CITY COUNCIL AND HOUSING AUTHORITY JOINT STRATEGIC
PLANNING SESSION
Tuesday, March 17, 2026
9:00 AM
Indian Wells Golf Resort
44500 Indian Wells Lane, CA 92210
Welcome to Indian Wells City Council and Housing Authority Joint Strategic Planning Session.
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 with a disability 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 INDIAN WELLS CITY COUNCIL, PLEDGE OF ALLEGIANCE,
AND ROLL CALL
MAYOR TOPER TAYLOR
MAYOR PRO TEM BRIAN PENNA
COUNCIL MEMBER GREG SANDERS
COUNCIL MEMBER DANA REED
COUNCIL MEMBER BRUCE WHITMAN
B.APPROVAL OF THE FINAL AGENDA
C.CITY COUNCIL GENERAL BUSINESS
Public Comments: Please note that at this special meeting you may address the City Council on items that are listed on the agenda. The Mayor will recognize members of the public at the appropriate time. Once the Mayor 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.
C.1 Desert Rodeo Sponsorship Request 5
RECOMMENDED ACTION:
Council DISCUSSES and CONSIDERS sponsorship Request to the Desert Rodeo; and
If approved AUTHORIZES Supplemental Appropriation in the among of $50,000 to fund the Sponsorship; and
FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.
D.RECESS FOR 5 MINUTES
E.RECONVENE THE CITY COUNCIL AND HOUSING AUTHORITY JOINT
STRATEGIC PLANNING SESSION
MAYOR/CHAIR TOPER TAYLOR
MAYOR PRO TEM/VICE CHAIR BRIAN PENNA
COUNCIL MEMBER/COMMISSIONER GREG SANDERS
COUNCIL MEMBER/COMMISSIONER DANA REED
COUNCIL MEMBER/COMMISSIONER BRUCE WHITMAN
COMMISSIONER JOHN O'HEA
COMMISSIONER KOANDA WORDEN
F.INDIAN WELLS JOINT STRATEGIC PLANNING SESSION
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 agenda.
The Mayor/Chair will recognize members of the public at the appropriate time.
F.1 2026 Strategic Planning and Goal Setting Session for the City, Housing Authority, and Golf Resort
29 RECOMMENDED ACTION:
City Council and Housing Authority REVIEWS, DISCUSSES, and provides DIRECTION on the 2026 Strategic Planning Goals and Strategies.
The order of presentations and discussions is as follows:
Financial Review of the City, Golf Resort and Housing Authority (Separate Report Attached).
1. Discussion of Housing Authority Goals and Strategies from 2025 and Consensus on Goals and Strategies for 2026.
2. Discussion of City and Golf Resort Goals and Strategies from 2025 and Consensus on Goals and Strategies for 2026.
3. Conclusion of the 2026 City Council Planning Session.4.
G.CITY COUNCIL CLOSED SESSION
Once the closed session has ended, the City Attorney or presiding officer will make any announcement required by the Brown Act relative to reportable actions taken during the closed session.
G.1 Conference with Legal Counsel Regarding Anticipated Litigation-Significant Exposure to Litigation pursuant to Government Code Section 54956.9(d)(2) (One or More (1) potential cases).
G.2 Conference with Legal Counsel Regarding Anticipated Litigation-Initiation of Litigation Pursuant to Government Code Section 54956.9(d)(4). One or More Potential Cases.
G.3 Conference with City’s Real Property Negotiator Pursuant toGovernment Code 54956.8. Real Property:
On Behalf of the City of Indian Wells: City Manager Christopher Freeland.
Other Negotiating Parties: Owner of Assessor Parcel Numbers: 633-214-034, 623-040-020, 623-700-002,623-370-018, 623-370-016, 623-360-012, 623- 350-012, and 623-340-017.
H.ADJOURNMENT
To a regularly scheduled meeting of the City Council to be held at 1:30 p.m. on April 16, 2026, in the City Hall Council Chamber.
Affidavit of Posting,
I, Angelica Avila, certify that on March 13, 2026, 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 Tuesday, March 17, 2026 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
Strategic Planning Session2026-27
Joint Strategic Planning Session:
March 17, 2026 - Presentation
Today’s Agenda
Financial Review of the City, Golf Resort & Housing Authority Housing Authority Projects & Programs 2026
City & Golf Resort Projects & Programs 2026
Conclusion of the 2026 City Council Strategic Planning Session 2 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.
3 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.
VISION STATEMENT
Indian Wells will continue to be a famed Southern
California destination where we thrive amidst desert
beauty, luxury living, globally renowned sports, fine cuisine, and world class events.
4 City, Housing Authority, and Indian Wells Golf Resort Financial Review
5 Today’s Topics
Cash Reserves
City Cash Flow
Grant Funding
Housing Cash Flow
Indian Wells Golf Resort
6 Financial Primer:3/27/2026
Budget Meeting: 5/13/2026
Cash Reserves
•The City ended the fiscal year with
$96.6 million in total cash reserves
•Of that amount, $88.4 million is
considered “Key” to City operations.
7 City Grants
8 General Fund Forecast
9 General Fund Loan Update
10 Community Housing Forecast
11 Housing Authority Forecast
12 Indian Wells Golf Resort
FY 2010-2022:
Cumulative losses: $8,018,143
FY 2023-2026:
Cumulative operating income: $3,203,907
13 Indian Wells Golf Resort
Golf Resort - Profitable since 2023 - Look for our new
Golf Resort Capital Reserve Policy coming soon!
14 Housing Authority
15 Continue Implementation of 6th Cycle of Housing Element Next 12 Months
Community
Development COMPLETED
Develop Strategy on Declining Housing Authority Funds Next 12 Months
Finance/City Manager’s
Dept COMPLETED
Additional Regional Housing Needs Assessm ent
Develop Strategies to Extend Affordability Covenants at Indian Wells and Mountain View Villas
Next 12
Months
Community
Development/City
Manager
IN PROGRESS
Develop New Housing Units in Com m unity (Lissoy Opportunity Site)1-3 Years Community Development IN PROGRESS
Support Legislation Giving Cities More Tools to Address RHNA Requirem ents (e.g., AB726, CSUSB Student Housing)
Next 12
Months
Community
Development/City
Manager
ONGOING
Developm ent of Housing Elem ent for 7th Cycle (2029 -2037)1-3 Years Community Development PENDING
Housing Authority
Projects & Programs Time Period Responsible
Department Status
*COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion Housing Authority was established with a strategic mandate to promote the retention, rehabilitation, and development of affordable housing units within Indian Wells.
16 Recommendation:
•Staff recommends Housing Authority approve the
projects and programs as presented by City staff,
unless amended.
17 City Projects & Programs
18 Safeguarding the Community
Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response programs. 19 Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response program.
Review Police Department Model for Efficiency and
Effectiveness Next 12 Months City Manager COMPLETED
Review Staffing to Increase Traffic Enforcem ent Efforts and Cove Com m unity Partnerships Next 12 Months City Manager COMPLETED Review Fire Deploym ent Model for Efficiency and Effectiveness (ISO Rating & Municipal Staffing Model)Next 12 Months City Manager COMPLETED Develop Policy to Inspect Com m ercial Kitchen Fire Suppression System s Next 12 Months
Community
Development/City
Manager
COMPLETED
Exam ine Opportunities to Expand Opticom System s to Gates Com m unities Next 12 Months
Community
Development/City
Manager
COMPLETED
1. Safeguarding the Community
Project & Programs Time Period Responsible
Department Status
*COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion 20 Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response program.
