Description Quantity Unit Unit Price Total Price
Planning (CUP) 1 EA $ 5,000.00 $ 5,000
Preliminary Engineering 1 EA 5,000.00 5,000
Environmental Package 1 EA 3,500.00 3,500
Mitigation / Legal 1 EA 2,000.00 2,000
Agency Fees & Processing 1 EA 2,500.00 2,500
Miscellaneous 10% 18,000.00 1,800
Total Entitlements $ 19,800
Grading
Mobilization 1 LS $ 10,000.00 $ 10,000
Tribal Monitoring 1 MO 5,000.00 5,000
Earthwork 500 CY 10.00 5,000
Import - CY 10.00 -
Clear & Grub 1 AC 2,500.00 2,500
Erosion Control 2 AC 1,000.00 2,000
Storm Drain protection - LS 35,000.00 -
Construction Water/Sewer 1 MO 10,000.00 10,000
Sub Total Grading $ 34,500
Pavement
Asphalt, Concrete Curb & Gutter
Remove & dispose existing gravel 20,000 SF $ 1.00 $ 20,000 Pavement (3"AC/4"AB) 20,000 SF 3.50 70,000
Drive Approach 1 EA 5,000.00 5,000
6' PCC Sidewalk 230 LF 20.00 4,600
6" Curb 50 LF 19.00 950
6" Curb & Gutter 250 LF 25.00 6,250
Lighting 1 LS 35,000.00 35,000
Landscaping 1 LS 50,000.00 50,000
Signage & Striping 1 LS 20,000.00 20,000
Storm Drain Drywells 1 EA 25,000.00 25,000
Sub Total Paving $ 236,800
Miscellaneous
Professional
Engineering 8.0% $ 291,100 $ 23,288
Surveying 6.0% 291,100 17,466
Legal & Title (CC&R's) 2.0% 291,100 5,822
Landscape Architect 4.0% 291,100 11,644
Agency
Permits, Fees & Utilities 10.0% 291,100 29,110
Bonds & Assurities 3.0% 291,100 8,733
Structures
Underground Electric - LF 150.00 -
Gas - LF 50.00 -
Misc Utility Trenching - LF 60.00 -
Sub Total Miscellaneous $ 96,063
Sub Total Infrastructure $ 367,363
Sub Total Entitlements $ 19,800
20% Contingency 77,433
Total Project Costs $ 464,596
This estimate represents best information & assumptions only. There are no representation concerning the estimated quantities and cost figures other than that all such figures are estimates only; remember that fluctuations in construction cost factors or the actual quantities depicted at the time of bidding and/or construction can vary greatly.
Parking lot on Ocotillo & Tumbleweed (+ 37 stalls)
627-232-005
Preliminary Cost Estimate
ENTITLEMENTS
INFRASTRUCTURE
Sustainability/Active Transportation
Prepared for:
City of Palm Desert
Submitted by:
8141 E Kaiser Blvd., Suite 110
Anaheim, CA 92808
714.941.8800
Downtown Palm Desert
DRAFT Parking Management Plan
Downtown Palm Desert DRAFT Parking Management Plan March 2016 (This page is intentionally left blank)
Downtown Palm Desert DRAFT Parking Management Plan March 2016 Table of Contents
EXECUTIVE SUMMARY ......................................................................................................................................1 Existing Conditions..............................................................................................................................................................1 Parking Forecasts.................................................................................................................................................................1 Recommendations ..............................................................................................................................................................2 Implementation....................................................................................................................................................................2 INTRODUCTION .................................................................................................................................................3 Related Studies.....................................................................................................................................................................3 City of Palm Desert General Plan Update..........................................................................................................3 Purpose of a Parking Management Plan....................................................................................................................5 Report Outline ......................................................................................................................................................................5 EXISTING CONDITIONS.....................................................................................................................................6 Parking Utilization ...............................................................................................................................................................6 Parking Turnover............................................................................................................................................................... 21 Summary of Existing Conditions................................................................................................................................. 22 FUTURE PARKING DEMAND ESTIMATES .....................................................................................................26 Future Land Use and Parking Requirements ......................................................................................................... 26 Development of Shared Parking Model .................................................................................................................. 28 Future Shared Parking Demand ......................................................................................................................... 28 STRATEGY RECOMMENDATIONS..................................................................................................................34 Recommended Strategy #1: Increased Parking Supply .................................................................................... 34 General Background................................................................................................................................................ 34 Examples of Other Cities Applying this Technique..................................................................................... 35 Pros and Cons of the Approach ......................................................................................................................... 35 Application in Downtown Palm Desert............................................................................................................ 36 Recommended Strategy #2: Shared Parking......................................................................................................... 36 General Background................................................................................................................................................ 36
Downtown Palm Desert DRAFT Parking Management Plan March 2016 Examples of Other Cities Applying this Technique..................................................................................... 37 Pros and Cons of the Approach ......................................................................................................................... 37 Application in Downtown Palm Desert............................................................................................................ 37 Recommended Strategy #3: Parking In-Lieu Fees............................................................................................... 38 General Background................................................................................................................................................ 38 Examples of Other Cities Applying this Technique..................................................................................... 39 Pros and Cons of the Approach ......................................................................................................................... 39 Application in Downtown Palm Desert............................................................................................................ 39 Recommended Strategy #4: Parking Charges ...................................................................................................... 40 General Background................................................................................................................................................ 40 Examples of Other Cities Applying this Technique..................................................................................... 40 Pros and Cons of the Approach ......................................................................................................................... 41 Application in Downtown Palm Desert............................................................................................................ 41 Recommended Strategy #5: Parking Benefits District....................................................................................... 42 General Background................................................................................................................................................ 42 Examples of Other Cities Applying this Technique..................................................................................... 42 Pros and Cons of the Approach ......................................................................................................................... 43 Application in Downtown Palm Desert............................................................................................................ 43 Recommended Strategy #6: Urban Design............................................................................................................ 44 General Background................................................................................................................................................ 44 Examples of Other Cities Applying this Technique..................................................................................... 44 Pros and Cons of the Approach ......................................................................................................................... 45 Application in Downtown Palm Desert............................................................................................................ 45 Recommended Strategy #7: Time Limits and Restrictions............................................................................... 46 General Background................................................................................................................................................ 46 Examples of Other Cities Applying this Technique..................................................................................... 46 Pros and Cons of the Approach ......................................................................................................................... 46 Application in Downtown Palm Desert............................................................................................................ 47 Recommended Strategy #8: Employer Transportation Demand Management (TDM) Programs ... 47 General Background................................................................................................................................................ 47 Examples of Other Cities Applying this Technique..................................................................................... 48 Pros and Cons of the Approach ......................................................................................................................... 48
Downtown Palm Desert DRAFT Parking Management Plan March 2016 Application in Downtown Palm Desert............................................................................................................ 48 Recommended Strategy #9: Employer Parking Cash-Out............................................................................... 49 General Background................................................................................................................................................ 49 Examples of Other Cities Applying this Technique..................................................................................... 49 Pros and Cons of the Approach ......................................................................................................................... 49 Application in Downtown Palm Desert............................................................................................................ 50 Recommended Strategy #10: PRovide Facilities For Alternatives to Driving ........................................... 50 General Background................................................................................................................................................ 50 Examples of Other Cities Applying this Technique..................................................................................... 50 Pros and Cons of the Approach ......................................................................................................................... 50 Application in Downtown Palm Desert............................................................................................................ 51 Recommended Strategy #11: Intelligent Transportation Systems (ITS) ..................................................... 52 General Background................................................................................................................................................ 52 Examples of Other Cities Applying this Technique..................................................................................... 52 Pros and Cons of the Approach ......................................................................................................................... 52 Application in Downtown Palm Desert............................................................................................................ 53 STRATEGY IMPLEMENTATION.......................................................................................................................54 Near-Term (1-2 years)..................................................................................................................................................... 54 Mid-Term (3-6 Years)...................................................................................................................................................... 55 Long-Term (6+ Years)..................................................................................................................................................... 56
Downtown Palm Desert DRAFT Parking Management Plan March 2016 Appendices
APPENDIX A: PARKING COUNT DATA
APPENDIX B: SUBAREA LAND USE
Downtown Palm Desert DRAFT Parking Management Plan March 2016 List of Figures
Figure 1: Context Map........................................................................................................................................................................7 Figure 2 (1 of 2): Parking Supply ....................................................................................................................................................8 Figure 2 (2 of 2): Parking Supply ....................................................................................................................................................9 Figure 3: Parking Occupancy: 9 AM Observed ...................................................................................................................... 13 Figure 4: Parking Occupancy: 12 PM Observed .................................................................................................................... 14 Figure 5: Parking Occupancy: 3 PM Observed....................................................................................................................... 15 Figure 6: Parking Occupancy: 7 PM Observed....................................................................................................................... 16 Figure 7: Parking Occupancy: 9 AM Adjusted........................................................................................................................ 17 Figure 8: Parking Occupancy: 12 PM Adjusted...................................................................................................................... 18 Figure 9: Parking Occupancy: 3 PM Adjusted ........................................................................................................................ 19 Figure 10: Parking Occupancy: 7 PM Adjusted...................................................................................................................... 20 Figure 11: Average Length of Stay ............................................................................................................................................. 23 Figure 12: Shared Parking Subareas .......................................................................................................................................... 29
Downtown Palm Desert DRAFT Parking Management Plan March 2016 List of Tables
TABLE 1 EXISTING PEAK HOUR PARKING OCCUPANCY ......................................................................................................6 TABLE 2 LAND USE PROJECTIONS ............................................................................................................................................. 26 TABLE 3 STUDY AREA MINIMUM PARKING REQUIREMENTS Per Existing Municipal Code............................... 27 TABLE 4 FUTURE SUBAREA LAND USE (TOTAL).................................................................................................................... 31 TABLE 5 FUTURE SHARED PARKING DEMAND AND SUPPLY NEEDed........................................................................ 32 TABLE 6 FUTURE LAND USE ACCOMODATED WITH EXISTING PARKING SUPPLY................................................. 33
Downtown Palm Desert DRAFT Parking Management Plan March 2016
EXECUTIVE SUMMARY
Like many similar downtown areas, Downtown Palm Desert currently is perceived to have issues related to parking. The perception is that there is insufficient parking in the city center and more parking is needed.
The purpose of this study is to develop a Parking Management Plan for Downtown Palm Desert that includes near-term, mid-term, and long-term strategies to better use the existing parking and provide a mechanism to add parking as future growth occurs.
This report uses recent parking data collected by Fehr & Peers to study supply and demand and recommend future parking measures.
EXISTING CONDITIONS
Weekday data collected in July 2015 relating to parking demand, parking occupancy, and parking surveys was compiled and summarized. Key findings of our existing conditions analysis include:
• There is sufficient parking overall within Downtown Palm Desert, with approximately 45% of the spaces occupied at peak times.
• Peak on-street parking demand occurs between 12:00 PM and 1:00 PM; peak off-street parking demand occurs at 1:00 PM. Peak demand in the study area as a whole occurs between 12:00 PM and 1:00 PM.
• There are some locations, particularly along El Paseo, where there is insufficient parking at various times during the day.
• The average length of stay for on-street parking is approximately 1.8 hours. Approximately 65% of the vehicles parked on-street were parked for less than two hours. It is likely that many of these vehicles are used by retail and commercial visitors to Downtown Palm Desert.
PARKING FORECASTS
We utilized the Urban Land Institute (ULI) shared parking model and future land use growth in Downtown Palm Desert to estimate future parking demand. Under a shared parking arrangement, Downtown Palm Desert can accommodate substantial land use increases using the current excess parking supply. Areas on the western and eastern edges of Downtown Palm Desert would need additional parking supply even with shared parking, but can still have some growth before additional parking is necessary. 1
Downtown Palm Desert DRAFT Parking Management Plan March 2016
RECOMMENDATIONS
Based on existing and forecasted future parking conditions, we recommended eleven strategies that could be incorporated into a Parking Management Plan. Information is provide regarding the general background, local examples, pros and cons, and specific application in Downtown Palm Desert for each of the following strategies:
• Increased Parking Supply
• Shared Parking
• Parking In-Lieu Fees
• Parking Charges
• Parking Benefits District
• Urban Design
• Time Limits and Restrictions
• Employer Transportation Demand Management Programs
• Employer Parking Cash-Out
• Provide Facilities for Alternatives to Driving
• Intelligent Transportation Systems (ITS)
IMPLEMENTATION
For each of the recommended strategies we outline implementation in the near-term (1-2 years), mid-term (3-6 years), and long term (6+ years). Additionally, strategies are grouped together for more effective implementation.
2
Downtown Palm Desert DRAFT Parking Management Plan March 2016
INTRODUCTION
Downtown Palm Desert is a vibrant commercial and retail district located in the City of Palm Desert. This area successfully combines employment opportunities, stores, and restaurants in a walkable environment.
The high level of activity in Downtown Palm Desert, while welcomed by the City, merchants, and property owners, is accompanied by a perception that there is insufficient parking within the city center.
RELATED STUDIES
CITY OF PALM DESERT GENERAL PLAN UPDATE
The City of Palm Desert is currently in the process of updating its General Plan, including the City’s Mobility Element. Among its goals, the Mobility Element includes actively managing the City’s system of public and private parking facilities in a way that supports future development. The suggested policies to reach this goal are as follows:
• Public Parking Facilities: Provide new public parking facilities only after applying appropriate techniques to manage parking demand and ensure efficient use of all public and private parking facilities.
• Parking Management: Actively manage public parking facilities to ensure that all potential users are benefitting from this civic resource. Continue to evaluate supply and demand and implement appropriate strategies to maximize use and cost effectiveness of public parking facilities. • Public/Private Partnerships: Promote the use of joint public and private approaches to parking which might include leasing of private parking lots for short-term or long-term use, using public parking for temporary private functions, or the construction of joint-use facilities. • Innovative Parking Approaches: Allow the use of innovative parking supply and demand strategies such as shared parking, unbundling parking, and other related items within privately owned parking facilities to allow an appropriate level of flexibility for these private land owners. • Formal Parking Evaluations: Perform formal evaluations of parking capacity on a biannual basis to recognize areas where parking is under- or over-utilized.
The Mobility Element also includes the following goals:
• Livable Streets: A balanced transportation system that accommodates all modes of travel safely and efficiently. This includes policies such as considering all modes of travel in planning, design, and construction of transportation projects.
3
Downtown Palm Desert DRAFT Parking Management Plan March 2016 • Pedestrian Facilities: Integrated pedestrian pathways that connect residences, businesses, educational, and community uses. This includes policies such as providing adequate sidewalks along all roadways and providing pedestrians with facilities such as crosswalks, seating, buffers, shading, and other amenities.
• Bicycle Networks: Well-connected bicycle network that facilitates bicycling for commuting, school, shopping, and recreational trips. This includes policies such as requiring public and private developments to provide sufficient bicycle parking, providing bicycle facilities along roadways, and prioritizing transportation improvements that connect bicyclists to community facilities, supportive land use patterns, pedestrian routes, and transit stations. • Transit Facilities: An integrated transportation system that supports opportunities to use public and private transit systems. This includes promoting transit service where appropriate, reviewing bus stop locations, encouraging private transit in an appropriate fashion, and maintaining safe access to transit stops for pedestrians and bicyclists. • Sustainable Transportation: A transportation network that can be built, operated, and maintained within the City’s resource limitations. This includes policies such as requiring new developments to pay for fair share of construction costs related to new and/or upgraded infrastructure needed to accommodate the development.
• Monitoring: A process to regularly monitor the performance of City transportation facilities. This applies to facilities such as major roadways, pedestrian facilities, bicycle lanes, and transit stops. • Transportation Innovation: A transportation system which leverages emerging technologies to improve mobility for residents, employees, and visitors. This includes regularly monitoring and evaluating new vehicle technologies.
• Regional Coordination: The City transportation system operates as an integral element of the larger regional system.
The General Plan Update also includes the City Center Area Plan, an in-depth plan aimed at establishing a true city center by creating a framework, design objectives, and implementation techniques to future development. The Plan’s goals are as follows:
• A vibrant, regionally significant downtown centered on the 111 corridor. • A safe, multimodal City Center boulevard that ties the north and south sides of the downtown together into one cohesive center.
• A vibrant district that fosters an active and interesting pedestrian environment. • An interconnected City Center that is easily accessible by the surrounding neighbors and the City at large.
4
Downtown Palm Desert DRAFT Parking Management Plan March 2016 Key strategies of the plan center around three areas:
• Access Improvements: These strategies include improving the pedestrian environment through improved pedestrian facilities and amenities and improving bicycle access, among other tools. • Landscape and Urban Design Improvements: These strategies aim to improve the area’s aesthetic appearance and pedestrian comfort.
• Parking Improvements: Parking in the City Center should be managed as a single system, such as through centralized shared parking structures. Additional supply should be built in an orderly fashion ahead of new development occurring as catalytic investments.
PURPOSE OF A PARKING MANAGEMENT PLAN
A parking management plan is intended to comprehensively address parking supply and demand, particularly in a downtown or mixed-use area. Historically, the tendency has been to address parking issues through an increase in supply. In many areas, the desire to increase parking supply results in constructing additional surface lots or parking structures. This approach can be very costly as a structure parking space may cost upwards of $30,000 to construct and parking structures may require hundreds of thousands of dollars to operate on a yearly basis.
Instead of addressing only supply, a parking management plan addresses the demand for parking, through both the management of existing parking and adding to the supply once it becomes necessary. In the case of Downtown Palm Desert, a parking management plan is appropriate since there is overall availability of supply within the city center at this time but there may be future shortfalls as additional development occurs.
There are also existing parking shortfalls at selected locations (e.g. El Paseo) or during selected times of the day (lunchtime, mid-afternoon, or dinnertime).
REPORT OUTLINE
This report includes four subsequent chapters to address the various elements of a Parking Management Plan including:
• Review of Existing Conditions
• Parking Demand Forecasts
• Strategy Recommendations
• Strategy Implementation
5
Downtown Palm Desert DRAFT Parking Management Plan March 2016
EXISTING CONDITIONS
This chapter summarizes information regarding existing parking utilization and parking turnover for areas along the northern edge of Highway 111 and portions of Downtown Palm Desert south of Highway 111.
Newly collected data is compiled and presented here. Figure 1 shows the study area context.
PARKING UTILIZATION
There are currently 6,851 parking spaces in Downtown Palm Desert. This includes 5,778 off-street parking spaces and 1,073 on-street parking spaces. Existing parking supply is shown on Figure 2.
Generally, parking demand peaks in the early afternoon at 1:00 PM, as shown on Figure 3. Peak demand for on-street parking spaces occurs at 12:00 PM and 1:00 PM, while peak demand for off-street spaces occurs at 1:00 PM. Table 1 summarizes the existing parking inventory and peak occupancy in Downtown Palm Desert. Chart 1 illustrates the percent of parking occupancy throughout the day.
We collected parking occupancy counts in July of 2015. Since the counts were conducted during the offpeak season for Palm Desert, an adjustment factor of 24% was applied to the counts, based on a comparison of on-peak and off-peak season observations.
TABLE 1 EXISTING PEAK HOUR PARKING OCCUPANCY
Location Time Inventory %Occupancy
Study Area 1:00 PM 6,851 47%
Off-Street Parking 12:00 PM/
1:00 PM 5,778 51%
On-Street Parking 1:00 PM 1,073 47%
Source: Fehr & Peers, 2015
Note: The data in this table includes the 24% adjustment factor. 6
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO
AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS
AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO C RI
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
67 52 51
62 48
65 36
66 43 34
81 53
70 72
16 1
30 45
79 31
32 39
63 69
38 23
77 8
76 40
74 55
6 68
57 9
42 25
64 5
78 75
54 47
21 71
3 7 15
37 17
2 4
61 35
73 19 14
22 10
41 49
28 60 50
18 13
56 33
11 20 24
44 29
27 59
80 46
12 26
58 Context Map
Study Area
Parking Lot
Street Segment Parking
#
Figure 1
PALM DESERT DR 111
EL PASEO
SAGE LN
SAN PABLO AVE
LUPINE LN
LARKSPUR LN
MONTEREY AVE
TUMBLEWEED LN
SUNLODGE LN
SAN MARCOS AVE
ALESSANDRO DR
915
199
98 177
186
205
184
217
138
58 115
75 67
48 50
72 39
32 48
38 30
22 26 22 19
472
27 23
14 18 10
18 47
18 11
55 34
48 46
43 61
27 24
26 28
50 22
26 16
13 8
24 26
16 22
28 6
16 11
10 11
9 15
11 10
15 15
4 10
69 12
5 4
12 28
60 24
Parking Supply West
Study Area
Parking Lot
Street Segment Parking
# Parking Lot Supply
Figure 2a
EL PASEO
SAN PASQUAL AVE
SAN LUIS REY AVE
PALM DESERT DR
PORTOLA AVE
ALESSANDRO DR
LARREA ST
SHADOW MOUNTAIN DR
CABRILLO AVE
LARKSPUR LN
SAN JOSE AVE
SAN JUAN AVE
SANTA
ANITA
AVE
SAN JACINTO AVE
LANTANA AVE
GARDEN SQ
PRICKLY PEAR LN
SAN LUIS REY AVE
441 472
89 915
263
84 148
48 112
177
120
58 42 34
37 47
43 39
28 19
20 19 26
32 12 5
6 69 42
65 37
8 60 46
21 34
18 28
17 15
24 16
6 10
8 12
46 13
2 15 58
10 8
8 24
26 10
10 6
9 5
11 4
2 28
Parking Supply East
Study Area
Parking Lot
Street Segment Parking
# Parking Lot Supply
Figure 2b
Downtown Palm Desert DRAFT Parking Management Plan March 2016 (This page is intentionally left blank)
10
Downtown Palm Desert DRAFT Parking Management Plan March 2016 Chart 1: Weekday Hourly Occupancy
Figures 3 through 10 show
observed and seasonallyadjusted parking occupancy in
Downtown Palm Desert by
parking lot and roadway
segment. In the morning,
parking utilization in the city
center is generally low. Many
locations experience utilization
below 40%. Parking utilization
increases by noon, with some
parking lots and several
segments along El Paseo
experiencing occupancy above
80%. In the mid-afternoon
0%
10%
20%
30%
40%
50%
60%
6AM 7AM 8AM 9AM 10AM 11AM 12PM 1PM 2PM 3PM 4PM 5PM 6PM 7PM 8PM
OCCUPANCY
TIME OF DAY
Total Parking On-Street Parking Off-Street Parking
Underutilized parking in the study area.
11
Downtown Palm Desert DRAFT Parking Management Plan March 2016 parking utilization decreases from earlier peaks in several areas especially along El Paseo. At 7:00 PM, a large portion of off-street parking lots experience occupancy below 21%. Occupancy for on-street parking is generally low except for some segments of El Paseo which experience utilization above 80%. 12
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO
AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS
AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO C RI
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
Parking Occupancy: 9 AM Observed
Study Area Parking Occupancy
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100% Figure 3
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO
AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS
AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO C RI
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
Parking Occupancy: 12 PM Observed
Study Area Parking Occupancy
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100% Figure 4
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO
AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS
AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO C RI
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
Parking Occupancy: 3 PM Observed
Study Area Parking Occupancy
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100% Figure 5
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO
AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS
AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO C RI
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
Parking Occupancy: 7 PM Observed
Study Area Parking Occupancy
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100% Figure 6
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO
AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS
AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO C RI
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
Parking Occupancy: 9 AM Adjusted
Study Area Parking Occupancy
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100% Figure 7
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO
AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS
AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO C RI
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
Parking Occupancy: 12 PM Adjusted
Study Area Parking Occupancy
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100% Figure 8
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO
AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS
AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO C RI
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
Parking Occupancy: 3 PM Adjusted
Study Area Parking Occupancy
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100% Figure 9
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO
AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS
AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO C RI
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
Parking Occupancy: 7 PM Adjusted
Study Area Parking Occupancy
0% - 20%
21% - 40%
41% - 60%
61% - 80%
81% - 100% Figure 10
Downtown Palm Desert DRAFT Parking Management Plan March 2016
PARKING TURNOVER
We conducted parking turnover counts for on-street parking in the city center from 7:00 AM to 8:00 PM.
The purpose of these counts was to identify the number of vehicles that remain parked over an extended period of time. To conduct this work, we recorded the license plate numbers for vehicles parked along El Paseo, Palm Desert Drive North, Palm Desert Drive South, and other streets. The average length of stay for on-street parking in the study area is shown on Figure 11.
Across the entire Downtown Palm
Desert, the average stay for cars
utilizing on-street parking spaces is
approximately 1.8 hours. 65% of
vehicles stay less than two hours, and
84% stay less than three hours. Some
roads have higher averages (e.g. more
than three hours); these include
portions of Palm Desert Drive North
and the southeastern stretch of El
Paseo. It is likely that that parking is
utilized by employees of that area.
Many sections of El Paseo have an
average of less than 1.5 hours or
between 1.5 and 2.0 hours. 66% are parked for less than two hours and 90% are parked less than three hours. It is likely that on-street parking on these portions of El Paseo is utilized by diners and retail shoppers.
Heavily utilized on-street parking on El Paseo.
21
Downtown Palm Desert DRAFT Parking Management Plan March 2016
SUMMARY OF EXISTING CONDITIONS
Based on the parking occupancy counts and parking turnover data, we can offer the following conclusions regarding existing parking operations for areas along the northern edge of Highway 111 and portions of Downtown Palm Desert south of Highway 111:
• There is sufficient parking overall within Downtown Palm Desert, with approximately 45% of the spaces occupied at peak times.
• Parking is highly utilized at some locations during certain hours of the day. For example, on-street parking along certain stretches of El Paseo experience very high occupancy during the noon lunchtime and evening dinnertime periods.
• The average length of stay at on-street parking spaces is less than two hours, most likely due to vehicles used by dining, retail, and commercial visitors to the city center, especially along El Paseo. 22
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO
AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS
AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO C RI
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
Average Length of Stay
Study Area Length of Stay
Less than 1.5 hours
1.5 - 2.0
2.0 - 2.5
2.5 - 3.0
More than 3 hours Figure 11
Downtown Palm Desert DRAFT Parking Management Plan March 2016 (This page is intentionally left blank)
24
Downtown Palm Desert DRAFT Parking Management Plan March 2016 (This page is intentionally left blank)
25
Downtown Palm Desert DRAFT Parking Management Plan March 2016
FUTURE PARKING DEMAND ESTIMATES
FUTURE LAND USE AND PARKING REQUIREMENTS
Future land use projections for Downtown Palm Desert south of Highway 111 are shown in Table 2. For reference, existing land use densities and projected growth in each land use category are also included.
TABLE 2 LAND USE PROJECTIONS
Non-Residential Land Use Existing (Sq. Ft.) Future (Sq. Ft.) Growth (Sq. Ft.) General Retail 1,127,365 1,450,435 323,070
Fine/Casual Dining 234,868 352,348 117,480
Family Dining 156,578 274,059 117,481
Fast Food 46,974 76,343 29,369
Office (< 25 KSF) 11,408 59,568 48,160
Office (25 KSF – 100 KSF) - 35,700 35,700
Medical/Dental Office - 26,740 26,740
Bank with Drive-In 23,133 32,935 9,802
TOTAL 1,600,325 2,308,128 707,803
Residential Land Use Existing (DU) Future (DU) Growth (DU) Residential Rental 266 895 629
Residential Owned 386 679 293
TOTAL 652 1,574 922
26
Downtown Palm Desert DRAFT Parking Management Plan March 2016 Table 3 shows the minimum parking requirements for existing and future land use in Downtown Palm Desert, according to the City of Palm Desert municipal code. As shown in the table, based on existing land uses, the current minimum parking requirements in the area total 8,763 spaces. For comparison, based on future land uses and intensities in the study area the total minimum parking requirements in the area would total 14,468 spaces. This is an increase of 5,705 required spaces in the area with the projected increases in land use.
TABLE 3 STUDY AREA MINIMUM PARKING REQUIREMENTS PER EXISTING MUNICIPAL CODE Land Use Minimum Spaces Required Spaces (Existing) Required Spaces (Future) Residential Uses
Studio and one bedroom 2 per unit 255 616
Two and more bedrooms 2 per unit 262 633
Dwelling, single-family 2 per unit 786 1,899
Retail
General Retail 3 per 1,000 sq. ft. 3,382 4,351
Fine/Casual Dining 8 per 1,000 sq. ft. 1,879 2,819
Family Dining 8 per 1,000 sq. ft. 1,253 2,192
Fast Food 8 per 1,000 sq. ft. 376 611
Office
Office (< 25 KSF) 4 per 1,000 sq. ft. 46 238
Office (25 KSF – 100 KSF) 4 per 1,000 sq. ft. - 143
Medical/Dental Office 5 per 1,000 sq. ft. - 134
Bank with Drive-In 3 per 1,000 sq. ft. 69 99
TOTAL 8,308 13,735
27
Downtown Palm Desert DRAFT Parking Management Plan March 2016
DEVELOPMENT OF SHARED PARKING MODEL
We developed and calibrated a shared parking model for Downtown Palm Desert south of Highway 111.
This area was chosen since it is conducive to shared parking due to its mix of land uses and can be divided into “subareas” that are walkable for people parking at centralized locations. Shared parking is the use of a parking space to serve two or more individual land uses without conflict or encroachment. The ability to share parking spaces is the result of two conditions:
• Variation in the accumulation of vehicles by hour, by day, or by season at the individual land uses. • Relationships among the land uses that result in visiting multiple land uses on the same auto trip.
Advantages of shared parking include being able to serve multiple land uses’ parking needs with fewer parking facilities and the ability to increase development while taking advantage of existing parking supply.
In other words, since different land uses would share parking spaces and less parking would be required, more development can take place in the Downtown using the existing parking supply instead of adding additional parking spaces.
The Urban Land Institute (ULI) Shared Parking Model was utilized for this task and calibrated for the study area.
