Palm Desert City Council
January 11, 2024

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 17 CLIENT
City of Palm Desert

RESULTS
3 Creative messaging campaign
3 20:1 Return on investment in measured
bookings
3 62.5MM Impressions through digital
media alone
3 89% Increase in net new visitors to
website
STAFF
3 Cimin Ahmadi Cohen
- Principal-in-Charge
3 Ed Cohen - SVP Strategy
3 Sara Martin - SVP Integrated Marketing
3 Blake Takushi - Creative Director
3 Emma Kjaer - Copywriter
3 Danielle Camp - Associate Media
Director
3 Madi Holcomb - Media Supervisor
Background:

Palm Desert faced a unique challenge, as the quiet neighbor to the festival-packed, party-driven Palm Springs, it was viewed as the boring ‘sibling’ with nothing to do and no story to tell.

Idea Peddler Solution:

From insight to execution, Idea Peddler led the City of Palm Desert through the development of a new identity. To accomplish this goal, the strategy team conducted local listening sessions with stakeholders:
event directors, restaurateurs, hoteliers, and local retailers to better understand the community’s self-perception. Idea Peddler then conducted qualitative sessions in key drive markets to understand the visitor’s mindset. Insights gathered from this research drove the 2020 campaign development: “Find Your Happy Pace.” Messaging about Palm Desert benefits included the ease of access, and the ability to cruise from one outdoor attraction to the next. Whether it be by bike or by foot, our creativity captured the beauty in journeying at a friendly pace through art, leisure, and the vast outdoors.

Find Your Happy Pace - City of Palm
Desert Tourism Campaign
PALM DESERT, CA | 2020–ONGOING

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 18 CLIENT
City of Palm Desert

RESULTS
3 Creative messaging campaign
3 40M Total Impressions Across Paid and
Organic Social
3 12M Engagements on Meta and TikTok
STAFF
3 Cimin Ahmadi Cohen - Principal-in-Charge
3 Ed Cohen - SVP Strategy
3 Sara Martin - SVP Integrated Marketing
3 Blake Takushi - Creative Director
3 Emma Kjaer - Copywriter
3 Danielle Camp - Associate Media
Director
3 Madi Holcomb - Media Supervisor
Background:

With a visitor demographic spanning generations, the City of Palm Desert needed an innovative cross-generational marketing approach that would efficiently engage and capture every segment of their audience. Our mission was to find the own-able marketing intersection between traditional visitor center and emerging trends.

Idea Peddler Solution:

Utilizing 63 pieces of custom-crafted content from an in-house creative team, Idea Peddler implemented several key tactics and analyzed consumer trends to maintain the core audience and attract new generations of visitors. From dissecting traditional guides for content pillars and audience interests, to meeting with social experts at Meta and TikTok, we optimized consumer trends. Through the duration of the digital campaign, Idea Peddler strategically placed and promoted content to maximize impact, A/B testing creative and optimizing in real-time to ensure messaging was being not only seen and heard, but remembered amongst audience segments.

Palm Desert Pocket Guide - City of
Palm Desert Tourism
PALM DESERT, CA | 2022–ONGOING

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 19 CLIENT
Town of Taos

RESULTS
3 Creative messaging campaign
3 34k Impressions
3 2k Website Visitors
3 700 Comments on Giveaway Post
3 86% of Boxes Shipped Out of State
3 7 Media Hits
STAFF
3 Cimin Ahmadi Cohen
- Principal-in-Charge
3 Sara Martin - SVP Integrated Marketing
Background:

The impact of the pandemic on the tourism industry was significant.

Promoting the Town of Taos without advising travel was essential for the future success of the town’s local businesses. Idea Peddler rose to the challenge of keeping the Town of Taos a favorite among travelers and increasing media exposure during a time of uncertainty.

Idea Peddler Solution:

Idea Peddler responded by developing a promotional box
affectionately curated with local items. The Bring Taos Home box celebrated the curiosity of travelers and brought much-needed attention to the small businesses that were hit the hardest during the pandemic. By using a combination of paid and organic social media and ingenuity, Idea Peddler garnered the attention of the town’s biggest fans, newfound supporters, and the press, allowing them to become active participants in supporting Taos.

Bring Taos Home
TAOS, NM | 2021, 2022

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 20

2. References

PROJECT
NAME

CLIENT &

CONTACT

PROJECT

DESCRIPTION
Connecting
Coachella
ATP Application
and PA&ED
Coachella Valley, CA
Client
City of Coachella
Contact
Andrew Simmons, P.E.

City Engineer
City of Coachella
(760) 398-5744 ext. 134
[email protected]
Alta assisted the City of Coachella in applying for Caltrans Active Transportation Program (Cycle 6) funding. Alta provided overall project management and coordination to complete the ATP application for the Connecting Coachella project. Alta prepared a significant amount of supporting materials for the grant application with an expedited one month timeframe in order to meet the grant deadline. Alta provided application narratives, preliminary engineering concept plans, typical sections, photo renderings, engineer’s estimate, and a variety of GIS maps. The Alta Team is also assisting the City with Project Approval and Environmental Documentation (PA&ED) by delivering 50% design plans and obtaining environmental clearances. Alta will accomplish this by demonstrating a successful approach, quality control, and clear understanding of the Prop 68 Grant Program and schedule. This effort will continue to push the Connecting Coachella Project forward.

Adelanto Safe
Routes to School
Grant Application
and Plan for Three
Schools
Adelanto, CA
Client
City of Adelanto
Contact
Saba Engineer
City Engineer
City of Adelanto
(760) 246-2300 ext. 11188
[email protected]
Alta, in partnership with the Local Government Commission (LGC), led the development of a comprehensive, community-based Safe Routes to School (SRTS) Plan for three local schools in the City of Adelanto. The final SRTS Plan is the result of extensive stakeholder engagement and reflects the community’s vision for a more connected, safer, and healthier Adelanto. The final SRTS Plan also provided actionable infrastructure and programmatic recommendations that sets Adelanto up for successful implementation. Alta leveraged their SRTS Plan work to support the City in applying for a Cycle 6 Active Transportation Program (ATP) funding. As a result, the City won nearly $10 million to implement all of the recommendations from the SRTS Plan including new sidewalks, multi-use paths, and a traffic circle, along with SRTS education and encouragement programming.

Oceanside Safe
Routes to School
Plan
Oceanside, CA
Client
City of Oceanside
Contact
Howard LaGrange
Bicycle and Pedestrian
Coordinator
(760) 435-5095
[email protected]
Alta led a citywide Safe Routes to School (SRTS) planning effort that supports walking and bicycling as convenient, comfortable, and safe transportation options for students at public schools located in Oceanside, including all 23 Oceanside Unified School District schools and eight Vista Unified School District schools. The final SRTS Plan is the result of a robust analysis of infrastructure surrounding each school, a review of existing policies and programs, and extensive stakeholder engagement with the ultimate goal of creating a healthier, safer, and more vibrant Oceanside.

CV Link Master
Plan, Design,
Engineering, and
Construction
Support
Coachella Valley, CA
Client
Coachella Valley Association
of Governments (CVAG)
Contact
Martin Magana
CVAG
(760) 831-3215
[email protected]
Alta served as the engineering lead and provided project management, civil engineering, and site design services of this 50-mile pathway. This included agency and JPA coordination, pathway grading, drainage, and setting overall design standards for the project. The 100% drawing set was comprised of over 1000 plan sheets including civil, structural, geotechnical, electrical, and traffic engineering. Alta led the design of three intersection modification plans, including the addition of bicycle signal phases and upgrading existing equipment. Construction on the first pilot segment broke ground in 2017, with additional segments following in 2019, 2020, and 2021.

Safe Routes for
Seniors - Active
Aging Pilot
Program
Santa Monica, CA
Client
City of Santa Monica
Contact
Peter Dzewaltowski
Transportation Planner
City of Santa Monica
(310) 458-2201 ext. 8292
peter.dzewaltowski@
santamonica.gov
Alta worked with the City of Santa Monica to deliver a pilot program that supports older adults in using transportation options to get around their community. The project aimed to improve older adults’ mobility, safety, and health by helping them walk, bicycle, and take transit more often through development and implementation of diverse programs. Through a pilot approach, older adults were offered education, direct supportive services, and opportunities for social/experiential learning. The pilot programs was implemented over the course of 40 weeks and included activities such as educational/skills classes, a senior mobility expo, group walks and bike rides, and development of an “information hub” that pulled together transportation information for seniors into one easily accessible place.

Firm Staffing
and Key
Personnel
C.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 21

1. Staffing
Project Manager
Les Brown, AICP
Principal-in-Charge
Sam Corbett
Assistant Project Manager /
Outreach Lead
Kaitlin Scott
Les has 15 years of
experience in in planning
and community development
bringing project
management expertise
and active transportation
safety best practices to
all projects on which he
serves. He is experienced at
successfully managing large,
multidisciplinary teams on
high-profile projects.

Kaitlin will lead outreach and
provide project management
support. Kaitlin brings nearly
a decade of multimodal
transportation planning and
outreach expertise. She is
a regional leader in Active
Aging programs, and is
currently wrapping up the
Santa Monica Safe Routes
for Seniors project, which
developed and carried
out an innovative suite of
engaging programs for older
adults.

2. Key Personnel
Project Manager, Les Brown, AICP, will lead our team with direct support from Assistant Project Manager, Kaitlin Scott. Principal-In-Charge, Sam Corbett, will provide executive-level oversight to the entire team and project. We will ensure quality assurance of all required deliverables with the inclusion of Senior Planning Advisor, Kristin Haukom, MPH, and Senior Engineering Advisor, Ashley Haire, PhD, PE, ENV SP.

A full team of multidisciplinary experts well-versed in all aspects of Vision Zero and Safe Routes to School planning and development, civic data analytics and mapping, public outreach and engagement, creative services, and web development will support the key members of our team..

To provide additional support as it pertains to Public Outreach and Engagement, we are partnering with Idea Peddler and its wealth of similarly qualified staff for this project. Should the need arise for additional resources, Alta has an in-house network of over 150 professionals available, if necessary.

Sam has 25 years of
experience as a transportation
planner and manager, and
has supervised numerous
safety focused projects.

These projects include the
Bakersfield Bicycle and
Pedestrian Safety Plan and
the Adelanto Safe Routes to
School Plan as well as many
others.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 22 Key Service Leads
Role Qualifications and Experience
Kristin Haukom,
MPH
Senior Advisor /
SRTS Expert
Kristin Haukom brings 14 years of SRTS program implementation to this project. Her experience includes being a National SRTS Instructor and the Crossing Guard Master Trainer and lead author for the California School Crossing Guard Training Program, as well as her numerous SRTS planning efforts.

Ashley Haire,
PhD, PE, ENV SP
Senior Advisor /
Engineering
Feasibility Lead
A licensed California Civil Engineer, Ashley’s 23 years in both the private and public sectors give her a unique perspective in designing for multimodal safety. Her expertise in bicyclist and pedestrian mobility has been key to her past work on the Long Beach Vision Zero project and LA County’s Pedestrian Safety Plans.

David Wasserman,
AICP
Civic Analytics
Lead
David is Alta’s national Data Science Leader and has 10 years of Civic Analytics experience. David has led analytic strategy for many SS4A funded projects, including his work on the Kirkwood Vision Zero and Complete Streets Project and the Nashville/ Davidson County Vision Zero Plan.

Cathy Cibor
Programming
Principal
Cathy brings 15 years of developing, implementing, and
evaluating stellar behavior change programs. Cathy has lead many safety campaigns including the Sacramento Vision Zero Campaign, the Beverly Hills Safety Education Campaign Plan, and the Eureka Heads Up Pedestrian Safety Education and Outreach Campaign.

Nancy Chen
Graphic Design
Studio Lead
Nancy as our Graphic Design Studio Lead has developed
beautiful and compelling products for clients. These include her work on the Banning Downtown Revitalization and Complete Streets Guide and the Los Altos SRTS Program Coordination.

Zane Taylor
Senior Web
Developer
Zane is an accomplished web engineer with 14 years of
experience creating websites, platforms, and applications. His work on the Beverly Hills Complete Streets Plan and the ODOT Statewide SRTS Support Services were essential to gathering community feedback and presenting information to the public.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 23

PALM DESERT PROJECT MANAGER
Chris Gerry

PROJECT MANAGER
Les Brown, AICP

PRINCIPAL-IN-CHARGE
Sam Corbett
Planning
Senior Advisor / SRTS
Expert
Kristin Haukom,
MPH
Planner /
Countermeasure
Identification
Devan Gelle, LCI
Planner
Colin Amos
Planner
Kelly Lei, LCI
Landscape Designer
Dan Olken
Programming Principal
Cathy Cibor
Senior Programs
Associate
Anna Gore, AICP
Campaigns &
Programs
Civic Analytics Leader
David Wasserman,
AICP
GIS Manager
Kim Voros, GISP
Civic Data Analyst
Rohan Oprisko
Civic Analytics
Engineering Feasibility /
Countermeasure
Identification
Ashley Haire, PhD,

PE, ENV SP
Engineering Designer /
Cost Estimates
Talia Agazaryan, EIT,
ENV SP
Engineering Public
Engagement
Outreach Lead
Kaitlin Scott
Planner
Eric Purcell
Outreach Support
Idea Peddler Staff
Creative Services
Graphic Design Studio
Lead
Nancy Chen
Web Development
Senior Web Developer
Zane Taylor

3. Team Organization
ASST. PROJECT MANAGER
Kaitlin Scott
Key Personnel
Legend
Safe Routes to School Plan
Safe Routes for Seniors Plan
Public Engagement Activation
Dashboard and Monitoring Tool
Investment Strategy
Service Lead

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 24

4. Subcontractors
Alta is excited to team with Idea Peddler LLC. on this
project for Strategy#4, Public Engagement Activation.

Idea Peddler is a full-service, integrated agency
founded in 2015 with the premise of doing good work
for nice people. It’s their guiding principle, the north star that dictates every move, relationship, and journey we
embark on.

Headquartered in “keep it weird” Austin, TX and “the
city different” Santa Fe, NM, they’re well-versed in both honoring tradition and recognizing the growth that
defines our communities. It’s the basis for everything
they do.

From integrated campaigns to specialty needs, they’re
well equipped across creative, media, public relations, and social media, to provide clients with next-level
thinking and high-level work.

Social Media
They’re amplifiers and purveyors of your beliefs to
bring you the most strategic service possible. Always
proactive, they work to bring you smart and strategic
engagement with a lasting impact.

Capabilities
» Content Management
» Community Engagement
» Social Strategy
» Audience Development
» Public Relations

Proposed Method
to Accomplish the
Work
D.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 25 Why Vision Zero
Millions of Americans are injured in car crashes each
year, and over a lifetime, Americans have a one-ina-hundred chance of dying from a motor vehicle crash. Even those who are not killed may be seriously
injured and have the course of their life dramatically
changed through pain, incapacitation, and trauma.

Crashes take a toll on economic productivity and place
a burden on government agencies and communitybased organizations who must help the survivors. By committing to the development of a comprehensive
Vision Zero Strategy based on a Safe Systems
Approach, including a heightened focus on the
community’s most vulnerable road users, the City of
Palm Desert understands that this degree of loss—of life and quality of life—is unacceptable. More importantly, it is preventable.

This doesn’t mean that achieving significant reductions and eventually eliminating serious injuries and
fatalities is easy. Individual decisions and unconscious actions, by drivers and other roadway users, may be
the proximate cause of crashes, but those decisions
are made in response to a much larger system that
ultimately results in an environment that causes crashes.

Land use decisions, roadway design guidelines, speed
limit rules, enforcement practices, judicial biases,
professional training, automotive design, a culture that tolerates speeding—all this and more add up to form
the environment in which too many drivers are making
bad decisions. Moreover, this environment discourages
walking, bicycling, and other forms of active travel
and recreation leading to increasingly sedentary and
isolated lifestyles that fuel public health crises like the childhood obesity epidemic.

Prevent crashes Prevent deaths and serious injuries
Improve human behavior Design for human mistakes/limitations Control speeding Reduce speed
Individuals are responsible Share responsibility
React based on crash history Proactively identify and address risks Whereas traditional road safety strives to modify
human behavior and prevent all crashes, the Safe
System approach also refocuses transportation
system design and operation on anticipating human
mistakes and lessening impact forces to reduce
crash severity and save lives.

Traditional Road Safety Practices
vs. Safe System Approach

TRADITIONAL SAFE SYSTEM
Project
Understanding

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 26 Safety in Palm Desert Today
With year-round sunny weather and lower cost of living
than its coastal neighbors, Palm Desert’s population
growth has outpaced the state’s – attracting retirees,
working families, and other residents. Its full-time
population of approximately 50,000 residents
swells by an additional 30,000 in the winter months
while the area’s resorts, golf courses, festivals, and
natural amenities draw seasonal tourists. While hot in
summer months, its climate is ideal for outdoor activity throughout much of the year. This mix of demographic,
economic, and environmental characteristics gives Palm
Desert’s roads and neighborhoods a unique character
seen in its shared bike and golf cart paths, numerous
assisted living facilities, and shopping districts along the El Paseo corridor that serve people of diverse means.

The City of Palm Desert and partner jurisdictions like
the Coachella Valley Association of Governments
(CVAG) have taken significant steps to enable safe
and comfortable active travel and to improve road
safety overall, most notably with the planning and
construction of the CV Link trail that will connect
much of the Coachella Valley. Further, the City has
undertaken an ambitious public works program to
identify and close gaps in its bicycle and pedestrian
network culminating in the planned addition of nearly
30 miles of Class II and Class III bikeways. Palm Desert’s elected leadership have also voiced their support for
a safe and sustainable transportation system including
a commitment by Council Member Jan Harnik to “build
the city for people and not cars.” With these and other public works, the City has emerged as a leader and
civic innovator in the Coachella Valley.

Despite opportunities and advancements, the City faces
significant hurdles to achieving Vision Zero and shifting trips to active modes. Fatal and serious injury (FSI)
crashes – especially those involving pedestrian and
bicyclist victims – have skyrocketed nationwide since
the pandemic, reversing earlier declines. This grim tally includes a Palm Desert bicyclist who was fatally struck on Country Club Drive the morning of October 10th,
2023. Victims of these crashes are often members of
marginalized communities, lending a significant equity
dimension to this epidemic. Seniors and young children, who are more likely to suffer serious injuries and
fatalities in the event of a crash, are among the most
vulnerable of these road user groups. Additionally, the region’s sprawling development pattern, legacy road
design, and prevailing biases in favor of driving create further barriers to active travel.

The Joslyn Center is a key destination for active seniors in Palm Desert.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 27 Preliminary Analysis
Building upon Palm Desert’s 2016 Local Road Safety
Plan, our initial analysis of safety conditions in Palm Desert highlights areas where crashes involving
vulnerable road users (VRU) are concentrated and
where further study and engagement may be merited.

For instance, an analysis of Statewide Integrated
Traffic Records System (SWITRS) data spanning 2018
– 2022 shows that many of Palm Desert’s FSI crashes
occur along the SR 74 and SR 111 corridors in the
city’s westside. As shown in Figure 1, serious crashes
involving bicyclists and pedestrians aged 55+ are
particularly concentrated in and around the city’s retail strip along SR 111. In Figure 2, we used anonymized
mobile location data from Replica to examine the origins of bicycle and walking trips made by seniors on a
typical spring 2023 weekday, finding that many begin
adjacent to this high crash corridor.

As a major arterial lined with frontage roads, the SR
111 corridor represents a barrier for safe active travel.

Neighborhoods to the north and south of this corridor
are home to many senior living facilities and amenities like the Joslyn Center and El Paseo Shopping District.

They are also a significant source of bicycle and
pedestrian trips made by Palm Desert seniors. The
intersection of San Luis Rey Ave and SR 111 connects
several of these neighborhoods and is a hotspot of
serious crashes involving these groups, suggesting one
area for potential study and countermeasure application as part of the overall Vision Zero Strategy.

The intersection of San Luis Rey Ave and SR 111 with adjacent frontage road.

Figure 1. Heatmap of Palm Desert bicycle and pedestrian crashes with victims aged 55+ that resulted in fatality or injury (data source: SWITRS, 2018 - 2022).

Figure 2. Number of bicycle and pedestrian trips per square mile made by persons aged 55+ on a typical spring weekday (data source: Replica, 2023).