Expand Emergency Preparedness Programs
Complete City’s Emergency Operations Plan Next 12 Months City Manager COMPLETED Em ergency Preparedness Month Next 12 months City Manager COMPLETED Adopt Fire Hazard Maps Next 12 Months City Manager COMPLETED Partner with Cove Com m unities on CERT Next 12 Months City Manager IN PROGRESS Seek Funding for Em ergency Operations Center 1-3 Years City Manager IN PROGRESS Develop a Cellular Master Plan Next 12 Months City Manager IN PROGRESS
1. Safeguarding the Community (Continued)
Projects & Programs Time Period Responsible
Department
*COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion Status
21 Recommendation:
•Staff recommends Council approve the projects
and programs as presented by City staff, unless
amended.
22 Financial Responsibility & Sustainability
Goal Statement: Foster fiscal health through disciplined long -term planning, conservative budgeting practices, heightened efficiency, increased revenue and cost recovery 23 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 Consider a Sales Tax Measure Next 12 Months Finance/City Manager COMPLETED
Develop a Strategy to Im prove No/Low Property Tax Status Next 12 Months Finance/City Manager COMPLETED
Adjust Policies for More Efficient Use of City Funds
Fiscal Policies Update Next 12 Months Finance/City
Manager COMPLETED
Sponsorship Policy Update Next 12 Months Finance/City
Manager COMPLETED
Expand Cove Com m unity Partnerships to Expand Fiscal Efficiency Ongoing All Departments COMPLETED/
ONGOING
2. Fiscal Responsibility & Sustainability
Projects & Programs Time Period Responsible
Department Status
*COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion 24 Goal Statement: Foster fiscal health through disciplined long-term planning, conservative budgeting practices, heightened efficiency, increased revenue and cost recovery.
Continue Proactive Pursuit of County, State, and Federal Grants Ongoing All Departments COMPLETED/
ONGOING
Initiate a Governm ent Efficiency and Organizational Im provem ent Study Ongoing All Departments IN PROGRESS
2. Fiscal Responsibility & Sustainability (Cont.)
Projects & Programs Time Period Responsible
Department Status
*COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion 25 Recommendation:
•Staff recommends Council approve the projects
and programs as presented by City staff, unless
amended.
26 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. 27 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.
Continue Discussions with Renaissance Esmeralda on Expansion of their Resort Next 12 Months City Manager COMPLETED
Evaluate Relationship with Econom ic Developm ent Organization (e.g., CVEP, Visit GPS)Next 12 Months City Manager COMPLETED Begin Multi-Year Im plem entation of City’s General Plan Next 12 months All Departments COMPLETED
Process Entitlem ents for Cocun Resort Developm ent Next 12 Months Community
Development/
City Manager
IN PROGRESS
Process Entitlem ents for Developm ent on East Side of Miles & Highway 111 1-3 Years
Community
Development/
City Manager
PENDING
3. Encourage Development and Tourism
Projects & Programs Time Period Responsible Department Status *COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion 28 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 (e.g., Museum of Tennis/Golf, Original Indian Wells, IWPF, Energetic Studies).
1-3 Years
All
Departments/
Troon
PENDING
Explore Sister City Opportunities 1-3 Years City Manager PENDING
3. Encourage Development & Tourism (Cont.)
Projects & Programs Time Period Responsible Department Status *COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion 29 Recommendation:
•Staff recommends Council approve the projects
and programs as presented by City staff, unless
amended.
30 Investing in Infrastructure and Amenities
Goal Statement: Promote effective use of existing facilities through maintenance and repair and plan for future facilities, amenities, and infrastructure to benefit the community 31 Goal Statement: Promote effective use of existing facilities through maintenance and repair and plan for future facilities, amenities, and infrastructure to benefit the community.
Examine Opportunities to Expand Non -Potable Water Use in Community Next 12 Months Public Works COMPLETED
Continue Advancing Various Public Infrastructure Projects Next 12 Months Public Works IN PROGRESS Whitewater Channel Im provem ents Next 12 Months Public Works IN PROGRESS Safer Streets (Eldorado, Fairway, Cook, and Ranch Palm eras)Next 12 Months Public Works IN PROGRESS Expansion of Eisenhower Veteran Mem orial Next 12 Months City Manager/Public Works IN PROGRESS
Highway 111 Landscaping Im provem ents (e.g., Palm Tree Replacem ent and Drought Tolerant Landscaping)Next 12 Months Public Works IN PROGRESS Rehabilitation/Redesign of Indian Wells Fountains 1-3 Years Public Works PENDING
4. Investing in Infrastructure & Amenities
Projects & Programs Time Period Responsible
Department Status
*COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion 32 Recommendation:
•Staff recommends Council approve the projects
and programs as presented by City staff, unless
amended.
33 Completed ProjectsCivic Center Paving
Player’s Course Reimagined
Fire Station 55 Reroof
Local Road Paving 34
Completed Projects
Miles/Washington
Washington Turn/Bus Lane
Miles Avenue
NorthEastern
Traffic Flow
Project
35 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
36 Highway 111 Drought
Tolerant Landscaping
Energy Efficiency
(I-REN)
Low Flow
Channel
Eisenhower Expansion
CAPITAL IMPROVEMENT PROGRAM CURRENT PROJECTS
37 •Maintenance Yard Redesign
•Roofing - Civic Center Buildings
Streets & Roads Projects
•Annual Asphalt
•Warner Trail Im provem ents 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
38 Enhancing the Quality of Life
Goal Statement: Actively seek out opportunities to maintain and enrich Indian Wells’ quality of life. 39 Goal Statement: Actively seek out opportunities to maintain and enrich Indian Wells’ quality of life.
Expand Community Activities Programming and Resident
Benefits
Holiday Decorations Next 12 Months City Manager COMPLETED Expand Resident Benefit Card Discounts to City Businesses Next 12 Months City Manager COMPLETED Provide Additional Funding for Com m unity Events Next 12 Months City Manager COMPLETED Revisit the City’s Mission Statem ent & Branding for Relevance Today Next 12 Months City Manager COMPLETED
Revisit Priorities in Com m unication Plan & Im plem entation Next 12 Months City Manager COMPLETED
5. Enhancing the Quality of Life
Projects & Programs Time Period Responsible
Department Status
*COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion 40 Goal Statement: Actively seek out opportunities to maintain and enrich Indian Wells’ quality of life.
Activate Fairway Park (e.g., Yoga in the Park, Small Music Events)Next 12 Months City Manager COMPLETED/
ONGOING
Develop New Park Site(s)1-3 Years City Manager IN PROGRESS Develop New Public Art Installations in Indian Wells IN PROGRESS Update City’s Website Next 12 Months City Manager IN PROGRESS Develop a Plan to Celebrate the City’s 60th Anniversary Next 12 Months City Manager IN PROGRESS Develop a City of Indian Wells Book
Fairway Park (e.g., Shade Structure)Next 12 Months Community Development IN PROGRESS
5. Enhancing the Quality of Life (Continued)
Projects & Programs Time Period Status
*COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion Responsible Department
41 Recommendation:
•Staff recommends Council approve the projects
and programs as presented by City staff, unless
amended.
42 Various Other City Goals
Goal Statement: Development of projects and programs that further the City’s mission and vision statement, improve city operations, etc., that do not clearly fit within other goals. 43 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.
Creation of a Governance Ad hoc Committee Next 12 Months City Manager COMPLETED 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.
