calls on members of the public for comments, please come forward to the microphone and state your name for the record. Comments are limited to three minutes.
RECOMMENDED ACTION:
City Council and Housing Authority REVIEWS, DISCUSSES, and provides DIRECTION on the 2025 Strategic Planning Goals, Strategies, and Initiatives.
C.1 City and Housing Authority Financial Review 7
RECOMMENDED ACTION:
Council REVIEWS and DISCUSSES the 2025 Strategic Planning Financial Forecast.
C.2 Housing Authority Goals, Strategies, and Initiatives for 2025 22 C.3 City Goals, Strategies, and Initiatives for 2025 23 C.4 Golf Resort Goals, Strategies, and Initiatives for 2025 29 Joint Strategic Planning Agenda- April 17, 2025
D. ADJOURNMENT
To a regularly scheduled meeting of the City Council to be held at 1:30 p.m. on May 15, 2025, in the City Hall Council Chamber.
Affidavit of Posting,
I, Angelica Avila, certify that on April 10, 2025, I caused to be posted and served upon all members of the City Council and Housing Authority, a notice of a Joint Strategic Planning Session to be held on Thursday, April 17, 2024 at 9:00 a.m. at the Indian Wells Golf Resort, Celebrity Ballroom.
Notices were posted at Indian Wells Civic Center and city's website [ www.cityofindianwells.org] .
________________________
Angelica Avila, MMC
City Clerk
Joint Strategic Planning Agenda- April 17, 2025
1 Angelica Avila
From:Chris Freeland
Sent:Wednesday, April 2, 2025 1:21 PM
To:Angelica Avila
Subject:FW: Strategic Planning
I responded to her.
Chris Freeland City Manager
44-950 Eldorado Dr., Indian Wells, CA 92210-7497 [email protected] mailto:[email protected] > | 760.346.2489 | www.IndianWells.com https://www.IndianWells.com > ---- -Original Message-----
From: Beth Collins
Sent: Wednesday, April 2, 2025 12:34 PM
To: Chris Freeland
Subject: Strategic Planning
CAUTION: This email originated outside our organization. Be cautious with any links or attachments. ________________________________
Hi
I would love to know with the Players renovation it would be great to try and get the LPGA ladies back in the valley.
Has that been discussed? Is it a possibility?
Thank you
-Beth
Sent from my iPhone
Joint Strategic Planning Session:
April 17, 2025 - Public Comments
1 Angelica Avila
From:Micaela Wilkey
Sent:Wednesday, April 2, 2025 1:35 PM
To:Angelica Avila
Subject:FW: Idea for the Kestrel restaurant and patio!
Micaela Wilkey
Senior Management Analyst
44-950 Eldorado Dr., Indian Wells, CA 92210-7497
[email protected] | 760.346.2489 | www.IndianWells.com From: Margot Langdon
Subject: Fwd: Idea for the Kestrel restaurant and patio! CAUTION: This email originated outside our organization. Be cautious with any links or attachments.
Would you please forward this to the Mayor?
Begin forwarded message:
From: Margot Langdon <
Date: April 2, 2025 at 12:41:42 PM PDT
To: [email protected]
Subject: Idea for the Kestrel restaurant and patio!
Hi there! The mayor circulated your email address for I believe raising strategic issues. This does not fall within that category however, I think it might be good for the city’s bottom line.
Admittedly, I don’t really know how the contractual relationship between Kestrel the restaurant and the City of Indian Wells is structured, but I also think this would just be good for the golf resort and the reputation of the city for lifestyle and amenities.
First, I think that the quality of food at Kestrel needs to be vastly improved. This is not really my primary point, but I took my regular lunch group of 10 ladies for lunch there and was actually embarrassed by how boring and tasteless the food was. None of them liked it. One expects better and that shouldn’t be too hard for a reputable experienced restauranteur.
But I know that the restaurant has struggled mightily with a proving reliably good quality
2 food, efficiently, and at a decent price. As a result it has been less and less popular since I bought in IW in 2012. However, I’m sure that you have heard this feedback many times before and I didn’t mean to start out so negatively!
My primary suggestion is this: once there is some ability to serve even standard appetizers or meals, much greater use should be made of the formal dining room but most importantly, the gorgeous south patio. The south patio is a huge asset that is seriously underutilized for the purposes not only generating revenue, but also providing a gorgeous amenity and lifestyle to residents as well as out of town customers of the golf resort. The mountain views and palm trees are stunning. The south sunlight is exceptional, and the partial shade provided by the overhead screen covering is an ideal compromise and makes it much more comfortable, in the heat. It is the best location within the building and yet it is barely ever used.
My suggestion is that the formal dining (which is also beautiful, and exceptional with the fireplace in the winter) be opened virtually all the time, even though you might need to just open limited sections until the food quality is improved. Even with the current food quality, the views and exceptional ambiance and beauty might attract more customers.
I also would strongly recommend that you open up a happy hour there with LIVE MUSIC, say from 3 to 6 PM. Done properly, it could easily create a huge dinner crowd as well.
It would be better for the city to have a vibrant central place to go instead of it being empty and dead. And once it becomes known for being fun and vibrant, it will become much more popular for dinners as long as the food quality is improved. It should be an amazing place where people want to go, where we Indian Wells residence want to take our friends and out-of-town guests.
Thank you for letting me share my strongly held beliefs! I have a dream for a better… actually an amazing! Indian Wells Golf Resort.
Margot Langdon
1 Angelica Avila
From:Clive Weightman
Sent:Wednesday, April 2, 2025 11:23 AM
To:Angelica Avila
Subject:Strategic Planning
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.
Angelica,
As per Bruce’s request, here are a few topics from my perspective:
1. Handling the economic impact of a major downturn in tourism, especially by Canadians
2. How to maximize the IW revenue (amount and timing) from the major development on the NW corner of Miles and Highway 111
3. How to market IW to the fullest with the Greater Palm Springs Chamber of Commerce
4. Decide how large a cash contingency is needed in Reserves to buffer an economic downturn Thanks,
Clive:
1 Angelica Avila
From:Thomas Hetzel
Sent:Friday, April 11, 2025 9:57 AM
To:City Clerk
Subject:Schools of Choice
CAUTION: This email originated outside our organization. Be cautious with any links or attachments.
Dear Mayor and City Council - My name is Thomas Hetzel resident at I have lived here full-time since March of 2021, with my wife and now 13-year old daughter. Unfortunately, due to my work I am not able to attend meetings in person.
I am sending this message in hopes of starting a conversation about “School of Choice”. I believe there to be a tremendous upside to implementing this sort of policy.
Indian Wells is a unique city and with this we have an opportunity to be a leader in this space.
While I am not opposed to the new construction of a wellness spa, I think we should consider the impact on the cities future ability to meet the needs of the children who live within the city. Just looking around there does not seem to be an abundance of vacant land where we could build schools and take control of the education our children are receiving.
If the decision is made to use a portion of the remaining viable land to build a resort, I believe we should take a portion of the revenue we receive and provide a subsidy to homeowners with children who decide the public school system (controlled in large part by residents who do not live in Indian Wells) is not the right choice.