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 28 A similar analysis of crash locations and travel patterns involving bicyclists and pedestrians under 18 reveals
potential countermeasure opportunity at intersections
in and around the block group containing Abraham
Lincoln Elementary School and Palm Desert High
School. School safety problems are often exacerbated
by traffic congestion at arrival and dismissal times
that can create added issues such as air and noise
pollution. Such issues highlight the need for a multipronged campaign that includes not just planning and engineering approaches but a concerted engagement
and messaging campaign that calls attention to the high costs of the transportation status quo and effectively
encourages and promotes alternatives. Palm Desert’s
Vision Zero Safety Campaign has the potential to create this change, and the Alta team is equipped to help the
City achieve this goal.

Congestion at Palm Desert High School.

A Call to Action
By pursuing a holistic Vision Zero
Strategy with an emphasis on the
community’s most vulnerable road
users, the City of Palm Desert
has answered the call to action
demanded by these unsafe and
unsustainable conditions. The Alta
team brings the right mix of skills,
experience, and creativity combined
with considerable knowledge of local
communities to deliver meaningful
results for the City of Palm Desert.

Our team’s combined expertise
in planning, engineering, public
engagement, marketing, analytics,
and performance evaluation ensure
that each element of the project
scope will meet or exceed the City’s
high standards. We will leverage
the latest industry techniques and
most effective practices, and inform
these with robust engagement and
cutting-edge analysis. Under the Alta
team’s leadership, these elements
will produce a sum greater than
their parts by identifying feasible
improvements, encouraging safe and active travel, and
heightening awareness of all road users while enabling
continual monitoring.

ENABLE SAFE AND

COMFORTABLE ACTIVE

TRAVEL TO SCHOOL

TRACK PROGRESS

AND ENSURE

ACCOUNTABILITY

ESTABLISH

SAFE ROUTES FOR

SENIORS

ENACT A PARTICIPATORY

VISION ZERO CAMPAIGN

PRIORITIZE AND

PURSUE HIGH-VALUE

IMPROVEMENTS
Vision
Zero
Strategy

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 29 Project
Management
Principal-in-Charge Sam Corbett will provide strong
leadership along with Project Manager, Les Brown,
throughout the Vision Zero Strategy project for the City of Palm Desert. Alta provides shared tools to enable
delivery of high-quality products to our clients without surprises. Our approach to project management
includes:
• Preparing a clear scope of work that focuses on
meeting the client’s needs
• Continual monitoring of the schedule
• Clear and consistent communication with the client
• Real-time budget management
• Quality control
• Risk management and resolution
Project Controls
The following outlines Alta’s proven procedures for
effectively managing a project:

Schedule
Prior to the kick-off meeting, we will create a detailed project schedule that maps out the tasks, work flows,
critical path deadlines, and review cycles. This will be a living tool for the team to use to both plan ahead
and coordinate, and also adjust as the project evolves.

Having a clear schedule will help the team communicate
about expectations, resources, and issues to be
resolved.

Schedule Control
Alta understands the need to balance outreach with
project schedules, as well as local, citywide, and
regional transportation goals. Public opinion on projects also needs to be well-informed and representative of
the community as a whole, not necessarily just a vocal
few. Outreach must also be well-timed in relation to
the project schedule. Feedback should be requested
early, when it is feasible to incorporate changes, and
the extent that a project is subject to change must be
made evident to the public. Later outreach should show
that a path forward has been chosen, and community
feedback has been integrated in specific ways. This
demonstrates that we’ve listened to the public and
illustrates how their feedback has been incorporated.

Communication
Quality control, communication, and project value
involves Project Manager and Principal-in-Charge
review of every project deliverable. Alta’s Project
Manager will be in regular contact with the City’s Project Manager to keep them apprised of progress and seek
input at key decision points. Managing this project
effectively will require excellent communication skills so each member involved, including the various City
staff and consultant team members, has a common
understanding and expectation of the project outcome.

Our team is small enough to provide personalized
service, and large enough to include an array of skillsets to serve multiple strategies at once. Our team will help create and deliver a collaborative process between
the City’s staff and key project stakeholders. We take
special pride in our ability to generate effective and
informative collaborative relationships with our clients and project partners.

Time and Budget Management
Alta Project Managers use Deltek Vision software
to manage the complete lifecycle of a project. Time
commitments, project costs, and fees are captured in
real time for accurate and complete client budgeting
and billing. Project cost control can also be attributed to:
• A strong, experienced project management team
with a proven track record
• Open lines of communication between the project
team and the City
• Striving to produce a project that exceeds the
expectations of the City within the established
budgets and schedule
Our team has an excellent record of delivering high
quality, award-winning, comprehensive projects to
communities on time and within defined budgets.

We invite proposal reviewers to contact our listed
references to discuss our work experience on similar
projects.

Alta utilizes Deltek Vision software to manage the complete life-cycle of a project.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 30 Quality Assurance / Quality
Control (QA/QC)
Alta maintains a quality assurance/quality control
system along with strict adherence to established
business procedures. Our team employs a three-tier
quality control system that includes (1) an in-house
editor who reviews all materials, (2) independent
review by principals, and (3) in-house scheduling and
management tools.

Our QA/QC process will provide both plan verification
and schedule compliance. All members of the project
team have the authority to identify problems, and to
initiate, recommend, provide, and verify the necessary
solutions.

The QA/QC process will be led by Principal-in-Charge
Sam Corbett, whose primary role will be to see to the
integration of goals of the project and to verify the
accuracy and consistency of project deliverables.

His strategic oversight and involvement will provide
an efficient team that is well-connected to local
opportunities and partnerships.

Our quality management procedures will see that:
• Work is performed by qualified personnel
• The necessary information is documented, checked,
transmitted and reviewed for completeness
• Documents will be reviewed by staff technical
writers for accuracy
• Products are reviewed by staff not directly involved
in the project to provide a fresh perspective and
insight
Alta concentrates on providing the highest level
of service possible to our clients. We know that
understanding our clients’ most pressing needs,
concerns, and issues is at the heart of planning and
implementing successful and vibrant projects.

Risk Management and Resolution
Nearly all projects encounter resistance and varying
degrees of difficulty at one point or another. Many
planning projects are a minefield of potential pitfalls and challenges. These can include new requests from
the public, changes to local policy, and inter-agency
conflict. Consequently, it is critically important to have a team that anticipates these difficulties and is prepared to address these challenges with innovative approaches
and battle tested solutions. Sam and Les will be
continually “scanning the horizon” to identify potential risks and possible solutions before they impact the
schedule and budget. We excel at helping our clients
anticipate challenges and adjust as needed to complete
delivery of core project outcomes.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 31 Strategy 1: Safe Routes to
School Plan
The Palm Desert Safe Routes to School Plan
(School Plan) will provide clear implementable
recommendations to create safer, more comfortable
walking and bicycling options for students, their
families, and residents. Through authentic and robust
stakeholder engagement combined with targeted
analysis of relevant data, the School Plan will identify safety, infrastructure, and programmatic barriers to
walking and bicycling to, from, and around school. The
School Plan development process itself will provide
opportunities to educate and encourage families at
schools in Palm Desert and surrounding communities to
walk and bike to school safely and often.

The City has demonstrated its commitment to active
transportation through its Local Road Safety Plan, which highlighted the need to improve safe access to schools
for walking and biking for the school commute. Palm
Desert’s further commitment to the health and safety of its students will be realized through the completion of the School Plan by identifying clear and actionable next steps to improve school routes and promote their use,
including for those with mobility challenges.

The School Plan project includes 8 schools serving
more than 7,000 students across one school district and three cities. The Alta team understands that working
with school communities presents unique opportunities
for deep and personal engagement into highly localized
issues around neighborhood infrastructure and travel
behavior. At the same time, we are sensitive to the
value of participants’ time and seek to structure a
multi-layered outreach that gives stakeholders multiple channels for engagement throughout the process, and
aligns with existing meetings and events as much as
possible.

Based on our experience working on similar SRTS
efforts and guided by the City of Palm Desert,
neighboring cities, and Desert Sands Unified School
District, Riverside County’s Department of Public Health, and school and community stakeholders, Alta will create a School Plan that addresses the following objectives:
• Develop a School Plan that incorporates infrastructure and non-infrastructure recommendations.
• Engage with stakeholders to identify school
community-supported SRTS projects that will result in
improved safety, public health, and connectivity.
• Provide actionable recommendations geared toward
grants and implementation.

The following describes the Alta team’s anticipated
scope of work for the School Plan. For all deliverables, we assume the City will circulate drafts to any potential additional reviewers and provide one round of
consolidated and internally-consistent comments.

Technical and Management Approach
Alta supported Walking School Buses in Rialto, CA.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 32 Task 1.1 Existing Conditions
The Alta team will begin the work on the School Plan
by conducting a project kickoff meeting followed by
collection of a variety of data to inform the planning
effort.

Task 1.1.1 Project Management
Throughout the project, there will be ongoing
coordination between Alta’s Project Manager and
City of Palm Desert staff including in-person, e-mail,
and phone communication to keep staff up to date.

In addition, we will conduct bi-weekly calls to review
progress, schedule, budget, and next steps covering
active tasks.

Alta will use the following communication and reporting approach:
• Project Kickoff Meeting. Alta will facilitate a virtual project kickoff meeting that will include:
» Introductions
» Review of project schedule to identify key tasks,
milestones, critical path items, deliverables, and
due dates
• Regular Team Meetings. Throughout the project,
Alta will host virtual bi-weekly meetings to keep the
project moving forward on schedule and budget.
• Consolidated Comments. Unless otherwise stated,
Alta has assumed one round of City review of draft
deliverables including consolidated and internally
consistent comments to maintain efficiency and
adhere to the project schedule.
• Monthly Progress Reports. We will produce monthly
progress reports that summarize tasks completed, and
outline tasks to be completed in the coming month.
• Meeting Summaries and Action Items. Alta will
produce detailed meeting summaries covering the
discussion items and will include a list of follow-up
tasks and the responsible party for each task in a
Status of Open Items format.

Budget for these activities have been distributed
throughout the project commensurate with the
anticipated level of administration, oversight,
coordination, and reporting effort required for each task.

Task 1.1.2 Plan Review
The Alta team, in collaboration with the City, will collect and review existing plans, policies, programs, and data.

Existing plans will likely include, but not be limited to:
• General Plan
• Envision Palm Desert Strategic Plan
• Local Road Safety Plan
• SCAG’s Connect SoCal
Findings will be included in an Existing Conditions
Memo.

Task 1.1.3 Data Collection
Alta will gather existing conditions and background data for each school, identify opportunities and constraints as well as standards by which recommended updates
will be set to guide the preparation of the School Plan, and include existing land uses, current and projected
housing and land use development, population
characteristics, and travel projections.

Alta will prepare a data request memo identifying key
data needs such as existing conditions information
that includes existing and proposed facilities, current mode share, description of land use and destinations,
existing bicycle parking, existing wayfinding and
existing non-infrastructure programs. This memo will
be shared with the City Project Manager and the City
will supply available data and documents that are not
publicly available or that the project team does not have from previous work in Palm Desert. The findings of the
existing conditions and background data review will be
compiled into an Existing Conditions Memo.

Task 1.1.4 Traffic Counts
Alta team will collect traffic counts at up to three (3) locations near each school, including bicyclist and
pedestrian counts conducted in three-hour blocks
around school pick-up and drop-off times. The count
information will be used to assess demand that can
inform areas for improvement and prioritize potential
projects. The findings of the traffic counts will be
provided in the Existing Conditions Memo. Additionally, the count information will also be used to inform the
Crossing Guard Analysis (further details provided in
Task 1.5). If desired, Palm Desert can reserve some of
the proposed counts to use later in the project to help inform conceptual design decisions.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 33 Task 1.1.5 Existing Conditions Maps and
Memorandum
Alta has extensive experience preparing
comprehensive base maps for SRTS projects that
illustrate important information in a cohesive and clear manner. We will prepare a base map for each school to
show the school location, physical conditions, and travel information such as enrollment boundaries, school bus
routes, transit lines, improvement plans, and crossing
guard locations. We will further compile all materials
developed in other tasks into an Existing Conditions
Memo.

Task 1.1 Deliverables
• Kickoff Meeting and Meeting Notes
• Monthly Progress Reports
• Bi-Weekly Team Meetings
• Data request memorandum
• Traffic counts around project schools
• Existing Conditions Memo, draft and final
• Base maps for project schools
Task 1.2 Collisions and Gaps Analysis
Task 1.2.1 Collisions Analysis
Alta will conduct a bicycle and pedestrian collision
analysis using the latest available 10-year SWITRS
data. This analysis will be focused within a half-mile
radius of each school and will include the total number of collisions by mode. We will document the top five
intersections with the highest bicycle and pedestrian
collisions and corresponding schools, and include the
top five most common collision factor causes. Alta
team will combine the collision data analysis performed through the 2016 Local Road Safety Plan with the most
recent SWITRS data and supplemental data provided by
City staff for each school (if available). The findings will be summarized and included in the Collisions and Gaps
Analysis Memo.

Task 1.2.2 Challenges, Needs, and Gaps Analysis
and Memo
Alta will conduct an assessment of infrastructure gaps
and needs. This assessment will quantify factors that
impact walking and bicycling activity, locate network
gaps as potential projects, and identify areas with
specific characteristics, such as areas that have both
significant active transportation gaps and a high
demand for walking and bicycling. This analysis will
consider both roadways and trails within the City. Alta will use data about existing multimodal infrastructure to develop an understanding of how well destinations and
areas of demand are connected for people who want
to walk and bike for both transportation and recreation.

Our analysis will also consider how the City’s networks connect regionally to destinations throughout the
Coachella Valley.

Alta will apply the results of these analyses to identify:
• Gaps in existing bicycle networks, intersection
crossing needs, and other conflict points;
• Gaps in pedestrian networks, such as sidewalk gaps;
• Crossing needs in areas of pedestrian activities or at crossings of streets and other public rights-of-way;
and
• New trail opportunities along drainage channels,
other infrastructure rights-of-way, or adjacent to public street right-of-ways.

Alta will produce maps, tables, and narrative that
describe gaps and needs synthesizing this information
into critical needs and gaps that can be addressed by
the City. Information from the public outreach process
will also be integrated into this process. Alta will compile the collision data and analysis into the Collisions and Gaps Analysis Memo. Building on the base maps
created in Task 1.1, we will identify challenges, needs, and gaps in the bicycle and pedestrian networks.

The findings will be summarized and included in the
Collisions and Gaps Analysis Memo.

Task 1.2 Deliverables
• Collisions and Gaps Analysis Memo (Draft and Final)

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 34 Task 1.3 Outreach and Engagement
Task 1.3.1 Outreach and Engagement Plan
The Alta team brings our experience conducting
outreach in Palm Desert and the surrounding
communities and understands the importance of
developing material and notices in English and Spanish.

With that in mind Alta, with input from the City, will
prepare a detailed Outreach and Engagement Plan that
will include school and community engagement tools
and events to be used throughout the development of
the School Plan. The Outreach and Engagement Plan
will consist of a strategy to fully engage underserved
communities, including outreach in multiple languages
and means to reach groups that may not participate in
traditional planning events.

Task 1.3.2 Website and Social Media
Alta is experienced in developing engaging content that supports the SRTS planning process. We will develop
content for a School Plan project webpage on the
City’s website and social media platforms. The purpose
of this content is to promote outreach and education
materials, document workshops, promote parent
surveys, workshops, walk audits, the Draft School Plan, and eventually the Final School Plan. The website will
also allow stakeholders to submit feedback without
attending meetings.

Task 1.3.3 Student Data
Alta understands the importance of student and partner
input into the planning process. Alta has created
modified data collection forms for the standardized
Student Travel Tally and Parent Survey questionnaires
from the National Center for Safe Routes to School that streamline and simplify that data collection. With the
closure of the National Center, Alta uses SurveyMonkey
to collect this data, and has developed template data
analysis spreadsheets that easily analyze the data
on student travel modes and parent attitudes about
walking and bicycling to school. Data collection will
be conducted twice, once at the beginning of the
School Plan project and once at the end. The team
will summarize these findings into the Outreach and
Engagement Memo.

Task 1.3.4 SRTS Workshops
The Alta team will conduct up to four (4) virtual SRTS
Workshops (or in-person if requested) for school
staff, parents, law enforcement, fire department, and
other stakeholders. The workshops will be based on
the National SRTS Course from the National Center
for Safe Routes to School, of which SRTS Specialist
Kristin Haukom is a National Instructor. The workshops’ purpose will be to introduce the School Plan project
and educate on the 6 E’s of SRTS (Engagement,
Equity, Encouragement, Education, Engineering, and
Evaluation). The COVID-19 pandemic has taught us
that virtual meetings, broadcasted through various
platforms, are the best way to engage with project
stakeholders, including those who are typically
unable to attend community events due to lack of
transportation, childcare, work conflicts, or language
barriers. All workshops will be conducted in English with Spanish interpretation available.

Alta excels at community outreach and
engagement whether it is in-person at
public events and open house workshops,
or through online open houses, maps
and surveys, and virtual stakeholder
meetings. Our expertise with virtual
engagement will see that participants
feel connected to the project and each
other while maintaining energy and
focus on project needs.

Alta created a suite of outreach materials for the Pacific Electric Trail Expansion Feasibility Study that were used to engage with community stakeholders at a variety of events, including Rialto’s Annual Bike Rodeo.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 35 Task 1.3.5 School Walk Audits
Alta will lead school and City staff, parents/caregivers, residents, and other interested stakeholders on a
walking audit of each of the eight (8) School Plan project school sites during the morning arrival or afternoon
dismissal period. The purpose of these walk audits
is to observe conditions and behaviors and identify
challenges or impediments that currently limit walking
and biking. The walk audits will be an opportunity
to verify existing conditions of facilities and will be supported by Spanish-speaking staff when appropriate.

Alta will work with each school community to notice
these walk audits through their normal communication
channels (i.e., e-blasts, flyers, PeachJar, etc.).

In addition to the in-person walk audits, Alta will provide community members who are unable to participate
in the walk audit with another way to provide input,
such as through a web-based mapping tool where
participants can “pin” locations and write the issues or concerns for the marked location. The findings from
each walk audit, including stakeholder feedback and
photos, will be incorporated into a Walk Audit Report.

Task 1.3.6 Pop-Up Workshops
Alta knows the importance of meeting people where
they are at and will conduct “pop-up workshops” at up
to three (3) public events, such as farmer’s markets,
community fairs, or local parks, to provide information and solicit feedback from the community on the School
Plan.

Task 1.3.7 Outreach and Engagement Summary
Memo
Alta will compile an Outreach and Engagement
Summary Memo that will have a description of the
outreach and engagement and stakeholder involvement
in development of the plan, including outreach to
defined underserved communities, number and location
of meetings, number of attendees, interpretation
services provided, and summary of feedback received.

The Outreach and Engagement Summary Memo will
be designed to allow components/feedback to be
easily incorporated into future grant applications and
be structured as a framework to be updated throughout
the course of the project, incorporating input as
engagement tasks are completed.

