POWER POINTS
CITY COUNCIL
MEETING
FEBRUARY 17, 2026
February 17, 2026
1 City Council Regular Meeting
February 17, 2026
City Council Regular Meeting
February 17, 2026
PUBLIC COMMENT – MATTERS
NOT ON THE AGENDA
2/18/2026
1 2
February 17, 2026
2 City Council Regular Meeting
February 17, 2026
CLOSED SESSION IN PROGRESS
3 4
February 17, 2026
3 5
6 February 17, 2026
4 City Council Regular Meeting
February 17, 2026
PUBLIC COMMENT – MATTERS
NOT ON THE AGENDA
2/18/2026
City Council Meeting
February 17, 2026
P1 – SilverRock Development Project
Status Update
7 8
February 17, 2026
5 City Council Meeting
February 17, 2026
P2 – Visit Greater Palm Springs Presentation from Vice
President of Government and Industry Relations, Davis
Meyer and Colleen Pace, Chief of Sales and Marketing
V I S I T G R E A T E R P A L M S P R I N G S
A N N U A L U P D A T E
February 17, 2026
9 10
February 17, 2026
6 2024 ECONOMIC IMPACT OF TOURISM
14.5 million visitors generated a total economic impact of $9.1 billion.
This is the equivalent
of more than $9,000
per household in the
region.
Total state and local taxes
generated by visitor spending
reduced the tax burden by
$5,900 per
household regionally.
Direct visitor
spending sustained
more than 40,000
direct jobs in the
region.
Visitors spent $20.4 million
per day, on average, in
the Coachella Valley. SOURCE: TOURISM ECONOMICS REPORT 2024 2024 ECONOMI C I MPA CT OF TOURI SM – CI TY OF LA QUI NTA Tourism generated a total economic impact of $1.1 billion.
SOURCE: TOURISM ECONOMICS REPORT 2024
This is the equivalent
of more than $10,900
per household in the
city, on average.
Visitors spent $2.5 million
per day, on average,
in La Quinta.
Direct visitor
spending sustained
more than 5,200 jobs
in the city.
Total state and local taxes
generated by visitor spending
reduced the tax burden by
nearly $6,700 per household in
a Quinta, on average.
11 12
February 17, 2026
7 DESTINATION STEWARDSHIP PLAN
Hunden Partners was selected to lead the development
of our Destination Stewardship Plan, bringing deep
expertise in destination planning and sustainable
tourism strategy.
Expanded scope to include nine city-specific master
plans, ensuring each community’s unique priorities,
opportunities, and challenges are directly reflected.
City master plans will roll up into a
comprehensive overall Destination Stewardship
Plan, creating a cohesive regional vision both
locally actionable and regionally aligned.
Approach balances local needs with regional
strategy, supporting sustainable growth,
community stewardship, and an exceptional
visitor experience across the destination.
2026 KEY RESEARCH INITIATIVES
Resident Sentiment Study: Captures local
perceptions of tourism and community quality
of life.
Image & Awareness Study: Tracks brand
awareness and destination perception across
key markets.
Visitor Intercept Study: Provides ongoing, realtime insight into visitor behavior, spending, and experience drivers while in-market.
2025 Tourism Economic Impact Study: Updates
the region-wide economic contribution of
tourism.
2025 Tourism Economic Impact Study:
Updates the region-wide economic
contribution of tourism.
Meetings: Identifies behaviors, motivations
and booking patterns of meeting planners.
Restaurant Week Survey: Measures visitor
engagement and economic impact.
Rove Dashboards: Anticipated platform
launch in 2026 to consolidate key datasets
into a single, accessible reporting
environment.