Right now the city has a population of about 7,000 people, with about 7,040 housing units (of which 3,827 are second homes or investments properties). The best numbers I could find is there are less than 300 residents in Indian Wells under the age of 18.
These population numbers highlight the uniqueness of the city and the opportunity we have to serve children with a higher “quality of life”.
I have listened to livestreams of city council meetings where it was discussed we have a $50 million reserve fund. If we invested that money in something as basic as 1-year treasury securities we could generate as much as $2 million a year to fund this. There is also much discussion about the revenue increasing from the other resorts.
Indian Wells is unique in our ability to implement this due to the demographics and funding sources.
My point is the city has done a great job with the stewardship of the cities resources. I feel like we could easily, without impacting other city priorities, help to build a brighter future for our cities children, while providing a
2 model of how prudent city management can positively impact the residents and culture of a city. There is a unique opportunity for our city to be a leader in this space and as our city leaders you have the ability to show leadership in this area.
“Qualified of Life” is our cities motto, let parents take control of how city resources our used to educate our children and enhance the Indian Wells lifestyle.
I would love to have a discussion or otherwise communicate regarding this matter. I have many ideas of how this could be implemented. I’m easy to spot, as I am always walking my black Labrador on Rancho Palmeras or around my greater neighborhood area.
Thank you,
Thomas
Indian Wells City Council &
Housing Authority
April 17, 2025
STAFF REPORT
To: City Council
From: City Manager Department
Prepared by: Christopher Freeland, City Manager
Subject: 2025 Strategic Planning and Goal Setting Session for the City, Housing Authority, and Golf Resort
commendation
RECOMMENDED ACTIONS:
City Council and Housing Authority REVIEWS, DISCUSSES, and provides DIRECTION on the 2025 Strategic Planning Goals, Strategies, and Initiatives.
BACKGROUND:
Strategic planning determines where an organization is going over the next year or more, how it is going to get there, and how it knows if the goals were reached or not. This is the City’s “Game Plan.” The focus of a strategic plan is to outline the goals of the City Council and Housing Authority for the benefit of the community/organization over a period of time (one, three, or five years are being recommended). Goals-based planning starts with a focus on the organization's vision and/or values, then the selection of projects and programs to meet and achieve the goals, an analysis of the resources needed and available, and finally, who will do what and by when.
The goals also need to be realistic and obtainable. The discussion or analyses needs to include an assessment of the City’ internal capabilities and resources to complete the goals. It is also especially important to have a consensus of the goals to maximize the use of resources and to streamline the process of approving the individual projects and programs that make up the goals.
In addition, Goals should also reflect how they support and further the City’s Mission Statement.
Joint Strategic Planning Agenda- April 17, 2025
Indian Well’s Mission Statement:
Create an unsurpassed quality of life for our residents and guests by providing superior public safety, exceptional service and outstanding amenities that will further enhance our image as a prestigious community and international resort destination.
Goal setting has the following benefits:
A better understanding by citizens and staff of the City Council’s plans as a single governing body for the future of the City of Indian Wells. Focusing on priorities and initiatives that will have the greatest benefit to the community.
Formally adopted City Council Goals provide staff with formal directions to plan and organize resources efficiently and effectively to ensure their timely completion. Identifying funding priorities and appropriations for transparent and efficient use of City and Housing Authority funds.
Goals are established to allow flexibility to meet changing needs of the community. City staff are more focused and accountable in achieving City Council Goals. Creating a sense of direction and purpose, fostering trust and goodwill with residents and stakeholders.
Contained within each goal are various strategies and initiatives designed to achieve the various goals. A strategy is the approach taken to reach a goal, while the initiatives are more specific actions guided by the strategy designed to achieve the goals. For example, in Goal #1-Safeguarding the Community, “expand emergency preparedness programs” is a strategy, while “seek funding to rebuild/rehabilitate City emergency operation center” is an initiative.
During last year’s Strategic Planning Session held on April 2, 2024, the City Council and Housing Authority approved various projects. Those projects, as well as others added during the year that are still being worked on are contained within this report and denoted with an *.
DISCUSSION:
Staff has compiled the goals, strategies, and initiatives contained within this report through the following actions:
City Manager reached out to each Councilmember to solicit goals, strategies, and initiatives of interest to each of them.
Mayor Whitman sent out a “Mayor’s Brief” to residents soliciting input from the community on topics for discussion at Strategic Planning. Items remaining from the 2024 Strategic Planning Session have been added.
Joint Strategic Planning Agenda- April 17, 2025
Additional items the Council directed staff to include at Strategic Planning during various community meetings.
The format of the Strategic Planning Session will include staff presentations on the City, Housing Authority, Capital Improvement Plan, and Golf Resort to assist the City Council in their deliberations on each goal, strategy, and initiative presented.
The order of presentations and discussions is as follows:
1.Financial Review of the City and Housing Authority (Separate Report Attached)
2.Discussion of Housing Authority Goals, Strategies, and Initiatives for 2025
3.Review of the City’s Adopted Five-Year Capital Improvement Plan
4.Discussion of City Goals, Strategies, and Initiatives for 2025
5.Operational Review of the Various Indian Wells Golf Resort Departments by Troon and City staff
6.Separate discussion of Golf Resort Goals, Strategies, and Initiatives for 2025
7.Conclusion of the 2025 City Council Planning Session
At the conclusion of staff’s presentation on each goal, Council is requested to discuss the merits of each goal and the subsequent strategies and initiatives for inclusion on the City’s agenda for the next year, three years, or five years. This includes a discussion to modify or eliminate goals, strategies, or initiatives that a prior Council supported, but the current Council does not consider to be a priority, as well as potential new goals, strategies, or initiatives that do not have Council consensus to move forward. The public will also have the opportunity to provide comments on each goal, strategy, or initiative.
A summary of the City Council’s recommended actions from this 2025 Strategic Planning Session will be presented at the May 15, 2025, City Council meeting to confirm the City Council and the public’s understanding of the various goals, strategies, and initiatives for the coming year(s).
ATTACHMENTS:
Item C.1- City and Housing Authority Financial Review
Item C.2- Housing Authority Goals, Strategies, and Initiatives for 2025 Item C.3- City Goals, Strategies, and Initiatives for 2025 Item C.4- Golf Resort Goals, Strategies, and Initiatives for 2025
Joint Strategic Planning Agenda- April 17, 2025
INDIAN WELLS
-Joint Strategic Planning Session -
2025-26
Joint Strategic Planning Meeting:
April 17, 2025 - Presentation
Today’s Agenda
Financial Review of the City & Housing Authority
Housing Authority Goals, Strategies & Initiatives for 2025 City Goals, Strategies & initiatives for 2025
Five-Year Capital Improvement Plan
Golf Resort Goals, Strategies and Initiatives for 2025
Conclusion of the 2025 City Council Planning Session
Introduction: Strategic Planning Purpose
Focus on the City’s vision and values.
Select projects and programs to meet and achieve the goals.
Analyze resources needed and available resources.
Finally, who will do what and by when.