Task 1.3 Deliverables
• Outreach and Engagement Plan
• Project website, survey, and Memo on Virtual
Engagement
• PowerPoint presentation and photos
• Student Travel Tallies and Parent Surveys Analysis
Memo
• Four (4) virtual SRTS Workshops
• Walk Audit Reports for project schools
• Photos, outreach materials
• “Pop-up workshops” at up to three (3) public events
• Outreach and Engagement Summary Memo, draft and
final
Alta has extensive experience leading walking audits. These audits allow us to closely observe pick-up and drop-off circulation patterns and gather first-person information about people’s experiences walking and bicycling near school campuses. We will use this input to identify safety issues and countermeasures to address the problems.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 36 Alta’s Stakeholder Engagement
Approach
Our team of professionals are experts at listening
to the public, conveying technical issues in a clear
manner, offering distinct choices and options to
the public, and explaining trade-offs. We use a
variety of innovative techniques, ranging from
online surveys, the use of photo-simulation,
videotaped interviews, field reviews, GIS mapping,
and interactive public workshops—led virtually or
in-person. We make contact with the community
early and build confidence by addressing
specific issues with a documented approach. Our
engagement approach will focus on the following
objectives:
• Leveraging relationships and the team’s existing
community connections to engage the public.
• Creating excitement around the project through
consistent and agile media engagement on both
traditional and digital platforms.
• Communicating in clear and simple language
that is accessible to all levels of English
proficiency and easily translatable to other
languages.
• Prioritizing transportation equity for vulnerable
populations including the young or the elderly,
those with physical disabilities, or with social
constructs such as race, ethnicity, poverty, or
people who speak different languages.
• Keeping stakeholders informed throughout the
process and creating a feedback loop so they
can clearly identify where and how their input
was used.
• Developing a vision for Palm Desert that is
founded in community input and transparent
decision-making.
• Setting the groundwork for implementation by
strengthening connections between the City of
Palm Desert and Stakeholders.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 37 Task 1.4 Advisory Committee
Early stakeholder engagement in the School Plan
development is crucial to building buy-in and hearing
about concerns from the community. Therefore, Alta will facilitate convening a School Plan Advisory Committee
within a few months of the project kick-off. Alta will be responsible for creating and disseminating agendas,
outlining the role the committee will serve over the
course of the project, and preparing presentations that will help committee members make decisions on key
project outcomes, such as project prioritization. We will also use these meetings as opportunities to provide
SRTS technical assistance related to quick and easily
implementable SRTS strategies that will serve as “early wins.”
In collaboration with the City, Alta will compile a list of invitees to participate in a School Plan Advisory
Committee. The list will likely include, but is not limited to:
• Indian Wells and La Quinta City staff
• Caltrans District 8 staff
• Riverside County Transportation Commission
• Riverside University Health System (Riverside
County’s public health department)
• School and district staff
• Law enforcement
• Coachella Valley Association of Governments (CVAG)
• Community non-profits
Alta will prepare School Plan Advisory Committee
meeting agendas and meeting notes. The School Plan
Advisory Committee will meet a maximum of six times
throughout the project. The School Plan Advisory
Committee will advise the project team on potential
project and programmatic recommendations that align
with their goals.

The School Plan Advisory Committee will also provide
input prior to major engagement activities and will
review key project deliverables prior to posting to the public or decision-makers.

Task 1.4 Deliverables
• School Plan Advisory Committee invite list
• School Plan Advisory Committee meetings,
presentations, agendas, and notes for up to six (6)
meetings
Task 1.5 Crossing Guard Analysis
Alta understands the importance of school Crossing
Guards to help students safely cross the street at
key locations and remind drivers of the presence
of pedestrians. Alta is a leader in Crossing Guard
assessment, prioritization, and training. Our SRTS
Specialist, Kristin Haukom, is the lead author of
the California School Crossing Guard Training
Guidelines from the California Department of Public
Health (CDPH) and Caltrans. Kristin is also their lead
Crossing Guard instructor, which includes conducting
trainings for Crossing Guards throughout California
and advising CDPH and Caltrans on Crossing Guard
training and assessment procedures. With Kristin’s
expertise, along with technical support from our
accomplished engineers, Alta will help the City develop a methodology to prioritize the quantity and locations of Crossing Guards that meets the needs and constraints
of the City and the school district, while also aligning with the CAMUTCD. Using this methodology, the team
will conduct an in-depth analysis of current locations
of Crossing Guards and make recommendations for
maintaining, changing, or adding Crossing Guard
locations. The team will use the California School
Crossing Guard Training Guidelines to identify and
assess Crossing Guard training needs. The Guidelines
will be referenced and included as a resource in the
Crossing Guard Prioritization Memo.

Task 1.5 Deliverables
• Crossing Guard Prioritization Memo
Alta Senior Advisor/SRTS Expert, Kristin Haukom, promoted safety initiatives through Rialto's Safe Routes to School Program

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 38 Task 1.6: Recommendation and
Prioritization
Task 1.6.1 Recommendations and Cost Estimates
Alta has over 20 years of experience developing SRTS
recommendations. We will lean on that experience
to integrate the information collected throughout
the project, including existing conditions analyses,
information from the School Plan Advisory Committee
and stakeholder outreach and engagement, to develop
infrastructure improvement recommendations within a
half-mile radius of each project school.

Our team will make feasible, implementable
recommendations that will improve the non-motorized
transportation network for students and parents to walk and bike to school safely and conveniently.

Recommendations will include preliminary cost
estimates that align with the requirements of the
Caltrans Active Transportation Program and SS4A, so
that the recommendations can be incorporated into
future grant applications for implementation.

Task 1.6.2 Project Prioritization
Understanding the importance of equity and to ensure
that underserved communities are prioritized, we
will create an equity-framed and data-driven Project
Prioritization Methodology that meets the needs of
the City and school districts, as well as yields projects that are positioned well for SRTS project funds through Caltrans ATP, or other funding mechanisms such as
City funds. The Project Prioritization Methodology may
also be used to identify “bundled” projects (projects
combined for safety need or to facilitate implementation) or school-specific projects, depending on input from
stakeholders and engineering judgment.

Alta’s specialized planning and engineering staff
will coordinate to develop a series of on-street and
on-campus infrastructure recommendations. Alta
will assess each school for four different scales of
recommended improvements:

1. Low-cost on-campus improvements that can
enhance safety and SRTS visibility.

2. On-campus improvements that require additional
funding/coordination.

3. Low-cost, on-street changes that require minimal
coordination and are relatively simple to implement.

4. Large scale, on-street changes that require great
coordination, community engagement, or funding.

All infrastructure recommendations will be informed by
existing conditions information, walk audits, stakeholder input, and professional judgment. This process will
result in infrastructure recommendations that, once
implemented, will support access to safe, convenient,
and healthy modes of transportation for students,
families, and residents.

Task 1.6.3 Suggested Route Maps
Using the School Plan Advisory Committee and
stakeholder input, school recommendations, and
walk audit observations, Alta will develop Suggested
Routes Maps for each project school with suggested
routes for families to walk or bicycle to and from school.

The maps will show suggested walking routes for
elementary schools and suggested walking and biking
(as appropriate) routes for middle and high schools. The suggested routes-to-school maps will display school
locations, surrounding streets, sidewalks and pathways
within a half-mile from school, as well as other relevant information such as stop signs, crossing guard locations, and park and walk locations. Maps will also include
safety tips for drivers and active transportation users.

Alta will solicit feedback on the suggested school
routes maps from City and school staff via email. Once
feedback is received, Alta will finalize the suggested
school routes map. The Suggested Routes Maps will be
available in English and Spanish and will be shared with the schools digitally.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 39 Task 1.6.4 Programmatic Recommendations
Alta will prepare engagement, equity, encouragement,
education, and evaluation program recommendations
to complement the infrastructure recommendations to
promote a culture that embraces active transportation
throughout Palm Desert. These recommendations may
include, but are not limited to: park and walk drop-off locations; walking school buses; bicycle trains; walk/
bicycle to school days; and/or in-classroom pedestrian/ bicycle safety and encouragement education. Programs
will be informed through the outreach and engagement
described in Task 1.3 and will address any projects the City and school district will be implementing that will affect any recommendations. They will also consider
countermeasures to address behaviors that cause
collisions, based on behavior change theory and the
crash data analyzed in Task 1.2.

Task 1.6 Deliverables
• Infrastructure improvement recommendations, maps,
and cost estimates
• Project Prioritization Methodology and prioritized
network map
• Suggested Routes Maps
• Programmatic recommendations
Task 1.7 Draft and Final Strategy
Alta will prepare a Draft School Plan for City staff review.

The Draft School Plan will be aligned with the Caltrans Active Transportation Program and SS4A guidance, so
that the projects are “grant ready,” and will include a summary of actionable next steps for implementing the
project recommendations. The Draft School Plan will
provide a framework and guide for future SRTS efforts.

The Draft School Plan process begins with a detailed
outline. Alta will submit the outline to City staff for review. The Draft School Plan outline is expected to
include, but not be limited to:
• Introduction
• Project Background and Need
• Summary of Data Collection Activities and Findings
• Summary of Outreach and Engagement Strategies
and Findings
• School-Specific Findings and Recommendations
• Crossing Guards Assessment
• Short-Term/Low-Cost Recommendations and LongTerm/Higher Cost Recommendations • Implementation and Next Steps
• Priority Projects by School (including description,
location, cost estimates, and timeline)
• Recommended Next Steps (including Short-Term/
Low-Cost Recommendations, such as policy and
procedure recommendations)
• Potential Funding Sources
Once the City has approved the outline, Alta will
develop the Draft School Plan document in MS Word
and submit it to the City for review. Alta will review one set of consolidated internally consistent comments in a track changes MS Word document. Based on City staff
comments on the Draft School Plan, Alta will address
any outstanding issues in order to complete the Final
School Plan.

Task 1.7 Deliverables
• Draft School Plan Outline
• Draft School Plan
• Final School Plan
Task 1.8: City Council Review and
Approval
In collaboration with the City, Alta will prepare a
PowerPoint presentation highlighting the data
collection, outreach and engagement, and prioritization processes used to compile the Final School Plan. Alta
will conduct one (1) presentation to the City Council.

Alta will solicit feedback during this presentation and respond to questions. This presentation and supporting
documentation will serve as the basis for the City
Council to adopt the Final School Plan.

Per direction from City staff, Alta will provide relevant content for staff to complete staff reports in advance of this presentation.

Task 1.8 Deliverables
• Presentation
• City Council adoption of the Final School Plan

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 40 Strategy 2: Safe Routes for
Seniors Plan
The Palm Desert Safe Routes for Seniors Plan (Seniors
Plan) will establish innovative and implementable
recommendations for creating safer, more comfortable
transportation options for older adults, including
walking, bicycling, public transit, and other alternatives for aging drivers. Through targeted, meaningful
community engagement and analysis of existing
conditions, the Seniors Plan will identify barriers that seniors face when getting to and from their destinations.

Throughout the planning process, key stakeholders and
Palm Desert seniors will have opportunities to share
their concerns, experiences, and ideas for improving
mobility in the city.

The City’s Local Road Safety Plan indicates that 50%
of collisions involve aging drivers (age 65 years or
older), much higher than the State average of 13%.

Given the city’s large population of seniors and retirees, this Seniors Plan will be key in helping reduce these
collisions and improving safety for all road users
citywide.

Based on our experience working on similar Safe
Routes for Seniors efforts, Alta will create a Seniors Plan that addresses the following objectives:
• Analyze existing transportation infrastructure and
programs for seniors in Palm Desert
• Engage with a diverse group of stakeholders and
senior community members to shape the Seniors Plan.
• Develop a Seniors Plan that includes both
infrastructure and programmatic recommendations
that are primed for grants and implementation.

The following tasks provide an overview of Alta’s scope of work for the Seniors Plan. For all deliverables, it is assumed that the City will circulate drafts to all relevant departments and agencies for one consolidated and
consistent set of comments.

Task 2.1 Existing Conditions
Alta will begin work on the Seniors Plan by collecting
and analyzing a variety of data.

Task 2.1.1 Plan, Policy, and Program Review
With input from the City, Alta will collect and review
existing plans, policies, and programs related to older adult mobility in Palm Desert. Existing plans will likely include, but not be limited to:
• Palm Desert General Plan
• Envision Palm Desert Strategic Plan
• Palm Desert Local Road Safety Plan
• SCAG’s Connect SoCal
• The State’s Master Plan for Aging
Findings will be included in the Existing Conditions
Memorandum.

Task 2.1.2 Data Collection
Alta will compile background and existing conditions
data on seniors (e.g., key destinations, demographics,
health), identify opportunities and constraints as well as standards by which recommended updates will
be set to guide the preparation of the Seniors Plan,
and include existing land uses, current and projected
housing and land use development, population
characteristics, and travel projections.

At the outset of the project, Alta will prepare a data
request memo identifying key data needs such as
existing and previously proposed infrastructure
projects, current mode share, description of land
use and destinations, existing public transit, existing wayfinding, and existing non-infrastructure programs.

This memo will be shared with the City Project Manager
and the City will supply available data and documents
that are not publicly available or that the project team does not have from previous work in Palm Desert. The
findings of these analyses will be compiled into the
Existing Conditions Memorandum.

As part of the Santa Monica Active Aging Program, Alta conducted a transit outing and bicycle outing to promote and demonstrate safe active transportation for seniors.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 41 Task 2.1.3 Traffic Counts
Alta will collect traffic counts at three (3) locations in Palm Desert frequented by senior pedestrians and
bicyclists. Count collection will be scheduled based on seasonal fluctuations to capture the maximum number
of active trips made by seniors and include at least 12 hours of counts per location on a typical weekday and
a Saturday. Locations will be identified with input from the City, ideally in senior priority areas that feature key destinations such as senior centers, senior housing,
and more. Additionally, when relevant, counts data from Task 1.1.4 (Data Collection for the School Plan) may also be used to capture senior activity in school areas. Traffic counts information will be used to assess demand
that can inform areas for improvement and prioritize
potential projects. The findings of the traffic counts will be provided in the Existing Conditions Memo.

Task 2.1.4 Existing Conditions Maps and
Memorandum
Alta has extensive experience preparing
comprehensive base maps that illustrate important
information in a cohesive and clear manner. We will
prepare base maps for the three (3) areas surrounding
the traffic count locations to show the physical
conditions and travel information such as transit routes, improvement plans, and key destinations. We will further compile all materials developed in other tasks into the Existing Conditions Memorandum.

Task 2.1 Deliverables:
• Existing Conditions Memorandum
• Traffic counts at three (3) locations
• Base maps for three (3) traffic counts areas
Task 2.2 Collisions and Gaps Analysis
Task 2.2.1 Collisions Analysis
Alta will conduct a bicycle and pedestrian collision
analysis using the most currently available 10-year
Statewide Integrated Traffic Records System (SWITRS)
data available. This analysis will include the total number of collisions by user type (bicyclist or pedestrian),
document the top five intersections with the highest
bicycle and pedestrian collisions, and include the top
five most common collision factor causes. Building
on this, the Alta team will combine the collision data
analysis performed through the Local Road Safety Plan
with the most recent SWITRS data and supplemental
data provided by City staff. The findings will be
summarized and included in the Collisions and Gaps
Analysis Memorandum.

Task 2.2.2 Challenges, Needs, and Gaps Analysis
and Memo
Building on the deliverables from Task 2.1, Alta will
conduct an analysis of infrastructure gaps and needs.

This analysis will quantify factors that impact walking and bicycling activity, locate network gaps as potential recommendations (Task 2.5), and identify areas with
specific characteristics. This analysis will consider
roadways and trails within the city. Alta will use data about existing multimodal infrastructure to develop an
understanding of how well destinations and areas of
demand are connected for seniors who want to walk
and bike for both transportation and recreation. It will also consider how the City’s local networks connect to
regional networks.

Alta will use these analyses to identify:
• Gaps in existing bicycle networks, intersection
crossing needs, and other conflict points;
• Gaps in pedestrian networks, such as sidewalk gaps,
crossing needs in areas with pedestrian activity or at
crossings of streets and other public rights-of-way;
and
• New trail opportunities along waterways, other
infrastructure rights-of-way, or adjacent to public
street rights-of-way.

Alta will synthesize the gaps and needs into maps,
tables, and narrative that describe these gaps and
needs. Information from the public outreach process will also be integrated into this process. This gap analysis will be summarized in the Collisions and Gaps Analysis
Memorandum.

Task 2.2 Deliverables:
• Collisions and Gaps Analysis Memorandum (Draft and
Final)

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 42 Task 2.3 Outreach and Engagement
Task 2.3.1 Outreach and Engagement Plan
Alta has extensive experience with outreach and
engagement in Palm Desert and surrounding
communities and understands the importance of
developing materials and conducting activities in
English and Spanish. The Alta team, with input from the City, will prepare a detailed Outreach and Engagement
Plan that includes community engagement tools to
be used and activities to be held throughout the
development of the Seniors Plan. The Outreach and
Engagement Plan will consist of a strategy to fully
engage underserved communities, including outreach
in multiple languages and means to reach groups
that may not participate in traditional planning events.

The Plan will also include key stakeholders and target
audiences, anticipated outcomes, and proposed
engagement strategy timelines.

Task 2.3.2 Engagement Tools
The Alta team will develop written content for a Seniors Plan project webpage on the City’s website and social
media platforms. The purpose of this content will be to promote outreach and education materials, surveys,
workshops, walk audits, the Draft Seniors Plan, and
eventually the Final Seniors Plan.

The website will also allow stakeholders to submit
feedback through a community survey and an online
mapping tool. Alta will leverage our experience working on other Safe Routes for Seniors projects to develop
a survey that asks about senior needs, priorities, and
ideas for improving mobility and transportation in Palm Desert. The survey will be available in English and
Spanish, both on the webpage and in paper format.

Surveys may be distributed at key destinations and
with help from key partners, such as The Joslyn Center.

Additionally, Alta will develop an online mapping tool, to be embedded on or linked to on the webpage,
that allows community members and stakeholders to
identify barriers and ideas for improvements in Palm
Desert. Participants will be able to leave comments,
draw in preferred routes, and more.

Task 2.3.3 Community Workshops
Alta will conduct up to four (4) in-person and virtual
workshops for seniors and other Seniors Plan
stakeholders. The purpose of the workshops will be
to introduce the Seniors Plan project, gather input on
barriers and opportunities for improvements, keep
people informed about the planning process, and later
in the project, confirm that recommendations address
stakeholder concerns and gap/safety issues. The
COVID-19 pandemic taught us that virtual meetings,
broadcasted through various platforms, are the best
way to engage with project stakeholders, including
those who are typically unable to attend community
events due to lack of transportation, work conflicts, or language barriers. However, we also know, through our
experience working on related Safe Routes for Seniors
projects, that many older adults face technological
barriers and prefer in-person engagement. With that
said, we propose that two (2) of the workshops be held
in-person and two (2) be held virtually to reach a wider audience.

The structure of the workshops will likely include a brief presentation on the project background, goals, and
planning process, and stations or breakout rooms where
participants can learn more about specific Seniors Plan components, such as existing conditions. All workshops
will be conducted in English with Spanish and sign
language interpretation will be available if needed.

Alta assisted the City of Santa Monica with the development of their website for their Active Aging Pilot Program utilizing the City’s website to communicate updates on the pilot and ways the community could participate.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 43 Task 2.3.4 Senior Walk Audits
The Alta team will lead three (3) walk audits of each of the senior areas identified in Task 2.1.3 and Task 2.1.4.

Walk audit participants will include senior residents,
partners, City staff, and other key stakeholders. The
purpose of these walk audits is to observe conditions
and behaviors and identify challenges or impediments
that currently limit walking, biking, and taking public transit. The walk audits will be an opportunity to verify existing conditions and will be supported by Spanishspeaking staff when appropriate.

In addition to the in-person walk audits, the Alta team will provide community members who are unable to
participate in the walk audit with another way to give
input, such as through the mapping tool described in
Task 2.3.2. The findings from each walk audit, including feedback and photos, will be incorporated into a Walk
Audit Report.

Task 2.3.5 Pop-Up Workshops
The Alta team knows the importance of meeting people
where they are, particularly to reach those seniors who may not typically attend City events and meetings.

Because of this, we will conduct “pop-up workshops” at
up to three (3) public events, such as farmer’s markets, community/resource fairs, or local parks, to inform and solicit feedback from the community on the Seniors
Plan.

Task 2.3.6 Outreach and Engagement Summary
Memorandum
Alta will develop an Outreach and Engagement
Summary Memorandum that will have a description
of stakeholder involvement in development of the
plan, including outreach to defined underserved
communities, number and location of meetings,
number of attendees, translation services provided,
and summary of feedback received. The Outreach
and Engagement Summary Memorandum will be
designed to allow components/feedback to be easily
incorporated into future grant applications and be
structured as a framework to be updated throughout
the course of the project, incorporating input as
engagement tasks are completed. Findings from the
memo will feed directly into recommendations and
prioritization (Task 2.5).

Task 2.3 Deliverables:
• Outreach and Engagement Plan
• Project website
• Survey
• Virtual Engagement Memorandum
• PowerPoint presentation and photos
• Four (4) Senior Workshops
• Walk Audit Reports
• Photos
• Outreach materials
• “Pop-up workshops” at up to three (3) public events
In Santa Monica, Alta staff facilitated a series of walk audits with senior residents to get input on challenges and barriers to walking, biking, and taking transit in the city.

