Agenda packet, regular meeting — Palm Desert City Council, June 12, 2025 (part 10 of 11)

Fred Waring Drive/Town Center Way

Page 68 ends

The Joslyn Center

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SAFE ROUTES FOR OLDER ADULTS 56 PALM DESERT
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SAFE ROUTES FOR OLDER ADULTS 57 VISION ZERO STRATEGY
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Walk Audit Summary | Washington Street / Avenue of the States Audit Date: Wednesday, May 1, 2024
Audit Time: 10:30 - 11:30 AM
Participants: 2
Key Destinations:
» Joe Mann Park
» Palm Desert Country Club
» Plaza De Hacienda
» Washington Square
Key issues identified during the walk audit:
» High speeds, heavy vehicular traffic,
and little shade along Washington
Street contributes to an unpleasant
walking environment, especially in
warmer weather.
» The shared sidewalk along Hovley
Lane can be used by pedestrians,
bicyclists, and golf carts but is not wide
enough to accommodate comfortable
shared use. A sidewalk does not exist
on the north side of the street.
» Cars were parked on the residential
sidewalks inhibiting access, particularly
for users of mobility devices.
» Most intersections in the residential
area lack marked crosswalks.

Wide intersections, high vehicular speeds,
and little shade create an unpleasant walking
environment along Washington Street.

The shared sidewalk on the south side of
Hovley Lane does not have enough space for
users to comfortably pass each other.

Rounded curbs lessen the division between
spaces for pedestrians and cars in residential
areas.

High visibility crosswalks, pedestrian refuge
islands, Class III bicycle sharrows, and a
roundabout were recently installed at California
Drive/Michigan Drive and Avenue of the States.

SAFE ROUTES FOR OLDER ADULTS 58 PALM DESERT
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Study Area | Washington Street / Avenue Of The States
Joe Mann Park

TS SASNAK

ILLINOIS AVE

CALIFORNIA DR

MISSOURI DR

MINNESOTA AVE

EDINBOROUGH ST

MICHIGAN DR

WOODHAVEN DR S

HOVLEY LN E

TEXAS AVE

DELAWARE ST

WRD NEVAHDOO W

MOUNTAIN VIEW

ROBIN RD

TS A WIO

DELAWARE PL
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WASHINGTON ST

AVENUE OF THE STATES
Joe Mann Park
IS AVE

CALIFORNIA DR

MISSOURI DR
VE

EDINBOROUGH ST

TEXAS AVE

DELAWARE ST

MOUNTAIN VIEW

ROBIN RD

DELAWARE PL
&
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DESTINATIONS + BOUNDARIES
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Transit Stops
Older Adult Priority Area
Parks
0 0.25 0.5 MILES

WASHINGTON ST

AVENUE OF THE STATES
SAFE ROUTES FOR OLDER ADULTS 59 VISION ZERO STRATEGY
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Figure 24: Washington Street / Avenue of the States Concept Plans (1/8) SAFE ROUTES FOR OLDER ADULTS 60 PALM DESERT
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION
1 Washington St & Ave Of The States
SRFOA Plan Recommendations
1 Proposed Sidewalk (North Side of Street)
0’ 30’ 60’
Scale: 1”=60’

HOVLEY LANE E

WARNER TRAIL
Matchline - See Sheet 61
1730
Figure 25: Washington Street / Avenue of the States Concept Plans (2/8) SAFE ROUTES FOR OLDER ADULTS 61 VISION ZERO STRATEGY
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION
Washington St & Ave Of The States
SRFOA Plan Recommendations
1 1 Proposed Sidewalk (North Side of Street)
0’ 30’ 60’
Scale: 1”=60’

HOVLEY LANE E
Matchline - See Sheet 60
Matchline - See Sheet 62
1731
Figure 26: Washington Street / Avenue of the States Concept Plans (3/8) SAFE ROUTES FOR OLDER ADULTS 62 PALM DESERT
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION

HOVLEY LANE E
Washington St & Ave Of The States
SRFOA Plan Recommendations
1 1
Proposed Sidewalk (North Side of Street)
0’ 30’ 60’
Scale: 1”=60’
Matchline - See Sheet 61
Matchline - See Sheet 63
1732
Figure 27: Washington Street / Avenue of the States Concept Plans (4/8) SAFE ROUTES FOR OLDER ADULTS 63 VISION ZERO STRATEGY
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION

HOVLEY LANE E
Washington St & Ave Of The States
SRFOA Plan Recommendations
1 1
Proposed Sidewalk (North Side of Street)
0’ 30’ 60’
Scale: 1”=60’
Matchline - See Sheet 62
Matchline - See Sheet 64
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Figure 28: Washington Street / Avenue of the States Concept Plans (5/8) SAFE ROUTES FOR OLDER ADULTS 64 PALM DESERT
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION

HOVLEY LANE E

IDAHO ST
Washington St & Ave Of The States
SRFOA Plan Recommendations
1 1
Proposed Sidewalk (North Side of Street)
0’ 30’ 60’
Scale: 1”=60’
Matchline - See Sheet 63
Matchline - See Sheet 65
1734
Figure 29: Washington Street / Avenue of the States Concept Plans (6/8) SAFE ROUTES FOR OLDER ADULTS 65 VISION ZERO STRATEGY
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION

HOVLEY LANE E

WASHINGTON ST
Washington St & Ave Of The States
SRFOA Plan Recommendations
Upgrade to Leading Pedestrian Interval (LPI) on All Legs Upgrade Existing Crosswalk to High Visibility
2 2
3 3
1 1
Proposed Sidewalk (North Side of Street)
0’ 30’ 60’
Scale: 1”=60’
Matchline - See Sheet 64
1735
Figure 30: Washington Street / Avenue of the States Concept Plans (7/8) SAFE ROUTES FOR OLDER ADULTS 66 PALM DESERT
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION

CALIFORNIA DR

WARNER TRAIL
Washington St & Ave Of The States
SRFOA Plan Recommendations
5 5
5 Proposed Curb Extension with
Delineator Posts
Proposed High Visibility Crosswalk
0’ 30’ 60’
Scale: 1”=60’
4 4
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Figure 31: Washington Street / Avenue of the States Concept Plans (8/8) 7 SAFE ROUTES FOR OLDER ADULTS 67 VISION ZERO STRATEGY
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION

WASHINGTON ST

AVENUE OF THE STATES
Washington St & Ave Of The States
SRFOA Plan Recommendations
Upgrade to Leading Pedestrian Interval (LPI) on All Legs Upgrade Existing Crosswalk to High Visibility 3
3 7
7 8
8 8
Proposed ADA Curb Ramps
Upgrade to Protected Left Turn Signal on
Eastbound and Westbound Approaches
Proposed Signalized Pedestrian Crossing on
Avenue of the States to Protect from Left Turning
Vehicle (Subject to Signal Warrant Study)
0’ 30’ 60’
Scale: 1”=60’
6 6
2 2
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Walk Audit Summary | Fred Waring Drive / Town Center Way Audit Date: Tuesday, April 30, 2024
Audit Time: 10:30 - 11:30 AM
Participants: 3
Key Destinations:
» Artists Center at the Galen
» Palm Desert Chamber of Commerce
» The Shops at Palm Desert
» Town Center Plaza
» Town Center Square
» Waring Plaza
Key issues identified during the walk audit:
» High speeds and heavy vehicular
traffic along major streets, including
Fred Waring Drive and Highway 111.
» Drivers turning in front of and cutting
off pedestrians in crosswalks.
» Difficulty seeing the pedestrian signal
on the other side of large intersections,
such as at Town Center Way and
Highway 111. Participants requested
audible crossing signals at such
intersections.
» Pedestrians crossing mid-block,
particularly near the bus hub at Town
Center Way and Hahn Road.

Drivers turning in front of a pedestrian that has the right-of-way at Town Center Way and Fred Waring Drive.

Pedestrians were seen crossing mid-block
near the bus hub on Town Center Way and
Hahn Road.

Participants stated it is difficult to see
pedestrian signals at large intersections along
Highway 111.

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Study Area | Fred Waring Drive / Town Center Way
Santa Rosa and San Jacinto
Mountains National Monument
¥74
¥111

FRED WARING DR

EVA YERETNO M

DR AUHSOJ

EL PASEO

ACACIA DR

RD NEVAH IR AF

SONORA DR

RANCHO GRANDE

HAHN RD

EDGEHILL
DR

SIERRA VISTA

TOWN CENTER WAY

LP LI AUQE NO

PAINTERS PATH
STUDY AREA:

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EL PASEO
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RANCHO GRANDE

HAHN RD

EDGEHILL
DR
TOW
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Transit Stops
Older Adult Priority Area
Parks
0 0.25 0.5 MILES
SAFE ROUTES FOR OLDER ADULTS 69 VISION ZERO STRATEGY
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Figure 32: Fred Waring Drive / Town Center Way Concept Plans (1/4) SAFE ROUTES FOR OLDER ADULTS 70 PALM DESERT
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION
Fred Waring Drive & Town Center Way
SRFOA Plan Recommendations
Upgrade to Leading Pedestrian Interval (LPI)
Upgrade Existing Crosswalk to High Visibility
1 1
2 2
3 3
4 4
Proposed Advanced Yield Markings and Signs
Conduct Signal Warrant Study for Signalized Right Turn
0’ 30’ 60’
Scale: 1”=60’

FRED WARING DR
HIGHWAY 111
1740
Figure 33: Fred Waring Drive / Town Center Way Concept Plans (2/4) SAFE ROUTES FOR OLDER ADULTS 71 VISION ZERO STRATEGY
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION

FRED WARING DR

TOWN CENTER WAY
Fred Waring Drive & Town Center Way
SRFOA Plan Recommendations
2 Upgrade Existing Crosswalk to High Visibility*
2 6
6 Extend Sidewalk/Curb to Minimize Right
Turn Vehicle/Pedestrian Conflicts
Proposed High Visibility Crosswalk
7 7
Proposed ADA Curb Ramps
*Existing Crosswalks were Upgraded to High Visibilty by City 0’ 30’ 60’
Scale: 1”=60’
5 5
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Figure 34: Fred Waring Drive / Town Center Way Concept Plans (4/4) SAFE ROUTES FOR OLDER ADULTS 72 PALM DESERT
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION

TOWN CENTER WAY

HAHN RD
Town Center Way & Hahn Road
SRFOA Plan Recommendations
Upgrade to Leading Pedestrian Interval (LPI) on All Legs Upgrade Existing Crosswalk to High Visibility
1 1
2 2
0’ 30’ 60’
Scale: 1”=60’
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Walk Audit Summary | The Joslyn Center
Audit Date: Friday, May 3, 2024
Audit Time: 9:30 - 10:30 AM
Participants: 9
Key Destinations:
» Palm Desert Civic Center
» Palma Village Park
» The Joslyn Center
Key issues identified during the walk audit:
» Participants requested traffic calming
along Catalina Way. Catalina Way
is used by drivers as an alternate to
Highway 111 during morning and
evening rush hour, creating increased
traffic speeds and volume.
» Many residential streets lack sidewalks
and marked crosswalks. Participants
also mentioned inadequate street
lighting that makes visibility difficult in
the evenings.
» Participants stated cars often speed
around corners and cut them off as
they are crossing an intersection,
particularly along nearby Highway
111.

Gaps in the sidewalk network and inadequate street lighting makes walking uncomfortable, especially at night.

The Joslyn Center is located on Catalina Way,
a wide, two-lane residential street that lacks
marked crosswalks and bicycle facilities.

Creative and high visibility crosswalks,
pedestrian islands, Class IIB buffered bike lanes,
and pedestrian and bicycle amenities including
benches, bike racks, and trash cans were
recently installed along San Pablo Avenue.

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Study Area | The Joslyn Center
!
STUDY AREA:

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DESTINATIONS + BOUNDARIES
Palm Desert Civic
Center Park
Palma
Village Park
¥111
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RANCHO RD
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PALM DR

EVA O MLESNA NAS
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SAN NICHO
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AR M EL CIR
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MARIGOLD DR
The Joslyn
Center
ER
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DESTINATIONS + BOUNDARIES
! Older Adult Priority Points Transit Stops
Older Adult Priority Area
Parks
Walk and Roll Phase
3 Concepts
Palm Desert Safe Routes
For Seniors Concepts
Palma
Village Park
¥111
DE AN
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W
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WAY

SAN LUIS REY AVE

ALESSANDRO DR

PALM DESE
RT DR
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PASEO

PALM DESE
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SAN RA
SAFE ROUTES FOR OLDER ADULTS 75 VISION ZERO STRATEGY
*Visit www.engagepalmdesert.com/activetransportation to learn more about Phase 3 of the Walk and Roll Project.
*
1745
Figure 35: The Joslyn Center Concept Plans (1/4)
SAFE ROUTES FOR OLDER ADULTS 76 PALM DESERT
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION
The Joslyn Center
SRFOA Plan Recommendations
Narrow Travel Lanes to
Accommodate Buffered Bike Lane
Proposed Class II Buffered Bike Lane
2 2
1 1
Upgrade to Leading Pedestrian Interval (LPI)
on West and East LegsAll Legs
3 4
5 5
3 4
*Existing Crosswalks were Upgraded to
High Visibilty by City
Proposed Pedestrian Street Lighting -
Conduct Illumination Study to Install
Pedestrian Scale Lighting
Upgrade Existing Crosswalk to High Visibility*
0’ 30’ 60’
Scale: 1”=60’

FRED WARING DR

SAN PASCUAL AVE
Matchline - See Sheet 77
1746
Figure 36: The Joslyn Center Concept Plans (2/4)
SAFE ROUTES FOR OLDER ADULTS 77 VISION ZERO STRATEGY
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION

FRED WARING DR
The Joslyn Center
SRFOA Plan Recommendations
Narrow Travel Lanes to
Accommodate Buffered Bike Lane
3 3
Proposed Class II Bike Lane to Sidewalk Transition
and Sign: “Shared Sidewalk Ends. Bikes and Golf
4 Proposed Class II Buffered Bike Lane Carts Exit to Bike Lane” 4 6
6 5
5 Proposed Pedestrian Street Lighting -
Conduct Illumination Study to Install
Pedestrian Scale Lighting
7 7
Replace Class II Bike Lane Markings
with Painted Buffer
0’ 30’ 60’
Scale: 1”=60’
Matchline - See Sheet 76
Matchline - See Sheet 78
1747
Figure 37: The Joslyn Center Concept Plans (3/4)
SAFE ROUTES FOR OLDER ADULTS 78 PALM DESERT
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION

FRED WARING DR

PORTOLA AVE
The Joslyn Center
SRFOA Plan Recommendations
Upgrade to Leading Pedestrian
Interval (LPI) - All Legs
2 Upgrade Existing Crosswalk to High Visibility
2 3
3 3
1 1
1 Proposed Green Backed Bike Lane
Proposed Bicycle Conflict Striping
Narrow Eastbound Right Turn Lane. Continue
Existing Bike Lane on Fred Waring Dr
7 8
8 9
10 10
11 9
7 5
5 Replace Class II Bike Lane Markings
with Painted Buffer
Proposed Advanced Yield Markings and Signs
Narrow Travel Lanes to
Accommodate Buffered Bike Lane
4 Proposed Class II Buffered Bike Lane
4 5 Proposed Pedestrian Street Lighting - Conduct
Illumination Study to Install Pedestrian Scale Lighting 11 0’ 30’ 60’
Scale: 1”=60’
14 14
Conduct Signal Warrant Study for Signalized Right Turn
Matchline - See Sheet 77
Matchline - See Sheet 79
1748
Figure 38: The Joslyn Center Concept Plans (4/4)
SAFE ROUTES FOR OLDER ADULTS 79 VISION ZERO STRATEGY

FRED WARING DR
NOTE: CONCEPT ONLY, NOT FOR CONSTRUCTION
The Joslyn Center
SRFOA Plan Recommendations
3 Narrow Travel Lanes to Accomodate Bike Lane Buffer
3 Proposed Bicycle Conflict Striping
Proposed Class II Bike lane to Sidewalk
Transition and Sign: “Bike Lane Ends. Use
Shared Sidewalk.”
8 12
13 14
13 13 12
Proposed ADA Curb Ramps
8 8
4 Proposed Class II Buffered Bike Lane
4 4
5 5
Proposed Pedestrian Street Lighting - Conduct
Illumination Study to Install Pedestrian Scale Lighting 7 7
Replace Class II Bike Lane Markings
with Painted Buffer
0’ 30’ 60’
Scale: 1”=60’

GOLETA CT

PRIMROSE DR
Matchline - See Sheet 78
1749
Citywide Recommendations
In addition to the recommendations previously described within the Older Adult Priority Areas, this section summarizes other best practices and guidelines for pedestrian and bicycle infrastructure, which can be implemented across the city to create a more robust active transportation network. The City can refer to these best practices for other areas of Palm Desert, ongoing maintenance, and incorporation in future pedestrian and bicycle infrastructure projects.

A detailed version of the following citywide recommendations, including in-depth descriptions and external resources, can be found in Appendix D.

Reduce Speed Limits
To enhance active transportation safety, the City
can reduce speed limits in locations with high
pedestrian and bicycle activity, especially in areas
with higher concentrations of older adults. AB
43 offers Caltrans and local authorities greater
flexibility in setting and adjusting speed limits.

Installing Shared Use Paths
Shared use paths provide a dedicated space for
walking, biking, and other non-motorized travel
modes, reducing potential conflicts with vehicles.

The City can consider installing shared use paths
across suitable locations to enhance active
transportation and improve safety for pedestrians
and bicyclists.

Sidewalk Maintenance
Regular sidewalk maintenance and repair is
important to prevent hazards such as cracks,
uneven surfaces, and obstructions. The City can
consider implementing an annual paving and
sidewalk repair project, which includes identifying
sidewalk repair locations through inspections,
digging out cracks in concrete, and repairing
concrete sidewalks, curbs, and gutters.

Under the current Palm Desert Code of Ordinance,
the owners of lots, or portions of lots, fronting on
any portion of a public street are responsible for
cleaning, repairing, and maintaining sidewalk
areas (Chapter 12.26 Public Sidewalk Repairs).

The City also has an on-call ADA curb ramp and
sidewalk maintenance program to ensure the
upkeep of all public sites throughout Palm Desert.

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Sidewalk Obstruction Management
The City can implement regular inspections
and prompt removal of obstructions to ensure
sidewalks remain clear and accessible. The City
can also establish a citywide sidewalk access
educational program to educate residents and
businesses about proper trash bin placement and
debris disposal, which will help mitigate these
blockages. Additionally, informing residents
about the Palm Desert In Touch reporting system (https://www.palmdesert.gov/our-city/ departments/public-works/report-a-problem)
and encouraging pedestrians to notify the city of
sidewalk obstructions will enable swift responses
and maintain walkability.

Pedestrian Buffers
Pedestrian buffers, which may be parked cars,
planting strips, or other safety features, represent
a key safety feature and greatly contribute to
the quality of the pedestrian environment by
separating walkers from moving traffic.

Pedestrian Refuge Islands
Pedestrian refuge islands are protected areas
where people may safely pause or wait while
crossing a street. They are particularly helpful
as waiting areas for older adults, persons with
disabilities, children, and others who may be less
able to cross a wide street simultaneously. At
signalized intersections, they allow slower-moving
pedestrians to cross in two phases. At unsignalized
locations, they simplify finding a gap in traffic to
cross since vehicles from only one direction must
be dealt with at a time.

SAFE ROUTES FOR OLDER ADULTS 81 VISION ZERO STRATEGY
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Audible Pedestrian Crossing
Signals
Older adults in Palm Desert noted challenges
in seeing pedestrian signals, especially at
large intersections and during peak sunlight
hours. The City can explore solutions such as
implementing audible pedestrian crossing signals
at wide intersections to enhance pedestrian
safety and accessibility. These signals provide
crucial auditory cues that assist visually impaired
individuals in safely navigating intersections,
promoting inclusivity and independence.

Moreover, audible signals benefit all pedestrians
by reinforcing awareness of crossing times and
encouraging compliance with traffic signals.

Countdown Pedestrian Signals
Countdown pedestrian signals are traffic signals at
intersections that display a numerical countdown,
indicating how many seconds remain before the
pedestrian signal turns red. These signals help
pedestrians know how much time they have
left to cross the street safely. The countdown is
typically shown on a digital display in a form of
numbers, allowing pedestrians to make informed
decisions about when to begin crossing or if they
need to hurry. They are especially helpful in busy
areas, reducing the risk of collisions between
vehicles and pedestrians. Countdown pedestrian
signals are recommended at all traffic-controlled
intersections where they are not already in place,
as well as at all future traffic signal installations.

Bus Bulbs
Bus bulbs extend sidewalks to align with bus
stops, improving boarding efficiency and making
transit more accessible. Additionally, bus bulbs
boost pedestrian safety by reducing the need
for buses to pull in and out of traffic, minimizing
conflicts between vehicles and pedestrians. Bus
bulbs also shorten crossing distances when placed
near intersections, benefiting people with mobility
challenges. Bus bulbs with bike lane cut-throughs
further reduce conflicts between buses and
bicyclists, ensuring safer travel for all.

Bus Shelters and Seating
A lack of bus shelters and seating may discourage
older adults from taking transit. Additionally,
existing bus shelters/structures often do not
provide adequate shade. To address these
concerns, the City and transit agencies can
host listening sessions with older adults to
analyze existing transit shelters and brainstorm
new designs that would be more accessible,
comfortable, and useful.

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Construction Management
Construction zones should provide a connected
and continuous pedestrian and bicyclist
passage from end to end during every phase of
work. The City can establish best practices for
construction management plans and temporary
traffic control, focusing on minimizing physical
impacts to pedestrian and bicycle routes and
providing clear, concise detour instructions when
needed. This approach ensures that older adults
and all pedestrians and bicyclists can navigate
construction zones comfortably. Example
guidelines provided by the Federal Highway
Administration are included in Appendix D.

Pedestrian Signage
Pedestrian signage informs motorists or
pedestrians of a legal requirement and should
only be used when the legal requirement is
not otherwise apparent. Common pedestrian
signage includes pedestrian crossing signs,
pedestrian warning signs, WALK signs, DON’T
WALK, and “Cross streets do not stop” signs.

The decision to use these signs is based upon
engineering judgment. These pedestrian signages
may be particularly helpful in areas with higher
concentrations of older adult pedestrians.

Wayfinding Program
The City is currently developing a wayfinding
program in areas with high pedestrian activity,
particularly where there are larger concentrations
of older adults. A well-designed wayfinding
program, including clear signage and maps, can
help pedestrians navigate more easily, promoting
more convenient and more confident movement
throughout Palm Desert.

Street Trees
Providing street trees can greatly enhance the
walking experience. On average, the number of
days too hot to comfortably walk in Palm Desert
will increase approximately 19 days by 2050.6
Street trees offer shade, significantly reducing the
heat experienced by pedestrians and making
outdoor activities more enjoyable. They create a
visually appealing environment, contributing to the
overall aesthetic of the city and encouraging more
people to walk. Additionally, trees help improve
air quality by absorbing pollutants and releasing
oxygen, promoting a healthier lifestyle for the
community. The City’s Landscape Services Division
has produced a series of landscape design guides
that provide information regarding street trees
appropriate for Palm Desert’s hot climate.7
6 Projected Thermal Comfort for Pedestrians and Bicyclists, Alta Planning + Design. 7 Landscaping and Park Maintenance, City of Palm Desert.

SAFE ROUTES FOR OLDER ADULTS 83 VISION ZERO STRATEGY
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Encouraging
Safe Routes
for Older
Adults in
Palm Desert

05. 1754

PROGRAMMATIC

RECOMMENDATIONS
Non-infrastructure strategies are an important
part of a comprehensive SRFOA Plan. While
infrastructure improvements such as sidewalks,
bikeways, and crossing improvements are central
to providing safe routes, equally important are
engagement activities that recognize a diversity of
lived experiences, education programs that teach
basic traffic safety skills, encouragement programs
that celebrate walking and biking, evaluation
programs that measure the impact of SRFOA
efforts, and other strategies that make walking
and biking in Palm Desert safe, comfortable, and
enjoyable for all older adults.

Programs can build enthusiasm and support
for SRFOA and can be an important first step
toward implementing more costly infrastructure
improvements. Programmatic efforts can also
be made after or concurrent with infrastructure
improvements. This section outlines program
recommendations for the SRFOA Plan.

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Experiences and Educational Activities
The Project Team compiled a comprehensive menu of SRFOA Plan activities based on community needs and priorities, available resources, and best practices. These recommendations should be used to complement infrastructure improvements and included in any request for funding, such as through the California Active Transportation Program. These experiences and educational activities include:

Group Outings
Fun, social opportunities to engage
older adults, provide education about
walking, biking, and transit, and
encourage the use of active modes of
transportation.

Education and Direct Support
Opportunities to educate older
adults on using different modes of
transportation, including guidance
on trip-planning and safety tips and
related technology support.

Bike Lending Library
A cost-effective resource providing
extended bike rentals for older adults
interested in participating in group
bike rides or biking educational
classes but are not yet ready to
purchase their own bikes.

Outreach and Engagement
Connect older adults to transportation
options by meeting them where they
are through tabling and providing
opportunities for input and group
conversations.

Car-Free Streets Events
Fun, social, and safe opportunities to
encourage older adults and people
of all ages to use public streets for
various activities without the concern
of vehicular traffic conflicts.

Rides and Races
Community-oriented activity that
promotes physical activity, health, and
social connections.

Demonstration Events
Temporary displays of proposed
street improvements that allow older
adults to experience and engage with
potential designs firsthand and provide
feedback before refining the final
measurements.

Based on experiences from SRFOA Pilot Programs in other cities, the City should consider the following tips and lessons learned when offering future activities.

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Group Walking, Biking, and Transit Outings
Group walking outings can encourage older
adults to walk more regularly in a supportive
setting. The City might consider partnering with
nonprofit organizations such as Walk with a Doc
to facilitate these walking events. Each “Walk
with a Doc” session is led by volunteer healthcare providers who share relevant health topics before the walks and provide other relevant
information regarding health benefits associated
with walking and a more active lifestyle. These
health discussions can inspire participants to
adopt healthier habits in their daily lives. Beyond
the physical benefits, group walking outings foster
community connection, allowing participants to
learn from one another and celebrate their diverse
backgrounds. These social interactions are vital
for maintaining a long and healthy life, as they
help build supportive networks among community
members.

Transit outings guided by City staff or partners
like The Joslyn Center offer older adults the
opportunity to take transit and walk safely and
comfortably, and gain confidence. The SunLine
Transit Ambassador Program (TAP) offers
comprehensive training sessions that address
crucial topics and everyday scenarios in public
transportation service. Transit Ambassadors
who have completed this program can assist
passengers with their trip planning and provide
support until passengers feel confident in
navigating the SunLine system independently.

The City could consider partnering with SunLine
Transit Agency to leverage the TAP, encouraging
older adults to use transit regularly, fostering
independence, and increasing transit use within
the community. Older adults who participate in
TAP could also serve as advocates within their
networks, encouraging more older adults to
consider active transportation modes. Furthermore,
the TAP could facilitate the formation of travel
buddy relationships, enhancing social connections
and reducing loneliness among older adults.

Pairing these outings with seasonal activities,
such as outdoor concerts, or key destinations like
museums, libraries, and shopping destinations,
could encourage participation and make the
experience more enjoyable and meaningful.

Similarly, group bicycle rides allow older
adults to practice bicycling, guided by City
staff or community partners. The City may
consider partnering with local biking nonprofit
organizations to lead bicycle-related events and
educational programs. Additionally, the City could
collaborate with local bike rental shops to offer
free bike or e-bike experiences for participants
who do not own a bicycle. Before rides begin,
facilitators can also provide education so that
every participant has basic knowledge about the
rules of the road, bicyclist laws and rights, and
bike safety.

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Education and Direct Support
The City may consider providing educational
workshops and opportunities for direct support
regarding biking, walking, and transit resources,
safety, and skills like trip planning. These activities could include classroom-style workshops,
presentations at senior centers and affordable
housing communities, and tabling at locations
where older adults are likely to visit, such as the
library and the Joslyn Center. The January 2025
bike safety event hosted by the Joslyn Center and
the Riverside County Sheriff’s Office could serve
as a model for these types of workshops.

For walking and transit educational programs,
the City could consider partnering with customer
service staff from SunLine Transit Agency to help
older adults with digital pay options, senior
fares, trip planning, specialized transit services
(e.g., SunDial), and other transit-related topics.

Additionally, library staff could be trained to
provide ongoing support by answering questions
from older adults about walking and transit trips.

Regarding biking education, the City might offer
bike skill classes at varying levels. Basic classes
would cover basic biking techniques, rules of the
road, and safety tips for those with limited biking
experience. Advanced classes could delve into
more complex topics, such as bike maintenance
and repair and long-distance biking skills.

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Bike Lending Library
Bike lending libraries provide bicycles to people
who want to test bicycle travel before purchasing
a bike or do not have the resources to purchase
a quality bike. These libraries offer bike rentals
for longer than a single trip, typically providing
a personal bike for weeks or months. These
programs are significantly less expensive to
manage and maintain than a traditional bikeshare
system, which typically requires docking stations
within a half-mile of each other. By centralizing
pick-up and drop-off at a single location hub,
bike libraries also create a captive audience for
education and safety courses and materials to
support Vision Zero goals.

The bike library should offer a variety of bikes,
such as e-bikes, cargo bikes, and tricycles,
to provide options for people to use during
different trip purposes, abilities, and seasons. To
accommodate riders with the highest need, rental
fees should be subsidized or free based on social
services eligibility or for students and older adults.

Bike libraries can be City-operated or managed
in partnership with local bike shops and advocacy
groups that can provide and maintain the bikes.

The City can pursue grant opportunities to fund
the bike library through the Active Transportation
Program and Regional Early Action Planning
(REAP) programs and leverage California Air
Resources Board rebate programs for e-bike
purchases to facilitate a bike-to-own model.

Ongoing Outreach and
Engagement
Upon request, City staff should be available to
table at partner events (e.g., Joslyn Center Spring
Health and Wellness Fair) to share information
about the SRFOA project, other transportation
projects, and related topics like walking, biking,
and transit safety. Additionally, City staff could
host office hours, coffee chats, or other types of
flexible meetings that allow older adults to stop by
and ask a range of questions and provide input on
topics related to walking, biking, and transit.

Older Adult Transportation
Resource Fair
The City can work with partners to host an
older adult-focused transportation resource fair
featuring various transportation and senior service
providers. Vendors should be encouraged to
bring informational handouts and incentives. Staff
can work with vendors to develop programming
during the expo, such as e-bike demonstrations,
opportunities to tour a parked SunLine bus, or
mini educational workshops. Though the resource
fair should be transportation-focused, it can also
be beneficial to invite other local senior service
providers and partners who offer a wide range of
other programs, such as The Joslyn Center.

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Car-Free Streets Events
Car-free street events promote health and
community connection by creating a safe,
attractive space for physical activity and social
contact. These events temporarily close streets to
motor vehicles, creating a safe and welcoming
environment for older adults and for people of all
ages to engage in walking, bicycling, shopping,
dancing, and other activities. These events are
cost-effective compared to building new parks
for the same purpose. The events have many
names: Ciclovías (originating in South America),
Open Streets, Summer Streets, Sunday Streets,
and Sunday Parkways. Car-free events have
been successful internationally and are rapidly
becoming popular throughout California and the
United States. Events can be regularly scheduled
or one-time occasions.

Working with businesses along corridors where
the events take place gives them time to promote
the event and support travel alternatives to their
business during the event. These events increase
foot traffic, often resulting in increased profits for
food and drink establishments and local retailers;
however, the perception of losing access to car
traffic and parking for a day can cause initial
opposition. To mitigate these concerns, a smallscale pilot event is recommended where a block or two is restricted from car traffic. Following a
successful pilot, the event’s scope can expand as
people experience car-free streets and become
more receptive to larger events.

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Rides and Races
A “Rides and Races” event is a communityoriented activity that can involve bicycling, running, or walking competitions, aimed at
promoting physical activity, improving health, and
fostering social connections. Additionally, while
some older adults may not wish to participate in
these events, they can still engage as spectators,
strengthening social ties and reducing isolation.

These events also serve to inspire and encourage
older adults to stay active, whether through direct
participation or by witnessing the energy and
enthusiasm of others.

High-Visibility Crosswalk Flags
This program involves placing brightly colored,
handheld flags at crosswalks for pedestrians
to hold while crossing. The intent of the flags
is to further increase pedestrian visibility to
approaching drivers.

Demonstration Events
Demonstration events are an important tool in
the early stages of planning proposed street
improvements, allowing community members to
experience and engage with potential designs
firsthand. By temporarily showcasing these
enhancements, residents can visualize how the
proposed changes would impact their daily lives
and the overall community environment. Feedback
collected during these events provides valuable
insights into public sentiment, helping planners,
designers, and engineers refine their proposals
based on real-world interactions.

These demonstration projects are particularly
beneficial for people with unique mobility needs
and preferences, such as children and older
adults. By involving them in the evaluation process,
the City can better understand their challenges
and tailor solutions to enhance accessibility and
safety. For instance, wider sidewalks and ADAcompliant curb ramps can help older adults feel more comfortable navigating their neighborhoods.

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Implementing
Safe Routes
for Older
Adults in Palm
Desert

06. 1762

POTENTIAL

FUNDING

SOURCES
Funding for SRFOA programs and projects
may come from various sources, including
matching grants, sales tax or other
taxes, bond measures, or public/private
partnerships. This section identifies funding
sources for the design, implementation,
and maintenance of SRFOA projects. The
descriptions are intended to provide an
overview of available options and do not
represent a comprehensive list.