13 14
February 17, 2026
8 PRIORITY AREAS OF FOCUS
Regional Collaboration & Economic Diversity:
Grow regional initiatives to include
expanded workforce development
Launch the new economic development
website and campaign
Focus on the development of an indoor
sports complex
Stewardship:
Develop strategies around sustainability,
cultural heritage, accessibility, community
engagement and advocacy
Increase Demand:
Expand the initiatives for the need periods:
(June-September) (May and December)
Expand off peak marketing for air service
development
Develop sports strategy to attract new
sporting events, especially during the need
periods
INCREASE DEMAND –
OFF-PEAK EMPHASIS
2 15
16 February 17, 2026
9 A I R S E R V I C E
2026 NEW AIR SERVICE
SOUTHWEST: • New seasonal service from Austin (AUS)
UNITED: • New seasonal service from Newark
(EWR)
• Returning seasonal service from
Washington, D.C. (Dulles/IAD)
ALASKA: • Service extension from Boise (BOI)
• New market from Santa Rosa (STS)
• Frequency increase from Portland (PDX)
AMERICAN: • New Charlotte (CLT) seasonal service
• Frequency increase from Chicago (ORD)
DELTA: • New seasonal service from Austin (AUS)
• Frequency increase from New York (JFK)
New nonstop flights and expanded air service:
17 18
February 17, 2026
10 C O N V E N T I O N S A L E S
KEY 2023 CONVENTION SALES STATS 2025 CONVENTION SALES STATS $238M
estimated
economic
impact
262,061
definite
room nights
428
meetings
booked
82,291
estimated jobs
supported by
VGPS bookings
1,620
hotel
leads
19 20
February 17, 2026
11 2025 CONVENTION SALES STATS – OFF PEAK KEY 2023 CONVENTION SALES STATS 47,545
31,218
61,513
26,000 24,500
30,000
0 10,000
20,000
30,000
40,000
50,000
60,000
70,000
May & Sept Summer Q4
2025 Off Peak RN Production vs Goal by Period
Production Goal
2025 MEETINGS/GROUP SUMMARY
CITY OF LA QUINTA HOTELS
$2 Million
Estimated TOT
Generated
479% ROI
$63.3 Million
Economic
Impact
859
Leads
76 Bookings
61,389
Booked
Room Nights
20,014
Jobs
Supported
$345,236
JPA Funding
from La Quinta
21 22
February 17, 2026
12 KEY 2023 CONVENTION SALES STATS 2025 CONVENTION SALES STATS – OFF PEAK
LA QUINTA
EVENT SUPPORT – LA QUINTA RESORT & CLUB
$40,000 each year in sponsorship $15,000 in sponsorship in 2026 June 15-20, 2025
Contracted room nights: 1,122
August 1-6, 2026
Contracted room nights: 1,122
November 15-19, 2026
Contracted room nights: 910
23 24
February 17, 2026
13 2026 GOALS/OBJECTIVES
• Off-Peak Bookings
& Sales Focus
• Partnership and
Collaborations
• Marketing
and Strategic
Partnerships
• Sports Market
Committee/Funding
• Customer Advisory
Board (Mentor/Mentee
Structure)
D E S T I N A T I O N M A R K E T I N G
25 26
February 17, 2026
14 2025 CAMPAIGNS: SEASONAL & ALWAYS ON
• Brand Campaign: "Escape Your Ordinary" • Summer Brand + Social Media Campaign • Oasis of Art • Dine GPS / Restaurant Week
• Spa Month
• Group Meetings Campaign: "The Oasis is Real" • Benefits of Tourism • Workforce Development
DINING &
SHOPPING
ARTS &
ENTERTAINMENT
OUTDOOR
EXPERIENCES LGBTQ+ CULTURE & HERITAGE
HEALTH &
WELLNESS
• Spring Getaway / Staycation Campaigns
• Direct Flight: "Time To Fly" • VGPS Co-op Programs • Social Media “Dine Series” • Vacation Rentals (consumer) • Vacation Rentals / One Coachella Valley (local) • International Campaigns
• LGBTQ+
2025 MARKETING RESULTS
22M
convention website users
sales
impressions
2.7M
30.8B+ total impressions generated
2.3M
television spots
528K
total social
media
followers in
2025
28.5M
social media
video views
Record-setting year!