MISSIONSTATEMENT
FINANCIAL REVIEW
-City and Housing Authority -
2025-26
Joint Strategic Planning Meeting:
April 17, 2025 - Presentation
Item C.1
Financial
Review -
City
COUNCIL INSTILLED DECISION -MAKING POLICIES
FISCAL PROCEDURES
MANUAL
GENERAL FUND
RESERVE POLICY
Minimum 70% of operating
CAPITAL RESERVE POLICY
$2.0 million to
reserves annually
PENSION POLICY
Remains fully funded
01 02
03 04
Financial Review - Housing Authority
Mountain View Villas
Indian Wells Villas
HOUSING AUTHORITY
-Goals, Strategies and Initiatives -
2025-26
Joint Strategic Planning Meeting:
April 17, 2025 - Presentation
Item C.2
Housing Authority
Housing Authority was established with a strategic mandate to promote the retention, rehabilitation, and development of affordable housing units within Indian Wells.
Housing Authority was established with a strategic mandate to promote the retention, rehabilitation, and development of affordable housing units within Indian Wells.
Continue Implementation of 6th Cycle of Housing Element*x Development of Housing Element for 7th Cycle (2029 -2037)x Additional Regional Housing Needs Assessment*
Develop Strategies to Extend Affordability Covenants at Indian Wells and Mountain View Villas x
Develop New Housing Units in Community*x
Support Legislation Giving Cities More Tools to Address RHNA Requirements (e.g., AB1407, AB726)*x
Develop Strategy on Declining Housing Authority Funds*x Housing Authority
Strategies & Initiatives Next 12Months 1 to 3Years 3 to 5Years *Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
Ongoing
CAPITAL IMPROVEMENT
PROGRAM
-Review of Five-Year Capital Improvement Plan -
2025-26
Capital
Improvement
Projects Update
Constructed Projects
Current Projects
Upcoming Projects
Safer Streets Indian Wells
Funding
WarnerTrail
Before After
CAPITAL IMPROVEMENT - CONSTRUCTED PROJECTS
Local Roads Paving
CAPITAL IMPROVEMENT - CONSTRUCTED PROJECTS
Before After
Before
West Drop Structure
CAPITAL IMPROVEMENT - CONSTRUCTED PROJECTS
After
Highway 111 Drought
Tolerant Landscaping
Fred Waring
Landscaping Low Flow
Channel
Civic Center Paving/EV Chargers (SCE Charge Ready)
CAPITAL IMPROVEMENT PROGRAM CURRENT PROJECTS
Palm Tree
Replacement
Paver
Replacement
Local Roads
Paving
Safer Streets
Indian Wells
Sidewalk
Widening
Vehicle
Replacement
City Hall
Duct Work
CAPITAL IMPROVEMENT PROGRAM ADVANCED PROJECTS
SAFER STREETS INDIAN WELLS
Traffic Safety
Action Plan
Adopted by City Council September 2024
•Three Community Outreach Meetings
•Two Stakeholders Meetings
Planning
Commission Phase 1
December 12, 2024
Community Outreach Meetings
Fairway & Eldorado (Phase 1)
October 29, 2024
November 20, 2024
City Council
Phase 1
January 30, 2025
Community Outreach Meetings
Rancho Palmeras & Cook (Phase 2)
January 22, 2025
February 19, 2025
Current Status
Pending Stop Warrant Study
•Maintenance Yard Redesign
•Energy Efficiency/Sustainable Community
•Roofing - Civic Center Buildings
Streets & Roads Projects
•Annual Asphalt
•Warner Trail Improvements Phase 2
•Roadway Striping
•Miles Avenue Rehabilitation
•Fred Waring Dr Rehabilitation, Drywell
•Safer Streets Indian Wells
Storm Drain System
•Whitewater Channel Lining Project
•East Drop Structure
CAPITAL
IMPROVEMENT -
UPCOMING
PROJECTS
Facilities & Equipment
CIP FUNDING
Federal Grant Funding:
$5,200,000
State Grant Funding:
$3,667,730
Grants in Process
$6,455,973
34%
42%
24%
Time Period:
October 2022 to Present
Thank you!
Questions?
CITY OF INDIAN WELLS
-Goals, Strategies, and Initiatives-
2025-26
Joint Strategic Planning Meeting:
April 17, 2025 - Presentation
Item C.3
2025-26 Joint Strategic Planning SessionCity of Indian Wells
1.Safeguarding
the Community
2.Fiscal
Responsibility &
Sustainability
3.Encourage
Development & Tourism
01 06
02 05
4.Investing in
Infrastructure
& Amenities
5.Enhancing the
Quality of Life
6.Various Other
City Initiatives
03 04
Goal 1: Safeguarding the Community
Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response programs.
Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response program.
Review Fire Deployment Model for Efficiency and Effectiveness x Review Police Deployment Model for Efficiency and Effectiveness x Develop Policy to Inspect Commercial Kitchen Fire Suppression Systems x Examine Opportunities to Expand Opticom System to Gated Communities x Expand Emergency Preparedness Program*
Seek Funding to Rebuild/Rehabilitate City Emergency Operation Center*x
1.Safeguarding the Community
Strategies & Initiatives Next 12Months 1 to 3Years 3 to 5Years *Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
Ongoing
Goal 2: Fiscal Responsibility and Sustainability
Goal Statement: Foster fiscal health through disciplined long-term planning, conservative budgeting practices, heightened efficiency, increased revenue and cost recovery
Goal Statement: Foster fiscal health through disciplined long -term planning, conservative budgeting practices, heightened efficiency, increased revenue and cost recovery.
Examine opportunities to Expand and Diversify City Revenues*x Consider a Sales Tax Measure*x
Develop a Strategy to Improve No/Low Property Tax Status*x Continue Proactive Pursuit of County, State, and Federal Grants* Adjust policies for More Efficient Use of City Funds*x
Fiscal Policies Update*x
Sponsorship Policy Update*x
Expand Cove Community Project Partnerships to Expand Fiscal Efficiency Ongoing
2.Fiscal Responsibility & Sustainability
Strategies & Initiatives Next 12Months 1 to 3Years 3 to 5Years *Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
Ongoing
Goal 3: Encourage Development and Tourism
Goal Statement: Pursue economic development initiatives that attract and retain businesses, provides a strong, diverse local economy, addresses affordable housing needs, and enhances Indian Wells as the premier tourism destinations.
Goal Statement: Pursue economic development initiatives that attract and retain businesses, provides a strong, diverse local economy, addresses affordable housing needs, and enhances Indian Wells as a premier tourism destination.
Process Entitlements for Cocun Resort Development*x
Process Entitlements for Development on East Side of Miles and Highway 111 x Continue Discussions with Renaissance Esmeralda on Expansion of their Resort*x Evaluate Relationship with Economic Development Organizations (e.g., CVEP & Visit GPS, including chambers of commerce)x
Begin Multi-Year Implementation of City’s General Plan*x
3. Encourage Development and Tourism
Strategies & Initiatives Next 12Months 1 to 3Years 3 to 5Years * Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
Goal Statement: Pursue economic development initiatives that attract and retain businesses, provides a strong, diverse local economy, addresses affordable housing needs, and enhances Indian Wells as a premier tourism destination.