FUTURE SHARED PARKING DEMAND
Existing and future land uses in the area were applied to the calibrated shared parking model for an assessment of shared parking demand under future land use intensities. This assessment was focused by dividing the area into subareas for shared parking analysis. This presents a more realistic analysis of shared parking demand since the distance people are willing to walk from parking to their destination is significantly less than the size of the total area. For this analysis, five subareas were created from the portions of the area south of Highway 111. These subareas were determined based on realistic shared parking areas as well as the structure of land use data derived from the City’s traffic demand model. The five subareas are shown on Figure 12. The future land use in each subarea is shown in Table 4. 28
PALM DESERT DR
EL PASEO
ABRONIA TRL
SAN LUIS REY AVE
SAN RAFAEL AVE
SAN PASQUAL AVE
UV111
EL PASEO
PALM DESERT DR
DE ANZA WAY PORTOLA AVE
ALESSANDRO DR
JUNIPER ST
LARREA ST
SHADOW MOUNTAIN DR
JOSHUA TREE ST
SAN GORGONIO WAY
SAGE LN
SAN PABLO AVE
LUPINE LN
OCOTILLO
DR
FRONTAGE RD
CHICORY ST PINES TO PALMS HWY
CABRILLO AVE
LARKSPUR LN
CANDLEWOOD ST
SAN JOSE AVE
MONTEREY AVE
SAN JUAN AVE
LAS PALMAS AVE
TUMBLEWEED LN
VERBA SANTA DR
SAN CARLOS AVE
SHADOW LAKE DR
SANTA ANITA AVE
SAN JACINTO AVE
LANTANA AVE
QUAILBRUSH AVE GARDEN SQ
SUNLODGE LN
SAN BENITO CIR
SAN MARCOS AVE
PRICKLY PEAR LN
SAN ANTONIO CIR
SAN LUIS REY AVE
ALESSANDRO DR
Shared Parking Subareas
Subarea
Figure 12
#
2 3 4 5 1
Downtown Palm Desert DRAFT Parking Management Plan March 2016 (This page is intentionally left blank)
30
Downtown Palm Desert DRAFT Parking Management Plan March 2016 TABLE 4 FUTURE SUBAREA LAND USE (TOTAL)
Land Use Subarea 1 Subarea 2 Subarea 3 Subarea 4 Subarea 5 Total Non-Residential (SF)
General Retail 360,408 243,056 358,715 218,545 269,711 1,450,435 Fine/Casual Dining 104,259 58,012 78,632 50,886 60,559 352,348 Family Dining 92,276 44,432 55,464 38,104 43,783 274,059 Fast Food 24,267 12,466 16,183 10,804 12,623 76,343
Office <25k 15,520 19,200 800 2,880 21,168 59,568
Office 25 – 100 14,800 12,000 1,000 1,800 6,100 35,700
Office 100 – 500 0 0 0 0 0 0
Office > 500 0 0 0 0 0 0
Medical/Dental Office 6,640 12,000 200 1,800 6,100 26,740 Bank with Drive-In 6,467 9,427 4,627 5,347 7,067 32,935 TOTAL 624,637 410,593 515,621 330,166 427,111 2,308,128 Applied Shared Parking
Ratio 2.1
Total Non-Residential
Spaces Required
1,312 862 1,083 693 897 4,847
Residential (DU)
Residential Rental 230 90 227 179 169 895
Residential Owned 241 51 101 113 173 679
TOTAL 471 141 328 292 342 1,574
Applied Shared Parking
Ratio 1.6
Total Residential
Spaces Required
754 226 525 467 547 2,518
Total
Total Spaces Required 2,065 1,088 1,608 1,161 1,444 7,365 31
Downtown Palm Desert DRAFT Parking Management Plan March 2016 Table 5 shows the future shared parking demand in each subarea. For comparison, existing parking supply within each subarea is also shown, to examine whether future development within each subarea can be accommodated with existing parking supply and without the need to build additional facilities. It should be noted that this assumes direct replacement of any existing parking with new development. The shared parking ratios are 1.6 spaces per dwelling unit for residential land uses and 2.1 spaces per thousand square feet for non-residential land uses. In Subareas 3 and 5, the existing parking supply can accommodate future land use. In Subarea 2 an additional 32 spaces are needed. In Subareas 1 and 4, an additional 548 and 259 parking spaces are needed, respectively.
TABLE 5 FUTURE SHARED PARKING DEMAND AND SUPPLY NEEDED
Future Shared
Parking Demand
Existing Parking
Supply
Additional Future
Supply Needed
Subarea 1 2,065 1,506 559
Subarea 2 1,088 1,049 39
Subarea 3 1,608 2,068 0
Subarea 4 1,161 895 266
Subarea 5 1,444 1,557 0
TOTAL 7,366 864
32
Downtown Palm Desert DRAFT Parking Management Plan March 2016 Based on this subarea shared parking assessment, additional parking facilities would be required to meet shared parking demand in Subareas 1, 2, and 4 with the full buildout of assumed future land uses. However, partial buildout is possible without the need for additional parking spaces. Table 6 shows the percent of projected future land use increases that can be accommodated with existing parking for each subarea. In Subarea 2, most of the projected land use increases can be built. For Subareas 1 and 4, 58% and 50% of the projected increase can be built before more shared parking facilities are needed.
TABLE 6 FUTURE LAND USE ACCOMODATED WITH EXISTING PARKING SUPPLY Subarea Percent of Future Land Use Built
1 58%
2 93%
4 50%
33
Downtown Palm Desert DRAFT Parking Management Plan March 2016
STRATEGY RECOMMENDATIONS
Based on our review of the existing and future parking conditions in Downtown Palm Desert, we determined that there are several strategies that could be incorporated into a Parking Management Plan. The recommended strategies are listed below:
• Increased Parking Supply
• Shared Parking
• Parking In-Lieu Fees
• Parking Charges
• Parking Benefits District
• Urban Design
• Time Limits and Restrictions
• Employer Transportation Demand Management Programs
• Employer Parking Cash-Out
• Provide Facilities for Alternatives to Driving
• Intelligent Transportation Systems (ITS)
For each recommended strategy, the following information is provided:
• General Background
• Examples of Other Cities Applying This Technique
• Pros and Cons of the Approach
• Application in Downtown Palm Desert
Additional information regarding the timing and phasing for implementation of these strategies is provided in the next section.
RECOMMENDED STRATEGY #1: INCREASED PARKING SUPPLY
GENERAL BACKGROUND
Regardless of the various management techniques to reduce parking demand and the necessary parking supply, additional parking supply may be necessary if development continues to occur. If a substantial number of parking spaces are required, then either a parking lot or a parking structure would need to be constructed. Parking structures are sometimes funded through the issuance of bonds, which are then repaid 34
Downtown Palm Desert DRAFT Parking Management Plan March 2016 through revenue generated by the garage and other parking facilities and/or by parking in-lieu fees that developers pay as an alternative to supplying parking on-site. Currently, the City has substantial funds available due to existing bonds issued available for this strategy.
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
Examples of cities in Southern California building parking garages in response to increased parking demand are extensive. In fact this strategy has been the default response in many municipalities until recently. Cities with extensive networks of public parking garages include:
• Fullerton
• Santa Monica
• Riverside
PROS AND CONS OF THE APPROACH
One of the advantages of building additional supply is that increased parking demand due to increased development can be accommodated. Additional parking supply can help avoid potential issues from underestimating demand and suffering from too little supply, which can increase traffic looking for parking and turn business patrons away. Another positive aspect of building additional parking structures is that this method usually garners support from local business owners.
However, building additional parking structures does have its drawbacks. The main issue is cost. Parking garages can cost millions of dollars to construct and hundreds of thousands of dollars to maintain. One possible revenue source to address these costs would be funds the City has secured through issuing bonds.
The also take up land that can otherwise go to denser retail development. Also, building additional supply can potentially encourage more driving to the district, creating additional vehicle traffic in the area. 35
Downtown Palm Desert DRAFT Parking Management Plan March 2016
APPLICATION IN DOWNTOWN PALM DESERT
The City of Palm Desert should increase parking
supply in the Downtown in the long term in order to
accommodate increased development. Shared
parking should be implemented in the Downtown,
however even with shared parking additional supply
would be required in the analyzed subareas. The
implementation of parking in-lieu fees (with
developments participating in shared parking) can
help fund the necessary additional supply in
preparation of when increased development exhausts the existing shared parking supply. The future supply should be centrally located within each subarea. For example, the City can build a parking structure between Subareas 1 and 2 and a parking at the center of Subarea 4.
RECOMMENDED STRATEGY #2: SHARED PARKING
GENERAL BACKGROUND
Shared parking is the use of a parking space to serve two or more individual land uses without conflict or encroachment.
The ability to share parking spaces is the result of two conditions:
• Variation in the accumulation of vehicles by hour, by day, or by season at the individual land uses.
• Relationships among the land uses that result in
visiting multiple land uses on the same auto trip.
When a City or District decides to implement shared parking instead of enforcing dedicated minimum parking requirements on each individual land use, it is able to accommodate the various uses’ demand with a lower parking supply. This means fewer dedicated facilities will need to be constructed in favor of fewer shared facilities that still serve the demand generated by all the uses in the area. Furthermore, a City or District that converts an area’s parking to shared parking can continue increasing development while efficiently utilizing Source: Urban Land Institute
36
Downtown Palm Desert DRAFT Parking Management Plan March 2016 existing supply; this means additional development can be accommodated with little or no additional parking, or with less parking than would otherwise have been built with dedicated parking requirements.
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
Shared parking has been studied and implemented in several cities in Southern California, including (but not limited to):
• Brea (Central Park Village)
• Long Beach (Downtown)
• Manhattan Beach (Downtown and North End districts)
• Palm Springs (Central Business District)
• Riverside (Downtown)
• Redlands
PROS AND CONS OF THE APPROACH
Shared parking can be a way to more efficiently use parking with many advantages. For example, more development can be accommodated, especially within the existing space that otherwise would have gone to build more parking, and without the need to build more (or as much) parking as development intensifies.
This also results in less land being dedicated to parking. Without the need for as much expansive parking, development can be denser. It can also be cheaper, since the burden of building expensive parking structures can be somewhat reduced on developers.
Shared parking does have its limitations. For example, its usefulness is limited by the proximity of destinations that share parking facility. Shared parking can’t be a blanket strategy applied to any district or area that wants to reduce parking requirements. Shared parking is only effective as far as people are willing to walk; this means pedestrian facilities can be a limiting factor as well. Furthermore, during analysis and implementation internal capture can be overestimated, especially for retail uses; this can result in an undersupply of parking. Also, there is the risk of inadequate capacity during unusual peak demand periods.
APPLICATION IN DOWNTOWN PALM DESERT
Shared parking can be implemented in Downtown Palm Desert in conjunction with the City Center Area Plan to accommodate increased development with reduced parking supply since various land uses would not need to provide dedicated parking facilities. According to existing parking supply and demand data, 37
Downtown Palm Desert DRAFT Parking Management Plan March 2016 there is excess supply throughout the area. By implementing shared parking, the City can use this excess supply to increase development. Based on the subarea analysis of shared parking for future development, shared parking can accommodate full land use buildout in portions of Downtown. For some subareas, additional supply is needed even with shared parking, but is still lower than if dedicated parking was built for each development. Recommended shared parking ratios are 1.6 spaces per dwelling unit (residential) and 2.1 spaces per thousand square feet (non-residential).
Parking demand should be monitored as development increases to make sure demand does not exceed supply. Also, as development increases, this strategy can be combined with parking in-lieu fees to fund the construction of the necessary additional shared supply at the subareas noted in the analysis ahead of those development thresholds. These fees can also be used to improve the pedestrian environment to and from parking to ensure that people are willing to park at more distant locations and walk to their Downtown destinations.
RECOMMENDED STRATEGY #3: PARKING IN-LIEU FEES
GENERAL BACKGROUND
In some areas, it isn’t efficient or possible to require separate parking facilities for individual developments or uses. Rather, it makes more sense to have the parking at one or a few centralized locations in the district. This can improve the pedestrian environment, increase density, and reduce automobile traffic through the district especially due to drivers searching for open spaces. In order to accomplish this, the local municipality can give developers the option of paying a parking in-lieu fee to the city instead of supplying the necessary parking on-site. Then, the city can use this fund to build centralized public parking structures in the district. These in-lieu fee programs can either be voluntary or required for developers.
Although not always the case, parking in-lieu fees can be a method to fund and implement shared parking for a district. The local municipality would build the central public parking structure, but would adjust the parking supplied at each structure based on shared parking demand.
Source: Flickr.com
38
Downtown Palm Desert DRAFT Parking Management Plan March 2016
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
Parking in-lieu fees are offered in several cities in Southern California, including:
• Long Beach (Downtown)
• Sana Monica (Downtown)
• Hermosa Beach
• Palm Springs (Central Business District)
• Claremont (Claremont Village District)
PROS AND CONS OF THE APPROACH
Parking in-lieu fees offer several advantages over minimum on-site parking for developments. For example, districts that collect in-lieu fees and build centralized public parking structures improve the pedestrian environment, increase development density, and reduce automobile through traffic. In-lieu fees can also be a mechanism to fund and implement shared parking when the city builds public parking lots that accommodate reduced shared parking demand.
However, there can be a perceived difference in the attractiveness of various developments in a district if some developers choose to offer on-site parking while others pay into the in-lieu fees for a central parking structure, especially if those paying into the fund are significantly far from the parking (e.g. too far for walking). This can be solved by carefully positioning parking structures in a district or making in-lieu fees required for developers rather than optional. Also, the delay collecting the fees and building structures can result in parking undersupply in an area. Furthermore, if not paired with shared parking, the structures built from these fees can result in oversupply and inefficient parking use.
APPLICATION IN DOWNTOWN PALM DESERT
The City of Palm Desert should replace its minimum parking requirements with parking in-lieu fees for new developments, with developers participating in the shared parking supply instead of building on-site facilities. These funds can be put aside to help build the necessary future shared parking supply in parts of the Downtown as development outpaces existing supply. Funds can also go towards improving the pedestrian environment to ensure that people will utilize shared parking at locations more distant from their destinations. The City can use a standard price per space (for construction and maintenance) that would otherwise have been required of the development under its minimum parking requirements as a 39
Downtown Palm Desert DRAFT Parking Management Plan March 2016 basis for determining the parking in-lieu fees for new developments in Downtown Palm Desert to pay the City.
RECOMMENDED STRATEGY #4: PARKING CHARGES
GENERAL BACKGROUND
Parking charges for public parking serve a variety of uses. In some cases, charging for highly desired spaces, such as on-street spaces, serves to manage the demand and create parking space turnover. In other instances parking charges are a revenue source that can pay for streetscape improvement, maintenance, and the construction of parking garages. A key issue related to parking changes is setting the optimal level of the charges. Parking charges which are set too high may discourage parking and actually lead to less revenue than lower parking charges. Parking charges which are too low may not generate sufficient revenue and also may not be effective in managing demand.
There are several items related to parking charges which include pay stations, parking validation or variable rates, and discounted employee parking. Pay stations are replacing parking meters in many cities. A pay station might be placed every block instead of at each parking space. To make their usage more convenient, many pay stations accept credit cards, cash, and coins.
Historically, many parking garages and parking meters used set rates per hour which did not vary throughout the day. Some parking facilities use variable rates which might include the first 90 minutes free, and $2 per hour for each hour after that with a maximum per day of $16. By allowing the first 90 minutes to be free, there is no disincentive for casual shoppers and diners who might only be staying 30 minutes.
Related to this variable pricing, some jurisdictions allow for restaurants and shops to validate parking whereby the first hour or two hours of parking are free. Validation programs are also oriented towards casual shoppers and diners.
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
Several cities in Southern California employ parking charges for on-street and off-street parking:
• Huntington Beach
• Los Angeles
• Pasadena
40
Downtown Palm Desert DRAFT Parking Management Plan March 2016 • Riverside
• Santa Monica
PROS AND CONS OF THE APPROACH
Charging for parking has many advantages. For
example, the City can manage demand and
generate revenues. Higher turnover can increase
access to retail locations and increase retail sales.
Also, revenues from parking can serve a variety of
purposes. Revenues can go towards building
additional supply (if deemed necessary) or
improving the pedestrian environment and
streetscape in the area.
Implementing parking charges in an area for the
first time can be difficult. Residents, business
owners, and other visitors to an area may not be
receptive to the idea of paying for parking where
they didn’t have to before, regardless of any
advantages that may come from charging to
parking. Also, if the parking charges aren’t monitored and adjusted to the proper price as needed they will not have the desired effect. Parking that is too inexpensive will not encourage turnover or generate enough revenue as intended. Parking that is too expensive would merely discourage patrons and make retail at a location less attractive. Prices must be variable and adjusted with regular monitoring.
APPLICATION IN DOWNTOWN PALM DESERT
There are potential benefits for Palm Desert to implement parking charges at locations in its Downtown as part of its Mobility Element policy of improved parking management. For example, parking meters can be installed at portions of El Paseo that currently experience high demand during certain hours of the day and low turnover. In addition to encouraging turnover and more efficient use of parking on El Paseo, this strategy can provide funds that can be used to improve the pedestrian environment or to build the needed parking supply for future development. The City should coordinate with the El Paseo Business Improvement District in deciding which locations are best suited for parking charges.
Free parking in Downtown Palm Desert
41
Downtown Palm Desert DRAFT Parking Management Plan March 2016 RECOMMENDED STRATEGY #5: PARKING BENEFITS DISTRICT
GENERAL BACKGROUND
A Parking District is an entity that is responsible for managing parking supply within a City, typically within a Downtown Area. Some tasks that a Parking District can perform would include:
• Setting parking limits
• Collecting parking revenues
• Building and maintaining parking facilities
• Operating information programs
• Applying parking revenues towards streetscape renovations and other improvements to the area Parking Districts can be set up either as a body directly under the authority of a City or through a joint effort between a City and a Merchants Association or Business Improvement District. Parking Districts in California will require the City to enact an ordinance describing the boundaries, duties, and organization of the District.
Revenues stay within the district, helping fund improvements.
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
Several cities in Southern California have Parking Districts, either managed by the City or by local businesses.
These include:
• Brea (administered by City and local businesses)
• Pasadena (administered by Old Town businesses)
• Pomona (administered by City and local businesses)
• Santa Monica (administered by City)
42
Downtown Palm Desert DRAFT Parking Management Plan March 2016
PROS AND CONS OF THE APPROACH
One main benefit of a Parking District is
that it creates a group who is focused
solely on parking. Instead of tasking City
Redevelopment Staff or Planning Staff with
parking in addition to their regular duties,
there is a single group focused on that
issue. When a Parking District is composed
mainly of merchants and business owners,
they also have a vested interest in ensuring
that there is sufficient parking and that the
parking operates in an efficient manner.
Also, the funds can be used for a variety of
improvements including building
additional parking supply, improving the
pedestrian environment and streetscape in the area, security, building improvements, or anything else that local businesses deem necessary to bring patrons to the area. Also, guaranteeing that parking revenues stay within the District can help increase support for implementation.
The disadvantage of a Parking District is that there is a potential for conflicts to occur between City Staff and the Merchants. These conflicts might occur because of disagreements over when to add new parking facilities, changes to parking charges and time limits, and other related issues. Problems with Parking Districts can also arise when there is turnover among the business owners and merchants if one of these people is a major participant in the District. This issue is more likely to occur within Parking Districts for smaller downtown areas.
APPLICATION IN DOWNTOWN PALM DESERT
The City already has the El Paseo Business Improvement District established in its Downtown. The City should work with the BID to establish a parking district that can be used to implement strategies such as parking meters, pedestrian enhancements, and streetscape beautification. The BID can work with the City to decide where meters are ideal and how they should be priced; revenue would remain within the parking district to put towards these improvements. However, all decisions of the Parking District should be subject to final approval by the City Council. This measure will ensure that the City retains final authority over the Parking District’s decisions and acts as an arbiter regarding any serious disagreements. Furthermore, the Source: PalmSprings.com
43
Downtown Palm Desert DRAFT Parking Management Plan March 2016 BID’s boundaries should be expanded or adjusted to include the areas of Downtown that will fall into strategies such as shared parking.
RECOMMENDED STRATEGY #6: URBAN DESIGN
GENERAL BACKGROUND
Urban design features can make more distant parking spaces known to commuters and enhance pedestrian connections to those spaces by making the walking trip more pleasant. This includes a variety of techniques such as:
• Improving sidewalk conditions (width, quality, shading, etc.) • Implementing pedestrian-oriented wayfinding and information • Improving pedestrian crosswalks
• Traffic calming
Improving the pedestrian environment encourages visitors to use parking spaces that are more distant from their destination, allowing a more efficient use of the local parking supply.
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
Old Town Pasadena, through its Parking District, uses parking revenues to improve pedestrian facilities including those to and from parking lots and structures. 44
Downtown Palm Desert DRAFT Parking Management Plan March 2016
PROS AND CONS OF THE APPROACH
An advantage of improving urban
design for pedestrians is that it
serves all users, not just those
parking and visiting the area. Any
improvement to sidewalks and other
facilities also affects those that are
walking to the district and visiting
different shops.
Another advantage of improving the
pedestrian environment is that it
allows for a more efficient use of
parking supply. Visitors can be
encouraged to use more distant
(perhaps underused) parking locations and walk to their destinations rather than try to find parking directly around their destination. Shared parking facilities can benefit from this. Circulation can also be improved by reducing traffic through the area, looking for parking at high-demand locations.
There can be barriers to significantly improving the pedestrian design of a district. First of all, improvements can be expensive depending on the extent of the area being improved. Also, any sidewalk or landscaping improvements that affect parking or storefronts may be met with resistance from local business owners.
APPLICATION IN DOWNTOWN PALM DESERT
Palm Desert can use urban design to implement its other strategies. For example, improved pedestrian facilities would walking a more attractive mode. This can help the City implement its shared parking program since people would be more willing to park at a central shared location and walk a little further to retail destinations. Potential revenue sources for this include parking in-lieu fees and parking meters; the City can work in conjunction with the El Paseo Business Improvement District to decide on the best possible urban design improvements. Recommended landscape and urban design improvements in the City Center Area Plan, which aim to improve the area’s aesthetic appearance and pedestrian comfort, can be implemented as part of this strategy, although additional improvements can be implemented based on the location of future parking structures and connecting pedestrian paths. The Plan includes strategies such as median landscaping, buffered bicycle lanes, improved streetscape, intersection landscaping, and mid-block pedestrian crossings.
Pedestrian scramble in Pasadena, CA.
45
Downtown Palm Desert DRAFT Parking Management Plan March 2016 RECOMMENDED STRATEGY #7: TIME LIMITS AND RESTRICTIONS
GENERAL BACKGROUND
Time limits are employed to encourage parking turnover and are perhaps the simplest and cheapest way to control the uses of on-street parking facilities. Short-term time limits and restrictions during certain hours of the day discourage people from parking too long at on-street parking spaces directly in front of hightraffic retail locations and instead encourages them to park at other less-used parking facilities.
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
Parking time limits and restrictions are widely used in many Southern California cities such as Los Angeles and Riverside. This technique tends to be used in downtown districts, major retail districts, and along major corridors.
PROS AND CONS OF THE APPROACH
Time limits can be effective in generating turnover in more highlydesired or premium spaces. As often is the case in many downtown areas, parking issues most commonly occur only in selected areas.
Time limits have the effect of encouraging employees and other longterm parkers to park in spaces without time limits, thereby freeing spaces for customers who do not require all day parking. High turnover can also have a positive impact on retail sales. Time limits are also a cheap and easy way to manage demand at certain locations.
Implementing time limits at a location for the first time or adjusting existing time limits can be difficult. Residents, business owners, and other visitors to an area may be resistant to the idea of time limits where there was previously no restriction. The same can apply to more stringent restrictions at a location where time limits already exist.
Business owners can feel that the time limits may discourage customers from visiting. Also, monitoring can be difficult, especially if workers or visitors attempt to evade the hourly limits through moving their car from one space to another throughout the day.
Source: SafetySign.com
46
Downtown Palm Desert DRAFT Parking Management Plan March 2016
APPLICATION IN DOWNTOWN PALM DESERT
According to the existing conditions analysis, some on-street parking facilities in Downtown Palm Desert experience low turnover. For example, there are portions of Sage Lane, Larkspur Lane, and El Paseo east of Portola Avenue where the observed average length of stay was over three hours. Currently, there are a limited number of on-street parking spaces that have time restrictions. The City should work with local merchants to identify locations that can benefit from time restrictions, as well as decide on when time limits should be in effect and how restrictive they should be. Potential locations for time limits include those identified as having low turnover, with time limits focused on the time of day where demand was observed to be highest. The City should regularly monitor on-street parking with license plate surveys to see if there are changes in turnover that necessitate time limits at other locations.
RECOMMENDED STRATEGY #8: EMPLOYER TRANSPORTATION
DEMAND MANAGEMENT (TDM) PROGRAMS
GENERAL BACKGROUND
One way to reduce parking demand itself is Travel Demand Management (TDM) which attempts to reduce the number of persons needing or wanting to drive, and hence reduces the number of parking spaces needed.
The majority of TDM strategies relate to work related trips, particularly on the employment end. TDM can be classified into three broad categories, which include:
• Informational: These types of strategies provide information about ride sharing and other alternative travel modes with the thought that when more information is available about travel choices, then commuters are more likely to use modes other than driving. Most TDM plans include some level of informational strategies.
• Incentives: These types of strategies provide financial incentives for the use of alternative travel modes. For example, providing free transit passes to employees is a typical TDM measure. Many TDM plans or programs have some level of financial incentives, but not all programs do so. • Disincentives: Disincentive-based strategies involve charging or assessing fees for driving or using automobiles. These types of strategies aren’t used very often, with the exception of parking charges, as previously described.
47
Downtown Palm Desert DRAFT Parking Management Plan March 2016
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
TDM strategies of various sorts are used throughout Southern California, although the level of implementation varies significantly. There also differences in whether Cities have mandatory or voluntary TDM programs for employers.
One example is the City of Santa Monica, which requires through a City Ordinance that new developments adopt plans to reduce vehicular trips and emissions. In the City of Irvine, property owners in the Irvine Spectrum district fund the Spectrumotion program which provides financial assistance to commuters who take alternative transportation modes to the single-occupant vehicle; the program also includes emergency ride home services in case an emergency arises.
With the passage of SB 743, automobile delay is being phased out as a level of service metric in favor of other measurements such as vehicle miles traveled (VMT). With this shift, recommendations are being made on thresholds and mitigations that will replace existing standards. TDM is seen as a way to reduce automobile use and thus reduce VMT impacts for new developments. With this change in level of service across California, TDM methods will likely become more popular in municipalities looking for ways to help developers mitigate impacts.
PROS AND CONS OF THE APPROACH
A significant positive aspect of TDM is that it provides a cost-effective way to reduce the need for parking spaces – fewer people parking has the same effect on providing sufficient parking as building additional spaces.
One negative issue related to TDM is one of administration – the most effective TDM programs are those with full-time staff who aggressively promote the benefits and use of TDM.
APPLICATION IN DOWNTOWN PALM DESERT
Currently, the City of Palm Desert municipal code requires TDM for non-residential developments which employ 100 or more people. In the Downtown, the City can extend this to all employers, including those with fewer than 100 employees. Additionally, the City should work with the El Paseo Business Improvement District to implement TDM in the downtown. Businesses will be able to pool their and the City’s resources, including funds from parking charges, in-lieu parking fees, and other revenue sources. The businesses can Source: SunLine Transit Agency
48
Downtown Palm Desert DRAFT Parking Management Plan March 2016 then implement TDM both informational strategies and incentive strategies such as transit passes. The City should also hire a dedicated TDM Coordinator or designate a staff person to fill that role. This staff person’s responsibilities would include monitoring among businesses to analyze mode share and TDM effectiveness and assess if changes in strategies are necessary.
RECOMMENDED STRATEGY #9: EMPLOYER PARKING CASH-OUT
GENERAL BACKGROUND
Under a parking cash-out program, an employer offers to pay workers the cash value of the cost of a parking spaces that would otherwise have been provided to them, instead of
offering them the parking space. Many employees choose to take this cash and commute to work with a carpool, transit, or other commute work. Generally, this strategy doesn’t cost the employer anything additional since it would otherwise have gone to paying for employee parking.
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
Currently, California has a parking cash-out law at the state level. The state requires certain companies, government agencies, and other employers to offer employees parking cash-out.
The South Coast Air Quality Management District, which manages the Los Angeles metropolitan air basin, has its own employer-based parking cash-out rules for workplaces with more than 50 employees. The SCAQMD differs in some ways from the state law, including additional mandatory record keeping for monitoring purposes.
PROS AND CONS OF THE APPROACH
A parking cash-out strategy would be easy to implement. It would encourage reduced employee parking without costing the employer anything that wouldn’t have otherwise gone to paying for employee parking spaces. With the extra cash, employees can be encouraged to use other commute modes such as carpooling or public transit. It also doesn’t force employees to pay for a parking space they wouldn’t otherwise want.
Source: RGBStock.com
49
Downtown Palm Desert DRAFT Parking Management Plan March 2016 However, it can be hard to monitor compliance and effectiveness. At the state level, it has been difficult to monitor how many employers and employees are participating, as well as how much money employers offer to cash-out. A city with such a program would need to monitor with data from employers, perhaps through workplace surveys. SCAQMD shows that one way to do this is by mandating keeping track of employees using the program and the dollar amount each employee cashes out.
APPLICATION IN DOWNTOWN PALM DESERT
We recommend the City require parking cash-out for all new non-residential developments in the Downtown. All new businesses, regardless of the number of employees they have, should offer them the option of taking the cash value of a parking space. Regular monitoring by the City will be necessary to assess this strategy’s effectiveness.
RECOMMENDED STRATEGY #10: PROVIDE FACILITIES FOR
ALTERNATIVES TO DRIVING
GENERAL BACKGROUND
A parking supply issue can be addressed by changing parking demand through incentives that explore incentivizing use of other modes, e.g. new shuttle bus services, bicycle lockers, financial incentives, etc. Also, strategies that improve walkability in an area could encourage lower automobile ownership and use.
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
The City of Santa Monica offers several alternative transportation facilities, especially for bicyclists. Amenities such as short and long term parking, repair facilities, secured parking, commuter lockers and showers, and others are included in the city, mainly in its downtown area. The Santa Monica Bike Center serves as a central location offering these amenities for bicyclists.
The City of Irvine offers its iShuttle service. Connections serve employees between the Tustin Metrolink Station and the Irvine Business Center and the Irvine Metrolink Station and the Irvine Spectrum district, providing a link between rail transit and employment centers.
PROS AND CONS OF THE APPROACH
One advantage of this strategy is that some facilities can be implemented relatively inexpensively, such as short-term bicycle parking and long-term secured bicycle lockers. If implemented correctly, it can reduce 50
Downtown Palm Desert DRAFT Parking Management Plan March 2016 the need for additional expensive parking. And these facilities can serve a variety of users, including employees and retail shoppers.
However, facilities might not be very effective if implemented in isolated instances, not in combination with other strategies. For example, additional bicycle parking facilities would be ineffective if bicycle lanes in an area are lacking or non-existent. Also, if parking is abundant and extremely free or cheap, people would see little reason to utilize these alternative transportation facilities.
APPLICATION IN DOWNTOWN PALM DESERT
The City’s General Plan Mobility Element stresses Palm Desert’s commitment to providing alternative transportation facilities. Goals include livable streets that accommodate all forms of travel, adequate pedestrian facilities, bikeways, sufficient bicycle parking at developments, and access to transit stops. The City should work with the El Paseo Business Improvement District to meet these goals and implement alternative transportation facilities where needed. Possible revenue sources for this strategy include parking meters and parking in-lieu fees. This can go hand-in-hand with the urban design strategy to improve pedestrian facilities. Potential alternative facility improvements in Downtown include additional bicycle parking and improving transit stops with shading and bus information.
Example of a lack of facilities on El Paseo. Example of suitable bicycle parking facilities. 51
Downtown Palm Desert DRAFT Parking Management Plan March 2016 RECOMMENDED STRATEGY #11: INTELLIGENT TRANSPORTATION
SYSTEMS (ITS)
GENERAL BACKGROUND
ITS can help guide drivers to available parking. ITS has been effectively been used both district wide and in large parking structures to provide “live information” about available spaces at each level and in different public parking facilities throughout a district. An example of ITS in a parking context is a smartphone app that tells users where there is available parking in a district, how many spaces there are at each location, and the cost to park there. With this information, drivers can proceed to available parking without circling blocks looking for open spaces.
EXAMPLES OF OTHER CITIES APPLYING THIS TECHNIQUE
The City of Los Angeles recently unveiled its LA
Express Park program in a section of downtown
Los Angeles. Electronic signs in the area display
key information on available parking at structures,
and smartphone app users can access that
information directly on their phones. Sensors
under parking spaces tell the system if they are
currently occupied or not. At the same time, this
real-time occupancy data is used to adjust parking
meter rates rapidly based on current demand conditions.
PROS AND CONS OF THE APPROACH
With real-time information in their hands, drivers can proceed immediately to available parking without searching along streets and lots and creating unnecessary traffic. Also with the increased proliferation of smartphone technology, smartphone apps can reach a wide population and make this strategy extremely effective.
However, this technology can be expensive to implement. For example, there is the issue of installing the occupancy sensor technology in existing parking structures. Also, real-time parking supply apps are still relatively new and experimental, with effectiveness hinging on the result of smaller-scale pilot programs.