Next 12 Months City Manager IN PROGRESS
Complete a Municipal Code Update (e.g., zoning code)1-3 Years All Departments IN PROGRESS
Continue Proactive Legislative Advocacy Efforts Ongoing City Manager COMPLETED/O NGOING
Flight Path Change into Palm Springs Airport Next 12 Months City Manager NEW Revisit CVLink in Indian Wells 1-3 Years City Manager NEW Various Other City Strategies & Initiatives
Projects & Programs Time Period Responsible Department Status *COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion Notes: 1-Adhoc Committee of Councilmembers Penna and Sanders, 2-Adhoc Committee Councilmembers Reed and Taylor 44 Recommendation:
•Staff recommends Council approve the projects
and programs as presented by City staff, unless
amended.
45 Indian Wells Golf Resort
46 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. 47 Identify a Dedicated Funding Source for Celebrity Course Rehabilitation Next 12 Months Finance COMPLETED
Host a Grand Opening for the Redesigned Players Course Next 12 Months Troon/City Manager COMPLETED
Review of Resident and/or Resident Guest Rate Fee Structure Next 12 Months City Manager IN PROGRESS Bring a Major Golf Tournam ent (e.g., LPGA) to the IWGR Next 12 Months Troon/City Manager IN PROGRESS
Projects & Programs Time Period Responsible Department Status *COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion 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.
48 Various Golf Resort Improvements Including:
Banquet Kitchen/Pavillion Im provem ents Design Next 12 Months Troon/Public Works IN PROGRESS
Parking Lot Expansion Design Next 12 Months Public Works IN PROGRESS Installation of Public Art at Kestrel Next 12 Months Troon IN PROGRESS Modifications to Shots in the Night Putting Course Next 12 Months Troon IN PROGRESS Installation of Legacy Wall in Lobby of Golf Resort Next 12 Months Troon IN PROGRESS Projects & Programs Time Period Responsible Department Status *COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion Indian Wells Golf Resort (Continued)
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.
49 Installation of Public Art at Golf Resort (e.g., Players Redesign)Next 12 Months Troon/City
Manager PENDING
Seek out opportunities to activate the Celebrity Ballroom (e.g., Im m ersive Golf Experience)Next 12 Months Troon/City Manager PENDING
Projects & Programs Time Period Responsible Department Status *COMPLETED: Goal Completed *IN PROGRESS: Staff currently working on goal *ONGOING: Will be part of administrative practices moving forward *PENDING: Staff has not begun significant work on Goal *NEW: New Goal for Council discussion Indian Wells Golf Resort (Continued)
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.
50 Recommendation:
•Staff recommends Council approve the projects
and programs as presented by City staff, unless
amended.
51 Conclusion
52 INDIAN WELLS CITY COUNCIL
3/17/2026
To: City Council
From: Finance Department
Prepared by: Kevin McCarthy, Finance Director
Subject: Desert Rodeo Sponsorship Request
RECOMMENDED ACTIONS:
Council DISCUSSES and CONSIDERS sponsorship Request to the Desert Rodeo; and
If approved AUTHORIZES Supplemental Appropriation in the among of $50,000 to fund the Sponsorship; and
FINDS the project to be exempt from the provisions of the California Environmental Quality Act (CEQA) pursuant to Section 15060.
BACKGROUND:
The purpose of this report is to present a sponsorship request from Desert Rodeo and provide the City Council with an opportunity to consider participation in the event. The City periodically considers sponsorship requests that support community engagement, regional partnerships, cultural events, and nonprofit activities consistent with the City’s public outreach and community relations objectives.
The Finance Committee reviewed the Desert Rodeo sponsorship request and discussed the City’s approach to evaluating sponsorship proposals. Concurrently, the Committee is reviewing the sponsorship review process with the objective of incorporating sponsorship funding decisions into the City’s annual budget cycle, allowing sponsorship requests to be considered collectively during the annual budget process rather than periodically throughout the fiscal year.
Due to the timing of the Desert Rodeo event, the Committee determined that delaying consideration until a revised sponsorship process is established could preclude participation in the 2026 event. As a result, the Committee did not make a recommendation and instead directed that the request be placed on the March 17, 2026, City Council agenda for discussion and consideration. Consistent with the Finance Committee’s direction, this report is presented for City Council discussion and policy direction.
The Desert Rodeo Sponsorship request was not included in the Fiscal Year 2025–26 adopted budget and therefore requires Council consideration and a supplemental appropriation if approved.
Desert Rodeo is a PRCA-sanctioned rodeo event scheduled for April 24–26, 2026, in the Coachella Valley during the region’s peak festival season.
Sponsorship Proposal:
The proposed sponsorship package includes a
combination of resident benefits, hospitality
access, tourism-related activity, and brand
visibility opportunities associated with the
Desert Rodeo event. These components are
typical of event sponsorship agreements and
are intended to provide both community access
and promotional exposure for the City.
The table summarizes the proposed
sponsorship cost of $50,000 and the primary
benefits identified by the event organizer. The
benefits, totaling $59,400, are grouped into
several categories, including community and
resident access, hospitality and event participation, potential tourism activity, and marketing exposure. Additional detail regarding each component is provided in the discussion that follows.
Community & Resident Benefits
160 complimentary Saddle Plus VIP passes (retail value $250 per ticket ; total estimated value $40,000) included within the sponsorship
Exclusive 20% discount on GA and Saddle Plus passes for Indian Wells residents
Hospitality & VIP Access
Premium Rodeo Box (front row suite) for up to 12 guests per day, Friday–Sunday
Gourmet food, hosted hospitality, and premium rodeo viewing experience
Ideal for hosting city partners, investors, business leaders, special guests, or IW Resident Lottery
Market value of $15,000 over three days
Sponsorship Fee 50,000$
Benefits to the City
Saddle Plus VIP Passes 40,000$
Premium Rodeo Box 15,000$
Transient Occupancy
Tax on Miramonte
Room Sales 4,400$
Total Benefits 59,400$
Desert Rodeo Sponsorship
Economic & Tourism Impact
VIP hotel bookings associated with the event will be directed to the Tommy Bahama Miramonte Resort & Spa. Based on a preliminary estimate of a 20-room block for three nights at approximately $600 per night, the potential Transient Occupancy Tax (TOT) revenue to the City is estimated at approximately $4,400.
Regional and national audience exposure through Cowboy Channel+ broadcast
Continued positioning of the Coachella Valley as a luxury Western destination during festival season
Brand Visibility & Media Exposure
4’ x 10’ rodeo arena signage
Logo placement on Desert Rodeo website homepage and official partner materials
Inclusion in press releases and social media campaigns
Logo inclusion in digital rodeo day sheets
Access to Desert Rodeo’s content library and influencer amplification network
Official Designation
In recognition of this partnership, Desert Rodeo will designate the City of Indian Wells as the Official City Sponsor of Desert Rodeo 2026.
OPTIONS:
The City Council may take the following actions:
Approve participation in the Desert Rodeo sponsorship;
Decline participation in the sponsorship; or
Provide an alternative direction to staff.
FISCAL IMPACT:
The requested sponsorship represents an unanticipated expenditure and would require a $50,000 supplemental appropriation from the General Fund.
CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA):
The action is not a project within the meaning of Section 15378 of the State of California Environmental Quality Act (“CEQA”) Guidelines, because it has no potential for resulting in physical change in the environment, directly or indirectly; and that the action is nonetheless exempt from the requirements of CEQA in that the activity is covered by the general rule that CEQA applies only to projects that have the potential for causing a significant effect on the environment. (14 CCR 15061(b)(3).)