27 28
February 17, 2026
15 ESCAPE YOUR ORDINARY TV SPOT
EVENT SUPPORT
29 30
February 17, 2026
16 SOCIAL MEDIA
30.4K
views
176K
views
13.6K
views
2025 WEBSITE LANDING PAGE – LA QUINTA
ENGAGEMENTS
VIDEO VIEWS
IMPRESSIONS
ENGAGEMENTS
partner referrals
810
PAGEVIEWS
things to do
6,296
restaurants
2,404
places to stay
1,220
12,571
home page
views
31 32
February 17, 2026
17 2026 GOALS/OBJECTIVES: MARKETING
NEW BRAND CAMPAIGNS: WHERE YOU SHINE
• Launch the "Where You Shine" campaign
focusing on international and LGBTQ+ audiences
PILLAR SUPPORT
• Escapes Video Series: Promote our new sixepisode video series. • Social Media Series: Create a new series of short form content. • Promote outdoor adventure and sports
OFF-PEAK VISITATION
• NEW Summer Brand + Social Media Campaign
"Play for Days"
• VRBO Summer/Fall Campaign
2026 GOALS/OBJECTIVES
Expedia Ambassador Summit • 40 content creators, 11M combined reach Expanded TED Conference Sponsorship • Sponsorship of Restore Lounge • Custom Content + Promotion
International • FIFA World Cup & Olympics
• Canada – Brand USA co-ops & Canadian
Airlines
• Germany - expansion
• China - social media channels
33 34
February 17, 2026
18 CANADIAN SUPPORT TOOLKIT /
ENGAGEMENTS
VIDEO VIEWS
IMPRESSIONS
ENGAGEMENTS
• Custom-designed window
clings for local businesses,
personalized by city
• Partner toolkit with ready-touse graphics and messaging for digital and print use
Launching February 2026 to welcome
back Canadian visitors and highlight
community support.
P R / C O M M U N I C A T I O N S
35 36
February 17, 2026
19 2025 COMMUNICATIONS/PR KEY RESULTS
7.2 BILLION+
TOTAL CIRCULATION
1,457
TOTAL EARNED
ARTICLES
11,813
EARNED MEDIA PR
QUALITY SCORE
8.1 AVERAGE SCORE
PER ARTICLE
177
MEDIA VISITS AND
GROUP FAMS HOSTED
Record-setting year!
2025 PRESS COVERAGE: LA QUINTA
37 38
February 17, 2026
20 PR/TRADE REPRESENTATION
Finn Partners
UNITED KINGDOM
Full-Time Rep MN'O
Organisation
FRANCE
Full-Time Rep
Msi
GERMANY
Full-Time Rep
Aviareps – Visit CA
CHINA
Ad-Hoc Projects
Sartha Marketing –
Visit CA
INDIA
NEW - Full-Time Rep Gate 7 – Visit CA
AUSTRALIA
Full-Time Rep
JAPAN
Ad-Hoc Projects
Connect Worldwide –
Visit CA
SOUTH KOREA
Ad-Hoc Projects
iConnect– Visit CA
Atlantic Link –
Visit CA
SCANDINAVIA
Ad-Hoc Projects
MMGY NJF PR
UNITED STATES
Full-Time Rep
Connvoc & Visit CA
MEXICO
Ad-Hoc Projects
REGIONAL
COLLABORATION,
ECONOMIC DIVERSITY,
PARTNERSHIP &
COMMUNITY ENGAGEMENT
39 40
February 17, 2026
21 2024 ECONOMIC IMPACT OF STVRs – COACHELLA VALLEY
SOURCE: TOURISM ECONOMICS REPORT 2024
Economic Impacts in Context
Spending, jobs, and income impacts of short-term vacation rentals throughout the destination 2024 ECONOMIC IMPACT OF STVRs – LA QUINTA
SOURCE: TOURISM ECONOMICS REPORT 2024
Economic Impacts in Context
Spending, jobs, and income impacts of short-term vacation rentals in the City of La Quinta 41 42
February 17, 2026
22 VACATION RENTAL SENTIMENT -
LA QUINTA RESIDENTS
Q. In general, do you support or oppose
welcoming responsible Short-Term Vacation
Rentals, otherwise known as SVTRs in (city/your
community)?