Identify Potential Locations for New Tourism Attractions:
•Museum of Tennis and/or Golf x
•Museum of Energetic Studies x
Exhibit/Attraction on the Original Indian Wells x
Indian Wells Preservation Foundation Facilities*x
Continue exploring Sister City opportunities*
3. Encourage Development and Tourism (Continued)
Strategies & Initiatives Next 12Months 1 to 3Years
3 to 5Years
* Indicates the City Council has already authorized staff resources on this particular strategy or initiative. x
Goal 4: Investing in Infrastructure and Amenitites
Goal Statement: Promote effective use of existing facilities through maintenance and repair and plan for future facilities, amenities, and infrastructure to benefit the community
Goal Statement: Promote effective use of existing facilities through maintenance and repair and plan for future facilities, amenities, and infrastructure to benefit the community.
Continue Advancing Various Public Infrastructure Projects* Whitewater Channel Improvements*x
Safer Streets (Eldorado, Fairway, Cook, and Ranch Palmeras)*x Rehabilitation/Redesign of Indian Wells Fountain*x
Expansion of Eisenhower Veteran Memorial x
Highway 111 Landscaping Improvements (e.g., Palm Tree Replacement and Drought Tolerant Landscaping)*x
Examine Opportunities to Expand Non-Potable Water Use in Community x
4.Investing in Infrastructure & Amenities
Strategies & Initiatives Next 12Months 1 to 3Years 3 to 5Years *Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
Ongoing
Goal 5: Enhancing the Quality of Life
Goal Statement: Actively seek out opportunities to maintain and enrich Indian Wells’ quality of life.
Goal Statement: Actively seek out opportunities to maintain and enrich Indian Wells’ quality of life.
Expand Community Activities Programming and Resident Benefits* Holiday Decorations*x
Expand Resident Benefit Card Discounts to City Businesses*x Develop a plan to Celebrate the City’s 60th Anniversary x Provide Additional Community Events*Ongoing
Activate Fairway Park (e.g., Yoga in the Park, Small Music Events)x
5.Enhancing the Quality of Life
Strategies & Initiatives Next 12Months 1 to 3Years 3 to 5Years *Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
Ongoing
Goal Statement: Goal Statement: Actively seek out opportunities to maintain and enrich Indian Wells’ quality of life.
Cellular Master Plan*x
Revisit Priorities in Communication Plan and Implementation x Update City’s Website x
Develop a City of Indian Wells Book x
Develop New Park Site(s)*x
Develop New Public Art Installations In Indian Wells:
•Indian Wells Lane (e.g., monument sign)x
•Fairway Park (e.g., Shade Structure)x
5. Enhancing the Quality of Life (Continued)
Strategies & Initiatives Next 12Months
1 to 3Years 3 to 5Years
* Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
Various Other City Strategies and Initiatives
Goal Statement: Development of Projects and Programs that further the City’s Mission Statement, Improve City Operations, etc., that do not clearly fit within other goals.
Goal Statement: Development of Projects and Programs that further the City’s Mission Statement, Improve City Operations, etc., that do not clearly fit within other goals.
Advocate to regional, county, state, and federal legislators/agencies to address public health and economic/tourism impacts of Coachella Valley Air Quality (Dust) resulting from Tropical Storm Hilary.
x
Continue proactive Legislative Advocacy Efforts*
Revisit the City’s Mission Statement and Branding for Relevance Today x Complete a Municipal Code Update (e.g., zoning code)x
Examine opportunities in State Law Granting Charter Cities More Authority Over Local Control
Various Other City Strategies & Initiatives
Strategies & Initiatives Next 12Months 1 to 3Years 3 to 5Years *Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
Ongoing
Goal Statement: Development of Projects and Programs that further the City’s Mission Statement, Improve City Operations, etc., that do not clearly fit within other goals.
City Council Policy Manual Update
Process to Add Items to the Agenda
City Council Committee Assignments (e.g., grouping of similar committees and establish seniority)
Update to Resident Benefit Card Rules of Use
Initiate a Government Efficiency and Organizational Improvement Study.
Various Other City Strategies & Initiatives (Continued) Strategies & Initiatives Next 12Months 1 to 3Years 3 to 5Years *Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
Ongoing
GOLF RESORT UPDATE
-Operational Review -
2025-26
INDIAN WELLS
GOLF RESORT
-Goals, Strategies and Initiatives -
2025-26
Joint Strategic Planning Meeting:
April 17, 2025 - Presentation
Item C.4
Indian Wells Golf Resort
The Indian Wells Golf Resort is a premier destination, offering world-class golf, amazing dining, exceptional hospitality, and a sophisticated entertainment experience for residents and guests alike.
The Indian Wells Golf Resort is a premier destination, offering world -class golf, amazing dining, exceptional hospitality, and a sophisticated entertainment experience for residents and guests alike.
Review of Resident and/or Resident Guest Rate Fee Structures x Identify a Dedicated Funding Source for Celebrity Course Rehabilitation x Hire Design Consultant for Various Capital Improvements:
•Banquet Kitchen x
•Pavilion Insulation x
•Parking Lot Expansion x
Bring a Major Golf Tournament (e.g., LPGA) to the IWGR*x Indian Wells Golf Resort
Strategies & Initiatives Next 12Months 1 to 3Years 3 to 5Years *Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
The Indian Wells Golf Resort is a premier destination, offering world-class golf, amazing dining, exceptional hospitality, and a sophisticated entertainment experience for residents and guest alike.
Seek out Opportunities to Activate the Celebrity Ballroom (e.g., immersive golf experiences)x
Installation of Public Art at Kestrel x
Modifications to Shots in the Night Putting Course x
Installation of Public Art at Golf Resort (e.g., Players Redesign)*x Installation of a Legacy Wall in Lobby of Golf Resort x Host a Grand Opening Celebration for the Redesigned Players Course*x Indian Wells Golf Resort (Continued)
Strategies & Initiatives Next 12Months 1 to 3Years 3 to 5Years *Indicates the City Council has already authorized staff resources on this particular strategy or initiative.
Conclusion
Indian Wells City Council &
Housing Authority
April 17, 2025
STAFF REPORT
To: City Council
From: City Manager Department
Prepared by: Christopher Freeland, City Manager
Subject: 2025 Strategic Planning Financial Forecast
RECOMMENDED ACTIONS:
Council REVIEWS and DISCUSSES the 2025 Strategic Planning Financial Forecast.
SUMMARY:
The City Manager’s Department publishes the annual Financial Forecast in preparation for the City Council’s Strategic Planning and Goal-Setting sessions. This forecast delivers a comprehensive assessment of the City’s financial performance, providing a forward- looking perspective based on prevailing economic conditions. The primary objective of this report is to furnish the City Council and the Finance Committee with the necessary financial insights to inform the City’s Strategic Goals, which are slated for formal adoption as part of the Fiscal Year 2025-26 and Fiscal Year 2026-27 and budget update.