Source: LAExpressPark.org
52
Downtown Palm Desert DRAFT Parking Management Plan March 2016
APPLICATION IN DOWNTOWN PALM DESERT
ITS applications for real-time parking supply and cost are still relatively recent. We recommend that the City hold off on implementing any parking apps until the results of local pilot programs are made available in the next three years. The City should stay up to date on real-time parking app trends as part of its Mobility Element policy of regularly monitoring and evaluating new vehicle technologies. 53
Downtown Palm Desert DRAFT Parking Management Plan March 2016
STRATEGY IMPLEMENTATION
Downtown Palm Desert has significant excess parking supply. Therefore, the City shouldn’t require additional parking for new developments for the near- and mid-term since the existing supply can accommodate significant additional demand under a shared parking arrangement. However, additional parking would eventually be necessary in some areas of Downtown Palm Desert. Therefore the City should anticipate this future need and build central shared parking structures or lots in the areas that will need it.
Based on our analysis, potential parking additions include a parking structure located between Subareas 1 and 2 and a surface parking lot located in Subarea 4. However, the City should regularly monitor parking demand as development increases before making decisions on parking supply locations.
This section of the report outlines how the City can implement the recommended parking management strategies such as additional parking supply and shared parking. It should be noted that any one of the previously referenced strategies could be implemented individually; however, they are most effective if implemented as part of a comprehensive plan for the area and in a phased manner. As such, we have grouped the strategies together and recommended timeframes for implementation (organized as nearterm, mid-term, and long-term).
NEAR-TERM (1-2 YEARS)
In the near-term, the City should focus on implementing shared parking and setting up several of the recommended parking management strategies. Specific details are given below. • The City should begin implementation of shared parking in Downtown Palm Desert. o New developments should pay parking in-lieu fees instead of supplying minimum on-site parking, since current parking supply in the area is more than enough under a shared parking arrangement.
o The City should also require employers to offer parking cash-out to their employees. • The City should begin intensive coordination with the El Paseo Business Improvement District to more effectively implement many of the recommended strategies. o The City and the El Paseo BID can come to an agreement on where parking meters and time limits should be implemented, and how much the charges and limits should be.
There should be biannual parking studies to see if there should be any adjustments to charges, limits, and locations.
54
Downtown Palm Desert DRAFT Parking Management Plan March 2016 o The City and the El Paseo BID should create a Parking District, which would be enacted in a City ordinance. Part of this would involve coming to an agreement on how to collect parking revenues, how to distribute the revenues across the BID, and how to make decisions on applying funds to projects and improvements. o The City should encourage TDM for all non-residential developments in Downtown Palm Desert. A City-appointed TDM coordinator should work with the BID to create a program where businesses can pool their resources for a TDM program, which would be monitored by the coordinator for usage and effectiveness. Example strategies include SunLine transit passes and carpool assistance.
o Consideration should be made towards expanding the BID’s boundaries to incorporate more businesses into the Parking District and the pooled TDM resources. • The City should make an effort to identify prime locations for pedestrian improvements and improved alternative facilities (e.g. bus stops that need shade, retail areas lacking bicycle parking, etc.). This can take place as a concerted citywide effort to address the General Plan Mobility Element’s goals for improving pedestrian facilities, bicycle network connectivity and amenities, and access to transit stops, as well as City Center Area Plan strategies pertaining to pedestrian and bicycle facilities and amenities.
MID-TERM (3-6 YEARS)
In the mid-term, the City should focus on finding suitable locations for future parking structures or lots to accommodate future shared parking demand due to increased development. Also, the City should focus on monitoring the strategies previously implemented.
• The City should conduct bi-annual parking studies to make sure that shared parking is being utilized efficiently as an extension of citywide transportation facility monitoring laid out in the General Plan Mobility Element.
• The City should continue coordination with the El Paseo BID. o Conduct studies to see if parking charges and time limits are effective or if they need to be adjusted, either in location or amount.
o The TDM coordinator should also monitor usage and effectiveness of TDM programs and monitor usage of the parking cash-out program.
o The City and the BID should begin implementing pedestrian improvements around shared parking locations and alternative transportation improvements throughout Downtown, using funds such as parking charges and parking in-lieu fees. 55
Downtown Palm Desert DRAFT Parking Management Plan March 2016 o The City and BID should begin identifying possible sites for future shared parking structures in areas that need additional future supply in anticipation of demand outstripping supply. Current funds can be used for initial steps such as any necessary studies and preliminary designs.
• With more information available in the mid-term, and with the results of pilot programs available, smartphone apps can be more closely studied for possible implementation. This can include a smartphone app that shows users parking supply and costs. o If implemented, the necessary sensors can be built into the cost of future parking structures. However, the cost of incorporating the technology into existing parking should be studied for financial feasibility.
LONG-TERM (6+ YEARS)
In the long-term, the City should focus on building additional parking supply where deemed necessary, with structures or lots centrally located in the subareas where demand exceeds the shared parking supply. Also, the City should continue to monitor the implemented parking management strategies. Biannual parking studies in the area will provide valuable information on whether there are any inefficiencies in parking demand or if more supply is necessary.
• Once development outpaces the shared parking supply in some Downtown areas, additional shared parking structures would be necessary.
o The City should anticipate this with its parking studies and by monitoring development levels.
o With collaboration from the El Paseo BID, the City should begin building the necessary centrally-located shared parking structures.
o Recommended shared parking ratios for these future parking supply are 1.6 spaces per dwelling unit (residential) and 2.1 spaces per thousand square feet (non-residential). o Funds include parking charges and parking in-lieu fees. o Pedestrian improvements must be applied around these new structures to ensure effectiveness and ensuring people are willing to walk further to these structures. 56
APPENDIX A: PARKING COUNT DATA
Project #: 15-6102 Day Wednesday
City: Palm Desert Date: 7/1/2015
LOT 4
Regular Subtotal Regular
Enterprise
Customer
Parking
Subtotal Regular Subtotal Regular Regular Reserved
Unit 1 Reserved Unit 2 Reserved Unit 3 Reserved Unit 4 Reserved Unit 5 Reserved Unit 6 Reserved Unit 7 Reserved Unit 8 Subtotal Spaces 37 2 39 12 2 4 18 17 1 18 13 12 1 1 2 2 2 2 1 2 2 27 6:00 0 0 0 7 0 0 7 17 0 17 0 0 0 0 0 0 0 0 0 0 0 0
7:00 6 0 6 8 0 0 8 17 0 17 1 0 0 0 0 0 0 0 0 0 0 0
8:00 7 0 7 11 0 1 12 16 0 16 2 1 0 0 0 0 0 0 0 0 0 1
9:00 18 0 18 10 0 2 12 11 1 12 6 2 0 0 0 0 0 0 0 0 0 2
10:00 22 0 22 12 0 3 15 6 0 6 4 4 0 1 0 1 0 0 0 0 0 6
11:00 24 0 24 10 0 3 13 12 0 12 4 7 0 1 1 0 0 0 0 0 0 9 12:00 21 0 21 11 1 2 14 11 0 11 2 4 0 1 1 2 2 2 1 2 0 15 13:00 23 0 23 12 0 2 14 13 0 13 4 3 0 1 2 2 2 1 1 2 0 14 14:00 19 0 19 11 0 2 13 8 1 9 8 3 0 1 1 1 1 2 1 2 0 12
15:00 21 0 21 8 0 2 10 9 1 10 7 4 0 1 1 1 1 1 1 2 0 12
16:00 22 0 22 9 1 2 12 10 1 11 7 4 0 1 1 1 1 2 1 1 0 12 17:00 19 0 19 11 0 3 14 11 0 11 3 4 0 0 1 1 2 1 1 2 0 12 18:00 1 0 1 12 0 4 16 10 1 11 4 4 0 0 0 0 2 1 1 1 0 9
19:00 1 0 1 5 0 0 5 17 1 18 5 3 0 0 0 0 0 1 1 1 0 6
20:00 2 0 2 5 0 0 5 17 1 18 6 2 0 0 0 0 0 1 0 0 0 3
LOT 10 LOT 12
Regular Open Lot Subtotal Regular Subtotal Regular No Parking Open Lot Subtotal Regular Subtotal Regular Regular Subtotal Regular Regular Subtotal Spaces 15 1 16 17 1 18 26 2 1 9 Approx 38 20 2 22 10 10 1 11 5 9 1 10 6:00 0 0 0 0 3 0 3 5 0 0 1 6 0 0 0 1 0 0 0 0 1 0 1
7:00 0 0 1 1 3 0 3 5 0 0 1 6 0 0 0 1 0 0 0 0 2 0 2
8:00 4 0 1 5 3 0 3 5 0 0 1 6 0 0 0 3 0 0 0 1 3 0 3
9:00 4 0 1 5 3 0 3 5 1 0 1 7 1 0 1 4 0 0 0 1 4 0 4
10:00 4 0 1 5 5 0 5 4 1 0 3 8 4 0 4 6 2 0 2 2 3 0 3
11:00 4 0 1 5 4 0 4 4 1 0 4 9 5 0 5 6 2 0 2 3 3 0 3
12:00 4 0 2 6 4 0 4 6 1 0 3 10 5 0 5 6 2 0 2 3 4 0 4
13:00 6 0 2 8 5 0 5 5 1 0 4 10 4 0 4 6 2 0 2 3 2 0 2
14:00 4 0 1 5 3 1 4 4 1 0 8 13 6 0 6 6 2 0 2 3 3 0 3
15:00 4 0 1 5 4 0 4 4 0 1 7 12 6 0 6 6 2 0 2 2 3 0 3
16:00 4 0 1 5 5 1 6 4 0 1 6 11 3 0 3 6 2 0 2 1 4 0 4
17:00 1 0 2 3 4 0 4 6 0 0 7 13 3 0 3 2 0 0 0 1 5 0 5
18:00 1 0 1 2 3 0 3 6 0 0 8 14 1 0 1 0 0 0 0 0 3 0 3
19:00 1 0 1 2 3 0 3 5 0 1 8 14 1 0 1 0 0 0 0 0 3 0 3
20:00 0 0 1 1 3 0 3 2 0 1 7 10 0 0 0 0 0 0 0 0 3 0 3
LOT 18 LOT 19
Regular
Matress
Showroon
Customer
Parking
Subtotal Regular Subtotal Regular Reserved Open Lot Subtotal Regular Subtotal Regular Open Lot Regular Subtotal Regular Private Subtotal Spaces 13 1 14 22 4 26 41 3 2 46 18 1 19 15 4 1 5 23 2 1 26 6:00 1 0 1 0 0 0 1 0 0 1 2 0 0 0 0 0 0 0 0 8 0 0 8
7:00 3 0 3 0 0 0 1 0 0 1 2 0 0 0 1 0 0 0 0 9 0 0 9
8:00 4 0 4 0 0 0 1 0 1 0 2 0 0 0 1 0 2 0 2 9 0 0 9
9:00 6 0 6 0 0 0 6 0 1 0 7 1 0 1 4 2 2 0 2 9 0 0 9
10:00 5 0 5 9 0 9 10 0 2 2 14 2 0 2 4 2 2 0 2 9 1 1 11
11:00 4 0 4 12 0 12 11 0 2 2 15 2 0 2 6 3 2 0 2 9 1 1 11 12:00 3 0 3 10 1 11 8 0 1 3 12 3 0 3 5 2 1 0 1 9 0 1 10 13:00 4 0 4 6 0 6 9 0 0 4 13 2 0 2 5 5 2 0 2 11 1 1 13
14:00 5 0 5 15
1 1 9 0 1 4 14 2 0 2 5 7 3 0 3 10 1 1 12
15:00 5 0 5 10 0 10 10 0 0 3 13 2 0 2 4 4 3 0 3 13 0 0 13 16:00 5 0 5 9 3 12 11 0 0 3 14 2 0 2 4 4 3 0 3 13 1 0 14 17:00 2 0 2 7 2 9 9 0 0 4 13 2 0 2 3 0 3 0 3 13 0 0 13
18:00 1 0 1 3 1 4 5 0 0 5 10 1 0 1 2 1 0 0 0 13 0 0 13
19:00 0 0 0 4 0 4 5 0 0 4 9 1 0 1 0 2 0 0 0 11 0 0 11
20:00 1 0 1 0 0 0 5 0 0 3 8 0 0 0 0 1 0 0 0 10 0 0 10
LOT 22 LOT 24 LOT 26 LOT 29
Regular Regular Reserved Subtotal Regular Regular Green Subtotal Regular Regular Subtotal Regular Subtotal Regular Wells Fargo Regular Wells Fargo Regular Subtotal
Spaces 15 113 5 2 120 10 20 2 17 39 5 6 2 8 9 1 10 6 16 1 55 3 75 6:00 2 2 0 0 2 1 2 0 0 2 0 1 0 1 0 0 0 0 0 0 6 0 6
7:00 2 8 0 0 8 1 2 0 2 4 0 2 0 2 0 0 0 0 1 0 12 0 13
8:00 1 9 0 0 9 1 2 0 2 4 4 3 0 3 4 0 4 1 1 0 15 1 17
9:00 4 16 0 0 16 2 7 0 5 12 4 4 0 4 0 0 0 1 6 0 21 1 28 10:00 3 22 1 0 23 3 16 1 9 26 4 2 0 2 1 0 1 1 6 0 42 1 49 11:00 5 43 0 0 43 4 15 1 5 21 5 3 0 3 1 0 1 1 4 0 31 1 36 12:00 5 63 1 1 65 6 12 1 6 19 3 2 0 2 1 0 1 1 5 1 42 2 50 13:00 2 46 0 0 46 8 16 1 9 26 4 2 0 2 1 0 1 2 5 0 42 1 48 14:00 3 49 0 0 49 7 10 1 8 19 4 3 0 3 3 0 3 2 7 0 38 1 46 15:00 3 46 1 1 48 6 13 1 10 24 4 3 0 3 2 0 2 2 6 0 30 1 37 LOT 13
LOT 14 LOT 15 LOT 16 LOT 17 LOT 20 LOT 21
LOT 6 LOT 7 LOT 8 LOT 9 LOT 11
LOT 23 LOT 25 LOT 27 LOT 28 LOT 30
TIME
TIME
TIME
TIME
Prepared by National Data & Surveying Services
PARKING LOT STUDY
LOT 1 LOT 2 LOT 3 LOT 5
Project #: 15-6102 Day Wednesday
City: Palm Desert Date: 7/1/2015
Prepared by National Data & Surveying Services
PARKING LOT STUDY
16:00 3 40 0 0 40 5 9 0 9 18 4 3 0 3 3 0 3 0 6 0 25 0 31 17:00 3 43 0 0 43 4 14 2 9 25 2 2 0 2 1 0 1 1 8 0 21 0 29 18:00 1 38 0 0 38 3 11 2 10 23 0 0 0 0 1 0 1 1 0 0 20 0 20 19:00 2 25 0 0 25 1 10 0 9 19 1 0 0 0 0 0 0 1 2 0 18 0 20 20:00 0 17 0 0 17 1 2 1 5 8 0 0 0 0 0 0 0 0 2 0 14 1 17 Regular Subtotal Regular Curbside Service Subtotal Regular Subtotal Regular 10 Minutes Subtotal Regular Subtotal Regular MYA Studio Salon
Electric
Charging Loading Subtotal
Spaces 42 6 48 64 4 4 72 13 2 15 209 7 1 217 21 2 23 182 14 2 1 6 205 6:00 0 0 0 0 0 0 0 0 0 0 7 0 0 7 0 0 0 3 0 0 0 0 3
7:00 0 0 0 1 0 0 1 0 0 0 12 0 0 12 0 0 0 3 0 0 0 0 3
8:00 1 0 1 1 0 0 1 0 0 0 19 1 0 20 0 0 0 17 0 0 0 0 17
9:00 3 0 3 1 0 0 1 0 0 0 34 0 0 34 1 0 1 38 0 0 0 1 39
10:00 7 0 7 6 0 0 6 1 0 1 38 0 0 38 3 0 3 59 0 1 0 1 61 11:00 9 1 10 10 0 0 10 2 0 2 52 1 0 53 7 2 9 73 0 1 0 1 75 12:00 14 3 17 21 1 0 22 2 0 2 74 2 0 76 13 1 14 61 0 1 0 2 64 13:00 22 3 25 23 2 1 26 1 0 1 78 2 1 81 16 2 18 60 0 0 0 1 61 14:00 14 3 17 28 1 0 29 1 0 1 66 0 1 67 14 0 14 61 0 0 0 2 63 15:00 13 2 15 19 0 0 19 1 0 1 48 1 0 49 11 0 11 48 0 0 0 1 49 16:00 9 3 12 22 2 2 26 1 0 1 44 0 0 44 13 1 14 35 0 0 0 3 38 17:00 10 0 10 26 1 0 27 1 0 1 43 0 0 43 9 0 9 33 0 0 0 0 33 18:00 8 0 8 30 2 1 33 0 0 0 48 0 0 48 11 0 11 18 0 0 0 0 18 19:00 4 0 4 27 1 1 29 0 0 0 45 0 0 45 9 0 9 15 0 0 0 0 15 20:00 5 0 5 22 2 0 24 0 0 0 32 0 0 32 3 0 3 7 0 0 0 0 7 LOT 40 LOT 42
Regular Carport Subtotal Regular Loading Uptown
Diagnostics Subtotal Regular Subtotal Regular Regular Reserved Subtotal Under Construction Regular Illegal Subtotal Spaces 29 3 29 61 105 8 1 1 115 31 1 32 50 18 2 30 50 96 2 98 6:00 0 0 0 0 3 0 0 0 3 0 0 0 1 1 0 6 7 12 0 0 12
7:00 0 0 1 1 6 1 0 0 7 0 0 0 4 1 0 7 8 12 0 0 12
8:00 0 0 2 2 10 0 0 0 10 1 0 1 6 1 0 13 14 23 0 0 23
9:00 0 0 10 10 22 0 0 0 22 11 0 11 15 3 0 15 18 30 0 0 30 10:00 2 0 13 15 34 0 0 0 34 11 0 11 16 6 0 15 21 36 0 0 36 11:00 2 0 14 16 46 3 0 0 49 12 0 12 23 3 0 14 17 35 0 0 35 12:00 4 0 12 16 53 0 0 0 53 12 0 12 19 5 1 13 19 40 0 0 40 13:00 1 0 11 12 53 0 0 0 53 8 0 8 13 8 0 12 20 42 0 0 42 14:00 3 0 10 13 47 0 0 0 47 11 0 11 17 5 0 13 18 39 0 0 39 15:00 1 0 10 11 31 0 0 0 31 8 0 8 16 6 0 12 18 30 0 0 30 16:00 2 0 7 9 30 0 0 0 30 6 0 6 15 5 0 10 15 23 0 0 23
17:00 1 0 7 8 31 0 0 0 31 2 0 2 14 5 0 6 11 25 0 0 25
18:00 1 0 2 3 27 0 0 0 27 2 0 2 12 4 0 4 8 23 0 0 23
19:00 0 0 2 2 30 0 0 0 30 2 0 2 8 4 0 3 7 12 0 1 13
20:00 0 0 0 0 24 0 0 0 24 1 0 1 9 1 0 3 4 6 0 1 7
Regular Illegal Subtotal Regular No Parking Loading Subtotal Regular 20 Minutes Subtotal No Parking Hensen's Center Subtotal Regular Subtotal Regular Subtotal Spaces 10 2 12 59 3 2 3 67 1 3 4 16 2 12 30 170 7 177 15 1 16 6:00 0 0 0 0 4 0 1 0 5 0 0 0 0 0 6 6 18 0 18 0 0 0
7:00 0 0 0 0 11 0 1 0 12 1 1 2 1 0 6 7 24 0 24 1 0 1
8:00 1 0 0 1 16 1 1 0 18 1 0 1 1 0 7 8 38 1 39 1 0 1
9:00 3 0 0 3 17 1 1 0 19 1 0 1 1 0 9 10 58 3 61 3 0 3
10:00 3 0 1 4 28 1 1 1 31 1 0 1 4 0 8 12 74 2 76 6 1 7
11:00 4 0 0 4 27 1 1 0 29 1 0 1 7 0 9 16 90 2 92 8 1 9
12:00 0 0 0 0 32 0 1 2 35 0 0 0 8 0 8 16 91 3 94 8 1 9
13:00 0 0 0 0 29 0 1 1 31 0 0 0 8 2 10 20 89 2 91 6 1 7 14:00 1 0 0 1 29 1 1 0 31 0 0 0 6 1 10 17 77 3 80 7 1 8 15:00 1 0 0 1 26 0 1 1 28 0 0 0 9 1 8 18 76 4 80 7 1 8
16:00 1 0 0 1 25 1 1 1 28 0 0 0 6 0 7 13 65 3 68 7 1 8
17:00 1 0 0 1 17 0 1 2 20 0 0 0 5 0 8 13 50 2 52 3 1 4
18:00 1 0 0 1 21 0 1 3 25 0 0 0 2 0 8 10 35 1 36 3 0 3
19:00 1 0 0 1 22 0 1 3 26 0 0 0 1 0 6 7 21 1 22 3 0 3
20:00 2 0 0 2 24 0 1 1 26 0 0 0 1 0 6 7 25 0 25 3 0 3
LOT 50
Regular Regular Loading Electric
Charging
No Parking
10pm-7am
Unmarked at
Gas Station Illegal Subtotal Regular Green 10 Minutes Eletric Charging 2 Hours Loading Bank Regular Bank
Carport Regular Carport Subtotal
Spaces 13 450 15 2 1 4 472 370 3 3 2 8 9 5 32 2 6 1 441 6:00 0 50 1 0 0 0 10 1 62 20 0 0 0 0 0 0 0 0 0 0 20
7:00 0 51 1 0 0 0 10 2 64 34 0 0 0 0 0 0 0 0 0 0 34
8:00 1 74 1 0 0 0 11 2 88 35 0 0 0 0 0 0 5 0 0 0 40
9:00 1 121 1 0 0 1 8 2 133 83 0 2 0 0 1 1 16 0 2 0 105
10:00 3 165 1 0 0 1 9 3 179 166 0 2 0 5 1 0 14 1 3 0 192 11:00 5 184 3 0 0 1 9 3 200 201 0 1 1 4 1 0 12 0 3 0 223 LOT 37
LOT 44 LOT 45 LOT 46 LOT 47 LOT 48 LOT 49
LOT 38 LOT 39 LOT 41 LOT 43
LOT 31 LOT 32 LOT 33 LOT 34 Lot 35 Lot 36
TIME
TIME
TIME
TIME
LOT 51 LOT 52
Project #: 15-6102 Day Wednesday
City: Palm Desert Date: 7/1/2015
Prepared by National Data & Surveying Services
PARKING LOT STUDY
12:00 7 199 5 0 0 1 8 2 215 192 0 1 1 3 1 0 7 1 3 0 209 13:00 5 199 6 0 0 1 8 2 216 173 0 0 0 4 0 0 10 0 0 0 187 14:00 5 152 1 0 0 1 8 2 164 182 0 2 1 3 1 1 11 1 2 0 204 15:00 4 141 2 1 0 1 8 3 156 145 0 0 1 4 2 2 10 1 2 0 167 16:00 4 147 2 1 0 2 8 3 163 147 0 0 1 5 0 0 20 2 2 0 177 17:00 6 131 3 0 0 0 6 1 141 129 0 0 1 3 0 0 16 0 1 0 150 18:00 5 110 5 0 0 0 6 1 122 46 0 0 0 0 0 0 9 0 1 0 56
19:00 4 91 3 0 0 0 9 1 104 41 0 0 0 0 0 0 3 0 0 0 44
20:00 2 91 4 0 0 0 9 1 105 20 0 0 0 0 0 0 0 0 0 0 20
Regular Palm Desert
Escrow
30 Minutes Dawn Swajian Subtotal Regular Subtotal Regular Subtotal Regular Compact Subtotal Spaces 122 13 7 5 1 148 19 1 20 35 2 37 4 1 1 6
6:00 4 0 0 0 0 4 4 0 4 0 0 0 0 0 0 0
7:00 5 0 0 0 0 5 4 0 4 0 0 0 0 0 0 0
8:00 10 0 0 0 0 10 5 0 5 1 0 1 0 0 0 0
9:00 25 0 4 1 0 30 3 0 3 5 0 5 0 0 0 0
10:00 29 0 5 0 0 34 8 1 9 9 0 9 0 0 0 0
11:00 28 1 4 2 0 35 9 0 9 6 1 7 0 0 0 0
12:00 23 0 4 1 0 28 8 0 8 5 0 5 0 0 0 0
13:00 22 0 4 1 0 27 10 0 10 9 0 9 0 0 0 0
14:00 20 0 4 0 0 24 6 0 6 10 0 10 0 0 0 0
15:00 16 0 4 1 0 21 7 0 7 5 0 5 0 0 0 0
16:00 13 0 5 1 1 20 5 0 5 9 1 10 0 0 0 0
17:00 10 0 1 1 1 13 3 0 3 1 0 1 0 0 0 0
18:00 7 0 1 0 0 8 8 1 9 1 0 1 0 0 0 0
19:00 4 0 0 0 0 4 5 0 5 2 0 2 0 0 0 0
20:00 1 0 0 0 0 1 2 0 2 1 0 1 0 0 0 0
LOT 58 LOT 59
Regular CPI Optimal Health PCA Reserved Gregory Swajian PRO Phillip Podiatry Dental Only Subtotal Regular Regular Regular Subtotal Regular Green 20 Minutes Yellow Subtotal Spaces 25 5 3 3 2 1 1 1 1 1 43 6 8 11 1 12 23 2 1 5 1 32 6:00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
7:00 1 0 0 0 1 0 0 0 0 0 2 0 0 0 0 0 0 0 0 0 0 0
8:00 2 0 0 0 1 0 0 0 0 1 4 1 0 0 0 0 2 0 0 0 0 2
9:00 9 0 1 0 1 0 0 1 0 1 13 1 0 0 0 0 4 0 1 3 1 9
10:00 11 0 1 0 2 1 1 1 0 1 18 1 0 3 0 3 5 0 1 1 0 7
11:00 10 0 1 0 2 1 0 1 1 1 17 1 0 3 0 3 6 0 1 2 1 10
12:00 9 0 1 0 2 1 0 1 0 0 14 1 0 3 0 3 5 0 1 2 1 9
13:00 10 0 1 0 2 1 0 1 1 1 17 2 0 7 0 7 6 0 1 2 0 9
14:00 7 0 0 0 2 1 1 1 1 1 14 1 0 6 0 6 5 0 1 1 0 7
15:00 7 0 2 0 1 0 0 1 1 1 13 1 0 3 0 3 4 0 1 3 0 8
16:00 4 0 2 0 1 1 0 1 0 0 9 0 0 4 0 4 3 0 1 4 0 8
17:00 3 0 0 0 1 1 0 0 0 0 5 0 0 1 0 1 4 0 1 0 0 5
18:00 2 0 0 0 1 0 0 0 0 0 3 0 0 1 0 1 1 0 0 0 0 1
19:00 0 0 0 0 1 0 0 0 0 0 1 0 0 0 0 0 0 0 0 0 0 0
20:00 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
LOT 64
Regular Subtotal Regular Subtotal Regular Regular Reserved Subtotal Regular Golf Low Emitting Fuel
Apple Store
Customer Pick
Up Only
Subtotal Regular 15 min Golf Cart Compact Subtotal
Spaces 195 4 199 132 6 138 48 169 9 8 186 153 7 12 10 2 184 322 26 1 44 78 471 6:00 1 0 1 2 0 2 0 2 0 1 3 4 0 0 0 0 4 26 0 0 0 1 27
7:00 1 0 1 4 0 4 0 2 0 1 3 3 0 0 0 0 3 33 0 0 0 3 36
8:00 12 0 12 10 0 10 3 5 0 1 6 10 0 0 0 0 10 58 0 0 0 5 63 9:00 28 0 28 10 1 11 4 24 1 1 26 26 0 0 0 0 26 120 0 0 0 13 133 10:00 39 0 39 16 0 16 6 41 1 1 43 50 0 0 1 0 51 175 1 0 0 17 193 11:00 46 1 47 19 0 19 6 42 3 1 46 81 2 0 1 1 85 183 4 1 0 20 208 12:00 66 2 68 18 0 18 4 43 2 1 46 79 2 0 1 1 83 225 3 0 0 19 247 13:00 79 2 81 28 1 29 4 40 2 1 43 100 1 0 2 2 105 240 2 0 0 19 261 14:00 82 1 83 26 0 26 6 36 1 1 38 94 2 0 3 1 100 321 3 0 0 21 345 15:00 55 1 56 27 2 29 5 43 2 1 46 98 2 0 4 1 105 204 1 0 0 17 222 16:00 48 0 48 20 0 20 5 38 2 1 41 105 1 0 4 2 112 184 2 1 0 20 207 17:00 52 2 54 21 1 22 3 29 1 1 31 93 2 0 3 2 100 173 2 1 0 21 197 18:00 43 2 45 20 1 21 1 27 1 1 29 78 3 0 2 1 84 157 3 1 1 15 177 19:00 34 2 36 20 1 21 1 18 0 1 19 40 1 0 1 0 42 86 2 1 1 6 96 20:00 20 1 21 26 0 26 1 16 2 1 19 25 0 0 1 0 26 53 0 0 1 4 58 Regular 15 Minutes Golf Cart Compact Subtotal Reg Subtotal Regular Customer Parking Reserved Self Parking Subtotal Reg Subtotal Reg Subtotal Reg Subtotal Spaces 337 13 5 8 81 444 45 2 47 78 6 3 4 21 112 45 3 48 20 1 21 86 3 89 6:00 3 0 0 0 0 3 1 0 1 2 1 0 0 0 3 0 0 0 0 0 0 1 0 1
7:00 7 0 1 0 0 8 2 0 2 1 1 0 0 1 3 1 0 1 0 0 0 1 0 1
TIME
LOT 53 LOT 54 LOT 55 LOT 56
TIME
TIME
LOT 57 LOT 60
LOT 62 LOT 63 LOT 65 LOT 66
LOT 61
LOT 67 Lower Level
TIME
LOT 67 Upper Level LOT 68 LOT 69 LOT 70 LOT 71 LOT 72
Project #: 15-6102 Day Wednesday
City: Palm Desert Date: 7/1/2015
Prepared by National Data & Surveying Services
PARKING LOT STUDY
8:00 13 0 1 0 0 14 1 0 1 5 2 0 0 0 7 1 0 1 0 0 0 3 0 3
9:00 24 0 0 0 0 24 9 0 9 12 1 0 1 3 17 3 0 3 3 0 3 22 0 22 10:00 28 0 1 0 0 29 15 0 15 19 1 0 1 5 26 3 0 3 3 0 3 22 0 22 11:00 29 2 1 0 0 32 15 0 15 30 2 1 2 5 40 2 0 2 5 0 5 27 2 29 12:00 43 4 1 0 0 48 16 0 16 38 3 2 2 12 57 2 0 2 5 0 5 27 1 28 13:00 47 1 0 0 0 48 20 0 20 31 2 0 0 16 49 1 0 1 4 0 4 26 0 26 14:00 44 2 0 0 0 46 23 0 23 29 2 0 3 9 43 2 0 2 4 0 4 26 0 26 15:00 31 1 0 0 0 32 21 0 21 26 2 1 3 5 37 1 0 1 5 0 5 26 0 26 16:00 35 0 0 0 0 35 14 1 15 30 3 1 3 10 47 1 0 1 5 0 5 20 0 20 17:00 45 2 0 0 0 47 11 1 12 24 3 2 3 11 43 1 0 1 2 0 2 12 0 12 18:00 69 6 0 0 0 75 13 0 13 47 5 3 0 16 71 1 0 1 0 0 0 5 0 5 19:00 73 5 0 0 0 78 11 0 11 43 3 2 0 17 65 0 0 0 0 0 0 5 0 5 20:00 43 2 0 0 0 45 10 0 10 41 1 1 1 12 56 0 0 0 0 0 0 7 0 7 Regular Subtotal Regular Subtotal Regular Subtotal Regular Authorized Vehicles Only Subtotal Regular Carport RSVD PK Only RSVD For DLI RSVD For Managment RSVD James
P.H.