It should be noted that this section reflects
the funding available at the time of writing.

The funding amounts, fund cycles, and even
the programs are susceptible to change
without notice. As funding and grant
opportunities become available in the future,
the City will prioritize the implementation
of recommendations in this plan, utilizing
these resources to support the continued
development and enhancement of SRFOA
programs and projects.

Local and Regional
City of Palm Desert Measure G
Approved in 2024, Measure G is a 1% sales tax
that funds general city services. These funds may
be used to construct public infrastructure, including
new bicycle and pedestrian facilities. Measure
G also provides funding for the maintenance of
streets, community centers, parks, trails, and other
facilities used by older adults.

Riverside County Transportation
Commission (RCTC) Measure A
First approved in 1988, Measure A is a half-cent
sales tax that funds transportation improvements
through 2039. In proportion to the sales taxes
they contribute, funds go back to each of Riverside
County’s three geographic areas: Coachella
Valley, Western Riverside County, and Palo Verde
Valley. In Coachella Valley, 50% of funds go to
highway and regional arterials, 35% to local
streets and roads, and 15% to public transit.

Southern California Association of
Governments (SCAG) – Sustainable
Communities Program (SCP)
SCP funds projects that support active
transportation and the development of
sustainable, equitable, and economically vibrant
communities across the state. Through this
program, SCAG offers financial resources to local
and regional planning agencies to implement
projects that reduce greenhouse gas emissions,
enhance transportation systems, and promote
environmental justice. This funding opportunity can
help improve pedestrian infrastructure for older
adults by supporting projects that make walking
safer and more accessible, particularly near transit
hubs and community centers.

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State
California Active Transportation
Program (ATP)
The California ATP funds projects that enhance
walking and biking infrastructure, focusing on
safety for vulnerable populations, including
older adults. ATP prioritizes projects that improve
accessibility and mobility, ensuring communities
can safely walk and bike to their destinations.

Palm Desert can apply for ATP funding to improve
pedestrian infrastructure such as sidewalks,
crosswalks, and bus stop accessibility for older
adults. The California Transportation Commission
writes guidelines and allocates funds for the ATP,
while the ATP will be administered by the Caltrans
Division of Local Assistance.

Caltrans Highway Safety
Improvement Program (HSIP)
HSIP is a data-driven funding program, and
eligible projects must be identified through
analysis of crash experience, crash potential,
crash rate, or other similar metrics. Infrastructure
and non-infrastructure projects are eligible for
HSIP funds. Examples of eligible projects include
bicycle and pedestrian safety improvements,
enforcement activities, traffic calming projects,
and crossing treatments for active transportation
users in school zones. All HSIP projects must
be consistent with the state’s Strategic Highway
Safety Plan. In California, HSIP is administered by
Caltrans.

Caltrans Transportation
Development Act Funds (TDA)
TDA provides funding from State Transit Assistance
and Local Transportation Fund. This program funds
a variety of transportation programs, including
those for pedestrians, bicyclists, and people
accessing transit facilities. The amount of funding is
based on sales tax collected in each county. This
fund is administered by Caltrans.

Caltrans State Transportation
Improvement Program (STIP)
The STIP is a state funding program that supports
various transportation infrastructure projects,
including pedestrian improvements. Local
agencies can apply for STIP funds to support
pedestrian and bicycle safety enhancements,
with a focus on projects that serve older adults
and other vulnerable populations. This program
can help finance projects like safer crossings and
improved access to public transit.

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National
Better Utilizing Investments to
Leverage Development Grant
Program (BUILD)
The BUILD Grant Program enables the USDOT
to invest in road, rail, transit, and port projects
that have a significant local or regional impact.

Eligible projects include recreational trails, road
diets, separated bike lanes, shared use paths,
sidewalks, signal improvements, signed pedestrian
or bicycle routes, traffic calming, trailside and
trailhead facilities, bicycle parking, racks, repair
stations, storage, and bike share programs.

Community Development Block
Grant Program (CDBG)
The CDBG program, managed by the US
Department of Housing and Urban Development,
provides funding for community development
projects that benefit low- and moderate-income
areas. The funds can be used to improve
infrastructure, including pedestrian pathways,
lighting, and other elements that support safe
walking routes for older adults. This funding can
help Palm Desert enhance mobility and safety for
its older residents.

Safe Routes to School (SRTS)
While focused on schoolchildren, the National
Center’s SRTS program can be a useful funding
source for improving pedestrian infrastructure that
benefits older adults. By implementing safer routes
around schools near older adult housing, the
program can also enhance accessibility for older
pedestrians and transit users.

Safe Streets and Roads for All
Grant Program (SS4A)
Established through the Infrastructure Investment
and Jobs Act, SS4A will provide $5 billion in
funding from 2022 to 2026 to support local,
regional, and tribal initiatives aimed at reducing
roadway deaths and serious injuries. SS4A
offers grants for planning, demonstration,
and implementation projects, with a focus on
pedestrian, bicyclist, and transit safety.

Surface Transportation Block Grant
Program (STBG)
This program provides states with flexible funds
that may be used for a variety of highway,
road, bridge, and transit projects. Bicycle and
pedestrian improvements are eligible, including
trails, sidewalks, bike lanes, crosswalks, pedestrian
signals, and other ancillary facilities. The grantfunded pedestrian and bicycle facilities may be located on local roads that are not part of the
Federal-aid Highway System. Funds are funneled
through Caltrans to Metropolitan Planning
Organizations to administer the grant.

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Other Programs
AARP Community Challenge Grants
AARP offers grants to organizations that create
more livable and accessible communities for
older adults. The program supports projects
that enhance transportation options, increase
pedestrian safety, and reduce mobility barriers, all
of which align with the goals of the SRFOA Plan.

Funding can be used for infrastructure upgrades or
community initiatives to improve the quality of life
for older adults.

National Institute on Aging (NIA) -
Research Grants
The NIA offers research grants to explore
issues related to aging, including mobility and
transportation. These grants could be applied
to studies that examine the specific needs of
older adults in Palm Desert and how safe routes
programs can address these needs. Research
findings could also help secure additional funding
for infrastructure improvements to enhance
pedestrian safety for older adults.

The Robert Wood Johnson
Foundation (RWJF)
RWJF is a national organization that funds
initiatives to improve public health and community
well-being. The foundation supports projects
that create healthier environments for vulnerable
populations, including older adults. Palm Desert
could apply for funding to enhance pedestrian
infrastructure, reduce physical barriers, and ensure
safer and more accessible routes for older adults
to essential services.

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SRFOA

PRIORITIZATION
The SRFOA prioritization process ranks the
projects in the three Older Adult Priority Areas
within Palm Desert against one another, using
data collected from national, city, and community
sources. The outcome is a ranked list that informs
Older Adult Priority Area prioritization and grant
funding.

The prioritization process considers several data
sources, emphasizing safety and other relevant
scoring criteria for Safe Streets and Roads for
All (SS4A) and Caltrans Active Transportation
Program (ATP) grant funding. These data sources
include:
» Pedestrian and bicycle collisions (2013–2022)
» High injury network
» Student population eligible for the FRPM
Program
» Population with a disability
» Low income communities (AB1550)
» Proximity to community destinations
» Area population density
» Population of children and older adults
» Households with access to an automobile
» Local and advisory support
» Relative project cost
The complete SRTS school prioritization
methodology and scoring criteria is included
in Appendix H. The prioritized scores identify
potential short, medium, and long-term timelines
for each project.

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Appendices
1768
1769

00. Complete
Plan, Policy,
and Program
Review
A.
1770
Complete Plan, Policy, and Program Review
The following provides a summary of local and regional planning documents that directly or indirectly address active transportation and public right of way planning and design in Palm Desert and Riverside County. While most of the plans focus on higher-level visions and goals at a county or regional scale, the Palm Desert General Plan (2016) contains the most policies, plans, and programs relevant to the Palm Desert Vision Zero Strategy.

The General Plan includes several proposed bicycle and pedestrian facilities, typically shared sidewalks, which are described in the Existing Conditions Memo. The General Plan also serves as the basis for Palm Desert’s Walk and Roll Program, an implementation guide for the General Plan that is focused on creating a more complete network of active transportation infrastructure.

Table 1. Plans Reviewed by Jurisdiction
Plan Name Summary Municipality Year Adopted
Connect SoCal 2024 The long-term plan for Southern
California that details the necessary
investments in transportation and
development until 2050. The plan
does not make any specific
recommendations, but rather
focuses on long term goals and
systemic changes to address mobility
issues throughout the region.

SCAG 2024
Transforming Haystack Road:

Traffic Calming and Safety Study
A study on a 1.3 mile segment of
Haystack Road to improve road user
safety. This project is currently
implementing active transportation
improvements outlined for this
segment in the General Plan and
Local Roadway Safety Plan.

Palm Desert 2024
Walk and Roll Program The implementation plan for the
ideas laid out in the Palm Desert
General Plan to create a more
complete network of active
transportation infrastructure. The
plan is broken into three phases.

Plan implementation is currently
underway.

Palm Desert 2024
District 8 Active Transportation
Plan
A plan that identifies the pedestrian
and bicycle needs across the State
Highway System. This plan puts forth
regional improvements in the
Coachella Valley, but nothing specific
to Palm Desert.

CalTrans 2022
Local Roadway Safety Plan The City of Palm Desert’s plan to identify key areas using crash data to
inform and evaluate the safety of
the City’s transportation network.

The plan puts forth a toolbox of
safety measures that should be
implemented throughout the City.

Palm Desert 2021
1771
Plan Name Summary Municipality Year Adopted
Riverside County Transportation
Commission Long Range
Transportation Study
A Long Range Transportation Plan to
address transportation in Riverside
County and allocate Measure A tax
dollars. The plan proposes funding to
rail improvements, a county wide
Safe Route to School program, and
infrastructure changes to support
active transportation.

Riverside County 2019
CV Link Master Plan The envisioned 40-mile, valley wide pathway for pedestrians, cyclists,
and low speed electric vehicles
through the Coachella Valley. There
are almost 5 miles of segments
through Palm Desert.

CVAG 2016
Palm Desert General Plan This plan builds upon the vision of the Envision Palm Desert Strategic
Plan to create guiding development
principles for the City of Palm
Desert. The General Plan proposes
specific active transportation
infrastructure projects within Palm
Desert that are being implemented
through the Walk and Roll Program.

Palm Desert 2016
Envision Palm Desert Strategic
Plan
A collaborative plan between the
City and residents to create a
community vision and action steps.

It resulted in nine Strategic Results
Areas to address within the City. The
plan defines guiding principles and
priorities for more specific
development items in subsequent
plans.

Palm Desert 2014
Coachella Valley Association of
Governments Active
Transportation Plan
The Active Transportation Plan
updates the Non-Motorized
Transportation Plan for regional
bikeways through Coachella Valley.

This plan proposes large regional
bikeway routes along state
highways, connecting to the CV Link,
and the stormwater channels.

CVAG 2010
Coachella Valley Association of
Governments Transportation
Project Prioritization Study
This study prioritizes funding for
transportation improvements
including bicyclist and pedestrian
facilities using roadway surface
conditions, level of service, crash
rates and other criteria that advance
regional goals
CVAG 2010
SAFE ROUTES FOR OLDER ADULTS 102 PALM DESERT
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Palm Desert General Plan
The Palm Desert General Plan Update utilizes the nine vision statements set forth in the Envision Palm Desert – Forward Together Strategic Plan to create a foundational plan to create a human-oriented and human-scaled town. The General Plan Update focuses on five guiding principles: 1. Human scale design, 2. Creating lively centers, 3. Streets for all, 4. Accessibility and connectivity, and 5. Quality open space. The Plan focuses on three key areas in the city, creating a vibrant city center and downtown, the university area, and the Cook Street Corridor.

The Mobility Element lays out the policies to guide the development of the City’s transportation facilities. The Plan also lays out a proposed bicycle network for the City. These bike facilities capitalize on new community facilities, supportive land use patterns, pedestrian routes, and transit stations. The Plan also puts forth policies to provide bike parking, education, and safety measures to improve bicycling in Palm Desert.

The Mobility Element also addresses Pedestrian Facilities to provide a safe and convenient circulation system for pedestrians including sidewalks, crosswalks, places to sit and gather, lighting, buffers, shading and amenities for all ages. The policies also stipulate that pedestrian improvements should be prioritized, especially in school areas where school access is prioritized over vehicular movements. The General Plan’s Transportation Element is a high-level plan with some street specific recommendations and is being implemented through the City’s Walk and Roll Program.

Plan Link: palmdesert.gov/home/showpublisheddocument/34535/638373010609730000 SAFE ROUTES FOR OLDER ADULTS 103 VISION ZERO STRATEGY
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Figure

1. Palm Desert General Plan: Proposed Bicycle and Pedestrian Facilities SAFE ROUTES FOR OLDER ADULTS 104 PALM DESERT
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Envision Palm Desert Strategic Plan
The 2013-2023 Strategic Plan was a collaborative effort between the City and Palm Desert citizens to develop a community vision and plan action steps to achieve it. The Plan developed a vision that recognizes the critical role that Palm Desert plays in the Coachella Valley, its exceptional quality of life, commitment to sustainability and importance as a generator of jobs and economic activity. The Plan is made up of nine Strategic Results Areas, the most relevant of which are the land use, parks and recreation, and transportation.

Land Use, Housing & Open Space: The vision is a well-planned and developed city with a vibrant city core; natural hillsides and open space; and housing, business, and community revitalization opportunities. Priorities are to enhance Palm Desert as a first-class destination for premier shopping and national, regional, and neighborhood retail businesses, to expand Palm Desert as an educational hub, to facilitate development of highquality housing for people of all income levels, and to develop creative and innovative zoning and incentives that promote education and high-quality residences that also encourages a balance between housing and jobs.

Parks & Recreation: The plan envisions parks, open spaces, and recreational opportunities as drivers of innovation and a high quality of life. Priorities are to fund park maintenance and plan for future replacement and growth, assure a continuing flow of innovative ideas through creative partnerships, and provide adequate staffing. Other priorities include encouraging resident input, promoting healthy community principles by incorporating recreational and exercise opportunities in all public spaces, planning and developing the North Sphere Regional Park, and evaluating the need for expansion of the Palm Desert Aquatic Center. Public Safety & Emergency Services: The vision is for a high quality of life for Palm Desert as a result of its comprehensive public safety services. Priorities are to continually enhance the delivery of public safety services, increase methods of crime prevention through expanded community participation, and help the community be more prepared for disasters and public safety emergencies.

Transportation: The vision is of a community with safe, convenient, and efficient transportation options for residents and visitors. Priorities are to create walkable neighborhoods in residential, retail, and open space areas to reduce the use of low occupancy vehicles; revitalize the Highway 111 corridor through land use and other improvements; and emphasize multiple modes of travel including carpooling, bus riding, cycling and walking.

The Transportation Chapter outlines priorities with strategies and action steps to improve the transportation network in Palm Desert.

Priority 1 is to create walkable neighborhoods and areas within Palm Desert. The Plan accomplishes this by recommending modifications to zoning and land use maps to encourage mixed-use developments, such as changing standards and guidelines, providing tax incentives, and fee reductions, providing height and density bonuses to developments based on services and amenities, education of the public, facilitate a business district on Highway 111, and evaluate potential transit-oriented development sites along major arterials.

Priority 2 is to revitalize the Highway 111 corridor through land use and travel corridor evolution and visual improvement. The Plan seeks to identify potential revitalization opportunities and sites along Highway 111. This will be accomplished by prioritizing mixed-use and transit-oriented developments through incentives, providing better bus service following Bus Rapid Transit standards, and explore the creation of a merchant group.

Priority 3 is to de-emphasize single and low occupancy vehicles and optimize multiple modes of travel including, bus, carpool, golf carts, bicycles, and pedestrians. The Plan seeks to reduce vehicle miles traveled, promote the CV Link path and other routes that can be used by active transportation methods, and expand rail service. This SAFE ROUTES FOR OLDER ADULTS 105 VISION ZERO STRATEGY
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will be accomplished by facilitating the development of CV Link project, explore and assist in opportunities for expanded rail service in the region, conduct a community education campaign, facilitate development planning to integrate uses and reduce trips, coordinate with stakeholders to provide transit and shuttle options to connect to major shopping, entertainment, and recreation areas within the city.

The Strategic Plan outlines goals and a vision for the City but does not necessarily provide site specific plans and designs.

Plan Link: Layout 1 (palmdesert.gov)
SCAG’s Connect SoCal 2024
Connect SoCal 2024 is a long-term plan (2050) for the Southern California region that details investment in the transportation system and development in communities to meet the needs of the region. The Plan addresses goals in mobility, communities, environment, and economy, investing $750 billion into the transportation system improving transit and bike lanes, creating 275,000 jobs and helping to achieve the GHG reduction target for Southern California. The mobility chapter outlines policies and strategies to guide transit development in Southern California with a focus on: system preservation and resilience, complete streets, transit and multimodal integration, transportation systems management, transportation demand management, technology integration, safety, and system funding. The plan is a high-level strategic plan about long term goals, funding, and systemic changes. It does not make any corridor or street specific recommendations.

Plan Link: Connect SoCal 2024 Read The Draft Plan - Southern California Association of Governments Local Road Safety Plan
The Palm Desert Local Roadway Safety Plan (LRSP) was adopted by the City in June of 2021, with the goal of providing safe, convenient, and efficient transportation options by 2033. The LRSP’s goal is to identify emphasis areas, including crash type in specific locations, and the relationships between current efforts and crash history, to inform and guide evaluation of the City’s transportation network.

The LRSP identified city-wide policy changes that should be implemented as well as identifying 10 case study locations for further study and recommendations. The Plan puts forth a toolbox of safety measures for implementation. Additionally, safety project case studies were developed for these locations:
• Segment: Monterey Avenue (Dinah Shore Drive to City Limits) • Segment: Country Club Drive (Eastwood Lane to Harris Lane) • Signalized Intersection: Monterey Avenue & Fred Waring Drive • Signalized Intersection: Monterey Avenue & Dinah Shore Drive • Signalized Intersection: Highway 111 & San Luis Rey Avenue • Signalized Intersection: Highway 111 & Plaza Way
• Signalized Intersection: Highway 111 & San Pablo Avenue • Unsignalized Intersection: Fred Waring Drive & Acacia Drive • Unsignalized Intersection: Highway 74 & Bursera Way
• Unsignalized Intersection: Highway 111 & Larkspur Lane Plan Link: MetaViewer.php (granicus.com)
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CV LINK Master Plan
CV Link is envisioned as a 40-mile, valley-wide pathway that is accessible to bicyclists, pedestrians and low-speed electric vehicles through the Coachella Valley. There are 3 open segments currently open: northern Palm Springs to Cathedral City, eastern Palm Desert to Indian Wells border, and from eastern Indio to Thermal through Coachella. The Rancho Mirage and Indian Wells segments were not accepted in the final plan. The CV Link provides an important regional backbone for active transportation modes throughout the Coachella Valley. New active transportation infrastructure should consider this alignment and create connections to the new pathway whenever possible.

Plan Link: CV Link Master Plan (coachellavalleylink.com) Walk and Roll Program
The Walk and Roll Project aims to take the ideas outlined in the General Plan to create a more complete and well-connected network for people to walk and bike. The project is broken down into three phases.

Phase One is to implement sharrows throughout the city. This work is currently under contract, and a Construction Timeline should be outlined shortly.

Phase Two is to install Class 2 buffered and unbuffered bike lanes throughout the city. The roads identified include Portola Avenue, Gerald Ford Drive, Cook Street, Country Club Drive, El Dorado Drive, Frank Sinatra Drive, Oasis Club Drive, and CA-111. Currently, City staff are in the process of releasing a Design-Build Request for Proposal (RFP) to complete the design and construction documents for the implementation of these bike lanes.

Phase Three is to implement pedestrian infrastructure, including sidewalk widening, new sidewalks, ADA ramps, and crosswalks. The consultant has created conceptual designs that include alternative options for some street segments. These concepts were discussed at a public community meeting on February 29, 2024.

As part of the Walk and Roll Program, a Pedestrian and Bike Gap Analysis study was conducted to create a list of prioritized projects. Bicycle gaps were identified using level of traffic stress analysis and collision analysis. The following streets were identified as seven prioritized gaps: Highway 111, Monterey Avenue, Fred Waring Drive in both directions, Cook Street, Washington Street, and Dinah Shore Drive. Types of potential bicycle-oriented projects include stripe and widen bicycle lanes, adding bike lane buffers, remove free right turns, continue bike lanes to the intersection and modify at free right turns, and construct or modify medians. Pedestrian facility gaps were identified at Parkview Drive, San Gorgonio Way, and Monterey Avenue. Types of pedestrian oriented projects to improve these gaps include replacing and widening the sidewalk, separate bicycle and pedestrian facilities on the sidewalk, construction of curb ramps, and remove or signalize free right turns.

Project Link: Let's Discuss: Active Transportation | City of Palm Desert (engagepalmdesert.com) CalTrans District 8 ATP
The CalTrans District 8 Active Transportation Plan, adopted in 2022, identifies pedestrian and bicycle needs on and across the State Highway System (SHS) and prioritizes highway segments and crossings to inform future investments. The Plan’s main outputs are lists and maps of location-based needs, prioritized highway segments, and prioritized highway crossings. Caltrans evaluated data about the SHS from its own inventories, from local and regional plans, and from extensive public input to determine where gaps and barriers in walking and SAFE ROUTES FOR OLDER ADULTS 107 VISION ZERO STRATEGY
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bicycling infrastructure are present. Locations were identified as having needs if they met one or more of the following criteria:
• Main Street sidewalk gaps
• Sidewalks in fair or poor condition
• Sidewalks along higher-speed highways
• Stressful pedestrian or bicycle crossings (accounting for the absence of median islands and marked crossings, posted speed limits, and other factors)
• Stressful bicycle segments (due to factors such as high speeds, high traffic volumes, and narrow or absent bikeways)
• Infrequent opportunities to cross under or over freeways • Freeway interchanges requiring upgrades of various kinds to be more comfortable for people walking or bicycling.

This map displays where location-based needs exist in District 8 for people walking or bicycling along the highway (shown as lines) or across the highway (shown as dots). Dots also include freeway crossing needs.

This Active Transportation Plan has regional significance in creating safe bike and pedestrian infrastructure, however, does not propose any specific projects in Palm Desert.

Story Map link: Caltrans District 8 Active Transportation Plan (arcgis.com) Plan Link: Caltrans Active Transportation Plan 2022 District 8 Riverside County Transportation Commission Long Range Transportation Study (2019) The Transportation Commission has created a Long Range Transportation Study with four core goals and objectives to address transportation in Riverside County: Quality of Life, Operational Excellence, Connecting the Economy, and Responsible Partnerships. The RCTC created this plan to help allocate Measure A tax dollars and funds from the state and federal transportation agencies within Riverside County.

Within in the Study there are a few relevant projects to Palm Desert.

1. The Coachella Valley – San Gorgonio Pass Rail Corridor Service Project to provide additional Amtrak rail service between Los Angeles and the desert cities in the Coachella Valley, extending 141 miles from Indio to Los Angeles Union Station.

2. Development of a formal Safe Routes to School Program

3. Influence the built environment to support multimodal transportation Other than regional rail projects, there are no specific active transportation projects identified in the LRTS, instead it creates a framework and prioritization list to support efforts undertaken by individual cities.

Plan Link: https://www.rctc.org/wp-content/uploads/2019/12/RCTC-Draft-LRTS-120119-GV22.pdf SAFE ROUTES FOR OLDER ADULTS 108 PALM DESERT
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Transforming Haystack Road: Traffic Calming and Safety Study This study is focused on a 1.3-mile-long segment of Haystack Road in Palm Desert between Highway 74 and Portola Avenue. The road currently has one travel lane in each direction and a two-way left turn lane between Hwy 74 and Heliotrope Drive. There are bike lanes and parking lanes on a portion of the corridor. The segments ADT is approximately 4700 vehicles per day. As of October 2023, City staff hosted a fourth virtual community gathering that focused on a variety of traffic management initiatives in the South Palm Desert area, with a special emphasis on the Haystack Road vicinity.

During this virtual meeting, the City presented vital information about forthcoming projects aimed at enhancing traffic management, ensuring residents' safety, and increasing convenience. The input and feedback from South Palm Desert residents were pivotal in shaping the success of these initiatives.

Coachella Valley Association of Governments Active Transportation Plan The Coachella Valley Association of Governments (CVAG) recognizes the value of providing opportunities for local residents and visitors to bicycle for transportation and recreation and to have attractive opportunities to walk to transit stops, as well as to encourage people to use neighborhood electric vehicles (NEVs). Such opportunities help reduce auto trips, improve the environment, promote healthy lifestyles, and create livable communities. As this Active Transportation Plan (Plan or ATP) is implemented, it will transform the Coachella and Palo Verde Valleys into places where more people use a bicycle to get to work, to school, or to the store.

The ATP will bring more recreational opportunities to valley residents.

This Active Transportation Plan updates the Non-Motorized Transportation Plan for bikeways that was completed in 2001 and updated in 2010. It revises the regional bikeway plan as well as bicycle plans for each jurisdiction. The bicycle plans will keep each city and the County of Riverside eligible for various bikeway funds.

Palm Springs, Cathedral City, and Palm Desert will also improve their chances of receiving funds for pedestrian improvements around the five major SunLine Transit transfer points in this plan. In Palm Desert, the transfer point is located at Town Center Way and Hahn Road.

For Palm Desert, this plan puts forth some regional bikeway routes along the Highway, most notably the CV Link and its future connections, and along the Palm Valley Stormwater Channel.

Coachella Valley Association of Governments Transportation Project Prioritization Study
This study creates an unbiased, methodological way to provide CVAG direction in determining funding for regional arterials by prioritizing the eligible study segments. The criteria used to create a scoring methodology include roadway surface conditions, system continuity, level of service, and accident rate. The highest scoring projects in Palm Desert include:
• Monterey Avenue between Highway 111 and Country Club Road • Portola Avenue between Highway 111 and Magnesia Falls Drive and north of Country Club Drive • Cook Street between Fred Waring Drive and Frank Sinatra Drive • Country Club Drive between Portola Ave and Cook Street and Washington Street and Oasis Club Road SAFE ROUTES FOR OLDER ADULTS 109 VISION ZERO STRATEGY
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Section
Name Goes
Here

00. Complete
Existing
Conditions
Report
B.
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Complete Palm Desert Safe Routes for Older Adults Existing Conditions Report
Introduction
The Palm Desert Safe Routes for Older Adults (SFOA) Plan seeks to identify barriers to safe walking and bicycling on routes frequented by Palm Desert’s older adult residents and to develop solutions in consultation with the community, public sector partners, and city leadership. The Plan will reflect the unique challenges and opportunities in Palm Desert and address active transportation network gaps that negatively impact access to neighborhood parks, hospitals, retail centers, and other destinations.

The purpose of this Existing Conditions Memo is to identify existing demographics, infrastructure, and commute trends as well as review existing City and regional plans related to active transportation in Palm Desert. Using this existing data, analyses were completed to find gaps in the existing active transportation network. This information identifies opportunities for active transportation improvements to enhance the safety and comfort of people walking, biking, and rolling. The findings from this memo will be included in separate existing conditions chapters in the draft Safe Routes for Older Adults Plan and will directly inform infrastructure and programmatic recommendations.

Note: This Existing Conditions Report was completed in 2024 prior to the release of the updated Palm Desert bike network data in 2025. While Chapter 2 of the SRFOA Plan uses the 2025 data, the information provided in this Appendix about existing bike facilities reflects data that was available in 2024, and may not fully capture the more recent changes to the evolving network.
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Safe Routes for Older Adults
For the purpose of this Safe Routes for Older Adults plan, the term "older adults" is used to describe individuals aged 55 and above. This terminology has been selected to be as inclusive as possible, recognizing the diverse spectrum of needs and abilities that people experience as they age. While traditional terms like "seniors" often apply to those in older age brackets, not all individuals aged 55+ identify as a senior. Therefore, "older adults" is used to encompass all people 55+, ensuring that our analysis and recommendations address the broad range of mobility and accessibility needs of this population.

Background
In 2022, Palm Desert had an estimated permanent population of 51,2901, with 53% women and 47% men. The city also had an estimated seasonal resident population of 32,0002 . Palm Desert has a significantly older
population (median age of 55) than Riverside County (median age of 37) and California (median age of 38). The older adult population aged 55+ (50%) is approximately double that of Riverside County (26%) and the state of California (27%). Figure 1 provides a breakdown of Palm Desert populations by age and sex.

Most older adult residents in Palm Desert identify as white (86%, including Hispanic or Latino white). Older adult residents who identify as Asian make up 3% of Palm Desert’s population, and Black/African American older adult residents account for 2%. Older adult residents of Hispanic/Latino descent of any race account for 9%3 .

Complete racial composition data for the city is presented in Figure 2.

Figure 1. Age and Sex
1 American Community Survey, 5-year estimates (2018–2022). 2 City of Palm Desert. 3 American Community Survey, 5-year estimates (2018–2022).

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Figure 2. Racial Composition for Older Adults Age 55+
The Palm Desert Housing Authority manages seven affordable housing properties offering 381 housing units for older adults: Carlos Ortega Villas, Catalina Gardens, La Rocca Villas, The Pueblos, Las Serenas Apartments, Sagecrest Senior Apartments, and Candlewood Apartments. Figure 3 displays these as “Older Adult Housing Properties”. Three developer subsidized senior housing properties also offers housing for older adults: Villas of the Green Senior Apartments, Atria - Assisted Living, and Catalina Way Senior Apartments. There are numerous other senior housing communities in Palm Desert including nine nursing homes and other privately operated facilities. Overall residential concentrations of residents aged 55+ in Palm Desert are shown in Figure 3. Palm Desert older adult residents primarily live in the northern part of the city, particularly to the north of the Whitewater River. Downtown Palm Desert also has a high concentration of older adult residents, specifically between the south of Highway 111 and the north of Grapevine Street.

In consultation with City staff, the project team identified three older adult priority areas that are expected to have higher older adult foot and bike traffic to help narrow down analyses and future recommendations. These include the Joslyn Center, the area around Town Center Way/Fred Waring Drive, and the area west of Washington Street/Avenue of the State. The Joslyn Center is one of the largest older adult community centers in Southern California, while the other two priority areas are commercial hubs that are also near older adult affordable housing communities. Figure 3 displays the Joslyn Center as an “Older Adult Priority Point”.

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Figure 3. Residential Concentrations (Ages 55+)
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Plans, Policies, and Programs Review
This project builds on numerous local and regional plans, policies, and standards that impact active transportation in Palm Desert. These planning documents and studies were reviewed to gain a better understanding of existing conditions in the City, as well as proposed and planned facilities for biking and walking.

The plans and studies reviewed, and a summary of their contents, are listed in Table 1.

SCAG 2024
Transforming Haystack Road:

Plan implementation is currently
underway.

CalTrans 2022
Local Roadway Safety Plan The City of Palm Desert’s plan to identify key areas using crash data to
inform and evaluate the safety of
the City’s transportation network.

The plan puts forth a toolbox of
safety measures that should be
implemented throughout the City.

Palm Desert 2021
Riverside County Transportation
Commission Long Range
Transportation Study
A Long Range Transportation Plan to
address transportation in Riverside
County and allocate Measure A tax
dollars. The plan proposes funding to
Riverside County 2019
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Plan Name Summary Municipality Year Adopted
rail improvements, a county wide
Safe Route to School program, and
infrastructure changes to support
active transportation.

CV Link Master Plan The envisioned 40-mile, valley wide pathway for pedestrians, cyclists,
and low speed electric vehicles
through the Coachella Valley. There
are almost 5 miles of segments
through Palm Desert.

Palm Desert 2016
Envision Palm Desert Strategic
Plan
A collaborative plan between the
City and residents to create a
community vision and action steps.

It resulted in nine Strategic Results
Areas to address within the City. The
plan defines guiding principles and
priorities for more specific
development items in subsequent
plans.

This plan proposes large regional
bikeway routes along state
highways, connecting to the CV Link,
and the stormwater channels.

Joslyn Center is situated within low-density residential areas, with downtown districts to its south and west and higher-density residential areas to its north along Fred Waring Drive. The older adult priority area near Town Center Way/Fred Waring Drive mainly consists of planned commercial and planned residential. Public institutions, such as churches and libraries, as well as open spaces, are commonly found near housing properties and priority areas for older adults across the city. These destinations are popular travel spots for older adults, so their proximity to residential areas for older adults provides opportunities for them to walk or bike to these destinations.

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Figure 4. Citywide Land Use
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Pedestrian and Bicycle Facilities
The sidewalk network throughout Palm Desert is well connected, especially on major arterials and collector streets. However, many of the neighborhood streets lack sidewalks and pedestrian infrastructure. Wider sidewalks, traffic calming, leading pedestrian intervals, flashing pedestrian beacons, and other improvements would help improve walking conditions for older adults, particularly in areas with higher foot traffic, such as near El Paseo and San Pablo Avenue. The Joslyn Center, a major destination for older adults in Palm Desert, has sidewalks in the surrounding area but no marked crosswalks at intersections. Additionally, the curb ramps in the area are not all ADA accessible. The following table shows the total mileage of each bikeway class in Palm Desert.