As part of the Santa Monica Active Aging Pilot Program, Alta staff conducted a series of pop-up tabling events at key destinations for seniors, such as the Santa Monica Public Library, WISE, and Healthy Aging senior center.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 44 Task 2.4 Advisory Committee
Stakeholder engagement early in the Seniors Plan
development is crucial to building buy-in and hearing
about concerns from the senior community. Therefore,
the Alta team will convene a Safe Routes for Seniors
Advisory Committee within a few months of the project
kick-off. Alta will be responsible for creating and
disseminating agendas, outlining the role the committee will serve over the course of the project, and preparing presentations that will help committee members make
decisions on key project outcomes, such as project
prioritization.

In collaboration with the City, we will compile a list
of invitees to participate in the Advisory Committee.

The list will likely include, but is not limited to,
representatives from:
• City staff, such as from Public Works and Housing
• Caltrans District 8 staff
• Riverside County Transportation Commission
• Riverside University Health System (Riverside
County’s public health department)
• Coachella Valley Association of Governments
• Local community-based organizations, such as The
Joslyn Center
• Senior residents of Palm Desert
• SunLine Transit Agency
• Law enforcement
Alta will prepare Safe Routes for Seniors Advisory
Committee meeting agendas and meeting notes. The
Advisory Committee will meet virtually a maximum of
six (6) times throughout the project and will advise the project team on potential projects and programmatic
recommendations that align with their goals. The
Advisory Committee will also provide input prior to
major engagement activities and will review key project deliverables prior to sharing them with the public or
decision-makers.

Task 2.4 Deliverables
• Safe Routes for Seniors Advisory Committee invite list • Safe Routes for Seniors Advisory Committee
meetings, presentations, agendas, and notes for up to
six (6) virtual meetings
Task 2.5 Recommendation and
Prioritization
Task 2.5.1 Recommendations and Cost Estimates
Building on the existing conditions analyses, feedback
from the Safe Routes for Seniors Advisory Committee,
and input from extensive stakeholder engagement,
Alta will develop infrastructure recommendations within each area identified for Task 2.1.3 (Traffic Counts) and

2.1.4 (Existing Conditions Maps and Memorandum).

Our team will make feasible, implementable
recommendations that will improve the existing active
transportation network for seniors to walk, bike, and
take transit to their destinations safely and conveniently.

Recommendations will be provided in project lists
(tables) and shown in maps.

All infrastructure recommendations will be informed
by existing condition data, walk audits, stakeholder
input, and Alta’s professional expertise. The result
of will be infrastructure recommendations that, once
implemented, will support access to safe, convenient,
and healthy modes of transportation for students,
families, and residents. Recommendations will
include preliminary cost estimates that align with the
requirements of the Caltrans Active Transportation
Program and Safe Streets for All, so that the
recommendations can be easily incorporated into future
grant applications for implementation.

Older adults in Santa Monica were assisted with reading transit maps, using transit passes, planning trips, and more during group outings over the course of the Santa Monica Active Aging Program.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 45 Task 2.5.2 Project Prioritization
Understanding the importance of equity and to ensure
that underserved communities are prioritized, the team
will create an equity-framed and data-driven project
prioritization methodology that meets the needs of the
City. The methodology may include, but not be limited
to, the following criteria:
• Safety
• Connectivity
• Gap Closure
• Equity
• Feasibility
• Cost
The list of prioritized projects will serve as a guide for the City when implementing improvements in future
years. This list will yield projects that are positioned well for funding through Caltrans ATP and other funding mechanisms. The project prioritization methodology
may also be used to identify “bundled” projects
(projects combined for safety need or to facilitate
implementation), depending on input from stakeholders
and engineering judgment.

Task 2.5.3 Suggested Route Maps
Using the Safe Routes for Seniors Advisory Committee
and stakeholder input, infrastructure recommendations,
and walk audit observations, Alta will develop
Suggested Routes Maps for the senior areas identified
in Task 2.1.3 and 2.1.4 to help seniors more easily and safely walk, bicycle, and take transit throughout the
City. The Suggested Routes Maps will display key
destinations like libraries, parks, and pharmacies;
streets, sidewalks, and pathways; transit routes; existing and proposed bikeways; and more. Maps will also
include safety tips for aging drivers and senior active transportation users.

Alta will solicit feedback on the Suggested Routes Maps from City and Advisory Committee before finalizing the
maps. The Suggested Routes Maps will be available in
English and Spanish and will be shared with the public
both digitally and in paper copies. Alta assumes that the City will handle printing of the maps.

Task 2.5.4 Programmatic Recommendations
Alta will prepare engagement, equity, encouragement,
education, and evaluation program recommendations
to complement the infrastructure recommendations
and promote a culture that embraces active
transportation throughout Palm Desert. Programmatic
recommendations will be informed through the outreach
and engagement described in Task 2.3 and may include
but are not limited to:
• Education for aging drivers
• Pedestrian/bicycle/transit safety classes
• Transportation technology classes (e.g., trip planning) • Group walks, bike rides, and transit outings
• Direct support programs
• Senior mobility resources fair
Task 2.5 Deliverables
• Infrastructure improvement recommendations, maps,
and cost estimates
• Project Prioritization Methodology and prioritized
network map
• Suggested Routes Maps
• Programmatic recommendations
Alta developed a Walk, Bike, & Transit map tailored to Santa Monica seniors, which included suggested routes, safety tips, and other resources.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 46 Task 2.6 Draft and Final Strategy
Based on Tasks 2.1 through 2.5, Alta will prepare a Draft Seniors Plan for City staff review. The Draft Seniors
Plan will be aligned with Caltrans Active Transportation Program and SS4A requirements and will include a
summary of actionable next steps for implementation.

The Draft Seniors Plan will provide a framework and
guide for future Safe Routes for Seniors efforts.

The Draft Seniors Plan process will begin with a
detailed outline, to be submitted to City staff for review, expected to include but not limited to:
• Project Background and Need
• Summary of Data Collection Activities and Findings
• Summary of Outreach and Engagement Strategies
and Findings
• Infrastructure and Programmatic Recommendations
• Short-Term/Low-Cost Recommendations and LongTerm/Higher Cost Recommendations • Priority Projects (including description, location, cost estimates, and timeline)
• Implementation and Next Steps, including Potential
Funding Sources
Once the City has approved the outline, Alta will
develop the Draft Seniors Plan and submit it to the
City for review in MS Word. Alta will review one set
of consolidated and consistent comments using
track changes and commenting in MS Word. Once
these revisions are received, Alta will address any
outstanding issues and develop a Public Draft Seniors
Plan in Adobe InDesign. The Public Draft will be
shared with community members and stakeholders
through the project webpage and at outreach events,
and it will be shared with the Safe Routes for Seniors
Advisory Committee. Based on input received through
engagement and the Advisory Committee, Alta will
update and export a Final Seniors Plan.

Task 2.6 Deliverables
• Draft Seniors Plan
• Public Draft Seniors Plan
• Final Seniors Plan
Task 2.7 City Council Review and
Approval
In collaboration with City staff, Alta will prepare
a PowerPoint presentation highlighting the data
collection, outreach and engagement, and prioritization processes used to compile the Final Seniors Plan. Alta
will conduct one (1) presentation to the Palm Desert City Council. Alta will solicit feedback on the Plan during this presentation and respond to any questions from Council
Members. This presentation will serve as the basis
for the City Council to adopt the Final Seniors Plan.

Per direction from City staff, Alta will provide relevant content for staff to complete staff reports in advance
of this presentation. Following adoption of the Plan, a resolution will be added to the Final Seniors Plan.

Task 2.7 Deliverables
• Presentation
• City Council adoption of the Final Seniors Plan
Alta’s dynamic in-house graphic design team creates plan documents that are easy-to-read and visually engaging. Alta’s final plan documents are functional guidebooks for implementation with user-friendly graphics.

WALK.

BIKE.

THRIVE!

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PART 1

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 47 Strategy 3: Public Engagement
and Activation
As creative partners with extensive experience in
the City of Palm Desert, Idea Peddler understands
and appreciates the breadth of Palm Desert’s unique
audiences. With full-time and seasonal residents,
visitors old and new, Idea Peddler recognizes that to
change the culture of driving, walking, and biking for
better safety, they will need to develop an audiencecentered approach.

Idea Peddler’s creative approach and media savvy
will work in tandem with Alta’s traffic safety expertise to build and deliver a campaign that both resonates
with community members and is backed by research
and best practices. Alta’s Programs Team, which is
dedicated to transportation behavior change and traffic safety campaigns, will support Idea Peddler throughout
Strategy 3, bringing together the best of both worlds.

Tapping into the successful approaches that created
the award winning UNITE Palm Desert campaign,
Idea Peddler, in partnership with the City and Alta, will create a campaign that is deeply rooted in community,
informed by data, and ultimately results in tangible
outcomes to improve safe active transportation in Palm
Desert.

Task 3.1 Campaign Goals and Objectives
The City of Palm Desert is not just a geographic
location; it’s a tapestry of diverse lifestyles, cultures, and experiences. Its streets see the hustle of residents, the leisurely pace of vacationers, and the curiosity of firsttime visitors. Just as each group interacts with the city differently, their perception, habits, and understanding of the infrastructure are unique. This context forms the foundation of our approach.

To create a memorable and effective campaign aimed
at promoting safe and comfortable active transportation within Palm Desert, the approach will focus on
raising awareness, educating residents and visitors,
and encouraging the use of active transportation
infrastructure. Idea Peddler will launch a Discovery
Meeting with key City staff and stakeholders to
ensure alignment and synchronicity from inception to
execution. The agenda for this meeting will including
the following, resulting in a clear list of objectives, opportunities, and a roadmap to the next steps:
• Initial presentation: An overview of existing active
transportation campaigns regionally and globally,
showcasing successes and lessons learned.
• Open dialogue: City staff to share their vision,
concerns, expectations, and any preliminary data.
• Stakeholder perspective: Invite a few representatives from different demographics (full- and part-time
residents, a regular visitor) for a quick panel
discussion. Their insights will offer a preview of the
larger audience sentiment.

Moreover, we propose that a strong creative brief
(the desired deliverable for this task) include insights from this diverse mix of residents and visitors. It is
important that we hear directly from the audience about their current awareness, perceptions and barriers to
walking and bicycling in Palm Desert. With this firsthand research, we will be prepared with the insights to create an impactful and actionable Creative Brief. Our
approach for gathering these insights will include:
• Surveys: Digital surveys targeting different
demographic segments. Questions gauge their
current active transportation habits, awareness of
existing active transportation infrastructure, safety
concerns, and barriers to active transportation.
• Best Practices Collaboration: Working in collaboration with Alta, we’ll have a workshop to dive into the
success and barriers to consumer behaviors around
safe biking in Palm Desert.
• Data Driven: Using data Alta has compiled for Safe
Routes plans, we will consider factors limiting use of
active transportation in Palm Desert.

As part of the UNITE Palm Desert campaign, Idea Peddler partnered with a local artist to create a beautiful mural to launch the campaign.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 48 Using insights from the Discovery Meeting and
Consumer Insight Mining, we’ll draft a Creative Brief.

This document will serve as the blueprint for the entire campaign. It will outline:
• Key insights about Palm Desert’s demographics and
active transportation characteristics.
• Main objectives of the campaign, both qualitative (e.g., change in perception or awareness) and quantitative
(e.g., increase in bike and walk counts by a given
percentage).
• Targeted strategies for each demographic (age,
house-hold income, etc.) and audience (residents,
visitors, part-time residents, etc.) ensuring each
message is tailored and relevant.
• Creative guidelines to maintain consistency and
resonance in all campaign materials.

City staff will have an opportunity to provide feedback and revisions. We believe in a collaborative approach,
ensuring all voices are heard and incorporated. The
final draft of the Creative Brief Memorandum will
incorporate City staff feedback and be enriched with
insights directly from Palm Desert’s road users, ready to guide a tailored, effective, and memorable Vision Zero
Campaign for the city.

Task 3.1 Deliverables
• Creative Brief Memorandum
Task 3.2 Ideation and Concept
Development
To appeal to the City’s unique audiences, we will
develop a unifying voice that echoes the aspirations of your community. Our approach to concept development
seeks to marry the ethos of Palm Desert with industry
best practices in a truly local campaign. Not only will we aim to increase the awareness and education of where
and how to use the active transportation network in and around Palm Desert, we will inspire behavior change
to promote a more safe and sustainable transportation
system. Our steps to success include:
• Organizing Community Listening Sessions: Using
workshops, surveys, or even digital engagement
platforms building on public and stakeholder
engagement activities conducted in Task 3.1. These
listening sessions with local residents will amplify
our knowledge of barriers, opportunities, and
perspectives related to active transportation in the
City and region, providing foundational knowledge for
the creative concepts we will develop in this task.
• Trend Analysis and Historic Immersion: We will
delve into current global and local advertising trends, ensuring our campaign feels fresh and relevant. This
utilizes macro and micro trends both within the active
transportation safety sector as well as campaigns
rooted in similar ideas around engagement, health,
sustainability and connection. Moreover, we will
reflect on past campaigns, successes, and challenges
specific to Palm Desert. This will ensure continuity and avoid redundancies. Given our breadth of work for
Palm Desert over the past 5 years, we have a trove of
information and assets to pull from to help continue
the unified look and feel for Palm Desert promotional
assets. This consistency will also be integral to
reaching each of the respective audiences of Palm
Desert and result in an expansive understanding of
what works and what does not.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 49 • Concept Development: Using insights from
community interactions, trend analysis, and historic
immersion, our creative team will craft three
conceptual strategic approaches. These approaches
range from consumer challenges to benefit-focused
initiatives and potentially into aspirational efforts. Each concept territory will encompass:
» Strategic Communication Anchor: The core
message that holds the campaign together. What
problem does it solve? What message does it
deliver? What is the core reason for being for the
campaign?
» Theme: The overarching narrative that weaves
various campaign elements coherently. This is
a moniker that holds the idea together for easy
understanding and reference.
» Visual Language: Color schemes, designs,
photographic styles, and iconographies that
resonate with Palm Desert’s spirit. What does it
borrow from? What is its antithesis? Where does
it intersect and digress from existing Palm Desert
work?
» Copy Treatment: The language, tone, and style
of communication. This may involve personifying
the brand to help understand the communication
style as though the campaign were a person.
» Mood Boards: A visual representation that
captures the essence of each theme. This may
include font, colors, existing campaigns in the
same sector or for the city itself or aspirational
tones and campaigns from other sectors.

These steps will result in the development of three
(3) robust and diverse creative approaches that we
will present to City staff. Our presentation will seek
to engage City staff in a feedback loop, and refining
concepts accordingly. Once a final concept is zeroed
in on, we will delve deeper into its execution strategy, crafting scripts, planning shoots, and laying out a
roll-out plan. The ultimate outcome of this task will
be a chosen creative concept that feels right for Palm
Desert, refined and ready for execution. In the Creative Concepts Memorandum, we will detail this chosen
concept, its various elements, execution strategy, and
showcasing how it will come alive in the streets of Palm Desert, ensuring residents feel a sense of ownership
and pride every time they encounter it.

Task 3.2 Deliverables
• Finalized Creative Concepts Memorandum
Task 3.3 Content Creation
Palm Desert is not just a city; it’s a place of significance to a range of unique audiences. Translating this into
effective and engaging content requires both strategic
foresight and creative brilliance. Drawing from our rich history of partnering with Palm Desert, we are poised to ensure the success of the City’s Vision Zero campaign.

Our content development process will include:
• Expertise and Collaboration: The campaign and
content creation will benefit from Alta’s unique subject matter expertise in transportation behavior change
and more than a decade of experience implementing
traffic safety campaigns for public agency clients.
• Varied Mediums: We will develop a range of content
from striking visuals, captivating copy, to immersive
videos. Our in-house team will seamlessly produce
the entire content spectrum, ensuring consistency
in quality and brand voice across all channels. Our
creativity will be boundless across media; starting
with a video-first approach but creating a container
that can be translated to everything from social media
to city murals and even wayfinding signage and/or
murals.
• Asset Reuse and Reiteration: With an expansive
library from our prior campaigns, we are wellequipped to leverage the existing resources and create fresh content that feels familiar yet novel.

Excerpt from a creative territory developed for the Palm Desert Pocket Guide.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 50 Our content development will also be efficient,
adaptable, diverse, and inclusive, leveraging the
following strategies:
• Hero Shoots: We are experts at conducting efficient,
high-impact photoshoots that yield a multitude
of adaptable content. By planning meticulously,
we will capture diverse scenes in concise shoot
periods, maximizing resource utilization. During a
2-3 day shoot, our team of still photographers and
videographers will work with existing infrastructure
and local talent to shoot content that is both timely
and timeless.
• Adaptability: The content will be designed for easy
adaptation, ensuring a long shelf-life and versatility to meet emerging needs or channels as the campaign
progresses. In post-production, we will utilize our
in-house animators and designers to develop 3D
animation and environment rendering, or to draw
attention to important and relevant information such
as wayfinding and signage.
• Diversity and Inclusivity: To ensure our campaign is
for the community and by the community, we will need
to create a campaign where they can see themselves.

To reflect the broad range of appearances and
abilities that make up Palm Desert, and secure
resident enthusiasm and engagement, it is imperative
that our campaign is representative. To enhance
accessibility, we will utilize high-contrast colors and larger fonts for readability, and incorporate captions
in videos to accommodate deaf and hard-of-hearing
individuals. Additionally, we’ll ensure that all digital platforms are compatible with assistive technologies
like screen readers. Alt-text will be provided for all
images, ensuring that visually impaired users receive
comprehensive information. We will also ensure
content is crafted in multiple languages with special
emphasis on Spanish to resonate with a broader
audience. Additionally, visual design elements will
capture the rich tapestry of cultures, histories, and
groups living in the city to ensure every Palm Desert
resident sees a reflection of themselves in our
campaign.

Additionally, our content creation will include targeted outreach and multi-platform integration strategies to
maximize the campaign’s reach and impact:
• Audience Segmentation: Drawing from our qualitative
listening sessions, we will tailor our content strategy to address the specific needs, preferences, and pain
points of distinct audience segments of all ages. Used
in a number of ways, the city’s active transportation
network will be promoted in a variety of edits, each
cut to support and represent the different segments
and use cases in Palm Desert’s audience.
• Engagement Channels: Recognizing that each
demographic interacts differently, we’ll deploy multichannel strategies across a spectrum from digital to grassroots. Digital might include social and CTV for
digital natives while grassroots may tap into influential locals like city officials, business owners, and various community leaders. Traditional media may leverage
out-of-home to reach visitors and residents alike
or borrow local authenticity and community from
beloved radio DJs or print columnists. Opportunities
may exist for Alta and/or media partners to participate in or lead culturally resonant events that create buzz
and community spirit such as Farmer’s Markets or
other community events at Civic Center Park or even
on CV Link itself.
• Digital Dominance: In tandem with other promotional
efforts, developing a strong online presence through
strategically placed digital video ads and vibrant
social media content will ensure Palm Desert’s
message reverberates in every digital corner.

Every content piece will be submitted to City staff for review to ensure the content remains aligned with the
City’s vision and resonates with its inhabitants. The
Campaign Content Memorandum produced as the
product of this collaborative process will serve as a
comprehensive guide detailing major content pieces
created for the campaign. From high-resolution visuals, copy drafts, video links, to a strategic recommendation of intended platforms and usage, this document will be
the touchstone for all campaign-related content.

Task 3.3 Deliverables
• Campaign Content Memorandum (including campaign
content)

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 51 Palm Desert Media Market Estimates
We have developed the following hard cost media estimates and metrics for the Palm Desert market.