RSVD Dennis H. RSVD APS Subtotal
Spaces 7 1 8 40 2 42 17 2 19 21 13 34 54 5 17 2 1 1 1 1 2 84 6:00 0 0 0 2 0 2 0 0 0 0 0 0 2 0 0 0 0 0 0 0 0 2
7:00 0 0 0 2 0 2 1 0 1 0 1 1 3 0 0 0 0 0 0 0 0 3
8:00 0 0 0 5 0 5 1 0 1 0 2 2 11 0 10 0 0 0 0 0 1 22
9:00 0 0 0 4 0 4 3 1 4 1 3 4 21 1 12 0 0 1 1 0 1 37
10:00 0 0 0 5 0 5 3 0 3 2 4 6 21 1 12 0 0 1 1 0 1 37
11:00 3 1 4 5 0 5 2 0 2 4 4 8 26 0 11 1 0 1 1 1 0 41
12:00 1 0 1 6 0 6 6 1 7 3 2 5 20 0 12 1 0 1 0 0 1 35
13:00 0 1 1 3 0 3 8 2 10 5 2 7 20 0 7 1 0 1 1 0 1 31
14:00 0 1 1 3 0 3 3 1 4 1 2 3 26 0 8 1 1 0 1 0 1 38
15:00 1 0 1 4 0 4 5 0 5 1 2 3 26 1 8 1 1 0 1 1 1 40
16:00 1 0 1 4 0 4 5 0 5 4 2 6 18 0 7 1 1 0 1 1 1 30
17:00 6 1 7 10 2 12 2 0 2 1 2 3 6 0 4 1 1 0 0 1 1 14
18:00 7 1 8 10 1 11 1 0 1 1 0 1 6 0 1 1 0 0 0 1 1 10
19:00 7 0 7 4 1 5 0 0 0 0 0 0 4 0 1 1 0 0 0 1 0 7
20:00 5 0 5 0 0 0 0 0 0 1 0 1 1 0 0 0 0 0 0 0 0 1
LOT 80
Regular Driveway Subtotal Reg Subtotal Regular Reg Visitor Carport Illegal Subtotal Spaces 24 2 2 Approx 28 54 4 58 11 29 10 59 165 263
6:00 0 0 0 0 1 0 1 0 1 0 1 9 0 11
7:00 1 0 0 1 6 0 6 1 2 0 7 22 0 31
8:00 4 0 1 5 13 0 13 3 8 1 11 42 0 62
9:00 12 0 2 14 14 1 15 3 8 2 18 63 2 93
10:00 10 0 2 12 23 1 24 4 8 2 19 65 0 94
11:00 11 0 2 13 23 1 24 4 12 1 21 71 1 106
12:00 20 0 2 22 24 0 24 4 13 2 41 68 0 124
13:00 16 1 3 20 25 0 25 6 14 2 43 59 0 118
14:00 17 1 3 21 25 0 25 6 14 1 33 59 1 108
15:00 14 0 2 16 16 0 16 4 9 1 23 50 0 83
16:00 15 2 2 19 9 0 9 3 6 0 23 32 0 61
17:00 5 0 2 7 3 0 3 3 3 2 28 19 0 52
18:00 1 0 0 1 1 0 1 2 2 2 23 15 1 43
19:00 2 0 0 2 1 0 1 0 5 1 25 11 0 42
20:00 0 0 0 0 1 0 1 0 0 1 19 12 0 32
TIME
TIME
LOT 73 LOT 74 LOT 75 LOT 76
LOT 78 LOT 79 LOT 81
LOT 77
Project #: 15-6102 Day Wednesday
City: Palm Desert Date: 7/1/2015
001S 002N 002S 003S 007
Regular Green Regular Regular Regular Regular Regular Regular 2 Hour Regular Regular Regular Regular 2 Hour 7am-6pm Regular Regular
Spaces 26 0 27 34 48 15 1 22 23 3 2 44 2 8 1 59 1 62 2 1 46 52 3 6:00 3 0 3 4 8 0 0 0 0 0 0 2 0 0 0 1 0 0 0 0 0 6 0
7:00 4 0 5 5 9 0 0 2 0 0 0 2 0 0 0 2 0 5 0 0 2 13 0
8:00 7 0 11 6 10 1 0 3 0 0 0 4 0 0 0 6 0 5 0 0 7 10 0
9:00 4 0 13 13 15 3 0 7 0 0 0 8 0 0 0 15 0 8 0 0 10 30 0 10:00 8 0 13 13 21 7 1 13 0 0 0 8 0 0 1 18 0 8 0 0 16 26 0 11:00 6 0 12 22 21 9 1 12 3 0 0 11 0 3 1 24 0 14 0 0 12 29 0 12:00 5 0 13 17 25 3 1 12 5 0 0 11 0 3 1 26 0 14 0 0 17 43 0 13:00 12 0 13 13 20 6 1 13 3 0 0 14 0 7 0 20 0 19 0 0 15 34 0 14:00 7 0 13 14 20 8 1 19 5 0 0 14 0 4 0 27 0 16 0 0 14 22 1 15:00 9 0 12 17 14 8 1 14 2 0 0 15 0 3 0 23 0 18 0 0 14 17 0 16:00 8 0 15 13 15 6 1 13 2 0 0 13 0 3 0 20 0 14 0 0 13 17 0 17:00 7 0 13 13 8 2 1 5 1 0 0 8 0 1 0 8 0 10 0 0 7 16 0 18:00 12 0 12 12 8 1 0 6 4 0 0 5 0 0 0 6 0 9 0 0 2 9 0
19:00 14 0 10 10 8 0 0 3 7 0 0 9 0 0 0 3 0 7 0 0 1 12 0 20:00 13 0 8 7 5 0 0 0 6 0 0 11 0 0 0 3 0 6 0 0 1 12 0
012E 012W 013E 014W 015 16
Regular Regular Regular Regular Regular Regular Regular Regular Regular Green Regular Yellow Regular Regular Regular Spaces 41 2 8 2 66 3 38 4 33 1 11 11 15 8 1 6 2 10 6 28 6:00 3 0 2 0 8 0 1 0 0 0 0 0 0 0 1 0 0 0 0 0
7:00 1 0 4 0 10 0 0 0 0 0 0 0 0 0 0 1 0 0 0 0
8:00 5 0 7 0 12 0 1 0 0 0 0 1 0 0 0 1 0 0 0 0
9:00 10 0 7 0 35 0 7 0 4 0 0 2 0 0 0 2 0 3 0 2
10:00 16 0 9 0 23 0 11 0 3 0 3 4 0 1 0 0 0 6 0 9
11:00 16 0 8 1 24 0 18 0 4 0 5 4 1 2 0 1 0 9 0 12
12:00 15 0 7 1 16 0 18 0 6 0 4 4 0 2 0 2 0 6 2 17
13:00 19 0 6 0 23 0 22 0 6 0 4 4 1 1 0 2 0 6 3 16
14:00 6 0 7 0 16 0 28 0 4 0 5 5 1 1 0 2 0 6 3 13
15:00 17 0 8 0 12 0 25 1 4 0 5 5 1 1 0 0 0 4 2 11
16:00 14 0 3 1 21 0 14 0 4 0 3 4 0 2 0 0 0 3 1 6
17:00 30 0 7 0 13 0 16 0 3 0 4 2 0 2 0 2 0 5 3 6
18:00 28 0 6 0 15 0 11 0 3 0 3 2 0 2 0 3 0 4 5 6
19:00 25 0 4 0 11 0 8 0 0 0 2 0 0 3 0 1 0 1 5 5
20:00 23 0 5 0 5 0 4 0 0 0 2 2 0 2 0 2 0 1 5 3
017 018 022 023 024 025 026 027 028 029 030 031 032 033 Regular Regular Regular 20 Minutes
Green Regular 20 Minutes
Green Regular Yellow Regular Regular Regular Regular Regular Regular Regular Regular Regular Regular Regular Regular Spaces 24 11 25 1 26 2 35 2 18 4 26 22 16 24 24 17 2 10 4 2 6:00 0 2 3 0 0 1 0 0 0 0 0 0 2 2 0 0 0 0 0 0
7:00 0 3 3 0 1 1 1 0 0 0 0 0 5 3 1 0 1 0 0 0
8:00 0 2 5 0 0 1 2 0 0 0 1 0 2 7 0 1 0 1 0 0
9:00 1 1 14 0 1 0 9 0 2 0 1 0 4 8 3 1 0 5 0 0
10:00 10 8 20 0 7 0 13 0 3 1 3 2 8 11 7 2 0 5 0 0
11:00 11 6 13 1 8 0 18 0 6 2 12 1 15 22 13 1 0 5 1 0
12:00 17 8 18 0 20 1 16 0 0 4 10 2 14 22 17 3 0 4 0 0
13:00 16 7 22 0 21 0 9 0 3 4 7 5 12 20 14 2 0 1 2 0
14:00 14 7 18 0 15 0 14 0 0 3 8 4 13 21 10 2 0 5 0 0
15:00 7 8 15 0 10 0 12 0 2 2 7 4 14 20 9 1 1 4 0 0
16:00 9 4 10 0 9 0 12 0 3 3 6 7 12 19 14 3 1 5 1 0
17:00 13 5 11 0 16 1 14 0 1 4 7 3 11 26 25 2 2 5 1 0
18:00 13 8 12 0 26 0 9 0 1 4 6 7 12 21 21 2 2 1 0 0
19:00 14 3 13 0 27 0 6 0 0 3 10 4 10 16 22 2 2 0 0 0
20:00 11 0 10 0 22 0 2 0 0 2 8 7 8 12 21 1 2 0 0 0
TIME
Prepared by National Data & Surveying Services
STREET PARKING STUDY
001N 003N 006 008
014E
004N 004S 005N 005S
012
019 020 021
TIME
013W
TIME
009N 009S 010 011
APPENDIX B: SUBAREA LAND USE
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 15, 2024
PREPARED BY: Veronica Chavez, Director of Finance
REQUEST: RECEIVE AND FILE REPORT RELATED TO TRANSIENT OCCUPANCY
TAX COMPLIANCE PROGRAM PERFORMED ON COLLECTIONS
RECEIVED DURING FISCAL YEARS 2018-2019 THROUGH 2020-2021
AND WAIVE CERTAIN FINDINGS
RECOMMENDATION:
1. Receive and file report related to Transient Occupancy Tax (TOT) Compliance Program for collections during Fiscal Years 2018-2019 through 2020-2021.
2. Authorize Director of Finance to waive collection of findings related to attrition and cancellation charges and issue a one-time Notice of Forgiveness.
3. Authorize Director of Finance to collect all other findings and authorize payment to Avenu for completion of Compliance Review Final Report.
BACKGROUND/ANALYSIS:
In September 2022, City staff engaged Avenu Insights and Analytics (Avenu) to conduct a TOT compliance program on the major hotels within Palm Desert. Avenu is a trusted vendor that provides various municipal consulting services and has conducted our Sales Tax analysis and compliance reviews for many years.
The hotels were notified of the review and asked to provide documentation to substantiate TOT amounts remitted to the City from the period of January 2019 through December 2021. Of the 13 hotels selected, 5 hotels were found to have no deficiencies during the period of time under review. The remaining 8 hotels were found to have been underreported in one area or another in a total amount of $225,092.07 in under-reported tax.
Name Finding
Attrition
Fees
Cancelation
Fees
Other Guest
Charges
Accounting
Errors
Over
Deduction Total
11%
Tax Due
Mgmt
Agrees
Best Western Plus P.D. Resort Commendation N/A
Courtyard by Marriott Deficiency $ 57,329.06 $ 57,329.06 $ 6,306.20 NO Fairfield Inn & Suites Deficiency $ 75,008.95 $ 75,008.95 $ 8,250.98 NO Hampton Inn & Suites Deficiency $ 76,498.68 $ 76,498.68 $ 8,414.85 YES Holiday Inn Express & Suites Deficiency $ 4,183.53 $ 4,183.53 $ 460.19 YES Homewood Suites by Hilton Deficiency $ 12,560.05 $ 12,560.05 $ 1,381.61 NO Hotel Paseo Autograph Collection Deficiency $184,190.43 $ 184,190.43 $ 20,260.95 YES JW Marriott Desert Springs Resort Deficiency $537,318.67 $913,121.52 $ 1,450,440.19 $ 159,548.42 NO Marriott's Desert Springs Villas Commendation $ - $ - N/A Marriott's Shadow Ridge Commendation $ - $ - N/A
Residence Inn by Marriott Deficiency $ 38,273.00 $ 144,391.63 $ 3,416.00 $ 186,080.63 $ 20,468.87 YES Springhill Suites by Marriott Commendation $ - $ - N/A
The Westin Desert Willow Villas Commendation $ - $ - N/A $575,591.67 $925,681.57 $264,872.64 $ 276,729.64 $ 3,416.00 $ 2,046,291.52 $ 225,092.07 Under-Reported TOT
City of Palm Desert
Receive and File TOT Compliance Report
The City’s TOT Ordinance requires that collections be made on attrition fees, cancellation fees, and extra guest charges. JW Marriott Desert Springs Resort has submitted a dispute relative to collection made on attrition and/or cancellation fees. Following discussion on the dispute issue with legal counsel, staff believes the best course of action, given the interpretation ambiguity asserted in the ordinance, is to provide a one-time waiver of findings related to attrition/cancellation fees and work with legal counsel to further clarify those areas of the code.
If council agrees with staff’s recommendation, collections will be pursued on the remaining findings of under-reported TOT:
HOTEL UNPAID TAX
Courtyard by Marriott $6,306,20
Fairfield Inn & Suites $8,250.98
Hampton Inn & Suites $8,414.85
Holiday Inn Express & Suites $460.19
Hotel Paseo Autograph Collection $20,260.95
Residence Inn* $16,258.84
TOTAL $59,952.01
*$4,210.03 is related attrition/cancellation fees.
Staff further wants to recognize the five hotels who received commendation from the compliance review. Those hotels are as follows:
Best Western Plus Palm Desert Resort
Marriott’s Desert Springs Villas
Marriott’ Shadow Ridge
Springhill Suites by Marriott
The Westin Desert Willow Villas
The agreement with Avenu is based on the value of their findings. Therefore, Avenu having completed their compliance review report would be entitled to a 30% contingency fee based on the total amount identified as underreported and recovered by the City, for a total of $67,527.62.
Staff recommends Avenu be paid in full for the work provided in full compliance, including those which may receive a one-time waiver.
Legal Review:
This report has been reviewed by the City Attorney’s office.
FINANCIAL IMPACT:
The impact to the General Fund includes collection of $59,952.01 in underreported TOT, a onetime waiver of payment in the amount of $165,140.06, plus the amount due to Avenu based on their findings in the amount of $67,527.62.
ATTACHMENT:
TOT Compliance Review Final Report
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: January 25, 2024
PREPARED BY: Anthony J. Mejia, City Clerk
REQUEST: PALM DESERT REDISTRICTING 2023: PUBLIC EDUCATION AND OUTREACH PLAN SUMMARY REPORT – REPORT ON THE BASIS ON
WHICH THE CITY COUNCIL MADE ITS DECISIONS IN ACHIEVING
COMPLIANCE WITH REDISTRICTING REQUIREMENTS AND CRITERIA [ELECTIONS CODE 21130(F)]
RECOMMENDATION:
1. Receive and file the Redistricting Public Education and Outreach Summary Report.
2. Pursuant to Elections Code 21130(f), approve the report which explains the basis on which the City Council made its decisions in achieving compliance with the redistricting requirements and criteria.
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 Public Education and Outreach Summary Report (Attachment 1) details the efforts to inform the community about the redistricting process along with performance metrics.
Pursuant to Elections Code 21130(f), “the districting body shall issue a report that explains the basis on which the districting body made its decisions in achieving compliance with the [redistricting] requirements and criteria.” The City’s Demographer has prepared the draft report (Attachment 2) based on the comments offered by members of the City Council for selecting “Map 109 Renumbered B.”
Legal Review:
This report has been reviewed by William Priest and the City Attorney’s Office.
City of Palm Desert
Palm Desert Redistricting 2023: Summary Reports
FINANCIAL IMPACT:
As noted in the Public Education and Outreach Plan, the City allocated $155,000 in financial resources towards the redistricting effort as follows:
Provider Service Amount
National Demographics Corp. Demographer Services $60,000 Tripepi Smith Outreach & Engagement Services $60,000
($40,000 for consulting &
$20,000 advertising)
Professional Interpreting On-Call Spanish Translation and Interpreter Services
$5,000
CASL Interpreting On-Call American Sign Language
Interpreter Services
$5,000
Printing & Mailing Company Citywide Mailer $25,000
Total $155,000
Below are the actuals for the services noted above:
Provider Service Amount
National Demographics Corp. Demographer Services $43,500 Tripepi Smith Outreach & Engagement Services $28,662
Google Ads Advertising $ 5,550
Facebook Ads Advertising $ 4,374
Spotify Ads Advertising $ 519
Pandora Ads Advertising $ 858
Radio Ads Advertising $ 7,863
Collateral Materials Printed Map Posters $ 158
Best, Best, & Krieger Legal Services $ 8,481
Professional Interpreting On-Call Spanish Translation and Interpreter Services
$ 3,320
CASL Interpreting On-Call American Sign Language
Interpreter Services
$ 1,120
Xpress Graphics Citywide Mailer/Advertising $13,840
Total $118,245
ATTACHMENTS:
1. Public Education & Outreach Summary Report
2. Elections Code 21130(f) Report
1 Redistricting Public Education
and Outreach Summary Report
January 25, 2024
2 Table of Contents
Table of Contents 2
Introduction 3
Building An Outreach Team 3
Spanning Channels of Outreach 3
Public Engagement and Outreach Plan 4
Dedicated Redistricting Website 4
Collateral Materials 7
Social Media 7
Flyer 7
Mailer 8
Press Releases 9
Paid Advertising 9
Radio Ads 9
English Radio Ads 10
Mix 100.5, 10
K-NEWS 104.7 10
Spanish Radio Ads 10
La Poderosa - 96.7 10
La Suavecita - 107.1 10
Google Ads 10
Search Ads 10
Display Ads 12
Meta Ads 13
English Ads 13
Spanish Ads 13
Spotify 14
Pandora 14
Media Mentions 14
Outreach to Community-Based Organizations and Partner Agencies 16 Direct Outreach 16
Community Workshops 16
3 Introduction
The City of Palm Desert launched a robust outreach effort to reach across the community to engage and educate the public about the redistricting process. This Outreach Summary Report aims to provide a high-level overview of the outreach philosophy, process, and results to date.
Building An Outreach Team
Palm Desert built a team of professionals to effectively execute the community outreach component of the project. This team includes Palm Desert staff, Tripepi Smith and National Demographics Corporation (NDC). These parties have been meeting jointly on regular calls to discuss the project and coordinate efforts. Integrating the demographer (NDC) into the outreach plan was designed to ensure that communications properly contributed to the broader goals of public information and drawing maps. This team approach has helped to eliminate silos of knowledge in this critical project.
Tripepi Smith was engaged as an outreach expert on the redistricting process. The firm has a history of collaboration with NDC and has worked with other agencies to assist with their redistricting efforts.
These outreach efforts were completed in close coordination with Palm Desert staff members.
Spanning Channels of Outreach
Palm Desert leveraged an array of outreach platforms to connect with the public. These included:
● The City’s dedicated redistricting website - RedistrictPD.org ● The City’s social media channels, including Facebook, and X (formerly Twitter) ● Direct outreach to community groups
● Print and web flyer
● Mailer
● Digital and radio advertising
● Press releases/media outreach
● Community meetings throughout the City and via Zoom
4 Key highlights of outreach efforts to date include:
● Public Engagement and Outreach Plan, adhering to Assembly Bill 764 requirements. ● Rollout of the redistricting webpage, RedistrictPD.org, where extensive resources are available for the public to learn about the redistricting process, access all the materials and meeting information, and to draw maps based upon their understanding of communities of interest and submit them for consideration.
● 17 social media posts spread across Facebook and X.
● One informational flyer sharing background redistricting information and encouraging resident involvement.
● One bilingual (English and Spanish) mailer explaining redistricting and encouraging participation, which was sent to every resident in Palm Desert. ● News releases distributed to the City’s media contacts and published on the City’s redistricting website.
● Paid advertisement on several English and Spanish radio stations. ● Paid advertisement on Meta to promote engagement in English and Spanish. ● Direct contact with approximately 14 community-based organizations to drive awareness of the District’s redistricting process and promote opportunities to participate in community meetings.
● Three community workshops to go over the redistricting process and gather public input on neighborhoods and communities of interest. Two map drawing workshops to demonstrate the use of mapping tools.
Public Engagement and Outreach Plan
The City of Palm Desert's staff produced a Public Engagement and Outreach Plan, adhering to Assembly Bill 764 requirements. This report aims to cover Election Code 21160 provisions, providing a comprehensive overview of the process and its procedural details and was referenced throughout the corresponding process.
Dedicated Redistricting Website
RedistrictPD.org went live on August 24, 2023. The website serves as a one-stop location for the public to learn about the redistricting process and is also available in additional languages through the Google Translate plugin. The website was updated regularly to include the most accurate information about the process. From August 24, 2023, to January 8, 2024, there have been 8,191 Sessions on the City’s redistricting website. A Session is the period of time a user is actively engaged with the website. Throughout the process, the website’s Sessions came from 5,915 users who viewed 11,448 pages.
5 User Activity has been fairly consistent throughout the process, with peaks around workshop and public hearing dates. Activity dropped off in January 2024, likely due to fewer updates being shared as the process comes to a close.
The homepage of the website had the most hits with 8,304 views, and the Schedule and Draw a Map pages followed with 1,001 and 884 views, respectively. This shows interest from the public in attending workshops and public hearings and drawing maps for consideration.
Users also tended to visit the Draft Maps page multiple times, about 3, showing that residents are interested in reviewing the draft maps and staying up to date throughout the process.
6 3,106 users came to the website directly via the RedistrictPD.org URL which could be found on all materials and media produced by the City. The website gained 1,387 new users through the search ads being run on Google (Paid Search) and 952 new users from social media posts shared by the City (Organic Social).
The City’s districting website is also mobile optimized, creating a positive experience for users on any device, especially the 79% of users who used mobile devices to access the website.
Palm Desert’s website successfully served as the main location for users from a variety of sources to find more information about the redistricting process and get involved.
7 Collateral Materials
Social Media
The City of Palm Desert scheduled 17 total posts across Facebook and X. Each social media post included a descriptive English caption and an invitation to visit the redistricting webpage. Some posts were also shared in Spanish. (Note that a Facebook user can choose to see all post verbiage in Spanish or another language of their choice, depending on their personal Language Settings.) Social media content included:
● Announcements about community meetings, map drawing workshops and public hearings.
Flyer
Palm Desert produced one flyer promoting resident involvement in the redistricting process and general districting information. The flyer was also translated into Spanish.
The flyer was shared and distributed at community group presentations, including the community workshops and map-drawing workshops.
8 Mailer
The City also produced a mailer in English and Spanish to briefly explain the redistricting process and encourage resident participation. The mailer was sent to each residence and business in the City in addition to registered voters who do not live within city limits.
9 Press Releases
Throughout the process, the City of Palm Desert has pushed out one press release to more than 45 local and regional media contacts to introduce the redistricting process. To increase coverage, the City also utilized X to broaden exposure for the release.
The City plans to push out a final press release informing residents of the adopted map and election sequence.
Paid Advertising
The City of Palm Desert expanded outreach efforts to include paid advertising and increase the overall reach of the redistricting efforts. Advertising platforms included radio ads, Google Ads, Meta Facebook ads, Spotify and Pandora.
An initial round of advertising ran from September to November 2023. A second round ran from September 2023 to January 2024. Each round notified residents of the redistricting process and encouraged participation.
Radio Ads
The City ran radio ads on English and Spanish channels including Mix 100.5, K-NEWS 104.7, La Poderosa 96.7 and La Suavecita 94.7 for 10 weeks. More information for these is highlighted below:
10 English Radio Ads
Mix 100.5,
● Spot Placements: 112
● Estimated Net Reach: 25,300
● Estimated Impressions: +238,800
K-NEWS 104.7
● Spot Placements: 32
● Estimated Net Reach: 9,500
● Estimated Impressions: +238,800
Spanish Radio Ads
La Poderosa - 96.7
● Spot Placements: 95
● Estimated Net Reach: 40,800
La Suavecita - 107.1
● Spot Placements: 76
Google Ads
Search Ads
Google Search Ads appear on the Google search engine results page when users conduct relevant searches using specific keywords or phrases. The City ran Google Search Ads in English and Spanish. The keywords employed for the City's Google Search Ads, active from September 2023 to January 2024, underwent continuous modifications for optimization. To broaden impact, English Search Ads were optimized to translate keywords into Spanish based on users’ language settings. Keywords included but were not limited to:
● A City Map
● All District Map
● Boundary Map
● Boundary Search
● City Council Elections
● City Council Redistricting
● City of Palm Desert
● Community District Map
● Council Boundary Map
● Council Maps
● Dave’s Redistricting
● District Boundaries
● District Election Maps
● District Location
● District Map
● Downtown Palm Desert
● Draft Map
● Gerrymandering Map
● New Districts
● New District Map
11 ● New Redistricting Map
● Palm City Map
● Palm Desert City Hall
● Palm Desert Districts
● Palm Desert Map
● Palm Desert Shopping Center
● Palm Desert Town Center
● Palm Desert Zoning Map
● Palm Map
● Redistricting Criteria
● Redistricting Map
● Redistricting Maps
● Redistricting Meaning
● Redistricting Process
● Redistricting Tool
● Riverside County Districts
● Riverside County Redistricting
● Zoning District By Address
● 2022 Redistricting
Spanish Search Ad keywords included but were not limited to the following:
● Ayuntamiento de Palm Desert
● Centro Commerical de Palm Desert
● Centro de Palm Desert
● Centro Urbano de Palm Desert
● Ciudad de Palm Desert
● Criterios de Redistribución de
Distritos
● Distritos de Palm Desert
● Mapa de Distritos
● Mapa de distritos del comunitario
● Mapa de la Ciudad
● Mapa de Palm
● Mapa de Palm Desert
● Mapa de todos los Distritos
● Mapa de Zonificación de Palm
Desert
● Mapa Nueva de Redistribución de
distritos
● Municipalidad de Palm Desert
● Nueva Mapa de Redistribución de
distritos
● Palm Desert
● Redistribución de Distritos del
Concejo Municipal
● Redistribución de distritos de 2022
● Significado de redistribución de
distritos
Overall, the English Search ad garnered the following results:
● 1
Impressions – 17,065
● Clicks – 1,067
The Spanish Seach ad garnered:
● Impressions: 6,455
● Clicks – 156
1 Impression: Each time an ad is shown on a search result page or other site on the Google Network.
12 Google Search Ad Examples:
Display Ads
The City of Palm Desert implemented Google Display Ads in both English and Spanish to enhance the diversity of Google Advertising. These visually captivating ads, featured on the Google Display Network, aimed to disseminate information on third-party websites. The Google Display Ads campaign spanned from October to January, and key performance metrics are outlined below:
English Display Ads:
● Impressions: 170,651
● Clicks: 350
Spanish Display Ads:
● Impressions: 104,807
● Clicks: 163
Google Display Ad Examples:
13 Meta Ads
The City of Palm Desert ran ads on Meta to further boost awareness of the districting effort via social media. These ads included graphics and copies encouraging residents to learn more about the district formation process and participate in the process.
Two ads ran in English and Spanish between September 2023 and January 2024, with links routing viewers to RedistrictPD.org. The ads had a combined reach of over 72,000 and 4,517 link clicks. Detailed metrics for each ad are listed below.
English Ads
September 19 - November 1, 2023:
● 2Reach: 15,894
● Link Clicks: 548
November 3, 2023 - January 11, 2024:
● Reach: 21,357
● Link Clicks: 2,289
Spanish Ads
September 19 - November 1, 2023:
● Reach: 20,199
● Link Clicks: 427
November 3, 2023 - January 11, 2024:
● Reach: 14,943
● Link Clicks: 1,253
2 Reach: the number of accounts that saw the ads at least once.
14 Spotify
Music streaming services, like Spotify and Pandora, offer a unique opportunity to reach viewers who are actively
engaged with the content and more likely to pay
attention to ads.
The City of Palm Desert created two 30-second audio advertisements to stream on Spotify between September 2023 and January 2024. The advertisements were specifically targeted to Palm Desert zip codes and were shared with users over the age of 18.
The first ad ran in English and garnered 35,252 impressions, reached 4,877 users and had 53 clicks.
Ad completion rate is the percentage of users who listen through the full advertisement. Palm Desert’s first ad had a 95% ad completion rate.
The City ran a second audio advertisement in English and Spanish after the map drawing deadline. The English advertisement had 44,638 impressions, reached 6,655 users, had 50 clicks and had a 95% ad completion rate. The Spanish advertisement had 6,611 impressions, reached 916 users, had 3 clicks and had a 98% ad completion rate.
Pandora
In tandem with the Spotify audio advertisement, the City of Palm Desert ran ads on Pandora, targeting users in
Palm Desert over the age of 18.
The first ad ran in English and garnered 13,975
impressions and reached 4,872 users.
Listen-through rate is the percentage of users who listen to the full advertisement. Palm Desert’s ad had a 98% listen-through rate.
The second round of advertising ran in English and Spanish. The English ad had 13,915 impressions, reached 7,916 users and had a listen-through rate of 96%. The Spanish ad had 13,915 impressions, reached 4,771 users and had a listen-through rate of 97%.
Media Mentions
Several media outlets followed the redistricting process and shared updates with residents throughout. These publications complemented the City’s outreach efforts and expanded the overall reach. Media outlets and their publications are listed below.
15 Coachella Valley Independent:
● Five Districts Confirmed: After Years of Obfuscation and Controversy, the Palm Desert City Council Agrees to Move Away From its Odd Two-District System ● Protecting the Incumbents? Despite Opposition, the Palm Desert City Council Votes to Advance Only One Redistricting Map and Election Schedule Desert Sun:
● Palm Desert Council Agrees to Switch to Five Voting Districts Ahead of 2024 Election ● Palm Desert Council’s Favored District Map Draws Criticism for Splitting City’s North End
● Stay on Course, Palm Desert City Council, in Getting Redistricting Done ● Palm Desert Council Reaffirms Support for Map Splitting City’s North End Despite Pushback
● Desert Sun’s Editorial Stance on Palm Desert Redistricting is on Point. Keep the Forward Movement
● Palm Desert Council OKs Final Redistricting Map for Transition From Two to Five Districts
KESQ:
● Palm Desert City Council to Discuss Redistricting Options ● Palm Desert City Leaders Vote to Transition to 5 Districts, Meeting Voter Demands ● City of Palm Desert Inviting Residents to Weigh in on Redistricting ● Proposed District Map Remains Center of Controversy in Palm Desert Redistricting Process
● Palm Desert Moves Forward with Proposed District Map Amid Objections from Northside Residents
● Palm Desert City Council Approves Final Redistricting Map K-News Radio:
● Palm Desert Finalizing 5 Voting Districts in Town
NBC Palm Springs
● Public Invited to Workshop About Redistricting Process in Palm Desert Public CEO
● City of Palm Desert Begins Redistricting Process
Uken Report
● Palm Desert Redistricting 2023
● Democrats to Meet on Palm Desert Redistricting
● Five Districts for Palm Desert [Opinion]
16 Outreach to Community-Based Organizations and
Partner Agencies
Direct Outreach
Tripepi Smith, on behalf of Palm Desert, contacted four community-based organizations via email. Each organization was encouraged to get involved in the process and to share information about the redistricting process with their constituents. The following organizations were contacted:
1. Desert Valley Builders Association
2. League of Women Voters - Riverside
3. Palm Desert Area Chamber of Commerce
4. Rotary Club of Palm Desert
Additional direct outreach was conducted by City staff to:
1. Palm Desert Chamber of Commerce
2. Palm Desert Greens Democrats & Republican Clubs
3. Portola Country Club
4. Rotary Club of Palm Desert
5. Soroptimist International of Palm Desert
Other direct outreach by the City included sharing the outreach plan with ACLU and Common Cause, holding an individual map drawing class for a resident, and participating in an interview about the redistricting process with KESQ.