ATTACHMENTS:
1. Desert Rodeo Sponsorship Proposal
City of Indian Wells
Attn: Mayor and Members of the City Council
April 2, 2026
Re: Desert Rodeo 2026 – Official City Sponsorship & Community Partnership Proposal Dear Mayor and Members of the City Council,
On behalf of Desert Rodeo, we respectfully submit this proposal for consideration at the April 2nd City Council meeting (attached IW sponsorship deck).
Desert Rodeo is a PRCA-sanctioned, nationally broadcast rodeo-festival experience taking place April 24–26, 2026 in the Coachella Valley. In its inaugural year, Desert Rodeo welcomed over 10,000 weekend attendees, generated more than 720 million media impressions, and attracted guests from 34 states. The event received national coverage in outlets such as Rolling Stone and The New York Times, positioning the Coachella Valley as a premier Western lifestyle destination during one of the most visible weekends of the year.
We respectfully request the City of Indian Wells’ partnership as a $50,000 Rodeo Sponsor, structured to provide meaningful resident benefit, hospitality value, national exposure, and economic impact.
Sponsorship Investment:
Community & Resident Benefits
•160 complimentary “lottery” Saddle Plus VIP passes (approximately 53 per day) o 160 complimentary Saddle Plus VIP passes (retail value $250 per ticket). Total retail value: $40,000 included within the sponsorship
o Exclusive 20% discount on GA and Saddle Plus passes for Indian Wells residents o Significant interest demonstrated during the 2025 Resident Benefit Launch o Indian Wells residents purchased over 200 combined Saddle Plus and General Admission tickets through the City’s email launch for the 2025 Desert Rodeo o Demonstrates strong resident engagement and measurable demand •Opportunity to distribute tickets to residents, local businesses, and community partners Hospitality & VIP Access
•(1) Premium Rodeo Box (front row suite) for up to 12 guests per day, Friday–Sunday •Gourmet food, hosted hospitality, and premium rodeo viewing experience •Ideal for hosting city partners, investors, business leaders, special guests or IW Resident Lottery •Market value of $7,500–$10,000 per day
o Offered to the City at $5,000 per day
o Savings of $2,500–$5,000 per day
o Total potential value benefit of $7,500–$15,000 over three days Economic & Tourism Impact
•Directing VIP hotel bookings to Tommy Bahama Miramonte Resort & Spa •Regional and national audience exposure through Cowboy Channel+ broadcast •Continued positioning of the Coachella Valley as a luxury Western destination during festival season Brand Visibility & Media Exposure
ATTACHMENT #1
• 4’ x 10’ rodeo arena signage
• Logo placement on Desert Rodeo website homepage and official partner materials • Inclusion in press releases and social media campaigns • Logo inclusion in digital rodeo day sheets
• Access to Desert Rodeo’s content library and influencer amplification network Official Designation
In recognition of this partnership, Desert Rodeo will designate the City of Indian Wells as the Official City Sponsor of Desert Rodeo 2026
Promotional Partnership Collaboration.
To maximize resident engagement and economic impact, we respectfully request the City’s collaboration in:
• Sharing Desert Rodeo information and resident ticket opportunities via City email newsletters and digital communications
• Displaying approved promotional materials at City Hall and municipal facilities • Highlighting Desert Rodeo on the City’s website event calendar • Social media collaboration where appropriate
• Placement of approved Desert Rodeo signage or banner at City Hall during the promotional period (subject to City guidelines)
Desert Rodeo has proven to be a unifying event bringing together families, festival guests, equestrian enthusiasts, and Western lifestyle brands while elevating the cultural and economic profile of the desert during one of the most globally visible weekends of the year.
We believe this partnership represents a strategic opportunity for Indian Wells to:
• Engage residents directly
• Host and entertain business stakeholders
• Align with a nationally recognized, family-friendly sporting event • Expand the City’s presence during festival season
We appreciate your time and thoughtful consideration and look forward to presenting this opportunity to the Council on April 2nd.
Respectfully submitted,
Dave Isen
C: 760-397-7895
Co-Founder, Desert Rodeo
www.desertrodeo.com
APRIL 24-26, 2026
CALIFORNIA'S PRORODEO-FESTIVAL FUSION
"A WEEKEND FULL OF COWBOY CHARM,
HIGH-STAKES RODEO ACTION AND FAMILY-FRIENDLY FUN."
Each year, over 80,000 people per day gather in the desert to enjoy the most popular country music festival in the nation. Beyond the roar of the crowd and the strum of guitars lies a thirst for something more during the golden hours of the late morning and afternoon — something refreshing that stirs the soul and feels as authentic as a cowboy ’s handshake.
Here, outdoor shops over flow with curated goods and festival-focused collections while brands bring their identities to life through engaging on-site experiences. The air is filled with country music and the rich aroma of barbecue, creating a melting pot where friends and strangers of all ages come together to celebrate the enduring spirit of the West.
At the heart of it all, a professional PRCA-sanctioned rodeo brings high-stakes action to the arena where top athletes compete in a display of grit, talent and tradition all weekend long. This isn’t just entertainment, it’s the sport that shaped the West, now front and center in the desert.
Welcome to a place where new memories will cling to your heart like the dir t on your boots — welcome to Desert Rodeo.
"DESERT RODEO BLENDS
STAR POWER AND RODEO ACTION."
"THE HIGHLIGHT OF THE
[FESTIVAL] WEEKEND."
EVENT INFO
2025 HIGHLIGHTS
2025 PARTNERS
"Rodeo athletes, influencers, and Hollywood insiders took over the Coachella Valley for the inaugural Desert Rodeo, blending high-octane competition and Western tradition with a fresh, cinematic twist.” “Desert Rodeo mirrored the growing diversity of country music fans, with attendees ranging from Hollywood celebs and influencer-types to families, young couples, and local farmers and ranchers from the greater Coachella Valley.” “Where rodeo enthusiasts and festival goers could come together to celebrate their shared passions.” “If you’re looking to fully immerse yourself in country culture, Desert Rodeo is the place to be [during] festival season.” “Desert Rodeo is weaving a vibrant tapestry of adventure, culture, and allure as rodeo fans both new and seasoned make their way out west.” “With the annual return of the free-spirited music festival season, along with California’s new Desert Rodeo event, the Western-inspired trend cycle is evolving.” PRESS
CORE
DEMOGRAPHICS
K
E
Y
E
V
E
N
T
A
R
E
A
S
PRO
RODEO
RETAIL
RANCH
COUNTRY
COOKOUT
OUTLAW
OASIS
PREMIUM
EXPERIENCES
•
•
•
•
•
Exclusive, invite-only area
Shaded, elevated rodeo arena viewing deck
Private bar with specialty labels
Exclusive lounge spaces and brand activations
Premium climate-controlled restrooms with air conditioning
RANCHER'S
RESERVE
•
•
•
•
•
•
•
Front-row rodeo views for up to 12 guests
Comfortable, shaded cabana-style lounge seating
Ability to brand boxes with custom pillows, gifting, etc.
Complimentary food for guests
Bottle service and personalized beverage offerings
Stocked YETI® cooler with complimentary non-alcoholic beverages Secured area only accessible with Premium Rodeo Box wristband
PREMIUM
RODEO BOX
"Desert Rodeo offered a premium yet
accessible rodeo experience that combined
the offerings of an A-list party with the
authenticity of cowboy culture."