This budget will include a minimum of $185,000 for media buys supporting at least 8 months of working media including a range of channels such as those listed below. Should the City wish to forego in-person engagements conducted by Alta in the Campaign Implementation phase (Task 5), we can allocate an additional $15,000 to these media buys. We will work closely with the City in the process of developing Task

3.2 and Task 3.3 memos to select the appropriate channels to maximize the campaign’s reach and impact. • Billboards and digital OOH (estimated at $2,500-$5,000/board). Examples include Hwy 111 Rotary billboards, digital screens around pedestrian walking areas, airports, gas stations or other out of home environments)
• Social media (estimated at $10-20 CPM). Examples include Facebook and Instagram video and static ads.
• Search (estimated at $0.50-$1.25 CPC). Examples include keywords on “getting around Palm Desert”, “bike routes Palm Desert”, on Google.
• Local Print (estimated at $40-$75 CPM). Examples include The Desert Sun News, Palm Springs Life, Inland Empire Magazine, Coachella Valley Weekly, Coachella Valley Independent, The Desert Magazine, etc.)
• Non-traditional (estimated at $3,000-$15,000/execution). Examples include Murals, Pole Banners • Digital Community News (estimated at $2,500-$5,000/execution). Examples include Nextdoor, Patch, Uber/Lyft ads)
• Local Broadcast (TV and/or Radio) (estimated at $8-$30 CPM). Examples include KPSC-FM 88.5, Mix 100.5, KUNA, KGAY, KNWZ, etc.)
Unite Palm Desert Mural, Painted by John Cuevas in collaboration with Idea Peddler on behalf of the City of Palm Desert.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 52 Task 3.4 Campaign Workflow
Our team takes project delivery and client satisfaction seriously. We pride ourselves on clear communication,
professionalism, and smart work. We are committed
to on-time performance. Idea Peddler will coordinate
closely with Alta’s PM throughout the duration of the
project to ensure our well-ordered and integrated
workflow that builds upon and leverages our team’s
respective strengths to produce synergies and amplify
impacts.

Drawing upon our team’s wealth of effective campaign
and project delivery experience, we understand that
the success of any campaign is not just rooted in
the creativity of its content but in the precision of its execution. Therefore, the Campaign Workflow is not just a roadmap but a blueprint for our shared success.

Idea Peddler and Alta will employ some of the following time-tested methods and strategies to ensure a wellordered, transparent, and accountable campaign workflow with a steady cadence of milestones:

Scheduling Strategies:
• Initiation: Each task will have a firm start date following approvals.
• Phased Campaigns: Our work will be structured in
sprints, with each phase focusing on a different facet
of the campaign, ensuring consistent engagement
and maximum impact.
• Rolling Launch: When appropriate we will test
campaign elements in limited capacities to refine
before the primary launch.
• Periodic Milestones: Such as major community
events, influencer partnerships, or any notable city
celebrations will be tracked to leverage and dovetail
with our campaign.
• Buffer Periods: These will be allocated for both
creation and review, ensuring content is always topnotch and in line with the City’s vision while avoiding schedule slippage.
• Detailed Gantt Chart: We will use our cloud-based
tools to develop an interactive Gantt chart assigning
responsibilities, deadlines, and dependencies
for every task, from ideation, content creation, to
community engagement events. The Gantt chart will
be aligned with our multi-channel approach detailing
how each content piece will be leveraged, from
Facebook posts to city-wide banners and community
events.
• Staggered Rollouts: Will be used to space content
releases and keep the campaign fresh and continually
in the audience’s mind.
• Sequential Workflow: Highlighting tasks that are
contingent on prior tasks’ completion ensures smooth
transitions and helps avoid bottlenecks.
• Periodic Updates: Our Gantt chart will be periodically updated to reflect approved schedule changes and/
or critical path impacts beyond the project team’s
control. This schedule will be integrated with the
overall project schedule and inform regular project
reporting to City staff.

Monitoring, Evaluation, and Reporting Strategies:
• Clear Roles: Every team member from Idea Peddler
and Alta will know their precise role, fostering
accountability.
• Feedback Loops: We will schedule quick feedback
sessions after major campaign milestones to enable
continuous improvement.
• Regular Dashboards: We will develop dashboards for
use in the implementation phase that provide a visual
representation of the campaign’s impact, from reach
to engagement, shared periodically.

This collection of strategies will feed into the Campaign Workflow Memorandum, which will be a well-crafted
document detailing all aspects of the workflow.

Accompanied by a visual timeline, this memorandum
will serve as the shared reference point for both Idea
Peddler and the City of Palm Desert, ensuring alignment at every step.

Task 3.4 Deliverables
• Campaign Content Memorandum (including campaign
content)

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 53 Task 3.5 Campaign Implementation
The Alta team’s strength lies not just in crafting strategic campaigns, but in ensuring their quality execution. In
addition to delivering the best in media, our team will activate the campaign by reaching residents where
they live and play to send the messages home and
connect on a deeper, more personal level. With input
from stakeholders and the City, we will identify up to 4 events and/or community hubs for campaign activation.

Example event venues include the Farmers Market,
Community Center, Joslyn Center, Concerts in the Park,
or other frequented and trusted locations where we
can talk with residents about active transportation and safety.

We want to go beyond reaching the self-selected
community members who might attend a workshop
or webinar to engage with the broader community
who may not seek out information on their own. At
these events or pop-ups, the Alta Team will invite
engagement through interactive activities with a focus
on active transportation and safety: this could include anything from field day games to trivia with prizes to a community art project, all designed with the intention
of educating, building community norms, and ultimately
changing transportation culture. From the outset the
City of Palm Desert can expect the following from Idea
Peddler and Alta’s engagement and activation efforts:
• Campaign Oversight: Our dedicated team ensures
every component aligns with the strategic vision.

We believe in the details and ensure nothing is
overlooked.
• Content Coordination: Our in-house content creators
and coordinators will ensure a consistent narrative
across all platforms, enhancing the City’s brand
presence.
• Quality Control: The assurance of quality is not just a line item for us; it is an ethos. Every piece of content undergoes rigorous checks for consistency, tone, and
alignment with campaign objectives.
• Channel Management: With expertise in multi-channel
campaigns, we ensure that the right content reaches
the right audience on the right platform. In fact, our
robust in-house media capabilities have historically
saved Palm Desert thousands of dollars in past
campaigns from limiting wasted impressions in bot
or other irrelevant traffic, as well as improved digital programmatic bidding prices.
• Performance Monitoring and Real Time Engagement:

Using customized and on-demand reporting tools, we
track the campaign’s pulse in real-time, ensuring we’re always in tune with its health and effectiveness. We
will make our client-facing dashboard readily available for maximum transparency. This dashboard provides
reporting on a wide variety of trends and metrics
such as ranking of ad performance, impressions, click
through rates, comments, shares, reactions, video thru
play, and costs across a multitude of digital channels. • Adaptation to Trends: In the ever-evolving digital
landscape, we stay ahead of the curve, tweaking
the campaign to harness emerging trends and
opportunities. In collaboration with Alta, we’ll continue to ingest and deploy campaign optimizations and
trends based on both local and global findings as it
relates to this campaign as well as the Vision Zero
Strategy overall.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 54 Our collective efforts in Task 3.5 will culminate in a
far-reaching yet targeted and tailored campaign that
catalyzes a cultural shift in Palm Desert’s transportation landscape bringing awareness to the costs of the status quo and the appeals of alternatives. We will document
the campaign’s planned channels, spend, tactics,
partners and estimated performance benchmarks in the
Campaign Implementation Memorandum that will serve
as the deliverable for this task.

Task 3.5 Deliverables
• Campaign Implementation Memorandum
Task 3.6: Performance Evaluation
Success isn’t linear, and neither is changing the culture of transportation in Palm Desert. To deliver on the city’s goals to make an immediate and memorable impact
on the community safely and comfortably using current
active transportation infrastructure, we must measure
the reach and impact of our campaign to understand its
effectiveness and contributions to the City’s task- and project-level goals, objectives, and metrics, including those established in collaboration with the City and
documented in earlier meetings and memoranda. This
evaluation will also guide campaign refinements in realtime and serve as a guidepost for future campaigns in the post-implementation phase.

Our Performance Evaluation strategies will include:
• Data Collection: Leveraging the best available digital tracking tools, we’ll tag and capture all data points
from web to creative to understand the deepest
levels of every interaction, ensuring a comprehensive
understanding of audience behavior and creative
impact.
• Conversion Analysis: Beyond engagements, we focus
on tangible results, understanding how interactions
translate to real-world outcomes. We’ll incorporate a
post-campaign qualitative analysis to understand if we
achieved our goals and objectives outlined in the first Task.
• Channel Effectiveness: Using granular data, we
identify the most effective channels, ensuring better
ROI in subsequent phases.
• Content Assessment: Through a combination
of sources including web, media and audience
engagement, we determine which content pieces
resonated the most.
• Lessons Learned: Every campaign is a treasure trove
of insights. We ensure every challenge and success
is documented, refining our strategy for subsequent
campaigns. Be it creative learnings, media channel, or
audiences, we are always crafting campaign reporting
that illuminates insights for future efforts.
• Reporting: We will create a detailed, yet digestible
Campaign Performance Evaluation Memorandum,
encapsulating the campaign’s journey from inception
to conclusion.
• Client Presentation: We believe in transparent, candid conversations. Our post-campaign presentation to
the City will not just highlight successes, but also offer insights into challenges and a roadmap for the future
helping chart next steps to achieving Vision Zero.

Task 3.6 Deliverables
• Campaign Performance Evaluation - Memorandum
• Campaign Performance Evaluation - Presentation
The Alta team has extensive experience leading strategy, implementation, and evaluation for media campaigns, including social media and communications.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 55 Strategy 4 Investment Strategy
Alta understands the critical importance of identifying and prioritizing bicycle and pedestrian projects
that meet the City’s strategic objectives, include
broad support, are feasible, and are primed to win
discretionary funding opportunities such as those
available through USDOT’s SS4A Program and Caltrans‘
Active Transportation Program. Our work in Strategy
4 will focus on (1) consolidating active transportation projects in existing plans and new ones from the School and Seniors plans (2) developing a robust and equitable project prioritization process informed by stakeholders and grant criteria and (3) applying this process to
produce an Investment Strategy with at least $10 million in improvements for the City Council’s ultimate approval including accompanying project descriptions, cost
estimates, and preliminary concept maps for use in
future grant applications.

Task 4.1 Review and Consolidate Planning
Documents
In this task the Alta team will review city, regional,
and state planning documents to identify active
transportation projects that are outstanding. In addition to documents listed in the RFP, covering plans and
studies from the City and CVAG, our review will include an exhaustive search of relevant documents such as:
• Caltrans District 8 Active Transportation Plan (2022) • Riverside County Transportation Commission’s (RCTC)
Long Range Transportation Study (2019)
• RCTC Inland Empire Comprehensive Multimodal
Corridor Plan (2022 Update)
• Southern California Association of Government’s
Connect SoCal 2024 (plan due for public review and
comment in fall 2023)
Findings from this review will be combined in a
spreadsheet with newly produced recommendations
from the School and Seniors plans. As available,
each recommendation will be sorted by a variety of
attributes such as referenced planning document,
mode (ped, bike or both), facility type, project extent, roadway segment and jurisdiction, estimated cost,
project development phase, HIN alignment, application
of Crash Modification Factors (CMF), and equity (e.g.,
whether the project is located in an area of Palm
Desert experiencing elevated levels of housing burden,
linguistic isolation, poverty, and/or environmental
burden). We will also seek to identify overlaps between recommendations and whether such recommendations
were developed independently or through earlier
consolidation efforts. Attributes that support
assessment of feasibility and connectivity may also be
included.

This key information will be selected and refined
in close consultation with City staff. We propose to
conduct this review process concurrent with the
selection of project prioritization criteria in Task 4.2 (discussed in detail below) to maximize the efficiency
of information gathering. Additionally, we propose
to complete the High Injury Network (HIN) and
countermeasure analyses discussed in Task 5.1 (Identify and Develop Content for Dashboard and Monitoring
Tool) prior to initiating our review and consolidation
process in Task 4.1. This step will allow our review to be informed by these important analytical findings that may have significant bearing on project prioritization.

Task 4.1 Deliverables
• Capital Project Spreadsheet (without prioritization
Alta’s prioritization process will help to ensure capital improvements submitted for grant funding include broad support, are feasible, and are primed to win discretionary funding opportunities

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Vision Zero Strategy(Roadway Safety Planning & Public Engagement) 56 Task 4.2 Prioritize Capital Projects
Prioritization balances Palm Desert’s values and grant
funding criteria with available data and tradeoffs to
understand which projects will provide the greatest
return on investment. Our criteria development process
will be aligned with the review and consolidation
process discussed in Task 4.1 and be informed by the
systemic safety analyses conducted in Task 5.1. It will carefully consider community values, feasibility, and
fundability. Like the prioritization processes used in the School and Seniors plans, our selection of metrics and
methods will be informed by equity and work to ensure
the benefit of underserved communities and the City as
a whole.

Implementation grant selection criteria in the FY23
SS4A NOFO included five merit criteria: #1 Safety
Impact; #2 Equity, Engagement, and Collaboration;
#3 Effective Practices and Strategies; #4 Other DOT
Strategic Goals; and #5 Supplemental Planning and
Demonstration Activities. These will be carefully
reviewed to inform criteria selection in our process and to develop a streamlined set of prioritization criteria taking other considerations and input from City staff into account. We will also review previously awarded SS4A
Implementation Grant applications to glean information
that may further strengthen future applications and
merit inclusion in the prioritization process.

Alta’s Civic Analytics team has developed tools to
streamline metric creation, score development, and
overlay processes to efficiently deliver prioritization analysis. Based on the types of data available Alta can use qualitative scoring or percentile-based scores for
comparing different metrics of success for projects. In consultation with City staff, Alta will establish weighting schemes for different prioritization scenarios and
provide draft results for review by relevant stakeholders.

The project prioritization methodology may also be
used to identify “bundled” projects (projects combined
for safety need or to facilitate implementation),
depending on input from stakeholders and engineering
judgment. Based on stakeholder review and a
sensitivity analysis of results based on different weights, Alta will develop a preferred prioritization approach that will be documented in the Prioritization Methodology
Memorandum. We will apply the adopted method(s)
to the Capital Project Spreadsheet to produce the
Updated Capital Project Spreadsheet with Prioritization.

Task 4.2 Deliverables
• Meet with City staff to discuss prioritization
methodology.
• Prioritization Methodology Memorandum
• Updated Capital Project Spreadsheet (with
Prioritization)
Task 4.3 Draft and Final Investment
Strategy
Using the Updated Capital Project Spreadsheet with
Prioritization, Alta will compile a list of Comprehensive Recommendations. These recommendations will
include preliminary cost estimates that align with the
requirements of the Caltrans Active Transportation
Program and SS4A, so that the recommendations can
be easily incorporated into future grant applications
for implementation. Based on the ranking and cost of
the Comprehensive Recommendations, along with the
potential to bundle improvements to address specific
needs or gain efficiencies, Alta will select $10 - $15
million in priority capital projects that align with previous SS4A implementation grant guidelines. We will work
closely with City staff to select and refine this list of Grant Recommendations.

We will compile the Comprehensive Recommendations
and Grant Recommendations along with the preliminary
concept maps and other supporting materials in the
Draft Public investment Strategy (Strategy).

The Draft Strategy will also include a concise
introduction acknowledging the USDOT and providing
background on the SS4A program and indicating the
City’s intent to use the Strategy document to pursue
funds from this program. Further, the Draft Strategy will detail the project review and consolidation process and provide a chapter on the methodology used to prioritize projects for investment. Alta will meet with City staff to review this draft and garner feedback. Following
resolution of comments, we will submit the Final
Investment Strategy that will provide a clear roadmap
for future funding pursuits and programming efforts
once adopted by City Council.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Funding Expertise 57 Funding Expertise
Funding Source Awarding Agency Amount Procured
Affordable Housing and Sustainable
Communities
California Department of Housing and
Community Development $618,139,626
Round 3 $44.8M
Round 4 $103.9M
Round 5 $131.3M
Round 6 $181.5M
Round 7 $156.5M
Active Transportation Program Caltrans $186,392,305
Cycle 1 $26.7M
Cycle 2 $24.2M
Cycle 3 $24.9M
Cycle 4 $28.3M
Cycle 5 Quick-Build Pilot Program $874K
Cycle 5 $39M
Cycle 6 $34.2M
Highway Safety Improvement Program Caltrans $2,600,000
Sustainable Transportation Grants Caltrans $3,306,877
TIGER USDOT $48,722,700
TIGER II $15M
TIGER IV $23.2M
TIGER V $10.5M
BUILD USDOT $41,000,000
RAISE USDOT $110,369,423
SMART USDOT $2,000,000
Local Grants (includes funding sources for
bicycle and pedestrian facilities, Safe Routes
to School, trails and greenways, Complete
Streets and Green Streets, and more)
Various (awarding agencies include cities,
counties, transportation authorities,
associations of government, and more $84,316,430
Total Funding Awarded: 1,096,847,361
Alta staff have assisted jurisdictions across the country to secure more than $1 billion in grant funding for multimodal projects.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Funding Expertise 58 Our schedule for this Strategy will prepare the City to submit transformative improvements in the anticipated
spring 2025 SS4A Implementation Grant cycle while
our robust and inclusive planning process will help to
ensure they are highly competitive for funding. Alta
has an impressive track record of winning high-value
capital improvement grants such as this for clients. For instance, our design, engagement, and grant writing
support for the Pacific Electric Trail Expansion Feasibility Study led to the City of Rialto winning nearly $7 million in Active Transportation Program funding to build the
Pacific Electric Trail extension. We bring that same
commitment to excellence and implementation to this
effort.

Task 4.3 Deliverables
• Draft Investment Strategy including Preliminary
Concept Maps
• Meet with City staff to discuss Draft Investment
Strategy
• Draft Public Investment Strategy
• Final Investment Strategy
Task 4.4 City Council Review and
Approval
The Alta team will prepare a PowerPoint presentation
highlighting the extent of plans reviewed; the
prioritization process including criteria and weighting selection informed by inputs from City staff; and the
purpose and findings of the investment strategy
including presentation of Grant Recommendations
along with cost estimates, descriptions, and preliminary concept maps from one or more highlighted projects.

The structure and content of this presentation will be
refined in consultation with City staff. This presentation will serve as the basis for the City Council to adopt the Final Investment Strategy. Per direction from City staff, Alta will provide relevant content for staff to complete staff reports in advance of this presentation. Following adoption of the Plan, a resolution will be added to the Final Investment Strategy.

Task 4.4 Deliverables
• City Council Meeting - Presentation
Alta staff frame our work so that clients win implementation funding.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Funding Expertise 59 Strategy 5 Dashboard and
Monitoring Tool
The Alta team will leverage our industry-leading
expertise in safety analytics and visualization to develop a Dashboard and Monitoring Tool that illustrates the
current state of safety in Palm Desert and identifies
initiatives that move the City closer to its targets. This dashboard is also envisioned to provide City staff with a highly automated mechanism to maintain their safety
dashboard, track progress, and take ownership of how
data informs their efforts.

Task 5.1 Identify and Develop Content
Task 5.1.1 Systemic Safety Analysis Methodology
Memo
Alta will conduct an initial review of available data
sets prior to meeting with City staff. This review will incorporate Transportation Injury Mapping System
(TIMS) or SWITRS data utilized for Collision and Gap
Analysis tasks and other available data relating to
infrastructure, safety conditions, and demographics
such as OpenStreetMap and American Community
Survey. The availability of Sheriff’s Department data
and traffic operations center data will be assessed
specifically for severe crashes that have yet to be
processed through SWITRS. Additionally, Alta staff
will review relevant planning documents such as the
Local Roadway Safety Plan (2016) and Walk & Roll
Bicycle & Pedestrian Gap Analysis (2022) to understand
community needs and concerns along with relevant
public input gathered in tasks 1 – 3.

The Alta team will share the findings of this initial scan in a meeting with City staff along with any potential
analysis implications based on data availability or
fidelity. The Alta team will also solicit input on additional datasets available to the City and discuss potentially
sensitive data that may require data sharing agreements or application of data scrubbing techniques in order
to be incorporated into subsequent analysis and
visualization tasks. For efficiency, Alta’s budget for this task assumes the use of readily available datasets.

Following these discussions, Alta will develop the
Systemic Safety Analysis Methodology Memo which
details the data inputs, methodologies, background
information, data assumptions, and analysis outputs for each proposed analysis task and data deliverable in
Task 5.