Community Workshops
Palm Desert held its first districting Community Workshop and two Map Drawing Workshops to engage the public, seek input on communities of interest and assist with map drawing. ● September 6, 2023 – Virtual, via Zoom
● October 4, 2023 – Virtual, via Zoom
● October 16, 2023 – Virtual, via Zoom
The City held a second round of two Community Workshops to encourage residents to provide feedback on draft maps and share map elements they agree or disagree with. ● November 29, 2023 – Palm Desert iHub
● December 6, 2023 – Hybrid, via Zoom and Palm Desert Civic Center During all workshops, Spanish and ASL Interpreters were on-site and available. Recordings of each community workshop were posted to the redistricting webpage following each meeting to be used as a public resource.
1 CITY OF PALM DESERT
2023 ADOPTED CITY COUNCIL ELECTION DISTRICT BOUNDARIES
REPORT PURSUANT TO ELECTION CODE 21130(f)
On January 25, 2024, the Palm Desert City Council unanimously adopted “Map 109 Renumbered B” as the official district boundaries for City Council. Elections for Districts 1, 2, and 3 will be held in November 2024, with Districts 4 and 5 following in December 2026 to complete the transition to five single-member districts.
As required by Election Code 21130(f), the following report explains the basis on which the districting body made its decisions in achieving compliance with the requirements and criteria described in Section 21130:
Election Code 21130(a) states:
(a) Following or concurrent with the decision to establish district-based elections for a legislative body, or following each federal decennial census for a legislative body that is already elected using district-based elections, the districting body shall, by ordinance or resolution, adopt boundaries for all of the election districts of the legislative body so that the election districts shall be substantially equal in population as required by the United States Constitution.
(1) Population equality shall be based on the total population of residents of the local jurisdiction as determined by the most recent federal decennial census for which the redistricting data described in Public Law 94-171 are available. (2) Notwithstanding paragraph (1), an incarcerated person, as that term is used in Section 21003, shall not be counted towards a local jurisdiction’s population, except for an incarcerated person whose last known place of residence may be assigned to a census block in the local jurisdiction, if information about the last known place of residence for incarcerated persons is included in the computerized database for redistricting that is developed in accordance with subdivision (b) of Section 8253 of the Government Code, and that database is made publicly available.
On January 25, 2024, the City Council adopted its Ordinance No. 1406 adopting election district boundaries substantially equal in population balance as required by the United States Constitution and in accordance with Election Code 21330(a)(1) and (2). Under federal law, districts are presumed constitutional if the difference between the deviation from the ideal population of the largest and smallest districts is less than ten percent. In the City’s adopted map, District 4 is the largest district at 10,659 people and a deviation from the ideal population of +3.86 percent. District 1 is the smallest district at 9,777 people and a deviation from the ideal of -4.74 percent. The difference between those two percentages is 8.59 percent, safely below ten percent.
Election Code 21130(b) states:
(b) The districting body shall adopt election district boundaries that comply with the United States Constitution, the California Constitution, and the federal Voting Rights Act of 1965 (52 U.S.C. Sec. 10301 et seq.).
(1) Consistent with the districting body’s existing obligations under the federal Voting Rights Act, the districting body shall determine whether it is possible to create an
2 election district or districts in which a minority group is sufficiently large and geographically compact to constitute a majority in a single-member district, as set forth in Thornburg v. Gingles, 478 U.S. 30 (1986), and as interpreted in case law regarding enforcement of the federal Voting Rights Act with respect to redistricting.
The districting body shall publish on its redistricting web page, at a minimum, the results of its analysis within seven days of completing the analysis or prior to adopting election district boundaries, whichever occurs first.
(2) If the districting body, consistent with its existing obligations under the federal Voting Rights Act, conducts an analysis to determine whether “racially polarized voting,” as defined in case law regarding enforcement of the federal Voting Rights Act, exists in the local jurisdiction, the districting body shall publish on its redistricting web page, at a minimum, a summary of its analysis and findings within seven days of completing the analysis or prior to adopting election district boundaries, whichever occurs first.
In accordance with Election Code 21330(b)(1) and consistent with the districting body’s existing obligations under the federal Voting Rights Act, the City Council has determined that it is not possible to create an election district or districts in which a minority group is sufficiently large and geographically compact to constitute a majority in a single-member district, as set forth in Thornburg v. Gingles, 478 U.S. 30 (1986), and as interpreted in case law regarding enforcement of the federal Voting Rights Act with respect to redistricting. In the City’s previous districting and redistricting processes, Council District 1 was drawn to elect, and succeeded in electing, a candidate anecdotally known to be preferred by protected class voters, even though no single protected class constitutes a majority of the Citizen Voting Age Population in the district. The current redistricting leaves Council District 1 in place unchanged. The result of this analysis was published on the City’s redistricting web page prior to adopting election district boundaries.
The City did not conduct a racially polarized voting analysis as described in Election Code 21130(c)(2).
Election Code 21130(c) through (e) states:
(c) The districting body shall adopt election district boundaries using the following criteria as set forth in the following order of priority:
(1) To the maximum extent practicable, election districts shall be geographically contiguous. Areas that meet only at the points of adjoining corners are not contiguous. Areas that are separated by water and not connected by a bridge, tunnel, or regular ferry service are not contiguous.
(2) To the maximum extent practicable, and where it does not conflict with the preceding criterion in this subdivision, the geographic integrity of any local neighborhood or local community of interest shall be respected in a manner that minimizes its division. A “community of interest” is a population that shares common social or economic interests that should be included within a single election district for purposes of its effective and fair representation. Characteristics of communities of interest may include, but are not limited to, shared public policy concerns such as education, public safety, public health, environment, housing, transportation, and access to social services. Characteristics of communities of interest may also include, but are not limited to, cultural districts, shared socioeconomic characteristics, similar voter registration rates and participation rates, and shared histories. Communities of
3 interest do not include relationships with political parties, incumbents, or political candidates.
(3) To the maximum extent practicable, and where it does not conflict with the preceding criteria in this subdivision, the geographic integrity of a city or census designated place shall be respected in a manner that minimizes its division. This paragraph does not apply to a city.
(4) To the maximum extent practicable, and where it does not conflict with the preceding criteria in this subdivision, election districts shall be bounded by natural and artificial barriers, by streets, or by the boundaries of the local jurisdiction.
Election district boundaries should be easily identifiable and understandable by residents.
(5) To the maximum extent practicable, and where it does not conflict with the preceding criteria in this subdivision, election districts shall be drawn to encourage geographical compactness in a manner that nearby areas of population are not bypassed in favor of more distant populations.
(d) The districting body shall not adopt election district boundaries for the purpose of favoring or discriminating against an incumbent, political candidate, or political party.
(e) The districting body shall not adopt election district boundaries using any criterion that is prioritized over the criteria in subdivision (c) or that, expressly or as applied, conflicts with one of the requirements in subdivisions (a) to (d), inclusive, except as provided in subdivision (g).
The election district boundaries were adopted using the criteria as set forth in Election Code 21130(c)(1) through (5) in order of priority. The City Council did not adopt election district boundaries for the purpose of favoring or discriminating against an incumbent, political candidate, or political party. The City Council did not adopt election district boundaries using any criterion that is prioritized over the criteria in subdivision (c) or that, expressly or as applied, conflicts with one of the requirements in subdivisions (a) to (d), inclusive.
The basis on which the City Council made its decision were the requirements and criteria of Election Code 21130, including, in part, the following identified communities of interest:
1. The redrawn election district boundaries do not split neighborhoods (gated communities and HOAs).
2. District 2 is a highly compact district uniting the communities and neighborhoods in the southern region of the city and whose borders follow clear and major visible features (the freeway and the canal).
3. District 3 keeps residents bordering the Mid-Valley Channel together, as proximity to the channel (and flood-related issues) creates a number of shared geographic and policy concerns, including potential flooding and transportation impacts.
4. District 3 keeps residents bordering the future commuter rail infrastructure together.
5. District 5 places Portola Country Club and Desert Green 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.
4 6. The border of District 5 also follows clear visible boundaries: Gerald Ford Drive, Portola Avenue, and the boundary wall of the Portola Country Club mobile home community.
7. Map 109 balances future population growth between two districts, thus minimizing the potential population differences among the districts over time.
8. District 4 includes residents along Fred Waring Drive who share a community of interest due to traffic safety concerns, as Fred Waring Drive is a major commuter arterial. The high school is located in District 4, and there are traffic safety concerns as students walk or bicycle along Fred Waring Drive. The residents in the northeastern portion of District 4 have a shared transportation and public safety concern from the traffic impact of commuters cutting through their neighborhoods while trying to find alternative routes to slow traffic on Fred Waring.
9. District 4 residents bordering the oddly positioned territory of Indian Wells are a community of interest as they work together on issues such as traffic management and police, fire, planning and similar partnerships between Palm Desert and Indian Wells.
No identified neighborhoods, gated communities, or homeowner’s associations are split into two or more districts. Portions of two school districts, Desert Sands Unified School District and Palm Springs Unified School District, overlap the city. The population of Desert Sands Unified School District requires it to be split into more than two districts. Proposals that would keep Palm Springs Unified School District in a single district were considered, but those proposals divided a number of the neighborhoods and communities of interest identified above. There were no other identified communities of interest that were split into two or more districts.
Submitted by:
____________________________________
Anthony J. Mejia
City Clerk
Approved by the Palm Desert City Council on ___________, 2024.
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 15, 2024
PREPARED BY: Shelby Goodwin, Special Events Coordinator REQUEST: APPROVAL OF PARK ORDINANCE WAIVERS FOR THE 2024 PALM DESERT HALF MARATHON AND 5K AND WILDFLOWER FESTIVAL
EVENTS
RECOMMENDATION:
Approve temporary waiver of the following Palm Desert Municipal Code (PDMC) sections for the 2024 Palm Desert Half Marathon and 5K and Wildflower Festival Events:
a. 11.01.20 (Hours of Use in City Parks)
b. 11.01.140 (Amplified Sound in City Parks)
c. 11.01.080 H (Camping)
d. 11.01.080 O (Placement of Advertising Signage in City Parks) e. 11.01.080 Q (Vendor Sales in City Parks)
f. 11.01.080 W (Possession/Consumption of Alcohol in City Parks) pursuant to PDMC 9.58.040 BACKGROUND/ANALYSIS:
On December 14, 2023, the City Council approved road closures for the Palm Desert Half Marathon and 5K event scheduled for Sunday, February 18, 2024. The event producer is requesting permission to have a fenced beer garden during the event at the Palm Desert Civic Center Park, which per the Administrative Policy for Use of City-Owned Facilities adopted by the City Council at its June 8, 2023, meeting, requires City Council approval for City-sponsored events.
The Wildflower Festival event producer is also planning to have a fenced beer garden at their event scheduled for Saturday, March 2, 2024, at the Palm Desert Civic Center Park. This would also require City Council approval as a City-sponsored event.
Additional park ordinance waivers related to each event including use of park hours, amplified sound, placement of advertising signage, and vendor sales are included for approval as well as for the camping waiver, this is being requested so that the event organizers can begin set-up the night before each event and overnight security will be provided.
Moving forward, consistent with the Administrative Policy for Use of City-Owned Facilities, staff plans to bring forward one (1) staff report annually for all City-sponsored events requesting approval of park ordinance waivers for City Council approval.
Legal Review:
This report has been reviewed by the City Attorney’s office.
City of Palm Desert
Park Ordinance Waivers for the 2024 Palm Desert Half Marathon and 5K and Wildflower Festival
Strategic Plan:
Approval of park ordinance waivers for these events would impact the following priorities outlined in the 2013-2033 Strategic Plan, Envision Palm Desert – Forward Together:
Parks and Recreation Priority 3: Make recreational and exercise opportunities available in all public spaces.
Economic Development Priority 3: Create and attract entertainment and events to enhance and expand the Palm Desert economy and lifestyle.
Tourism and Marketing Priority 2: Grow existing events and develop new events to enhance the desirability of Palm Desert as a year-round destination.
FINANCIAL IMPACT:
Sponsorships in the amount of $10,000 were approved by the City Council for the 2024 Palm Desert Half Marathon and 5K and $15,000 for the Wildflower Festival as part of the Fiscal Year 2023/24 City Sponsored Events Budget. There is no fiscal impact associated with this request.
ATTACHMENT:
Administrative Policy for Use of City-Owned Facilities
Resolution No. 2023-070
Exhibit A
CITY OF PALM DESERT
ADMINISTRATIVE PROCEDURES
Subject ADMINISTRATIVE POLICY FOR USE OF CITY
OWNED FACILITIES
Policy No.
Date Issued: June 8, 2023
Approved by Resolution No. 2023-070
Authored by Public Works Department
I. PURPOSE
The City of Palm Desert owns, operates, manages, and leases a variety of indoor and outdoor space. The intended purpose of those spaces ranges from indoor spaces that are dedicated solely for the conduct of City business to outdoor spaces that promote a diversity of uses. Such spaces include the pavilions and playing fields that can be reserved in advance at the Palm Desert Civic Center Park, Hovley Soccer Park, and Freedom Park together with the Palm Desert Civic Center Park amphitheater that can be rented for larger events. The Palm Desert Community Center and Portola Community Center, both operated by the Desert Recreation District, are additional facilities that can be rented, along with the Palm Desert Aquatic Center, operated by the Family YMCA of the Desert.
The purpose of this policy is to support the:
• City regulations adopted as Chapter 11.04, Park Reservations and Park Use Permit, as part of the Palm Desert Municipal Code;
• Existing agreements with the Desert Recreation District for annual park services and the lease of the Palm Desert Community Center (Contract No. C32410, as amended, and Contract No. C39690);
• Existing Facility Use Agreement for lease of space within the Portola Community Center;
• Existing agreement with the Family YMCA of the Desert for the management and staffing of the Palm Desert Aquatic Center (Contract No. C36620, as amended); • Existing City Resolutions 2015-34 and 2015-96, establishing a sports facilities use policy and authorizing modifications to the Facility Use Agreement for Youth Sports Organizations, respectively; and
• Rules, regulations, and policies of the Desert Recreation District and the Family YMCA of the Desert.
Resolution No. 2023-070
It also serves to create a consistent and uniform City policy directed to the prioritization of uses within certain spaces, including the restriction of some uses that would either interfere with the operation of the Palm Desert Civic Center or the simultaneous use and enjoyment of other outdoor spaces within the City’s parks.
This policy clarifies those fees and charges that are due to reserve and use a space by each agency, as may be applicable, and establishes a procedure by which fee waivers may be requested for the waiver of City fees.
This policy is intended to complement the existing policies adopted by the Desert Recreation District and the Family YMCA of the Desert and has been carefully reviewed to avoid any intentional conflict. Should conflict be identified in the future, the City reserves its ability to interpret this policy or to make amendments to it at a later date under the authority granted to the City Manager under the Palm Desert Municipal Code.
II. SCOPE
This policy and procedure addresses all indoor and outdoor spaces owned, operated, managed, and leased by the City of Palm Desert.
III. DEFINITIONS
A. “Amusement Activities” means rock walls, rollercoasters, funhouses, gaming trucks, laser tag, ice skating, or other rides or amenities.
B. “City” means the City of Palm Desert, California.
C. “Commercial Use” means any event organized and conducted by a person, organization or company that does not qualify as a tax-exempt, non-profit organization or governmental agency, and is not a youth recreation/sports league (Class IV).
D. “Commercial Recreation League” means a recreation/sports league that does not qualify as a tax-exempt, non-profit organization or governmental agency, including organized adult leagues (Class III).
E. “Community Use” means any event organized and conducted by a person, organization or company that qualifies as a tax-exempt, non-profit organization or governmental agency, and that is open to the public (Class II).
F. “Community Recreation League” means a recreation/sports league that qualifies as a tax-exempt, non-profit organization or governmental agency (Class I).
G. “Event” means an occurrence of a local celebration, fundraiser, athletic, cultural, or educational activity.
Resolution No. 2023-070
H. Inflatables” means temporary air-filled play structures commonly known as bounce houses, jumpers, blow-up slides, etc., with or without water features.
I. “League” means a group of sports teams or individual athletes that compete against each other in officiated games in a specific sport.
J. “Open to the public” means any area on City property where the public is allowed to be present and may move unfettered. Areas that are open to the public include, but are not limited to, City parks, City parking lots, and any areas of City facilities that provide direct services to the public.
K. “Private Use” means an event that is not open to the public. Private Use events include those organized by both residents and non-residents of Palm Desert.
L. “Regional park” means a park that is 20 acres or larger in size. Up to 50 people may gather in regional parks without obtaining a permit. Group gatherings of 50 people or more are required to obtain a permit.
IV. RESERVABLE AND OPEN USE SPACES AND FACILITIES
Reservable spaces within the City are limited. Due to this limitation, there is a potential that not all requests for reservation will be granted. In the event that the City receives multiple applications for the use of the same facility on the same date, the application that was filed first shall receive priority. In addition, should an organization successfully make a reservation, this does not guarantee availability for future use.
Special event requests that also encompass areas outside of the City parks or facilities are subject to approval of a separate Special Events Application.
The following spaces are available for reservation and use within the City:
A. Palm Desert Civic Center
a. Civic Center Park Pavilions (5 pavilions)
b. Ball fields and courts (4 baseball fields*, 6 tennis courts, 4 beach volleyball courts, 3 basketball courts)
c. Civic Center Park Amphitheater
d. Palm Desert Aquatic Center
B. Palm Desert Community Center & Gymnasium (Gymnasium
(basketball/volleyball/pickleball), 2 multipurpose rooms) C. Portola Community Center (2 Multipurpose rooms) – only Class I or Class II non-profit community groups based in the City of Palm Desert D. Freedom Park Baseball Fields* (3 baseball fields, 1 football field, 1 soccer field) E. Hovley Soccer Park Fields* (5 soccer fields)
F. Palm Desert City Council Chambers – only Class II governmental organizations G. Other Parks & Open Spaces not listed above
* Use of these spaces by Class I (Community Recreation Leagues) also may permit the use of the corresponding snack bar. The use of the snack bars is subject to approval by the Director of Public Works and contingent upon the user
Resolution No. 2023-070
organization providing adequate maintenance and care of City property per the Facility Use Agreement.
V. RESERVATION PROCESS
A. Application and Fees
Facility rentals for activities or events are required for groups gathering in a regional park with an anticipated attendance of 50 people or more. Applications must be completed and submitted to the organization contracted by the City for management of the facility. Additional fees apply for groups of over 100 people.
Organizations requesting use of both City parks and areas within the public right-of-way are required to complete a Special Event Application. City facilities must be used for the purpose stated in the application, or the event/use is subject to cancellation without refund.
Applications must be completed at least 30 days in advance for all reservations.
For amphitheater rental, applications may be submitted up to 180 days in advance. For all sports fields and courts, applications may be submitted 120 days in advance for the season or year. Other facility rentals may also be submitted 120 days in advance of the event or use.
The City reserves the right to refuse the use of any facility if the applicant fails to comply with the terms of this Policy, any applicable laws, rules, and regulations, or if the planned event is not an appropriate usage of the requested facility. Any infraction of the terms of this Policy, any applicable laws, rules, and regulations shall be cause for refusal of any further use of City facilities for a period of 3 years.
B. Fees will be assessed based on the City of Palm Desert Master Fee Schedule (Attachment A). Fees are calculated based on the following Class system:
• Class I: Community Recreation League
• Class II: Community Use
• Class III: Commercial Recreation League
• Class IV: Commercial Use
• Class V: Private Use
Fees for the use of City facilities are set in Attachment A and Attachment B.
Changes to the fee schedule for the use of reservable open spaces and City facilities may be initiated by the Public Works Director in coordination with the authorized facility management contractor. Fee changes shall be reviewed and ratified by the Parks and Recreation Commission prior to going into effect. In the event that the Parks and Recreation Commission objects to a fee change, the change shall be presented to the City Council for ratification. To the
Resolution No. 2023-070
maximum extent possible, amendments to the fee schedule shall be timed with the City’s annual budgeting process.
C. Insurance
The City requires a minimum of $1M liability insurance policy with the City named as additional insured for certain uses. Based on the event type, this amount may be increased and/or the City may require additional insurance policies.
Insurance is required for the following use types:
• All Commercial events and uses (Class III and Class IV) • Events anticipating attendance of 50 people or more
• All amphitheater rentals
If inflatables or amusement activities are planned for any type of use, the inflatable company must provide a $1M liability policy with the City named as additional insured.
D. Alcoholic Beverages
a. Section 11.01.080 of the City of Palm Desert Municipal Code prohibits bringing into, consuming or having in their possession in any park an alcoholic beverage as defined in Section 11.01.010, unless waived as provided by Section 9.58.040 of the Municipal Code.
b. Section 9.58.040 allows the City Manager, or designee, or City Council to waive this provision in certain circumstances. The City Council may approve such a waiver if the facility use is associated with a community event that is open to the public and is receiving City funding. Examples of these include, but are not limited to, Concerts in the Park, the Wildflower Festival, and the Palm Desert Half Marathon. The City Manager may approve such a waiver if the facility use is associated with a community event that is open to the public but is not receiving City funding and no other waivers of the Municipal Code are needed. Requests for waiver must be received at least 30 days prior to the event.
c. Waiver of this provision must ensure that all State and County guidelines and permits are obtained, and any conditions imposed on the applicant must be followed.
d. A copy of all permits must be provided to the City prior to the facility use.
E. Requests for Fee Waiver
a. Waiver of fees administered by the City may be requested in writing to the Parks and Recreation division by emailing
[email protected].
Resolution No. 2023-070
b. Fee waivers must be requested at least 30 days prior to the event and will be considered and approved or denied by the City Manager.
F. Requests for Park Use Waivers
a. Section 11.04.050 of the City of Palm Desert Municipal Code restricts the issuance of permits for park use for certain situations. Waiver of any of these provisions may be requested in writing to the Parks and Recreation division by emailing [email protected]. b. Park use waivers must be requested at least 30 days prior to the event and will be considered and approved or denied by the City Manager.
G. Appeals
a. In the event a Request for Fee Waiver or a Request for a Park Use Waiver is denied, an appeal may be requested to a Request for Fee Waiver or Request for Park Use Waiver decision by emailing [email protected].
b. Appeals will be added to the next available City Council meeting agenda for consideration.
Resolution No. 2023-070
Attachment A – MASTER FEE SCHEDULE
City of Palm Desert
District Master Fee Schedule
$20 administrative fee for all rentals
Fee
Description
Class I Class II Class III Class IV Class V Cleaning
Deposit
1 Pavilions* (50-100 people) N/A $115 $230 $230 $80 $100 * Residents of the City of Palm Desert are assessed an $80 fee for pavilion rental.
Pavilions** (100 people or
more) N/A $230 $460 $460 $160 $200
** Residents of the City of Palm Desert are assessed an $160 fee for pavilion rental. 2 Amphitheater (50-100 people) N/A $230 $230 $230 $230 $2,500 Amphitheater (100 people or
more)
N/A $460 $460 $460 $460 $5,000
Cleaning deposit may be reduced based on event details. 3 Fields & Courts
Baseball
N/A $30/hour $20/hour $250
Soccer
Basketball
Tennis
Pickleball (2 courts)
Football
Other
(i.e. volleyball, horseshoes, petanque,
etc.)
Resolution No. 2023-070
Full 8-hour day use N/A $150/day
$150/day
for field
$75/day
for courts
4 Lights N/A $30/hour $30/hour $30/hour $10/hour
Full 8 hour day use N/A $150/day $150/day $150/day
$150/day
for field
$75/day
for courts
5 Palm Desert Community
Center
Monday through Thursday
Gymnasium $70/hour $70/hour $140/hour $140/hour $70/hour $1,000 Multipurpose Room $45/hour $45/hour $90/hour $90/hour $45/hour $275 Multipurpose Room & Kitchen $15/hour $15/hour $15/hour $15/hour $15/hour $275 Friday through Sunday
Gymnasium $130/hour $130/hour $260/hour $260/hour $130/hour $1,000 Multipurpose Room $75/hour $75/hour $150/hour $150/hour $75/hour $275 Multipurpose Room & Kitchen $15/hour $15/hour $15/hour $15/hour $15/hour $275 6 Portola Community Center
Multipurpose Room N/A N/A N/A N/A N/A $275 (non profit/ community groups only)
Resolution No. 2023-070
City of Palm Desert
Non-District Master Fee Schedule
$20 administrative fee for all rentals
Fee
Description
Class I Class II Class III Class IV Class V Cleaning
Deposit
1 Pavilions (50-100 people) N/A $115 $230 $230 $130 $100 Pavilions (100 people or
more) N/A $230 $460 $460 $260 $200
2 Amphitheater (50-100
people) N/A $230 $230 $230 $230 $2,500
Amphitheater (100 people or
more)
N/A $460 $460 $460 $460 $5,000
Cleaning deposit may be reduced based on event details. 3 Fields & Courts N/A
Baseball
N/A $30/hour $25/hour $250
Soccer
Basketball
Tennis
Pickleball (2 courts)
Football
Other
(i.e. volleyball, horseshoes,
petanque, etc.)
Resolution No. 2023-070
Full 8-hour day use N/A $150/day
$170/day
for field
$85/day
for courts
4 Lights N/A $30/hour $30/hour $30/hour $20/hour
Full 8 hour day use N/A $170/day $170/day $170/day
$170/day
for field
$85/day
for courts
5 Palm Desert Community
Center
Monday through Thursday
Gymnasium $70/hour $70/hour $140/hour $140/hour $80/hour $1,000 Multipurpose Room $45/hour $45/hour $90/hour $90/hour $55/hour $275 Multipurpose Room &
Kitchen $15/hour $15/hour $15/hour $15/hour $15/hour $275 Friday through Sunday
Gymnasium $130/hour $130/hour $260/hour $260/hour $150/hour $1,000 Multipurpose Room $75/hour $75/hour $150/hour $150/hour $85/hour $275 Multipurpose Room &
Kitchen $15/hour $15/hour $15/hour $15/hour $15/hour $275 6 Portola Community Center
Multipurpose Room N/A N/A N/A N/A N/A $275 (non profit/ community groups only)
Resolution No. 2023-070
Attachment B – PALM DESERT AQUATIC CENTER FEE SCHEDULE
City of Palm Desert
Palm Desert Aquatic Center Fee Schedule
Fee Description Resident Non-Resident
1 Admissions
Adult (13-59) $4 $6
Youth/Senior (6-12 & 60+) $3 $4.50
Adult Punch Card 25 $94 $142
Youth/Senior Punch Card 25 $65 $98
Adult 3-Month Pass $150 $225
Youth/Senior 3-Month Pass $110 $165
Adult Annual Pass $550 $825
Youth/Senior Annual Pass $420 $630
2 Water Exercise
One Class $6 $8
10 Punch Pass $60 $80
Monthly Pass $65 $85
3 Swim Lessons
Group Lessons $63 $84
Recreational Swim Team $87 $116
Private/Semi-Private 30 min. $36 $48
Private/Semi-Private 1 hour $54 $72
Private/Semi-Private 30 min. 10 pack $324 $432
Private/Semi-Private 1 hour 10 pack $486 $648
4 Specialty Rates
Full Facility Rental (2-hour minimum) $650/hour $800/hour Add’l lifeguards (as required by PDAC) $20/hour
Multi-Use Room Rental $75/hour
$150 security deposit
Organization (Summer Camps) $3 per person
School Field Trip $5 per child
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 15, 2024
PREPARED BY: Anthony J. Mejia, City Clerk
REQUEST: ESTABLISHMENT OF A CITY COUNCIL AD HOC SUBCOMMITTEE ON
THE NAMING OF PARKS
RECOMMENDATION:
Confirm the appointment of Councilmembers Kelly and Trubee to a City Council Ad Hoc Subcommittee on the naming of parks.
BACKGROUND/ANALYSIS:
City staff began the process of having parklets in the University Park area to be considered for names. Currently, they are referred to as Lots A, B, C, D, and E. In 2015, the City Council adopted Resolution No. 2015-53 establishing a parks and facilities naming policy. City staff is requesting the creation of a City Council Ad Hoc Subcommittee for input as we go through the process.
The subcommittee workplan would include:
Review the 2018 Policy and provide guidance on whether to retain as is or modify it. Review the naming process for the parklets and provide guidance. Work with the Parks and Recreation Commission Subcommittee on names to assist staff and provide guidance.
Key staff supporting the subcommittee include Shawn Muir, Kevin Swartz, Randy Chavez, and Chris Escobedo.
Mayor Quintanilla has nominated Councilmember Kelly, due to her historical knowledge of the City and of the key community members, and Councilmember Trubee, due to his service as the Parks and Recreation Commission liaison. Once confirmed, City staff will update the roster of City Council Liaison and Subcommittee Assignments.
Legal Review:
This report has been reviewed by the City Attorney’s office.
FINANCIAL IMPACT:
There is no fiscal impact related to this action.
ATTACHMENT:
Resolution No. 2015-33 – Parks and Facilities Naming Policy
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 15, 2024
PREPARED BY: Anthony J. Mejia, City Clerk
REQUEST: ESTABLISHMENT OF A CITY COUNCIL AD HOC SUBCOMMITTEE ON
MAYORAL ROTATION
RECOMMENDATION:
Confirm the appointment of Mayor Pro Tem Harnik and Mayor Quintanilla to a City Council Ad Hoc Subcommittee on the Mayoral Rotation.
BACKGROUND/ANALYSIS:
In September 2021, the City Council adopted Resolution No. 2021-61 establishing procedures for the selection of the Mayor and Mayor Pro Tem. The current policy sets out the prioritized criteria for selecting the Mayor and Mayor Pro Tem including procedures when two or more members are sworn into office on the same day in the same district.
Due to the City’s transition to five single-member districts, it is necessary to update the policy to address the selection process during the transition period and thereafter. There is a myriad of ways to select the Mayor and Mayor Pro Tem and it is requested that the City Council create an Ad Hoc Subcommittee to provide guidance to City staff in researching potential options for presentation to the full City Council. It is anticipated that City staff will complete the research and present options to the City Council prior to the November 2024 General Municipal Election.
Legal Review:
This report has been reviewed by the City Attorney’s office.
FINANCIAL IMPACT:
There is no fiscal impact associated with this action.