The financial modeling underlying this forecast is constructed upon a prudent set of assumptions regarding the City of Indian Wells’ tourism activity, revenue streams, and expenditure projections. These assumptions are informed by a broad spectrum of economic indicators, including national and regional economic trends, forecasts from the Greater Palm Springs Convention and Visitors Bureau, data from the Coachella Valley Economic Partnership (CVEP), industry assessments from local hotel and tennis stakeholders, as well as projections from the State of California, the Desert Valley Builders Association, the County of Riverside, the Riverside County Sheriff’s Department, CALFire, and other relevant entities. Key expenditure assumptions are derived from historical financial patterns, five-year trailing averages, contractual obligations, and input from municipal departments.
The financial projections within this report represent the City Manager’s professional guidance to the City Council and the Finance Committee. Developed in January 2025,
Joint Strategic Planning Agenda- April 17, 2025
these estimates employ a conservative approach to account for the heightened risk of economic contraction and potential recessionary pressures.
Revised cash flow analyses, presented during the strategic planning sessions, reaffirm the City’s disciplined fiscal strategy, wherein restrained revenue growth necessitates proportional expenditure adjustments. The financial data contained in this report ser ves as a critical barometer for assessing the City’s budgetary landscape, offering a detailed outlook for the forthcoming 12 to 18 months.
BACKGROUND:
In 2015, the City Council established a foundational strategic objective: to develop a comprehensive financial strategy that ensures the city’s long-term fiscal stability. A key component of this strategy was the refinement of the Annual Financial Forecast, which has since served as a cornerstone for informed decision-making across multiple budget cycles.
To safeguard the City’s financial sustainability, a multi-faceted approach has been implemented, focusing on four key areas:
Pursuit of Economic Development Opportunities – Identifying and fostering new revenue-generating initiatives.
Enhancement of Existing Revenue Streams – Optimizing revenue sources to ensure fiscal resilience.
Reinforcement of Financial Reserves – Strengthening reserve balances to provide a financial buffer against economic fluctuations. In September 2024, the Council adopted a General Fund Reserve Policy requiring 70% cash reserves of the annual General Fund operating budget.
Commitment to Fully Funded Pension Obligations – Ensuring pension liabilities remain fully funded to mitigate future financial strain.
Financial Performance
Tourism remains the City’s predominant economic driver, significantly influencing key revenue categories such as transient occupancy tax (TOT), admissions tax, and sales tax.
Tourism-related revenues have exceeded expectations for the fiscal year, with both transient occupancy tax and admissions tax collections reaching historic highs.
Projections indicate that the City is on track to collect approximately $12.7 million in transient occupancy tax in the current fiscal year. In collaboration with Visit Greater Palm Springs, the City’s tourism initiatives strategically support resort partners in maximizing
Joint Strategic Planning Agenda- April 17, 2025
TOT growth. Marketing efforts focus on enhancing brand awareness and deploying targeted strategies aimed at both group and leisure markets.
Additionally, admissions tax collections are expected to reach $5.6 million, bolstered by record attendance at the BNP Paribas Open, which attracted 504,000 attendees. The strong performance of the City’s tennis partnerships continues to drive positive fina ncial outcomes, with increased ticket prices and attendance levels contributing to revenue growth. Despite external fiscal pressures, including inflation, rising public safety expenditures, and other contractual obligations, City staff have successfully maintained General Fund expenditures within budgeted allocations. As a contract city, Indian Wells effectively manages operational costs through strategic contractual agreements. The City’s merit-based compensation structure and collaborative engagements with employee associations further support its long-term fiscal stability.
Notably, long-term fiscal trends indicate that public safety expenditures tend to grow at a rate exceeding the revenue streams that fund them. This trend is expected to accelerate, as evidenced by the recent approval of a labor agreement by the County Board of Supervisors, which will increase contract costs by 19% over the next two years.
Future increases in public safety costs remain uncertain as the County continues to negotiate union contracts and address escalating unfunded pension liabilities and post - retirement benefits. To proactively address these potential cost increases, the City has implemented strategic financial measures, including establishing a Community Facilities District, which is detailed later in this report.
General Fund Forecast
The General Fund forecast provides a comprehensive financial outlook, assessing projected revenues, anticipated expenditures, and long-term fiscal sustainability. This analysis enables the City to allocate resources strategically, ensure financial stability, and maintain a balanced approach to meeting community needs while adhering to sound fiscal management principles.
ACCOUNT TYPE 2025E 2026B 2027B 2028F 2029F 2030F 2031F 2032F General Fund
Revenues 28,933,500 29,400,700 30,273,600 31,354,391 32,474,813 33,636,350 34,840,543 36,088,990 Annual % Change 1.6%3.0%3.6%3.6%3.6%3.6%3.6%
General Fund
Expenditures 22,279,494 24,145,500 24,855,000 25,889,350 26,974,940 28,114,720 29,311,832 30,569,614 Annual % Change 8.4%2.9%4.2%4.2%4.2%4.3%4.3%
Net Change
in Fund Balance 6,654,006 5,255,200 5,418,600 5,465,041 5,499,873 5,521,630 5,528,711 5,519,377 General Fund Forecast
Joint Strategic Planning Agenda- April 17, 2025
Mitigating Tourism Revenue Vulnerability
Capital Reserves and Long-Term Fiscal Sustainability
As part of its commitment to sound financial management, the City Council established long-term capital replacement funds to support infrastructure investment. These dedicated funds ensure the timely construction, maintenance, and rehabilitation of capital assets, reducing the risk of deferred maintenance and unplanned expenditures.
Currently, the City maintains $26.6 million in capital reserves, forming a key component of its broader financial reserves, which total approximately $68.9 million. These reserves serve as a critical financial safeguard, ensuring the City’s continued ability to invest in infrastructure while maintaining fiscal stability.
The City Council instituted long-term capital replacement funds as part of a prudent governance strategy, allocating funds for capital improvement projects identified in the capital budgeting process. Approximately $2.0 million is earmarked annually as part of the budget, with identified funding sources contributing to the annual reserve amount or capital expenditures.
Joint Strategic Planning Agenda- April 17, 2025
City Pension Policy
In 2017, the City Council strategically elected to retire the City's unfunded pension liability, generating cumulative savings of $6.0 million over the projected thirty-year amortization period under CalPERS. Consistent with the Council’s fiscal objectives, the City has successfully maintained a fully funded pension program since 2017. As of June 30, 2024, the City reports a net pension asset of $1,089,114. These assets are prudently managed to enhance the City's financial resilience, mitigating potenti al fiscal risks associated with prevailing market volatility.
City Grant Funding
The City actively pursues and administers Federal, State, and other grant funding opportunities that align with its strategic priorities and policy objectives, maximizing financial resources to support community initiatives. Each grant undergoes a rigorous financial evaluation, including developing a comprehensive pro forma analysis by City staff to assess immediate and long-term fiscal impacts. To ensure responsible fiscal stewardship, one-time operating grant revenues are strategically allocated, primarily funding pilot programs that undergo thorough assessment for long-term viability and potential integration into the City's ongoing financial framework.
During the current grant cycle, the City has secured $8.2 million in grant funding, with an additional $6.6 million pending final approval.