*Includes Rancher's Reserve access
STANDARD
ACCESS TIERS
SILVER
SADDLE
(GA)
THE
OUTPOST
•
•
•
•
•
•
•
Upgraded experience from Silver Saddle GA
Closest proximity to rodeo arena bucking chutes for prime viewing Access to a private bar
Designated premium restrooms
Added perks to enhance comfor t and convenience
Full access to Outlaw Oasis festival grounds
For sponsors interested in branded guest-forward moments & touch points with elevated access pass holders
•
•
•
•
•
3,000 General Admission guests in the main rodeo arena bleachers Direct view of all rodeo action
Full access to Outlaw Oasis festival grounds Retail Ranch, Cookout) Full-day rodeo-festival experience at an accessible entry point ADA accessibility
MIDWAY
•
•
•
Full access into Outlaw Oasis, Desert Rodeo's festival experience which includes Retail Ranch and Cookout areas
No rodeo arena access included, option to upgrade on-site Designed for those who want the festival energy without committing to the rodeo upfront
*Parking at Desert Rodeo is complimentary for all guests
INCREASEDFOOTPRINT
NEW SPONSOR ZONES
UPGRADED VIP AREAS
ATHLETE & FANINTEGRATIONS
MORE PREMIUMRODEO BOXES
LIVEMUSIC
ENHANCED COWBOY
HOSPITALITY AREA
EXPANDED RETAILMARKETPLACE
MUTTONBUSTIN'
EXTENDED HOURS
WHAT’S NEW
FOR 2026?
GOLDEN RODEO
Deser t Rodeo is proud to be a Golden Rodeo, par tnering with Golden Circle of Champions, an organization dedicated to raising awareness and vital funds for children bravely battling pediatric cancer. Deser t Rodeo is honored to host a group of local children from the Greater Palm Springs who are fighting cancer. Deser t Rodeo incorporates community-driven fundraising effor ts to provide direct suppor t to t hese families while empowering t he children to build courage t hrough cowboy camaraderie.
Deser t Rodeo will be broadcast LIVE on Cowboy
Channel+ from April 24 26, 2026. As t he premier
streaming destination for PRCA ProRodeo, Cowboy
Channel+ will bring t he high-energy action of
Deser t Rodeo direct ly to rodeo fans across t he
countr y. Viewers will experience elite PRCA
competition, world-class production and t he
festival atmosphere t hat sets Deser t Rodeo apar t.
Wit h t he Cowboy Channel+ app, fans can stream
the event anytime, anywhere, ensuring t hey never
miss a moment of t he excitement. This par tnership
expands Deser t Rodeo’s reach, amplifying brand
visibility and engagement wit h t he dedicated
Western lifestyle audience.
HOWDY, PARTNERS
PARTNERSHIP
OPPORTUNITIES
$50,000
RODEO
SPONSOR
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
•
PROMOTIONAL RIGHTS
Right to use Desert Rodeo's IP for promotional and PR purposes as mutually agreed upon
ON-SITE ACTIVATION & BRANDING
Logo on 1 4 10 rodeo arena sign, provided by Desert Rodeo Logo included in digital rodeo daysheets
Ability to capture and distribute on-site content
TICKETS/HOSPITALITY
(1 front-row, Premium Rodeo Box for up to 12 guests each day reserved for Friday, Saturday and Sunday Premium Rodeo Box includes complimentary gourmet food, non-alcoholic beverages such as water and 1 bottle of alcohol each day
New wristbands are provided each day to allow for rotating guests to enjoy the experience 160 complimentary Saddle Plus passes included in partnership Value: $40,000 Even daily distribution Approx. 53 54 per day)
Exclusive 20% discount on Deser t Rodeo GA and Saddle Plus passes for all Indian Wells residents Desert Rodeo to direct hotel bookings for VIP guests such as industry executives, sponsors, media and others to Tommy Bahama Miramonte Resort & Spa
PRESS & SOCIAL MEDIA
Logo on website Homepage & Par tners page
Brand inclusion in all press releases with official designation Mutually agreed number of posts on Deser t Rodeo's social media Access to Desert Rodeo's exclusive content library
Access to a network of Western social media content creators for brand amplification
PARTNERSHIPS CONTACT:
Cassie DiLaura
[email protected]
THANK YOU
Indian Wells City Council and
Housing Authority
March 17, 2026
STAFF REPORT
To: City Council
From: City Manager Department
Prepared by: Christopher Freeland, City Manager
Subject: 2026 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 2026 Strategic Planning Goals and Strategies.
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, obtainable, and measurable. 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 and Vision Statements.
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.
Indian Well’s Vision Statement:
Indian Wells will continue to be a famed Southern California destination where we thrive amidst desert beauty, luxury living, globally renowned sports, fine cuisine, and world class events.
Goal setting has the following benefits:
A better understanding by citizens and staff of the City Council’s plans for the future of the City of Indian Wells.
Focusing on priorities that will have the greatest benefit to the community. Provides staff with formal directions to plan and organize resources efficiently and effectively to ensure timely completion of Council goals. Identifying funding priorities and appropriations for transparent and efficient use of City and Housing Authority funds.
Allows flexibility to meet changing needs of the community and legislative mandates, as necessary.
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.
DISCUSSION:
The City Council and Housing Authority approved a series of goals and strategies at its April 17, 2025, Strategic Planning Session. For today’s discussion, staff have compiled the goals and strategies contained within this report through the following actions:
Items remaining from the 2025 Strategic Planning Session have remained. City Manager reached out to each Councilmember to solicit goals and strategies of interest to each of them.
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, and Golf Resort finances followed by a discussion on goals and strategies for 2026.
The order of presentations and discussions is as follows:
1. Financial Review of the City, Golf Resort and Housing Authority (Separate Report Attached).
2. Discussion of Housing Authority Goals and Strategies from 2025 and Consensus on Goals and Strategies for 2026.
3. Discussion of City and Golf Resort Goals and Strategies from 2025 and Consensus on Goals and Strategies for 2026.
4. Conclusion of the 2026 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 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 or strategies that were adopted last year. The public will also have an opportunity to provide comments on each goal and strategy.
A summary of the City Council’s recommended actions from this 2026 Strategic Planning Session will be presented at the April 16, 2026, City Council meeting to confirm the City Council and the public’s understanding of the various goals and strategies for the coming year(s).
ATTACHMENTS:
1. City, Housing Authority, and Golf Resort Financial Review
2. Housing Authority, City and Golf Resort Goals and Strategies for 2026
Golf Resort
Time Period
Responsible
Department Status
Next 12 Months Finance COMPLETED
Next 12 Months
Troon/City
Manager's
Office
COMPLETED
Next 12 Months City Manager's
Office IN PROGRESS
Next 12 Months
Troon/City
Manager's
Office
IN PROGRESS
Next 12 Months Troon/Public
Works IN PROGRESS
Next 12 Months Public Works IN PROGRESS
Next 12 Months Troon IN PROGRESS
Next 12 Months Troon IN PROGRESS
Next 12 Months Troon IN PROGRESS
Next 12 Months
Troon/City
Manager's
Office
PENDING
Next 12 Months
Troon/City
Manager's
Office
PENDING
Notes: 1-Golf Resort Advisory Committee 2-Community Activities Committee Involved COMPLETED: Goal Completed.
IN PROGRESS: Staff currently working on Goal.
ONGOING: Will be part of administrative practices moving forward.
PENDING: Staff has not begun significiant work on Goal.
NEW: New Goal for Council discussion.