ATTACHMENT:
Resolution No. 2021-61
RESOLUTION NO. 2021- 61
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
PALM DESERT, CALIFORNIA, RESCINDING ITS
RESOLUTION NO. 2015-91 AND RESTATING ITS POLICY
ON THE OFFICE OF MAYOR AND THE OFFICE OF MAYOR
PRO-TEMPORE
WHEREAS, the City Council of the City of Palm Desert, California, must appoint from its own Members two Councilmembers to serve as Mayor and Mayor Pro-Tempore; and
WHEREAS, it has been the desire of each City Council serving the City of Palm Desert since incorporation to make these positions honorary in nature, held for a oneyear period of time; and WHEREAS, it is this City Council' s opinion that each Member elected to the Council is equally qualified and deserving to hold these offices, and each Councilmember should be given ample opportunity to serve in one or both of these offices.
NOW, THEREFORE, IT IS HEREBY RESOLVED, by the City Council of the City of Palm Desert, State of California, that the appointments of Mayor and Mayor ProTempore shall be made on an annual rotating basis, and no one Councilmember shall serve a term in either office to exceed a one- year period of time, except when completing the term of a prior Mayor or Mayor Pro- Tempore for less than six months. The selection shall be made and the term commence at the first regular Council Meeting in December each year.
BE IT FURTHER RESOLVED that in appointing Mayor Pro-Tempore, priority shall be given to the Member with the longest continuous service since last serving as Mayor, if ever. In appointing Mayor, priority shall be given to the immediately preceding Mayor Pro- Tempore; if the immediately preceding Mayor Pro-Tempore is unwilling or unable to serve as Mayor, priority shall be given to the Member who would otherwise have priority to be appointed Mayor-Tempore.
BE IT FURTHER RESOLVED that prior to any Member of the Council being appointed as Mayor, such Councilmember shall have been either a Member of the Council for approximately two ( 2) years, and the Mayor Pro-Tempore shall have been a Member of the Council for approximately one ( 1) year prior to being selected for those respective offices; or in the absence of this occurrence, the Member' s having served at least one term on the Palm Desert Planning Commission will be sufficient eligibility for appointment to the office.
BE IT FURTHER RESOLVED that when two or more Members of the Council are sworn into office on the same day after being elected in the same Municipal Election and in the same district, the order of their service in the Mayoral Rotation shall be established
RESOLUTION NO. 2021- 61
by number of votes received at said election, with the Member receiving the highest number of votes being inserted first into the Mayoral Rotation, and the person receiving the next -highest number of votes being inserted next, and so on.
BE IT FURTHER RESOLVED that when two or more Members of the Council are sworn into office on the same day after being elected in the same Municipal Election and are in different districts, the order of their service in the Mayoral Rotation shall be established by a coin toss, with the winner being inserted first into the Mayoral Rotation.
PASSED, APPROVED, AND ADOPTED on this 30th day of September , 2021 by the following vote, to wit:
AYES: HARNIK, JONATHAN, NESTANDE, QUINTANILLA, and KELLY NOES: NONE
ABSENT: NONE
ABSTAIN: NONE
KATHLE , N KELL
ATTEST:
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NORMA I. ALLEY, MM TY CLERK
CITY OF PALM DESET , CALIFORNIA
MAYOR'
1 1
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 15, 2024
PREPARED BY: Anthony J. Mejia, City Clerk
REQUEST: RATIFY A LETTER TO THE CALIFORNIA LEGISLATURE URGING THE
PROTECTION OF DEDICATED REGIONAL EARLY ACTION PLANNING
GRANTS PROGRAM FUNDING
RECOMMENDATION:
Ratify a letter to the California Legislature urging the protection of dedicated Regional Early Action Planning Grants (REAP 2.0) program funding.
BACKGROUND/ANALYSIS:
The Governor proposed a $300 million reversion of REAP 2.0 funds in his January budget. This proposal would have a harmful impact for the City of Palm Desert as well as numerous other Southern California cities, counties, transportation agencies, and tribal governments.
Within the City of Palm Desert, REAP would provide $8 million to expand the City’s utility capacity to mitigate future severe flooding impacts, directly affecting future and existing housing developments in an area that has experienced recent flood damage. This project will support the development of 3,386 units currently approved and 1,663 units under review.
Legal Review:
This report has been reviewed by the City Attorney’s office.
FINANCIAL IMPACT:
There is no fiscal impact associated with issuance of this letter.
ATTACHMENT:
REAP Letter dated February 8, 2024
C I T Y O F P A L M D E S E R T
73-510 FRED WARING DRIVE
PALM DESERT, CALIFORNIA 92260-2578
TEL: 760-346-0611
[email protected]
February 8, 2024
RE: Protect Dedicated Regional Early Action Planning Grants (REAP2.0) Program Funding Dear President Pro Tempore Atkins, Speaker Rivas, and Budget Chairs Skinner and Gabriel:
On behalf of the City of Palm Desert, I urge the Legislature to protect investments made to the Regional Early Action Planning Grants (REAP 2.0) program as you deliberate on the FY 2024-25 State Budget.
While we recognize the incredible budget challenge the Legislature now faces, REAP 2.0 must be protected if we are to meet our ambitious climate, housing, and mobility goals.
REAP 2.0 is a $600 million program intended to accelerate progress toward California’s climate and housing through strengthened partnerships between regional, local, county, and tribal governments.
REAP 2.0 is the only program specifically and exclusively designed to implement the region’s Sustainable Communities Strategies (SCS), as required by SB 375 (2008). For this reason, regions were empowered to develop programs that accelerate infill housing, support efforts for Affirmatively Furthering Fair Housing (AFFH), and reduce vehicle miles traveled (VMT).
The Governor proposed a $300 million reversion of REAP 2.0 funds in his January budget. This proposal would be devastating to Palm Desert, as well as numerous other SCAG-region cities, counties, transportation agencies, and tribal governments.
In July 2023, the California Department of Housing and Community Development (HCD) approved SCAG’s full REAP 2.0 application, formally committing $246 million to SCAG. Since that time, SCAG has sub-allocated $192 million primarily through competitive programs to 118 transformative, local projects in the SCAG region that implement the Regional Housing Needs Allocation (RHNA) plan and the greenhouse gas (GHG) reducing strategies contained within Connect SoCal, the Regional Transportation Plan/ Sustainable Communities Strategy (RTP/SCS) for the SCAG region.
In the City of Palm Desert, REAP would provide $8 million to expand the city’s utility capacity to mitigate future severe flooding impacts, directly affecting future and existing housing developments in an area that has experienced recent flood damage. The project will support the development of 3,386 units currently approved and 1,663 units under review.
The Honorable Toni G. Atkins
Senate President Pro Tempore
State Capitol, Room 205
Sacramento, CA 95814
The Honorable Robert Rivas
Speaker California State Assembly
P.O. Box 942849
Sacramento, CA 94249-0029
The Honorable Nancy Skinner
Chair, Senate Committee on Budget and Fiscal Review
State Capitol, Room 5094
Sacramento, CA 95814
The Honorable Jesse Gabriel
Chair, Assembly Committee on Budget
P.O. Box 942849
Sacramento, CA 94249-0046
The project in Palm Desert is representative of the many innovative projects awarded through the REAP
2.0 program including a project by LA Metro to support as many as 10,000 new housing units on surplus LA Metro transit lands, more than 1,150 affordable housing units in the Coachella Valley, a low-tozero-interest loan program to expedite accessory dwelling units in Orange County, infrastructure improvements to support nearly 5,000 newly-zoned housing units in Rialto, and a long-term loan program to promote hundreds of infill homes in Ventura County, among others.
These projects play a critical role in increasing housing supply in the near term while also piloting innovative solutions that can be scaled across the region. REAP 2.0 was designed to remove the systemic barriers for developers to build units where needed and planned. Reducing or delaying funding will compromise the program’s integrity and have severe, negative impacts on Palm Desert and the rest of the cities and counties across Southern California. We ask that you reject the Governor’s proposal to halve REAP 2.0 and protect this crucial program.
Thank you for considering the City of Palm Desert’s perspective on the REAP 2.0.
Sincerely,
Karina Quintanilla
Mayor, Palm Desert
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 15, 2024
PREPARED BY: Anthony J. Mejia, City Clerk
REQUEST: ADOPT A RESOLUTION ESTABLISHING THE 2024 CITY COUNCIL
GOALS AND PRIORITIES
RECOMMENDATION:
Adopt a Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM
DESERT, CALIFORNIA, ESTABLISHING THE CITY COUNCIL GOALS AND PRIORITIES FOR THE 2024 CALENDAR YEAR.”
BACKGROUND/ANALYSIS:
On February 7, 2024, the City Council held a Goal Setting Study Session to discuss candidate goals for the calendar year 2024. At this meeting, City staff summarized the status of the existing goals and next steps, followed by each Councilmember presenting their candidate goals for 2023. Following discussion, the City Council recognized that the existing goals are multi-year endeavors and should be continued as goals for another year, except for “Broadband Master Plan,” noting that the plan is nearing completion and adoption.
Below is a summary of the 2024 City Council Goals:
1 Cal State University Palm Desert Campus Continuation
Advocate for the creation of a Cal State University Palm Desert Campus or other education related uses on the land donated by the City for this purpose. 2 Economic Development Projects
- Desert Willow Strategy Continuation
Develop a strategy for the disposition and development of the remaining undeveloped Desert Willow properties.
- Business Recruitment Continuation
Develop a plan to identify and recruit retail, entertainment, and other business that will contribute to Palm Deserts existing unique shopping and entertainment offerings. - North Sphere Planning Continuation
Analyze market conditions, address infrastructure deficiencies, and identify a strategy for potential changes in land use patterns in the North Sphere. 3 Mall Redevelopment Continuation
Coordinate with the property owner(s) for an adaptive re-use of the Mall properties that ensures solid tax revenue to the City and builds upon Palm Desert’s vision.
City of Palm Desert
Resolution – City Council Goals and Priorities for 2024
4 Sales Tax Initiative New
Conduct public outreach and surveying information regarding the City’s budget and financial outlook as it relates to a potential sales tax initiative in November 2024. 5 Environmental Initiatives Continuation
Implementation of the Environmental Initiatives Plan including the following: environmentally friendly landscaping, green building materials, solar, alternative fuel vehicles for City fleet, water and energy conservation, recycling, and other sustainability related projects. Work with the Resources Preservation and Enhancement Committee to implement initiatives. 6 North Sphere Parks Continuation
Gather community input, design, and build a community and regional park in North Palm Desert.
7 Public Safety Improvements Continuation
Explore new technology, review budgets, and gain efficiencies for improved public safety services.
8 Active Transportation Projects Continuation
Continue to develop the Active Transportation Project plan that includes opportunities to enhance CV Link, PD Link/bike lanes, and incorporate these projects into the 5-year CIP budget.
In addition, the City Council agreed to agendize the below topics for future Study Sessions:
Farmers Markets
Resident Emergency Response Management
Streamline Communications
And finally, the City Manager advised that going forward staff will produce an end-of-year report regarding the use of consultants.
Legal Review:
This report has been reviewed by the City Attorney’s office.
FINANCIAL IMPACT:
There is no fiscal impact associated with adopting the proposed resolution, however, the fiscal impact of implementing these goals and priorities will be incorporated into the Fiscal Year 2024-25 Budget.
ATTACHMENTS:
1. Resolution
2. Exhibit A to Resolution
3. 02/07/2024 Goal Setting Presentation
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
PALM DESERT, CALIFORNIA, ESTABLISHING CITY
COUNCIL GOALS AND PRIORITIES FOR THE 2024
CALENDAR YEAR
WHEREAS, on February 7, 2024, the City Council convened in a Special Goal Setting Study Session to review the status of the 2023 City Council Goals and Priorities and to establish Goals and Priorities for the 2024 calendar year.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF PALM DESERT DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. That the 2024 City Council Goals and Priorities are hereby approved and adopted as shown in Exhibit A attached hereto and incorporated herein.
PASSED, APPROVED AND ADOPTED BY THE PALM DESERT CITY COUNCIL THIS ____ DAY OF ________, 2024.
Karina Quintanilla
Mayor
ATTEST:
Anthony J. Mejia
City Clerk
I, ANTHONY J. MEJIA, City Clerk of the City of Palm Desert, hereby certify that Resolution No. _______is a full, true and correct copy, and was duly adopted at a regular meeting of the City Council of the City of Palm Desert on __________, 2024, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Palm Desert, California, this _____ day of __________, _________.
Anthony J. Mejia, MMC
City Clerk
Exhibit A
City of Palm Desert
2024 City Council Goals
Goals Description Lead Team Committees/
Subcommittees
1 Cal State University
Palm Desert Campus
Advocate for the creation of a Cal State University Palm Desert Campus or other education related uses on the
land donated by the City for this purpose.
Economic Development
City Manager’s Office CV Priority One
2 Economic Development Projects
Desert Willow Strategy Develop a strategy for the disposition and development of the remaining undeveloped Desert Willow properties.
Economic Development
Development Services
Economic Development
Subcommittee
Business Recruitment
Develop a plan to identify and recruit retail, entertainment, and other business that will contribute to Palm Deserts existing unique shopping and entertainment offerings.
Economic Development
North Sphere Planning
Analyze market conditions, address infrastructure
deficiencies, and identify a strategy for potential changes in land use patterns in the North Sphere.
Economic Development
Development Services
3 Mall Redevelopment
Coordinate with the property owner(s) for an adaptive reuse of the Mall properties that ensures solid tax revenue to the City and builds upon Palm Desert’s vision.
Economic Development
City Manager’s Office
Economic Development
Subcommittee
4 Sales Tax Initiative
Conduct public outreach and surveying information
regarding the City’s budget and financial outlook as it relates to a potential sales tax initiative in November 2024.
Finance
City Manager’s Office
5 Environmental Initiatives
Implementation of the Environmental Initiatives Plan
including the following: environmentally friendly
landscaping, green building materials, solar, alternative fuel vehicles for City fleet, water and energy conservation, recycling, and other sustainability related projects. Work with the Resources Preservation and Enhancement
Committee to implement initiatives.
Economic Development
Public Works
Resource Preservation
& Enhancement
Committee (RPEC)
6 North Sphere Parks
Gather community input, design, and build a community
and regional park in North Palm Desert Public Works Parks & Recreation Committee 7 Public Safety Improvements Explore new technology, review budgets, and gain efficiencies for improved public safety services.
City Manager’s Office
Development Services
Public Safety
Committee
8 Active Transportation
Projects (ATP)
Continue to develop the Active Transportation Project plan that includes opportunities to enhance CV Link, PD
Link/bike lanes, and incorporate these projects into the 5- year CIP budget.
Capital Projects ATP Subcommittee
Palm Desert City Council
Goal Setting Session
February 7, 2024
WHY ARE WE HERE?
Review progress on
2023 Goals
Receive input & direction
for 2024 Goals
RECAP 2023: CSU Palm Desert Campus
Advocate for the creation of a Cal State University Palm Desert Campus or other educationrelated uses on the land donated by the City for this purpose.
NEXT STEPS
Secured $79 million in State funding dedicated to
new building improvements at the Palm Desert
campus.
The new Student Services building was approved
by the CSU Board of Trustees in September 2023,
and the preparation of construction drawings is
underway. Construction plans must be reviewed
and approved by the Division of the State
Priority One Coachella Valley (P1CV) and City staff Architect prior to commencing construction remained in contact with leadership at CSUSBPDC to determine timing for improvements and construction of the new Student Services Building.
Student Services Advisory Committee is
exploring fundraising and sponsorships for other
site improvements including a new clock tower.
Two Councilmembers, City Manager, and
Economic Development Director were appointed
to participate in the “Palm Desert Student Services
Building Community Advisory Committee,” which
is charged with guiding the efforts on new
building improvements at the campus.
Construction of the Student Services Building is
anticipated from summer 2025 through the end
of 2027 with building occupancy in 2028.
ACCOMPLISHMENTS
Develop a strategy for the disposition and development of the remaining Desert Willow properties.
RECAP 2023: Desert Willow Strategy
NEXT STEPS
On June 23, 2023, the City Council adopted a series of
resolutions declaring the remaining vacant parcels
at Desert Willow (Parcels C, D, and E) as surplus and
to be disposed of through the SLA process.
The City is working through the SLA process with a
developer for acquisition of Parcels C, D, and E and
anticipates completing the SLA process in Q1 2024
pending approval by the Department of Housing
and Community Development.
Final design of the new parking lot, with future
expansion for parks/open space, on Parcel A of
Desert Willow. This parking lot was substantially
completed and open for us in December 2023.
A market study for the remaining vacant parcels
was completed and included with the Notice of
Availability for Desert Willow Parcels C, D, and E,
with the intent of encouraging proposals to meet
the market demand study.
ACCOMPLISHMENTS
Develop a plan to identify and recruit retail, entertainment, and other businesses that will contribute to Palm Desert’s existing unique shopping and entertainment offerings.
RECAP 2023: Business Recruitment
NEXT STEPS
Staff attended the International Council of Shopping
Centers Conference in May 2023 to meet with three
retail recruitment strategy firms and have received
scope of services from each of the firms.
Development of the plans identified is expected to
take 9-12 months and will include outreach to the
local business community, councilmembers, staff,
and residents. The plan is expected to be in front of
the City Council prior to September 2024.
Awarded contract to “The Retail Coach” on
November 16, 2023, for business recruitment
services. The contract term is through 2024 with an
option for the City to extend it one additional year.
Initial kick-off meeting held with “The Retail Coach”
in December 2023 with direction given to develop a
“gap analysis,” trade-area psychographics profile
and competing community analysis. Direction was
also given to identify potential regional and flymarket operators that are in expansion mode and which may be viable businesses in Palm Desert.
ACCOMPLISHMENTS
Receipt and review of gap analysis and potential
national and regional business recruitment strategy
Q2 2024.
Staff and TRC are strategizing on a plan that includes
meeting with potential operators at the upcoming
ICSC Conferences in Monterey, CA (March 2024) and
Las Vegas, NV (May 2024).
Analyze the recommendations of the CBRE study for potential changes in land use patterns in the North Sphere.
RECAP 2023: North Sphere Planning
NEXT STEPS
Awarded contract for Objective Design Standards for
residential and mixed-use development. Based on
input from community engagement meetings, and
Study Sessions with the Planning Commission,
Architectural Review Commission, and City Council,
published a comprehensive set of design standards
which implements CBRE housing goals. The adoption
of these standard will occur in early 2024.
Awarded contract to update the University
Neighborhood Specific Plan (UNSP) modifying land
use intensities/densities for residential uses, including affordable housing, a town center with commercial
uses, updated streetscape, circulation and access,
and a regional park. The UNSP update will coincide
with the planning efforts for the North Sphere
Regional Park to ensure a seamless and coordinated
planning effort.
Initiated zoning ordinance amendment to modify
land use table, including a change to make
personal storage facilities discretionary land uses
as recommended by the CBRE and 2023 broker’s
report.
ACCOMPLISHMENTS
Conduct a market study for the area north of Frank
Sinatra to determine the types of retail users that
could be supported in the area.
Conduct market and land use planning studies to evaluate options for adaptive reuse of the mall, resulting in a Mall Master Plan.
RECAP 2023: Mall Redevelopment
NEXT STEPS
City acquired a 7.4-acres parcel inclusive of the
former Sear’s building and parking areas.
City staff are looking at short-term specialty leasing
options (leasing of City-owned parking areas) to
recoup monies spend on CAM charges.
Met with Pacific Retail Capital Partners (PRCP) to
discuss their possible acquisition of the mall and
to ensure the City’s and PRCP vision for use and
redevelopment of the site are aligned.
City staff is engaged with PRCP to better understand
their timelines for operating the property. PRCP is
establishing management protocols to work with
existing businesses and working on new leases. A new
General Manager is in place and full ownership and
operations are now under PRCP. City staff remains engaged with CBRE to maintain tenant relationships, identify additional tenants,
and assist through any redevelopment
discussions.
Anticipate more robust discussions with PRCP about
redevelopment in Q2/Q3 2024. Once a redevelopment
strategy is agreed to, in principle, entitlements for a Specific Plan and Environmental documents will be
submitted for City Council and public consideration.
The anticipated timeline for this is Q4 2024/Q1 2025.
ACCOMPLISHMENTS
Develop a Broadband Master Plan that assesses whether and how the City can enhance connectivity for businesses and residents, while working with, and factoring in the work accomplished by federal, state, and regional resources.
RECAP 2023: Broadband Master Plan
NEXT STEPS
Executed an agreement with HR Green to develop
a broadband study.
Anticipated City Council adoption of the Broadband
Master Plan is March 2024.
In December 2023, City staff conducted an
interview with Arcadis to determine the feasibility
of a partnership for build-out and operations of a
broadband network. Arcadas stated that they are
interested but they will need time to do their own
market research into the area once the City’s
master plan is adopted.
Release new RFP to identify partners, and negotiate
terms, for implementation of the Broadband Master
Plan.
Held a second City Council Study Session with HR
Green regarding the Broadband Master Plan on
January 11, 2024.
Research grant opportunities and apply as
appropriate.
ACCOMPLISHMENTS
Implementation of the 5-year plan of Environmental Initiatives including the following:
environmentally friendly landscaping, green building materials, solar, alternative fuel vehicles for the City fleet, water and energy conservation, and recycling. Work with the Resources Preservation and Enhancement Committee to implement initiatives.
RECAP 2023: Environmental Initiatives
NEXT STEPS
Implemented Environmental Initiatives Plan and
began submitting quarterly reports to City Council.
Work with staff from various departments and the
Resource Preservation and Enhancement Committee
to evaluate and implement initiatives.
ACCOMPLISHMENTS
Continue quarterly reporting on Environmental
Initiatives Plan to the City Council.
Hire a consultant to conduct GHG inventory and
prepare a formal Climate Action Plan.
Gather community input,design,andbuildacommunityandregionalpark innorthPalmDesert.
RECAP 2023: North Sphere Park
NEXT STEPS
Community Open House meetings were held on
December 3, 2022, January 14, and August 5, 2023.
Final construction plans for the north Palm Desert
Community Park are to be completed in Q4 2024.
Conceptual design developed and presented to
the Parks & Recreation Committee, Planning
Commission, Architectural Review Commission,
Resource Preservation and Enhancement
Committee, Cultural Arts Committee, HOAs in the
North Sphere and the City Council. Initial feedback
incorporated into design.
Planning consultant to work with Interwest on
regional park location (Portola & Frank Sinatra).
Final conceptual design and cost
estimating/budget was presented and appoved
by the City Council in December 2023.
ACCOMPLISHMENTS
Explore new technology, review budgets, and gain efficiency for improved public safety services. Conduct a review of current law enforcement and fire services contracts.
RECAP 2023: Public Safety Improvements
NEXT STEPS
The City Council approved an agreement for the
4th fire station construction management and
independent estimator. FS 102 is on track to being
brought online in fall 2025.
Update the City Council on metrics of the ALPR
system and Palm Desert Sheriff staffing model. The
City’s transparency portal is published monthly and
included in the Weekly Administrative Report.
Phase 2 of the ALPR system (102 cameras) was
fully installed and a new three-year agreement
for law enforcements services with Riverside
County Sheriff’s Department was approved by the
City Council.
Update the City Council on the City’s enhanced
emergency services program scheduled for Spring 2024.
City staff and the Emergency Services
Coordinator responded to tropical storm Hilary in
a proactive and effective manner. Currently, staff
is working on the FEMA reimbursement following
the Presidents declaration of a federal disaster.
Review calls for service, response times, and police
staffing level additions through the Fiscal Year
2024/25 budget process.
ACCOMPLISHMENTS
Analyze relevant studies to develop a 5-year Active Transportation Project plan that includes opportunities to enhance CV Link, PD Link/bike lanes, and incorporate these projects into the 5-year CIP budget.
RECAP 2023: Active Transportation Projects
NEXT STEPS
Completed conceptual plans for Walk and Roll
Phase II
Commence the construction of Monterey & Fred Waring
and Haystack & Hwy 74 Intersection Modifications projects.
Commissioned the redesign of various aspects of
PD Link Phase II.
Finalize design and commence with the construction of
the Haystack Road Traffic Calming Improvements Phase
II project, which includes considering alternate bike lane designs and pedestrian crosswalks.
Held Community meetings to receive input on the
Haystack Traffic Calming project
Finalize the progressive design/build specifications for Walk & Roll (Phase II) and issue the project RFP.
ACCOMPLISHMENTS
Began the conceptual plans of Walk & Roll
(Phase III).
Finalize the design of the PD Link Phase II project for construction.
Member Priority 1 Priority 2 Priority 3 Priority 4
Kelly Synergize existing goals
Nestande CSU Palm Desert Annexation North of I-10 Mall Redevelopment Trubee Traffic Enforcement Farmers Market
Assessment of Spending
on Consultants
Feasibility of STR
Development
Harnik Economic Development Health & Environment Parks
Sales Tax
Initiative
Quintanilla CSU Palm Desert
Resident Emergency
Response Management
Streamline
Communication
2024 Candidate Goals Summary
Priority Title Description
01 Synergize Existing Goals
(Continuation)
While this has been done to some extent, the time is ripe to make it a dominant focus.
Justification:
The redevelopment of the Mall and re-examination of downtown zoning are highly consequential to the City’s future and we MUST accomplish them with full attention to existing goals: 1) Education: Can anything be sited at the Mall? 2) Sustainability: Microgrid at the Mall? Transportation hub? 3) Economic Diversity: How can these two projects stimulate UNIQUE local business offerings (possibly working with iHub start-ups? 4) Housing: Mixed use at the Mall, aiding retail and taking some pressure off less-well-suited locations.
2024 Candidate Goals - Councilmember Kelly
Priority Title Description
01 CSU Palm Desert Campus
(Continuation)
Continued efforts for the creation of a Cal State University Palm Desert campus or other education-related uses on the 170-acres the City provided for this purpose.
Justification: Education is the foundation for future growth and stability in Palm Desert and our region. 02 Annexation North of I-10
(Continuation)
Work with stakeholders to explore annexation of the areas north of the I-10 freeway.
Justification:
This area is in our sphere of influence and our City needs to control development. I have had this as a priority for some years. With the Arena now built under Riverside County jurisdiction, it could have been part of Palm Desert. Time is of the essence.
03 Mall Redevelopment
(Continuation)
Continue to evaluate options for adaptive reuse of the Mall.
Justification: It is the center of our region and key to economic stability and growth. 2024 Candidate Goals - Councilmember Nestande
Priority Title Description
01 Traffic Enforcement
(Continuation)
Finalize implementation of increased traffic enforcement within our City.
Justification: Complaints from residents as well as first hand observations. 02 Farmers Market
(Continuation)
Double the number of vendors and foot traffic at our Farmers Market. May require reducing the number of markets from two to one as well as move of venue.
Justification:
Farmers Markets provide a valuable sense of community as well as an alternative from corporate manufactured produce and food. They promote good health and supporting Farmers Markets is a stated goal of our General Plan. 2024 Candidate Goals - Councilmember Trubee
Priority Title Description
03 Assessment of our Spending on
Consultants
Provide an assessment of spending on consultants measured both in total dollars as well as a percentage of our budget for a 5-10 year period.
Justification:
Concern voiced by some residents. In addition, I would like to put it into perspective for my own edification. I want to ensure that we are getting maximum value for our dollars. 04 Feasibility of Creating STR-only
Development
To capture TOT revenue for the City and compete with our neighboring cities who have more lax STR policies.
Justification: None provided.
2024 Candidate Goals - Councilmember Trubee
Priority Title Description
01 Economic Development
(Continuation)
Explore and develop approaches to foster relationships and clear communication with land owners and brokers to work towards common goals aligned with PD vision. Research possible motivators/incentives for land-owners and brokers that will achieve PD’s goals.
Justification:
Palm Desert’s main source of revenue is sales tax. The commercial offerings must be unique and high quality while lifting the image of the community and motivating visitors and residents to shop and stay in Palm Desert. 02 Health & Environment
(Continuation)
Continue work to create an environmentally healthy community that also support personal health.
Justification:
Our community members are a great asset and their health is of great importance. Additionally, a healthy environment is attractive to new home owners and visitors.
2024 Candidate Goals - Mayor Pro Tem Harnik
Priority Title Description
03 Park Initiatives
(Continuation)
Keep working on the park initiatives.
Justification: Quality parks and open space are foundational to high quality of life and character of our community. 04 Sales Tax Initiative
Public education and information about the City’s budget and a sales tax initiative in November 2024.
Justification: None.
2024 Candidate Goals - Mayor Pro Tem Harnik
Priority Title Description
01 CSU Palm Desert Campus
(Continuation)
Continue to lobby CSU Chancellor Mildred Garcia, who started in October 2023. To my understanding, previous lobbying efforts did not have students as part of any delegation.
Student stories are much more compelling, especially to other first-generation students, as Dr. Garcia.
Justification: Ongoing priority.
02 Resident Emergency
Response Management
Increase opportunities for members of the community, residents and business owners alike, to have access to CERT training. This training should be offered in different areas of the City and at different hours of the day.
Justification:
Watching residents evacuated on rafts and with heavy machinery highlighted that when emergencies arise, we may not be able to get to communities easily. CERT has been made available in the past, and we have the opportunity to get more people signed up now that they have seen the potential for damage and the types of emergencies we could face. We have the opportunity to expand on our current emergency response plan. Grant funding is available and due on March 4, 2024. We must apply and bring the resources to Palm Desert. We can explore partnerships with DSUSD to use the high school gym and train large groups, or smaller groups at HOAs. 2024 Candidate Goals - Mayor Quintanilla
Priority Title Description
03 Streamline Information
Make effective use of all means of communication between Palm Desert and the community by streamlining information.
Justification:
When we say the information is on our website, we need to do more to ensure that information is available, accurate, and accessible without digging around for it.
1) Our website is not mobile friendly nor ADA compliant. 2) Discover Palm Desert is not maintained to reflect events taking place in Palm Desert, in favor of highlighting performances and shows in other parts of the region.
3) The Palm Desert app is great for residents to communicate with the City, and not very good for residents to receive information. The events page redirects to Discover Palm Desert, and the calendar feature only shows Sunday through Thursday as a default, and need to scroll over, making it look like we don’t have meetings or events on those days. 4) The Brightside needs a new format that gives ample space for upcoming events and substantive information. It should be a newsletter, and it is 4 pages bulletin board, and only 3.5 pages of a true newsletter. 2024 Candidate Goals - Mayor Quintanilla
1. CSU Palm Desert Campus Nestande/Quintanilla
2. Economic Development Projects
a) Desert Willow Strategy
b) Business Recruitment
c) North Sphere Planning
Harnik
Farmers Market (Trubee)
3. Mall Redevelopment Nestande
4. Broadband Master Plan
5. Environmental Initiatives Health & Environment (Harnik)
6. North Sphere Park Park Initiatives (Harnik)
7. Public Safety Improvements Traffic Enforcement (Trubee)
8. Active Transportation Projects
A. Annexation North of I-10 Nestande
B. Assessment of Spending on Consultants Trubee
C. Feasibility of STR-Only Development Trubee
D. Sales Tax Initiative Harnik
D. Resident Emergency Response Management Quintanilla
E. Streamline Communication Quintanilla
At A Glance - City Council Goals
* Councilmember Kelly - Synergize Existing Goals
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 15, 2024
PREPARED BY: Michelle Nance, Deputy Clerk I
REQUEST: RECEIVE AND FILE THE INVESTMENT REPORT, GENERAL FUND,
PARKVIEW OFFICE COMPLEX, AND DESERT WILLOW GOLF RESORT
FINANCIAL MONLTHLY REPORTS FOR NOVEMBER AND DECEMBER
2023
RECOMMENDATION:
Receive and file the monthly Investment Report, General Fund, Parkview Office Complex, and Desert Willow Golf Resort Financial Monthly Reports for November and December 2023.
BACKGROUND/ANALYSIS:
On January 22, 2024, the Finance Committee reviewed the financial reports. The Finance Committee reviews the reports on a bi-monthly basis and then the reports are forwarded to the City Council.
Staff recommends the reports be received and filed.