91% Support
(strongly or somewhat)
Up from 76% in 2023 Survey
SOURCE: SEPTEMBER 2025 J WALLIN OPINION RESEARCH SURVEY 2025 KEY WORKFORCE DEVELOPMENT STATS
184
leadership institute
graduates
400+
high school students
engaged in outreach
181 scholarship applications,
10 college scholars
252
new
destination
ambassadors
$50,000 in scholarship funding
$24,000 travel/study abroad
scholarships
$30,000 leadership training for
workforce scholarships
$239,075
raised for the
tourism foundation
43 44
February 17, 2026
23 WORKFORCE DEVELOPMENT & FOUNDATION
2026 GOALS
NEW Restaurant Week Chef/Student Dinner • NEW Launch Visionary Leaders in Partnership with COD • Passport to Leadership & Student Hospitality Day • THANK YOU for your support of Autism Certification!
NEW – Champion the Coachella
Valley Regional EDSP
NEW – Establish a regional
economic development
advisory board and valleywide business retention task
force
Full implementation of the
marketing and communications
plan
2026 ECONOMIC DEVELOPMENT GOALS
LiveWorkGPS.com
45 46
February 17, 2026
24 AMATEUR INDOOR SPORTS FACILITY
Synergy Sports Analysis
• Facility size for Greater Palm Springs would be
approximately 200,000 square feet • 10 full-sized courts allowing for 10 basketball, 20 volleyball, 30 pickleball courts; wide variety of uses
• 560,000+ estimated annual attendees
• Incorporate accessibility and sustainability into
design and operations
2026 VGPS Goals
Identification of estimated funding &
financing options
Roadmap for implementation
Identify location with potential
groundbreaking in 2028
2026 RESTAURANT WEEK & SPA MONTH
RESTAURANT WEEK
May 29 – June 7
SPA MONTH
September • Flexible participation
options including day
passes, service offers,
and wellness events
• Multi-channel marketing
campaign targeting
locals and visitors
• Restaurant bootcamp and toolkit • Flexible menus and pricing options for breakfast, lunch, and dinner • Multi-channel marketing campaign targeting locals and visitors
• Earned media, television, billboard, radio,
digital, print, social & influencers in English and
Spanish
• Promotional materials provided to
participating restaurants
• Earned media, television, billboard, radio, digital, and social & influencers
• Promotional materials provided to participating spas
47 48
February 17, 2026
25 Thank you!
APPENDIX
49 50
February 17, 2026
26 KEY 2025 AIR SERVICE STATS
Data above is for CY 2025 and includes inbound and outbound air service
3.3M
total number of
passengers
2.4M
total
seats
74%
average load
factor
6%
increased seat capacity
over previous year
VGPS TOTAL FY 25/26 BUDGET: $33.3M
83%
TID
82.2 %
TBID 8.7%
Private
9.1%
JPA
TBID – Hotels
(50+ Rooms) Contribute 3% TOT
TBID – Vacation Rentals
Contribute 1% TOT
Funding Source Allocation
88%
12%
Sales &
Marketing
Admin &
Operations
51 52
February 17, 2026
27 GREATER PALM SPRINGS
CITY OF LA QUINTA
(1.0% of VGPS
Funding Overall)
12.1% of JPA
Funding
82.2 %
TBID 8.7%
Private
9.1%
JPA
TBID – Hotels
(50+ Rooms) Contribute 3% TOT
TBID – Vacation Rentals
Contribute 1% TOT
TOTAL FY 25/26 BUDGET: 33.3M FUNDING SOURCE