Host a Grand Opening Celebration for the Redesigned Players Course (1,2)
Banquet Kitchen/Pavillion Improvements Design
Parking Lot Expansion Design
Bring a Major Golf Tournament (e.g., LPGA) to the IWGR
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 Identify a Dedicated Funding Source for Celebrity Course Rehabilitation
Various Golf Resort Improvements (1)
Seek out opportunities to activate the Celebrity Ballroom (e.g., immersive golf experiences) (1)
Installation of Public Art at Kestrel
Modifications to Shots in the Night Putting Course
Installation of Public Art at Golf Resort (e.g., Players Redesign) (1)
Installation of a Legacy Wall in Lobby of Golf Resort
Joint Strategic Planning Session:
March 17, 2026 - Provided At The Dais
Item F.1
2026 Financial Forecast
Each year, the City Manager’s Department prepares a Financial Forecast in advance of the City Council’s Strategic Planning and Goal-Setting sessions. The purpose of this report is not simply to present numbers, but to provide context — to explain where the City stands financially, what economic forces are shaping our outlook, and what risks and opportunities lie ahead.
This forecast provides a forward-looking view of the City’s finances over the next 12 to 18 months. It reflects current revenue trends, projected expenditures, and broader economic conditions. Most importantly, it helps ensure that policy decisions made during strategic planning are grounded in fiscal reality.
The assumptions used in this forecast are intentionally prudent. While Indian Wells continues to perform strongly, national economic conditions are moderating. The model, therefore, incorporates conservative revenue growth estimates and realistic expenditure assumptions based on historical trends, contractual obligations, and departmental input.
Economic Outlook
Rising geopolitical tensions and political uncertainty are increasingly weighing on U.S. economic sentiment, national spending, and tourism activity. The ongoing conflict involving Iran has disrupted global travel flows, creating ripple effects that extend into U.S. markets, as widespread flight cancellations and weakened international inbound travel continue to soften tourism-driven economic contributions
At the same time, the approaching 2026 U.S. midterm elections are amplifying domestic policy uncertainty—particularly around fiscal policy, debt-limit negotiations, and potential tax or tariff changes—which historically dampen consumer and business confidence as financial markets brace for divided government and political brinkmanship. These combined pressures are prompting more cautious household spending behavior and increasing hesitancy in key U.S. sectors such as travel, hospitality, and discretionary retail, all of which remain sensitive to fluctuations in consumer confidence and the broader macroeconomic climate.
Given that Canada is historically the United States’ largest source of international visitors, shifts in Canadian travel behavior represent a significant risk to the U.S. tourism market. Recent data shows a structural downturn in Canada–U.S. cross‑border travel: Canadian return trips from the U.S. dropped sharply in late 2025 and early 2026, with seat capacity between the two countries falling more than 10% as airlines cut routes.
ATTACHMENT #1
Compounding this, an updated Canadian government travel advisory has heightened scrutiny and border‑crossing uncertainty, prompting many Canadians to reconsider or cancel U.S. trips altogether. This sentiment is reflected in travel industry reports showing a sustained, months‑long decline in Canadian visits to the U.S., driven by tighter U.S. border policies, political tensions, and rising traveler anxiety. As a result, U.S. destinations—especially border states and tourism‑dependent regions—may face further softening in visitor volumes and consumer spending from Canada, even as broader geopolitical and domestic uncertainties continue to pressure overall travel demand.
California’s economy is projected to grow slightly slower than the national average, with some softness in employment and sector-specific risks. However, the broader outlook suggests stabilization rather than contraction.
For Indian Wells, the story is notably different.
Because our economy is concentrated in leisure, hospitality, and destination tourism, we measure performance through hotel occupancy, room rates, visitor spending, and event attendance.
The data remains strong:
Hotel occupancy is stable year-round, with robust seasonal peaks.
Average Daily Room Rates have risen consistently since 2021.
Total lodging revenues continue to trend upward.
Through seven months of the fiscal year, Transient Occupancy Tax (TOT) collections are approximately 8% ahead of the prior year.
Major events such as the BNP Paribas Open continue to report record or near-record attendance.
Passenger traffic through Palm Springs International Airport remains strong, an important indicator of regional tourism health.
Importantly, revenue growth is being driven not only by occupancy but by sustained pricing strength during peak demand periods. This reflects the City’s continued position as a premium destination.
Key Cash Reserves
in Millions
General Fund
Fire Services Fund
Capital Improvements Fund
Capital Reserves Funds
Disaster Recovery Fund
Indian Wells Golf Resort
Pension Fund
19.9 7.2
19.3 29.4
0.6 4.0
8.0 City Funds
Cash
Reserves
Total Reserves 88.4
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.
Allocating the general fund surplus to key
reserves is a fiscally responsible approach that
strengthens the City’s long-term financial health.
This strategy balances immediate preparedness
with future planning, ensuring that existing assets
and anticipated needs are supported without
putting additional strain on future budgets.
General Fund Forecast
General Fund Forecast
in Millions
2026
Revised
Estimate
Ten Year
2026-2035
Total
Revenues
Expenditures
31.2 24.9
366.0
300.3
6.3 65.7Surplus
Surplus Distribution
Capital Reserves
Golf Resort Capital Reserves
Pension (Normal Cost)
Capital Investments
Total Additional Funding
20%
20%
20%
40%
100%
Cash Reserves and Annual Reserves
The City ended the fiscal year with $96.6 million in total cash reserves. Of that amount, $88.4 million is considered “Key” to City operations.
These reserves are not idle funds. They serve defined and critical purposes:
Protection against economic downturns
Capital replacement and infrastructure reinvestment
Facility maintenance and asset preservation
Emergency preparedness
Long-term liability management
Over time, the City Council has deliberately established capital replacement reserves to prevent deferred maintenance — a common challenge in many jurisdictions. Approximately $2.0 million is budgeted annually toward capital reinvestment, ensuring infrastructure and public facilities are maintained responsibly. This disciplined approach is a defining feature of the City’s financial model. It protects service levels during volatility and avoids sudden financial disruptions.
City Grant Funding
Over the past few years, the City has received
$4.9 million in grant funding, and an additional
$18.0 million has been approved and will be paid
to the City once projects are underway. Lastly,
the City has submitted another $27.4 million in
grant funding, which is currently under review
with respective agencies.
General Fund Loan Update
In July 2021, the City's General Fund began
collecting $17.7 million in interfund loans from
the City to the former Redevelopment Agency.
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.
City Grant Funding
in Millions
Received Approved Submitted/
Review Total
4.9 18.0 27.4 50.3
General Fund Loan Update
in Millions
Received Approved TotalRemaining
4.9 18.0 27.4 50.3
Indian Wells Housing Authority Finance Update
Performance of Mountain View Villas and Indian Wells Villas Housing Communities
Looking ahead, both Mountain View Villas and Indian Wells Villas demonstrate strong long‑term financial resilience. Their projected capital reserve trajectories—supported by stable operating performance and consistent reinvestment patterns—indicate that each property is well‑positioned to sustain aging infrastructure, maintain asset quality, and avoid major deferred‑maintenance risks over the next decade.
The scale of planned reserves not only aligns with national reinvestment benchmarks but also reinforces the City’s commitment to preserving long‑term affordability, ensuring these communities remain financially healthy, structurally sound, and capable of meeting ongoing capital needs without compromising resident services or operational stability.
Over the next decade:
Indian Wells Villas is projected to reserve approximately $3.4 million for capital repairs
Mountain View Villas is projected to reserve approximately $4.6 million
Combined, this equates to roughly $3,700 per unit per year in capital reinvestment Indian Wells Housing Authority Finance Update
City Grant Funding
in Millions
Received Total
4.9 18.0 27.4 50.3
Approved Submitted/
Review
The Indian Wells Housing Authority was created to promote and encourage the retention, rehabilitation, and development of affordable housing units within the City. Since its inception in 2012, the Housing Authority has intentionally reserved funds to support the construction and preservation of affordable housing communities and to maintain compliance with the State’s Regional Housing Needs Allocation (RHNA) requirements.