Table 2. Total Mileage by Bikeway Class
Bikeway Class Mileage Total
Class I 0.5
Class II 48.61
Class IIB 0.52
Class III 17.55
Class IV 4.96
Total 72.14
Bicycle facility types are broken down by class types that range from I to IV. Classes are typically color coded by level of traffic stress (LTS) with LTS 1 being most comfortable and LTS4 being least comfortable for cyclists who are the average rider or children, not those who are comfortable riding near or in traffic. Class I and Class IV are LTS 1 and the least stressful types while Class II is LTS 3 and is more stressful. Class IIB is LTS 2 while Class III, and IIIB can range between LTS 1 and 4 depending on traffic speed, and other traffic calming elements that may or may not be present.

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Figure 5. Traffic Stress Levels and Corresponding Bicycle Facility Types.

The existing and proposed bike facilities are listed in Table 3, and the existing bikeways and gaps are mapped in Figure 7. Existing bikeways in Palm Desert primarily consist of Class II and Class IIB facilities on the major arterials, despite high posted speed limits and multiple lanes of traffic, along with Class III facilities on lower volume roads. However, many of the bike facilities are not wide enough to accommodate NEV’s without a conflict between cyclists and NEV users. There is a high-quality Class IV facility on San Pablo Avenue between Magnesia Falls Drive and Fred Waring Drive before converting to a Class IIB between Fred Waring Drive and Highway 111. Regionally, the CV Link bicycle trail provides Class IV connections through the Coachella Valley.

Future segments will provide connections through College of the Desert and from Cook Street to Hovley Lane.

The CV Link provides an important east-west connection through Palm Desert, north of downtown, passing through both commercial centers and residential areas. There is an existing Class I facility between Magnesia Falls Drive and Cook Street that is being integrated into the CV Link network. End-of-trip bike facilities in Palm Desert are mostly concentrated along El Paseo, San Pablo Avenue, and Highway 111, as many of the local commercial destinations are located along these corridors. The current bike network is lacking in physical protection to protect older adult riders from traffic and in high quality, protected bike intersections at crossing points.

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Figure 6. Bike rack and Class IIB Buffered Bike Lanes on San Pablo Avenue Current gaps in the bicycle network consist of a north south connection on Monterey Avenue between Magnesia Falls Drive and Country Club Drive as well as an east west facility continuation on Hovley Lane between Cook Street and Portola Avenue. Closing the gap in facilities on Portola Avenue between the CV Link and Shadow Mountain Drive would provide increased connectivity through downtown Palm Desert. As seen in the crash analysis, many of the collisions occurred along the major arterials, including Highway 111, Fred Waring Drive, Cook Street and Country Club Drive.4
4 The data provided was filtered and removed the private roads due to the parking lots, country club roads, and gated residential neighborhoods.

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Table

3. Existing and Previously Proposed Bikewaysby Class in Palm Desert Class Street Start Street End Street Status
ClassI CV Link (off-street) Deep Canyon Road Cook Street Existing Class II Country Club Drive Monterey Avenue Washington Street Existing Class II Hovley Lane Monterey Avenue Portola Avenue Existing Class II Gerald Ford Drive Monterey Avenue Frank Sinatra Drive Existing Class II Frank Sinatra Drive Monterey Avenue 42nd Avenue Existing Class II Portola Avenue Dinah Shore Drive Magnesia Falls Drive Existing Class II Monterey Avenue Gerald Ford Drive Country Club Drive Existing Class II Dick Kelly Drive Monterey Avenue Dinah Shore Drive Existing Class II Dinah Shore Drive City Limit College Drive Existing Class II Cook StreetI-10 Fred Waring Drive Existing
Class II Eldorado Drive Frank Sinatra Drive 42nd Avenue Existing Class II 42nd Avenue Cook Street Washington Street Existing Class II College Drive Portola Avenue Frank Sinatra Drive Existing Class II University Park College Drive Cook Street Existing Class II A Street Monterey Avenue Gateway Drive Existing Class II Gateway Drive Dinah Shore Drive Gerald Ford Drive Existing Class II Dolce Avenue/Cortesia Way Gateway Drive Dick Kelly Drive Existing Class II Highway 74 El Paseo S City Limit Existing
Class II Highway 111 W City Limit E City Limit Existing Class II Painters Path Edgehill Drive El Paseo Existing Class IIB San Pablo Avenue Highway 111 San Gorgonio Way Existing Class II Fred Waring Drive San Pascual Avenue Deep Canyon Road Existing Class II Fred Waring Drive Monterey Avenue San Pablo Avenue Existing Class II Deep Canyon Road Magnesia Falls Drive Highway 111 Existing Class II Portola Avenue Mesa View Drive Shadow Mountain Drive Existing Class II Mesa View Drive Highway 74 Portola Avenue Existing Class III California Drive Fred Waring Drive Warner Trail Existing Class III Warner Trail Fred Waring Drive 42nd Avenue Existing Class III Florida Avenue California Drive Fred Waring Drive Existing Class III Idaho Street 42nd Avenue Michigan Drive Existing Class III Avenue of the States Washington Street California Drive Existing Class III El Paseo Fred Waring Drive De Anza Way Existing Class III San Gorgonio Way Monterey Avenue Highway 111 Existing Class III San Luis Rey Avenue Ironwoods Street De Anza Way Existing Class III Fairway Drive Portola Avenue E City Limit Existing Class III Deep Canyon Road Abronia Trail Old Prospector Trail Existing Class III Grapevine Street Highway 74 E City Limit Existing Class III Shadow Mountain Drive Highway 74 Portola Avenue Existing Class III Ocotillo Drive Grapevine Street El Paseo Existing Class III Joshua Tree Street Grapevine Street San Luis Rey Avenue Existing Class III San Pablo Avenue Shadow Mountain Street Highway 111 Existing Class III Edgehill Drive Painters Path Tierra del Oro Existing Class III Calle De Los Campesinos Along River Along River Existing SAFE ROUTES FOR OLDER ADULTS 122 PALM DESERT
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Class Street Start Street End Street Status
Class IV CV Link (Painters Path/Magnesia
Falls Drive)
Bump and Grind Trailhead Deep Canyon Road Existing
Class IV San Pablo Avenue Fred Waring Drive Magnesia Falls Drive Existing Class II Monterey Avenue Gerald Ford Drive Country Club Drive Proposed in General Plan
Class II Fred Waring Drive Washington Street California Avenue Proposed in General Plan
Class II Fred Waring Drive Cook Street City Limit near Kelsey Circle Proposed in General Plan
Class II De Anza Way Monterey Avenue Alessandro Drive Proposed in General Plan
Class II Shadow Mountain Frontage Road Portola Avenue Proposed in General Plan
The City also has an existing sidewalk network throughout the city, as observed by the planning team during walk audits and site visits. However, due to the lack of reliable data on the current condition and extent of the citywide sidewalk network, a full analysis on existing conditions and gaps is not currently possible. The City does have a network of proposed shared sidewalk paths in the General Plan that are listed in the following table.

These sidewalks are meant to accommodate both pedestrians and cyclists and are typically located along highspeed arterials.

Table 4. Proposed Shared Sidewalks in Palm Desert
Class Street Start Street End Street Status
Shared
Sidewalk
Washington St Hovley Lane Woodhaven
Country Club
Proposed in
General Plan
Shared
Sidewalk
Hovley Lane Cook St Portola Ave Proposed in
General Plan
Shared
Sidewalk
Fred Waring Cook Deep Canyon Proposed in
General Plan
Shared
Sidewalk
Fred Waring San Pascual San Pablo Proposed in
General Plan
Shared
Sidewalk
Fred Waring Monterey Highway 111 Proposed in
General Plan
Shared
Sidewalk
Portola Shadow Mountain Magnesia Falls
Drive
Proposed in
General Plan
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Figure 7. Bikeways and Gaps
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Each older adult priority area features existing bikeways. However, most of these facilities are Class II bike lanes, which do not provide physical protection and may not feel safe or comfortable for most older adults. An expanded network of protected and off-street bikeways would create a safer and more comfortable experience for all bicyclists and especially those who lack experience or confidence. Bicycle lanes and off-street facilities in Palm Desert can continue to accommodate NEVs and golf carts by creating wider or separate lanes for these vehicles. The CV Link currently allows NEVs on the pathway and is designed to have enough space to mitigate conflicts between pedestrians, cyclists, and NEVs.

Near The Joslyn Center there are Class IIB buffered bike lanes along San Pablo Avenue and Class II bike lanes on Fred Waring Drive, which terminate at San Pascual Avenue coming from the east (Figure 8). Moreover, there is an existing Class III bike route along Town Center Way, as shown in Figure 9. However, this five-lane arterial is a street that may require more separation for safe bicycling due to its posted speed limits and traffic volumes.

Further, there are existing Class II bike lanes on Hovley Lane and Class III bike routes along California Drive and Michigan Drive, providing bicycle access to Joe Mann Park (Figure 10). The existing network in Palm Desert provides connectivity to the commercial downtown center of El Paseo, the Civic Center and Civic Center Park, and multiple country clubs along Country Club Road.

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Figure 8. Bicycle and Pedestrian Gaps near Joslyn Center SAFE ROUTES FOR OLDER ADULTS 126 PALM DESERT
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Figure 9. Bicycle and Pedestrian Gaps near Fred Waring Drive and Town Center Way SAFE ROUTES FOR OLDER ADULTS 127 VISION ZERO STRATEGY
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Figure 10. Bicycle and Pedestrian Gaps near Washington Street and Avenue of the States SAFE ROUTES FOR OLDER ADULTS 128 PALM DESERT
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Transit Facilities
Palm Desert is served by SunLine Transit Agency and has two major fixed-route bus (SunBus) corridors: Cook Street running north to south, and Fred Waring Drive running from east to west (Figure 11). There is additional SunBus service on Monterey Avenue as far north as Country Club Drive, and along Highway 111 from Monterey Avenue to the eastern city limits. Many older adult destinations in the city, such as the Joslyn Center and older adult living centers, are near transit stations, especially in southern Palm Desert near the downtown center. Bus routes 5, 6, and 7 service the three identified older adult priority areas. Routes 5 and 6 also intersect with Route 1, which provides service to the commercial center of El Paseo. Route 7 provides a north south connection terminating at Country Club Drive, providing access to numerous country clubs along that corridor.

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Figure 11. Transit Facilities (Citywide), with Older Adult Destinations Overlayed SAFE ROUTES FOR OLDER ADULTS 130 PALM DESERT
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Travel Patterns
According to the data from Replica Places (Figure 12), on a typical Thursday, most older adults travel on foot or by bike along Country Club Drive, Palm Green Parkway, Monterey Avenue, Portola Drive, and Oasis Club Drive, which serves as primary roads linking multiple country clubs. Additionally, older adult walking and biking activity is notable in downtown zones, particularly around the blocks of four affordable senior housing properties.

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Figure 12. Travel Patterns for Walking or Biking Trips by Older Adults 55+ (A Typical Thursday in 2023) SAFE ROUTES FOR OLDER ADULTS 132 PALM DESERT
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Vehicle Volumes and Speeds
Many of the older adult facilities in Palm Desert are located along large, high-speed arterials such as Hovley Lane, Portola Avenue, and Monterey Avenue. As shown in Figure 13, Hovley Lane has an annual average daily traffic (AADT) of approximately 8,000 between Portola Avenue and Oasis Club Drive. Country Club Drive has an AADT of approximately 10,000-15,000 along the entire corridor. Monterey Avenue has a low AADT of approximately 12,000 to 15,000 near older adult facilities making it a candidate for a lane reduction and road diet. Fred Waring Drive, which connects two of the identified older adult priority areas, has an AADT of 10,000 to 15,000 vehicles per day and a posted speed limit of 45 miles per hour. Washington Street, which is on the eastern border of Palm Desert, bypasses another older adult priority area. This street has a posted speed limit of 50 miles per hour and an AADT of above 20,000 vehicles per day.5 5 The traffic count data was filtered by removing “service” and “unclassified” roads, as well as removing 37 entries that had ‘0’ values.

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Figure 13. Annual Average Daily Traffic Volumes
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Traffic Counts
Vehicular, bicycle, and pedestrian traffic counts were collected in May 2024 on Thursday (May 16) and Saturday (May 18) for one study location in or near the three older adult priority areas. Study locations were chosen based upon review of collision history, key destinations for older adults, and observations from walk audits.

Consideration was also given to intersections that, after improvements, could serve as models for pedestrian and bicycle enhancements throughout the city.

Traffic counts were collected over a 14-hour period, broken into four traffic count blocks: AM, Midday, Early Evening, and PM. The PM traffic count block consisted of two hours of observation while all other blocks consisted of four. This two-hour PM period was included to capture trips made by older adults that may wait for cooler temperatures to travel. Similarly, early morning count periods were included to account for more temperate active travel conditions.

The count information will be used to assess demand that can inform areas for improvement and prioritize potential projects.

Table 5. Traffic Count Study Locations by Older Adult Priority Areas Older Adult Priority
Area
# Study Locations Count Time (AM) Count Time
(Midday)
Count Time (Early
Evening)
Count Time (PM)
Joselyn Center 1 Catalina Way/San
Pascual Avenue
6:00 -10:00 AM 10:00 AM – 2:00
PM
2:00 – 6:00 PM 6:00 – 8:00 PM
Washington Street &
Avenue of the States
2 Washington
Street/Avenue of
the States
6:00 -10:00 AM 10:00 AM – 2:00
PM
2:00 – 6:00 PM 6:00 – 8:00 PM
Fred Waring Drive &
Town Center Way
3 Fred Waring
Drive/Town
Center Drive
6:00 -10:00 AM 10:00 AM – 2:00
PM
2:00 – 6:00 PM 6:00 – 8:00 PM
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Figure 14. Traffic Count Locations, with Older Adult Destinations Overlayed SAFE ROUTES FOR OLDER ADULTS 136 PALM DESERT
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Traffic Counts Summary
For all periods, pedestrian traffic was highest at Fred Waring Drive and Town Center Drive on Thursday (Fred Waring Drive & Town Center Way Priority Area, Count ID #5) with 168 total pedestrian crossings. Bicycle traffic was highest at Washington Street and Avenue of the States (Washington Street & Avenue of the States Priority Area, Count ID #3) on Thursday during the AM, Early Evening, and PM blocks with 46 total bicycle crossings. For the Midday block, bicycle traffic was highest at Fred Waring Drive and Town Center Drive (Fred Waring Drive & Town Center Way Priority Area, Count ID #6) with 13 total bike crossings. For all block periods, vehicular traffic was highest on Thursday at Washington Street and Avenue of the States (Washington Street & Avenue of the States Priority Area, Count ID #3) with 39,122 total vehicles.

Table 6. Older Adult Priority Areas Intersection Counts, Pedestrians and Bicycles Count
ID
Street 1 Street 2 Day Pedestrians Bicycles
AM MD6 EE7 PM Total AM MD EE PM Total
1 Catalina Way San Pascual
Avenue
Thursday 20 5 8 8 41 1 3 7 1 12
2 Catalina Way San Pascual
Avenue
Saturday 26 6 13 10 55 6 2 13 5 26
3 Washington
Street
Avenue of
the States
Thursday 15 19 16 23 73 22 6 14 10 52
4 Washington
Street
Avenue of
the States
Saturday 37 14 36 5 92 9 6 6 7 28
5 Fred Waring
Drive
Town Center
Drive
Thursday 42 51 47 28 168 13 7 6 3 29
6 Fred Waring
Drive
Town Center
Drive
Saturday 38 42 34 13 127 12 13 11 0 36
Table 7. Older Adult Priority Areas Intersection Counts, Vehicles Count
ID
Street 1 Street 2 Day Vehicles
AM MD EE PM Total
1 Catalina Way San Pascual
Avenue
Thursday 351 487 539 148 1,525
2 Catalina Way San Pascual
Avenue
Saturday 221 339 318 143 1,021
3 Washington
Street
Avenue of
the States
Thursday 9,830 11,606 13,467 4,219 39,122
4 Washington
Street
Avenue of
the States
Saturday 5,918 10,208 9,116 3,388 28,630
5 Fred Waring
Drive
Town Center
Drive
Thursday 3,918 7,058 7,715 2,591 21,282
6 Fred Waring
Drive
Town Center
Drive
Saturday 2,766 6,931 6,656 2,619 18,972
6 “MD” refers to midday traffic count block.
7 “EE” refers to early evening traffic count block.

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Collision Analysis
The analysis of bicycle, pedestrian, and vehicular collisions in Palm Desert uses data from the Statewide Integrated Traffic Records System (SWITRS) for the period January 2013 to December 2022. The collision data was downloaded from Transportation Injury Mapping System (TIMS) and was mapped and analyzed using ArcGIS Pro and Microsoft Excel.

Citywide Collisions
Pedestrian and bicycle-related collisions, for all ages, represent 5.6% (105 collisions) and 6.4% (121 collisions) respectively of all collisions that occurred in Palm Desert between 2013 and 2022 (Figure 15). Two collisions involved both people walking and people biking. The number of pedestrian collisions and vehicle collisions have both increased in recent years (Figure 16), while the number of collisions for people biking has decreased.

Similarly, the number of pedestrian and vehicle-related collisions resulting in a fatality or serious injury (killed or seriously injured (KSI)) trended upward for the 10-year period, as shown in Figure 17. In recent years, there have been no bicycle-related collisions resulting in a fatality or serious injury. The reasons for this trend are unclear, but it could be related to changing travel behaviors during the pandemic years. Most pedestrian and bicyclerelated collisions occurred during peak commute hours (38 or 17% at 7AM-10AM, and 52 or 23% at 4PM-7PM ), and the majority of KSI collisions involving people biking and walking occurred during low-light conditions such as dusk, dawn, or dark (20 collisions or 56%).

Table 8 provides detailed highlights of the citywide KSI collision data.

Figure 15. Collision by Mode – All Collisions (2013-2022) SAFE ROUTES FOR OLDER ADULTS 138 PALM DESERT
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Figure 16. Collision by Year and Mode – All Collisions (2013-2022) Figure 17.Collision by Year and Mode – Killed or Severely Injury (KSI) (2013-2022) SAFE ROUTES FOR OLDER ADULTS 139 VISION ZERO STRATEGY
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Table 8. KSI Collision Data Highlights
Condition Percentage of Pedestrian and Bicyclerelated KSI Collisions Lighting
Daylight 44%
Dusk - Dawn 8%
Dark – street lights 28%
Dark – no street lights 19%
Dark – street lights not functioning 0%
Time of a Day
00:00-02:59 6%
03:00-05.59 6%

06.00-08:59 14%
09:00-11:59 6%
12:00-14:59 6%
15:00-17:59 25%
18:00-20:59 25%
21:00-23:59 8%
Unknown 0%
Figure 18 shows a map of collisions involving people biking and walking for the years between 2013-2022 (180 collisions). A high proportion of collisions occurred in the central part of the city, especially along and near Highway 111. Additionally, most collisions occurred on arterial roadways (i.e. major and minor arterials) and 36% of the collisions occurred at intersections. Excessive speed was not cited as a major factor in most collisions, though the highest number of collisions occurred when posted speed limits were 35+ miles per hour. The most common violation categories reported for collisions involving people walking and biking were:
• Pedestrian right-of-way (e.g., people walking failed to yield to the vehicle right-of-way) (20%); • Pedestrian violations (people walking crossed against a red light) (17%); • Automobile right-of-way (people driving failed to yield to the pedestrian or bicyclist right-of-way) (17%); • Traffic Signals and Signs (9%); and
• Wrong Side of Road (i.e., bicyclists riding on the wrong side of the street) (8%).

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Figure 18. Bicycle and Pedestrian Collisions (2013-2022) in Palm Desert, with Older Adult Destinations Overlayed SAFE ROUTES FOR OLDER ADULTS 141 VISION ZERO STRATEGY
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Collisions Involving Older Adults
Within the Palm Desert city limits, there were 1,564 collisions of all modes between 2013 and 2022. Among these, about 44% (690 collisions) involved older adults aged 55+ (shown in Figure 19, lighter yellow symbology purposefully chosen for lesser injury vehicle collisions to highlight non-motorized collisions), and about 11% of these older adult collisions involved an active mode (26 or 4% pedestrian-related collisions, and 44 or 7% bicycle-related collisions). Figure 20 compares the severity of collisions involving older adults aged 55+ and all ages. Results show that about 8% (118 collisions) of all mode collisions in Palm Desert resulted in a fatality or serious injury (killed or seriously injured - KSI), and about 9% (58 collisions) of collisions involving older adults resulted in a fatality or serious injury. Specifically, about 6% (4 collisions) of active mode collisions involving older adults resulted in KSI.

As shown in Figure 21, collisions involving older adults aged 55+ and collisions involving all ages in Palm Desert both occurred mostly between 1:00PM-2:59PM (22% of collisions involving older adults, 18% of collisions involving all ages), and most of the collision types are rear-end collisions and broadside collisions. Unsafe speed is the top primary collision factor for collisions both involving older adults and involving all ages people in Palm Desert (35% of collisions involving older adults, 31% of collisions involving all ages people). Other common collision factors reported and highlights of the collision data that occurred in Palm Desert are shown in Table 9.

About 37% of collisions (255 collisions) involving older adults aged 55+ occurred at an intersection. Out of these collisions, 10% (25 collisions) resulted in a fatality or serious injury, and 12% (30 collisions) involved an active mode of all severities. One intersection – Highway 111 and Park View Drive – has more than one collision with someone walking or biking. The top five intersections with the highest collisions involving older adults of all modes are shown in Table 10. Additionally, four road segments having the highest bicycle and pedestrian collisions involving older adults are listed in Table 11.

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Figure 19. Collisions involving older adults aged 55+ (2013-2022) SAFE ROUTES FOR OLDER ADULTS 143 VISION ZERO STRATEGY
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Figure 20. Collisions Involving Older Adults by Severity Level, Compared to All Ages – All Collisions (2013-2022) Figure 21. Collisions Involving Older Adults by Hours of Day, Compared to All Ages – All Collisions (2013-2022) Table 9. Palm Desert Collision Data Highlights – All Collisions Condition Percentage of Collisions Involving
Older Adults Aged 55+ in Palm Desert
Percentage of Collisions Involving Allage People in Palm Desert Lighting
Daylight 82% 76%
Dusk - Dawn 3% 3%
Dark – street lights 12% 17%
Dark – no street lights 3% 3%
Dark – street lights not functioning 0% 0%
3%
2%
6%
6%
30%
30%
62%
63%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Older Adults Aged 55+
All Ages
Fatal Injury (Severe) Injury (Other Visible) Injury (Complaint of Pain) 0%
2%
4%
6%
8%
10%
12%
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 Older Adults Aged 55+ All Ages
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Time of a Day
00:00-02:59 1% 2%
03:00-05.59 1% 2%

06.00-08:59 10% 12%
09:00-11:59 25% 20%
12:00-14:59 31% 26%
15:00-17:59 19% 21%
18:00-20:59 9% 12%
21:00-23:59 3% 5%
Collision Types
Rear End 42% 38%
Broadside 37% 34%
Sideswipe 7% 6%
Hit Object 4% 7%
Vehicle/Pedestrian 4% 6%
Head-On 2% 3%
Overturned 0% 1%
Primary Collision Factor
Unsafe Speed 35% 31%
Traffic Signals and Signs 18% 16%
Automobile Right-of-Way 16% 15%
Improper Turning 9% 9%
Unsafe Starting or Backing 5% 5%
Unsafe Lane Change 3% 4%
Driving or Bicycling Under the
Influence of Alcohol or Drug
3% 5%
Pedestrian Right-of-Way 2% 3%
Following Too Closely 1% 2%
Pedestrian Violation 1% 2%
Wrong Side of Road 1% 1%
Weather
Clear 89% 90%
Cloudy 9% 8%
Raining 1% 1%
Other Conditions
On State Highways 3% 3%
At Intersections 37% 35%
Alcohol Involvement 5% 8%
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Table 10. Top 5 Intersection
s with the Highest Collisions involving Older Adults– All Collisions Intersection Number of Collisions
Highway 111 and Portola Avenue 10
Monterey Avenue and Fred Waring Drive
8 Fred Waring Drive and San Pablo Avenue
8 Highway 111 and Fred Waring Drive
7 Monterey Avenue and Dinah Shore Drive
6 Table 11. Top 4 Road Segments with the Highest Collisions Involving Older Adults– Bicycle and Pedestrian Collisions Road From End Number of Collisions
Fred Waring Drive Town Center Way Fairhaven Drive
3 Park View Drive Highway 111 Joshua Road
3 Country Club Drive Harris Lane Desert Country Circle
3 Portola AvenueGerald Ford Drive College Drive
3 SAFE ROUTES FOR OLDER ADULTS 146 PALM DESERT
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00. C
Complete
High-Injury
Network
Analysis
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MEMORANDUM
Alta Planning + Design, Inc. 1 Palm Desert, CA Vision Zero Strategy To: City of Palm Desert
From: Rohan Oprisko, Kelly Dunn, and Les Brown, Alta Planning + Design Date: May 22, 2025
Re: FINAL High Injury Network Results (Task 5.1.2)
Introduction
This memo outlines Alta’s approach for the High Injury Network (HIN) analysis. This analysis identifies locations of the most severe crashes and will help inform countermeasure development in a later stage of the project. It builds on previous collision analyses completed for the Safe Routes for Seniors and Safe Routes to Schools plans. The final maps will become part of the Dashboard and Monitoring Tool.

Safety Plan Review
The Existing Conditions memo summarized relevant transportation plans affecting Palm Desert. This section will summarize the plans most relevant to safety, particularly for people walking and biking, as context for the HIN.

Several plans call for citywide improvements to sidewalk and pedestrian infrastructure. The Palm Desert General Plan and Connect SoCal 2024 both call for investments in the bicycle network and improved pedestrian facilities, with an emphasis on safety. The Walk and Roll program also includes sidewalk improvements throughout the city. These investments will provide more safe options for people walking and biking in Palm Desert.

Other plans provide lists of segments and intersections to be prioritized for bicycle and pedestrian improvements. The Transforming Haystack Road: Traffic Calming and Safety Study is focused on a 1.3-mile-long segment of Haystack Road in southern Palm Desert between Highway 74 and Portola Avenue. The project plans to install new crosswalks at several intersections and upgrade signals at the intersection of Highway 74. Meanwhile, the Coachella Valley Association of Governments (CVAG) Active Transportation Plan helps to plan for the CV Link regional bike trail. The Local Road Safety Plan and the CVAG Transportation Project Prioritization Study both identified specific intersections and road segments throughout the city as safety project case studies that should be prioritized for improvement.

Several roadways or intersections from both studies are on the HIN, including areas along Portola Avenue, Monterey Avenue and Fred Waring Drive.

Where specific roadways are highlighted for improvements, Highway 111 stands out as a frequent mention. This road accounts for a significant stretch of the HIN. The Envision Palm Desert Strategic Plan envisions a revitalization of the Highway 111 corridor as well as promotion of non-single occupancy vehicles. Both of these goals provide opportunities to improve pedestrian and bicycle safety and connectivity along Highway 111 and throughout the city.

The Walk and Roll program plans to install bike lanes throughout the city, including on Highway 111 as well as Country Club Drive, another high-crash roadway. Finally, the CVAG Transportation Project Prioritization Study names two intersections along Highway 111 as high-scoring projects for regional arterial improvement funding.

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MEMORANDUM
Alta Planning + Design, Inc. 2 Palm Desert, CA Vision Zero Strategy Crash Data Overview
These analyses use crash data from 2013 - 2022 from the Transportation Injury Mapping System (TIMS). This dataset includes over 1,500 injury-causing crashes in the study area, of which 226 involved a person walking or biking.

To help the city focus resources on the most needed safety improvements, this analysis prioritizes crashes that resulted in someone being killed or seriously injured (KSI) but considers minor injury crashes as well. While the High Injury Network considered crashes of all modes, bicycle and pedestrian-involved crashes were given higher priority.

High Injury Network (HIN)
Overview and Purpose
High injury networks (HINs) illustrate that often a small number of improvable roadways can address the majority of injury-causing crashes. This approach moves beyond typical crash history and allows for a better understanding of the types of roadways in the city where users are most at risk.

Alta developed an HIN for the City of Palm Desert. This memo explains Alta’s approach to analyzing crash data and developing the HIN. This process is also illustrated in Figure 1.

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MEMORANDUM
Alta Planning + Design, Inc. 3 Palm Desert, CA Vision Zero Strategy Figure 1: HIN Process
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MEMORANDUM
Alta Planning + Design, Inc. 4 Palm Desert, CA Vision Zero Strategy Data Inputs
The HIN development used two data sets:

Crashes
Ten-year crash data (2013 – 2022) of all injury-causing crashes within the region, provided by TIMS • Inclusive of all modes of travel
Prepared Roadway Network
Street centerline network for the City of Palm Desert
• Filtered to roadways within a quarter-mile buffer city boundary. • Crashes on Interstate 10 were excluded.

Methodology
Alta prepared an HIN with the following steps:

1. Prepare Street Network:
a. Use the “unsplit lines” tool to dissolve road segments based on road name and functional class. This eliminates arbitrary splits in the spatial data so that roads can be split into even-length segments. b. Copy the centerline layer.
c. Divide centerlines into segments of 1000 feet each so that crashes can be summarized for segments of equal length.
d. Create a unique ID for each roadway segment.
e. Create a Rolling Window / Sliding Window feature class where the lines are extended over each road segment. Roadways are extended 25% in each direction. Alta uses custom splitting tools that have an overlap percentage (Wasserman, 2023). Lines overlap with their neighbors by some set percentage.

This process allows rolling window statistics to be calculated on each road segment. The benefits of rolling window analysis are that they reduce the impact that dead-end streets, network segmentation artifacts, or anomalous crashes have on the final HIN. Fundamentally, it better captures the linear corridor crash patterns where they exist (Fitzpatrick, 2018)1. This methodology is illustrated in Figure 2.
1 These patterns would take into account crashes sometimes not directly on a particular segment in other to smooth out analysis results. Examples of this type of analysis are provided by FHWA in their Guide Book on High Pedestrian Crash Locations.

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MEMORANDUM
Alta Planning + Design, Inc. 5 Palm Desert, CA Vision Zero Strategy Figure 2: The Rolling Window Approach
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MEMORANDUM
Alta Planning + Design, Inc. 6 Palm Desert, CA Vision Zero Strategy

2. Prepare Crash Data:
a. Weight each crash based on the most serious injury sustained by any individual involved in the crash.

This effectively prioritizes areas where more serious crashes are occurring to identify areas where the most serious injuries can be reduced. The following proportions are based on a balance between the ratio of the average cost to society from fatal and serious crashes, and the desire not to overweight fatalities that represent sparse events. The goal is to weight severe collisions more highly proportional to their impacts, while not misrepresenting the geography of risk more broadly.2 While earlier iterations of the HIN weighted crashes involving vulnerable road users more heavily, the final HIN included all crashes but weighted them only by severity and not by mode.

HIN weights:
• Fatal or serious-injury crash: 4
• Minor injury crash: 1
b. Snapped all crashes within 350 feet of the street centerline network to a prepared network segment.

This distance accounts for a margin of error in crash coordinates.

3. Apply Rolling Window Analysis:
a. Spatially join the crash layer to the rolling window road network. b. Calculate the summed rolling crash weight for each rolling road segment. This summed the weight of crashes on each rolling segment and reflected total crash severity on each segment. c. Join the rolling crash weight from the rolling window layer back to the original centerline network to show rolling crash weight per road mile on each segment, using the unique ID. This normalized the crash weight for the road length. However, for the purpose of calculating crash weight per road mile, the project team counted any rolled segments of less than 0.1 miles as 0.1 miles to avoid overrepresenting crashes on small road segments, as dividing by very small numbers yields very large numbers. See Figure 4 for an explanation of the process. d. This process creates a crash severity index which when mapped is similar to a heat map.

4. Accumulate Crashes:
a. Beginning with segments with the highest crash weight per mile, use Alta’s custom-built HIN Generation tool to progressively add segments to the HIN. This tool calculates the length in miles for each segment as it is added and keeps track of the cumulative miles in the HIN and the number of crashes occurring on those segments. It stops when the designated threshold of crashes has been accumulated. The tool also generates a table that shows the number of crashes and the number of roadway miles accounted for with each HIN segment.
2 There are many calculations of average cost of severe and fatal crashes. The ratio shown here is based on the FHWA’s Crash Costs for Safety Analysis (Harmon et al, 2018), tables 14 and 19. The weights shown here are roughly proportional to the log of costs to society of each type of crash compared with a baseline of property damage-only collisions. Source:
https://safety.fhwa.dot.gov/hsip/docs/fhwasa17071.pdf.

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MEMORANDUM
Alta Planning + Design, Inc. 7 Palm Desert, CA Vision Zero Strategy b. The project team set a threshold that would result in 8% of centerline miles being included on the HIN. The resulting HIN included 83% of KSI crashes on 8% of roadway centerline miles in Palm Desert.

Results
Figure 3 displays the results from the Final HIN processes, identifying the most high-crash road segments in Palm Desert. Both maps demonstrate that the most high-crash road segments in Palm Desert are concentrated in the downtown area. These roadways include Highway 74, Highway 111, San Pablo Avenue and Town Center Way in the downtown area. Other than in the Downtown Area, HIN segments are found along Highway 74 to the South, Monterey Avenue to the West, Portola Avenue to the North, and Holey Lane, Washington Street and Country Club Drive to the East.