Grant Funding
Pending Grants:
$6,613,490
Awarded Grants:
$8,205,240
Joint Strategic Planning Agenda- April 17, 2025
Grants Awarded
Grants Pending
Developer Impact Fees
Development Impact Fees (DIFs) are a widely utilized municipal finance mechanism imposed on new developments as a condition of project approval. These fees are specifically designated to fund the expansion of public infrastructure and facilities, Grants Awarded
•Prop 68 Floodplain Management•Low Flow Channel Project•$600,000•California Department of Water Resources/State •Urban Community Drought Relief•Hwy 111 Drought Tolerant Landscape Project•$650,000•Coachella Valley Water District/California Department of Water Resources/State •Charge Ready
•Level 2 EV Charging Stations at City Hall
•$375,000 (funding estimate)•Southern California Edison/State •Safe Streets For All•Traffic Safety Action Plan•$200,000•Federal Highway Administration (FHWA)/Federal
•SB 821•Eldorado Improvements: $690,120
•Fairway Improvements: $690,120 •Riverside County Transportation Commission (RCTC)/State •Community Project Funding
•WWR Channel Lining Redesign
•$5 Million•Calvert -Congressional Grant/Federal
•Highway Safety
Improvement Program
•Fairway Sidewalk -
$344,520
•Bicycle/Golf Cart Lanes -
$317,970
•Caltrans/Federal
•Charging & Fuel
Infrastructure
Discretionary Grant (CIF)
•Fast Chargers at City Hall
•$951,000
•Federal
•2026 Community Project
Funding
•Whitewater River
Channel Lining Redesign
•$5 Million (Pending
Approval)
•Congressional
Grant/Federal
•EV Fast Chargers at
City Hall
•Funding Estimate TBD
•SoCal Edison/State
Pending Grants
Joint Strategic Planning Agenda- April 17, 2025
ensuring that new developments contribute proportionally to the capital costs associated with growth. The City recently reviewed its DIF structure to align fee assessments with current municipal needs and objectives. This analysis ensures that the fees collected accurately reflect the City’s updated infrastructure and service demands.
As a result of this review, the City introduced two new DIF categories:
Recreation Fee: Dedicated to enhancing public recreational amenities.
Storm Drain Fee: Allocated for stormwater management infrastructure improvements.
General Fund Loans Update
Commencing in July 2021, the City's General Fund initiated the collection of $17.7 million in interfund loans between the City and the former Redevelopment Agency. The City has received $4.9 million in total loan payments, with approval from the Riverside County Oversight Board for an additional $2.5 million. It is imperative to note that these interfund loan transactions and corresponding fees do not reflect the City's Profit and Loss (P&L) cash flows. The interfund loan is duly recognized as a General Fund balance sheet asset.
By law, the Housing Authority receives 20% of the interfund loan for operational costs, including administrative expenses, funding for homelessness organizations, and future affordable housing projects.
Fiscal Year
Original Loan Amount -
General Fund
Receivable
Whole
Payments
made to City
City 20%
Contributions to the
Housing Authority
Net Payments
Held by the
City Status
17,739,192
2022 16,400,000 1,339,192 267,838 1,071,354 Paid 2023 14,187,226 2,212,774 442,555 1,770,219 Paid 2024 11,600,000 2,587,226 517,445 2,069,781 Paid 2025 8,500,000 3,100,000 620,000 2,480,000 Paid 2026 4,750,000 3,750,000 750,000 3,000,000 DOF Approved 2027 1,000,000 3,750,000 750,000 3,000,000 Estimated 2028 - 1,000,000 200,000 800,000 Estimated Total 17,739,192 3,547,838 14,191,354 Amount Paid 9,239,192 1,847,838 7,391,354 Remaining 8,500,000 1,700,000 6,800,000 (as of June 30, 2025)
Successor Agency Loan Repayments
Joint Strategic Planning Agenda- April 17, 2025
Community Facilities Districts
The City is collaborating with developers to implement Community Facilities Districts to support City services and maintain infrastructure. Community Facilities Districts (“CFDs”), also known as Mello-Roos Districts, are special tax districts created through the Mello- Roos Community Facilities Act of 1982 to obtain additional public funding and financing for numerous services and infrastructural improvements by imposing special taxes on the property.
Any public agency with the authority to provide public services and facilities may form a CFD. Cities, counties, school districts, and special districts are typical partners in this collaboration. Thousands of CFDs are created in California to fund billions in public infrastructure. CFDs can be used to support ongoing operations or to fund capital acquisition costs.
New Indian Wells Public Safety CFD
In 2022, the City formed the “Indian Wells Community Facilities District No. 2023 -1 (Public Safety)” CFD to pay for expanding public safety costs. The CFD concept allows new developers to pay their rightful fair share of public safety costs without burdening existing property owners.
The CFD is not a levy or a tax on existing homeowners ; it affects development projects as they are constructed at vacant sites along Highway 111 and Miles Avenue. Developers and, ultimately, the end users will pay the City a unique public safety fee to cover their specific development's increased public safety costs. The CFD levy applies to hotels, short-term rentals, retail properties, and permanent residential properties.
Special CFDs for Capital Construction
A CFD may be the most optimal financing structure to meet the construction, services, and maintenance goals in neighborhoods where a superior level of development is desirable to either improve upon outdated public services and facilities or in newly developing areas that need to secure capital to build out the necessary services and infrastructure. In addition, the flexibility of a CFD allows for unlimited opportunities to shape and reshape neighborhoods through a special tax levied against the property of residents living in a CFD district.
Opportunities to Develop New Revenue
To enhance fiscal resilience, Indian Wells should strategically broaden its revenue sources. Revenue diversification aims to cultivate consistent growth across various
Joint Strategic Planning Agenda- April 17, 2025
market segments, mitigating overreliance on any singular income stream. This approach fosters operational flexibility and financial stability.
In February 2025, the City Council authorized the Finance Committee to consider a potential 1% increase in sales tax, aligning with similar measures adopted by neighboring cities, which is projected to generate an estimated $1.7 million to $2.0 million in additional General Fund revenue during the first year of implementation. Cities within the Coachella Valley—including Cathedral City, Coachella, Indio, La Quinta, Palm Desert, and Palm Springs—have implemented comparable measures, providing a precedent.
The City Council adopted a phased approach before committing to moving forward with a ballot measure. The following phased approach is consistent with practices employed by other cities in the region:
Conduct a Public Opinion Poll: Consider conducting a public opinion poll to assess the level of community support prior to committing resources toward ballot-related expenses. The results of such a poll would be presented to the City Council to inform their deliberations.
o However, during its April meeting, the Finance Committee strongly recommended deferring this initiative. The Committee cited ongoing economic volatility and fiscal uncertainty as key reasons for pausing the poll at this time, emphasizing the importance of prudent financial stewardship in the current environment.
Issue an RFP for Voter Education and Ballot Services: If the polling data indicates a favorable environment for proceeding with the ballot measure, issue a Request for Proposals (RFP) to procure services for voter education about the measure and ballot preparation.
Proceed with the Ballot Measure: If the City Council finds the projected costs of the ballot measure acceptable, Staff will seek formal Council direction on how to proceed with the necessary steps to place the measure on the ballot for voter consideration.
This structured approach ensures a data-driven decision-making process and aligns with the strategies employed by other municipalities.