FINANCIAL IMPACT:
There is no financial impact with this action.
ATTACHMENTS:
1. City Treasurer’s Investment Report
2. General Fund Report
3. Parkview Office Complex Report
4. Desert Willow Golf Resort Financial Report
Monthly Investment Summary Report
November 2023
_________________________________________________________________________________
CITY OF PALM DESERT
YI E LD P E RFORMANCE
The City’s current yield
of 4.82% is .97% higher
than LAIF’s 3.843%,
which is our current
policy benchmark as of
November 2023.
ACTIVITY
The City’s investment portfolio is
summarized here. Investment
transactions were executed in
accordance with the California State
Government Code, the City’s
Investment Policy, and all bond
indentures.
Key Highlights:
• 3 million in Agencies
matured and reinvested in
US Treasury
• 7 million was withdrawn
from CAMP for a loan to an
Affordable Housing
Developer
OVERVIEW
This report summarizes the City’s
investment activities and Staff analysis
for the month ending November 30,
2023.
INVESTMENT SUMMARY
CAMP is continuing to outperform LAIF, which is why 169 million is currently held in CAMP. That said, the yield performance chart above shows that CAMP’s growth is slowing in comparison to LAIF’s growth. Staff will continue to monitor and makes transfers between the pooled accounts as yields begin to change.
$ Millions
Beginning Ending
Book Value Purchases & Redemptions & Book Value % of
Asset Class 11/1/2023 Deposits Withdrawals 11/30/2023 Portfolio Agencies $ 23.97 $ - $ (3.00) $ 20.97 9%
Corporates 24.99 - - 24.99 11%
US Treasury 8.86 3.00 - 11.86 5%
CAMP Pool 175.68 0.78 (7.24) 169.22 73%
LAIF Pool 0.91 - - 0.91 0%
County Pool 2.72 - - 2.72 1%
Investments
Total $ 237.13 $ 3.78 $ (10.24) $ 230.68 100%
Custodian ^ 65.25 0.29 - 65.54
Trustee ^ 2.95 0.00 - 2.95
Cash 10.69 19.86 (19.19) 11.36
Cash & Cash
w/Fiscal Agentys
Total $ 78.89 $ 20.15 $ (19.19) $ 79.85
Total $ 316.03 $ 23.93 $ (29.43) $ 310.53
^ = Restricted funds based upon bond indenture terms.
DocuSign Envelope ID: 2507DD05-29BA-406A-A2F9-8B85032813EE
Monthly Investment Summary Report
November 2023
_________________________________________________________________________________
CITY OF PALM DESERT
CURRENT ASSET ALLOCATION
Currently, investments in
Local Government Pooled
investments are maxed @
75% to take advantage of
CAMP’s ongoing high yield
of 5.58%, and to maintain
liquidity during the first half
of the fiscal year, as
mentioned in the Monthly
Financial Report.
INVESTMENT MATURITIES
Investment scheduled to
mature in 0 – 2 years
make up 70.24% of core
assets. Future asset
purchases will be more
evenly laddered from 0 –
5 years dependent on
cash flow needs due to
upcoming capital
projects.
9%
11%
5%
75%
Max Allocation,
Agencies, 100%
Max Allocation,
Corporates, 30%
Max Allocation, US
Treasury, 100%
Max Allocation,
Local Govt, 75%
0% 25% 50% 75% 100%
Agencies
Corporates
US Treasury
Local Govt
Investment Allocation Actual to Max Allocation
Max Allocation Allocation
0.00%
10.00%
20.00%
30.00%
0-6M 6-12M 1-2Y 2-3Y 3-4Y
4-5Y
0-6M, 19.07%
6-12M, 25.51%
1-2Y, 25.66%
2-3Y, 7.51%
3-4Y, 15.47%
4-5Y, 6.78%
Investment Maturity
DocuSign Envelope ID: 2507DD05-29BA-406A-A2F9-8B85032813EE
Monthly Investment Summary Report
November 2023
_________________________________________________________________________________
CITY OF PALM DESERT
MONTHLY MARKET VALUE CHANGES
Market Values for the current month compared to the prior month are now being compared to evaluate market activity based on PFM’s investment recommendations. For the month of November, the overall core investment is performing 0.75% better that the prior month.
Market Values October November $ Change
Federal Agency 23,405,821.00 20,508,484.00
(2,897,337.00) *
Corporate Note 24,280,082.00 24,435,892.00 155,810.00
US Treasury
8,833,039.08 12,000,210.90
3,167,171.82 *
Total 56,518,942.08 56,944,586.90 425,644.82 0.753%
* The high dollar changes between investment types are related to PFM’s diversification of our portfolio, in order to take better advantage of current available yields.
This investment portfolio is in compliance with the provisions of California Government Code Section 53601 and the City of Palm Desert investment policy. Barring unforeseen events, it has sufficient cash to fund city expenditures for the next six months. US Bank Custody Services has provided market value prices for all corporate securities. All balances are bank balances. The "% of Portfolio" calculation on the Portfolio Summary page omits demand deposits. _______________________________________________
Veronica Chavez, Finance Director
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12/4/23, 9 59 AM LAIF Regular Monthly Statement
https //laifms treasurer ca gov/RegularStatement aspx 1/1 Local Agency Investment Fund
P.O. Box 942809
Sacramento, CA 94209 0001
(916) 653-3001
December 04, 2023
LAIF Home
PMIA Average Monthly
Yields
CITY OF PALM DESERT
CITY TREASURER
73 510 FRED WARING DRIVE
PALM DESERT, CA 92260-2578
Account Number:
November 2023 Statement
Tran Type Definitions
Account Summary
Total Deposit: 0.00 Beginning Balance: 911,067.51
Total Withdrawal: 0.00 Ending Balance: 911,067 51
DocuSign Envelope ID: 2507DD05-29BA-406A-A2F9-8B85032813EE
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Palm Desert Housing Authority
Monthly Investment Summary Report
November 2023
_________________________________________________________________________________
CITY OF PALM DESERT
This investment portfolio complies with the provisions of California Government Code Section 53601 and the City of Palm Desert investment policy. Barring unforeseen events, it has sufficient cash to fund Housing Authority operations for the next six months. All balances are bank balances.
_______________________________________________
Veronica Chavez, Finance Director
OVERVIEW
This report summarizes the Palm Desert
Housing Authority investment activities
for the month ending November 30,
2023.
INVESTMENT SUMMARY
$ Millions
Beginning Ending
Book Value Purchases & Redemptions & Book Value
Asset Class 11/1/2023 Deposits Withdrawals 11/30/2023
CAMP Pool 51.86 0.24 - 52.10
LAIF Pool 1.01 - - 1.01
Investments
Total $ 52.87 $ 0.24 $ - $ 53.11
Cash 4.43 0.78 (0.77) 4.44
Total $ 57.30 $ 1.02 $ (0.77) $ 57.55
DocuSign Envelope ID: 076D71AD-20B5-4256-83DF-B5D86BDC68C9 1/12/2024
DocuSign Envelope ID: 076D71AD-20B5-4256-83DF-B5D86BDC68C9
DocuSign Envelope ID: 076D71AD-20B5-4256-83DF-B5D86BDC68C9
12/4/23, 10:03 AM LAIF Regular Monthly Statement
https://laifms.treasurer.ca.gov/RegularStatement.aspx 1/1 Local Agency Investment Fund
P.O. Box 942809
Sacramento, CA 94209 0001
(916) 653-3001
December 04, 2023
LAIF Home
PMIA Average Monthly
Yields
PALM DESERT HOUSING AUTHORITY
CITY TREASURER
73 510 FRED WARING DRIVE
PALM DESERT, CA 92260-2578
Account Number:
November 2023 Statement
Tran Type Definitions
Account Summary
Total Deposit: 0.00 Beginning Balance: 1,007,017.89
Total Withdrawal: 0.00 Ending Balance: 1,007,017 89
DocuSign Envelope ID: 076D71AD-20B5-4256-83DF-B5D86BDC68C9
RDA Successor Agency
Monthly Investment Summary Report
November 2023
_________________________________________________________________________________
CITY OF PALM DESERT
This investment portfolio is in compliance with the provisions of California Government Code Section 53601 and the City of Palm Desert investment policy. Pursuant to ABX126, the availability of cash to fund the Palm Desert RDA Successor Agency's debt service is dependent upon the County of Riverside and the State of California. All balances are bank balances. _______________________________________________
Veronica Chavez, Finance Director
OVERVIEW
This report summarizes the RDA
Successor Agency investment activities
for the month ending November 30,
2023.
INVESTMENT SUMMARY
Beginning Ending
Book Value Purchases & Redemptions & Book Value
Asset Class 11/1/2023 Deposits Withdrawals 11/30/2023
CAMP Pool 6,084.24 27.91 - 6,112.15
LAIF Pool 769.22 - - 769.22
County Pool 346.75 - - 346.75
Investments
Total $ 7,200.21 $ 27.91 $ - $ 7,228.12
Trustee ^ 15,777,345.70 1,836.53 - 15,779,182.23
Cash 2,901,229.32 426.45 (6,699.45) 2,894,956.32
Cash & Cash
w/Fiscal Agentys
Total $ 18,678,575.02 $ 2,262.98 $ (6,699.45) $ 18,674,138.55 Total $ 18,685,775.23 $ 2,290.89 $ (6,699.45) $ 18,681,366.67 ^ = Restricted funds based upon bond indenture terms.
DocuSign Envelope ID: 076D71AD-20B5-4256-83DF-B5D86BDC68C9 1/12/2024
DocuSign Envelope ID: 076D71AD-20B5-4256-83DF-B5D86BDC68C9
DocuSign Envelope ID: 076D71AD-20B5-4256-83DF-B5D86BDC68C9
12/4/23, 10:01 AM LAIF Regular Monthly Statement
https://laifms.treasurer.ca.gov/RegularStatement.aspx 1/1 Local Agency Investment Fund
P.O. Box 942809
Sacramento, CA 94209 0001
(916) 653-3001
December 04, 2023
LAIF Home
PMIA Average Monthly
Yields
S/A TO THE PALM DESERT REDEVELOPMENT
AGENCY
FINANCE DIRECTOR
73 510 FRED WARING DRIVE
PALM DESERT, CA 92260-2578
Account Number:
November 2023 Statement
Tran Type Definitions
Account Summary
Total Deposit: 0.00 Beginning Balance: 769.22
Total Withdrawal: 0.00 Ending Balance: 769 22
DocuSign Envelope ID: 076D71AD-20B5-4256-83DF-B5D86BDC68C9
DocuSign Envelope ID: 076D71AD-20B5-4256-83DF-B5D86BDC68C9
Monthly Investment Summary Report
December 2023
_________________________________________________________________________________
CITY OF PALM DESERT
YI E LD P E RFORMANCE
The City’s current
yield is performing
better than our
current benchmark
of LAIF. In relation
to the 1Y T-Bill,
which fell by .32%
over the prior
month, causing the
City to have a slightly better performance by .06% .
ACTIVITY
The City’s investment portfolio is
summarized here. Investment
transactions were executed in
accordance with the California State
Government Code, the City’s
Investment Policy, and all bond
indentures.
Key Highlights:
• 6 million was purchased with
CAMP
• 5 million in Agencies
matured and reinvested in
US Treasury
OVERVIEW
This report summarizes the City’s
investment activities and Staff analysis
for the month ending December 31, 2023.
INVESTMENT SUMMARY
CAMP is continuing to outperform LAIF, which is why the additional 6 million was purchased from CAMP. Staff noted that CAMP has yield lost .03%, as indicated by the above chart, and will continue to monitor.
$ Millions
Beginning Ending
Book Value Purchases & Redemptions & Book Value % of
Asset Class 12/1/2023 Deposits Withdrawals 12/31/2023 Portfolio Agencies $ 20.97 $ - $ (5.00) $ 15.97 6.7%
Corporates 24.99 - - 24.99 10.5%
US Treasury 11.86 5.13 - 16.99 7.1%
CAMP Pool 169.22 6.81 - 176.04 74.1%
LAIF Pool 0.91 - - 0.91 0.4%
County Pool 2.72 0.02 - 2.75 1.2%
Investments
Total $ 230.68 $ 11.96 $ (5.00) $ 237.64 100%
Custodian ^ 65.54 - - 65.54
Trustee ^ 2.95 - - 2.95
Cash 11.20 21.81 (31.15) 1.86
Cash & Cash
w/Fiscal Agentys
Total $ 79.69 $ 21.81 $ (31.15) $ 70.35
Total $ 310.37 $ 33.77 $ (36.15) $ 307.99
^ = Restricted funds based upon bond indenture terms.
4.21 4.53
4.59 4.82 4.82 4.9 City Yield
3.3 3.3
3.59 3.67 3.843 3.929
5.37 5.37 5.46 5.44
5.16 4.84 1Y T-Bill
5.31 5.52 5.55 5.56 5.58 5.55
3 3.5
4 4.5
5 5.5
6 1-Jul 1-Aug 1-Sep 1-Oct 1-Nov 1-Dec
Yield Performance - Total Porfolio In
Percentages
City Yield LAIF Yield 1Y T-Bill CAMP
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Monthly Investment Summary Report
December 2023
_________________________________________________________________________________
CITY OF PALM DESERT
CURRENT ASSET ALLOCATION
Earnings in Q4 were higher than anticipated, causing
a .62% excess in permitted deposits with Local
Governments. Assets have been reallocated to bring
it back in line with the policy.
MANAGED PORTFOLIO MATURITIES
Compared to
November’s
Investment
Maturity Chart the
ladder for the
managed portfolio
is beginning to be
spread out with
38.85 % of
investments
scheduled to
mature in 2-5 years 0.00%
10.00%
20.00%
30.00%
0-6M 6-12M 1-2Y 2-3Y 3-4Y 4-5Y
25.50% 27.08%
8.57%
11.92% 17.01%
9.92%
Investment Maturity
Agencies,
6.72%
Corporates,
10.52%
US Treasury,
7.15%
Local Govt,
75.62%
0% 25% 50% 75% 100%
Agencies
Corporates
US Treasury
Local Govt
Investment Allocation Actual to Max
Allocation
Max Allocation Allocation
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Monthly Investment Summary Report
December 2023
_________________________________________________________________________________
CITY OF PALM DESERT
MONTHLY MARKET VALUE CHANGES
For the month of December shows an overall increase of 1.115% compared to the prior month.
Market Values November December $ Change
Federal Agency 20,508,484.00 17,386,214.86
(3,122,269.14) *
Corporate Note 24,435,892.00 24,601,929.00 166,037.00
US Treasury 12,000,210.90 15,591,367.00
3,591,156.10 *
Total 56,944,586.90 57,579,510.86 634,923.96 1.115%
* The high dollar changes between investment types are related to PFM better diversifying our portfolio, in line with our current portfolio, to take better advantage of high available yields.
This investment portfolio is in compliance with the provisions of California Government Code Section 53601 and the City of Palm Desert investment policy. Barring unforeseen events, it has sufficient cash to fund city expenditures for the next six months. US Bank Custody Services has provided market value prices for all corporate securities. All balances are bank balances. The "% of Portfolio" calculation on the Portfolio Summary page omits demand deposits. _______________________________________________
Veronica Chavez, Finance Director
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240 1/12/2024
Managed Account Summary Statement For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Total Cash Basis Earnings
Plus Net Realized Gains/Losses
Less Purchased Interest Related to Interest/Coupons
Interest/Dividends/Coupons Received
Earnings Reconciliation (Cash Basis) - Managed Account
Less Beginning Accrued Interest
Less Beginning Amortized Value of Securities
Less Cost of New Purchases
Plus Coupons/Dividends Received
Plus Proceeds of Maturities/Calls/Principal Payments
Plus Proceeds from Sales
Ending Accrued Interest
Ending Amortized Value of Securities
Earnings Reconciliation (Accrual Basis)
$56,944,586.90
(5,000,000.00)
0.00 5,131,210.95
0.00 503,713.01
$57,579,510.86
216,056.30
(25,943.26)
0.00 $190,113.04
Total
58,028,140.36
272,184.91
0.00 5,012,500.00
203,556.30
(5,157,154.21)
(57,869,708.92)
(345,974.29)
Total Accrual Basis Earnings $143,544.15
Closing Market Value
Change in Current Value
Unsettled Trades
Principal Acquisitions
Principal Dispositions
Maturities/Calls
Opening Market Value
Transaction Summary - Managed Account
_________________
_________________
_______________________________________________ _______________________________________________ Reconciling Transactions Net Cash Contribution
Security Purchases
Principal Payments
Coupon/Interest/Dividend Income
Sale Proceeds
Maturities/Calls
Cash Transactions Summary - Managed Account
5,012,500.00
0.00 203,556.30
0.00 (5,157,154.21)
0.00 0.00
Cash Balance
Closing Cash Balance $349,340.34
Account 68910100 Page 1
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Portfolio Summary and Statistics For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Account Summary
Description Par Value Market Value Percent
U.S. Treasury Bond / Note 18,325,000.00 17,386,214.86 30.20 Federal Agency Bond / Note 16,000,000.00 15,591,367.00 27.08 Corporate Note 25,000,000.00 24,601,929.00 42.72
Managed Account Sub-Total 59,325,000.00 57,579,510.86 100.00% Accrued Interest 272,184.91
Total Portfolio 59,325,000.00 57,851,695.77
Unsettled Trades 0.00 0.00
Sector Allocation
42.72%
Corporate Note
27.08%
Fed Agy Bond /
Note
30.20%
US TSY Bond / Note
0 - 6 Months 6 - 12 Months 1 - 2 Years 2 - 3 Years 3 - 4 Years 4 - 5 Years Over 5 Years
25.50%
27.08%
8.57%
11.92%
17.01%
9.92%
0.00%
Maturity Distribution Characteristics
Yield to Maturity at Cost
Yield to Maturity at Market
Weighted Average Days to Maturity 690
2.98%
5.00%
Account 68910100 Page 2
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Managed Account Issuer Summary For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Credit Quality (S&P Ratings)
5.11%
A
15.27%
A+
8.57%
A5.12%
AA
57.27%
AA+
8.66%
BBB+
Issuer Summary
Issuer of Holdings Percent
Market Value
AMAZON.COM INC 2,947,026.00 5.12
CATERPILLAR INC 2,942,757.00 5.11
FEDERAL FARM CREDIT BANKS 4,785,150.00 8.31
FEDERAL HOME LOAN BANKS 5,813,112.00 10.10
FREDDIE MAC 4,993,105.00 8.67
GOLDMAN SACHS GROUP INC 4,988,055.00 8.66
MORGAN STANLEY 4,932,180.00 8.57
TOYOTA MOTOR CORP 8,791,911.00 15.27
UNITED STATES TREASURY 17,386,214.86 30.19
Total $57,579,510.86 100.00%
Account 68910100 Page 3
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Managed Account Detail of Securities Held For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Trade Settle Original YTM Accrued Amortized Market Par
U.S. Treasury Bond / Note
US TREASURY NOTES
DTD 06/15/2023 4.125% 06/15/2026
91282CHH7 1,000,000.00 AA+ Aaa 10/17/23 10/20/23 977,929.69 5.02 1,915.98 979,592.37 1,000,000.00
US TREASURY NOTES
DTD 07/15/2023 4.500% 07/15/2026
91282CHM6 1,000,000.00 AA+ Aaa 10/13/23 10/16/23 990,937.50 4.85 20,788.04 991,633.23 1,009,687.50
US TREASURY NOTES
DTD 08/15/2023 4.375% 08/15/2026
91282CHU8 1,000,000.00 AA+ Aaa 10/11/23 10/12/23 989,140.63 4.79 16,525.14 989,988.04 1,007,187.50
US TREASURY NOTES
DTD 09/15/2023 4.625% 09/15/2026
91282CHY0 1,250,000.00 AA+ Aaa 12/07/23 12/08/23 1,259,228.52 4.34 17,153.16 1,259,021.30 1,267,578.13
US TREASURY NOTES
DTD 10/31/2019 1.625% 10/31/2026
912828YQ7 1,400,000.00 AA+ Aaa 11/22/23 11/24/23 1,286,742.19 4.60 3,875.00 1,290,756.93 1,310,750.00
US TREASURY N/B NOTES
DTD 11/15/2023 4.625% 11/15/2026
91282CJK8 1,250,000.00 AA+ Aaa 12/07/23 12/08/23 1,260,302.73 4.32 7,464.80 1,260,085.34 1,270,117.25
US TREASURY NOTES
DTD 04/30/2022 2.750% 04/30/2027
91282CEN7 1,050,000.00 AA+ Aaa 10/17/23 10/20/23 976,705.08 4.93 4,918.27 980,859.22 1,010,296.88
US TREASURY NOTES
DTD 07/31/2022 2.750% 07/31/2027
91282CFB2 1,075,000.00 AA+ Aaa 10/11/23 10/12/23 1,003,067.38 4.69 12,371.26 1,007,265.18 1,032,167.92
US TREASURY NOTES
DTD 09/30/2020 0.375% 09/30/2027
91282CAL5 1,000,000.00 AA+ Aaa 11/22/23 11/24/23 855,703.13 4.50 952.87 859,603.05 877,187.50
US TREASURY NOTES
DTD 10/31/2022 4.125% 10/31/2027
91282CFU0 1,000,000.00 AA+ Aaa 10/13/23 10/16/23 978,320.31 4.72 7,026.10 979,451.30 1,006,718.80
US TREASURY NOTES
DTD 11/30/2020 0.625% 11/30/2027
91282CAY7 1,000,000.00 AA+ Aaa 11/22/23 11/24/23 859,648.44 4.48 546.45 863,284.00 881,718.80
US TREASURY NOTES
DTD 04/30/2021 1.250% 04/30/2028
91282CBZ3 1,150,000.00 AA+ Aaa 10/13/23 10/16/23 990,167.97 4.68 2,448.49 997,590.81 1,029,968.75
US TREASURY NOTES
DTD 05/31/2021 1.250% 05/31/2028
91282CCE9 1,150,000.00 AA+ Aaa 10/11/23 10/12/23 989,224.61 4.64 1,256.83 996,916.76 1,027,992.13
US TREASURY NOTES
DTD 06/30/2023 4.000% 06/30/2028
91282CHK0 1,000,000.00 AA+ Aaa 10/17/23 10/20/23 964,609.38 4.85 109.89 966,115.80 1,005,156.20 Account 68910100 Page 4
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Managed Account Detail of Securities Held For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Trade Settle Original YTM Accrued Amortized Market Par
U.S. Treasury Bond / Note
US TREASURY NOTES
DTD 07/31/2021 1.000% 07/31/2028
91282CCR0 1,000,000.00 AA+ Aaa 12/07/23 12/08/23 867,265.63 4.17 4,184.78 869,142.84 879,843.80
US TREASURY NOTES
DTD 08/31/2021 1.125% 08/31/2028
91282CCV1 1,000,000.00 AA+ Aaa 12/07/23 12/08/23 870,546.88 4.17 3,801.51 872,344.84 883,281.20
US TREASURY NOTES
DTD 09/30/2021 1.250% 09/30/2028
91282CCY5 1,000,000.00 AA+ Aaa 12/07/23 12/08/23 873,867.19 4.17 3,176.23 875,589.14 886,562.50 Security Type Sub-Total 18,325,000.00 16,993,407.26 4.59 108,514.80 17,039,240.15 17,386,214.86 Federal Agency Bond / Note
FEDERAL HOME LOAN BANK NOTES
DTD 07/29/2021 0.400% 07/29/2024
3130AN7K0 3,000,000.00 AA+ Aaa 07/09/21 07/09/21 3,000,000.00 0.40 5,066.67 3,000,000.00 2,919,450.00
FEDERAL HOME LOAN BANK NOTES
(CALLABLE)
DTD 07/28/2021 0.500% 10/28/2024
3130ANAC4 3,000,000.00 AA+ Aaa 07/27/21 07/27/21 2,999,550.00 0.50 6,375.00 2,999,886.08 2,893,662.00
FEDERAL FARM CREDIT BANK NOTES
(CALLABLE
DTD 12/23/2020 0.320% 12/23/2024
3133EMLP5 5,000,000.00 AA+ Aaa 09/10/21 09/10/21 4,967,500.00 0.52 355.56 4,990,331.25 4,785,150.00
FREDDIE MAC NOTES (CALLABLE)
DTD 12/30/2022 5.250% 12/30/2024
3134GYAB8 5,000,000.00 AA+ Aaa 12/12/22 12/12/22 5,000,000.00 5.25 729.17 5,000,000.00 4,993,105.00 Security Type Sub-Total 16,000,000.00 15,967,050.00 2.01 12,526.40 15,990,217.33 15,591,367.00 Corporate Note
AMAZON.COM INC CORPORATE NOTES
DTD 05/12/2021 0.450% 05/12/2024
023135BW5 3,000,000.00 AA A1 07/15/21 07/15/21 3,000,000.00 0.45 1,837.50 3,000,000.00 2,947,026.00
CATERPILLAR FINL SERVICE CORPORATE
NOTES
DTD 05/17/2021 0.450% 05/17/2024
14913R2L0 3,000,000.00 A A2 10/06/21 10/06/21 2,996,100.00 0.50 1,650.00 2,999,439.94 2,942,757.00 Account 68910100 Page 5
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Managed Account Detail of Securities Held For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Trade Settle Original YTM Accrued Amortized Market Par
Corporate Note
TOYOTA MOTOR CREDIT CORP CORPORATE
NOTES
DTD 06/18/2021 0.500% 06/18/2024
89236TJH9 3,000,000.00 A+ A1 06/15/21 06/15/21 3,000,000.00 0.50 541.67 3,000,000.00 2,930,637.00
TOYOTA MOTOR CREDIT CORP CORPORATE
NOTES
DTD 06/18/2021 0.500% 06/18/2024
89236TJH9 3,000,000.00 A+ A1 07/06/21 07/06/21 2,997,360.00 0.53 541.67 2,999,586.12 2,930,637.00
TOYOTA MOTOR CREDIT CORP CORPORATE
NOTES
DTD 06/18/2021 0.500% 06/18/2024
89236TJH9 3,000,000.00 A+ A1 09/10/21 09/10/21 2,997,945.00 0.52 541.67 2,999,656.82 2,930,637.00
MORGAN STANLEY CORP NOTES
DTD 07/23/2015 4.000% 07/23/2025
6174468C6 5,000,000.00 A- A1 08/30/22 08/30/22 5,000,000.00 4.00 87,777.78 5,000,000.00 4,932,180.00
GOLDMAN SACHS CORP NOTES (CALLABLE)
DTD 10/31/2022 6.750% 10/29/2027
38150APM1 5,000,000.00 BBB+ A2 10/27/22 10/27/22 5,000,000.00 6.75 58,253.42 5,000,000.00 4,988,055.00 Security Type Sub-Total 25,000,000.00 24,991,405.00 2.47 151,143.71 24,998,682.88 24,601,929.00 Managed Account Sub-Total 59,325,000.00 57,951,862.26 2.98 272,184.91 58,028,140.36 57,579,510.86 $59,325,000.00 $57,951,862.26 2.98% $272,184.91 $58,028,140.36 $57,579,510.86 $57,851,695.77
$272,184.91
Total Investments
Accrued Interest
Securities Sub-Total
Account 68910100 Page 6
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Managed Account Fair Market Value & Analytics For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Dated Date/Coupon/Maturity CUSIP Par Broker Date Price Value On Cost Amort Cost at Mkt Security Type/Description Next Call Market Market Unreal G/L Unreal G/L Effective YTM Duration
U.S. Treasury Bond / Note
US TREASURY NOTES 91282CHH7 1,000,000.00 STIFEL 100.00 1,000,000.00 22,070.31 20,407.63 DTD 06/15/2023 4.125% 06/15/2026
2.36 4.12
US TREASURY NOTES 91282CHM6 1,000,000.00 JPM_CHA 100.97 1,009,687.50 18,750.00 18,054.27 DTD 07/15/2023 4.500% 07/15/2026
2.39 4.09
US TREASURY NOTES 91282CHU8 1,000,000.00 JPM_CHA 100.72 1,007,187.50 18,046.87 17,199.46 DTD 08/15/2023 4.375% 08/15/2026
2.47 4.08
US TREASURY NOTES 91282CHY0 1,250,000.00 JPM_CHA 101.41 1,267,578.13 8,349.61 8,556.83 DTD 09/15/2023 4.625% 09/15/2026
2.55 4.07
US TREASURY NOTES 912828YQ7 1,400,000.00 JPM_CHA 93.63 1,310,750.00 24,007.81 19,993.07 DTD 10/31/2019 1.625% 10/31/2026
2.78 4.03
US TREASURY N/B NOTES 91282CJK8 1,250,000.00 JPM_CHA 101.61 1,270,117.25 9,814.52 10,031.91 DTD 11/15/2023 4.625% 11/15/2026
2.71 4.03
US TREASURY NOTES 91282CEN7 1,050,000.00 WELLS_F 96.22 1,010,296.88 33,591.80 29,437.66 DTD 04/30/2022 2.750% 04/30/2027
3.20 3.97
US TREASURY NOTES 91282CFB2 1,075,000.00 JPM_CHA 96.02 1,032,167.92 29,100.54 24,902.74 DTD 07/31/2022 2.750% 07/31/2027
3.40 3.95
US TREASURY NOTES 91282CAL5 1,000,000.00 WELLS_F 87.72 877,187.50 21,484.37 17,584.45 DTD 09/30/2020 0.375% 09/30/2027
3.73 3.93
US TREASURY NOTES 91282CFU0 1,000,000.00 JPM_CHA 100.67 1,006,718.80 28,398.49 27,267.50 DTD 10/31/2022 4.125% 10/31/2027
3.57 3.93
US TREASURY NOTES 91282CAY7 1,000,000.00 WELLS_F 88.17 881,718.80 22,070.36 18,434.80 DTD 11/30/2020 0.625% 11/30/2027
3.87 3.91
US TREASURY NOTES 91282CBZ3 1,150,000.00 JPM_CHA 89.56 1,029,968.75 39,800.78 32,377.94 DTD 04/30/2021 1.250% 04/30/2028
4.22 3.89
US TREASURY NOTES 91282CCE9 1,150,000.00 JPM_CHA 89.39 1,027,992.13 38,767.52 31,075.37 DTD 05/31/2021 1.250% 05/31/2028
4.30 3.89
US TREASURY NOTES 91282CHK0 1,000,000.00 JPM_CHA 100.52 1,005,156.20 40,546.82 39,040.40 DTD 06/30/2023 4.000% 06/30/2028
4.09 3.87
US TREASURY NOTES 91282CCR0 1,000,000.00 JPM_CHA 87.98 879,843.80 12,578.17 10,700.96 DTD 07/31/2021 1.000% 07/31/2028
4.47 3.89
US TREASURY NOTES 91282CCV1 1,000,000.00 JPM_CHA 88.33 883,281.20 12,734.32 10,936.36 DTD 08/31/2021 1.125% 08/31/2028
4.54 3.88
US TREASURY NOTES 91282CCY5 1,000,000.00 JPM_CHA 88.66 886,562.50 12,695.31 10,973.36 DTD 09/30/2021 1.250% 09/30/2028
4.60 3.89
Account 68910100 Page 7
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Managed Account Fair Market Value & Analytics For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Dated Date/Coupon/Maturity CUSIP Par Broker Date Price Value On Cost Amort Cost at Mkt Security Type/Description Next Call Market Market Unreal G/L Unreal G/L Effective YTM Duration
Security Type Sub-Total 18,325,000.00 17,386,214.86 392,807.60 346,974.71 3.42 3.97 Federal Agency Bond / Note
FEDERAL HOME LOAN BANK NOTES 3130AN7K0 3,000,000.00 DIRECT 97.32 2,919,450.00 (80,550.00) (80,550.00) DTD 07/29/2021 0.400% 07/29/2024
0.58 5.15
FEDERAL HOME LOAN BANK NOTES 3130ANAC4 3,000,000.00 DIRECT 01/28/24 96.46 2,893,662.00 (105,888.00) (106,224.08) (CALLABLE)
DTD 07/28/2021 0.500% 10/28/2024
0.10 4.92
FEDERAL FARM CREDIT BANK NOTES 3133EMLP5 5,000,000.00 DIRECT 95.70 4,785,150.00 (182,350.00) (205,181.25) (CALLABLE
DTD 12/23/2020 0.320% 12/23/2024
0.98 4.86
FREDDIE MAC NOTES (CALLABLE) 3134GYAB8 5,000,000.00 DIRECT 03/30/24 99.86 4,993,105.00 (6,895.00) (6,895.00) DTD 12/30/2022 5.250% 12/30/2024
0.00 5.39
Security Type Sub-Total 16,000,000.00 15,591,367.00 (375,683.00) (398,850.33) 0.43 5.10 Corporate Note
AMAZON.COM INC CORPORATE NOTES 023135BW5 3,000,000.00 DIRECT 98.23 2,947,026.00 (52,974.00) (52,974.00) DTD 05/12/2021 0.450% 05/12/2024
0.37 5.36
CATERPILLAR FINL SERVICE CORPORATE 14913R2L0 3,000,000.00 DIRECT 98.09 2,942,757.00 (53,343.00) (56,682.94) NOTES
DTD 05/17/2021 0.450% 05/17/2024
0.39 5.57
TOYOTA MOTOR CREDIT CORP 89236TJH9 3,000,000.00 DIRECT 97.69 2,930,637.00 (69,363.00) (69,363.00)
CORPORATE NOTES
DTD 06/18/2021 0.500% 06/18/2024
0.47 5.58
TOYOTA MOTOR CREDIT CORP 89236TJH9 3,000,000.00 DIRECT 97.69 2,930,637.00 (66,723.00) (68,949.12)
CORPORATE NOTES
DTD 06/18/2021 0.500% 06/18/2024
0.47 5.58
TOYOTA MOTOR CREDIT CORP 89236TJH9 3,000,000.00 DIRECT 97.69 2,930,637.00 (67,308.00) (69,019.82)
CORPORATE NOTES
DTD 06/18/2021 0.500% 06/18/2024
0.47 5.58
MORGAN STANLEY CORP NOTES 6174468C6 5,000,000.00 DIRECT 98.64 4,932,180.00 (67,820.00) (67,820.00) DTD 07/23/2015 4.000% 07/23/2025
1.51 4.91
GOLDMAN SACHS CORP NOTES (CALLABLE) 38150APM1 5,000,000.00 DIRECT 01/31/24 99.76 4,988,055.00 (11,945.00) (11,945.00) DTD 10/31/2022 6.750% 10/29/2027
0.09 6.82
Account 68910100 Page 8
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Managed Account Fair Market Value & Analytics For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Dated Date/Coupon/Maturity CUSIP Par Broker Date Price Value On Cost Amort Cost at Mkt Security Type/Description Next Call Market Market Unreal G/L Unreal G/L Effective YTM Duration
Security Type Sub-Total 25,000,000.00 24,601,929.00 (389,476.00) (396,753.88) 0.58 5.67 Managed Account Sub-Total 59,325,000.00 57,579,510.86 (372,351.40) (448,629.50) 1.40 5.00 Total Investments $57,851,695.77
$272,184.91
$57,579,510.86
Accrued Interest
Securities Sub-Total $59,325,000.00 ($372,351.40) ($448,629.50) 1.40 5.00% Account 68910100 Page 9
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Managed Account Security Transactions & Interest For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Transaction Type
Trade Settle Security Description CUSIP Par Proceeds
Principal Accrued
Interest Total Cost
Realized G/L Realized G/L Sale
Amort Cost Method
BUY
12/08/23 US TREASURY N/B NOTES
DTD 11/15/2023 4.625% 11/15/2026
12/07/23 91282CJK8 1,250,000.00 (1,260,302.73) (3,652.99) (1,263,955.72) 12/08/23 US TREASURY NOTES
DTD 09/15/2023 4.625% 09/15/2026
12/07/23 91282CHY0 1,250,000.00 (1,259,228.52) (13,341.35) (1,272,569.87) 12/08/23 US TREASURY NOTES
DTD 07/31/2021 1.000% 07/31/2028
12/07/23 91282CCR0 1,000,000.00 (867,265.63) (3,532.61) (870,798.24) 12/08/23 US TREASURY NOTES
DTD 08/31/2021 1.125% 08/31/2028
12/07/23 91282CCV1 1,000,000.00 (870,546.88) (3,059.75) (873,606.63) 12/08/23 US TREASURY NOTES
DTD 09/30/2021 1.250% 09/30/2028
12/07/23 91282CCY5 1,000,000.00 (873,867.19) (2,356.56) (876,223.75) Transaction Type Sub-Total 5,500,000.00 (5,131,210.95) (25,943.26) (5,157,154.21)
INTEREST
12/01/23 12/01/23 MONEY MARKET FUND MONEY0002 0.00 0.00 1,181.30 1,181.30 12/15/23 US TREASURY NOTES
DTD 06/15/2023 4.125% 06/15/2026
12/15/23 91282CHH7 1,000,000.00 0.00 20,625.00 20,625.00 12/18/23 TOYOTA MOTOR CREDIT CORP
CORPORATE NOTES
DTD 06/18/2021 0.500% 06/18/2024
12/18/23 89236TJH9 9,000,000.00 0.00 22,500.00 22,500.00 12/23/23 FEDERAL FARM CREDIT BANK NOTES
(CALLABLE
DTD 12/23/2020 0.320% 12/23/2024
12/23/23 3133EMLP5 5,000,000.00 0.00 8,000.00 8,000.00
12/30/23 FREDDIE MAC NOTES (CALLABLE)
DTD 12/30/2022 5.250% 12/30/2024
12/30/23 3134GYAB8 5,000,000.00 0.00 131,250.00 131,250.00 12/31/23 US TREASURY NOTES
DTD 06/30/2023 4.000% 06/30/2028
12/31/23 91282CHK0 1,000,000.00 0.00 20,000.00 20,000.00 Transaction Type Sub-Total 21,000,000.00 0.00 203,556.30 203,556.30
MATURITY
12/08/23 FEDERAL HOME LOAN BANK NOTES
DTD 11/01/2021 0.500% 12/08/2023
12/08/23 3130APR72 5,000,000.00 5,000,000.00 12,500.00 5,012,500.00 0.00 0.00 Transaction Type Sub-Total 5,000,000.00 5,000,000.00 12,500.00 5,012,500.00 0.00 0.00 Account 68910100 Page 10
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Managed Account Security Transactions & Interest For the Month Ending December 31, 2023
CITY OF PALM DESERT -
Transaction Type
Trade Settle Security Description CUSIP Par Proceeds
Principal Accrued
Interest Total Cost
Realized G/L Realized G/L Sale
Amort Cost Method
Managed Account Sub-Total (131,210.95) 190,113.04 58,902.09 0.00 0.00 Total Security Transactions ($131,210.95) $190,113.04 $58,902.09 $0.00 $0.00 Account 68910100 Page 11
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Local Agency Investment Fund
P.O. Box 942809
Sacramento, CA 94209-0001
(916) 653-3001
January 04, 2024
LAIF Home
PMIA Average Monthly Yields
CITY OF PALM DESERT
CITY TREASURER
73-510 FRED WARING DRIVE
PALM DESERT, CA 92260-2578
Account Number:
December 2023 Statement
Tran Type Definitions
Account Summary
Total Deposit: 0.00 Beginning Balance: 911,067.51
Total Withdrawal: 0.00 Ending Balance: 911,067.51
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
DocuSign Envelope ID: 4F60D7B8-0110-459E-873C-27097C600240
Palm Desert Housing Authority
Monthly Investment Summary Report
December 2023
_________________________________________________________________________________
CITY OF PALM DESERT
This investment portfolio complies with the provisions of California Government Code Section 53601 and the City of Palm Desert investment policy. Barring unforeseen events, it has sufficient cash to fund Housing Authority operations for the next six months. All balances are bank balances.