Table 1 displays the top five segments by crash severity index:

Table 1: Top Five Most High-Crash Segments on the HIN HIN Order Segment
1 Monterey Ave (From Dinah Shore Dr to I-10)
2 Fred Waring Dr (From Painters Path to Highway 111)
3 Highway 111 (From San Luis Rey Ave to Portola Ave)
4 Country Club Dr (From Harris Ln to Washington St)
5 Highway 74 (El Paseo to Highway 111)
Table 1 highlights some streets that have been called out in the Existing Conditions memo and local safety plans.

Highway 111 and Fred Waring Drive were noted in the Existing Conditions memo as lacking sufficient crossings and facilities for people walking and biking. Highway 111 is also served by SunBus service, which generates pedestrian trips to and from bus stops. Fred Waring Drive, on the other hand, has bicycle facilities proposed in the Palm Desert General Plan which may help address safety concerns there.

The segments of Monterey Avenue and Highway 111 mentioned in this table encompass segments and intersections identified in the Local Road Safety Plan as safety project case studies. The Country Club Drive segment is also a part of the highest-scoring segment in the CVAG Transportation Project Prioritization Study.

Country Club Drive and Highway 111 are also roads identified in the Walk and Roll Program as candidates for Class II bike lanes.

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Alta Planning + Design, Inc. 8 Palm Desert, CA Vision Zero Strategy Figure 3: Final HIN Network
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MEMORANDUM
Alta Planning + Design, Inc. 9 Palm Desert, CA Vision Zero Strategy Community Summary
Alta also analyzed demographic information for the community living within a quarter mile of the HIN. The information, found below in Table 2, was sourced from the 2023 US Census American Community Survey at the census tract level. This was done using a proportional allocation process which assumes that the population within a tract is evenly distributed, allowing us to make inferences about the population closest to the HIN, which may encompass only part of a tract. Figure 4 provides a graphic explanation of the proportional allocation concept for a hypothetical analysis of the area around a pedestrian bridge.

Table 2: General Statistics of Communities Within 1/4 Mile of HIN Network Statistic within ¼ mile of
HIN Segments
HIN Palm Desert Overall
Population 32,765 51,551
Percent of workers who walk,
ride a bicycle, or take public
transit to work

3.4% 2.8%
Percent of population in
poverty (%)

12.0% 10.9%
Table 2 shows that most of Palm Desert’s residents live within a quarter mile of at least one HIN segment, and these residents are slightly more likely to live in poverty or (if they are part of the working population) to commute to work via walking, biking, or public transit. Improvements to the High Injury Network, therefore, would disproportionately benefit people who rely the most on these forms of transportation and may have fewer options available to them.

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MEMORANDUM
Alta Planning + Design, Inc. 10 Palm Desert, CA Vision Zero Strategy References
Harmon, T., G. Bahar, and F. Gross (2018). Crash Costs for Highway Safety Analysis. Federal Highway Administration (FHWA). Available at https://safety.fhwa.dot.gov/hsip/docs/fhwasa17071.pdf.

Fitzpatrick, K. A. (2018). Guidebook on Identification of High Pedestrian Crash Locations. FHWA-HRT-17-106.

Supplemental Material. McLean, VA: Federal Highway Administration Office of Safety Research and Development.

Wasserman, D. (2023, March 30). Study-Line-Editor. Portland, OR, USA. Retrieved from https://github.com/dwasserman/study-line-editor/tree/dev Figure 4: Proportional Allocation Process Illustration
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00. D.

Complete
Outreach
and
Engagement
Report
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Alta Planning + Design, Inc. 1 Complete SRFOA Outreach and Engagement Report Complete Palm Desert Safe Routes for Older Adults Outreach and Engagement Report
This report provides an overview of the outreach and engagement activities conducted as part of the development of the Palm Desert Safe Routes for Older Adults (SRFOA) Plan. Engaging with stakeholders is vital for creating a final plan that effectively meets the key priorities of older adults. For the Palm Desert SRFOA Plan, the Project Team worked closely with Palm Desert staff to identify key stakeholders and develop opportunities for extensive community involvement. Feedback received from older adults, who are the best experts of their mobility needs, was essential in developing recommendations to effectively support this population. This comprehensive approach enabled stakeholders to learn about the goals of the SRFOA Plan, express their concerns regarding traffic safety, and contribute to the decision-making process and final project recommendations.

Outreach and Engagement Overview
Outreach was conducted in two phases. Phase I occurred in spring 2023 and focused on listening to community needs and concerns, including the collection of existing conditions data. Phase II occurred in fall 2024 and focused on gathering community feedback on draft recommendations. This robust engagement strategy included workshops, walk audits, pop-ups, virtual webinars, and the establishment of an Advisory Committee to ensure diverse participation and representation.

A project website (https://www.engagepalmdesert.com/vision-zero) was also created to disseminate project information, promote events, and gather feedback from those unable to participate in in-person outreach activities.

Activities were advertised through project and event flyers, direct mailers, social media posts, and the project website. Future SRFOA events were also advertised at preceding in-person events. Promotional materials, such as flyers, were created in English and Spanish.

Palm Desert Advisory Committee
The City established a Palm Desert Advisory Committee to be a guiding body for the SRFOA Plan development process. Participants included representatives from:
• City of Palm Desert
• City of Indian Wells
• City of La Quinta
• Coachella Valley Association of Governments
• Desert Recreation District
• Riverside County Sheriff’s Office
• The Joslyn Center
The Advisory Committee met three times over the course of the project. At the first meeting, the Project Team introduced the SRFOA Plan, shared existing conditions findings, and discussed upcoming outreach and engagement opportunities. To support the proposed outreach and engagement strategy, committee members offered to assist distribute project materials through their organizations. 1831
Alta Planning + Design, Inc. 2 Complete SRFOA Outreach and Engagement Report The second meeting included an overview of completed public outreach to-date, and a discussion of bicycle and pedestrian facilities under consideration for the forthcoming SRFOA recommendations. The Committee shared that La Quinta is already implementing active transportation improvements, including near the Washington Street / Avenue of the States Older Adult Priority Area. The City of Palm Desert also shared that many existing crosswalks were already being upgraded to high-visibility crosswalks, and requested this be noted in the SRFOA Plan.

The last meeting provided a project status update, an overview of the SRFOA recommendations, and a discussion of SRFOA project prioritization. The Committee requested the Project Team consider the Coachella Valley Association of Governments’ Active Transportation Design Guidelines (2021), the CV Link Master Plan (2016), and AB43 (a new law allowing local governments to lower speed limits on major streets) in the SRFOA Plan.

Phase I – Existing Conditions
Safe Routes for Older Adults Surveys
April – July 2024
Participation: 93 surveys
The Project Team developed the SRFOA Survey to gain insights into the preferred modes of travel, as well as concerns and interests of older adults regarding walking, biking, and using public transit. The survey also aimed to identify common physical challenges that might affect older adults’ use of active transportation and to pinpoint specific locations that need improvements for safer walking and biking. The survey was available in both printed and online formats. The survey was open from April to July 2024, and promoted at the City’s Spring Concert Series, the SRFOA workshop, the Joslyn Center Pop-up, and through the City of Palm Desert’s e-newsletter. The survey collected a total of 93 responses.

According to the results, more than 87% of respondents live in Palm Desert over six months every year, and about 80% have resided in Palm Desert for more than five years.

Most survey respondents get around Palm Desert by driving themselves (Figure 1). Other common modes of transportation include walking or using a mobility device such as wheelchairs (26%), getting a ride with someone else (17%), and using rideshare (14%). Although about 13% of respondents bike in Palm Desert, one survey comment highlighted that most cyclists feel threatened by drivers, who often view them as an inconvenience. Additionally, 9% of respondents use golf carts as their ways of getting around the area.

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Alta Planning + Design, Inc.
3 Complete SRFOA Outreach and Engagement Report
Figure 1. Current Preferred Modes of Transportation Among Older Adults in Palm Desert The top three concerns when walking and biking in Palm Desert (Figure 2) are traffic safety related to cars (63%), lack of shade (22%), and disconnected or broken sidewalks (20%). Many respondents expressed an interest to walk or bike more frequently (Figure 3) to increase their physical activity (74%), adopt a more environmentally friendly lifestyle (38%), and reduce their reliance on driving (34%). Additional factors that might encourage older adults to walk or bike in Palm Desert include the desire for greater flexibility and independence, as well as the opportunity to socialize with others.

Figure 2. Older Adults’ Top 3 Concerns When Walking and Biking in Palm Desert 26%
13%
2%
94%
17%
0%
14%
9%
0%
3%
Walk or use a mobility device (e.g., wheelchair)
Bike
Public transit
Drive myself
Get a ride with someone else
Paratransit service
Take a taxi, Uber, Lyft or other rideshare
Golf cart
I don’t travel in/through Palm Desert
Other
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
How do you usually get around Palm Desert?
8%
63%
20%
3%
9%
4%
9%
4%
13%
17%
12%
22%
12%
12%
10%
I can’t physically do it/it causes discomfort
I am concerned about traffic safety from cars (e.g., speeding) Sidewalks are missing or are in poor condition
Crosswalks are too far apart or are in poor condition
Bike lanes are missing or do not meet my needs
Street signs and traffic signals are confusing or hard to see Poor visibility or not enough street lighting
Buses or transit stops feel unsafe or are not comfortable Public transit is unreliable or wait times are too long I am concerned about crime/physical safety
There aren’t benches where I can rest
There isn’t enough shade
I am not interested in walking/biking/rolling
I don’t have any concerns about traveling in Palm Desert Other
0% 10% 20% 30% 40% 50% 60% 70%
Select your top 3 concerns when walking and biking in Palm Desert SAFE ROUTES FOR OLDER ADULTS 163 VISION ZERO STRATEGY
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4 Complete SRFOA Outreach and Engagement Report
Figure 3. Older Adults’ Motivations for Walking and Biking More Often The most common physical challenges reported by respondents in their daily lives (Figure 4) are stepping up (25%), maintaining balance (24%), and walking (20%). These challenges should be carefully considered when planning and designing infrastructure improvements.

Figure 4. Survey Responses to "Do you experience difficulties with any of the following that affect your daily life?" 12%
74%
14%
21%
22%
34%
6%
13%
12%
38%
19%
6%
Save money
Increase physical activity
More independent
Added flexibility about how and when I get around
Enjoy being around other people
Like to drive less
Go more places
More recreational and/or social trips
Complete errands more conveniently (e.g., medical, shopping) More environmentally friendly
Not interested in walking/biking/rolling
Other
0% 10% 20% 30% 40% 50% 60% 70% 80%
What appeals to you about walking and biking more often? 5%
13%
0%
2%
1%
20%
25%
24%
2%
3%
52%
Seeing
Hearing
Sense of touch
Cognition (ex: thinking speed, memory, decision-making) Mental health
Walking
Stepping up (ex: climbing stairs, getting on/off the bus, curbs) Balance
Prefer not to answer
Other
None of the above
0% 10% 20% 30% 40% 50% 60%
Do you experience difficulties with any of the following in a way that affects your daily life?
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5 Complete SRFOA Outreach and Engagement Report
The Project Team also asked respondents to share their preferred ways of receiving information about Palm Desert to enable efficient outreach during future efforts. The most effective ways to communicate with older adults in Palm Desert (Figure 5) are through Joslyn Center email blasts and newsletters (58%), City of Palm Desert email blasts and newsletters (46%), social media platforms like Facebook and Nextdoor (29%), and the City of Palm Desert website (26%).

Figure 5. Preferred Communication Channels for Older Adults in Palm Desert Vision Zero Pop-ups at Palm Desert Spring Concert Series April 18, 2024 & May 2, 2024
Palm Desert Civic Center Park
Attendees: 70 (total)
The Project Team attended the City of Palm Desert’s Spring Concert Series on two evenings: April 18, 2024 and May 2, 2024. The Spring Concert Series is a major, outdoor concert open to the public with free admission and draws many attendees from the older adult population.

The City set up a booth for the Project Team near the concert stage that was highly visible to arriving concert attendees. The City also provided free water bottles and coffee table books to encourage visitors to stop at the booth.

The Project Team distributed one flyer containing information about the Palm Desert Vision Zero Strategy, a second flyer with upcoming SRFOA events, and a third flyer that directed community members to the online SRFOA survey.

Nearly 70 concert attendees visited the booth over the two evenings. Many attendees were pleased to learn about the Vision Zero Strategy and how the City is working to make it safer to walk and bike around Palm Desert. Several guests stated while they support the project, they were returning to their out-of-state homes following the end of the winter season and would be unable to attend upcoming events. Nevertheless, over 44 SRFOA surveys were submitted after the two concerts. Respondents stated speeding drivers, insufficient shade, and missing sidewalks or sidewalks in poor condition as the biggest concerns regarding and walking and biking in Palm Desert. 26%
11%
46%
1%
21%
58%
29%
0%
16%
City of Palm Desert website
Engage Palm Desert website
City email blasts/newsletters
City of Palm Desert mobile application (Palm Desert in Touch) Through my neighborhood group or homeowners’ association Joslyn Center email blasts/newsletters
Social media (Facebook, Nextdoor, etc.)
Radio ads
Other
0% 10% 20% 30% 40% 50% 60% 70%
How do you usually get information about things that are going on in Palm Desert?
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Alta Planning + Design, Inc. 6 Complete SRFOA Outreach and Engagement Report Safe Routes for Older Adults Walk Audits
Town Center Way/Fred Waring Drive – April 30, 2024
Washington Street/Avenue of the States – May 1, 2024
The Joslyn Center – May 3, 2024
Attendees: 1-5 (total)
Three SRFOA walk audits were conducted as part of the project. The first was centered in the area around Town Center Way and Fred Waring Drive, the second around Washington Street and Avenue of the States, and the third around the Joslyn Center. Each walk audit location coincided with the three Older Adult Priority Areas identified as part of the SRFOA Plan, which were selected based on the presence of affordable housing communities and key destinations for residents aged 55+ or 62+, demographics, and collision history.

Due to factors including hot weather and limited time to advertise the audits, none of the walk audits had community participation. However, the Project Team hosted a SRFOA pop-up on May 2, 2024, one day prior to the Joslyn Center walk audit, and gathered ample input from Joslyn Center visitors regarding roadway safety around the Center and in other locations throughout Palm Desert (see the following section for additional detail on the Joslyn Center pop-up event. Additionally, the Project Team spoke with passing community members during the first two walk audits, gathering input from a younger demographic which nonetheless proved beneficial information to developing recommendations that would address walking and bicycling concerns for all demographics, including older adults.

Typical concerns included speeding drivers, drivers cutting off pedestrians while walking in a crosswalk, and difficulty seeing pedestrian signals on the other side of major intersections, such as along Highway 111.

Safe Routes for Older Adults Pop-up
May 2, 2024
The Joslyn Center
Attendees: 25
The Project Team set up a table on behalf of the SRFOA Plan at the Joslyn Center the morning of May 2, 2024. At the event, the Project Team distributed a flyer with upcoming SRFOA events and a flyer with a link to the online SRFOA survey, and advertised the SRFOA walk audit that would be conducted around the Joslyn Center the following morning of May 3, 2024. The Project Team also had a large aerial map to draw Joslyn Center guests to the table and use it as a means of collecting feedback regarding roadway safety around the Joslyn Center.

The table attracted about 25 Joslyn Center visitors, many of which were passing through the lobby to attend a community class. Many were interested in hearing more about the SRFOA Plan, including the goals and timeline. Six guests offered extensive feedback regarding roadway safety around the Joslyn Center. Typical comments included sidewalk network gaps along residential roads, inadequate street lighting, speeding cars along Catalina Way, and difficulty crossing larger intersections such as those along Highway 111.

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Alta Planning + Design, Inc. 7 Complete SRFOA Outreach and Engagement Report Safe Routes for Older Adults Workshop
May 28, 2024
Palm Desert Area Chamber of Commerce
Attendees: 10
The Project Team and Palm Desert city staff hosted a SRFOA Workshop at the Palm Desert Area Chamber of Commerce on the evening of May 28, 2024. During the workshop, the Project Team presented poster boards detailing the project background, maps showing existing conditions including collision data, and walking and biking patterns for older adults aged 55+. Additionally, the Project Team provided several interactive boards where participants could learn and vote for their top three preferred types of pedestrian and bicycle facilities. There was also a citywide map and three detailed maps of priority areas for older adults, allowing participants to draw, comment, and leave notes about areas needing improvements. Paper surveys and QR code flyers linked to an online digital survey were distributed to gather further input.

Ten participants attended the event, many of whom had already heard about the SRFOA Plan and came prepared with questions and comments. The majority voted for Class IV Separated Bikeways and Class II Buffered Bike Lanes as their top bicycle facility choices. For pedestrian facilities, sidewalks, high-visibility crosswalks, and curb extensions were the top choices. Additionally, participants expressed concerns about the lack of streetlights.

The feedback received from participants included:
• Lack of sidewalks near the Joslyn Center, the neighborhood between Highway 111 and Grapevine Street, and along Edgehill Drive
• A sharp turn near Palm Village Park creating an unsafe environment for children and families walking, biking, and skating
• Washington Street and Avenue of the States being a dangerous intersection • Speeding issues along Michigan Drive
• Drivers running stop signs at El Paseo/Monterey Avenue and along San Gorgonio Way from Monterey Avenue to San Pablo Avenue
• The need for bike facilities on El Paseo and connections from CV Link Joslyn Center Spring Health and Wellness Fair
May 29, 2024
The Joslyn Center
Attendees: 33
On the morning of May 29, 2024, the Project Team set up a table on behalf of the SRFOA Plan at the Joslyn Center Spring Health and Wellness Fair. The Project Team distributed the SRFOA survey both in paper form and a QR code flyer linked to the survey. The Project Team also displayed a citywide map and provided comment cards, inviting guests to draw, comment, and leave notes about areas needing improvements.

The table attracted approximately 33 participants, many of whom were interested in hearing more about the SRFOA Plan, including the goals and timeline. The Project Team received extensive feedback regarding roadway safety in SAFE ROUTES FOR OLDER ADULTS 167 VISION ZERO STRATEGY
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Alta Planning + Design, Inc. 8 Complete SRFOA Outreach and Engagement Report Palm Desert. Common comments included inadequate transit connections to Rancho Mirage, Sky Valley, and other nearby neighborhoods, gaps in the sidewalk network, insufficient street lighting, short pedestrian signal timing, speeding, and unsafe walking conditions along major streets. Several participants mentioned that they reside in gated communities and prefer walking within those areas due to feeling unsafe on city roads.

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Alta Planning + Design, Inc. 9 Complete SRFOA Outreach and Engagement Report Phase II – Review of Recommendations
City of Palm Desert Open Houses
October 15, 2024 & October 17, 2024
Attendees: 23
To complement the Project Team’s engagement effort, staff from the City of Palm Desert conducted independent, targeted outreach to gather additional community input on bicycle and pedestrian infrastructure improvements. To ensure meaningful engagement, the City mailed 6,329 letters directly to Palm Desert residents, inviting them to attend one of two open house meetings held on October 15 and October 17, 2024.

These meetings provided an opportunity for residents to share their perspectives on critical safety and accessibility issues. A total of 23 attendees participated, offering valuable feedback such as:
• The need to address high vehicular speeds
• Requests for additional sidewalks and safety measures in South Palm Desert (e.g., Grapevine Street) • Concerns about unsafe pedestrian access across Washington Street • Calls for more bicycle- and pedestrian-friendly roads throughout Palm Desert • Suggestions to slow vehicles in residential areas of South Palm Desert • A need for safer bicycling conditions on Highway 111
• Improved maintenance of sidewalks and bike lanes to keep them clear of debris • Expansion of bike lanes where feasible
• A request for crosswalks on Shadow Mountain at Lupine Lane • Extend the sidewalk on Portola Avenue through the intersection near the Vintage entrance Safe Routes for Older Adults Virtual Recommendations Workshop December 16, 2024
Zoom Meeting
Attendees: 4
The Project Team hosted a virtual workshop on December 16, 2024, to present draft SRFOA recommendations to the Palm Desert community. To advertise the workshop, the City of Palm Desert mailed nearly 1,000 postcards containing information about the workshop to residences and businesses located in the three Older Adult Priority Areas.

The presentation included a brief overview of the purpose of the SRFOA Plan, a summary of findings from completed community engagement, and an explanation of how the draft recommendations were developed. The presentation concluded with an overview of proposed recommendations at the three Older Adult Priority Areas, and an explanation of how residents can provide their input on the draft recommendations via the project website.

The Community Input Opportunities section of the project website (https://www.engagepalmdesert.com/vision-zero) includes a recording of the Safe Routes for Older Adults Virtual Recommendations Workshop.

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1 Safe Routes for Older Adults – Citywide Recommendations Palm Desert Safe Routes for Older Adults – Citywide Recommendations Many physical changes can be made to streets and sidewalks to increase the safety, visibility, and appeal of walking, bicycling, and taking transit for older adults. During the Safe Routes for Older Adults walk audits and engagement activities, attendees and staff identified several common infrastructure challenges that might discourage people of all ages, especially older adults, from walking, biking, and taking transit in Palm Desert.

These common challenges include inadequate or low-quality bicycle/pedestrian infrastructure (e.g., faded crosswalks), accessibility issues or limitations (e.g., curb ramps that are not up to the current ADA standard due to the lack of truncated domes), driveway conflicts, lack of shade, and general conflicts between vehicles and pedestrians and bicyclists (e.g., encroachment in crosswalks).

This section summarizes best practices and guidelines for bicycle and pedestrian infrastructure that can be implemented across the city, not just in the Older Adult Priority Areas. The City can refer to these best practices for other areas of Palm Desert, ongoing maintenance, and for incorporation in future pedestrian and bicycle infrastructure projects.

Reduce Speed Limits
To enhance pedestrian safety, it is recommended that the City reduce speed limits in locations with high pedestrian activity, especially in areas with higher concentrations of students and older adults. Assembly Bill 43 (AB 43) offers Caltrans and local authorities greater flexibility in setting and adjusting speed limits. AB 43 includes the following provisions which have been summarized for brevity:
1 • Increased considerations for vulnerable pedestrian groups, when performing engineering and traffic surveys (E&TS).
• Speed limits may be lowered to as low as 15 mph pursuant to an engineering and traffic survey (E&TS). • Speed limits may be rounded from the 85th percentile speed either up or down. • Lowering of speed limits by 5 mph for highways designated as a safety corridor, or where a portion of highway is adjacent to any land or facility that generates high concentrations of bicyclists or pedestrians. • Allows retaining the current speed limit or restoration of the immediately prior speed limit if no additional general-purpose lanes have been added to the roadway since completion of an E&TS. • Defines a business activity district and allows 25 mph or 20 mph prima facie speed limit in it, when a highway has a maximum of four traffic lanes.

A high-injury network has been identified in Palm Desert as part of the City’s Vision Zero Strategy. The City can consider prioritizing these corridors as safety corridors for speed reduction studies. For more detailed information on the provisions of AB 43, please refer to the link.

Installing Shared-Use Paths
Shared-use paths provide a dedicated space for walking, biking, and other non-motorized travel modes, reducing potential conflicts with vehicles. It is recommended that the City should consider the installation of shared-use paths across suitable locations to enhance active transportation and improve safety for pedestrians and cyclists. As part of this effort, the City is currently designing a shared-use path along Fred Waring Drive near the Joslyn Center area, which will soon be constructed as part of Phase 3 of the Walk and Roll implementation. Expanding this initiative 1 California Traffic Control Devices Committee Agenda Item Report, August 04, 2022 1841
2 Safe Routes for Older Adults – Citywide Recommendations citywide will encourage safer, more accessible options for all residents, promoting healthier and more sustainable transportation choices while completing CV Link separated bikeway facilities.

High-Visibility Crosswalks
Faded crosswalks are less visible to drivers, increasing the chance cars will drive through without stopping or otherwise encroach on the pedestrian right-of-way. Restoring the visibility of crosswalks will allow drivers to see pedestrians in a marked crosswalk more easily. The City should consider developing an annual paving and sidewalk repair project, which may include installing new signing and striping improvements to meet City standards after paving is completed. This approach aligns with best practices in asset management, ensuring that infrastructure remains in good condition thereby preventing expensive deferred maintenance costs. The City could also consider marking crosswalks with thermoplastic striping, which can extend the asset lifetime to five years.

There are also several all-way stop intersections without marked crosswalks, including Catalina Way and San Pascual Avenue at the southeast corner of the Joslyn Center. Therefore, the City should consider conducting a citywide crosswalk analysis to identify deficiencies and gaps, and developing a plan to close the gaps by restriping faded crosswalks or striping new high-visibility crosswalks. At locations with heavy foot traffic, painted crosswalks could effectively draw drivers’ attention to crossing pedestrians and slow down traffic. Crosswalks outside of schools, parks, senior centers, shopping centers, and other key destinations can be considered higher priority.

To further protect elderly pedestrians, the City
can consider building crosswalks that are built
up or "raised" to line up with the curb/sidewalk,
especially midblock on minor and local streets
or in the areas with heavy foot traffic, such as
shopping centers and medical centers. An
elevated crossing makes the pedestrian more
prominent in drivers’ field of vision and allows
pedestrians to cross at-grade with the sidewalk,
which also provides extra safety and
convenience to pedestrians who need ADA
accommodations. Elevated crossings also serve
as speed deterrents to reduce vehicle speeds
and improve motorist yielding to people
crossing the street.
(Raised crosswalk in Boston, MA. Source: Peter Furth/ nacto.org) SAFE ROUTES FOR OLDER ADULTS 172 PALM DESERT
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3 Safe Routes for Older Adults – Citywide Recommendations Curb Extensions
Walk audit participants observed newly constructed
curb extensions near the Joslyn Center along San
Pablo Avenue and expressed that this treatment
enhances their sense of safety when crossing the
street. Curb extensions increase the overall visibility of pedestrians by aligning them with the parking lane
and reducing the crossing distance for pedestrians.

The City can continue with its existing curb extension
program and build additional curb extensions along
wide streets, in neighborhoods with senior housing,
and along residential streets where feasible. The City
can also consider installing curb extensions at
midblock crossing locations, such as the one on San
Pablo Avenue between Catalina Way and San
Nicholas Avenue, where feasible.

Concrete curb extensions can be costly, so the City may consider exploring options for using more affordable and interim materials, such as temporary curbs, bollards, planters, or striping. These options would allow the City to cover more locations more quickly, and would provide the opportunity to test and observe the effectiveness of the proposed curb extensions and make any necessary modifications to improve pedestrian safety. These temporary treatments could be replaced with concrete as funding becomes available.

Sidewalk Gaps Connection and Maintenance
Disconnected sidewalks have been a widely reported issue in the project’s outreach events and walk audits.

Although sidewalk existence and condition data have been documented for specific study areas in the Palm Desert Safe Routes for Older Adults plan, it is recommended that the City develop a complete citywide sidewalk inventory to better identify and track sidewalk gaps. Addressing these sidewalk gaps is crucial to create a cohesive and continuous network of walkways that encourages walking as a viable mode of transportation.

Connecting these gaps will enhance mobility and increase physical activity potential for all residents, including those with disabilities, school-aged children, and the elderly.

Additionally, regular sidewalk maintenance and repair is important to prevent hazards such as cracks, uneven surfaces, and obstructions. Under the current Palm Desert Code of Ordinance, the owner of lots, or portions of lots, fronting on any portion of a public street are responsible for cleaning, repairing, and maintaining sidewalk areas (Chapter 12.26 Public Sidewalk Repairs). The City can consider implementing an annual paving and sidewalk repair project, which includes identifying sidewalk repair locations through inspections, digging out of cracks in concrete, and repairing concrete sidewalks, curbs, and gutters. The City should prioritize repairing locations that are frequented by the elderly, such as near senior housing to maximize mobility and minimize potential obstructions and fall risks.
(A curb extension at a midblock crossing location. Source: Palm Desert Safe Routes for Older Adults Walk Audit)
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4 Safe Routes for Older Adults – Citywide Recommendations Sidewalk Obstruction Management
Community members have pointed out that sidewalks
are occasionally blocked by trash bins, debris, and
overgrown vegetation, which all inhibit pedestrian
access. The City should implement regular inspections
and prompt removal of obstructions to ensure sidewalks
remain clear and accessible. The City can also establish a citywide sidewalk access educational program to educate residents and businesses about proper trash bin
placement and debris disposal, which will help mitigate these blockages. Additionally, informing residents about the Palm Desert In Touch reporting system
(https://www.palmdesert.gov/ourcity/departments/public-works/report-a-problem) and encouraging pedestrians to notify the city of sidewalk obstructions will enable swift responses and maintain walkability.

Curb Ramps
Palm Desert inlucdes numerous missing curb
ramps and existing curb ramps that do not meet
the most current ADA standards (e.g., lacking
truncated domes that provide tactile feedback).

To improve accessibility, the City has developed
an ADA transition plan in 2008, where City staff
conducted an on-site inventory at four key
locations: the Civic Center, Civic Center Park,
Corporation Yard, and City Library. During this
process, curb ramps and 12 other facility areas
were assessed with recommendations provided
to meet ADA requirements. The City can expand
this effort by conducting a citywide gap analysis.

Implementing ADA-compliant curb ramps across
the City will bridge gaps between sidewalks,
enhancing mobility for all residents, especially those with disabilities and the elderly.

Curb ramp maintenance is also an important safety factor. The City can incorporate curb ramp inspection into the Annual Paving and Sidewalk Repair Project. These inspections should be conducted yearly to ensure curb ramps remain in good condition and are repaired as needed. Curb ramps should be updated when other projects, such as new sidewalk or curb extension construction, are being implemented and as part of routine maintenance.
(New ADA-curb ramps at Catalina Way and San Pablo Avenue. Source:

Palm Desert Safe Routes for Older Adults Walk Audit)
(Trash bins blocking sidewalks. Source: Palm Desert Safe Routes for Older Adults Walk Audit)
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5 Safe Routes for Older Adults – Citywide Recommendations Pedestrian Buffers
Pedestrian buffers represent a key safety feature and greatly contribute to the quality of the pedestrian environment by separating walkers from moving traffic. Buffers can be parked cars, planting strips, or other safety features. The City can conduct an analysis of areas with heavy foot traffic, such as shopping centers and medical centers, to identify where pedestrian buffers are needed most and implement them strategically.

Pedestrian Refuge Islands
Walk audit participants appreciated the new
pedestrian refuge islands observed along San
Pablo Avenue. Pedestrian refuge islands are
protected areas where people may safely
pause or wait while crossing a street. They
are particularly helpful as waiting areas for
older adults, persons with disabilities,
children, and others who may be less able to
cross a wide street all at once. At signalized
intersections, they allow slower-moving
pedestrians to cross in two phases. At
unsignalized locations, they simplify the act of
finding a gap in traffic to cross since vehicles
from only one direction must be dealt with at
a time.

The City can investigate crosswalks along
appropriate roads in Palm Desert and consider installing pedestrian refuge islands where space allows (e.g., where an existing center turn lane or median exists), as part of ongoing maintenance and implementation of other projects.
(A pedestrian refugee island at a midblock crossing location on San Pablo Avenue. Source: Palm Desert Safe Routes for Older Adults Walk Audit) (A pedestrian buffer on El Paseo. Source: Palm Desert
Safe Routes for Older Adults Walk Audit)
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6 Safe Routes for Older Adults – Citywide Recommendations Leading Pedestrian Intervals (LPIs)
Palm Desert pedestrians often face challenges when crossing large intersections on multi-lane roads, including conflicts with drivers who turn in front of pedestrians with the right-of-way. Implementing a leading pedestrian interval (LPI) allows pedestrians to enter the crosswalk 3-7 seconds before vehicles are given a green light, giving pedestrians time to establish their presence in the crosswalk before vehicles have priority to turn right or left.

LPIs increase visibility and reduce conflicts between drivers and pedestrians. The City can also adjust crossing time to 2.8 feet per second to ensure people of all ages and abilities have sufficient time to cross all intersections safely. The City can evaluate locations for LPIs near major commercial hubs (e.g., areas near Town Center Way and Fred Waring Drive) and other common senior destinations like parks, the library, and the Joslyn Center. LPIs are most effective in areas with high foot traffic.

Audible Pedestrian Crossing Signals
Older adults in Palm Desert noted challenges in seeing pedestrian signals, especially at large intersections and during peak sunlight hours. The City can explore solutions such as implementing audible pedestrian crossing signals at wide intersections to enhance pedestrian safety and accessibility. These signals provide crucial auditory cues that assist visually impaired individuals in safely navigating intersections, promoting inclusivity and independence. Moreover, audible signals benefit all pedestrians by reinforcing awareness of crossing times and encouraging compliance with traffic signals.

Countdown Pedestrian Signals
Countdown pedestrian signals are traffic signals that display a numerical countdown, indicating how many seconds remain before the pedestrian signal turns red. These signals help pedestrians know how much time they have left to cross the street safely. The countdown can be shown on a digital display or as a visual timer, typically in a form of numbers or lights, allowing pedestrians to make informed decisions about when to begin crossing or if they need to hurry. They are especially helpful in busy areas, promoting safety and reducing the risk of accidents.

Right Turn Restrictions
Community members have also expressed concerns about right-turn traffic failing to stop for pedestrians and turning at high speed, especially near large intersections. Prohibiting “Right Turn on Red” (RTOR) has been shown to increase pedestrian safety, decrease crashes at the intersection, and avoid motorists blocking pedestrian crossing movements. Prohibiting RTOR is a simple, low-cost measure and together with a leading pedestrian interval, the signal changes can benefit pedestrians with minimal impacts on traffic. This treatment should be considered in locations with high pedestrian foot traffic and places where higher rates of children and seniors cross, such as near parks and senior housing facilities. No RTOR signage should be clearly visible to rightturning drivers stopped at the crosswalk.