Task 5.1.2 High Injury Network Development
High injury networks (HINs) identify streets with the
largest concentration of FSI collisions. These networks often illustrate that a small amount of improvable
network can address the majority of FSI collisions. Alta will develop a HIN for the study area based on the risk implied from the intersection of the collision history with the street network to be cross referenced with related
analyses included in the 2016 LRSP. These networks
are often developed by a staged process of developing
a risk index based on the collision types and severities and their intensity. Then, Alta will accumulate collisions to the network in the order of that index to identify
a network with a significant proportion of collisions
relative to the improvable length being targeted. Based on the appropriate threshold developed in coordination
with feedback from City staff, Alta will create maps of a finalized HIN. Based on the HIN, Alta will take any
analysis or available context and provide tabulations
that explain the composition of streets, built form, and communities identified to be proximal to the HIN. In
addition to supporting Dashboard and Monitoring Tool
development, this analysis will also be used to inform
the investment strategy prioritization in Task 4.2.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Funding Expertise 60 Task 5.1.3 Countermeasure Identification &
Evaluation
Alta will conduct an evaluation of citywide collision
patterns in Palm Desert with an aim to identify a shortlist of countermeasures that could mitigate the risk of severe collisions. Leveraging this short list, Alta
will pinpoint 2-4 countermeasures founded on either
collision attributes or risk factors pertinent to the
contextual scenario of a collision. Collision factors could encompass the nature of vehicle code violations, or
the modes of transportation involved in the incident,
whereas potential contextual risk assessments could
span vehicle, bicycle, and pedestrian risk factors.

These risk factors may comprise data on the number
of traffic lanes, posted speed limits, types of bicycle facilities, the built environment, lighting presence,
transit stops, median widths, horizontal curvature of the road, intervals between crossing opportunities, and
intersection characteristics like traffic control types and signal presence or phasing. Alta acknowledges that
not all risk factors may be thoroughly inventoried in
available data and will adapt our approach accordingly.

Following this analysis, Alta will allocate
countermeasures to either specific collisions or broader areas identified as candidates for potential deployment.

The final mapping approach will be tailored based
on City staff preferences and the intrinsic needs of
the project. Crash Modification Factors (CMF) and/or
Crash Reduction Factors (CRF) that are widely used
in the traffic safety field and readily available on the CMF Clearinghouse will be applied to the selected
countermeasures to provide an estimated effect size
for each. As appropriate, these countermeasures and
their CMF/CRF attributes can be incorporated as a
layer in the Data Dashboard to provide a useful safety
improvement tool for the City and its stakeholders.

Additionally, our identification and evaluation of
countermeasures will be used to inform the investment
strategy prioritization in Task 4.2.

Task 5.1 Deliverables
• Systemic Safety Analysis Methodology Memo
• HIN Maps and Tabulations
• Countermeasure Maps and CMF/CRS Assessment
Collision cause analysis conducted for San Mateo County jurisdictions highlighting some of the most egregious factors.

M
Table 1. Collision Causes by Severity & Vulnerable Road Users Primary Collision Causes
KSI (%)1 Non-KSI (%)1
Grand Total
(%)2 Active Motor
Vehicle Total Active Motor Vehicle Total
Unsafe Speed 12.2% 20.9% 17.2% 10.0% 30.7% 25.7% 25.0%
Automobile Right of Way3 7.5% 14.2% 11.4% 11.6% 19.3% 17.4% 16.9% Improper Turning 8.6% 17.4% 13.7% 12.6% 15.6% 14.9% 14.8% Traffic Signals and Signs 3.9% 6.5% 5.4% 5.8% 8.5% 7.8% 7.6% Driving Under the Influence 2.7% 21.9% 13.8% 1.3% 8.5% 6.8% 7.4% Pedestrian Right of Way3,4 28.8% 0.0% 12.2% 26.5% 0.0% 6.3% 6.8% Wrong Side of Road 1.8% 6.0% 4.2% 6.5% 2.0% 3.1% 3.2%
Following Too Closely 0.0% 0.8% 0.5% 0.5% 4.1% 3.2% 3.0% Other Improper Driving 1.6% 2.2% 1.9% 2.4% 3.2% 3.0% 2.9% Pedestrian Violation 21.1% 0.0% 9.0% 9.3% 0.0% 2.2% 2.8% Unknown 4.3% 2.3% 3.2% 4.3% 2.2% 2.7% 2.8%
Other Hazardous Violation 3.6% 0.0% 1.5% 3.7% 0.9% 1.6% 1.6% Not Stated 1.6% 2.2% 1.9% 2.2% 1.2% 1.5% 1.5%
Other Than Driver (Or Pedestrian) 0.7% 2.5% 1.7% 0.7% 1.3% 1.2% 1.2% Unsafe Lane Change 0.5% 0.5% 0.5% 0.5% 1.4% 1.2% 1.2%
Improper Passing 0.7% 1.3% 1.1% 1.5% 0.8% 0.9% 0.9%
Hazardous Parking 0.2% 0.8% 0.6% 0.1% 0.1% 0.1% 0.2%
Impeding Traffic 0.0% 0.3% 0.2% 0.1% 0.1% 0.1% 0.1%
Other Equipment 0.0% 0.0% 0.0% 0.1% 0.0% 0.1% 0.1%
Lights 0.0% 0.0% 0.0% 0.2% 0.0% 0.0% 0.0%
Brakes 0.2% 0.0% 0.1% 0.0% 0.0% 0.0% 0.0%

1. Percentages will add up to approximately 100% within each column. They indicate the relative propensity for common collision types wit and whether vulnerable road users are involved.

2. Table is sorted by the percentage of all collisions attributed to each primary collision cause.

3. Right of Way collisions typically refer to collision causes that result from improper yielding by the appropriate party.

4. Pedestrian collisions make up most of the active collisions observed, and TIMs does not have categories for bicycle right of way violation FSI Non-FSI

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Funding Expertise 61 Task 5.2 Design Data Dashboard
The dashboard design process will kick off with a
meeting with the relevant staff to grasp the desires
and expectations for the dashboard, aiming to unify
understanding of design objectives, functional
requirements, and data metrics to be visualized.

Following this dialogue, a design document will
be crafted for review, featuring screenshots of the
expected user interface, tabs, and pages, alongside
a narrative outlining the backend infrastructure,
anticipated APIs, web interface design, and overall
application architecture.

Upon receiving feedback on the initial design
document, a finalized version will be developed. This
document will reflect the design refinements based on
the feedback and serve as a definitive blueprint for the dashboard design, marking a significant step towards its development and deployment.

We propose to build the Safety Data Dashboard using
ArcGIS’s Online (AGOL) Experience Builder using a
guest login provided by the city to their ArcGIS Online / Portal infrastructure. Alta has used Experience Builder extensively to build highly effective and user-friendly data dashboards such as Nashville’s Vision Zero Data
Dashboard. In Alta’s experience, AGOL provides a costeffective deployment solution for cities to maintain and host their own applications over time and aligns with the City’s existing use of Esri products. If desired, Alta can explore alternative solutions in close collaboration with City staff and assess feasibility for implementation in alignment with allotted budget.

Task 5.2 Deliverables
• Data Dashboard Technical Architecture Memorandum
Task 5.3 Develop and Implement Data
Dashboard
Alta will build a Safety Data Dashboard that will contain key findings and narratives that illustrate the current state of safety in the region, identifies performance
measures to track progress, and identifies solutions
and countermeasures that can be implemented to
move the city closer to meeting their Vision Zero goals.

This dashboard is envisioned to provide the city with
a highly automated mechanism to maintain their safety
dashboard, track progress, and take ownership of how
data informs their Vision Zero efforts. Alta will also
develop a Technical Documentation Memorandum to
accompany the Data Dashboard which synthesizes the
Systemic Safety Analysis Methodology Memorandum
developed in Task 5.1 and the Data Dashboard
Technical Architecture Memorandum developed in Task

5.2 supplemented with basic instructions for end users
of the Data Dashboard.

Task 5.3 Deliverables
• Data Dashboard
• Technical Documentation Memorandum for Data
Dashboard
Alta created a Safety Data Dashboard for the City of Nashville that enables intuitive and transparent tracking of its Vision Zero Action Plan performance.

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Funding Expertise 62 Schedule
This proposed schedule reflects the scope outlined in this proposal and establishes an expedited yet achievable timeline to submit high priority capital improvements for FY25 SS4A Implementation Grant funding. The Alta team is flexible in our approach and looks forward to working with the City to finalize the scope and schedule to meet the needs of the project.

Project Schedule
Palm Desert Vision Zero Strategy
Strategy / Task Dec '23 Jan '24 Feb '24 Mar '24 Apr '24 May '24 Jun '24 Jul '24 Aug '24 Sept '24 Oct '24 Nov '24 Dec '24 Jan '25 Feb '25 Mar '25 Apr '25 May '25 Jun '25 Jul '25

1. Safe Routes to School Plan

1.1 Existing Conditions KOM DD

1.2 Collisions and Gaps Analysis DD

1.3 Outreach and Engagement D DW W

1.4 Advisory Committee XX XX

1.5 Crossing Guard Analysis D

1.6 Recommendation and Prioritization D

1.7 Draft and Final Strategy D

1.8 City Council Review and Approval C

2. Safe Routes for Seniors Plan

2.1 Existing Conditions DD

2.2 Collisions and Gaps Analysis DD Legend

2.3 Outreach and Engagement DD W W Strategy Progress

2.4 Advisory Committee XX XX Task Progress

2.5 Recommendation and Prioritization D KOM Kickoff Meeting

2.6 Draft and Final Strategy D D Final Deliverable(s)

2.7 City Council Review and Approval C X Advisory Committee Meeting

3. Public Engagement and Activtation W Workshop

3.1 Camaign Goals and Objectives D C City Council Meeting

3.2 Ideation and Concept Development D SS4A Anticipated SS4A NOFO Release

3.3 Content Creation D ● Bi-Weekly Team Meetings

3.4 Campaign Workflow D

3.5 Campaign Implementation D

3.6 Performance Evaluation D

4. Investment Strategy SS4A

4.1 Review and Consolidate Planning Documents D

4.2 Prioritize Capital Projects D

4.3 Draft and Final Investment Strategy D

4.4 City Council Review and Approval C

5. Dashboard and Monitoring Tool

5.1 Identify and Develop Content DD

5.2 Design Data Dashboard D

5.3 Develop and Implement Data Dashboard D
Bi-Weekly Team Meetings ●●●●●●●●●●●●●●●●●●●●

Appendix

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Funding Expertise i

PROPOSED AMENDMENTS TO FORM OF AGREEMENT
MK23.323 Palm Desert Vision Zero
Legal Company Name: Alta Planning + Design, Inc.

State of Incorporation: California | Tax ID: 68-0465555 For all legal-related correspondence and information please use the following address:
711 SE Grand Avenue
Portland, OR 97214
(503) 230 9862
[email protected]
Section /
General
Condition
Location
Proposed Amendment (Deletions in Red,
Insertions in Blue) Rationale and Benefit
Standard of
Care;
Performance of
Employees

3.2.8 1st sentence Consultant shall perform all Services under this Agreement in a skillful and competent manner,
consistent with the standards generally
recognized as being employed by professionals in
the same discipline in the State of California
practicing in the same or similar locality, under the
same or similar circumstances during the same
period of time. Consultant represents and …..

By tying the performance to a
defined Standard of Care which
accurately describes
performance under the local
marketplace conditions during
the same period of time, our
warranty becomes insurable,
thus protecting the City.

Period of
Performance

3.2.9 Consultant shall perform and complete all Services under this Agreement within the term set forth in
Section 3.1.2 above (“Performance Time”).

Consultant shall also perform the Services in strict
accordance with any completion schedule or
Project milestones described in Exhibits “A” or “B”
attached hereto, or which may be separately
agreed upon in writing by the City and Consultant
(“Performance Milestones”). Consultant will
perform its duties as expeditiously as is consistent
with professional care and skill and the orderly
progress of the project. Consultant agrees that if
the Services are not completed within the
aforementioned Performance Time and/or
pursuant to any such Performance Milestones
developed pursuant to provisions of this
Agreement, it is understood, acknowledged and
agreed that the City will suffer damage
While Alta recognizes the
importance of meeting
performance milestones, strict
adherence to the schedule might
not be possible under certain
conditions such as discovering
unforeseen conditions. If tied to a
defined Standard of Care, this will
also become insurable.

Insurance Waiver of
Subrogation

3.2.11.2 (F)
All insurance coverage, except for professional
liability, maintained or procured pursuant to this
agreement shall be endorsed to waive subrogation
against the City, its elected or appointed officers,
agents, officials, employees, volunteers, and
representatives or shall specifically allow
Consultant or others providing insurance evidence
in compliance with these specifications to waive
their right of recovery prior to a loss. Consultant
hereby….

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Funding Expertise ii Fees and
Payments

3.3.5 (new-add
after 3.3.4)
During the life of this Contract, and in
consideration of the City’s business needs, the
Contractor may make requests for compensation
adjustments. In consideration of market
conditions, the City may allow an annual
adjustment to compensation paid for the actual
cost of services. Contractor shall submit the
request for consideration, together with
supporting documentation, before the anniversary
date of this Agreement. The City will review the
request and, at its sole discretion, make a
decision. If accepted, the adjustment shall
become effective on the anniversary date of the
Agreement and will be firm for the remainder of
the project.

To remain competitive in our
field, we request reserving the
right to adjust rates on a periodic
basis.

Ownership of
Materials and
Confidentiality

3.6.3.1 second
sentence;
This Agreement creates a non-exclusive and
perpetual….All Documents & Data shall be
become and remain the property of City, upon full
payment to Consultant for Services rendered and
accepted, and shall not be used in whole or in
substantial part by Consultant on other projects
without the City’s express written permission.
…Within thirty (30)…resolution of the dispute. In
addition, Consultant shall retain copies of all
Documents & Data on file for a minimum of
fifteen (15) seven (7) years following completion
of the Project and shall make copies available to
City upon the payment of actual reasonable
duplication costs. Before destroying…..

Ownership should transfer after
payment for services provided
and accepted;
It is not usual to retain planning
documents for 15 years. Seven
years is customary.

Confidential
Information

3.6.3.6 The city shall refrain…unless either: (1) Consultant fails to fully indemnify, defend (with City's choice
of legal counsel), and hold City harmless….

Alta’s insurer provides counsel
without our input
Indemnification

3.6.6.1 To the fullest extent permitted by law, Consultant shall defend (with counsel of City’s choosing),
indemnify and hold the City, its officials, officers,
employees, volunteers, agents, and representatives
free and harmless from any and all claims,
demands, causes of action, costs, expenses, liability,
loss, damage or injury of any kind, in law or equity,
to property or persons, including wrongful death, in
any manner arising out of, pertaining to, or incident
to the extent caused by any negligent acts, errors
or omissions, or willful misconduct of Consultant, its
officials, officers, employees, subconsultants or
agents in connection with the performance of the
Consultant’s Services, the Project or this
Agreement, including without limitation the
payment of all expert witness fees, reasonable
attorney’s fees and other related costs and
expenses except such loss or damage caused by the
sole negligence or willful misconduct of the City.

Consultant's obligation to indemnify shall survive
expiration or termination of this Agreement and
shall not be restricted to insurance proceeds, if any,
received by Consultant, the City, its officials,
Edits proposed to make this
indemnity insurable-thus
protecting the city
Alta’s insurer provides counsel
without our input;
Holding a party “free” is not clearly
defined;
“Any and all” can also include the
negligence of the City-this is not
insurable;
Our policy responds to a “caused
by” trigger;
Indemnity must be limited to
negligence to be insurable;
Attorney fees must be
“reasonable” to be covered by
insurance;

ALTA PLANNING + DESIGN, INC. RFP no. 2023-RFP-212 Funding Expertise iii officers, employees, agents, volunteers, or
representatives. Negligence can be concurrent, too.

Alta’s insurer will not indemnify an
indemnitee for their own portion of
negligence.

CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: January 11, 2024
PREPARED BY: Richard D. Cannone, AICP, Development Services Director REQUEST: REQUEST FOR FEEDBACK AND DIRECTION REGARDING UPDATING

ZONING AND BUSINESS REGULATIONS REGARDING CANNABIS

MANUFACTURING BUSINESSES
RECOMMENDATION:

Option 1 - Amend the Palm Desert Municipal Code (PDMC) to:
a. Prohibit cannabis manufacturing businesses, except for Type P licenses that are limited to packaging and labeling of cannabis.
i. Limit the number of cannabis manufacturing businesses to two (2). b. Add Cannabis Microbusiness as a use that could be permitted through a Conditional Use Permit (CUP) in Service Industrial only with the following use limitations:
i. Limited to one (1) business
ii. No retail storefront, delivery only [Note: cannabis retail is prohibited in SI]. iii. Manufacturing is limited to packaging and labeling. c. Update/clarify any inconsistent code sections.
d. Establish an annual fee of $2,760 for cannabis regulatory permits for Type P Manufacturing, Microbusinesses, and Distribution businesses to cover the cost of semi-annual inspections.

BACKGROUND/ANALYSIS:

In 2017, the City Council adopted Ordinance 1329 to establish regulations for commercial cannabis businesses. The types of commercial cannabis businesses permitted through a Conditional Use Permit (CUP) include:
 Retail (storefront) businesses in the Planned Commercial (“PC”) -1 district, PC-2 district, PC-3 district, PC-4 district, and Downtown (D) district.  Testing or research laboratories in the Office Professional (OP) district and Service Industrial (SI) district.
 Commercial cultivation businesses in the SI district.  Delivery-only businesses (non-storefront retail) in the SI district.  Distribution businesses in the SI district.
 Manufacture businesses in the SI district.

A retail (storefront) business is limited to six permits with additional location limitations. The remaining business types do not have a limit on the number of permits but do have a 1,500-foot separation requirement from another cannabis business or 1,000 feet from a school, daycare, or youth center. These separation distances are measured from the outer extents of the commercial cannabis business’s lease space to the outer extents of another commercial

City of Palm Desert
City Council Direction – Cannabis Manufacturing Businesses

cannabis business’s lease space, or to the property line of a school, daycare center or youth center.

Another cannabis business type not explicitly listed in the City’s regulations are Microbusinesses, defined as a business that does at least three of the following activities at one location:

1. Cultivation – up to 10,000 total square feet

2. Manufacturing – use of non-volatile solvents, mechanical extraction, or infusion

3. Distribution or distribution transport-only

4. Retail – storefront or non-storefront
The State of California Department of Cannabis Control (CA DCC) issues five (5) different manufacturing licenses:

Type 7: Volatile Solvent Manufacturing
• Use volatile solvents for extraction or post-extraction processing of cannabis extract.
• Use non-volatile solvents for extraction or post processing. • Use mechanical methods for extraction.
• Make cannabis products through infusion.
• Package and label cannabis products.

Type 6: Non-Volatile Solvent Manufacturing or Mechanical Extraction:
• Use non-volatile solvents for extraction or post-extraction processing. • Use mechanical methods for extraction.
• Make cannabis products through infusion.
• Package and label cannabis products.
• Non-volatile solvents are chemicals that do not produce a flammable gas or vapor.

Type N: Infusion of products
• Make cannabis products through infusion.
• Package and label cannabis.
• Infusion mixes cannabis extract or plant material with other ingredients to make a cannabis product.

Type P: Packaging and labeling
• Can only package and label cannabis products.

Type S: Manufacturers who work in a shared use facility. • Extract cannabis using butter or food-grade oils, water, glycerin, vegetable oil, animal fat, or using mechanical methods.
• Make cannabis products through infusion.
• Package and label cannabis.

City of Palm Desert
City Council Direction – Cannabis Manufacturing Businesses

• Shared-use facilities are places where multiple Type S manufacturers rotate on a schedule and share space and equipment. A Type 7, 6 or N license can register all or part of their manufacturing premises as a shared-use facility.

Additionally, the CA DCC also offers a Microbusiness License that could involve manufacturing.

Type 12: Microbusiness
This license is for a business that performs at least three of the following activities at one location:

1. Cultivation – up to 10,000 total square feet

2. Manufacturing – use of non-volatile solvents, mechanical extraction, or infusion

3. Distribution or distribution transport-only

4. Retail – storefront or non-storefront (delivery)
Currently there 10 commercial cannabis businesses, seven of which have a retail storefront and five are licensed for manufacturing.