TBID – Hotels with
50+ Rooms Contribute 3%
$22,764,075
TBID – Vacation Rentals
Contribute 1%
$3,079,822
JPA Funding
from 9 Cities & County
$2,848,884
Private Revenue,
Tribal Voluntary &
Other Sources
$4,638,208
JPA Funding
from La Quinta
$345,236 Funding Allocation
88% Sales & Marketing
12% Admin & Operations
2025 VISITOR INTERCEPT STUDY
C o m p a r i s o n
SOURCE: DOWNS & ST. GERMAIN RESEARCH
Top Reasons for Visiting*
*Up to three responses permitted
Special Events Arts & Culture Outdoor
Recreation Vacation
1st Quarter 53% 24% 22% 17%
2nd Quarter 50% 23% 30% 14%
3rd Quarter 52% 21% 25% 16%
4th Quarter 51% 45% 35% 24%
53 54
February 17, 2026
28 2025 VISITOR INTERCEPT STUDY
C o m p a r i s o n
SOURCE: DOWNS & ST. GERMAIN RESEARCH
Top Activities During Visit*
*Multiple responses permitted
Q1 Q2 Q3 Q4
Dining Out 71% 69% 69% 59%
Relaxing 61% 57% 61% 57%
Museum 35% 32% 32% 38%
Natural Attractions 35% 26% 25% 39%
Shopping 44% 39% 40% 36%
2025 VISITOR INTERCEPT STUDY
( Q 4 R E S U L T S )
SOURCE: DOWNS & ST. GERMAIN RESEARCH
Visitor Satisfaction
78%
12%
9%
1%
<1%
Very satisfied
More than satisfied
Satisfied
Partly satisfied
Not at all satisfied
The vast majority of visitors
reported being very satisfied
(up 7% points from last
quarter). This indicates
positive experiences while
visiting the area.
55 56
February 17, 2026
29 City Council Meeting
February 17, 2026
P3 – Recognize Pillar of the Community
Award Recipients
57 58
February 17, 2026
30 Pillar of the Community
Doug Hassett
• La Quinta resident for 33 years
• Construction and Appeals Board, 2014–2015
• Coachella Valley Mosquito and Vector Control
Board, 2015–2021
• Planning Commission, 2021–Present
• Volunteer performer: City of La Quinta Veterans
Recognition Ceremony, 9/11 Vigil, Hunter Lopez
Vigil, and City Picnic
Pillar of the Community
Phil La Greca
• La Quinta resident for 20 years
• Arts and Community Services Commission, 2019–2023
• Volunteer, La Quinta Art Celebration, 2020–2025
• Certified Tourism Ambassador (Visit Greater Palm
Springs)
• Volunteer, Coachella Valley Horse Rescue
59 60
February 17, 2026
31 City Council Meeting
February 17, 2026
P4 – Recognize Distinguished Citizen
Award Recipients
61 62
February 17, 2026
32 Distinguished Citizen
Lorna Curran
• Friends of the La Quinta Library
• Dedicated several hours to the La Quinta
Library by assisting with the Friends of the
Library bookstore, book donations, programs,
and special events such as Dia De Los Ninos
and Book or Treat.
Distinguished Citizen
Judy Hoffman
• Coachella Valley Foster Kids
• Read with Me Program (Oasis Elementary School)
• Child Protective Services
• La Quinta Public Safety Department and
Community Services (Wellness Center).
63 64
February 17, 2026
33 Distinguished Citizen
Priscilla Paltin
• La Quinta Housing Commission since 2023
• Dedicated Registered Nurse for over two decades,
and a nursing instructor at College of the Desert
since 2019.
• Ms. Paltin brings real-world experience and a
collaborative spirit to explore housing needs and
find practical solutions for La Quinta.