Updated Ten-Year Financial Forecast:
The ten-year Forecast is an essential metric the Council uses during strategic planning.
It supports the decision-making process for continued economic development by driving new revenues to the City and is updated for each new strategic planning session.
Joint Strategic Planning Agenda- April 17, 2025
The ten-year forecast has been updated to include the fiscal year 2024-25 year-end estimate and projections for the next decade. Additionally, a column summarizing the Forecast's long-term expectations has been added to enhance operating transparency.
The attached forecast details the revised revenue and expenditure gaps. The gap analysis incorporates the application of various citywide cost-saving measures. The implementation of revenue opportunities and cost-saving measures has eliminated the overall funding shortfall identified in the ten-year Gap Analysis.
Indian Wells Housing Authority Finance Update
Indian Wells Housing Authority was created to promote and encourage the' retention, rehabilitation, and development of affordable housing units. Since its inception in 2012, the Housing Authority has purposefully reserved funds to construct affordable housing communities, maintaining RHNA compliance.
Additionally, the Authority has reserved funds in the Mountain View and Indian Wells Villas Funds to address quality of life issues for the affordable housing residents in its charge. The attached forecast table details the revised revenue and expenditure gaps.
As of June 30, 2025, the anticipated cash balance of the Housing Authority is expected to be $1.3 million.
Loss of ongoing revenue in the Housing Authority Fund
In July 2021, the City’s General Fund started collecting $17.7 million in interfund loans between the City and the former Redevelopment Agency under the dissolution of Redevelopment. Under State law, the Housing Authority will receive 20% of the interfund loan repayments to further affordable housing project-related needs. Since 2021, the Housing Authority has received $1.8 million in total contributions, with an additional $1.7 million still due to the Housing Authority.
Securing a new, sustainable funding source for the Housing Authority is a top priority. All current payments to the Housing Authority are scheduled to end by 2028, leaving a significant funding gap. The loss of redevelopment agencies in 2012 eliminated a k ey mechanism for financing affordable housing projects. In response, cities actively work with state legislators to advocate for new funding tools to meet ongoing and future affordable housing needs.
Public-private partnerships (PPPs) represent a strategic opportunity for the Housing Authority to enhance its capacity to develop and preserve affordable housing. Through the effective utilization of publicly owned land, the streamlining of entitlement processes, and the provision of financial contributions, the Housing Authority can incentivize private sector participation in projects that address the needs of low-income households. Such collaborations can reduce development costs, expedite project delivery, and integrate
Joint Strategic Planning Agenda- April 17, 2025
private-sector innovation and expertise. When thoughtfully structured, PPPs can ensure long-term housing affordability, increase overall housing production, and optimize the use of limited public resources. As such, they serve as a critical mechanism for meeting the community’s housing needs beyond the expiration of current funding in 2028.
ATTACHMENTS:
1. City Financial Forecasts
2. Housing Financial Forecasts
Joint Strategic Planning Agenda- April 17, 2025
TOTAT
FY 2025-352035FACCOUNT TYPE 2032F 2033t 2094F20278 2028F 2029F 2030F 2031F2025E20268 General Fund
Revenues
Annual % Cha
General Fund
Expendltures
Annual % Cha
Total
Recommended Addltlonal
Addltlonal Capltal Reserves
Golf Resort Capltal Reseves
Penslon (Normal Cost)
Total Addltlonal
28,933,500
22,279,494
29,400,700
1.6%
30,273,600
3.0%
36,088,990
3.6%
37,383,353
3.6%
31,354,391 32,474,8L3
3.6Yo 3.6%
33,536350 :t4,840,543
3.6% 3.6Yo
38,725,355 4O,1L6,784 U4,294,878
3.6% 3.6%2.
-0.
24145,500
4.4%
24,855,q)0
2.9%
25,889,350
4.2%
26,974,940
4.2%
28,114,720
4.2Yo
29,3tt,832
43%
30,569,614
43%
31,891,619
4.3%
33,281,628
4A%
9,743,666 289,/n,88
4.4%
27%
2f/"
6%
47%
30%
2OYo
iYo
30/o
20%
o%
50Yo
30/o
20/o
0%
50Yo
30To
20%
0/o
50Yo
20/o
20%
20%
40%
2OYo
20/o
20Yo
40Yo
20/o
20Yo
20%
Lffi%tUJ/o
30%
20%
0%
tw%
30Yo
2O/o
0/o
SOYo
LO$/c
30/o
20/o
lYo
50To
t@%tOOYo tw96tw6L00%twa tOV/o
ATTACHMENT #1
Joint Strategic Planning Agenda- April 17, 2025
HousingAuthority Fund Cash Ftow
RDA Loan 20% Share 620,000 750,000 750,000 200,000 2,320,000 Totat 2025
thru2O282025E20278202682028F
Proceeds from Sate of Land 1,290,000 1,290,000
state Grants 135,800 65,000 65,000 65,000 330,800
lnvestment Earnings 49,200 39,400 28,100 16,100 132,800 Totat Revenues 2,095,000 854,400 843,100 28t,100 4,073,600 Operations 1,509,000 1,131,300 7,742,400 700,000 4,482,700 CommunityAssistance 250,000 250,000
Capitat Repairs 662,000 100,000 100,000 100,000 962,000 Total Expenditures 2,427,000 1,231,300 1,242,400 800,000 5,694,700 Total Surptus (326,000) (376,900) (399,300)(518,900) {1,621,100} TotatCash Held 7,312,204 935,304 536,004 77,104
ATTACHMENT #2
Joint Strategic Planning Agenda- April 17, 2025
City of lndian Welts
Mountain ViewVittas Cash Flow
Rents 1,620,000 1,668,600 7,718,700 7,770,300 6,777,600 lnterest 43,600 45,000 46,400 47,800 182,800
Total Revenues 1,663,600 1,713,600 1,765,100 1,818 ,1oo 6,960,400 Operations 7,252,400 1,302,500 1,354,600 1,395,200 5,304,700 Maintenance & Capitat 400,000 417,700 410,500 422,900 1,644,500 Total Expenditures 7,652,400 1,713,600 1,765,100 1,818,100 6,949,200 Totat Surptus 11,200 t'.,200
Totat 2025
thru 20282028F2025E2026820278
Joint Strategic Planning Agenda- April 17, 2025
City of lndian Wetts
lndian Wetts Vittas Cash Ftow
Rents 1,115,000 1,148,500 1,183,000 1,218,500 4,665,000 lnterest 16,400 16,900 17,500 18,000 68,800
Total Revenues 1,131,400 1,165,400 1,200,500 1,236,500 4'733,800 Operations 877,700 850,400 884,500 911,000 3,463,600
Maintenance & Capitat 300,000 315,000 316,000 325,500 1,256,500 TotalExpenditures 1,777,7O0 1,165,400 1,200,500 1,236,500 4,72O,t00 Total Surptus 13,700 13,700
Totat 2025
thru 20282028F2025E2026820278
Joint Strategic Planning Agenda- April 17, 2025
Housing Authority
Next 12
Months
1 to 3
Years
3 to 5
Years
X
X
X
X
X
Support Legislation Giving Cities More Tools to Address RHNA Requirements (e.g., AB1407, AB 762)*
Develop Strategy on Declining Housing Authority Funds*
Continue Implementation of 6th Cycle of Housing Element* Development of Housing Element for 7th Cycle (2029-2037) Housing Authority was established with a strategic mandate to promote the retention, rehabilitation, and development of affordable housing units within Indian Wells.