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7 Safe Routes for Older Adults – Citywide Recommendations Recessed Stop Line
During the walk audits, participants observed
several vehicles obstructing pedestrian paths
by encroaching on crosswalks. To help curb this
behavior, vehicle stop lines can be moved
further back to 10 to 15 feet from the
crosswalk. These recessed stop lines allow
pedestrians and drivers to have a clearer view
of each other and more time in which to assess
each other's intentions. Other benefits of the
recessed stop lines include allowing buses and
other large transit vehicles to make wide turns
using two lanes around tight curb radii at small
intersections and enabling tighter intersection
geometry to reduce the typical turning speed
of general traffic. While no specific locations for
this treatment were identified during the walk
audit, the City can update stop lines on an
ongoing basis as crosswalks are added or
restriped, roads are repaved, etc.

Bus Bulbs
Implementing bus bulbs is a transformative
step towards enhancing mobility and
efficiency. By extending sidewalks to align
with bus stops, bus bulbs streamline
boarding and alighting processes, making
public transit more accessible and
convenient for commuters. Bus bulbs can
also improve transit reliability by reducing
the need for buses to pull out of the travel
lane and then re-enter the lane after
boarding and alighting of passengers. These
infrastructure enhancements also prioritize
pedestrian safety by reducing the need for
buses to pull in and out of traffic, minimizing
conflicts between vehicles and pedestrians.

Furthermore, when implemented near
intersections, bus bulbs also act as curb
extensions and held reduce crossing
distances, which is especially useful for older adults or others who may take longer to cross the street.

Additionally, bus bulbs with cut-throughs for curbside or sidewalk-level bike lanes can address conflicts where buses currently block existing bikeways, ensuring safer and more efficient travel for bicyclists and pedestrians alike.
(A bus bulb with cut-throughs for a curbside bike lane. Source: nacto.org) (Recessed stop lines are used at this signalized mid-block crossing to improve sight distances and to give the motorist who initially fails to see the crosswalk more time to stop. The cyclist can advance ahead which aids in cyclist safety, particularly with right-turning motorists.

Source: FHWA.

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8 Safe Routes for Older Adults – Citywide Recommendations Bus Shelters and Seating
Participants in the walk audits and outreach events expressed that the lack of bus shelters and seating has discouraged them from taking transit. Additionally, existing bus shelters/structure often do not provide an adequate amount of shade. To address these concerns, the City and transit agencies can host listening sessions with older adults and other residents to discuss examples of existing transit shelters/structures and brainstorm new designs that would be more accessible, comfortable, and useful. Engaging the community in these discussions ensures that the new bus shelters meet the specific needs of the users, providing ample seating and sufficient shade to encourage greater transit use.

Pedestrian Signage
Pedestrian signage is used to inform motorists or pedestrians of a legal requirement and should only be used when the legal requirement is not otherwise apparent. Common pedestrian signage includes pedestrian crossing signs, pedestrian warning signs, WALK signs, DON’T WALK, and “Cross streets do not stop” signs. The decision to use these signs is based upon engineering judgement. The use of these pedestrian signages may be more helpful near schools and areas with concentrations of higher concentrations of senior adult pedestrians.

Wayfinding Program
The City is currently developing a wayfinding program in areas with high pedestrian activity, particularly where there are larger concentrations of older adults. A well-designed wayfinding program, including clear signage and maps, can help pedestrians navigate more easily, promoting more convenient and more confident movement throughout the city.

Street Trees
Providing street trees can greatly enhance the walking experience. On average, the number of days too hot to comfortably walk in Palm Desert will increase approximately by 19 days by 2050. 2 Street trees offer shade,
significantly reducing the heat experienced by pedestrians and making outdoor activities more enjoyable. They create a visually appealing environment, contributing to the overall aesthetic of the city and encouraging more people to walk. Additionally, trees help improve air quality by absorbing pollutants and releasing oxygen, promoting a healthier lifestyle for the community. The City’s Landscape Services Division has produced a series of landscape design guides that provide information regarding street trees appropriate for Palm Desert’s hot climate.
3 2 Projected Thermal Comfort for Pedestrians and Bicyclists, Alta Planning + Design. 3 Landscaping and Park Maintenance, City of Palm Desert.

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9 Safe Routes for Older Adults – Citywide Recommendations Not all trees provide the same degree of shade. For example, palm trees hardly provide any shade. Therefore, the City should consider tree species that are well-suited to Palm Desert’s climate and possess robust canopies that offer substantial shade.

Pedestrian
Scale
Lighting
According to the City of Palm Desert Code of Ordinance § 24.16.025 Public street lighting, the City does not encourage the use of street lighting in order to minimize light pollution and light trespass, and preserve the night-time environment in the city. However, lighting of pedestrian facilities plays a key role in increasing the safety performance of the road network for all users. Effective pedestrian lighting installations are a means of addressing the vulnerability of pedestrians during dark conditions and improving safety and security for road users of all ages and abilities. Lighting may also increase a pedestrians’ confidence in performing certain tasks, such as assessing and selecting appropriate gaps at uncontrolled crossings and monitoring vehicles approaching and making different movements through both signalized and unsignalized intersections. The City has established a set of guidelines with which to regulate the installation, operation, and maintenance of overhead street lighting in the city (Code of Ordinance § 24.16.025 Public Street Lighting). The city seeks to make provisions for street lighting that will be beneficial to city residents, and to provide for this lighting in an orderly, efficient, and equitable manner. The Code of Ordinance lists out locations that should receive street lighting:
(Projected Thermal Comfort for Pedestrians and Bicyclists. Source: Alta Planning + Design) SAFE ROUTES FOR OLDER ADULTS 179 VISION ZERO STRATEGY
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10 Safe Routes for Older Adults – Citywide Recommendations

1. Residential street lighting shall be positioned at intersections.

2. Residential street lighting shall be positioned mid-block on streets greater than eight hundred feet in length.

3. Residential street lighting shall be positioned at the end of cul-de-sacs when the street is greater than three hundred feet in length.

4. Commercial and industrial streets shall have lighting positioned at intersections.

5. Other locations and/or spacing of lighting may be required by the city engineer.

6. Locations other than intersections where the lighting will provide an aid to traffic or public safety may be required by the city engineer.

The Code of Ordinance outlines the types of lighting that are suitable for street lighting in single-family residential districts. These options enhance illumination along pedestrian pathways, improving public safety while minimizing light pollution:

1. High pressure sodium (HPS) street lighting in single-family residential districts is prohibited.

2. Light emitting diodes (LED) street lighting in single-family residential districts shall use nine thousand five hundred lumens or less and shall be full-cutoff luminaries with house side shields.

3. Pedestrian scale post top luminaries in single-family residential districts with total lamp lumens of less than four thousand five hundred may be non-cutoff if the fixture meets the requirements to prevent direct view of the lamp source by shielding the source with louvers and/or opaque lens. Internal fixture reflector with a clear lens that distributes the light out of the fixture in a manner that promotes glare control may also be allowed. Refractors are not recommended to shield the lamp source. House side shields may be required to reduce the light directed towards residences.

Construction Management
It is essential that construction zones provide a connected and continuous pedestrian and bicyclist passage from end to end during every phase of work. The City can establish best practices for construction management plans and temporary traffic control, focusing on minimizing physical impacts to pedestrian and bicycle routes and providing clear, concise detour instructions when needed. This approach ensures that older adults and all pedestrians can navigate construction zones safely and comfortably. These may include the following guidelines from the Federal Highway Administration:
• Promote adequate pedestrian safety through physical separation from active construction spaces and vehicular traffic.
• Provide adequate and safe detours whenever sidewalks are closed or blocked. Clear the path of debris and other items that may obstruct pedestrians’ paths.
• Use signs at intersections to give advance notification of closures ahead and adequately inform pedestrians where to cross.
• Carefully consider the placement of intersection crosswalks, implement additional signing/marking, add and/or relocate transit stops, and modify traffic signals (traffic signal timing, pedestrian signals, push buttons) as necessary.
• Consider walking speeds, including for slower pedestrians like older adults, and the distance pedestrians travel when traversing travel lanes to determine minimum green time. • Make pedestrian routes ADA compliant and available to pedestrians during all phases of construction. • Provide a continuous, detectable edging throughout the length of the facility such that pedestrians using a long cane can follow it.

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Library
College of
the Desert
McCallum
Theatre
Watch for approaching
vehicles when using this
midblock crossing.

Watch for approaching
vehicles when crossing
this tra
c circle.

Passengers taking
buses 5 and 6 can
board at this bus
station.

Passengers taking
buses 5, 6, and 500
can board at this
bus station.

Use caution when
crossing; this is a large
and busy intersection.

0.5 miles from
the Joslyn Center
~15 minutes

WALKING TIME FROM
THE JOSLYN CENTER ~16 minutes WALKING TIME FROM

THE JOSLYN CENTER
Use caution when crossing;
north-south trac on San
Pablo Avenue does not
have stop signs.

THE JOSLYN CENTER
AREA
Suggested Routes Map 0 0.05 0.1 MILE
LEGEND
This map is intended for informational purposes only.

City of Palm Desert does not guarantee the safety of
these routes or persons utilizing them, and assumes no
responsibility or liability therefore.
engagepalmdesert.com/vision-zero
Suggested Walking Route
Intersection with Stop Sign
Bus Stop
Crosswalk
Intersection with Traffic Signal
Crossing Location with
Advance Yield Marking
Intersection with Traffic Circle
Fred Waring Dr
Catalina Way
Santa Rosa Way San Pascual Ave San Pablo Ave
Portola Ave
1854
SAFE ROUTES FOR OLDER ADULTS 185 VISION ZERO STRATEGY
C

ATALINA
W
AY
EL
PASEO

PALM DESE

RT DRIVE

SAN CARLOS AVENUE
DE AN
Z
A
W
AY

EUNEVA OLLI RBAC

SAN LUIS REY AVENUE

PANORAMA DRIVE

EUNEVA ALOTROP

PRIMROSE
DRIVE

RUTLEDGE
W
AY

E NAL NOYNAC REVLI S
SAN

TA ROSA
W
AY
S
A

N TA ROSA
C
I
R
C
L
E
D
E
S
E
R
T
S
TA
R

BOULEVARD

EL CORTEZWAY

MASSON STRE
E
T

ALESSANDRO DRIVE
FRED

WARING DRIVE BUENAC RI CLE

EUNEVA LAUCSAP NAS

ERIN STREET

ASTER DRIVE
KRUG
AVENUE

SAN MARINO
W
AY
OL I V
E
C
O U RT

SAN JUAN AVENUE

SAN JOSE AVENUE SAN JACINTO AVENUE
V
E
L
A
R
D
O
D
R
I
V
E

SANTA ANITA AVENUE

SAN RAFAEL AVENUE

MARIGOLD D
RIVE
GOL
E
TA
AVENUE
Palma
Village Park
Palm Desert
Civic Center Park
The
Joslyn
Center
Shopping Plaza
Jensen’s
Shopping Center
The Gardens on El Paseo
Kaiser
Permanente
Palm Desert
City Hall
Palm Desert
Community
Center
Family YMCA
of the Desert
Use caution when crossing;
there are no crosswalks
and north-south tra
c on
San Pascual Avenue does
not have stop signs.

Use caution when crossing;
there are no crosswalks.

Passengers taking bus 11
can board at these bus
stations.

Use caution when
crossing; this is a large
and busy intersection.

Use extreme caution; this
segment along San Pascual
Avenue has some sidewalk gaps.
1855
SAFE ROUTES FOR OLDER ADULTS 186 PALM DESERT 0 0.05 0.1 Miles
Magnesia Spring Ecological Reserv
e
Ä111
CA
C

EDGEHILL DRIVE

PA NI TERS PATH
Rancho Mirag
Wari
Plaz
Palm Desert
Las Sombras
Village
Desert Crossing
Shopping Center
Use cau
a large
Use ext
the ri
northwe
Use caution when
crossing; this is a large
and busy intersection.

Use extra caution when
crossing the right turn slip
lane at the northeast corner.
~10 minutes

WALKING TIME FROM

TOWN CENTER PLAZA

FRED WARING DR AND

TOWN CENTER WAY
AREA
Suggested Routes Map
LEGEND
This map is intended for informational purposes only.

City of Palm Desert does not guarantee the safety of
these routes or persons utilizing them, and assumes no
responsibility or liability therefore.
engagepalmdesert.com/vision-zero
0 0.05 0.1 MILE
Suggested Walking Route
Intersection with Stop Sign
Bus Stop
Crosswalk
Intersection with Traffic Signal
Fred Waring Dr
Hahn Rd
Town Center Way
Monterey Ave
SR-111
1856
SAFE ROUTES FOR OLDER ADULTS 187 VISION ZERO STRATEGY
Ä74

EUNEVA YERETNO M

DAOR AUHSOJ
PA
R
K
V
I
EW
D
R
I
V
E

SAN GORGONIO
W
AY
H
A
H
N
R
O
A
D
F
R
E
D
W
A
R
I
N
G
D
R
I
V

E E IV RD NEVAH IR AF
S
O
N
O
R
A
D
RIVE

SANDPIPER

RANCHO GRANDE ARBOLEDA AVENU
E

ALESSANDRO ALLEY

EL PASEO

SAN JUAN DRIVE FLEETWOODCIRCLE

CTUS DRIVE

SIERRA VIS
TA
G
L
O
R
I
A
N
A
D
RIVE

TAMPICO DRIVE SAN LUIS DRIV E

PALM DESE

RT DRIVE

TOWN CENTER WAY
SAN

TA ROSA
W
AY

SAN NICHO
LAS
AVENUE
C

ATALINA
W
AY
G
UADA
LUPE
AVENUE
A
LUMNI
W
AY
ge
Town
Center
Plaza
Town
Center
Square
Shopping
Center
The Shops at Palm Desert
Palms to Pines West
Shopping Center
ing
za
Walmart
Neighborhood Market
Acuity
Eye
Group
Desert Hand &
Plastic Surgery
Center Kingdom Hall Shopping
Plaza
Artists Council
Artists Center
at the Galen
Church
Palm
Desert
Fire
Department
McCallum
Theatre
ution when crossing; this is
e and busy intersection.
tra caution when crossing
ght turn slip lane at the
est and southwest corners.

Use caution when
crossing Fred Waring Dr;
this is a large and busy
intersection.

Use caution when
crossing Town Center Way;
this is a large and busy
intersection.

Passengers taking
buses 4, 5, 6 and 11
can board at this
bus station.

Passengers taking
buses 5, 6, 11, and
500 can board at
this bus station.

Passengers taking
buses 1 and 11 can
board at this bus
station.

Passengers taking
buses 1, 4, and 11
can board at this
bus station.

Passengers taking buses
5, 6, and Amtrak Thruway
Connecting Service can
board at this bus station.

0.5 miles from
Town Center Plaza

0.5 miles from
Town Center Plaza
~10 minutes

WALKING TIME FROM

TOWN CENTER PLAZA
1857
SAFE ROUTES FOR OLDER ADULTS 188 PALM DESERT LI ART RE NRA W RESORTER BOULEVARD

CALIFOR
M

EDINBOROUGH

PRESTON TRAIL
MICH

PALMETTO LANE

DELAWARE STREET

JUPITER HILLS COURT
MINNES
O
TA
AVENUE
ROBIN
R
O
MOUN
TAIN
0 0.05 0.1
Miles
Palm Desert Resort
Country Club

0.7 miles from
Palm Desert
Country Club
Association

0.5 miles from
Palm Desert
Country Club
Association

0.5 miles from
Palm Desert
Country Club
Association
~11 m

WALKING TIM

FROM PALM

COUNTRY CL

ASSOCIATIO
~15 minutes

WALKING TIME

FROM PALM DESERT

COUNTRY CLUB

ASSOCIATION
LEGEND
This map is intended for informational purposes only.

City of Palm Desert does not guarantee the safety of
these routes or persons utilizing them, and assumes no
responsibility or liability therefore.
engagepalmdesert.com/vision-zero
0 0.05 0.1 MILE

WASHINGTON ST AND

AVE OF THE STATES
AREA
Suggested Routes Map
Suggested Walking Route
Intersection with Stop Sign
Bus Stop
Crosswalk
Intersection with Traffic Signal
Intersection with Traffic Circle
Hovley Ln E
Ave of the States
Michigan Dr
California Dr
Washington St
Idaho St Idaho St
1858
SAFE ROUTES FOR OLDER ADULTS 189 VISION ZERO STRATEGY

RNIA DRIVE
WOOD
H
AVEN
LANE
H
OVLEY
LANE

MISSOURI DRIVE
STRE
E
T

TUCSON CIRCLE
W
O
O
D
H
AV
E
N
D
R
I
V
E

HIGAN DRIVE

IDAHO ST

HIDDEN RIVER
R
OAD

E NAL AH IS TAL

AVENUE OF
THE
S
TATES
OAD
N VIEW
DE
L
A
WARE
P
LACE

WASHINGTON STREET
Joe
Mann Park
Bermuda Dunes
Palm Desert
Country Club
Association
Washington
Square
Grocery Outlet
Palm
Village
Albertsons
Church
Woodhaven
Country Club
Passengers taking
buses 7, 700 and
701 can board at
this bus station.

Passengers taking
buses 7 and 700
can board at this
bus station.

Use caution when
crossing; this is a large
and busy intersection.

Use caution when
crossing Washington St;
this is a large and busy
intersection.
~10 minutes

WALKING TIME

FROM PALM DESERT

COUNTRY CLUB

ASSOCIATION
inutes
ME
DESERT
LUB
ON
Watch for approaching
vehicles when crossing
this tra c circle.
1859

00. G
Vision Zero
Resolution
1860
MEETING DATE: June 12, 2025 PRESENTER: Chris Gerry, Senior Project Manager SUBMITTING DEPARTMENT: Public Works
SUBJECT: Resolution in support of the Palm Desert Vision Zero Strategy

RESOLUTION
The establishment of a Vision Zero policy to eliminate traffic deaths and serious injuries in Palm Desert by 2040, along with a commitment to advancing bicycle, pedestrian, and other sustainable mobility improvements in pursuit of this policy.

WHEREAS, the Palm Desert General Plan Mobility Chapter identifies multiple policies in support of improved multimodal transportation and safety for all modes; and WHEREAS, the General Plan establishes roadway and alternative transportation typologies that manage speeds and separate travel modes to enhance safety and comfort; and WHEREAS, the General Plan also identifies projects that improve safe mobility for people walking, biking, and using low-speed vehicles (including golf carts); and
WHEREAS, the Palm Desert Strategic Plan identifies a vision to provide each resident and visitor with safe, convenient, and efficient transportation options by 2033; and WHEREAS, Senate Bill 932 requires counties and cities throughout the state, including Palm Desert, to identify high-injury streets and intersections and prioritize safety improvements to reduce traffic collisions; and WHEREAS, the Palm Desert Local Road Safety Plan provides guidance for safety improvements that can be applied systemically and programmed through the Capital Improvement Plan to address high-crash locations, high-risk locations, and city-wide trends and patterns; and WHEREAS, the City of Palm Desert is using federal Safe Streets and Roads for All (SS4A) funding to develop a Safe Routes to School Plan and Safe Routes for Older Adults Plan to further identify critical transportation safety and mobility improvements for vulnerable road users; and WHEREAS, the City is also using federal SS4A funding for a public safety campaign that builds awareness for safe mobility with a focus on adhering to safe speeds and yielding to pedestrians; and WHEREAS, the Safe Streets and Roads for All program advances the Federal Highway Administration’s Safe System Approach that emphasizes that traffic deaths and serious injuries are preventable and can be eliminated; and
WHEREAS, California Department of Transportation (Caltrans) has a vision to eliminate fatalities and serious injuries on California's roadways by 2050 and provide safer outcomes for all communities to be achieved through adoption of the Safe System approach; and
SAFE ROUTES FOR OLDER ADULTS 191 VISION ZERO STRATEGY
1861
WHEREAS, the Southern California Association of Governments has also embraced Vision Zero and the Safe System approach and invites jurisdictions to commit to designing and building safer streets that promote walking, biking, and community connection; and
WHEREAS, the Coachella Valley of Association of Governments (CVAG) has published active transportation design guidelines for local agencies to plan, design, and maintain safe and efficient bicycle and pedestrian facilities; and
WHEREAS, the City of Palm Desert has supported development of the Palm Desert segments of CV Link and adopted the Walk and Roll program to improve healthy and sustainable mobility options while reducing deadly conflicts with motorists as well as providing a safer connection to community destinations; and WHEREAS, pursuing transportation safety and multimodal mobility goals through a Vision Zero policy brings many benefits, including the freedom to choose multiple safe and comfortable modes of transportation and increased recreational opportunities, both of which can contribute to the improved economic and physical wellbeing of all residents; and
WHEREAS, adoption of a Vision Zero policy will support the City of Palm Desert’s eligibility to pursue federal SS4A Implementation funding; and
WHEREAS, implementing this policy will require a collaborative, interdisciplinary approach involving government agencies, advocacy groups, and private organizations and individuals that fully engages the public; and
WHEREAS, Palm Desert will join the increasing number of jurisdictions across the nation and around the world in their commitment to eliminate traffic deaths and serious injuries; and WHEREAS, it is the role of government to serve and protect all constituents; and WHEREAS, even one traffic death or serious injury is too many; NOW, THEREFORE BE IT RESOLVED THAT THE CITY OF PALM DESERT:

1. Endorses this Vision Zero policy that aims to eliminate traffic deaths and serious injuries by 2040.

2. Supports the Palm Desert Vision Zero Strategy as an initiative that is integral in advancing this Vision Zero policy.

3. Recognizes that the Palm Desert Vision Zero Strategy consists of several components that will work together to improve safety for all modes and enhance active transportation safety and comfort. These components include:
a. Safe Routes to School Plan
b. Safe Routes for Older Adults Plan
c. Palm Desert Vision Zero Safety Data Dashboard
d. Public Safety Campaign
e. Implementation Strategy
SAFE ROUTES FOR OLDER ADULTS 192 PALM DESERT
1862
(Page intentionally left blank)
SAFE ROUTES FOR OLDER ADULTS 193 VISION ZERO STRATEGY
1863

00. H
SRFOA
Prioritization
1864

MEMORANDUM
Alta Planning + Design, Inc. 1 City of Palm Desert
To: Chris Gerry, City of Palm Desert
From: Alta Planning + Design
Date: May 23, 2025
Re: Palm Desert Vision Zero – Safe Routes for Older Adults Prioritization Palm Desert Vision Zero – Safe Routes for Older Adults Prioritization Overview
The prioritization process ranks all SRFOA project recommendations. The prioritization process uses data collected from national, city, school district, and community sources to provide an objective score informing project implementation. Point projects at each intersection and mid-block area are combined and prioritized together as the recommendations work together to enhance overall safety at each location. Corridor projects are prioritized individually. The outcome is a list of corridor and intersection projects that can inform grant funding.

SRFOA Priority Area Prioritization Methodology
The prioritization process considers several data sources with an emphasis on safety, equity, and other relevant scoring criteria for SS4A and ATP grant funding. These data sources include:
• Pedestrian and bicycle collisions (2013-2022)
• Student population eligible for the Free and Reduced-Price Meals Program (FRPM) • Percentage of population with a disability
• Low-Income Communities (AB 1550)
• High Injury Network proximity
• Residential density
• Number of nearby destinations
• Households without access to an automobile
• Area population density of children and older adults
• Local support from the advisory committee, school and district staff, and stakeholders • Relative cost of implementation
Scoring criteria for the prioritization of each project can be found in Table 2. Each project can score a potential of 200 total points, which will then be normalized to a scale of 1 - 100. The criteria award different numbers of points based on their overall weight or importance, which is consistent with order of criteria importance in the SS4A and ATP applications. SS4A most highly scores projects that consider the safety impact of the project, and ATP most highly scores projects that consider the needs of the community and the potential to increase walking and biking to everyday destinations.

SAFE ROUTES FOR OLDER ADULTS 195 VISION ZERO STRATEGY
1865

MEMORANDUM
Alta Planning + Design, Inc. 2 City of Palm Desert
Table 1. Scoring Criteria for School Ranking
CRITERIA SCORE VALUE APPLICABLE SS4A CRITERION APPLICABLE ATP CRITERION MAX SCORE Pedestrian or bike collisions within
150 feet of recommendation (#)
3 or more collisions = 20
2 collisions= 10
1 collision= 5
0 collisions = 1
1 – Safety Impact Increase the safety and mobility
of nonmotorized users. 20
High Injury Network (HIN) within 150
feet of recommendation
Yes = 20
No = 1
1 – Safety Impact Increase the safety and mobility
of nonmotorized users. 20
Free and Reduced Priced Meals
eligibility of student population
within 500 feet of recommendation
(%)
75% ‐ 100% = 20
50%-74% = 10
25%- 49% = 5
1% - 24% = 1
2 – Equity, Engagement, and
Collaboration
Ensure that disadvantaged
communities fully share in the
benefits of the program.
20 Percentage of population with
disability within 500 feet of
recommendation
75th - 100th percentile = 20
50th - 74th percentile = 10
25th – 49th percentile = 5
1st - 24th percentile = 1
2 – Equity, Engagement, and
Collaboration
Ensure that disadvantaged
communities fully share in the
benefits of the program.
20 Low-Income Communities (AB 1550)
Fully within = 20
Partially within = 10
Not within = 1
2 – Equity, Engagement, and
Collaboration
Ensure that disadvantaged
communities fully share in the
benefits of the program.
20 SAFE ROUTES FOR OLDER ADULTS 196 PALM DESERT
1866
Alta Planning + Design, Inc. 3 City of Palm Desert
CRITERIA SCORE VALUE APPLICABLE SS4A CRITERION APPLICABLE ATP CRITERION MAX SCORE Number of destinations within ½
mile of recommendation
- Parks
- Medical facilities
- Public institutions (e.g.,
library)
- Senior housing
- Schools
75th - 100th percentile = 20
50th - 74th percentile = 10
25th – 49th percentile = 5
1st - 24th percentile = 1
3 – Effective Practices and
Strategies
Increase the proportion of trips
accomplished by biking and
walking.
20 Population density within 500 feet of
recommendation
75th - 100th percentile = 20
50th - 74th percentile = 10
25th – 49th percentile = 5
1st - 24th percentile = 1
2 – Equity, Engagement, and
Collaboration
Provide a broad spectrum of
projects to benefit many types of
active transportation users.
20 Population of older adults >65 within
1/4 mile of recommendation (#)
75th - 100th percentile = 15
50th - 74th percentile = 10
25th – 49th percentile = 5
1st - 24th percentile = 1
2 – Equity, Engagement, and
Collaboration
Increase the proportion of trips
accomplished by biking and
walking.
15 Population of children <18 years old
within 1/4 mile of recommendation
(#)
75th - 100th percentile = 15
50th - 74th percentile = 10
25th – 49th percentile = 5
1st - 24th percentile = 1
2 – Equity, Engagement, and
Collaboration
Increase the proportion of trips
accomplished by biking and
walking.
15 Households without access to an
automobile within 500 feet of
projects
75th - 100th percentile = 20
50th - 74th percentile = 10
25th – 49th percentile = 5
1st - 24th percentile = 1
4 – Other DOT Strategic Goals
Provide a broad spectrum of
projects to benefit many types of
active transportation users.
10 SAFE ROUTES FOR OLDER ADULTS 197 VISION ZERO STRATEGY 1867
Alta Planning + Design, Inc. 4 City of Palm Desert
CRITERIA SCORE VALUE APPLICABLE SS4A CRITERION APPLICABLE ATP CRITERION MAX SCORE Local and advisory support
Points are assigned based on
results of public engagement for
projects within ½ mile of school or
senior areas as follows:
10 points: Schools - George
Washington Carver, Abraham
Lincoln, Palm Desert Charter MS,
Col Mitchell Paige; Senior Areas -
Joslyn Center
5 points: Schools – Palm Desert HS,
Ronald Regan, Gerald Ford
3 points: Schools – James Earl
Carter; Senior Areas – Town Center
Wy, Washington St
2 – Equity, Engagement, and
Collaboration
Increase the proportion of trips
accomplished by biking and
walking
10 Relative project cost
Points assigned based on highest
cost element.

Low cost (crosswalk striping, red
curb striping, loading zone striping,
stop and yield striping, signage,
bike rack, signal or stop warrant,
curb extension with delineators,
programming) = 10
Medium cost (curb ramp, school
gate, LPI, RRFB, bus pullout, shade
structure, fencing, speed feedback
sign) = 5
High cost (center median,
pedestrian lighting, sidewalk,
bikeway striping, lane width
reduction) = 3
1 – Safety Impact
Provide a broad spectrum of
projects to benefit many types of
active transportation users.
10 TOTAL 200*
* Note: Final scores will be normalized to a range of 1 - 100 SAFE ROUTES FOR OLDER ADULTS 198 PALM DESERT
1868

MEMORANDUM
Alta Planning + Design, Inc. 5 City of Palm Desert
Prioritization Results and Grant Recommendations
Once a score was assigned for each criterion, a composite project score was computed and then normalized to a scale of 1 – 100. Projects that scored between 100-66 may be considered by the City for shorter term implementation, 65-33 for medium term, and scores lower than 33 for longer term implementation based on the project’s expected to best provide infrastructure improvements where there are many people or destinations and the most potential to provide safer active transportation infrastructure with emphasis on vulnerable road users (VRU). While these prioritization scores should be used as a guide for the City to identify short-term improvements and to apply for grant funding, if the opportunity arises to implement lower scoring recommended improvements, the City should take advantage of those opportunities. Grant applications for highly prioritized projects should reference the prioritization process and scores to demonstrate the benefits of implementation.

In the future, if Palm Desert chooses to run the prioritization process again, each criteria should be updated to reflect current data sources. For example, the most recent collision and census data should be used. The City may also choose to consider and score stakeholder feedback from other agencies, such as the Palm Desert Active Transportation Subcommittee, or from other outreach events that the City hosts after the SRFOA planning processes has ended.

SRFOA School Prioritization Results
While these prioritization scores should be used as a guide for the City to identify short-term improvements and to apply for grant funding, if the opportunity arises to implement recommended improvements in lower scoring schools, the City should take advantage of those opportunities.

Table 2. Prioritization Results

STREET FROM TO RECOMMENDATION PRIORITY AREA SCORE
Fred Waring Drive San Pascual Avenue Portola Avenue Class IIB The Joslyn Center 100 Fred Waring Drive San Pascual Avenue Primrose Drive Pedestrian Lighting The Joslyn Center 99 Fred Waring Drive San Pascual Avenue
The Joslyn Center
Priority Area
Boundary Narrow Travel Lanes The Joslyn Center 99
SAFE ROUTES FOR OLDER ADULTS 199 VISION ZERO STRATEGY
1869
Alta Planning + Design, Inc. 6 City of Palm Desert

STREET FROM TO RECOMMENDATION PRIORITY AREA SCORE
Fred Waring Drive San Pascual Avenue
High Visibility
Crosswalk The Joslyn Center 99
Fred Waring Drive Portola Avenue Markings and Signs The Joslyn Center 98 Fred Waring Drive Portola Avenue
High Visibility
Crosswalk The Joslyn Center 98
Fred Waring Drive San Pascual Avenue
Leading Pedestrian
Interval The Joslyn Center 97
Fred Waring Drive Primrose Drive Signage The Joslyn Center 97 Fred Waring Drive Portola Avenue
Leading Pedestrian
Interval The Joslyn Center 97
Fred Waring Drive Portola Avenue
Green Backed Bike
Lane The Joslyn Center 96
Fred Waring Drive Portola Avenue
453ft West of Portola
Avenue Restriping The Joslyn Center 96
Fred Waring Drive Portola Avenue
366ft West of Portola
Avenue Narrow Travel Lanes The Joslyn Center 96
Fred Waring Drive Primrose Drive ADA Curb Ramps The Joslyn Center 95 Fred Waring Drive Primrose Drive
Bicycle Conflict
Striping The Joslyn Center 94
SAFE ROUTES FOR OLDER ADULTS 200 PALM DESERT
1870
Alta Planning + Design, Inc. 7 City of Palm Desert

STREET FROM TO RECOMMENDATION PRIORITY AREA SCORE
Fred Waring Drive Primrose Drive
The Joslyn Center
Priority Area
Boundary Class IIB The Joslyn Center 94
Fred Waring Drive Portola Avenue Primrose Drive Class IIB The Joslyn Center 94 Fred Waring Drive Goleta Court ADA Curb Ramps The Joslyn Center 93 Fred Waring Drive Goleta Court
Bicycle Conflict
Striping The Joslyn Center 92
Fred Waring Drive Primrose Drive Goleta Court Restriping The Joslyn Center 92 Fred Waring Drive
366ft West of Portola
Avenue
Bicycle Conflict
Striping The Joslyn Center 90
Fred Waring Drive Primrose Drive
143ft West of
Primrose Drive Class II The Joslyn Center 83
Hovley Lane E Warner Trail Washington Street Sidewalk
Washington Street /
Avenue of the States 80
Fred Waring Drive
514ft West of Portola
Avenue
453ft West of Portola
Avenue Class II The Joslyn Center 79
Fred Waring Drive
453ft West of Portola
Avenue Signage The Joslyn Center 77
Fred Waring Drive
Driveway entering
72650 Fred Waring
Drive
High Visibility
Crosswalk
Fred Waring Drive /
Town Center Way 68
Fred Waring Drive Town Center Way
High Visibility
Crosswalk
Fred Waring Drive /
Town Center Way 66
Town Center Way Hahn Road
High Visibility
Crosswalk
Fred Waring Drive /
Town Center Way 66
SAFE ROUTES FOR OLDER ADULTS 201 VISION ZERO STRATEGY
1871
Alta Planning + Design, Inc. 8 City of Palm Desert

STREET FROM TO RECOMMENDATION PRIORITY AREA SCORE
Fred Waring Drive
Driveway entering
72650 Fred Waring
Drive ADA Curb Ramps
Fred Waring Drive /
Town Center Way 65
Fred Waring Drive
Driveway entering
72650 Fred Waring
Drive
72690 Fred Waring
Drive Sidewalk
Fred Waring Drive /
Town Center Way 64
Washington Street Avenue of the States
High Visibility
Crosswalk
Washington Street /
Avenue of the States 64
Fred Waring Drive Highway 111
High Visibility
Crosswalk
Fred Waring Drive /
Town Center Way 63
Fred Waring Drive Highway 111 Markings and Signs
Fred Waring Drive /
Town Center Way 63
Fred Waring Drive Town Center Way
Leading Pedestrian
Interval
Fred Waring Drive /
Town Center Way 61
Fred Waring Drive Town Center Way
Signalized Pedestrian
Crossing
Fred Waring Drive /
Town Center Way 61
Town Center Way Hahn Road
Leading Pedestrian
Interval
Fred Waring Drive /
Town Center Way 61
Washington Street Avenue of the States
Leading Pedestrian
Interval
Washington Street /
Avenue of the States 58
Washington Street Avenue of the States ADA Curb Ramps
Washington Street /
Avenue of the States 58
Washington Street Avenue of the States
Signalized Pedestrian
Crossing
Washington Street /
Avenue of the States 58
Fred Waring Drive Highway 111
Leading Pedestrian
Interval
Fred Waring Drive /
Town Center Way 56
Hovley Lane Washington Street
High Visibility
Crosswalk
Washington Street /
Avenue of the States 42
SAFE ROUTES FOR OLDER ADULTS 202 PALM DESERT
1872
Alta Planning + Design, Inc. 9 City of Palm Desert

STREET FROM TO RECOMMENDATION PRIORITY AREA SCORE
Warner Trail California Drive
High Visibility
Crosswalk
Washington Street /
Avenue of the States 38
Warner Trail California Drive
Curb Extension with
Delineator Posts
Washington Street /
Avenue of the States 38
Hovley Lane Washington Street
Leading Pedestrian
Interval
Washington Street /
Avenue of the States 37
SAFE ROUTES FOR OLDER ADULTS 203 VISION ZERO STRATEGY
1873
1874

PALM DESERT VISION ZERO

SAFETY DATA DASHBOARD
How to use the dashboard
The safety data dashboard presents key findings that illustrate the current state of safety in Palm Desert and iden�fies solu�ons and countermeasures that can be implemented to move the city closer to mee�ng their Vision Zero goals. Explore the Palm Desert Safety Data Dashboard using the bu�ons on the top and clicking on the interac�ve elements.

CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons 1875
CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons What is Vision Zero?
Vision Zero acknowledges that even one death on our transporta�on system is unacceptable and focuses on safe mobility for all road users.

Vision Zero in Palm Desert
The City of Palm Desert aims to eliminate life threatening traffic collisions and create a safe and well-connected transporta�on system for the community’s most vulnerable road users. To achieve these goals, Palm Desert’s Vision Zero Strategy seeks to iden�fy barriers and develop solu�ons to enhance walking and bicycling safety in school priority areas, older adult priority areas, and throughout the city.

Collision Trends and Pa�erns
People who walk and bike in Palm Desert are at a greater risk to be killed or seriously injured (KSI) when involved in a traffic crash. Between 2013 and 2022, more than a quarter of all KSI collisions involved people walking and biking.
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CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons 

Sta�s�cs show that one in every five crashes that involve somebody walking results in KSI, while one in every eight crashes that involve somebody biking results in KSI. In comparison, one in every 17 vehicle-only crashes results in KSI.

Collisions involving pedestrians and drivers have shown an increasing trend in recent years, while collisions involving cyclists have fluctuated over �me. 1877
CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons 

Most pedestrian- and bicycle-related collisions occurred at nigh�me.

The most common cause of collisions include:
• Pedestrian Right-of-Way: Situa�ons where people walking failed to yield to the vehicle right-of-way (20%);
• Pedestrian Viola�ons: Situa�ons such as people walking crossed against a red light (17%); and
• Automobile Right-of-Way: Situa�ons where people driving failed to yield to the pedestrian or bicyclist right-of-way (17%).
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CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons p y g y ( )
Safety Survey Findings
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CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons Safety Survey Findings
A School Parent/Caregiver Survey and an Older Adult Survey conducted in support of the Palm Desert Vision Zero Strategy iden�fied speeding traffic as the top concern when walking or biking in Palm Desert, cited by 70% of school survey respondents and 63% of older adult survey respondents. Other common concerns included:
• Too much traffic along a route
• Unsafe intersec�ons
• Lack of shade
• Crime/physical safety
• Sidewalks missing or in poor condi�on
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CITY OF P ALM D E SE RT Home Vision Zero High-Injury Network Crashes by Severity High-Injury Network
Palm Desert’s High Injury Network consists of streets with the highest numbers of people who have died or been
injured in a traffic crash, whether driving, walking, bicycling or riding a motorcycle. This network iden fies areas where investment c educing serious crashes.

The High Injury Network is weighted to elevate fatal and serious injury crashes. For the Palm Desert Vision Zero Strategy, the High Injury Network was developed using
collision data from 2013 to 2022, with all modes of
transporta eighted equally.

Use the web map on the right to explore the High Injury Network in Palm Desert. Click on a highlight
High Injury Network to view the street name.

How To Layers Bookmarks Search
High Injury Network
Palm Desert City Boundary
City of Palm Desert, County of Riverside, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA, USFWS | RCIT GI… Powered by Esri Facility Toolbox Strategies & Recommenda
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CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons Palm Desert Crashes by Mode and Severity
Use the web map on the right to explore the collision data (2013-2022) by severity and travel mode: people walking, biking, or driving. Palm Desert Vision Zero Strategy priority areas can be overlaid by toggling the layers on and off.

Total: 1,564
Severity of Injury
Fatal Injury
Severe Injury
Minor Injury
Travel Mode
People Walking
People Biking
People Driving a Car
How To Layers Bookmarks Search
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All Collisions (2013-2022)
Fatal Injury
Severe Injury
Lesser Injury or Property Damage
Only
Number of features
> 364
270
200
90 < 3
Priority Areas
Older Adult Priority Areas - Palm
Desert Vision Zero
City of Palm Desert, County of Riverside, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA, USFWS | RCIT GI… Powered by Esri 1882
CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons Proposed Facili�es
The Palm Desert Vision Zero Strategy outlines specific
infrastructure recommenda�ons for priority areas, including school zones and older adult priority areas. Use the panel on the right to explore the proposed facility toolbox.

Bicycle Facili�es Toolbox
Class I Bike Path
Class I Bike Paths are off-street facili�es located in a separate right-of-way from the roadway and for the exclusive use of bicycles and pedestrians.

Class II Bike Lane
Class II Bike Lanes are on-street facili�es dedicated to bicycles and iden�fied with lane striping and pole signs. They may also feature green paint backing.

Class II Buffered Bike Lanes are further separated from vehicular lanes and/or parking lanes by buffers indicated with two- to three-foot diagonal painted striping.

In Palm Desert, golf carts are also allowed to travel in the bike lane.
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CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons Proposed Facili�es
The Palm Desert Vision Zero Strategy outlines specific
infrastructure recommenda�ons for priority areas, including school zones and older adult priority areas. Use the panel on the right to explore the proposed facility toolbox.

Class III Bike Route
Class III facili�es are on-street bike routes shared with motorists. They lack a dedicated striped lane, are iden�fied with bike route signs, and o�en include the shared use marking, also known as a sharrow.

Class IV Protected Bike Lane
Also called a cycle track or a separated bikeway, Class IV facili�es are separated from traffic by a ver�cal barrier, such as a curb, median, or bollards.

Class IV facili�es are most helpful on streets with higher traffic volumes. In Palm Desert, golf carts are also allowed to travel in protected bike lanes.

Pedestrian Facili�es Toolbox
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CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons Proposed Facili�es
The Palm Desert Vision Zero Strategy outlines specific
infrastructure recommenda�ons for priority areas, including school zones and older adult priority areas. Use the panel on the right to explore the proposed facility toolbox.

Curb Extension
Provides more protected space for people to cross
the roadway and tend to cause vehicles to slow.

Curb Ramps
ADA curb ramps improve accessibility and
transi�on pedestrians from the street to the
sidewalk.

High Visibility Crosswalk
Clearly delineates the right of way for those
crossing the street.

Sidewalk Gap Closure Leading Pedestrian Interval (LPI) Pedestrian Scale Ligh�ng 1885
CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons Proposed Facili�es
The Palm Desert Vision Zero Strategy outlines specific
infrastructure recommenda�ons for priority areas, including school zones and older adult priority areas. Use the panel on the right to explore the proposed facility toolbox. Sidewalk Gap Closure Improves pedestrian connec�ons making it easier,
safer, and more comfortable to choose walking.

Leading Pedestrian Interval (LPI)
Gives pedestrians the opportunity to enter a
crosswalk a few seconds before the corresponding
vehicular traffic signal turns green, allowing
pedestrians to establish their presence in the
crosswalk before drivers are given the right to
turn.

Pedestrian Scale Ligh�ng
Increases pedestrian comfort, perceived sense of
safety, and visibility to drivers and bicyclists and
helps to create an invi�ng and vibrant streetscape
by installing well-spaced lamp posts at a low
height.

Rectangular Rapid Flashing Beacons (RRFB)
Alert drivers to the presence of pedestrians.

Advanced Yield Markings
Clearly indicate to drivers where they must yield to
pedestrians and bicyclists, giving them priority and
improving visibility at crossings.

Traffic Calming Median
Causes vehicles to slow down without changing
the speed limit.
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CITY OF PALM DESERT Home Vision Zero High-Injury Network Crashes by Severity Socioeconomic Profile Facility Toolbox Strategies & Recommenda�ons Strategies & Recommenda�ons
The Palm Desert Vision Zero Strategy features several
components including a Safe Routes to School Plan and a Safe Routes for Older Adults Plan. Selected recommenda�ons from these plans will be submi�ed for compe��ve grant
opportuni�es beginning in 2025 to secure implementa�on
funding. Recommenda�ons will be priori�zed for
implementa�on based on factors such as cost, complexity, and surrounding context. Once implemented, these projects will promote improved safety and nonmotorized travel
throughout Palm Desert.

Use the bu�ons below to download the Plan documents and view the full set of strategies and recommenda�ons.

Addi�onally, use the web map to explore infrastructure
recommenda�ons proposed in Palm Desert Vision Zero
Strategy priority areas.

View Safe Routes to School Plan
View Safe Routes for Older Adults Plan
How To Layers Bookmarks Search
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Spot Recommenda�ons
School Improvements
School Improvements
High Visibility Crosswalk
High Visibility Crosswalk
Curb Treatments
Curb Treatments
Bicycle Facili�es
Bicycle Facili�es
Markings and Signs
Markings and Signs
Traffic Control
Traffic Control
City of Palm Desert, County of Riverside, California State Parks, Esri, TomTom, Garmin, SafeGraph, GeoTechnologies, Inc, METI/NASA, USGS, Bureau of Land Management, EPA, NPS, USDA, USFWS | RCIT GI… Powered by Esri 1887
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EL PASEO

FRED WARING DRIVE

COUNTRY CLUB DRIVE

HOVLEY LANE

GERALD FORD DRIVE

FRANK SINATRA DRIVE

A STREET
Fred Waring Drive &
Driveway entering
72650 Fred Waring Drive
Fred Waring Drive &
Acacia Drive
Hwy 111 &
Plaza Way
0 0.5 1 MILES

FOCUS AREAS FOR PROPOSED PROJECTS
Abraham Lincoln Elementary and
Palm Desert Charter
Fred Waring Drive/ Town Center
George Washington Charter
James Earl Carter Elementary
Palm Desert High School
High Injury Network (all travel modes)
Federally Qualifying Area
Parks
City Boundaries

PROJECT LOCATIONS
City of Palm Desert
SS4A Grant Application
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Portola Avenue Corridor
Portola Avenue
& Larrea Street
Cook Fields
Sports Complex
Cook Street &
San
Simeon Drive
Cook Street &
Fred Smith Way /
Santa Fe Trail
Cook Street
& Aztec Road
Hovley Lane Corridor
Hovley Lane
& Jasmine
Court
Magnesia Falls
City Park
Magnesia Falls Drive Corridor
Rutledge Way Corri
Portola Avenue
& Desert Star
Boulevard
Rutledge Way &
Santolina Drive
Rutledge Way
& Myrsine Avenue
Myrsine
Avenue & Desert
Star Boulevard
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# Priority Area (Cluster) Plan Page Street From To Recommended Improvement Direction 1 Abraham Lincoln & Palm Desert Charter SRTS 70,74 Desert Star Boulevard Myrsine Avenue Portola Avenue Construct sidewalk N 2 Abraham Lincoln & Palm Desert Charter SRTS 68-74 Magnesia Falls Drive Portola Avenue Rutledge Way Install pedestrian scale lighting N, S 3 Abraham Lincoln & Palm Desert Charter SRTS 70 Myrsine Avenue Desert Star Boulevard N/A Stripe high visibility crosswalk W 4 Abraham Lincoln & Palm Desert Charter SRTS 70 Myrsine Avenue Desert Star Boulevard N/A Construct ADA curb ramps NW, SW 5 Abraham Lincoln & Palm Desert Charter SRTS 74 Portola Avenue Desert Star Boulevard N/A Construct curb extension NE 6 Abraham Lincoln & Palm Desert Charter SRTS 66-68 Rutledge Way Magnesia Falls Drive Portola Avenue Install pedestrian scale lighting W/N 7 Abraham Lincoln & Palm Desert Charter SRTS 70 Rutledge Way Myrsine Avenue N/A Construct ADA curb ramps NW, SW, SE 8 Abraham Lincoln & Palm Desert Charter SRTS 69 Rutledge Way Santolina Drive N/A Construct ADA curb ramps NE, SE, SW 9 Abraham Lincoln & Palm Desert Charter SRTS 74 Portola Avenue Desert Star Boulevard N/A Construct ADA curb ramps NE 10 Fred Waring Drive / Town Center Way LRSP 56 Fred Waring Dr Acacia N/A Install speed feedback signs N, S 11 Fred Waring Drive / Town Center Way SRFOA 71 Fred Waring Drive 72650 Fred Waring Drive N/A Stripe high visibility crosswalk N 12 Fred Waring Drive / Town Center Way SRFOA 71 Fred Waring Drive 72650 Fred Waring Drive N/A Construct ADA curb ramps & widen sidewalk NE 13 George Washington Charter SRTS 86,87 Portola Avenue Fairway Drive Chicory Street Install pedestrian scale lighting E 14 George Washington Charter SRTS 86,87 Portola Avenue Fairway Drive Chicory Street Construct sidewalk W 15 George Washington Charter SRTS 90 Portola Avenue Larrea Street N/A Stripe high visibility crosswalk E, W 16 James Earl Carter Elementary LRSP 113 Hovley Lane Jasmine Court N/A Construct ADA curb ramps NE, NW, SE 17 James Earl Carter Elementary SRTS 111-113 Hovley Lane Portola Avenue Jasmine Court Install pedestrian scale lighting N, S 18 James Earl Carter Elementary SRTS 113 Hovley Lane Jasmine Court N/A Stripe high visibility crosswalk N, E 19 Palm Desert High School SRTS 129 Cook Street Aztec Road N/A Construct ADA curb ramps SW 20 Palm Desert High School SRTS 127-129 Cook Street Fred Waring Drive Aztec Road Construct sidewalk W 21 Palm Desert High School SRTS 128 Cook Street San Simeon Drive N/A Stripe high visibility crosswalk W 22 Palm Desert High School SRTS 128 Cook Street San Simeon Drive N/A Construct ADA curb ramps NW, SW 23 Palm Desert High School SRTS 128 Cook Street Fred Smith Way / Santa Fe Trail N/A Stripe high visibility crosswalk W, E 24 Palm Desert High School SRTS 128 Cook Street Fred Smith Way / Santa Fe Trail N/A Construct ADA curb ramps NW, SW List of Acronyms
LRSP: Local Roadway Safety Plan
SRFOA: Safe Routes for Older Adults Plan
SRTS: Safe Routes to School Plan
City of Palm Desert
SS4A Implementation Grant - Project List
Safe Roads and Streets for All (SS4A) Grant Program
Estimated Cost $3.4 Million
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Palm Desert Vision Zero Strategy
City Council Meeting| June 12, 2025
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Planning Grant

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Palm Desert Vision
Zero Strategy • Road safety initiative aimed at eliminating traffic-related fatalities & serious injuries
• Strategy includes: • Safe Routes to School Plan (SRTS) • Safe Routes for Older Adults Plan (SRFOA) • Investment Strategies • Public Safety Campaign • Data Dashboard • Approved by adopting resolution 1893
SRTS
Project Schools
SRFOA
Older Adult
Priority Areas
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Strategy Revisions
• Updated bicycle & golf cart circulation map.
• Increased roadways on high-injury network.
• Included incentivizing a school walking safety program. • Established a pedestrian crossing program that uses
handheld items at crosswalks.
• Included exploring lane narrowing on arterial roadways through a demonstration project.
• Added Investment Strategies to plan appendices.
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Implementation Grant

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Implementation Grant • Key Criteria • Improve High Injury Network • Federally Qualifying Area • Proven, Data-Driven Safety Strategies • Grant Application Focus • Abraham Lincoln • George Washington Charter • James E. Carter • Palm Desert Charter Middle • Palm Desert High • Fred Waring Drive / Town Center Way 1897
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Capital Improvement Examples:

Abraham Lincoln / Palm Desert Charter
Current Conditions
Proposed Improvements
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Capital Improvement Examples:

Palm Desert High School
Current Conditions
Proposed Improvements
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Key Dates & Next Steps
June 12, 2025
Council considers
Vision Zero Strategy
June 26, 2025
Deadline to apply for
Implementation grant
Nov. 2025 – Jan. 2026
Receive notification of
Implementation grant award
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Questions

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Page 1 of 2 ends

CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: June 12, 2025
PREPARED BY: Erica Powell, Management Analyst
SUBJECT: TERMINATE CONTRACT NO. C48070A WITH KYLE ABSOLOM AND

RELEASE A REQUEST FOR QUALIFICATIONS FOR THE SAN PABLO
PHASE 2 ROUNDABOUT SCULPTURE
RECOMMENDATION:

1. Approve termination of Contract No. C48070A with Kyle Absolom for the San Pablo Phase 2 Roundabout Sculpture, Dueling Palms.

2. Approve release of a Request for Qualifications (RFQ) for the San Pablo Phase 2 Roundabout Sculpture.

BACKGROUND/ANALYSIS:

In 2020, the City issued a call for proposals to install artwork at the Phase 1 roundabout at San Pablo Avenue and San Gorgonio Way. Nearly 200 submissions were received. On July 14, 2021, the Art in Public Places (AIPP) Commission, now the Cultural Arts Committee (CAC), narrowed the selection to two finalists. Artist Donald Gialanella was chosen for the Phase 1 installation, and his sculpture Sunburst was completed in 2023. Artist Kyle Absolom was selected to create Dueling Palms for the Phase 2 roundabout, located at the east entrance to College of the Desert, with installation planned for a later date.

On July 11, 2024, the City Council approved a $169,500 contract with Kyle Absolom for the design, engineering, fabrication, and delivery of Dueling Palms. However, in early 2025, the artist informed City staff that he had significantly underestimated material costs and requested an additional $95,572.50 to complete the project, raising the total cost to over $265,000, excluding installation expenses.

At its regular meeting on March 12, 2025, the CAC recommended that the City Council approve the requested budget increase to allow the project to move forward. However, an internal review of the executed agreement identified several concerns:
 Budget Responsibility: The contract clearly states that the artist is responsible for any fluctuations in material costs. The current request represents a 56% increase over the already amended contract and is inconsistent with the cost control expectations set forth in the agreement.
 Project Oversight: Staff expressed concerns about the artist’s ability to effectively manage the remaining phases of the project, particularly in terms of budget adherence, scope compliance, and schedule execution.
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City of Palm Desert
Termination of Contract No. C48070A and RFQ for San Pablo Phase 2 Roundabout Sculpture

Page 2 of 2 ends

Following consultation with the City Attorney, staff confirmed the presence of budgetary risks, contractual limitations, and potential intellectual property issues. As a result, staff is recommending that the City Council terminate Contract No. C48070A with Kyle Absolom for the Dueling Palms project.

To maintain momentum of the project, following the anticipated termination of the contract, staff recommends the immediate issuance of a Request for Qualifications (RFQ) to seek new artist submissions.

Staff returned to the CAC with the revised recommendation at its regular meeting on May 12, 2025, and the CAC subsequently recommended that the City Council approve the release of a Request for Qualifications (RFQ) and provided input regarding criteria to be included for the sculpture. Staff is also working with the Public Works Department on technical specifications to ensure compliance with underground utility locations, depths, and other infrastructure considerations.

Upon City Council approval, the RFQ will be sent to the City’s Artist Registry and promoted both locally and on national websites to include Callforentry.org, Americansforthearts.org, and CODAworx.com. Deadline for submittals is tentatively scheduled for Thursday, September 4, 2025, and once the proposals have been narrowed down by the CAC, a community engagement process will commence. The recommended sculpture is scheduled to come before the City Council for approval in the spring of 2026, with installation tentatively scheduled for fall 2027.

Legal Review:

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

FINANCIAL IMPACT:

Under the terms of the executed Contract No. C48070A, the artist received $16,950 for the Final Design Phase. This amount is non-refundable in the event of project termination. If the contract is terminated, no additional funds will be disbursed.

The Public Art Fund has $300,000 currently proposed for the San Pablo Phase 2 Roundabout Sculpture project (FY 2025/26 CIP). Staff anticipates allocating $200,000 for the commissioning of the sculpture, with the remaining $100,000 reserved for installation costs, including lighting, electrical work, traffic control, crane service, signage, and landscaping.

ATTACHMENTS:

1. Contract No. C48070A

2. Termination Letter

3. Draft RFQ San Pablo Phase 2 Roundabout Sculpture
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June 13, 2025

CERTIFIED MAIL

RETURN RECEIPT REQUESTED
Mr. Kyle Absolom
11241 Laurie Dr.

Studio City, CA 91604
Phone: 310-339-0952
[email protected]
Re: Notice of Termination: Agreement for Commission of Public Art Work – Contract C48070A
Dear Mr. Absolom:

This letter serves as the City of Palm Desert’s (“City”) formal written notice of termination of the Agreement for Commission of Public Art Work (“Agreement”) with Kyle Absolom (“Artist”), dated July 11, 2024, (Contract No. C48070A), pursuant to Section 16 of the Agreement.

In accordance with section 16, the City may, for its own convenience, terminate the Agreement by written notice to the Artist. Accordingly, this notice confirms termination effective June 12, 2025 (“Effective Date”). The Artist will be compensated only for work satisfactorily completed prior to the Effective Date and shall not be entitled to any further compensation thereafter.

Thank you for your services on the project. If you have any questions or concerns, feel free contact Erica Powell, Public Art Management Analyst, at (760) 776-6346 or via email at [email protected].

Sincerely,
Chris Escobedo
Interim City Manager
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CITY OF PALM DESERT

REQUEST FOR QUALIFICATIONS

PUBLIC ART PROJECT FOR ROUNDABOUT AT

SAN PABLO AVENUE AND EAST ENTRANCE OF

COLLEGE OF THE DESERT
Artist Eligibility
The City of Palm Desert, California, and the Palm Desert Cultural Arts Committee invites experienced artists residing in the U.S., Canada, or Mexico to apply for a major public art commission. Applicants must be 18 years of age or older.

About Palm Desert
Located just over 100 miles east of Los Angeles, Palm Desert is a premier resort destination and thriving year-round community at the heart of California’s Coachella Valley—a region made up of nine distinct cities. To the west lies Palm Springs, celebrated for its midcentury modern architecture and storied Hollywood history. To the east is Indio, known for its agricultural roots and vibrant murals featuring contemporary Latinx art.

Palm Desert sits at the center of the Valley, offering a blend of these influences with its own distinctive, upscale character. Surrounded by dramatic mountain ranges and wide-open desert, the city is a dynamic hub of nature, education, and culture. It is home to the Coachella Valley’s three institutions of higher learning, the renowned McCallum Theatre—the region’s largest indoor performing arts venue—and El Paseo, a premier shopping and dining district known as the “Rodeo Drive of the Desert.” El Paseo also features a rotating outdoor exhibition of public art, showcasing 18 sculptures by artists, a tradition that has been ongoing since 1992.

A New Vision for San Pablo Avenue
San Pablo Avenue reflects Palm Desert’s ongoing transformation into a more connected, vibrant, and livable city. Reimagined in 2020, this mile-long corridor—running north from El Paseo and Highway 111—links key destinations including College of the Desert, City Hall, and Civic Center Park with nearby residential neighborhoods and commercial districts. The revitalized avenue now features pedestrian-friendly landscaping, dedicated bike lanes, outdoor dining patios, pocket parks with interactive elements, and community gardens. With a walkable, human-scaled design and strong potential for mixed-use development, San Pablo Avenue is emerging as the heart of Palm Desert’s civic and cultural life.

About the Project
The Committee invites artists to create a signature sculptural installation for the northern roundabout on San Pablo Avenue—a key gateway that marks the transition between Palm Desert’s civic and cultural core and its surrounding residential and commercial neighborhoods. Serving as a visual anchor at the north end of the revitalized corridor, the sculpture(s) will contribute to San Pablo’s identity as a dynamic, pedestrian-friendly city center. Artists may propose a single large-scale piece or a series of coordinated sculptures.

Works that incorporate lighting are encouraged to enhance nighttime visibility and impact.

Water and kinetic features will not be considered.
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Artwork Design, Safety, and Durability Requirements
− Sculpture Height – Single Work: Sculpture installed at the center of the roundabout must be between 13 feet and 25 feet tall.
− Sculpture Height – Multiple Works: If proposing multiple sculptures, each piece must be between 13 feet and 15 feet tall to remain within the roundabout’s designated breakaway zone.
− Workable Area: The roundabout’s unpaved center is 40 feet in diameter, with a 32.5- foot diameter usable for artwork, as shown in Exhibit A. o Design Approach: Artwork should be designed “in the round”, meaning it looks complete and engaging from all angles.
− Site Grading: The roundabout is graded flat. The top-of-curb elevation varies by less than 0.1 feet in any direction (north, south, east, or west), as shown in Exhibit A. − Foundation Restrictions: Some areas of the roundabout are unavailable for foundations due to underground utilities. Coordination with local utility agency will be required. These areas are identified in Exhibit B.
− Driver Safety: Artwork must not distract drivers or create disorientation. Highly reflective materials are discouraged.
− Visibility: The sculpture must maintain clear sightlines for drivers and pedestrians. It must enhance, not compromise, site safety.
− Scale and Detail: Artwork should be bold enough to capture the attention of drivers but not so intricate that it requires close viewing or prolonged inspection. − Materials: Artwork must be made from durable, permanent outdoor materials that are:
o Safe for public environments
o Low maintenance
o Proven effective in similar public art installations
− Weather Resistance: The sculpture must withstand extreme desert conditions, including:
o High winds
o Intense sun
o Summer temperatures over 110°F. Artists are encouraged to research materials and colors for proven desert durability.
− Security: Artwork must be designed to discourage theft and vandalism. − Public Appropriateness: Artwork must be suitable for all ages. − Breakaway Design: Sculptures must include breakaway connections (e.g., bolts) between the sculpture and its foundation to meet traffic safety standards. − Pedestrian Activity: The roundabout is not intended for pedestrian access. Interactive features and designs that encourage people to stop or take selfies are discouraged. − Prohibited Features: Water elements and kinetic (moving) features are not allowed.

Photos of the roundabout are outlined in Exhibit C. Additional construction plans are available upon request.

How to Apply
Interested artists or artist teams must apply through the project listing on www.CallForEntry.org.
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Submission Requirements
All applicants must provide the following materials:

1. Artist Qualifications
a. Artist Statement (maximum one page) – Describe your conceptual approach to public art and this project.
b. Current Resume (maximum two pages per artist) – Include relevant public art experience.
c. Professional References:
i. One client who can verify the successful completion of at least one public art project (including contact information).
ii. Two additional professional references (not the same as the client above).

2. Work Samples
a. Five high resolution images of relevant, comparable completed work. b. Ten high resolution images of recently completed artwork. c. Image list – Identify each uploaded image by file name and include:
i. Title
ii. Medium
iii. Completion date
iv. Dimensions (H x W x D)
v. Brief description

3. Project Proposal
a. Conceptual Design Drawings – Include artwork dimensions and proposed placement within the roundabout.
b. Itemized Project Budget Estimate – Include anticipated costs for all phases of the project.
c. Proposed Timeline – Indicate how long the work would take from contract execution to installation.
d. Material Description – List all materials to be used and explain their durability in extreme weather.
e. Fabrication Plan – Indicate whether artist will self-fabricate the artwork or contract with a third party. If contracting, please:
i. Name the fabricator
ii. Describe their qualifications
iii. Explain your oversight role in the process
f. Lighting Details (if applicable) – Include wattage, lumens, and color temperature of any proposed lighting.
g. Foundation Design – Provide a general explanation of the foundation concept and confirm your ability to have a California-licensed Professional Engineer review, approve the design and structural calculations, and communicate with local utility agency.
h. Maintenance Plan – Describe any anticipated maintenance requirements.

Project Budget
The budget for this project is $200,000. The selected artist or artist team will be responsible for the design, engineering, fabrication, transportation, and oversight of the installation. The available budget must cover all artists’ expenses including artist fees, taxes, insurance, 1941
materials, tools, travel, expense contingency, and other associated costs. Installation, uplighting costs, and permit fees will be covered by the City.

Selection Process
The Cultural Arts Committee will select up to three finalists for the project. All finalists will be required to develop additional presentation materials and a maquette no higher than two feet.

Oral presentations will be scheduled in person or via Zoom video call. The City will reimburse artists for the costs associated with creation of the maquette, up to $500. Invoice, including receipts, must be provided for reimbursement.

The selection criteria are as follows:
− Proposed artwork exhibits artistic merit, quality, and innovative design. − Proposed artwork is appropriate to site size and materials. − Proposed artwork meets all requirements of this Request for Qualifications. − Safety of proposed artwork is approved by the City’s Public Works Department.

A community engagement survey will be conducted to gather local input for the City Council.

The final recommendation to Council will include both the Cultural Arts Committee’s selection and the community’s feedback. The City Council will make the final decision on the artwork.

The selected artist(s) must execute the City’s Agreement (draft copy available upon request).

Application Deadline
Applications must be received via www.callforentry.org by Thursday, September 4, 2025, at 11:59 p.m. (Mountain Zone Time).

Submittal Timeline (subject to change at the City’s discretion) Timeline Date
Release Request for Qualifications July 1, 2025
Application deadline Thursday, September 4, 2025, at 11:59 p.m. (Mountain Zone Time)
Review of Applications by Cultural Arts
Committee
October through November 12, 2025
Notification of Three Finalists Week of November 17, 2025 Finalist Presentations to the Cultural Arts
Committee
Wednesday, January 14, 2026
Community Engagement Survey December 2025 – January 2026 Cultural Arts Committee Recommendation
to the City Council
February – March 2026
Notification of Selected Artist February – March 2026
Execution of Artist Agreement April 2026
Artwork Installation Deadline April – May 2027 or Fall 2027** ** Preferred completion and installation by April-May 2027 or Fall 2027, depending on the timeline proposed by the selected artist and approved by the City. 1942
Additional Information
For additional information on this project, please contact Erica Powell at 760-776-6346, or via email at [email protected]
Disclaimer: The City of Palm Desert reserves the right, at any time, to modify this Request for Qualifications, to modify the City’s Agreement, to reject any or all proposals, and to re-open the competition. The final artwork becomes the property of the City, and the City receives all rights to reproduce the artwork.
1943
SCALE 1"=20' N NTS A MODIFIED PCC ROLLED CURB DETAIL NTS A SCALE : 1"=20' ROUNDABOUT DETAILS SECTION A-A WATER TRUCK APRON WATER WATER NTS DETAIL 'A' Exhibit A 1944
Exhibit B
1945
San Pablo Phase II Roundabout
Location: San Pablo and entrances to College of the Desert/YMCA Exhibit C
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CITY OF PALM DESERT

STAFF REPORT
MEETING DATE: June 12, 2025
PREPARED BY: Anthony J. Mejia, City Clerk
SUBJECT: 2025 STRATEGIC PLANNING AND NATIONAL COMMUNITY SURVEY RECOMMENDATION:

1. Award a Professional Services Agreement to Berry, Dunn, McNeil & Parker, LLC, for Strategic Planning Services in the amount of $128,900, plus $12,890 in contingency.

2. Authorize the City Manager to finalize negotiations with Polco to facilitate the conduct of the National Community Survey in the amount of $25,000.

3. Authorize the City Attorney to make necessary nonmonetary changes to the agreements.

4. Authorize the City Manager to execute agreements, amendments, change orders, and any other documents necessary to effectuate this action.