65 66
February 17, 2026
34 City Council Meeting
February 17, 2026
B1 – Introduce Ordinance Amending Sections of
the La Quinta Municipal Code Related to Code
and Speed Limits Regulations
67 68
February 17, 2026
35 City Council Meeting
February 17, 2026
B2 – Receive and File Annual Comprehensive
Financial Report for Year Ended June 30, 2025
Conducted virtually by LSL, LLP from June 2025– December 2025 Reviewed nearly 1,000 documents & conducted staff interviews Issued a clean audit opinion, the most favorable conclusion ACFR meets the GFOA’s Certificate of Achievement Program’s requirements and has been submitted for recertification Auditor comments related to the audit will be provided this evening Audit Summary
69 70
February 17, 2026
36 ACFR Content
Major
Events
• Transmittal letter
• Management Discussion and Analysis (MD&A)
Financial
Statements
• Balance sheets, statement of net position & cash flows • Budgetary comparison schedules
Summaries
& Charts
• 18 Notes
• Statistical section, 10-year comparison
Statement of Net Position
Category Amount
Capital Assets 594,231,375
Restricted 106,639,960
Unrestricted 249,678,961
TOTAL $950,550,296
Indicators of a City’s fiscal health include:
Balanced General Fund budget
Strong General Fund reserve fund
Making required pension contributions on time
Public service levels meet or exceed standards of the community 71 72
February 17, 2026
37 Governmental Fund Balances
Category General Fund All Other Funds Total Funds
Non-Spendable $ 25,681,444 $ 3,750 $ 25,685,194
Restricted 6,172,305 68,431,718 74,604,023
Committed 45,000,000 - 45,000,000
Assigned 81,642,967 - 81,642,967
Unassigned 84,454,583 (8,734,638) 75,750,215
Total $ 242,951,299 $ 59,701,100 $ 302,652,399
Prepaid Costs $ 36,870
Land held for resale 5,403,652
RDA Loan 14,375,798
Notes & loans 5,865,124
Pension Trust $ 6,172,305
Housing Funds 24,528,484
Restricted Funds 43,903,234
Governmental Fund Balances
Category General Fund All Other Funds Total Funds
Non-Spendable $ 25,681,444 $ 3,750 $ 25,685,194
Restricted 6,172,305 68,431,718 74,604,023
Committed 45,000,000 - 45,000,000
Assigned 81,642,967 - 81,642,967
Unassigned 84,454,583 (8,734,368) 75,720,215
Total $ 242,951,299 $ 59,701,100 $ 302,652,399
Natural Disaster $ 15,000,000
Economic Disaster 13,000,000
Cash Flow Reserve 5,000,000
Capital Replacement 12,000,000
Fire Services $ 19,391,133
Sales Tax (Measure G) 29,623,592
Capital Projects 31,778,242
Carryovers 850,000
73 74
February 17, 2026
38 Long-Term Debt
Debt Type 2024 2025
Leases $ 91,795 $44,127
Compensated Absences 1,185,597 1,641,288
Subscription IT Liabilities 282,309 1,056,821
Total $1,559,701 $2,742,236
Irrevocable Section 115 Pension $ 6,540,000
Trust
19/20 Contribution & Interest 3,709,738
Earnings
20/21 Interest Earnings (Gain) 1,132,184
21/22 Interest Earnings (Loss) (1,244,034)
22/23 Payment & Interest Earnings (4,820,401)
23/24 Interest Earnings (Gain) 349,088
24/25 Interest Earnings (Gain) 505,730
Major
Infrastructure
Investments
Dune Palms Bridge Improvements
$9,972,000
Fred Waring Drive Pavement
Rehabilitation
$1,529,000 Fritz Burns Park Improvements
$1,066,000
Dune Palms Road Pavement
Rehabilitation
$914,000 Village Art Plaza Promenade &
Cultural Campus
$656,000
Fred Waring Drive
Dune Palms Bridge
Fritz Burns Park
75 76
February 17, 2026
39 Fiscal Sustainability
Adopted a balanced 2025/26 budget
Continue to address long-term liabilities
Mixture of housing and commercial
developments are under construction
Long-term vision and planning are a priority
LSL, LLP
Auditor Comments
77 78
February 17, 2026
40 Presentation of the Annual
Financial Audit for the Fiscal Year
Ended June 30, 2025
February 17, 2026 lslcpas.comAuditors’ Responsibilities • Conduct the audit in accordance with: Generally accepted auditing standards Government Auditing Standards