Strategies and Initiatives
Address Regional Housing Needs Assessment*Ongoing
Develop Strategies to Extend Affordability Covenants at Indian Wells and Mountain View Villas
Develop New Housing Units in Community*
* Indicates the City Council has already authorized staff resources on this particular strategy or initiative
Joint Strategic Planning Agenda- April 17, 2025
Goal # 1: Safeguarding the Community
Next 12
Months
1 to 3
Years
3 to 5
Years
X
X
X
OngoingExpand Emergency Preparedness Programs*
Seek Funding to Rebuild/Rehabilitate City Emergency Operation Center*
* Indicates the City Council has already authorized staff resources on this particular strategy or initiative
Strategies and Initiatives
Review Fire Deployment Model for Efficiency and Effectiveness Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response programs.
Develop Policy to Inspect Commercial Kitchen Fire Suppression Systems
Examine Opportunities to Expand Opticom System to Gated Communities
Review Police Deployment Model for Efficiency and Effectiveness
Joint Strategic Planning Agenda- April 17, 2025
Goal # 2: Fiscal Responsibility and Sustainability
Next 12
Months
1 to 3
Years
3 to 5
Years
X
X
X
X
X
X
OngoingContinue Proactive Pursuit of County, State, and Federal Grants* Adjust Policies for More Efficient Use of City Funds*
Expand Cove Community Project Partnerships to Expand Fiscal Efficiency
Goal Statement: Foster fiscal health through disciplined long-term planning, conservative budgeting practices, heightened efficiency, increased revenue and cost recovery.
Strategies and Initiatives
Examine Opportunities to Expand and Diversify City Revenues* Fiscal Policies Update*
Sponsorship Policy Update*
Develop a Strategy to Improve No/Low Property Tax Status* Consider a Sales Tax Measure*
Joint Strategic Planning Agenda- April 17, 2025
Goal # 3: Encourage Development and Tourism
Next 12
Months
1 to 3
Years
3 to 5
Years
X
X
X
X
OngoingContinue exploring Sister City opportunities*
Museum of Tennis and/or Golf
Museum of Energetic Studies
Exhibit/Attraction on the Original Indian Well
Indian Wells Preservation Foundation Facilities*
Identify Potential Locations for New Tourism Attractions Process Entitlements for Development on East Side of Miles and Highway 111
Continue Discussions with Renaissance Esmerelda on Expansion of their Resort*
Begin Multi-Year Implementation of City's General Plan* Goal Statement: Pursue economic development initiatives that attract and retain businesses, provides a strong, diverse local economy, addresses affordable housing needs, and enhances Indian Wells as the premier tourism destination.
Strategies and Initiatives
Process Entitlements for Cocun Resort Development*
Evaluate Relationship with Economic Development Organizations (e.g., CVEP and Visit GPS)
Joint Strategic Planning Agenda- April 17, 2025
Goal # 4: Investing in Infrastructure and Amenities
Next 12
Months
1 to 3
Years
3 to 5
Years
X
X
X
X
Ongoing
Expansion of Eisenhower Veteran Memorial
Highway 111 Landscaping Improvements (e.g., Palm Tree
Replacement and Drought Tolerant Landscaping)*
Examine Opportunities to Expand Non-Potable Water Use in Community
Rehabilitation/Redesign of Indian Wells Fountains*
Goal Statement: Promote effective use of existing facilities through maintenance and repair and plan for future facilities, amenities, and infrastructure to benefit the community.
Strategies and Initiatives
Continue Advancing Various Public Infrastructure Projects* Whitewater Channel Improvements*
Safer Streets (Eldorado, Fairway, Cook and Rancho Palmares)*
Joint Strategic Planning Agenda- April 17, 2025
Goal # 5: Enhancing the Quality of Life
Next 12
Months
1 to 3
Years
3 to 5
Years
X
X
Revisit Priorities in Communication Plan and Implementation X
Activate Fairway Park (e.g., Yoga in the Park, Small Music Events)
Develop New Public Art Installations in Indian Wells
Indian Wells Lane (e.g., monument sign)
Fairway Park (e.g., Shade Structure)
Develop a plan to Celebrate the City's 60th Anniversary Cellular Master Plan*
Develop New Park Site(s)*
Goal Statement: Actively seek out opportunities to maintain and enrich Indian Wells’ quality of life.
Strategies and Initiatives
Expand Community Activities Programing and Resident Benefits*Ongoing Holiday Decorations*
Expand Resident Benefit Card Discounts to City Businesses* OngoingProvide Additional Community Events*
Update City's website
Develop a City of Indian Wells Book
Joint Strategic Planning Agenda- April 17, 2025
Various Other City Strategies and Initiatives
Next 12
Months
1 to 3
Years
3 to 5
Years
X
X
Update to Resident Benefit Cards Rules of Use
Initiate a Government Efficiency and Organizational Improvement Study
Examine Opportunities in State Law Granting Charter Cities More authority Over Local Control
City Council Policy Manual Updates
Process to Add Items to the Agenda
City Council Committee Assignments (e.g., grouping of similar committees and establish seniority)
Ongoing
Complete a Municipal Code Update (e.g., zoning code)
Goal Statement: Development of Projects and Programs that further the City's Mission Statement, Improve City Operations, etc., that do not clearly fit within other goals.
Strategies and Initiatives
Continue proactive Legislative Advocacy Efforts*Ongoing Revisit the City's Mission Statement and Branding for Relevance Today
Advocate to regional, county, state, and federal
legislators/agenices to address public health and
economic/tourism impacts of Coachella Valley Air Quality (Dust) resulting from Tropical Storm Hillary
Joint Strategic Planning Agenda- April 17, 2025
Indian Wells Golf Resort
Next 12
Months
1 to 3
Years
3 to 5
Years
X
X
X
X
The Indian Wells Golf Resort is a premier destination, offering world-class golf, amazing dining, exceptional hospitality, and a sophisticated entertainment experience for residents and guests alike.
Strategies and Initiatives
Review of Resident and/or Resident Guest Rate Fee Strucutres Hire design consultants for various capital improvements:
Installation of Public Art at Golf Resort (e.g., Players Redesign)* Installation of Public Art at Kestrel
Host a Grand Opening Celebration for the Redesigned Players Course*
Installation of a Legacy Wall in Lobby of Golf Resort*
Identify a Dedicated Funding Source for Celebrity Course Rehabilitation
Banquet Kitchen
Pavillion Insulation
Parking Lot Expansion
Bring a Major Golf Tournament (e.g., LPGA) to the IWGR* Seek out opportunities to activate the Celebrity Ballroom (e.g., immersive golf experiences)
Modifications to Shots in the Night Putting Course
* Indicates the City Council has already authorized staff resources on this particular strategy or initiative
Joint Strategic Planning Agenda- April 17, 2025