BACKGROUND:

On February 27, 2014, the City Council adopted Envision Palm Desert – Forward Together, the City’s fourth Strategic Plan since incorporation in 1973. While the plan was intended to guide long-term priorities, only one formal progress report was completed—in 2016—and no further updates have been issued. Although staff has continued to align current programs and initiatives with the 2014 Plan, it is now widely recognized as outdated.

Since the adoption of the 2014 Strategic Plan, the City has undergone significant changes that merit a renewed strategic framework. Palm Desert is now a city with five Councilmember districts, Measure G has recently passed, the City has assumed direct operation of the Library following the dissolution of its County partnership, and it continues to navigate the postredevelopment era. These changes, along with the natural evolution of community needs and priorities, present an ideal opportunity to conduct a temperature check with the City Council and refine the City’s long-term vision. A new Strategic Plan will help affirm, remove, or reshape legacy goals to ensure alignment with current operations and future aspirations.

In light of these factors, staff initiated the release of a Request for Proposals (RFP) to develop a new Strategic Plan, setting a 10-year planning horizon with a formal update at the five-year mark.

This approach is intended to ensure continuity, accountability, and flexibility in aligning strategic priorities with evolving leadership, technological, and community needs.

ANALYSIS:

To support the development of a new Strategic Plan, the City issued Request for Proposals (RFP) No. 2024-09, titled Strategic Planning Services, on February 10, 2025. The City sought qualified firms with demonstrated experience in strategic planning, public engagement, and performance measurement. The scope of work outlined in the RFP called for a comprehensive, collaborative process involving City leadership, staff, community stakeholders, and the public. 1949
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Key objectives included identifying long-term priorities, developing clear goals and implementation strategies, and establishing measurable outcomes to track progress over time.

A total of 16 proposals were received by the March 3, 2025, deadline in response to RFP No. 2024-09, Strategic Planning Services. The proposals reflected a wide range of firms with demonstrated experience in strategic planning and organizational development. A multidepartmental evaluation panel conducted a preliminary review based on the evaluation criteria outlined in the RFP, including qualifications, methodology, relevant experience, and cost.

Following this initial review, the panel identified the top four proposals and invited those firms to participate in interviews, which were conducted on Friday, May 23, 2025.

The four firms selected for interviews were Berry Dunn, CV Strategies, Jacob Green & Associates, and Moss Adams. These firms were invited to present their approach, project team, and stakeholder engagement strategy to the evaluation panel during interviews. The interviews allowed the panel to explore each firm’s ability to design and deliver a strategic planning process that reflects Palm Desert’s evolving needs and priorities.

Following the interviews, Berry Dunn was identified as the top-ranked firm. Their team includes a group of professionally credentialed facilitators with deep experience in organizational development and public sector planning. Of particular note is their recent facilitation of the City of Indio’s Strategic Plan and their ongoing consulting work with the Coachella Valley Water District (CVWD) and the Coachella Valley Association of Governments (CVAG) on enterprise resource planning (ERP) systems. Their proposal demonstrated a clear, outcomes-oriented methodology, strong familiarity with the Coachella Valley region, and a commitment to providing measurable, implementable results. The evaluation panel unanimously recommends awarding the contract to Berry Dunn.

PROPOSED SCOPE OF WORK
Berry Dunn’s proposal includes a structured, six-phase process designed to deliver a clear, actionable Strategic Plan aligned with the City’s vision, values, and operational goals. The proposed scope of work includes the following components:

1. Project Initiation and Planning
 Conduct project kickoff meeting
 Finalize work plan and schedule
 Establish communication protocols and key milestones

2. Document Review and Discovery
 Review foundational documents (e.g., prior strategic plans, budget documents, General Plan elements)
 Identify existing vision/mission, priorities, and performance frameworks

3. Stakeholder Engagement
 Conduct interviews with Councilmembers, City Manager, and Department Directors  Facilitate staff workshops
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 Design and conduct community engagement activities, including public forums or surveys (as determined by the City)

4. Strategic Plan Development
 Facilitate working sessions to define vision, mission, strategic priorities, and desired outcomes
 Develop strategic goals and corresponding initiatives  Identify performance measures and success indicators

5. Review and Finalization
 Present draft Strategic Plan for review and feedback
 Refine content based on input from Council and executive team  Prepare final Strategic Plan document

6. Implementation Support
 Deliver an implementation framework, including action planning tools and performance tracking templates
 Conduct staff training or workshops as needed to support rollout While previous strategic planning efforts have utilized Steering Committees, staff does not recommend forming one for this initiative. Steering Committees can often prolong the planning process and introduce challenges related to group dynamics, competing agendas, or disproportionate influence over the final outcomes. Instead, staff recommends utilizing a more inclusive and statistically reliable approach to community engagement, such as the National Community Survey (NCS).

COMMUNITY INPUT THROUGH THE NATIONAL COMMUNITY SURVEY (NCS) To ensure broad and representative community input, staff recommends the use of the National Community Survey (NCS), administered by Polco, as an alternative to the traditional Steering Committee model. The NCS is a nationally recognized survey tool specifically designed for local governments. It provides statistically valid results through a randomized, demographically representative sample of residents and includes an open participation version for wider community engagement.

The NCS offers an inclusive, efficient, and data-driven method of engagement. The survey captures resident perceptions across ten key facets of community livability, including safety, mobility, economic health, natural environment, and governance. Its methodology ensures that feedback reflects the broader community, not just those most vocal or involved. A sample NCS report is provided in Attachment 3.

A key advantage of the NCS is its benchmarking capability. The City’s results will be compared to national and regional datasets, enabling Palm Desert to assess performance in context and identify opportunities for improvement. These benchmarks can provide meaningful insights that help the City prioritize initiatives and measure progress over time. 1951
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By engaging in the NCS, the City creates a foundation for data-informed priorities and decisionmaking. The survey results will help shape strategic goals that are responsive to resident input and backed by statistically reliable data. To maintain alignment with future planning cycles, staff recommends conducting the NCS every five years, just prior to each Strategic Plan update. This timing ensures that each plan is rooted in current community feedback.

Legal Review:

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

FINANCIAL IMPACT:

Berry Dunn’s proposed cost for the Strategic Plan project is $119,400, which includes all core services outlined in their scope of work, plus an additional $9,500 for travel expenses for a total of $128,900. Staff recommends allocating an additional $12,890 (10%) in contingency in the event that the City desires to expand community engagement efforts or seek additional implementation tools.

Should the City Council choose to proceed with the National Community Survey (NCS) as part of the engagement strategy, the estimated cost is $25,000 for a single implementation. This includes a statistically valid survey mailed to a randomized sample of households, Spanish translation, and access to an open participation version.

Funding for the Strategic Plan and National Community Survey has been identified in the FY 2024-25 budget, General Services Account 1104159-4309300, Prof-Other Admin. There is no additional impact to the General Fund with this action.

ATTACHMENTS:

1. Professional Services Agreement

2. Berry Dun Proposal

3. Sample NCS Report, City of Palm Springs 2021
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CITY OF PALM DESERT

PROFESSIONAL SERVICES AGREEMENT

1. Parties and Date. This Agreement is made and entered into this 12th day of June, 2025, by and between the City of Palm Desert, a municipal corporation organized under the laws of the State of California with its principal place of business at 73-510 Fred Waring Drive, Palm Desert, California 92260-2578 (“City”) and Berry, Dunn, McNeil & Parker, a Limited Liability Company, with its principal place of business at 4722 North 24th Street, Phoenix, AZ 85016 ("Vendor"). The City and Vendor are sometimes individually referred to herein as "Party" and collectively as "Parties."

2. Recitals.

2.1 Project.

The City is a public agency of the State of California and is in need of professional services for the following project:

Strategic Planning Services
(hereinafter referred to as “the Project”).

2.2 Consultant.

Consultant desires to perform and assume responsibility for the provision of certain professional services required by the City on the terms and conditions set forth in this Agreement. Consultant is duly licensed and has the necessary qualifications to provide such services.

3. Terms.

3.1 Scope of Services and Term.

3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the services necessary for the Project ("Services"). The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and regulations.

3.1.2 Term. The term of this Agreement shall be from June 12, 2025, to June 30, 2026, unless earlier terminated as provided herein. Contractor shall complete the Services within the term of this Agreement and shall meet any other established schedules and deadlines.

3.2 Responsibilities of Consultant.

3.2.1 Independent Contractor; Control and Payment of Subordinates. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods, and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor 1953
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basis and not as an employee. Any personnel performing the Services shall not be employees of City and shall at all times be under Consultant's exclusive direction and control. Neither City, or any of its officials, officers, directors, employees, or agents shall have control over the conduct of Consultant or any of Consultants officers, employees or agents, except as set forth in this Agreement. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to:
social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers' compensation insurance.

3.2.2 Schedule of Services. Consultant shall perform the Services in a prompt and timely manner in accordance with the Schedule of Services set forth in Exhibit "B" attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel required to perform the Services expeditiously. Upon request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.

3.2.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of City.

3.2.4 Substitution of Key Personnel. Consultant has represented to City that certain key personnel will perform and coordinate the Services. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. The key personnel for performance of this Agreement are as follows:Seth Hedstrom, Project Principal; Michelle Kennedy, Engagement Manager and Facilitator; Maddison Powers Spencer, Project Manager and Facilitator

3.2.5 City's Representative. The City hereby designates Anthony J.

Mejia, City Clerk, or his/her designee, to act as its representative in all matters pertaining to the administration and performance of this Agreement ("City's Representative"). City's Representative shall have the power to act on behalf of the City for review and approval of all products submitted by Consultant but not the authority to enlarge the scope of Services or change the total compensation due to Consultant under this Agreement. The City Manager shall be authorized to act on City's behalf and to execute all necessary documents which enlarge the scope of services or change the Consultant's total compensation subject to the provisions contained in Section 3.3 of this Agreement.

Consultant shall not accept direction or orders from any person other than the City Manager, City's Representative or his/her designee.

3.2.6 Consultant's Representative. Consultant hereby designates Seth Hedstrom, or his/her designee, to act as its representative for the performance of this Agreement ("Consultant's Representative"). Consultant's Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this 1954
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Agreement. The Consultant's Representative shall supervise and direct the Services, using his/her best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

3.2.7 Coordination of Services. Consultant agrees to work closely with City staff in the performance of Services and shall be available to City's staff, consultants, and other staff at all reasonable times.

3.2.8 Standard of Care; Performance of Employees. Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Consultant represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement. Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided herein. Any employee of the Consultant or its sub-consultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project.

3.2.9 Period of Performance. Consultant shall perform and complete all Services under this Agreement within the term set forth in Section 3.1.2 above (“Performance Time”). Consultant shall also perform the Services in strict accordance with any completion schedule or Project milestones described in Exhibits “A” or “B” attached hereto, or which may be separately agreed upon in writing by the City and Consultant (“Performance Milestones”). Consultant agrees that if the Services are not completed within the aforementioned Performance Time and/or pursuant to any such Performance Milestones developed pursuant to provisions of this Agreement, it is understood, acknowledged and agreed that the City will suffer damage.

Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the nonperforming Party. For purposes of this Agreement, such circumstances include a Force Majeure Event. A Force Majeure Event shall mean an event that materially affects a Party’s performance and is one or more of the following: (1) Acts of God or other natural disasters; (2) terrorism or other acts of a public enemy; (3) orders of governmental authorities (including, without limitation, unreasonable and unforeseeable delay in the issuance of permits or approvals by governmental authorities that are required for the services); (4) strikes and other organized labor action occurring at the site and the effects thereof on the services, only to the extent such strikes and other organized labor action 1955
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are beyond the control of Consultant and its subcontractors, and to the extent the effects thereof cannot be avoided by use of replacement workers; and (5) pandemics, epidemics or quarantine restrictions. For purposes of this section, “orders of governmental authorities,” includes ordinances, emergency proclamations and orders, rules to protect the public health, welfare and safety, and other actions of a public agency applicable to the services and Agreement.

Should a Force Majeure Event occur, the non-performing Party shall, within a reasonable time of being prevented from performing, give written notice to the other Party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement. Force Majeure Events and/or delays, regardless of the Party responsible for the delay, shall not entitle Consultant to any additional compensation. Notwithstanding the foregoing in this section, the City may still terminate this Agreement in accordance with the termination provisions of this Agreement.

3.2.10 Laws and Regulations; Employee/Labor Certification. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with the Services and this Agreement. All violations of such laws and regulations shall be grounds for the City to terminate the Agreement for cause.

3.2.10.1 Employment Eligibility; Consultant. Consultant certifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time and shall require all subconsultants and sub-subconsultants to comply with the same.

Consultant certifies that it has not committed a violation of any such law within the five (5) years immediately preceding the date of execution of this Agreement and shall not violate any such law at any time during the term of the Agreement.

3.2.10.2 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer, and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, physical disability, ancestry, sex, age, marital status, gender, gender identity, gender expression, sexual orientation, reproductive health decision making, veteran or military status, or any other consideration made unlawful by federal, state, or local laws. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City's Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

3.2.10.3 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of 1956
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employees appropriate to the nature of the work and the conditions under which the work is to be performed.

3.2.11 Insurance.

3.2.11.1 Minimum Requirements. Without limiting Consultant’s indemnification of City, and prior to commencement of the Services, Consultant shall obtain, provide, and maintain at its own expense during the term of this Agreement, policies of insurance of the type and amounts described below and in a form that is satisfactory to City.
(A) General Liability Insurance. Consultant shall maintain commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general aggregate, for bodily injury, personal injury, and property damage.

The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted. (B) Automobile Liability Insurance. Consultant shall
maintain automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with Work to be performed under this Agreement, including coverage for any owned, hired, non-owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each accident. The City’s Risk Manger may modify this requirement if it is determined that Consultant will not be utilizing a vehicle in the performance of his/her duties under this Agreement.
(C) Professional Liability (Errors & Omissions) Insurance.

Reserved.
(D) Workers’ Compensation Insurance. Consultant shall
maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance (with limits of at least $1,000,000). Consultant shall submit to City, along with the certificate of insurance, a Waiver of Subrogation endorsement in favor of the City, its officers, agents, employees, volunteers, and representatives. (E) Umbrella or Excess Liability Insurance. Consultant
may opt to utilize umbrella or excess liability insurance in meeting insurance requirements. In such circumstances, Consultant shall obtain and maintain an umbrella or excess liability insurance policy with limits that will provide bodily injury, personal injury and property damage liability coverage at least as broad as the primary coverages set forth above, including commercial general liability and employer’s liability. Such policy or policies shall include the following terms and conditions:
(1) A drop-down feature requiring the policy to respond if any primary insurance that would otherwise have
applied proves to be uncollectible in whole or in part
for any reason;
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(2) Pay on behalf of wording as opposed to
reimbursement;
(3) Concurrency of effective dates with primary
policies; and
(4) Policies shall “follow form” to the underlying primary policies.
(5) Insureds under primary policies shall also be
insureds under the umbrella or excess policies.
(F) Fidelity Coverage. Reserved.
(G) Cyber Liability Insurance. Reserved.

3.2.11.2 Other Provisions or Requirements.
(A) Proof of Insurance. Consultant shall provide
certificates of insurance to City as evidence of the insurance coverage required herein, along with a waiver of subrogation endorsement for workers’ compensation. Insurance certificates and endorsements must be approved by City’s Risk Manager prior to commencement of performance. Current certification of insurance shall be kept on file with City at all times during the term of this Agreement. City reserves the right to require complete, certified copies of all required insurance policies, at any time. (B) Duration of Coverage. Consultant shall procure and
maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property, which may arise from or in connection with the performance of the Services hereunder by Consultant, his/her agents, representatives, employees or subconsultants.
(C) Primary/Non-Contributing. Coverage provided by
Consultant shall be primary and any insurance or self-insurance procured or maintained by City shall not be required to contribute with it. The limits of insurance required herein may be satisfied by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance shall contain or be endorsed to contain a provision that such coverage shall also apply on a primary and non-contributory basis for the benefit of City before the City’s own insurance or self-insurance shall be called upon to protect it as a named insured.
(D) City’s Rights of Enforcement. In the event any policy of insurance required under this Agreement does not comply with these specifications, or is canceled and not replaced, City has the right, but not the duty, to obtain the insurance it deems necessary, and any premium paid by City will be promptly reimbursed by Consultant, or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may terminate this Agreement. 1958
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(E) Acceptable Insurers. All insurance policies shall be issued by an insurance company currently authorized by the Insurance Commissioner to transact business of insurance or is on the List of Approved Surplus Line Insurers in the State of California, with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise approved by the City’s Risk Manager. (F) Waiver of Subrogation. All insurance coverage
maintained or procured pursuant to this agreement shall be endorsed to waive subrogation against the City, its elected or appointed officers, agents, officials, employees, volunteers, and representatives or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against the City, its elected or appointed officers, agents, officials, employees, volunteers and representatives and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(G) Enforcement of Contract Provisions (non estoppel).

Consultant acknowledges and agrees that any actual or alleged failure on the part of the City to inform Consultant of non-compliance with any requirement imposes no additional obligations on the City nor does it waive any rights hereunder. (H) Requirements Not Limiting. Requirements of specific coverage features or limits contained in this Section are not intended as a limitation on coverage, limits or other requirements, or a waiver of any coverage normally provided by any insurance. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of other coverage, or a waiver of any type. If the Consultant maintains higher limits than the minimums shown above, the City requires and shall be entitled to coverage for the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.
(I) Notice of Cancellation. Consultant agrees to oblige its insurance agent or broker and insurers to provide City with a thirty (30) day notice of cancellation (except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for each required coverage.
(J) Additional Insured Status. General liability, automobile liability, and if applicable, pollution liability and cyber liability, policies shall provide or be endorsed to provide that the City and its officers, officials, employees, agents, volunteers and representatives shall be additional insureds with regard to liability and defense of suits or claims arising out of the performance of the Agreement, under such policies. This provision shall also apply to any excess/umbrella liability policies. (K) Prohibition of Undisclosed Coverage Limitations. None of the coverages required herein will be in compliance with these requirements if they 1959
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include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.
(L) Separation of Insureds. A severability of interests provision must apply for all additional insureds ensuring that Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the insurer’s limits of liability. The policy(ies) shall not contain any crossliability exclusions. (M) Pass Through Clause. Consultant agrees to ensure
that its subconsultants, subcontractors, and any other party involved with the Project who is brought onto or involved in the Project by Consultant, provide the same minimum insurance coverage and endorsements required of Consultant. Consultant agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section. Consultant agrees that upon request, all agreements with subconsultants, subcontractors, and others engaged in the Project will be submitted to City for review. (N) City’s Right to Revise Specifications. The City and the City’s Risk Manager reserve the right at any time during the term of the Agreement to change the amounts and types of insurance required by giving the Consultant ninety (90) days advance written notice of such change. If such change results in additional cost to the Consultant, the City and Consultant may renegotiate Consultant’s compensation. If the City reduces the insurance requirements, the change shall go into effect immediately and require no advanced written notice.
(O) Self-Insured Retentions. Any self-insured retentions must be declared to and approved by City. City reserves the right to require that selfinsured retentions be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to comply with these specifications unless approved by City. (P) Timely Notice of Claims. Consultant shall give City prompt and timely notice of claims made or suits instituted that arise out of or result from Consultant’s performance under this Agreement, and that involve or may involve coverage under any of the required liability policies.
(Q) Additional Insurance. Consultant shall also procure and maintain, at its own cost and expense, any additional kinds of insurance, which in its own judgment may be necessary for its proper protection and prosecution of the Services.

3.2.12 Water Quality Management and Compliance. Consultant shall keep itself and all subcontractors, staff, and employees fully informed of and in compliance with all local, state and federal laws, rules and regulations that may impact, or be implicated by the performance of the Services including, without limitation, all applicable provisions of the City’s ordinances regulating water quality and storm water; the Federal Water Pollution Control Act (33 U.S.C. § 1251, et seq.); the California Porter-Cologne Water Quality Control Act (Water Code § 13000 et seq.); and any and all regulations, policies, or permits issued pursuant to any such authority. Consultant must comply with the lawful 1960
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requirements of the City, and any other municipality, drainage district, or other local agency with jurisdiction over the location where the Services are to be conducted, regulating water quality and storm water discharges. Failure to comply with laws, regulations, and ordinances listed in this Section is a violation of federal and state law.

Consultant warrants that all employees and subcontractors shall have sufficient skill and experience to perform the work assigned to them without impacting water quality in violation of the laws, regulations, and policies of this Section.

3.3 Fees and Payments.

3.3.1 Compensation. Contractor shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit “C” attached hereto and incorporated herein by reference. The total compensation shall not exceed one hundred twenty-eight thousand nine hundred dollars ($128,900) without written approval of the City Council or City Manager, as applicable.

3.3.2 Payment of Compensation. Consultant shall submit to City monthly invoices which provide a detailed description of the Services and hours rendered by Consultant. City shall, within 30 days of receiving such invoice, review the invoice and pay all non-disputed and approved charges. If the City disputes any of Consultant's fees, the City shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth therein. Consultant shall submit its final invoice to City within thirty (30) days from the last date of provided Services or termination of this Agreement and failure by the Consultant to submit a timely invoice may constitute a waiver of its right to final payment. Payment shall not constitute acceptance of any Services completed by Consultant. The making of final payment shall not constitute a waiver of any claims by the City for any reason whatsoever.

3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by City or included in Exhibit "C" of this Agreement.

3.3.4 Travel Expenses. In accordance with Government Code section 53232.2(c), the Internal Revenue Service rates for reimbursement of travel, meals, lodging, and other actual and necessary expenses as established in Publication 463, or any successor publication, shall be used to determine reimbursement rates for Consultant. Travel in business class, first class or any category on any flight above the coach/economy level will not be reimbursed.

3.3.5 Extra Work. At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which is determined by City to be necessary for the proper completion of the Project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without written authorization from the City.
1961
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3.4 Labor Code Requirements.

3.4.1 Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects. If the Services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, Consultant agrees to fully comply with such Prevailing Wage Laws. City shall provide Consultant with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request and shall post copies at the Consultant's principal place of business and at the project site. It is the intent of the parties to effectuate the requirements of sections 1771, 1774, 1775, 1776, 1777.5, 1813, and 1815 of the Labor Code within this Agreement, and Consultant shall therefore comply with such Labor Code sections to the fullest extent required by law. Consultant shall defend, indemnify, and hold the City, its officials, officers, employees, agents, volunteers and representatives, free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

3.4.2 Registration/DIR Compliance. If the Services are being performed on a public works project of over $25,000 when the project is for construction, alteration, demolition, installation, or repair work, or a public works project of over $15,000 when the project is for maintenance work, in addition to the foregoing, then pursuant to Labor Code sections 1725.5 and 1771.1, the Consultant and all subconsultants must be registered with the Department of Industrial Relations (“DIR”). Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants. This Project may also be subject to compliance monitoring and enforcement by the DIR. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements, including the submission of payroll records directly to the DIR.

Any stop orders issued by the DIR against Consultant or any subconsultant that affect Consultant’s performance of Services, including any delay, shall be Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be compensable by the City.

Consultant shall defend, indemnify, and hold the City, its officials, officers, employees, agents, volunteers and representatives free and harmless from any claim or liability arising out of stop orders issued by the DIR against Consultant or any subconsultant.

3.4.3 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of that Code and agrees to comply with such provisions before commencing the performance of the Services.

3.5 Accounting Records.

3.5.1 Maintenance and Inspection. Consultant shall maintain complete 1962
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and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement.

3.6 General Provisions.

3.6.1 Termination of Agreement.

3.6.1.1 Grounds for Termination. City may, by written
notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those Services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause.

The rights and remedies of the City provided in this section shall not be exclusive and are in addition to any other rights and remedies provided by law, equity or under this Agreement.

3.6.1.2 Effect of Termination. If this Agreement is
terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request.

3.6.1.3 Early Termination. Notwithstanding any
provision herein to the contrary, if for any fiscal year of this Agreement the City Council fails to appropriate or allocate funds for future payment under the Agreement after exercising reasonable efforts to do so, the City may upon seven (7) days’ written notice, order work on the Project to cease. Upon termination, Consultant shall be compensated only for those Services which have been adequately rendered to City, and Consultant shall be entitled to no further compensation.

3.6.1.4 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.

3.6.2 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:
1963
Contract No. ___________
12 Revised 01-2024
BBK 72500.00001\32374915.1
Consultant: Berry, Dunn, McNeil & Parker, LLC
4722 North 24th Street
Phoenix, AZ 85016
ATTN: Seth Hedstrom, Project Principal
City: City of Palm Desert
73-510 Fred Waring Drive
Palm Desert, CA 92260-2578
ATTN: Anthony J. Mejia, City Clerk
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.

3.6.3 Ownership of Materials and Confidentiality.

3.6.3.1 Documents & Data; Licensing of Intellectual
Property. This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). All Documents & Data shall be and remain the property of City and shall not be used in whole or in substantial part by Consultant on other projects without the City’s express written permission. Within thirty (30) days following the completion, suspension, abandonment or termination of this Agreement, Consultant shall provide to City reproducible copies of all Documents & Data, in a form and amount required by City. City reserves the right to select the method of document reproduction and to establish where the reproduction will be accomplished. The reproduction expense shall be borne by City at the actual cost of duplication. In the event of a dispute regarding the amount of compensation to which the Consultant is entitled under the termination provisions of this Agreement, Consultant shall provide all Documents & Data to City upon payment of the undisputed amount. Consultant shall have no right to retain or fail to provide to City any such documents pending resolution of the dispute. In addition, Consultant shall retain copies of all Documents & Data on file for a minimum of fifteen (15) years following completion of the Project and shall make copies available to City upon the payment of actual reasonable duplication costs. Before destroying the Documents & Data following this retention period, Consultant shall make a reasonable effort to notify City and provide City with the opportunity to obtain the documents.

3.6.3.2 Subconsultants. Consultant shall require all
subconsultants to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement.

Consultant represents and warrants that Consultant has the legal right to license any and 1964
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all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by professionals other than Consultant or its subconsultants, or those provided to Consultant by the City.

3.6.3.3 Right to Use. City shall not be limited in any way in its use or reuse of the Documents and Data or any part of them at any time for purposes of this Project or another project, provided that any such use not within the purposes intended by this Agreement or on a project other than this Project without employing the services of Consultant shall be at City’s sole risk. If City uses or reuses the Documents & Data on any project other than this Project, it shall remove the Consultant’s seal from the Documents & Data and indemnify and hold harmless Consultant and its officers, directors, agents, and employees from claims arising out of the negligent use or re-use of the Documents & Data on such other project. Consultant shall be responsible and liable for its Documents & Data, pursuant to the terms of this Agreement, only with respect to the condition of the Documents & Data at the time they are provided to the City upon completion, suspension, abandonment, or termination. Consultant shall not be responsible or liable for any revisions to the Documents & Data made by any party other than Consultant, a party for whom the Consultant is legally responsible or liable, or anyone approved by the Consultant.

3.6.3.4 Indemnification – Documents and Data.

Consultant shall defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers, agents and representatives free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by City of the Documents & Data, including any method, process, product, or concept specified or depicted.

3.6.3.5 Confidentiality. All ideas, memoranda,
specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City's name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

3.6.3.6 Confidential Information. The City shall refrain from releasing Consultant’s proprietary information ("Proprietary Information") unless the City's legal counsel determines that the release of the Proprietary Information is required by the California Public Records Act or other applicable state or federal law, or order of a court of competent jurisdiction, in which case the City shall notify Consultant of its intention to release Proprietary Information. Consultant shall have five (5) working days 1965
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after receipt of the release notice to give City written notice of Consultant's objection to the City's release of Proprietary Information. Consultant shall indemnify, defend, and hold harmless the City, and its officers, directors, employees, agents, volunteers and representatives from and against all liability, loss, cost or expense (including attorney’s fees) arising out of a legal action brought to compel the release of Proprietary Information.

City shall not release the Proprietary Information after receipt of an objection notice unless either: (1) Consultant fails to fully indemnify, defend (with City's choice of legal counsel), and hold City harmless from any legal action brought to compel such release; and/or (2) a final and non-appealable order by a court of competent jurisdiction requires that City release such information.

3.6.4 Cooperation; Further Acts. The Parties shall fully cooperate with one another and shall take any additional acts or sign any additional documents as may be necessary, appropriate, or convenient to attain the purposes of this Agreement.

3.6.5 [Reserved]

3.6.6 Indemnification.

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

Consultant's obligation to indemnify shall survive expiration or termination of this Agreement and shall not be restricted to insurance proceeds, if any, received by Consultant, the City, its officials, officers, employees, agents, volunteers, or representatives.

3.6.6.2 If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

3.6.7 Entire Agreement. This Agreement contains the entire agreement of the Parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings, or agreements.
1966
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3.6.8 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in Riverside County.

3.6.9 Time of Essence. Time is of the essence for each and every provision of this Agreement.

3.6.10 City's Right to Employ Other Consultants. City reserves right to employ other consultants in connection with this Project.

3.6.11 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the Parties.

3.6.12 Assignment; Subcontracting. Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination. Consultant shall not subcontract any portion of the Services required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.

3.6.13 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not workdays. All references to Consultant include all personnel, employees, agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, volunteers, and representatives except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.

3.6.14 Amendment; Modification. No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.

3.6.15 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.

3.6.16 No Third-Party Beneficiaries. There are no intended third-party beneficiaries of any right or obligation assumed by the Parties.

3.6.17 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect. 1967
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3.6.18 Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid, nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer, or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

3.6.19 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement.

Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.

3.6.20 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.

3.6.21 Survival. All rights and obligations hereunder that by their nature are to continue after any expiration or termination of this Agreement, including, but not limited to, the indemnification obligations, shall survive any such expiration or termination. [SIGNATURES ON NEXT PAGE]
1968
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SIGNATURE PAGE TO PROFESSIONAL SERVICES AGREEMENT

BY AND BETWEEN THE CITY OF PALM DESERT

AND BERRY, DUNN, MCNEIL & PARKER, LLC
IN WITNESS WHEREOF, each of the Parties has caused this Agreement to be executed on the day and year first above written.

CITY OF PALM DESERT
By:

Chris Escobedo
Interim City Manager
Attest:

By:

Anthony J. Mejia
City Clerk
Approved as to form:

By:

Isra Shah
Best Best & Krieger LLP
City Attorney

BERRY, DUNN, MCNEIL & PARKER, A

LIMITED LIABILITY COMPANY
By:

Seth Hedstrom
Project Principal
City Clerk QC: _____
Contract QC: _____
Insurance:
_____
Initial Review
_____
Final Approval
1969
Contract No. ___________
Exhibit “A”
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BBK 72500.00001\32374915.1
EXHIBIT “A”

SCOPE OF SERVICES
See following pages
1970
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1971
Contract No. ___________
Exhibit “A”
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1972
Contract No. ___________
Exhibit “A”
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1973
Contract No. ___________
Exhibit “A”
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1974
Contract No. ___________
Exhibit “A”
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1975
Contract No. ___________
Exhibit “A”
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1976
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Exhibit “A”
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1977
Contract No. ___________
Exhibit “B”
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EXHIBIT "B"

SCHEDULE OF SERVICES
The Consultant shall provide the services described in Exhibit “A” in accordance with the following schedule:
1978
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Exhibit “C”
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BBK 72500.00001\32374915.1
EXHIBIT "C"

COMPENSATION
1979
1980
berrydunn.com
TECHNICAL PROPOSAL TO THE:

City of Palm Desert

REQUEST FOR PROPOSALS NO. 2024-RFP-157
FOR:

Strategic Plan
Development
SUBMITTED BY:

Berry, Dunn, McNeil & Parker, LLC
4722 North 24th Street, Phoenix, AZ 85016
Seth Hedstrom, Project Principal
Berry, Dunn, McNeil & Parker, LLC
[email protected]
Michelle Kennedy, Engagement Manager and
Facilitator
Berry, Dunn, McNeil & Parker, LLC
[email protected]
Maddison Powers Spencer, Project Manager and
Facilitator
Berry, Dunn, McNeil & Parker, LLC
[email protected]
Proposal Submitted On:

March 3, 2025, before 2 p.m. PST
1981
Table of Contents i

TABLE OF CONTENTS

SECTION PAGE
A. Cover Letter ................................................................................................................................................................. 2 B. Experience and Technical Competence .................................................................................................................. 5 C. Firm Staffing and Key Personnel ........................................................................................................................... 10 D. Proposed Method to Accomplish the Work ......................................................................................................... 16 Appendix A. Resumes ....................................................................................................................................................... 27 Appendix B. Work Samples ............................................................................................................................................. 33

1982
Cover Letter 2
A. Cover Letter
March 3, 2025
City of Palm Desert
Attn: Cristal Ortega, Management Analyst II
73510 Fred Waring Drive
Palm Desert, CA 92260
Dear Cristal Ortega and Members of the Selection Committee:

On behalf of BerryDunn, I am pleased to submit this proposal in response to the City of Palm Desert’s (the City’s) request for proposals (RFP) for Strategic Plan Development. We have read the City’s request and reviewed its terms, conditions, and the contents presented therein. Our proposal is a firm and irrevocable offer valid for 90 days from the submission deadline of March 3, 2025.

As the City will learn more about on the following pages, our firm is a nationally recognized professional services firm, headquartered in Portland, Maine, with 10 office locations. We are focused on inspiring organizations to transform and innovate and have lived our core values and preserved our reputation for excellence throughout our 51-year history. Our firm’s culture is centered on a deep understanding of our clients’ commitment to serving the public. We proudly tailor each of our projects to recognize the work our clients do every day. We care about what we do, and we care about the people impacted by our work— including those at City and in the Palm Desert community.