Uniform Guidance
• Exercise professional judgment, and professional skepticism • Conduct a risk-based approach to the audit • Understand the entity’s internal control structure • Evaluate significant accounting estimates for reasonableness • Evaluate if there are any conditions which indicate doubt of continued financial viability 79 80
February 17, 2026
41 lslcpas.comScope of Audit • Testwork Dates
Interim: June 16 – June 19, 2025
Year-End: September 15 – September 26, 2025
Report Issuance: December 19, 2025
• Interim Audit Procedures
Examination of Internal Controls and Provide Feedback to Management Evaluation of Fraud Risks and Perform Planned Responses • Year-End Audit Procedures
Confirmation of Accounts and Balances with Third Parties Examination and Inspection of Source Documents
Analytical Procedures
Inquiries of Management lslcpas.comAudit Results
• Unmodified auditors’ opinion
• Report on Internal Controls and Compliance
No material weaknesses identified
No significant deficiencies identified
No material noncompliance identified
• Change in accounting policies for GASB 101, Compensated Absences • Estimates are reasonable
Pension and OPEB liabilities
• No difficulties encountered during the audit • No corrected or uncorrected misstatements • No disagreements with management • No fraud, waste, or abuse identified • Prior year finding is considered resolved
81 82
February 17, 2026
42 lslcpas.comQuestions?
83 84
February 17, 2026
43 City Council Meeting
February 17, 2026
S1 – Discuss Striping Revisions on
Highway 111 at Washington Street
• Highway 111 Rehabilitation completed
• Corridor-wide striping updated
• Residents expressed concerns near
Washington Street
• Staff evaluated alternatives
Overview
85 86
February 17, 2026
44 • Key Elements: – Two eastbound through lanes – Buffered bike lane – Right-turn pocket at Plaza La Quinta driveway – Dual right-turn and dual left-turn pockets at Washington Street Striped gore at driveway
• Concerns Identified: – Drivers entering right-turn pocket early – Confusion between driveway opening and intersection turn lane – Vehicles driving through striped gore area Current Configuration
• Designed to match Indian Wells transition at City
limit
• Bike lane added per Highway 111 Corridor Plan
• Buffered bike lane placed left of right-turn
pockets per CAMUTCD
• Intended to improve multimodal safety
Why the Configuration Changed
87 88
February 17, 2026
45 Current Configuration
• Option 1 – Cycle-track (Staff Recommended)
• Option 2 – Re-stripe to Original Configuration
• Option 3 – Maintain Existing Striping
Options Considered
89 90
February 17, 2026
46 • Raised curb separates bikes and vehicles
• Removes bike lane conflict at turn pockets
• Clarifies driver lane alignment
• Maintains two through lanes
• Consistent with Corridor Plan
Option 1 – Cycle-track (Staff
Recommended)
Option 1 – Cycle-track
91 92
February 17, 2026
47 Option 1 – Cycle-track Ramp
• Cyclists transition to
sidewalk at Washington
• Eliminates left-of-turnpocket bike movement
• Reduces vehicle–bicycle
conflict
• Construction/Delays
• Restores three through lanes and driver
familiarity
• Removes bike lane
• Deviates from Corridor Plan
• Short construction period
Option 2 – Re-stripe to Original
93 94
February 17, 2026
48 Option 2 – Re-stripe to Original
• No construction/delays
• Maintains corridor-wide consistency
• Driver confusion may continue
• Gore area misuse observed
Option 3 – Maintain Existing
95 96
February 17, 2026
49 Proceed with evaluation and cost development of:
Option 1 – Cycle-track
•Improves clarity
•Reduces conflicts
•Maintains multimodal intent
•Only two through lanes
Staff Recommendation
97 98
February 17, 2026
50 99