In July 2021, the City’s General Fund began receiving repayment of approximately $17.7 million in interfund loans made to the former Redevelopment Agency as part of the State’s redevelopment dissolution process.
Under State law, 20% of those repayments are
allocated to the Housing Authority to support
affordable housing–related needs, including
project development, preservation activities, and
associated administrative costs.
Housing Authority Forecase
Looking ahead, the Housing Authority must transition from reliance on finite repayment revenues to a more durable funding model.
Strategic Direction for Affordable Housing Development and Preservation To meet the Housing Authority’s long‑term housing objectives, a multifaceted strategy is required— one that advances new development, land acquisition, and the preservation of existing affordable housing assets simultaneously. Ensuring long‑term affordability, structural quality, and financial sustainability across the Housing Authority’s housing portfolio will require continued coordination between public agencies, private developers, and community stakeholders.
Housing Authority Forecast
in Millions
2026
Revised
Esitmate 2027F 2028F
Revenues
Operations
Capital Reserves
1.5 1.1
0.4 1.5
1.1 0.4
1.1 1.0
0.1 Surplus ---
Facilitating Construction of New Affordable Units
To accelerate production, the Housing Authority aims to streamline entitlement processes, reduce administrative delays, and establish clearer pathways for developers pursuing affordable housing opportunities. These improvements help reduce project risk, shorten construction timelines, and ensure that public subsidies or incentives produce the greatest possible return in new units.
The Housing Authority’s focus on shortening permitting timelines and modernizing development procedures directly supports increased housing production and better alignment with regional housing goals.
Preserving and Reinvesting in Existing Affordable Communities Long‑term affordability depends not only on building new units but also on preserving existing affordable housing stock. Many of the Housing Authority’s current communities—such as Mountain View Villas and Indian Wells Villas—have demonstrated strong operational stability and responsible financial management.
Continued reinvestment in these communities ensures they remain viable, healthy, and competitive housing options for decades to come. Preservation also reduces displacement risks and stabilizes neighborhoods by maintaining affordability where it already exists. 2028FLeveraging Public-Private Partnerships (PPPs)
Public‑private partnerships (PPPs) remain one of the most effective tools for combining the Housing Authority’s policy leadership with private‑sector capacity. By leveraging publicly owned land, streamlining approvals, and providing targeted financial participation, the Housing Authority can advance its goals of acquiring new development sites, facilitating the construction of new affordable units, and preserving existing housing assets.
This partnership model mobilizes additional private capital, reduces costs for affordable housing developers, and expands the City’s ability to meet its long‑term affordability targets. PPPs ensure that lower‑income households benefit from high‑quality, sustainably financed housing options, while enabling the City to remain competitive in securing state and federal funding.
Indian Wells Golf Resort
The largest portion of City expenditures supports the operations and maintenance of the Indian Wells Golf Resort—encompassing the golf courses, clubhouse, and restaurant—which together represent one of the City’s most significant public assets. The facility serves as both a premier recreational amenity and a central component of the City’s visitor economy, attracting residents, tourists, and regional events that contribute to the broader hospitality sector.
Since 2023, the Golf Resort has operated as a fully self‑sustaining enterprise. Under this structure, all revenues generated by the facility—including golf operations, food and beverage services, and related activities—are reinvested directly into the resort’s ongoing operations, maintenance, and capital improvements. This enterprise model ensures that the facility is financially supported by the activity it generates rather than relying on ongoing General Fund subsidies.
Revenues
Operations
Capital
Indian Wells Golf Resort
in Millions
Consolidated
Year to Date
January
Actual
7.9 9.6
0.2 8.1
9.8 0.4
(0.2)
(0.2)
(0.2)
Surplus
Year to Date
January
Budget Variance
Percent
Change
-2.5%
2.0%
50.0%
(1.9)(2.1)0.2 9.5%
Sustaining a high-quality destination golf facility requires consistent reinvestment in course conditions, irrigation systems, clubhouse infrastructure, and guest amenities. The City’s enterprise approach enables these investments to be made strategically while preserving the asset's long- term value. In doing so, the Golf Resort continues to serve not only as a community amenity but also as an important economic driver, supporting tourism activity, hotel performance, and the broader fiscal health of the City.
To provide additional transparency into the Golf Resort’s financial performance, the following tables summarize revenues and expenditures compared to the adopted budget.
This transition is particularly notable given the
Resort’s financial trajectory: between 2010 and
2023, the facility experienced cumulative losses
of approximately $8.0 million, yet since 2023 it
has generated a cumulative net income of $3.2
million. This remarkable turnaround reflects
significant operational restructuring, stronger
revenue performance, and disciplined cost
management—demonstrating that the Resort has
not only stabilized but is now producing sustained
positive financial returns.
The first table presents actual year-to-
date results through January, offering an
early indication of how revenues and
expenditures are tracking during the
current fiscal year.
Indian Wells Golf Resort
in Millions
Consolidated
Year to Date
January
Actual
7.9 9.6
0.2 8.1
9.8 0.4
(0.2)
(0.2)
(0.2)
Surplus
Year to Date
January
Budget Variance
Percent
Change
-2.5%
2.0%
50.0%
(1.9)(2.1)0.2 9.5%
Revenues
Operations
Capital
The second table compares the revised
year-end forecast to the adopted budget,
reflecting updated revenue projections
and anticipated expenditures based on
current trends and operational
conditions. What is important to note is
that as revenues fluctuate, so do
expenditures to maintain golf resort
profitability. This is done through the
management of the golf resort to a variety
of key performance measures (KPIs) to
ensure bottom-line operational
profitability.
Together, these tables provide a snapshot of the Golf Resort’s financial performance and help identify areas where revenues or expenditures may differ from original budget assumptions
Housing Authority
Time Period
Responsible
Department Status
Next 12 Months Community
Development COMPLETED
Next 12 Months
Finance/ City
Manager's
Office
COMPLETED
Next 12 Months
Community
Development/
City Manager's
Office
IN PROGRESS
1-3 Years Community
Development IN PROGRESS
Next 12 Months
Community
Development/
City Manager's
Office
COMPLETED/ONGOING
1-3 Years Community
Development PENDING
COMPLETED: Goal Completed.
IN PROGRESS: Staff currently working on Goal.
ONGOING: Will be part of administrative practices moving forward.
PENDING: Staff has not begun significiant work on Goal.
NEW: New Goal for Council discussion.
Development of Housing Element for 7th Cycle (2029-2037) Strategies and Initiatives
Address Regional Housing Needs Assessment
Develop Strategies to Extend Affordability Covenants at Indian Wells and Mountain View Villas
Develop New Housing Units in Community (Lissoy Opportunity Site) Housing Authority was established with a strategic mandate to promote the retention, rehabilitation, and development of affordable housing units within Indian Wells.
Support Legislation Giving Cities More Tools to Address RHNA Requirements (e.g., AB 726 and CSUSB Student Housing)
Develop Strategy on Declining Housing Authority Funds
Continue Implementation of 6th Cycle of Housing Element ATTACHMENT 2
Goal # 1: Safeguarding the Community
Time Period
Responsible
Department Status
Next 12 Months City Manager's
Office COMPLETED
City Manager's
Office COMPLETED
Next 12 Months City Manager's
Office COMPLETED
Next 12 Months
Community
Development/
Finance
COMPLETED
Next 12 Months
Community
Development/
City Manager's
Office
COMPLETED
Next 12 Months City Manager's
Office COMPLETED
Next 12 Months City Manager's
Office COMPLETED
Next 12 Months City Manager's
Office COMPLETED
Next 12 Months City Manager's
Office IN PROGRESS
1-3 Years City Manager's
Office IN PROGRESS
Next 12 Months City Manager's
Office IN PROGRESS
COMPLETED: Goal Completed.