Business Name Type
The Leaf Retail (Storefront)
Palm Royal Collective Retail (Storefront)
Royal Highness Retail (Storefront)
Stiizzy Retail (Storefront)
West Coast Cannabis Club (Hwy
111)
Retail (Storefront)
Libra* Microbusiness
 Retail (Storefront)
 Distribution
 Manufacturing Type 6
West Coast Cannabis Club
(Melanie)*
Microbusiness
 Retail (Storefront)
 Cultivation
 Distribution
 Manufacturing Type 6
JW Brands Manufacturing Type 7
Retail (Delivery Non-storefront)
Distribution
P&S Ventures Manufacturing Type N
Distribution
Thinc Cubed Manufacturing Type 7
*Nonconforming business – component(s) of the business operation are prohibited in the zoning district.

Over the past three months, the Development Services Department updated our administrative processes for Cannabis Regulatory Permits to include, among others, annual inspections prior to issuing a renewal to ensure compliance with the Conditional Use Permit (CUP) conditions of approval and the City’s cannabis regulations. In establishing our cannabis regulatory administrative procedures and multiagency inspections, coupled with the recent fire that

City of Palm Desert
City Council Direction – Cannabis Manufacturing Businesses

occurred at Thinc Cubed, several deficiencies have been revealed as it relates to who is responsible for inspecting manufacturing facilities and what those inspections entail.

Since the adoption of the cannabis zoning and business regulations in 2017, the manufacturing processing has evolved and continues to evolve so that these businesses can extract the purest form of THC to make their cannabis products more profitable. These manufacturing processes often involve the use of volatile chemicals for cannabis extraction processes, some that the EPA has determined to be dangerous and result in acute and long-term health risks when inhaled.

The recent fire that occurred at Thinc Cubed, a Type 7 manufacturer, revealed the volatility of these chemicals and the effort involved to put out that fire. Other manufacturing processes infuse by hand or machine cannabis extract into a food product (e.g. gummies, chocolate, pill) or cannabis flower to be smoked without prescribed food safety or sanitation guidance.

The Riverside County Department of Environmental Health does not require an initial or annual health inspection or provide guidance/best practices for sanitation related to cannabis manufacturing/infusion process, nor do they consider the business as having a “commercial kitchen”. Instead, any contaminated product should be identified when the “batch” of cannabis product is tested by a third-party laboratory. Some local health departments in other states require a food handler certification for employees involved in the manufacturing/infusion process and establish mandatory sanitation requirements for cannabis manufacturing facilities that include:
1) Providing a separate handwashing sink.
2) Mop water and wastewater may NOT be dumped in the hand washing sink or outside.

Wastewater must be disposed of in a designated mop sink or floor sink in accordance with the local wastewater rules and regulations.
3) Washing of hands in designated handwashing sink prior to donning new gloves and in between glove changes.
4) An EPA-registered sanitizer, which commonly includes quaternary ammonium or chlorine, should be used for sanitizing all equipment and utensils that come into contact with plant material. The sanitizer should be of the proper concentration according to the manufacturer’s label. A food-grade sanitizing agent shall be utilized at all times during edible production.
5) If using a hydrocarbon extraction machine, conduct a sanitizing procedure of the machine at least once a day and between different plant material. Machines should routinely be taken apart to wash, rinse and sanitize. If conducting solventless extractions, all equipment utilized in the process shall be sanitized as required, at least once a day, and in between batches of plant material.
6) All equipment and utensils that contact edible ingredients, plant material, and/ or foodcontact surfaces should be constructed of a food grade material, be smooth and nonabsorbent, and be easy to clean. 7) Handle all plant material with gloved hands or clean and sanitized equipment such as tongs. Gloves should be changed between tasks and when gloves are contaminated.

Disposable gloves are single-use items, which shall be disposed of after being removed. 8) Avoid storing plant material or edible products in warm, moist or extreme conditions.

Edible products should be stored six inches above ground or in clean, waterproof

City of Palm Desert
City Council Direction – Cannabis Manufacturing Businesses

containers. Cannabis products should be stored in a manner that protects them from contamination.

The CA DCC stated to staff that they place the responsibility on the local jurisdiction to ensure cannabis businesses comply with State law and City ordinances. The table below is a summary of inspection responsibilities by regulatory agency and dedicated staff.

Agency Responsibility Staffing
California Department of
Cannabis Control (CA DCC)
Conducts initial inspection for
cultivation and manufacturing; more
complaint based.

Does not conduct retail inspections.

Three dedicated inspectors
covering Riverside, San Diego,
Imperial, Orange, and San
Bernardino Counties
Riverside County Fire Only conducts the initial inspection when business opens.

Not required by State to conduct
annual inspection.

No dedicated staff but have
experienced, knowledgeable fire
safety-combustible and
cannabis compliance inspectors
through the Fire Marshall’s
Office
Riverside County
Environmental Health
HazMat Team only inspects for
chemical and hazardous materials.

Two inspectors assigned to
Palm Desert area for
inspections.

City of Palm Desert Compliance with CUP conditions,
cannabis regulations, building plans
No dedicated staff, currently
using management analyst,
principal planner, and code
compliance staff for inspections
and permitting.

Cannabis Taxes Collected
The City relies on the cannabis business owner to remit their tax payment on a month basis based upon the gross receipts they report to the City. Due to the confidentiality associated with the cannabis industry, it is difficult for staff to confirm whether the gross receipts are consistent with what is reported to the State. Recently, staff was able to enroll through the DCC the ability to access the California Cannabis Track-and-Trace System also known as Metrc. However, State law requires that information and reports obtained be considered privileged and exempt from public records. Outlined below are the cannabis manufacturing businesses that shows when the City issued their regulatory permit/business license and the manufacturing taxes paid.

Business State License Issued (YR) Cannabis Manuf. Taxes Paid (FY) JW Brands 2019 2019 - 2024: $0
P&S Ventures 2019 2019 - 2024: $0
Thinc Cubed 2023 2023: $0
2024: $24,680.65 (Mar-Oct ’23)
Libra* 2019 2019 - 2024: $0
West Coast Cannabis Club
(Melanie)*
2019 2019 - 2021: $0
2022: $713.02
2023: $952.50
2024: $114.50 (Jul-Nov)
*Microbusiness

City of Palm Desert
City Council Direction – Cannabis Manufacturing Businesses

As shown in the table above, a total of only $26,460.02 in cannabis manufacturing taxes has been remitted to the City. Over this four-year period (2019-2023) the majority (93%) of the manufacturing taxes paid were by Thinc Cubed and their payment included a 25% penalty on the delinquent amount. This payment was a result of staff notifying them that they had not paid any taxes since opening during the review of their annual regulatory permit. While the information obtained from Metrc is confidential, it appears that “manufacturing” activity occurred for the cannabis manufacturing businesses listed above beginning with the year the license was issued. From 2019 to 2021 no taxes were remitted to the City, and it was not until 2022 that the City received $713.02 for that year.

Issues to Consider

1. There is no cap on cannabis manufacturing businesses or microbusinesses.

2. Microbusinesses have been allowed through a CUP, but components of the business are prohibited, i.e. retail operation prohibited in the Service Industrial zone and manufacturing and distribution are prohibited in Planned Commercial zones.

3. Inspection and safety of cannabis manufacturing business ultimately falls on the City.

4. The Riverside County Department of Public Health refuses to issue a policy or be involved in the manufacturing process, including infusion of products.

5. Staff has safety and sanitation concerns with the operation of these manufacturing business after learning that Riverside County Environmental Health does not get involved in licensing or inspecting manufacturing facilities, especially those businesses that make infused products for consumption.

6. The DCC has three inspectors assigned to five counties and can neither be proactive nor inspect each business annually.

7. The State exempts cannabis manufacturing businesses from an annual fire inspection.

8. Staff has concerns with the continued use of volatile chemicals in manufacturing after learning that there are no required annual inspections, and that the responsibility is on the City.

9. Except for the late tax payment by Thinc Cubed in October, very little cannabis manufacturing has taken place.

10. The City does not charge an annual fee for Cannabis Regulatory Permits.

Options to Consider

1. Amend the Palm Desert Municipal Code to:
a. Prohibit cannabis manufacturing businesses, except for Type P licenses that are limited to packaging and labeling of cannabis.
i. Limit the number of cannabis manufacturing businesses to two (2). b. Add Cannabis Microbusiness as a use that could be permitted through a Conditional Use Permit (CUP) in Service Industrial only with the following use limitations:
i. Limited to one (1) business
ii. No retail storefront, delivery only [Note: cannabis retail is prohibited in SI]. iii. Manufacturing is limited to packaging and labeling. c. Update/clarify any inconsistent code sections.

City of Palm Desert
City Council Direction – Cannabis Manufacturing Businesses

d. Establish an annual fee of $2,760 for cannabis regulatory permits for Type P Manufacturing, Microbusinesses, and Distribution businesses to cover the cost of semi-annual inspections; or

2. Increase staffing to ensure commercial cannabis manufacturing businesses and microbusinesses are compliant with City and State regulations. a. Limit the number of cannabis manufacturing businesses to two (2). b. Add Cannabis Microbusiness as a use that could be permitted through a Conditional Use Permit (CUP) in SI with the following use limitations:
i. Limited to one (1) business.
ii. No retail storefront, delivery only [Note: cannabis retail is prohibited in SI]. c. Require employees to obtain a Riverside County Food Handler Certificate. d. Establish mandatory sanitation requirements for cannabis manufacturing facilities as included above.
e. Add an additional Code Compliance Officer II position to manage the cannabis inspection program. Annual Cost (salary/benefits): $120,000+. f. Send Building and Safety staff to train on cannabis plan review and enforcement.

Annual Cost: $1,500.
g. Contract with Riverside County Fire to conduct quarterly inspections of the five (5) existing facilities at a cost of $545 per inspection. Cost: $10,900+ annually. h. Estimated annual cost: $132,400.
i. 2024 Manufacturing Tax Revenue: $24,795.15 (includes 2023 back taxes) ii. 2023 Manufacturing Tax Revenue: $952.50
iii. 2022 Manufacturing Tax Revenue: $713.02
i. Establish an annual renewal fee of $6,240 for manufacturing and microbusiness cannabis regulatory permits to cover the costs of quarterly inspections and a portion of the additional Code Compliance Officer II position; annual revenue projected at $31,200 ($20,300 city staff & $10,900 fire inspections). j. Establish an annual fee of $2,760 for cannabis regulatory permits for Cannabis Distribution businesses to cover the cost of semi-annual inspections. k. Update/clarify any inconsistent code sections.

Staff Recommendation
Based on the additional costs for inspections and the amount of oversight that is placed on the city, staff recommends Option 1.

1. Amend the Palm Desert Municipal Code to:
a. Prohibit cannabis manufacturing businesses, except for Type P licenses that are limited to packaging and labeling of cannabis.
i. Limit the number of cannabis manufacturing businesses to two (2). b. Add Cannabis Microbusiness as a use that could be permitted through a Conditional Use Permit (CUP) in Service Industrial only with the following use limitations:
i. Limited to one (1) business
ii. No retail storefront, delivery only [Note: cannabis retail is prohibited in SI]. iii. Manufacturing is limited to packaging and labeling. c. Update/clarify any inconsistent code sections.

City of Palm Desert
City Council Direction – Cannabis Manufacturing Businesses

d. Establish an annual fee of $2,760 for cannabis regulatory permits for Type P Manufacturing, Microbusinesses, and Distribution businesses to cover the cost of semi-annual inspections.

Legal Review:

This report has been reviewed by the City Attorney’s office.

FINANCIAL IMPACT:

With Option 1 there would be a loss in cannabis manufacturing tax revenue; however, it is difficult to determine the exact amount due to lack of information available and minimal taxes remitted by the businesses. Option 2 would require a budget amendment and the projected new annual regulatory permit fee revenue of $31,200 coupled with the manufacturing taxes collected would not offset the annual cost of $132,400.

CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: January 11, 2024
PREPARED BY: Thomas Soule, Public Affairs Manager
REQUEST: APPROVE THE 2024 LIST OF SOCIAL MEDIA COMMEMORATIONS.

RECOMMENDATION:

1. Provide direction on whether to commemorate Columbus Day and/or Indigenous Peoples’ Day.

2. Approve the list of social media commemorations planned for 2024.

BACKGROUND/ANALYSIS:

The City of Palm Desert utilizes its social media channels to convey a variety of information, including City news, meeting reminders, and event updates. In the spirit of Unite Palm Desert, the Public Affairs staff also actively seeks ways to bring the community together by creating social media posts affirming the City's commitment to diversity and inclusion. These posts may commemorate Federal and State holidays, religious holidays, special national and international days or months, and related observances throughout the year. The attached list has been reviewed by the Mayor and the Mayor Pro-Tem and is now being brought to the full City Council for final consideration.

In addition to seeking approval of the overall list, staff is requesting guidance on how to approach Columbus Day and Indigenous Peoples’ Day. Both holidays are observed on the second Monday in October but are not uniformly commemorated. Some cities across the country commemorate both on social media, some commemorate only one or the other, and some commemorate neither. None of Palm Desert’s neighbors recognize Columbus Day on social media, and only Palm Springs and Coachella recognize Indigenous Peoples’ Day.

Holiday Observed
City Columbus Day Indigenous People's Day
Palm
Springs N Y
Cathedral
City N N
Rancho
Mirage N N
Indian Wells N N
La Quinta N N
Indio N N
Desert Hot
Spring N N
Coachella N Y

City of Palm Desert
Approve the 2024 List of Social Media Commemorations

Staff would like the Council’s guidance on whether to:

1. Commemorate both holidays,

2. Commemorate one or the other, or

3. Commemorate neither one.

Legal Review:

This report has been reviewed by the City Attorney’s office.

FINANCIAL IMPACT:

There is no impact to the General Fund with this action.

ATTACHMENTS:

1. CPD Social Media Commemorations - 2024

City of Palm Desert 2024 Social Media Annual Holidays and Commemorations New Year’s Day
Law Enforcement Appreciation Day
Martin Luther King Jr. Day
National Plan for Vacation Day
International Holocaust
Remembrance Day
Groundhog Day
Lunar New Year
Valentine’s Day
Presidents’ Day
Zero Discrimination Day
International Women’s Day
St. Patrick’s Day
First Day of Spring
César Chávez Day
Passover
Easter
Ramadan
Eid al-Fitr
Holocaust Remembrance Day
Administrative Professionals Day
Earth Day
Bike Month
Cinco de Mayo
Mother’s Day
Memorial Day
Armed Forces Day
National Trails Day
Flag Day
Father’s Day
Juneteenth
First Day of Summer
National Indigenous Peoples Day
/Columbus Day
Canada Day
Independence Day (Fourth of July)
Eid al-Adha
Emergency Preparedness Month
Hunger Action Month
Patriot Day
Rosh Hashanah
Yom Kippur
Hispanic Heritage Month
Mexican Independence Day
First Day of Fall
World Tourism Day
Earthquake Preparedness Month
Great California ShakeOut Day
Halloween
National Native American Heritage
Month
Veterans Day
Thanksgiving
World AIDS Day
Hanukkah
Human Rights Day
First Day of Winter
Christmas
New Year’s Eve

CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: January 11, 2024
PREPARED BY: Anthony J. Mejia, City Clerk
REQUEST: PALM DESERT REDISTRICTING 2023: PUBLIC HEARING #5 REGARDING REDISTRICTING OF CITY COUNCIL BOUNDARIES –

CONSIDERATION OF ADOPTING A CITY COUNCIL ELECTION

DISTRICT BOUNDARIES MAP AND ORDINANCE INTRODUCTION (TO
COMMENCE AT 4:30 P.M. OR SOON THEREAFTER)
RECOMMENDATION:

1. Open the Public Hearing and receive public testimony.

2. Adopt “Map 109 Renumbered B” as the City Council election district boundaries map.

3. Introduce an Ordinance entitled, “AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF PALM DESERT, CALIFORNIA, AMENDING SECTION 2.38.040 OF THE PALM

DESERT MUNICIPAL CODE RELATED TO BY-DISTRICT ELECTIONS, DEFINING DISTRICT BOUNDARIES, AND SCHEDULING ELECTIONS WITHIN THE DISTRICTS.” BACKGROUND/ANALYSIS:

On June 22, 2023, the City Council unanimously directed staff to take the necessary steps to transition to five single-member districts prior to the November 2024 Election and to eliminate use of Ranked Choice Voting (RCV) in future elections. On August 24, 2023, the City Council adopted the Redistricting Public Education and Outreach Plan.

The City initiated a redistricting process to shift from the current two-district system to five singlemember districts. The redistricting process will determine where the new City Council district lines will be drawn. The new districts will impact how voters elect City Council Members until the next redistricting process following the 2030 Census. The districts must be drawn using the 2020 census data and in compliance with the FAIR MAPS Act, which was adopted by the California legislature as Assembly Bill 849 and took effect January 1, 2020, and updated by Assembly Bill 764 that took effect January 1, 2024.

Under the amended Act, the City Council shall draw and adopt boundaries using the following criteria in the listed order of priority [Elections Code 21130(c)]:

1. Comply with the federal requirements of equal population and the Voting Rights Act.

2. Geographically contiguous.

3. Undivided neighborhoods and “communities of interest” (populations that share common social or economic interests should be kept together).

4. Easily identifiable boundaries.

5. Geographical compactness (do not bypass one group of people to get to a more distant group of people).

6. The districting body shall not adopt election district boundaries for the purpose of favoring or discriminating against an incumbent, political candidate, or political party.

City of Palm Desert
Public Hearing #5 – Palm Desert Redistricting 2023

Once the prioritized criteria are met, other traditional districting principles can be considered, such as:

1. Future population growth.

2. Respect voters’ choice/continuity in office (Due to the passage of Assembly Bill 764, this criterion may no longer be considered).

District 1 was population adjusted following the 2020 Census and resulted in a majority/minority voting district, based on total population. Looking at citizen voting age population (which is data traditionally relied upon in voting rights context), District 1 is 45% Latinx/Hispanic. However, the total of all non-white aka minority groups (including Latinx/Hispanic, Black, and Asian-American) in District 1 reaches a 51% majority. Upon review of the City’s voting age population data, preserving District 1 boundaries is possible while remaining in compliance with the other mapping requirements noted above and the terms of the settlement agreement. Therefore, it is recommended that the City Council keep District 1 in its current configuration.

Map 109, Demographer Submission
Map 109 was submitted by the City’s demographer based on a written public comment. Analysis indicates that the map exhibits a population deviation of 8.59%. The City has posted all draft maps to the City’s redistricting website: https://redistrictpd.org/, which includes an interactive review map tool which can be accessed by clicking here.

Following the December 14, 2023, City Council Public Hearing, a representative of the Lakes Country Club reached out to inquire about adjusting the District 3 street alignment so that the boundaries follow Cook Street and El Dorado Drive rather than the interior streets of the Lakes Country Club. The Demographer was aware of the issue and intended to manually adjust the street alignment prior to adoption, which is now reflected in “Map 109 Renumbered B.” Figure 1 - Cook Street and El Dorado Street Alignment Cleanup Furthermore, the representative of the Lakes Country Club pointed out that a portion of the golf course traverses from District 3 into District 4. In reviewing this issue, the census block is oddly shaped and combines an unpopulated portion of the Lakes golf course with 655 residents (outside of the Lakes Country Club). In consultation with the Demographer, this adjustment is not recommended as it would require splitting of the census block and the result would not align with major streets or easily identifiable boundaries. However, it is important to note that all residents of the Lakes Country Club are within the same voting district (District 3).

City of Palm Desert
Public Hearing #5 – Palm Desert Redistricting 2023

Figure 2 - Census block with unpopulated portion of Lakes CC Golf Courses and 655 residents (outside of Lakes CC)
Sequencing of Elections
When considering the sequencing of elections, the City Council must take into consideration public testimony related to the sequencing of elections and whether a particular area has a history of being under-represented and relatively low turnout and thus should be assigned a to the higherturnout Presidential 2024 election cycle. Secondarily, it is standard practice to match the district election years to the year of the resident officeholder. The sequencing of elections will not result in a shortened term for any officeholder.

As suggested in a public comment letter, prior to the December 14, 2023, Public Hearing, City staff renumbered Map 109 to ensure that Districts 1, 2, and 3 are up for election in November 2024 and Districts 4 and 5 in November 2026. The City Council expressed support for the sequence of elections and moved forward “Map 109 – Renumbered” for additional consideration and possible adoption.