_______________________________________________
Veronica Chavez, Finance Director
OVERVIEW
This report summarizes the Palm Desert
Housing Authority investment activities
for the month ending December 31, 2023.
INVESTMENT SUMMARY
$ Millions
Beginning Ending
Book Value Purchases & Redemptions & Book Value
Asset Class 12/1/2023 Deposits Withdrawals 12/31/2023
CAMP Pool 52.10 3.26 - 55.35
LAIF Pool 1.01 - - 1.01
Investments
Total $ 53.11 $ 3.26 $ - $ 56.36
Cash 4.44 0.76 (3.72) 1.48
Total $ 57.55 $ 4.02 $ (3.72) $ 57.84
DocuSign Envelope ID: 3447EC4F-861F-4618-8C3E-7D58D7A79EB1 1/12/2024
DocuSign Envelope ID: 3447EC4F-861F-4618-8C3E-7D58D7A79EB1
DocuSign Envelope ID: 3447EC4F-861F-4618-8C3E-7D58D7A79EB1
Local Agency Investment Fund
P.O. Box 942809
Sacramento, CA 94209-0001
(916) 653-3001
January 04, 2024
LAIF Home
PMIA Average Monthly Yields
PALM DESERT HOUSING AUTHORITY
CITY TREASURER
73-510 FRED WARING DRIVE
PALM DESERT, CA 92260-2578
Account Number:
December 2023 Statement
Tran Type Definitions
Account Summary
Total Deposit: 0.00 Beginning Balance: 1,007,017.89
Total Withdrawal: 0.00 Ending Balance: 1,007,017.89
DocuSign Envelope ID: 3447EC4F-861F-4618-8C3E-7D58D7A79EB1
RDA Successor Agency
Monthly Investment Summary Report
December 2023
_________________________________________________________________________________
CITY OF PALM DESERT
This investment portfolio is in compliance with the provisions of California Government Code Section 53601 and the City of Palm Desert investment policy. Pursuant to ABX126, the availability of cash to fund the Palm Desert RDA Successor Agency's debt service is dependent upon the County of Riverside and the State of California. All balances are bank balances. _______________________________________________
Veronica Chavez, Finance Director
OVERVIEW
This report summarizes the RDA
Successor Agency investment activities
for the month ending December 31, 2023.
INVESTMENT SUMMARY
Beginning Ending
Book Value Purchases & Redemptions & Book Value
Asset Class 12/1/2023 Deposits Withdrawals 12/31/2023
CAMP Pool 6,112.15 28.82 - 6,140.97
LAIF Pool 769.22 - - 769.22
County Pool 346.75 2.95 - 349.70
Investments
Total $ 7,228.12 $ 31.77 $ - $ 7,259.89
Trustee ^ 15,779,182.23 1,741.43 - 15,780,923.66
Cash 2,894,956.32 - (35,753.70) 2,859,202.62
Cash & Cash
w/Fiscal Agentys
Total $ 18,674,138.55 $ 1,741.43 $ (35,753.70) $ 18,640,126.28 Total $ 18,681,366.67 $ 1,773.20 $ (35,753.70) $ 18,647,386.17 ^ = Restricted funds based upon bond indenture terms.
DocuSign Envelope ID: 3447EC4F-861F-4618-8C3E-7D58D7A79EB1 1/12/2024
DocuSign Envelope ID: 3447EC4F-861F-4618-8C3E-7D58D7A79EB1
DocuSign Envelope ID: 3447EC4F-861F-4618-8C3E-7D58D7A79EB1
Local Agency Investment Fund
P.O. Box 942809
Sacramento, CA 94209-0001
(916) 653-3001
January 04, 2024
LAIF Home
PMIA Average Monthly Yields
S/A TO THE PALM DESERT REDEVELOPMENT
AGENCY
FINANCE DIRECTOR
73-510 FRED WARING DRIVE
PALM DESERT, CA 92260-2578
Account Number:
December 2023 Statement
Tran Type Definitions
Account Summary
Total Deposit: 0.00 Beginning Balance: 769.22
Total Withdrawal: 0.00 Ending Balance: 769.22
DocuSign Envelope ID: 3447EC4F-861F-4618-8C3E-7D58D7A79EB1
DocuSign Envelope ID: 3447EC4F-861F-4618-8C3E-7D58D7A79EB1
Monthly Financial Report
November, 2023
CITY OF PALM DESERT
OVERVIEW
This report summarizes the City’s
financial performance for the
month ending November 30, 2023.
Financial analysis for this report is
provided for the General Fund
REVENUE S TO DATE
As of November 30,
2023, approximately
$15.8M or 21% of the
General Fund operating
budget revenue has
been received as
detailed below.
GENERAL FUND REVENUE
EXPLAINED
The first half of every fiscal year presents a
negative cash flow picture as our primary
revenue sources ramp up for the year for the
following reasons:
Property Tax is received in January/June.
Sales Tax is generally highest in Q4 and Q1.
Transient Occupancy Tax is also at its peak
in Q4 and Q1, as those times are considered
“season” for the desert. CY YTD Actual
reflects a slight decrease compared to PY
Actual and CY Budget. This is on trend with
current economic forecasts.
Budgets are approved as an annual total, so
for the purpose of this report YTD Budget is
calculated by percentage of PY YTD Actual.
General Govt costs include costs associated
with disaster/emergency expenditures
related to Tropical Storm Hillary.
Expenditure variances may result from
timing differences in billing.
GENERAL FUND SUMMARY
Monthly Financial Report
November, 2023
CITY OF PALM DESERT
Timing of expenditures vary
throughout the fiscal year.
General Government costs
include insurance, internal
departments costs,
homelessness services, audit
and contributions.
EXPENDITURES TO DATE
GENERAL FUND EXPENDITURES
This summary report is
derived from detailed
financial information
generated by the City’s
Finance Department. If
you have questions or
would like additional
information on this report,
please contact the
Finance Department via
email at
[email protected]
PERFORMANCE SUMMARY
Monthly Financial Report
December - 2023
CITY OF PALM DESERT
OVERVIEW
This report summarizes the City’s
financial performance for the
month ending December 31, 2023.
Financial analysis for this report is
provided for the General Fund
R EVENUES TO DATE
EXPLAINED
The first half of every fiscal year presents a
negative cash flow picture as our primary
revenue sources ramp up for the year for the
following reasons:
Property Tax is received in January/June.
Sales Tax is generally highest in Q4 and Q1.
Transient Occupancy Tax is also at its peak
in Q4 and Q1, as those times are considered
“season” for the desert. CY YTD Actual
reflects a slight decrease compared to PY
Actual and CY Budget. This is on trend with
current economic forecasts.
Budgets are approved as an annual total, so
for the purpose of this report YTD Budget is
calculated by percentage of PY YTD Actual.
General Govt costs include costs associated
with disaster/emergency expenditures
related to Tropical Storm Hillary.
Expenditure variances may result from
timing differences in billing.
GENERAL FUND SUMMARY
Monthly Financial Report
December - 2023
CITY OF PALM DESERT
Timing of expenditures vary
throughout the fiscal year.
General Government costs
include insurance, internal
departments costs,
homelessness services, audit
and contributions.
EXPENDITURES TO DATE
GENERAL FUND EXPENDITURES
This summary report is
derived from detailed
financial information
generated by the City’s
Finance Department. If
you have questions or
would like additional
information on this report,
please contact the
Finance Department via
email at
[email protected]
YEAR O VER YEAR COMPA RISON
Parkview Office Complex
Statement of Activities
Month Ended November 30, 2023
November‐23 November‐23 # % YTD YTD # %
Budget Actual Variance Variance Budget Actual Variance Variance Revenues*
Rental 62,500 $ $ 58,172 $ (4,328) 93.08% 312,500 $ $ 304,971 $ (7,529) 97.59% Total Revenues 62,500 $ $ 58,172 $ (4,328) 93.08% 312,500 $ $ 304,971 $ (7,529) 97.59% Expenses**
Tenant Improvements 10,833 $ ‐ $ $ (10,833) 0.00% 54,167 $ ‐ $ $ 54,167 0.00% Repairs & Maintenance‐ Building 2,500 $ $ 3,368 $ 868 134.74% 12,500 $ $ 4,619 $ 7,881 36.95% Repairs & Maintenance‐ Streets 1,667 $ $ 376 $ (1,291) 22.56% 8,333 $ $ 752 $ 7,581 9.02% Repairs & Maintenance‐ Other Equip 1,667 $ ‐ $ $ (1,667) 0.00% 8,333 $ ‐ $ $ 8,333 0.00% CAM Janitorial Services [2] $ 13,740 $ 63,310 $ 49,570 460.77% 68,700 $ $ 65,842 $ 2,858 95.84% CAM Landscaping Services 2,642 $ $ 4,600 $ 1,958 174.13% 13,208 $ $ 9,200 $ 4,008 69.65% CAM Alarm 315 $ $ 905 $ 590 287.38% 1,575 $ $ 2,063 $ (488) 130.96% CAM Pest Control 171 $ $ 512 $ 341 0.00% 853 $ $ 682 $ 171 80.00% CAM Utilities‐Gas/Electric [1] 1,175 $ $ 13,634 $ 12,459 1160.36% 47,542 $ $ 38,185 $ 9,357 80.32% CAM Utilities‐Waste Disposal 820 $ $ 834 $ 14 101.66% 4,100 $ $ 4,168 $ (68) 101.66% CAM Utilities‐Water 400 $ $ 257 $ (143) 64.13% 2,000 $ $ 1,029 $ 971 51.46% CAM Utilities‐Telephone 750 $ $ 534 $ (216) 71.16% 3,750 $ $ 2,097 $ 1,653 55.92% Total Expenses 36,679 $ $ 88,329 $ (51,650) 240.82% 225,061 $ $ 128,637 $ 96,424 57.16% Operating Income $ 25,821 $ (30,157) $ ‐ (55,978) 116.79% 87,439 $ $ 176,334 $ 88,895 201.66% Equipment Replacement Reserve $ ‐ ‐ $ ‐ $ 0.00% $ ‐ ‐ $ ‐ $ 0.00% Net Income $ 25,821 $ (30,157) $ (55,978) >100% 87,439 $ $ 176,334 $ 88,895 >100% [1] Amount paid includes October's billing.
[2] Amount paid includes July‐ October 2023 billing
*Revenues do not include interest income, which is allocated at fiscal year‐end. **CAM charges are broken out for Finance Committee reporting purposes, but are all budgeted as "Common Area Maintenance." Budget overages in CAM line items are often offset by budget savings in other CAM line items.
Note: This schedule does not include rents received into this enterprise fund for other City‐owned buildings
Parkview Office Complex
Statement of Activities
Month Ended December 31, 2023
December-23 December-23 # % YTD YTD # %
Budget Actual Variance Variance Budget Actual Variance Variance Revenues*
Rental $ 62,500 $ 56,759 $ (5,741) 90.81% $ 375,000 $ 361,730 $ (13,270) 96.46% Total Revenues $ 62,500 $ 56,759 $ (5,741) 90.81% $ 375,000 $ 361,730 $ (13,270) 96.46% Expenses**
Tenant Improvements $ 10,833 $ 318 $ (10,516) 2.93% $ 65,000 $ 318 $ 64,682 0.49% Repairs & Maintenance- Building $ 2,500 $ 608 $ (1,892) 24.30% $ 15,000 $ 5,226 $ 9,774 34.84% Repairs & Maintenance- Streets $ 1,667 $ - $ (1,667) 0.00% $ 10,000 $ 752 $ 9,248 7.52% Repairs & Maintenance- Other Equip $ 1,667 $ 512 $ (1,154) 30.73% $ 10,000 $ 512 $ 9,488 5.12% CAM Janitorial Services $ 13,740 $ 23 $ (13,717) 0.16% $ 82,440 $ 65,865 $ 16,575 79.89% CAM Landscaping Services $ 2,642 $ 2,000 $ (642) 75.71% $ 15,850 $ 11,200 $ 4,650 70.66% CAM Alarm $ 315 $ - $ (315) 0.00% $ 1,890 $ 2,063 $ (173) 109.13% CAM Pest Control $ 171 $ - $ (171) 0.00% $ 1,023 $ 682 $ 341 66.67% CAM Utilities-Gas/Electric $ 1,175 $ 3,761 $ 2,586 320.13% $ 57,050 $ 41,947 $ 15,103 73.53% CAM Utilities-Waste Disposal $ 820 $ 483 $ (337) 58.87% $ 4,920 $ 4,651 $ 269 94.53% CAM Utilities-Water $ 400 $ 187 $ (213) 46.82% $ 2,400 $ 1,216 $ 1,184 50.68% CAM Utilities-Telephone $ 750 $ 423 $ (327) 56.41% $ 4,500 $ 2,520 $ 1,980 56.00% Total Expenses $ 36,679 $ 8,315 $ 28,364 22.67% $ 270,073 $ 136,952 $ 133,122 50.71% Operating Income $ 25,821 $ 48,445 $ 22,623 187.62% $ 104,927 $ 224,779 $ 119,852 214.22% Equipment Replacement Reserve $ - $ - $ - 0.00% $ - $ - $ - 0.00% Net Income $ 25,821 $ 48,445 $ 22,623 >100% $ 104,927 $ 224,779 $ 119,852 >100% *Revenues do not include interest income, which is allocated at fiscal year-end. **CAM charges are broken out for Finance Committee reporting purposes, but are all budgeted as "Common Area Maintenance." Budget overages in CAM line items are often offset by budget savings in other CAM line items.
Note: This schedule does not include rents received into this enterprise fund for other City-owned buildings
City of Palm Desert
Parkview Office Complex
Vacancy Rate Schedule by Suite
December 31,2023
Rentable Square Feet: 51,327
Square Feet Occupied: 33,890
% Occupied: 66%
% Vacant: 34%
Suite No. Tenant Square Ft.
10-101 Medium Conference Room -
10-104 Large Conference Room -
10-110 Advantec 1,250
10-113 Lift to Rise 720
10-117 Lift to Rise 1,227
10-120 State of California 1,000
10-123 Lift to Rise 758
10-126 ACT for Multiple Sclerosis 928
10-129 Congressman Ken Calvert 41st District 875
10-132 Anser Advisory 1,345
10-135 Desert Recreation District 2,560
10-138 Golden Construction 488
10-141 Small Conference Room -
10-201 State of California 766
10-212 State of California 1,104
10-220 Lift to Rise 1,240
20-100 State of California 15,233
20-102 State of California 4,396
Total Occupied Suites 33,890 sq/ft
Suite No. Tenant Square Ft.
10-107 Vacant 1,750
10-205 Vacant 5,730
10-209 Vacant 3,040
10-215 Vacant 5,833
10-219 Vacant 1,084
Total Vacant Suites 17,437 sq/ft
Vacancy Rate Summary
Occupied Suites
Vacant Suites
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 15, 2024
PREPARED BY: Veronica Chavez, Director of Finance
REQUEST: APPROVAL OF RESOLUTIONS APPROVING 2023-24 MID-YEAR
BUDGET ADJUSTMENTS AND REVISED STAFF ALLOCATION
SCHEDULE
RECOMMENDATION:
1. Adopt a Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM DESERT, CALIFORNIA, AMENDING THE FISCAL YEAR 2023-24 BUDGET AS A RESULT OF MID-YEAR ADJUSTMENTS”.
2. Adopt a Resolution entitled, “A RESOLUTION OF THE CITY COUNCIL OF THE CITY
OF PALM DESERT, CALIFORNIA, ADOPTING AUTHORIZED CLASSIFICATIONS AND ALLOCATED POSITIONS INCLUDED HEREIN ATTACHED AS EXHIBIT “A” AND RESCINDING RESOLUTION NO. 2023-022”.
BACKGROUND/ANALYSIS:
Throughout the budget cycle, staff actively monitors actual revenues and expenditures and prepares a report to the City Council at mid-year. The update provides staff with the opportunity to advise the City Council on major budget trends (revenue and expenditure) and propose changes where necessary to meet ongoing service demands or modifications related to economic or other factors. This report provides an update for the General Fund Operating Budget for Fiscal Year 2023-24, and outlines proposed budget adjustments for both general and other funds.
Based on staff’s analysis, budget revisions are recommended to 1) implement required technical/rebalancing actions to align existing revenue estimates and expenditure budgets with the most current tracking information, 2) reallocate funding among appropriations based on updated needs; 3) implement technical and net-zero adjustments between revenue categories and expenditure appropriations; and 4) account for new or adjusted grants, reimbursements, or fees.
DISCUSSION:
On June 22, 2023, the City Council approved the City’s FY 2023-24 budget with an estimated revenue surplus of $200,482 in the City’s General Fund.
At the time the estimates were provided staff was budgeting with the 2023 City Council Goals in mind. With a focus on shoring up deferred facility maintenance. In August, Tropical Storm Hilary presented a new challenge/opportunity to identify weaknesses in the city’s aging infrastructure along with other operational changes. Since budget approval in June, staff has requested just over $9.6 million in appropriations from the various reserve categories, $5.5 million of which are related to the storm clean up, $2 million for a new Land Management System, $1.3M for the library, $.5
City of Palm Desert
2023-24 Mid-Year Budget Adjustments
million for PDAC, and $230,000 for citywide park improvements. These appropriations affect fund balance but are not part of the operating budget discussion for this request.
As our major revenue source, Sales Tax has begun to normalize as anticipated and is estimated to show an overall decline of approximately -7.5% by June 30, 2024. Although Transient Occupancy Tax remains on track with prior year growth, history has shown it trends with Sales Tax revenue. Permits and fees have seen increases related to current development activity in the City. We have seen a substantial decline in Cannabis Tax (Special Fund) as it relates to the reduced tax rate approved last year, which will reduce the anticipated transfer into the General Fund this year. Interest earnings have increased dramatically this year as we reap the benefits of current economic conditions. Overall, we anticipate an additional increase of approximately $2.4 Million for a total estimated surplus of $2,240,039 for FY 2023-24.
General Fund Revenues
The original estimate for FY 2023-24 General Fund revenues was $75,554,467 which represented an increase of approximately $4.37 million (6%) over the FY 2022-23 budget. This estimate was based on recovery indicators and anticipated development activity within the City.
What was not known at that time was the impact of the current economic factors as they relate to shoppers and visitors.
Staff has continued to evaluate the actual year-to-date revenues and determined that the original estimates need to be increased in the amount of $2.4 million (3%) over the original projected revenues. The net increase includes a substantial increase to interest earnings based on YTD yields. The breakdown on changes to revenue estimates are included below:
Original Budget
Mid-Year
Adjustment
Needed
Revised MidYear
Budget
Appropriations from
Reserve Thru
1/25/24
Total 2023/24
Appropriations
General Fund Revenue 75,554,467 2,420,853 77,975,320 9,616,188 87,591,508 General Fund Appropriations 2023-24 75,353,985 381,296 75,735,281 9,616,188 85,351,469 Revised General Fund Revenu Over/(Under) Expenditures 200,482 2,039,557 2,240,039 - 2,240,039
City of Palm Desert
2023-24 Mid-Year Budget Adjustments
General Fund Expenditures
The original estimate for FY 2023-24 General Fund appropriations was $75,353,985 which represents an approximate increase of $4.17 million (6%) compared to FY 2022-23. The original projections included increases in professional services costs, personnel services and benefits related to the MOU negotiations, and the cost of contracts due to anticipated labor increases, supply chain issues, and material costs as well as the effects of increased minimum wage.
An increase in appropriations is being requested for the General Fund. Staff has once again worked dilligently this year to reallocate funds whenever possible to absorb increased costs and maximized use of funds currently allocated. That said, an overall appropriation of $381,296 is necessary based on updated needs as they relate to the storm recovery, staff re-allocation, and current goals and objectives of the City Council. The summarized table on the next page itemizes the requests by department and includes adjustments for personnel expenses related to MOU and attrition, professional services related to 2023 Goals, engineering, IT licensing, plan check, inspections, real estate services, and design related to the downtown overaly zone.
GENERAL FUND Original
Budget
Mid-Year
Adjustment
Request
Revised Budget
Request
3133000 - Sales Tax/Meas A Sales Tx 26,623,447 (1,623,447) 25,000,000 3166000 - Business License Tax 1,300,000 (200,000) 1,100,000 3188300 - Transient Occupancy Tax 18,500,000 1,500,000 20,000,000 3199600 - Business Lic Delinq Fee 20,000 10,000 30,000
3199800 - Transient Occ Tax Delinq 20,000 (10,000) 10,000 3221100 - Building Permits 1,228,300 200,000 1,428,300
3221200 - Grading Permits 25,000 (10,000) 15,000
3221500 - ROW Encroachment Permits 150,000 (50,000) 100,000 3221700 - Miscellaneous Permits - 800 800
3221800 - Business Regulatory Perm 22,500 (10,000) 12,500 3365600 - Motor Veh In Lieu Fee 24,000 26,000 50,000
3411300 - Zoning Fees 40,000 10,000 50,000
3411400 - Plan Check Fees 307,768 100,000 407,768
3411500 - Sale Of Map/Plan/Public 5,000 (2,500) 2,500
3424500 - Nuisance Abatement Tax 20,000 (10,000) 10,000 3511100 - Vehicle Code Fines Non-Mv 35,000 (10,000) 25,000 3611000 - Interest Income 500,000 2,500,000 3,000,000
2,420,853
City of Palm Desert
2023-24 Mid-Year Budget Adjustments
Original
Budget
Mid-Year
Adjustment
Request
Revised Budget
Request
Salaries Full Time 13,241,360 271,073 13,512,433
Salaries-Overtime 47,000 92,250 139,250
Meeting Compensation 138,768 (1,982) 136,786
Retirement Contribution 4,574,492 (89,373) 4,485,119
Medicare Contrib Employer 194,015 3,918 197,933
Retiree Health 161,786 41,684 203,470
Employer 457 Contribution - 98,850 98,850
Ins Prem Long Term Disability 65,471 1,350 66,821
Ins Prem Health 2,837,217 119,643 2,956,860
Ins Prem Dental/Vision 221,813 8,266 230,079
Ins Prem Life 22,342 471 22,813
Office Supplies 7,500 2,500 10,000
Supplies Other 136,500 (6,000) 130,500
Prof Temp Part Time 30,000 25,000 55,000
Prof Architectural/Eng 337,278 (79,000) 258,278
City Produced Events 548,500 10,000 558,500
Prof_other Admin Expense 4,288,340 (302,853) 3,985,487
Mileage Reimb 500 500 1,000
Conf Seminars Workshops 79,250 (1,500) 77,750
Committee Conferences 5,000 (5,000) -
City Wide Training 122,340 35,000 157,340
Local Meetings 2,000 4,250 6,250
R/M Buildings 207,200 11,500 218,700
R/M Landscape Services 1,398,507 (25,000) 1,373,507
R/M Others 196,500 (5,000) 191,500
R/M Motor Vehicles 170,000 25,000 195,000
R/M Medians 1,732,888 (40,000) 1,692,888
R/M Sport Facilities 176,691 (10,000) 166,691
Utilties Water 17,000 10,500 27,500
Utilities Electric 455,000 111,000 566,000
Printing/Duplicating 9,000 (6,750) 2,250
Software License Fees 1,348,029 250,000 1,598,029
Country Admin Fees 70,000 (5,000) 65,000
Liability/Property Damage 1,144,000 (154,000) 990,000
Contrb Museum 40,000 40,000 80,000
Arbor Day 1,500 1,500 3,000
Holiday Decorations 96,400 (10,000) 86,400
Employee Safety 2,500 10,000 12,500
Entrad del Paseo 216,614 5,000 221,614
Capital Office Equipment 95,083 (56,500) 38,583
381,296