IN PROGRESS: Staff currently working on Goal.
ONGOING: Will be part of administrative practices moving forward.
PENDING: Staff has not begun significiant work on Goal.
NEW: New Goal for Council discussion.
Adopt Fire Hazard Maps
Develop a Cellular Master Plan
Complete City's Emergency Operations Plan
Emergency Preparedness Month
Examine Opportunities to Expand Opticom System to Gated Communities
Seek Funding for Emergency Operations Center
Expand Emergency Preparedness Programs
Partner with Cove Communities on CERT
Goal Statement: Provide enhanced public safety, prevention, preparedness, and emergency response programs. Public Safety Committee to have oversight over all these strategies and initiatives.
Strategies and Initiatives
Review Police Deployment Model for Efficiency and Effectiveness Review Fire Deployment Model for Efficiency and Effectiveness (ISO Rating and Municipal Staffing Model)
Develop Policy to Inspect Commercial Kitchen Fire Suppression Systems
Review staffing to increase traffic enforcment efforts and Cove Community Partnerships
Goal # 2: Fiscal Responsibility and Sustainability
Time Period
Responsible
Department Status
Next 12 Months
Finance/ City
Manager's
Office
COMPLETED
Next 12 Months
Finance/ City
Manager's
Office
COMPLETED
Next 12 Months
Finance/ City
Manager's
Office
COMPLETED
Next 12 Months
Finance/ City
Manager's
Office
COMPLETED
Ongoing All Departments COMPLETED/ONGOING
Ongoing All Departments COMPLETED/ONGOING
Next 12 Months
Finance/ City
Manager's
Office
IN PROGRESS
COMPLETED: Goal Completed.
IN PROGRESS: Staff currently working on Goal.
ONGOING: Will be part of administrative practices moving forward.
PENDING: Staff has not begun significiant work on Goal.
NEW: New Goal for Council discussion.
Initiate a Government Efficiency and Organizational Improvement Study
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* Consider a Sales Tax Measure
Develop a Strategy to Improve No/Low Property Tax Status Continue Proactive Pursuit of County, State, and Federal Grants Adjust Policies for More Efficient Use of City Funds
Fiscal Policies Update
Sponsorship Policy Update
Expand Cove Community Project Partnerships to Expand Fiscal Efficiency
Goal # 3: Encourage Development and Tourism
Time Period
Responsible
Department Status
Next 12 Months City Manager's Office COMPLETED
Next 12 Months City Manager's Office COMPLETED
Next 12 Months All Departments COMPLETED
Next 12 Months
Community
Development/City
Manager's Office
IN PROGRESS
1- 3 Years
Community
Development/City
Manager's Office
PENDING
1- 3 Years All
Departments/Troon PENDING
1- 3 Years City Manager's Office PENDING
COMPLETED: Goal Completed.
IN PROGRESS: Staff currently working on Goal.
ONGOING: Will be part of administrative practices moving forward.
PENDING: Staff has not begun significiant work on Goal.
NEW: New Goal for Council discussion.
Continue exploring Sister City opportunities
Begin Multi-Year Implementation of City's General Plan
Identify Potential Locations for New Tourism Attractions (e.g., Museum of Tennis/Golf, Originial Indian Well, IWPF, Energetic Studies).
Evaluate Relationship with Economic Development Organizations (e.g., CVEP and Visit GPS)
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
Process Entitlements for Development on East Side of Miles and Highway 111
Continue Discussions with Renaissance Esmerelda on Expansion of their Resort
Goal # 4: Investing in Infrastructure and Amenities
Time Period
Responsible
Department Status
Next 12 Months Public Works COMPLETED
Next 12 Months Public Works IN PROGRESS
Next 12 Months Public Works IN PROGRESS
Next 12 Months Public Works IN PROGRESS
Next 12 Months
City Manager's
Office/Public
Works
IN PROGRESS
Next 12 Months Public Works IN PROGRESS
1 - 3 Years Public Works PENDING
COMPLETED: Goal Completed.
IN PROGRESS: Staff currently working on Goal.
ONGOING: Will be part of administrative practices moving forward.
PENDING: Staff has not begun significiant work on Goal.
NEW: New Goal for Council discussion.
Rehabilitation/Redesign of Indian Wells Fountains
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
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)
Goal # 5: Enhancing the Quality of Life
Time Period
Responsible
Department Status
Next 12 Months City Manager's
Office COMPLETED
Next 12 Months City Manager's
Office COMPLETED
Next 12 Months City Manager's
Office COMPLETED
Next 12 Months City Manager's
Office COMPLETED
Revisit Priorities in Communication Plan and Implementation Next 12 Months City Manager's Office COMPLETED
Next 12 Months City Manager's
Office COMPLETED/ONGOING
1 - 3 Years City Manager's
Office IN PROGRESS
1 - 3 Years City Manager's
Office IN PROGRESS
Next 12 Months City Manager's
Office IN PROGRESS
Next 12 Months City Manager's
Office IN PROGRESS
Next 12 Months Community
Development IN PROGRESS
Notes: 1-Community Activites Committee to assist, 2-Adhoc Committee of Mayor Whitman and Councilmember Taylor COMPLETED: Goal Completed.
IN PROGRESS: Staff currently working on Goal.
ONGOING: Will be part of administrative practices moving forward.
PENDING: Staff has not begun significiant work on Goal.
NEW: New Goal for Council discussion.
Develop New Public Art Installations in Indian Wells
Fairway Park (e.g., Shade Structure)
Provide Additional Funding for Community Events (1)
Activate Fairway Park (e.g., Yoga in the Park, Small Music Events) (1)
Revisit the City's Mission Statement and Branding for Relevance Today (2)
Update City's website
Develop a City of Indian Wells Book
Develop New Park Site(s)
Develop a plan to Celebrate the City's 60th Anniversary (1) 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 Holiday Decorations (1)
Expand Resident Benefit Card Discounts to City Businesses
Various Other City Goals
Time Period
Responsible
Department Status
Next 12 Months City Manager's
Office COMPLETED
Next 12 Months City Manager's
Office IN PROGRESS
1-3 Years All Departments IN PROGRESS
Ongoing City Manager's
Office COMPLETED/ONGOING
Next 12 Months City Manager's
Office NEW
1-3 Years City Manager's
Office NEW
Notes: 1-Adhoc Committee of Councilmembers Penna and Sanders, 2-Adhoc Committee of Councilmembers Reed and Taylor COMPLETED: Goal Completed.
IN PROGRESS: Staff currently working on Goal.
ONGOING: Will be part of administrative practices moving forward.
PENDING: Staff has not begun significiant work on Goal.
NEW: New Goal for Council discussion.
Flight Path Change into Palm Springs Airport
Revisit CVLink in Indian Wells
Goal Statement: Development of Projects and Programs that further the City's Mission and Vision Statement, Improve City Operations, etc., that do not clearly fit within other goals.
Strategies and Initiatives
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 (1)
Continue proactive Legislative Advocacy Efforts
Complete a Municipal Code Update (e.g., zoning code)
Creation of a Governance Adhoc Committee (2)