Future Projected Growth
In June 2023, City staff provided a map depicting residential projects already approved or under construction north of Fred Waring Drive. As previously noted, the City may consider future population growth when selecting a final map provided that federal and state criteria have been met. The below chart summarizes the number of units and projected population growth in each of the districts as represented on the draft maps eligible for adoption.

Map 102b/103b Map 104 Map 105 Map 109
Units Population Units Population Units Population Units Population District 5 4,200 8,904 4,200 8,904 2,457 5,209 1,488 3,155 District 4 69 146 69 146 69 146 3,130 6,635
District 3 418 886 418 886 2,161 4,581 69 146

City of Palm Desert
Public Hearing #5 – Palm Desert Redistricting 2023

Note: The Merle Self-Help Lots A and B totaling 14 units/30 population was excluded from the above chart, as these properties are located in District 1. Population projections of 2.12 per unit are based on the total unit count multiplied by the average household size in Palm Desert per the US Census Bureau's data complied under the 2021 American Community Survey 5-year estimates.

Public Participation
The public is encouraged to participate and provide input at the January 11, 2024, Public Hearing.

The public may provide input during the public comment period of this meeting or by contacting the City Clerk’s Office via email or phone:

City of Palm Desert
Attn: Anthony Mejia, City Clerk
73-510 Fred Waring Drive
Palm Desert, CA 92260
[email protected]
(760) 346-0611
Community Workshop #1
On September 6, 2023, at 6 p.m., the City conducted a Redistricting Community Workshop at the Palm Desert City Hall, Administrative Conference Room, and via Zoom. City staff facilitated a brief presentation and a robust question-and-answer period. However, no attendees desired to offer public comment. The workshop video was posted to the redistricting website, under the schedule tab: https://redistrictpd.org/.

Public Hearings #1 and #2
On September 14 and 28, 2023, at 4:30 p.m., the City Council conducted pre-map Public Hearings with in-person and virtual access. City staff facilitated a brief presentation and responded to questions. Links to the meeting agendas, staff reports, meeting videos, presentations, and public comment are posted on the City’s redistricting webpage, under the schedule tab:
https://redistrictpd.org/.

Map Drawing Workshops
On October 4 and 16, 2023, at 5 p.m., via Zoom, the City facilitated a demonstration of the online map drawing tool and responded to questions. The workshop was recorded and posted to the City’s YouTube channel and the City’s redistricting webpage, under the schedule tab:
https://redistrictpd.org/.

Public Hearings #3
On November 16, 2023, at 4:30 p.m., the City Council conducted a Public Hearings with in-person and virtual access. City staff facilitated a brief presentation and responded to questions. Links to the meeting agendas, staff reports, meeting videos, presentations, and public comments are posted on the City’s redistricting webpage, under the schedule tab: https://redistrictpd.org/.

City of Palm Desert
Public Hearing #5 – Palm Desert Redistricting 2023

Following the meeting and at the community workshops, there were questions from residents regarding the City Council’s authority to select a single focus map rather than staff’s recommendation to select 2-3 focus maps. Based on experience, City staff recommended a process which allows the City Council to narrow down the number of map options until a final map is adopted. However, it is within the City Council prerogative to accept staff’s recommendation or to select an alternative action. In this case, the City Council has the authority to select a single focus map, rather than the staff’s recommended action of 2-3 focus maps.

Community Workshops #2 & #3
On November 29, 2023, at 6 p.m., the City conducted Redistricting Community Workshop #2 at the Palm Desert iHub attended by 15 people. On December 6, 2023, at 6 p.m., the City conducted Redistricting Community Workshop #3 at the City Hall, Administrative Conference Room, attended by 24 people. At both workshops, the City’s demographer and City staff facilitated a brief presentation, question-and-answer period, and solicited community feedback.

In summary, at both workshops the public comments centered around the attendees’ disappointment that the City Council did not select more than one focus map and requested that the City Council reconsider Map 102 as a focus map. It was further asserted that the City Council decision to select a single focus map was dependent upon the demographer’s response that she could not find a solution in which Map 102 could be adjusted in a manner that did not split at least one HOA or gated community. As noted in a written public comment, after the November 16, 2023, Public Hearing, it was discovered by a member of the public that Map 102 could be population balanced and avoid splitting any HOA or gated communities by moving the Hidden Palms Community into District 3 and moving the properties on Country Club Drive between Portola Avenue, Cook Street, and Hovley Lane (Marriot properties and Silver Sands Raquet Club) into District 5. City staff informed the public that it cannot bring forward “Map 102c” without City Council direction as the deadline for new map submissions has passed and the City Council already took action to select Focus Map 109.

Furthermore, at both workshops, members of the public raised concerns and objected to Map 109, citing that it splits the following communities of interest in two districts:
 Residents north of Country Club Drive have shared issues related to development growth, traffic, wind, and blow sand.
 Students and taxpayers north of Frank Sinatra Drive are within the Palm Springs Unified School District (PSUSD). Further noting that the City’s financial support of Desert Sands Unified School District does not benefit students attending PSUSD.  Residents north of Country Club Drive are a younger demographic with shared interests.

Additionally, those opposing Map 109 expressed concern that the two northern districts extend too far south (as far south as Fred Waring Drive), and this dilutes northern residents’ vote. They state that the northern and southern areas differ greatly, and historically more City funds are expended in the south; therefore, to ensure the northern area has fair representation on City Council, the northern area should not be placed in districts that also include southern areas.

City of Palm Desert
Public Hearing #5 – Palm Desert Redistricting 2023

During the workshops, straw polls were conducted to gauge attendees’ sentiments as follows:

Workshop #2:
 2 of the 15 attendees favored Map 109 because it was the only option that did not split the Hidden Palms Community.
 14 of the 15 attendees opposed the City Council’s decision to select one Focus Map.  14 of the 15 attendees supported a request to the City Council to include “Map 102c” as an additional focus map.

Workshop #3:
 14 of the 24 attendees supported Map 109 as presented.  9 of the 24 attendees supported a request to the City Council to include “Map 102c” as an additional focus map.

In support of Map 109, one individual commented that Map 109 attempts to address future population growth in an effort to reduce the number of changes to the district boundaries following the 2030 Census; this may result in fewer voters being shifted from one district to another and potentially into a new election cycle. Another individual submitted a written comment indicating that Map 109 bridges the northern and mid-city areas, hopefully mitigating damage done by the fractionalizing of the City via redistricting; and that Map 109 does an adequate job of addressing future population growth to minimize disruptions after the 2030 Census.

The workshop #2 audio was posted to the redistricting website, under the schedule tab:
https://redistrictpd.org/. Unfortunately, City staff inadvertently did not record Workshop #3 via Zoom.

Public Hearings #4
On December 14, 2023, at 4:30 p.m., the City Council conducted a Public Hearings with in-person and virtual access. City staff facilitated a brief presentation and responded to questions. Links to the meeting agendas, staff reports, meeting videos, presentations, and public comment are posted on the City’s redistricting webpage, under the schedule tab: https://redistrictpd.org/.

During its discussion, the City Council reaffirmed its support for Map 109 Renumbered as the focus map. Comments made in support of Map 109 Renumbered include:
1) The map does not split neighborhoods (gated communities or HOAs), 2) District 3 keeps residents bordering the Mid Valley Channel together, as proximity to the channel (and flood-related issues) have an impact on quality of life, 3) District 3 keeps residents bordering the future commuter rail infrastructure together; 4) Map 109 is the best option to balance future population growth between two districts; and 5) District 5 places Portola Country Club and Palm Desert Greens Country Club in the same district, which is useful because these are unique mobile home communities in which residents own the real estate and the mobile home upon which it is placed. These two communities have similar and unique issues that lead to interfaces with the City such as permitting and remediation.

City of Palm Desert
Public Hearing #5 – Palm Desert Redistricting 2023

Next Steps
On January 25, 2024, the City Council will be requested to adopt an ordinance establishing five single member districts and to introduce an ordinance eliminating the use of Ranked Choice Voting in future municipal elections.

Legal Review
This report has been reviewed by William Priest and the City Attorney’s Office.

FINANCIAL IMPACT:

There is no fiscal impact associated with this action.

ATTACHMENTS:

1. Map 109 Renumbered B

2. Draft Ordinance

3. Written Public Comment

Palm Desert Redistricting 2023
ORDINANCE NO. _____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY

OF PALM DESERT, CALIFORNIA, AMENDING SECTION

2.38.040 OF THE PALM DESERT MUNICIPAL CODE

RELATED TO BY-DISTRICT ELECTIONS, DEFINING

DISTRICT BOUNDARIES, AND SCHEDULING

ELECTIONS WITHIN THE DISTRICTS

THE CITY COUNCIL OF THE CITY OF PALM DESERT DOES ORDAIN AS FOLLOWS:

Section 1. Recitals
A. The City of Palm Desert currently elects five Councilmembers using a by-district election system comprised of two districts.

B. The City Council has determined that it is in the best interest of the City to shift from its current two-district election system to a five-district by-district election system.

C. California Government Code section 34886 permits the City Council to change the City’s method of election by ordinance, with certain formalities, to a “by-district” system in which each Councilmember is elected only by the voters in the district in which the candidate resides, or a “by-district” system with an at-large, elected Mayor.

D. Pursuant to California Government Code section 34886, it is declared that the purpose of the change in the method of electing members of the City Council of the City of Palm Desert made by this Ordinance is to implement the guarantees of Section 7 of Article I and of Section 2 of Article II of the California Constitution, as set forth in Sections 14025 through 14032 of the California Elections Code.

E. The City engaged an expert demographic firm to assist the City with the process of analyzing the City’s population, developing draft maps, and gathering input from residents on the possible maps.

F. In accordance with Elections Code section 21100 et seq. and Elections Code section 21620 et seq., the City Council held two “pre-map” public hearings to obtain input on any proposed district boundaries on September 14, 2023, and September 28, 2023.

G. A. On September 6, 2023, November 29, 2023, and December 6, 2023, the City conducted Community Workshops to provide the public with information on the redistricting process, to solicit input, and begin reviewing the proposed maps.

H. On November 16, 2023, December 14, 2023, and January 11, 2024, the City Council held three “post-map” hearings to review the proposed maps and solicit input and comment from the public.

Ordinance No. _____ Page 2
Palm Desert Redistricting 2023
I. On January 11, 2024, the City Council selected a map for adoption and introduced, read by title, and waived further reading of this Ordinance.

J. The purpose of this Ordinance is to enact, pursuant to California Government Code section 34886, an ordinance providing for the election of the Members of the City Council of the City of Palm Desert by-district in five single-member districts as reflected in Exhibit A to this Ordinance.

Section 2. Amendment to Code Section 2.38.040 of the Palm Desert Municipal Code is amended in its entirety to read as follows:
“2.38.040 – ELECTION OF CITY COUNCIL
(A) By-District Elections. Pursuant to California Government Code section 34886, Members of the City Council of the
City of Palm Desert shall be elected by-district in five (5) single-member districts.

1. Members of the City Council shall be elected in the
electoral districts established by subdivision (B) of
this Section and subsequently reapportioned as
provided by State law. Elections shall take place “bydistrict” as that term is defined in California Government Code section 34871, meaning one
Councilmember shall be elected from each district,
by the voters of that district alone.

2. A Councilmember elected or appointed to represent
a district must reside in that district and be a
registered voter in that district, and any candidate for City Council must reside in, and be a registered voter
in, the district in which he or she seeks election at the time nomination papers are issued.

3. Termination of residency in a district by a
Councilmember shall create a vacancy for that City
Council district unless a substitute residence within
the district is immediately declared and established
within thirty (30) days after the termination of
residency.

4. Notwithstanding any other provision of this Section, the Councilmembers in office at the time this Section
takes effect shall continue in office until the
expiration of the term to which he or she was elected.

In the event a vacancy occurs in District 1 before the
expiration of the term of a Councilmember in office
at the time this Section takes effect, a person who is

Ordinance No. _____ Page 3
Palm Desert Redistricting 2023
appointed or elected by special election to fill such
vacancy must reside within the boundaries of District
1 as constituted when the Councilmember creating
the vacancy was elected. In the event a vacancy
occurs in District 2 before the expiration of the term
of a Councilmember in office at the time this Section
takes effect, a person who is appointed or elected by
special election to fill such vacancy must reside
within the boundaries of District 2 as constituted
when the Council Member creating the vacancy was
elected. A person(s) appointed or elected to fill such
a vacancy(ies) shall hold the office in accordance
with State law.
(B) City Council Districts and District Elections. All five Councilmembers shall be elected on a “by-district” basis from the Council districts shown and numbered on the map titled ‘City of Palm Desert District Map – Map 109
Renumbered B’ attached as Exhibit A, a copy of which
shall be on file in the City Clerk’s office. In 2024, and every four years thereafter, the following three City Council districts shall be elected by-district: District 1; District 2; and District 3. In 2026, and every four years thereafter, the following two City Council districts shall be elected bydistrict: District 4 and District 5. (C) Amendment of District Boundaries. Pursuant to Elections Code section 21601, as it may be amended from time to time, the City Council shall adjust the boundaries of any or all of the districts following each decennial federal census to ensure that the districts are in compliance with all applicable provisions of law.”
Section 3. Technical District Changes. If necessary to facilitate the implementation of this Ordinance, the City Clerk is authorized to make technical adjustments to the district boundaries that do not substantively affect the populations in the districts, the eligibility of candidates, or the residence of elected officials within any district. The City Clerk shall consult with the City Manager and City Attorney concerning any technical adjustments deemed necessary and shall advise the City Council of any such adjustments required in the implementation of the districts.

Section 4. Severability. If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this Ordinance or any part hereof is for any reason held to be invalid, such invalidity shall not affect the validity of the remaining portions of this Ordinance or any part thereof. The City Council of the City of Palm Desert hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or phrase hereof, irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses or phrases be declared invalid.

Ordinance No. _____ Page 4
Palm Desert Redistricting 2023
Section 5. Effective Date. This Ordinance shall take effect thirty (30) days after the date of its passage; and prior to fifteen (15) days after its passage, the City Clerk shall cause a copy of this Ordinance to be published in accordance with the provisions of the law. The City Clerk shall certify the adoption of this Ordinance.

ADOPTED ON ___________________, 2024.

KARINA QUINTANILLA
MAYOR
ATTEST:

ANTHONY J. MEJIA

CITY CLERK
I, Anthony J. Mejia, City Clerk of the City of Palm Desert, California, do hereby certify that Ordinance No. ____ is a full, true, and correct copy, and was introduced at a regular meeting of the Palm Desert City Council on _________, 2024, and adopted at a regular meeting of the City Council held on __________, 2024, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:

RECUSED:

IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Palm Desert, California, on ____________________.

ANTHONY J. MEJIA

CITY CLERK

Ordinance No. _____ Page 5
Palm Desert Redistricting 2023

EXHIBIT A
City of Palm Desert District Map - Map 109 Renumbered B

1 Anthony Mejia
From: Anthony Mejia
Sent: Monday, December 18, 2023 1:00 PM
To:

Subject: RE: 109 District Map Public Comment
Ms. Wood:

Thank you for your email. It will be provided to the City Council and retained for the official record.

Additionally, if you click this link, you will find an interactive mapping tool in which you can zoom in and out of the district boundaries similar to Google Maps.
https://ndcresearch.maps.arcgis.com/apps/View/index.html?appid=ffed291898ea45dd87ed07b70fd18704 And finally, I want to mention that the City Council did not consider any adjustments to the District 1 boundaries because those boundaries were established under the existing settlement agreement. Any changes to District 1 would require the approval from the plaintiffs and court.
-----Original Message-----
From: TERRY WOOD <
Sent: Monday, December 18, 2023 2:06 AM
To: CouncilMeeting Comments <[email protected]> Subject: 109 District Map Public Comment
December 18, 2023
Dear Council Members and Mayor of Palm Desert,
I am commenting on the renumbered 109 Map that you presented online at your December 14th, 2023 council meeting. Do you have a more detailed map of boundary streets because it is very vague towards Fred Warning area boundaries. I only see a few major streets on the entire map. Also, why not give Election area 1 the area west of Cook Street before Fred Warning and (by high school)South of Fred Warning to Deep Canyon . if I am reading the map correctly, it just seems little out of place with these added areas. I know you are trying to get the population numbers as close as possible to balance all the new districts. District 4 boundaries seem to zig zag from the Cook Street at that very end.

The voters in this newly proposed area 4 might question this if this little part added at the end includes the residences of current Councilman Trubee and/or Nestande in it.

Lastly, I did send in a comment by email to council a few months ago requesting that Zone 4 be able to vote in 2024 election for I believe that this zone has not been represented by a resident in the area of Hovely and Cook to Washington Street in city council ever if I am correct in the last 20 plus years.

Terry Wood
Palm Desert

From: Anthony Mejia
To: Jim Schmid; Ron Phipps
Subject: RE: redistricting map questions
Date: Thursday, January 4, 2024 2:03:00 PM
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Mr. Schmid:

Thank you for your comment, I completely understand. I have included this issue in the staff report and will share this comment with the City Council as part of their final public hearing on this matter next week (Thursday, January 11, 2024, at 4:30 p.m. at the Palm Desert Council Chamber). However, staff will be recommending adoption of Map 109 due to the splitting of this census block. Of course, the City Council will consider your comment and can direct staff to make the change.

And finally, I want to offer two comments: 1) It can be to the Lakes CC advantage that two Councilmembers will have an interest in the future of the Lakes CC since it traverses two districts; and 2) Please know that the City is required to redistrict again in 2030 and will likely need to make significant boundary adjustments due to the projected population growth Citywide.

Thank you and please let me know if you have any questions.

From: Jim Schmid
Sent: Thursday, January 4, 2024 1:40 PM
To: Anthony Mejia <[email protected]>; Ron Phipps
Subject: RE: redistricting map questions

Hi Anthony,
We appreciate the adjustment to clean up the street boundaries We would like to request that the golf course parcel be included within district 3 with the rest of the lakes country club. While there are no homes on it at this time, there is the potential for the addition of homes there at some point, and we would like to have all of the property of the community included within a single voting district. We would like to have the residents of the community and all of the property of their community represented by a single council seat.

Interesting design of that census block drawn in red, would be interesting to know how someone came up with that layout.

Thank you for your consideration.

Jim Schmid
Director of Operations | The Lakes Country Club
161 Old Ranch Road | Palm Desert | CA | 92211 | t
j | www.thelakescc.com
From: Anthony Mejia <[email protected]>

Mr. Schmid:

Thank you for raising these issues. On the first matter, we are required to follow the census block boundaries and unfortunately the census blocks do not follow Cook Street or El Dorado as indicated by the “U” shape below. I am inquiring with the demographer if the boundary can be manually adjusted so that it follows these major streets.

The second issue is a bit harder. As you can see in the below image, the uncolored area is a single census block which contains a portion of the Lake’s golf course but also includes residential units with a population of 655. Again, I am checking with the demographer whether the golf course can be manually adjusted so that it is in the same district as the residential units of the Lakes CC.

I will provide you with an update once I hear back.

From: Jim Schmid < >
Sent: Monday, December 18, 2023 11:31 AM
To: CityClerk <[email protected]>; Ron Phipps <
Subject: redistricting map questions
R
Hello, I have a few questions on renumbered map 109, which to the best of my understanding is the map currently under consideration for adoption, which I got from the following link:
https://redistrictpd.org/wp-content/uploads/2023/12/Map-109-Renumbered.pdf The borderlines of the district around the lakes country club seem irregular. Throughout the other map areas, the borderlines appear to run down the center of the streets surrounding the communities at the edges, and are clean, straight lines. Around the lakes country club, they appear to be drawn around the interior streets at the lakes country club, and exclude property owned by the community, including buildings belonging to the homeowners association.

In this section of the map, you can see along cook street and eldorado, The perimeter areas of the property of the lakes country club have been excluded from division 3. The boundaries in these areas should run down the middle of cook street and Eldorado drive, instead of following interior roads at the lakes country club.

A large parcel of land owned by the Lakes homeowners association has been included in division 4 instead of division 3. Seems like all of the contiguous property of the association should be included in the same district.

Jim Schmid
Director of Operations | The Lakes Country Club
161 Old Ranch Road | Palm Desert | CA | 92211 | t
| www.thelakescc.com