With the City’s goals and objectives in mind, we are certain that we are well-positioned to partner with the organization on this engagement. As described below, we have several attributes that will help ensure the City receives the strongest possible Strategic Plan.

Demonstrated commitment to serving clients in the State of California (the State). The City will benefit from our familiarity with the State’s public-sector landscape and experience successfully completing projects of similar size and complexity in the region. Our public-sector experience in the State includes work with over five dozen municipalities, counties, colleges and universities, and quasigovernmental agencies. Notably, we are currently working on/have completed strategic plans with the Cities of Redlands, Capitola, Indio, Menifee, and Santa Monica, and Santa Clara County. Using our expansive knowledge and lessons learned from these projects, we will provide the City with optimal efficiency, superior services, and productivity on this engagement.

Significant strategic planning experience. BerryDunn’s Local Government Practice Group has been providing strategic planning services for more than 30 years. Through our dedication to serving the public sector and broad professional service offerings, we bring a holistic approach to facilitating a sound strategic planning process. Notably, our proposed engagement manager and facilitator, Michelle Kennedy, has conducted more than 70 similar plans. Our proposed project manager and facilitator, Maddison Powers Spencer, has completed more than 35. We are skilled at facilitation, communication, and research and consider diverse inputs in creating a shared vision necessary for making continued progress both in the shortand long-term. This broad exposure to the strategic planning process and in-depth expertise means that we understand what it takes to bring success to a project like the City’s. It is our goal to have the City’s resulting plan reflect who it is now, where it wants to go, and how it will get there, and we are confident that we are the right partner to make that happen.

Proven facilitation approach and strong communication skills. We understand that reaching consensus can be difficult as individuals seek to advocate for the needs and concerns they believe in most and that represent the interests of their constituencies. Our approach is based in the 1983
Cover Letter 3
Institute of Cultural Affairs’ (ICA) Technology of Participation® (ToP®) facilitation methodology and designed to meet the needs of stakeholders, including elected and appointed officials, managers, frontline staff, and the public. All of the proposed facilitators—Michelle, Maddison, Jen, and Karen—are certified in this consensusbased methodology. Throughout the process, we will keep stakeholders informed and involved, helping to ensure the City’s strategic planning effort is inclusive of all perspectives and reflects a shared vision. We also offer various innovative engagement strategies intended to generate excitement for the project, participation in the work effort, equity in information-gathering activities, success in thoroughly assessing the current environment, and understanding in how to bring the City to new heights. We have worked with a variety of councils to provide facilitation, including agencies with new council members.

Creative and adaptable community engagement approaches. Robust, inclusive engagement with staff, the Mayor, City Council members, representative board and committee members, regional partners, community groups, community-based organizations, non-profits, and local businesses is a core focus of each of our strategic and community planning initiatives. We have a well-refined, customizable toolkit of engagement strategies through which we generate excitement, encourage participation, and help ensure equity. Our team supports all participants through the process, including council, executive staff, and the community. We offer fun engagement strategies such as surveys, town halls, interviews, round tables, meetings-in-a-box, attendance at community events, open houses, pop-ups around the City, and virtual and inperson community forums. The City can rely on our team to develop a custom-fit approach that matches outreach to the needs of the organization and its partners.

In-depth understanding of the local government landscape and how to best support clients’ organizational development efforts. All our project team members exclusively serve local government clients and the majority worked in local government organizations prior to joining BerryDunn. In fact, our proposed project manager and facilitator, Maddison, is the former assistant to the City Manager of Covington, Georgia. She has also worked on similar strategic planning efforts for multiple agencies in California. Our proposed engagement manager and facilitator, Michelle, has three decades of organizational management consulting experience and understands how to create strategic plans with implementable recommendations. Jen Ferguson and Karen Whichard, our proposed facilitators, each served over 20 years in a local government role. Having served dozens of local governments across the country, our team has a deep understanding of local government organizations, including their opportunities, challenges, priorities constraints, and commitment to serving the varied needs of community members. Collectively, we are wellqualified to support the holistic needs of the City, as it seeks to improve, transform, and innovate.

An understanding of technological tools to guide plan development and implementation. Advances in technology have shaped how we develop strategic plans. We utilize digital engagement tools, such as Social Pinpoint and Mentimeter, to expand our ability to interact with interested parties.

Through online surveys and other tools, we make engagement accessible to anyone who wants to participate rather than only reaching those who can attend in-person sessions. Mentimeter adds an interactive component to in-person events. Attendees can easily interact with our consultant team in a fun, engaging way. We use technological tools to make the plan compelling, including geographic information systems (GIS) capability, Esri data, and other interactive engagement strategies. We also assist with dashboarding to help our clients focus on outcome-driven recommendations and easily measure progress toward achieving their goals. We worked alongside two of our clients, St. Johns County, Florida, and the City of Colorado Springs, Colorado, to support this development.

We are confident that if we are chosen to partner with the City on this important initiative, the City will experience the strategic success and progress it desires. We appreciate the opportunity to propose, and the time and consideration taken by the City to review our submission. 1984
Cover Letter 4
As a principal and leader in BerryDunn’s Local Government Practice Group, Seth can attest to the accuracy of our materials, and he is legally authorized to bind, negotiate, make presentations on behalf of, and commit our firm and our resources. Per the City’s request, we have also included the signature of BerryDunn’s Chief Operating Officer, Chad Snow, who is also legally authorized to bind and sign our agreement with the City. If you have any questions regarding our proposal or updates on the evaluation process, please consider Seth your primary point of contact and feel free to contact him directly.

Sincerely,
Seth Hedstrom, PMP®, LSSGB, Principal Chad Snow, PMP®, Principal, Chief Operating Officer Berry, Dunn, McNeil & Parker, LLC Berry, Dunn, McNeil & Parker, LLC 207.541.2212 | [email protected] 207.541.2294 ǀ [email protected] 1985
Experience and Technical Competence 5
B. Experience and Technical Competence

1. Background
BerryDunn was formed in 1974 and has 73 principals, 37 owners, and 10 office locations. We have experienced sustained growth throughout our 51-year history.

We employ more than 935 staff members—including more than 335 in our Consulting Services Team. From extensive project experience for more than 900 state, local, and quasi-governmental agencies, our team brings valuable perspectives to every engagement. Additionally, our team has experience serving state and local government agencies, providing them with an in-depth understanding of government operations, staffing needs, budgetary constraints, and the business processes required to provide necessary services to the internal divisions and the constituents the City serves.

Our firm provides a full range of professional services—including organizational development, technology planning, business process improvement, cost of service and financial analysis, community services planning, and more—supporting our ability to complete the requested tasks.

With organizational development as a core tenant of our work, we are pleased to offer the following services to benefit the City:
• Strategic planning
• Community/stakeholder engagement
• Leadership development
• Executive coaching
• Organizational change management
• Organizational assessment
• Business process improvement
• Performance measurement
Below, we illustrate the overall organization of BerryDunn's Local Government Practice Group. We provide unparalleled expertise and unique insights across these practices, supporting our clients in solving some of their biggest challenges, addressing opportunities to improve and plan, and carefully considering how our projects impact the organization at the enterprise and departmental levels. 1986
Experience and Technical Competence 6
Specialized Expertise of the Enterprise Organizational Development Practice BerryDunn’s dedicated Enterprise Organizational
Development Practice offers both an intimate project
experience and a national perspective to support our
clients’ desire to transform and innovate. We recognize how important it is that the City establishes partnership with a firm that understands that work of this level of impact requires a guided hand and a tailored approach to meet
them where they are and lead them to where they want to go.

Work of this nature touches all aspects of an organization, including the City’s elected officials, staff, stakeholders, community members, and visitors. As such, this initiative requires a layered approach that offers the attention,
guidance, and follow-through that will support positive, sustainable, and long-term change.

Our efforts are centered on sound partnership with our
clients. We guide projects at various stages and take the time to properly gauge availability and resources to help ensure our clients receive consistent, reliable, and quality service. We support a variety of organizational development initiatives, providing services that include project
management, stakeholder and community engagement
and analysis, strategic plan development, implementation planning, and progress monitoring, among others.

Relevant Experience
Commitment to the State
With BerryDunn, the City will be served by a firm and project team members who have demonstrated their commitment to the State through similar and other types of consulting engagements. We summarize our clients in the State on the following page, and for those whom we provided organizational planning services— whether at the enterprise- or departmental level—we bold them in blue below for easier review.

Embracing Diversity, Equity,
and Inclusion (DEI)
BerryDunn has advanced
community, diversity, and
empathy in a workplace where people are
respected, and heard. We carry these
principles and values into our work with
clients.

We help ensure that traditionally
marginalized communities are supported,
validated, and engaged as a standard
part of our project approach. We use
tools, practices, and methodologies to
help ensure that our initiatives have
widespread reach and work for all people,
regardless of race, ethnicity, age, sexual
orientation, gender identity or expression,
religion, or disability.

We also consider the distinct cultural
nuances for each community in our
approach to this work to help ensure that
we meet our clients where they are in the
DEI space.
1987
Experience and Technical Competence 7
 Bay Area Air Quality
Management District
 California State University,
Bakersfield
 California State University,
Chico
 California State University,
Long Beach
 California State University, Los
Angeles
 California State University, San
Marcos
 California Western School of
Law
 City of Alameda
 City of Belmont
 City of Camarillo
 City of Capitola
 City of Corona
 City of Coronado
 City of Fountain Valley
 City of Irvine
 City of Indio
 City of La Mesa
 City of Lake Elsinore
 City of Livermore
 City of Long Beach
 City of Menifee
 City of Milpitas
 City of Modesto
 City of Monterey Park
 City of Novato
 City of Oxnard
 City of Palmdale
 City of Pasadena
 City of Redding
 City of Redlands
 City of Redwood City
 City of Richmond
 City of San José
 City of San Leandro
 City of Santa Cruz
 City of Santa Maria
 City of Santa Monica
 City of Santee
 City of Simi Valley
 City of Sunnyvale
 City of Villa Park
 Coachella Valley Association
of Governments
 Coachella Valley Water
District
 Cosumnes Community
Services District
 Covered California
 Imperial County
 Jurupa Area Recreation and
Park District
 Kern County
 Lake Tahoe Community
College
 Mt. San Antonio College
 Oceanside Public Library
 Sacramento Municipal Utility
District
 San Luis Obispo County
 Santa Clara County
 Santa Cruz County
 Santa Monica College
 Sonoma County
 Sonoma Resource
Conservation District
 South Pasadena Public
Library
 Southern California Library
Cooperative
 Stanford University
 Stanislaus County
We also take pride in our local presence, as we have several employees who reside in the State and/or have worked in State’s local government landscape. We will leverage their insights, expertise, and locality when and where it will most benefit the City.

Strategic Planning
BerryDunn has been offering strategic planning services for over 30 years and has worked with a long list of local government clients. Through this experience, we have assisted a wide range of clients with various services related to those requested by the City.

Below and on the following page, we provide a representative list of clients for whom our project team members have performed similar services in recent years. Our California-based clients are highlighted in blue.  Bloomfield Township, Michigan
 City of Apopka, Florida
 City of Beaverton, Oregon
 City of Blue Springs, Missouri
 City of St. Charles, Illinois
 City of Washougal, Washington
 City of Waukesha, Wisconsin
 City of Wausau, Wisconsin
1988
Experience and Technical Competence 8
 City of Capitola, California
 City of Colorado Springs, Colorado
 City of Cooper City, Florida
 City of Creswell, Oregon
 City of Edgewater, Colorado
 City of Ennis, Texas
 City of Foley, Alabama
 City of Gresham, Oregon
 City of Groveland, Florida
 City of Homestead, Florida
 City of Indio, California
 City of Janesville, Wisconsin
 City of Lauderhill, Florida
 City of Margate, Florida
 City of Menifee, California
 City of Milton, Georgia
 City of New Braunfels, Texas
 City of Peoria, Illinois
 City of Port Arthur, Texas
 City of Redlands, California
 City of Santa Monica, California
 City of Westminster, Colorado
 DuPage County, Illinois
 Erie Housing Authority, Pennsylvania
 Jefferson County, Washington
 Lake County, Illinois
 Lancaster County, Nebraska
 Lane County, Oregon
 Marquette County, Michigan
 Milwaukee County, Wisconsin
 Newton County, Georgia
 Onslow County, North Carolina
 Orange County, North Carolina
 Santa Clara County, California
 St. Johns County, Florida
 Tompkins County, New York
 Town of Chelmsford, Massachusetts
 Town of Holliston, Massachusetts
 Vancouver Housing Authority, Washington
 Washington County, Minnesota
 Weld County, Colorado

2. References
The greatest testament of our high-quality work is the expressed satisfaction shared by our clients. Below, we describe and provide contact information for several recent projects for the City’s consideration. These clients can speak well to the quality and satisfaction we deliver on comparable engagements.

City of Colorado Springs, Colorado (02/2024 – Present)
Courtney Brown, Strategic Plan Manager
719.385.2489 | [email protected]
With strong backing from City leadership, the City of Colorado Springs kicked off its 2024 – 2028 Strategic Plan internally. This first internal phase centered around community engagement and included a listening tour, focus groups, a community survey, and a public-facing web page. Through this engagement, the City developed a “Strategic Doing Framework” that synthesized what the community was asking the City to prioritize in the near term.

The City then contracted BerryDunn to assist with the second phase of strategic plan development. This included further community engagement and visioning; developing a mission, goals, and priorities—as well as department-level priorities, activities, and measures; and producing a polished Strategic Plan. Our team has developed and finalized the 2024 – 2028 Strategic Plan and assisted with change management implementation. We have created departmental operation work plans, dashboards for data management, performance measures, and training plans to move the organization forward in implementation management.
1989
Experience and Technical Competence 9
The Strategic Plan focuses on five key priorities—public safety, infrastructure, housing solutions, economic vitality, and community activation—and provides guidance as the City works to fulfill its mission to provide exceptional service, respond to evolving needs, and plan for the future to promote a flourishing community.

City of Menifee, California (08/2022 – 03/2023)
Rebekah Kramer, Deputy City Manager
951.723.3765 | [email protected]
BerryDunn assisted the City of Menifee in developing a long-term strategic visioning effort that established a set of priorities and objectives for its next five years, informed the development of departmental work plans, and provided implementation guidance. Our approach focuses on engaging and analyzing the City’s internal organization and larger, external community through interviews, research, and community forums. Through these efforts and in partnership with key stakeholders, we will develop a strategic plan and performance monitoring guidance. The City is currently implementing their plan and providing periodic updates on the City website to promote trust and transparency in the planning process.

City of Capitola, California (12/2023 – Present)
Jamie Goldstein, City Manager
831.475.7300 | [email protected]
BerryDunn is in the final stages of developing a five-year strategic plan for the City of Capitola. Over the past year, we have engaged City leadership, staff, and community members through one-on-one and group interviews and workshops, an interactive project website, virtual surveys, and social media. We leveraged concurrent and existing plans and outreach, such as the City’s likely-voter surveys, Capitola General Plan, Vision Capitola, and policies, plans, and budgets. Through collaborative strategic planning sessions, we helped the City define its mission, vision, values, strategic priorities, and performance measures and metrics. Together, we identified six strategic priorities and established objectives and performance measures for each. We have presented the draft to City Council and are incorporating final feedback from a community and employee review process to finalize the plan. 1990
Firm Staffing and Key Personnel 10
C. Firm Staffing and Key Personnel

1. Staffing
BerryDunn employs more than 935 staff across 10 offices. Our Consulting Services Team includes more than 335 staff, of which approximately 80 are dedicated local government consultants. Our people are what differentiates us from our competitors. We hear this feedback repeatedly from our clients, whose repeated selection of our services is a testament to their satisfaction with our firm and team members. BerryDunn carefully considers the tasks, timelines, and objectives for proposed projects in order to select team members who are best qualified to provide services. Our staffing strategy offers the City highly qualified experts with significant depth of experience leading strategic planning activities of similar size and complexity. The City will benefit from BerryDunn’s deep bench strength, with 335 subject matter experts (SMEs) and auditors to support your project needs. When we receive a request for services, we identify team members based on several factors, including but not limited to:
• The nature of the work to be performed
• The level of commitment requested (e.g., full-time, part-time) • The team member’s other commitments
• Specific certifications and/or areas of expertise
• The timing and duration of the project
For the City’s requested work effort, BerryDunn has carefully assembled a team of six experienced consultants, along with a pool of SMEs to be leveraged as needed. Additional information has been provided for each proposed team member in the following section.

2. Key Personnel
On the following pages, we list our project team members’ experience, qualifications, and expertise as they relate to projects of this nature and work with comparable local government clients. Our project team members’ full resumes can be found in Appendix A for further review.

Seth Hedstrom, PMP®, LSSGB | Project Principal
Berry, Dunn, McNeil & Parker, LLC
Seth is a principal and the leader of our Local Government Practice Group. He brings extensive experience in project management. He has served as project principal on nearly all BerryDunn’s organizational development projects and has managed more than 75 enterprise process and technology planning projects over the course of 15 years with BerryDunn. Seth has led our clients through many of the complex decision points and issue-resolution processes typical of large-scale planning and improvement projects and facilitated effective change. His experience includes providing oversight of strategic planning projects, assessing and documenting current environments, benchmarking with similar organizations, introducing industry best practices, developing recommendations, conducting organizational and operational assessments, and implementing and operationalizing plans and outcomes.

Seth has served as principal on recent strategic planning projects with the Cities of Capitola and Menifee, California, and Santa Clara County, California. He has supported BerryDunn’s work with more than 10 California-based cities and counties.

As the project principal, Seth will:
1991
Firm Staffing and Key Personnel 11
• Maintain overall responsibility for the services
provided to the City
• Help ensure the commitment of our firm and
appropriate resource allocation
• Review and approve all deliverables in
accordance with our quality assurance
processes
Michelle Kennedy, Prosci® CCP, ODCC | Engagement Manager and Facilitator Berry, Dunn, McNeil & Parker, LLC
Michelle is a manager in our Local Government Practice Group and has more than 30 years of government-sector management and consulting experience. She is an expert in organizational development, including strategic and business planning, leadership development and executive coaching, organizational assessments, organizational change management, program evaluation, business process improvement, and performance measurement. Michelle has provided consulting services and project leadership for state and local government agencies throughout the United States. She is a strong facilitator and is certified in several related areas including in the ICA ToP® facilitation methodology, a key component of our strategic planning approach. In total, Michelle has facilitated the development and writing of strategic plans for more than 70 public-sector organizations and provided leadership for several that have been recognized in the industry for strategic planning excellence. She has led our strategic planning efforts for California communities including the Cities of Capitola, Menifee, and Redlands, and the Santa Clara County Consumer and Environmental Protection Agency (CEPA) in California.

As the engagement manager and facilitator, Michelle will:
• Build and maintain a productive relationship with
the City
• Participate in meetings with project leadership
• Provide oversight of our project team and project
progress
• Engage and support the project team as needed
• Advise on facilitation strategy and strategic plan
development
• Provide subject matter expertise as needed
Maddison Powers Spencer, MPA | Project Manager and Facilitator Berry, Dunn, McNeil & Parker, LLC
Maddison is a senior consultant in our Local Government Practice Group. She leverages her firsthand public-sector experience as an assistant to the city manager to support clients and drive successful projects. Certified in the ICA ToP® facilitation methodology, she is adept at leading community and employee engagement efforts and synthesizing outcomes to enhance client results. Maddison’s strong communication, leadership, and project management skills complement her ability to conduct current environment assessments, analyze data, and organize and facilitate groups. She has assisted with the development of over 35 local government strategic plans. She has assisted with the development strategic plans including for the Cities of Capitola, Menifee, and Indio, and the Santa Clara County CEPA in California.

As the project manager and facilitator, Maddison will:
• Build and maintain a productive relationship with
the City
• Serve as the City’s primary point of contact
• Lead our work and perform day-to-day project
management and staff oversight
• Develop and maintain the Project Work Plan and
• Design the facilitation approach to the strategic
planning process
• Facilitate the Strategic Planning Sessions and
interviews
• Present findings and the Final City of Palm Desert
Strategic Plan
1992
Firm Staffing and Key Personnel 12
Schedule
• Lead the analysis and development of project
deliverables
• Lead implementation planning efforts
• Provide subject matter expertise
Jen Ferguson, MPA | Facilitator
Berry, Dunn, McNeil & Parker, LLC
Jen is a senior consultant in our Local Government Practice Group. She has over 25 years of public-sector experience and significant expertise in strategic and financial planning. Jen has led, planned, and coordinated fiscal affairs for cities across Washington and Minnesota, holding influential leadership positions such as city administrator, director of finance, and executive director for an economic development authority. Supplementing her background in public-sector administration, Jen is well versed in, organizational development, performance management, operations and process improvement, economic and business development, enterprise resource planning implementations, and is certified in the ICA ToP® facilitation methodology.

Karen Whichard, MPA, Prosci® CCP | Facilitator
Berry, Dunn, McNeil & Parker, LLC
Karen is a senior consultant in our Local Government Practice Group and a seasoned public-sector leader with 19 years of experience in both small and large local governments.

Her time with local government organizations ranges from working with a town of 15,000 residents to playing a key role for the City of Charlotte, which is home to nearly 900,000 residents. She boasts a significant track record of successfully building consensus, solving complex problems, and navigating diverse political environments to implement the policy vision of elected bodies. Karen’s background includes serving as an Assistant County Manager, an Assistant Town Manager and as a member of the City of Charlotte, North Carolina Strategy & Budget Department. In Charlotte, she provided oversight for operating and capital budgets for functions including housing and neighborhoods, code enforcement, solid waste collections, and the City’s water/sewer utility. This work included analyzing budgets and personnel requests for appropriate staffing levels, assessing departmental efficiency and effectiveness, evaluating capital needs, benchmarking city services, and ensuring rates and fees were set to meet cost recovery targets. As assistant town manager for Davidson, North Carolina, she managed the Town of Davidson’s $14 million public facilities project, as well as $17 million in general obligation bond projects for parks, greenways, and transportation. Part of this work led to the Town of Davidson’s first AAA bond rating. At BerryDunn, Karen has led organizational assessments and strategic planning efforts for clients throughout the United States.

As facilitators, Jen and Karen will:
• Work with our proposed project manager to design
the facilitation approach to the strategic planning
process
• Participate in meetings with leadership and the
community
• Facilitate interviews, Community engagement
activities including Visioning Forums, and
Strategic Planning Sessions
• Contribute to deliverable development
Bailey Dickinson, MPA | Research Analyst
Berry, Dunn, McNeil & Parker, LLC
Bailey is a consultant in our Local Government Practice Group. His extensive background in the public sector has equipped him with a deep understanding of strategic planning within local government organizations. Serving as special projects coordinator for the City of Covington, Georgia, he led cross-departmental strategic initiatives and managed award-winning community 1993
Firm Staffing and Key Personnel 13
engagement projects. Bailey’s project management, research, and analysis experience contribute to his skill at advancing strategic planning efforts in local government environments.

As the research analyst, Bailey will:
• Document engagement and strategic
planning outcomes
• Help assess the City’s current environment
• Analyze existing data and documentation
• Research best practices and industry standards
Additional Resources
As mentioned, the SMEs introduced below are only representative of our broader pool of more than 335 consulting resources. This pool is composed of highly specialized and skilled public-sector consulting professionals whose expertise can be leveraged and support can be drawn upon as needed during the City’s strategic planning project.

Oliver Amaya, PMP® | SME and Bilingual Facilitator
Berry, Dunn, McNeil & Parker, LLC
Oliver Amaya is a consultant in our Local Government Practice Group. Before joining our team, he worked with the City of Corpus Christi, Texas Parks and Recreation Department as a special projects manager, where he helped the department execute initiatives based in community development, operational improvement, and increased connectivity. Oliver will assist with community engagement and compilation of findings. Oliver’s experience serving in the U.S. Army also honed his ability to balance complex projects, work in complex environments, solve difficult challenges, and make effective decisions. His fluency in Spanish and Portuguese, in addition to English, enables him to reach diverse groups and listen to their input.

Laura Perez, MPA, Prosci® CCP | SME and Bilingual Facilitator Berry, Dunn, McNeil & Parker, LLC
Laura is a consultant in BerryDunn’s State Government Practice Group with strong leadership, project management, and organizational skills. She brings to this engagement experience liaising between stakeholders, organization leadership, and employee teams to achieve successful project outcomes. In her work, she has demonstrated success in gathering in-depth data and then organizing visual management metrics accessible to executive leaders to show progress on division goals and objectives. Her fluency in Spanish, in addition to English, enables her to reach diverse groups and listen to their input.

Michele Weinzetl, Ed. D., Prosci® CCP | Public Safety SME Berry, Dunn, McNeil & Parker, LLC
Michele is a senior manager in our Local Government Practice Group. She has over 27 years of experience in the public sector. Her background includes more than 17 years as a chief of police for three different Minnesota police departments and several years serving as a subject matter expert, consultant, and adjunct faculty member for the International Association of Chiefs of Police (IACP) Leading by Legacy program. She has extensive experience instructing hundreds of police officers and police executives in the areas of staff supervision, leadership development, organizational management, and policing skills.
1994
Firm Staffing and Key Personnel 14
Andrea Brinkley, MPA, PMP® | Public Works SME
Andrea is a senior consultant in BerryDunn’s Local Government Practice Group. She has 24 years of municipal government experience with prior public-sector titles ranging from capital improvement program director to assistant director of capital projects and assistant director of public works. As such, she has extensive experience in operational and capital improvement budgets, training, project management, analysis of service delivery, operational assessment, engagement with communities. She has worked with utilities, public works, and finance department teams to formulate project-related costs, conduct forecasting, and assist with programming and planning for debt issuances and new source funding. Both in the public sector and as a consultant, her leadership approach is collaborative and participatory.

Khara Dodds, MCRP, AICP | Community Development SME
Khara is a manager in BerryDunn’s Local Government Practice Group. She is an American Institute of Certified Planners (AICP)-certified planner with more than 13 years of leadership experience and 20 years of planning and community engagement experience. She believes in the potential of community development to empower communities and positively impact quality of life. Khara leverages her experience in city and regional planning to assist clients as they assess existing policies and processes, collect and evaluate stakeholder input, and identify and implement recommendations for improvement. Khara has a demonstrated commitment to leading DEI efforts. She is a member of BerryDunn’s CEO Council on Diversity, Equity, Inclusion, Belonging, and Access (DEIBA)’s systemic barriers subcommittee and is certified in Equitable Community Change through eCornell University. She also supports DEI efforts and training through the American Planning Association (APA). In the public sector, she led multiple community equity projects, recommended the declaration of racism as a public health crisis, led affordable housing initiatives, worked with underserved neighborhoods on improvement and revitalization, and secured economic development incentives for large development projects.

James Mickle, CPSI, CPRP | Community Services SME
James is a manager in our Local Government Practice Group and a Certified Park and Recreation Professional (CPRP). He is particularly skilled and experienced in municipal and nonprofit parks and recreation operations and DEI strategy development. James has over 20 years of experience in recreation operations, programming, and administration, volunteer board leadership, community, and employee engagement and Commission for Accreditation of Park and Recreation Agencies (CAPRA) accreditation and reaccreditation. Throughout his career he has concentrated on facility management, youth and teen civic engagement, facility management and active older adults comprehensive planning. He is a collaborative leader with dedication to partnering with coworkers to promote an engaged and empowering work culture.

Jesse Myott, MA | Finance SME
Jesse is a manager in our Local Government Practice Group. He has nearly a decade of public-sector experience, focusing on supporting municipalities with operating and capital improvement budget development and management; special fund accounting, revenue and expenditure forecasting; customer valuation; and cost of revenue analyses for municipal programs and services. Jesse has led multiple cost of service and cost allocation projects for local governments from California to Massachusetts.
1995
Firm Staffing and Key Personnel 15

3. Team Organization
At BerryDunn, we believe in the synergy that accompanies a team approach. That said, we have carefully assembled a project team with unique and specialized qualifications that coincide with the needs and desired outcomes of the City. These project team members will remain committed, available, and assigned to perform the City’s requested work effort.

Figure 1 describes the organizational structure of our project team, followed by a listing of project staff.

Figure 1: Project Team Organizational Structure

4. Subcontractors
We do not intend to subcontract any portion of the City’s desired scope of work. 1996
Proposed Method to Accomplish the Work 16
D. Proposed Method to Accomplish the Work

1. Understanding the City’s Needs
Nestled in central Coachella Valley between the Cities of Palm Springs and Indio, the City of Palm Desert is home to approximately 50,000 full-time and 32,000 seasonal residents. The City takes pride in its unique desert scenery, sense of community, small-town vibes, exceptional educational opportunities, safety, and a plethora of retail stores. According to the City’s 20-year strategic plan developed in 2013, the City’s vision focuses on improving quality of life and offering residents “a wide array of recreational, educational, shopping, housing, and entertainment opportunities.” The City’s Strategic Plan centered around nine overarching themes, including Arts & Culture; Economic Development; Education; Energy & Sustainability; Land Use, Housing, & Open Space; Parks & Recreation; Public Safety & Emergency Services; Tourism & Marketing; and Transportation. This plan will build on those goals and celebrate successes in achieving them to this point. The revitalized strategic plan will integrate a particular focus on housing, economic development, climate resilience, and transportation. Our team will collaborate with the Mayor, the City Council, and the Palm Desert community to gain a thorough understanding of strengths and opportunities and to develop strategies that guide the City in its desired direction. This is a plan refresh, focusing on the continued success of the current strategic plan and bringing in new ideas from all stakeholders.

2. Approach and Guiding Methodologies
Our project team will engage the City’s various stakeholders in ways that will maximize creativity and innovation and inspire collaboration and consensus for achieving its vision, including:
• City Council members
• The Executive Management Team
• All staff
• Residents
• Business owners
• Community groups
• Regional partners
It is our goal to help the City develop a strategic plan that can reasonably be implemented with support and commitment from these stakeholders and others. A strategic plan is a living document that remains applicable, helps to navigate in times of organizational changes, and defines the organization’s reason for being. It establishes a clear and compelling vision; sets measurable objectives and lays out the desired impact on and value added to entire communities—residents, business, employees, and other stakeholders; and helps set a direction and focus and assists in aligning resources to accomplish strategic objectives.

Having a clear, concrete strategic direction will help keep the City on track and focused on what is important when challenges, setbacks, and unanticipated events occur. It also helps ensure decisions, policies, plans, programs, and processes are designed through the lenses of stewardship of resources, equity, and collective impact.

Achieving Consensus and Quickly Moving Groups to Action We will design and conduct a well-facilitated strategic planning process that uses data and personal knowledge to assess the City’s environment. Our project team will use the ICA ToP® facilitation methodology to help ensure the City’s strategic planning sessions are highly collaborative and inclusive of all stakeholders. 1997
Proposed Method to Accomplish the Work 17
The ToP® methodology emphasizes structured participation that pulls information into the group’s thinking process and creates a clear intention, helping members of the group align with one another and reach consensus. Structured participation encourages the values shown in Figure 2 below.

Figure 2: Values Encouraged by Structured Participation as Defined by the ICA ToP® Facilitation Methodology Encouraging Crossing Boundaries and Strengthening Interdependencies Strategies are themes for action, and successful strategies will often cross organizational and community boundaries and appeal to several environmental factors. We will help stakeholders recognize these interrelationships and critical interdependencies, identifying how they align with overall strategic goals.

Applying Effective Tools
Another key to success is aligning financial resources of the organization with strategic priorities. When groups have difficulty agreeing on priorities or selecting just a few to focus on, we use a cost-benefit scoring sheet that helps the group score the impacts, risks, level of difficulty, and effort for each strategy or objective to determine the ones to prioritize. We can customize this tool for use with the City if the group is having difficulty achieving consensus.

Developing Clear and Compelling Plans That Articulate a Business Case We will write strategic goals, initiatives, and actions in a common language to evoke a clear picture of success to serve as a useful tool for the City’s decision-making. Our project team has facilitated clear, compelling strategic plans for 70 public-sector entities and system-level plans involving multiple levels of government, jurisdictions, and agencies. Our clients use these plans to drive budget decisions, execute strategies, and publish the results to communicate with stakeholders and the public.

Focusing on DEI
BerryDunn’s approach focuses on and reflects our firm’s commitment to DEI. We recognize how important it is that we assemble a project team that understands what the City needs to do to conduct a sound strategic planning process. We will work with the City—as well as DEI resources—to help ensure its work effort is conducted through an equity lens and effectively reaches traditionally marginalized communities.

With City serving as a backbone organization, we will engage current partners to facilitate an authentic, inclusive, and accessible planning process. We have found great success in this collaborative approach to assembling the ideal team. As an example, in our work with the City of San José, we worked closely with a Latino community organization. This organization hosted meetings with the community and invited us to facilitate the conversation. This partnership allowed us to create a space that community members felt safe and comfortable in and gain insights and ideas about how to make their community a better place. BerryDunn provided a translator/facilitator in facilitating this discussion to eliminate barriers to participation. 1998
Proposed Method to Accomplish the Work 18
With the City, we look forward to coming together to exhibit care and respect for others, allow individuals to speak for themselves and teach us through their own authentic experiences; build trust with the City’s stakeholders and establish mutual buy-in this process; and learn as much from you all as you will learn from us, as we all chart the best path toward the City’s future. We look forward to coming together to make the City’s stakeholders feel heard, respected, and partnered with in this strategic planning process.

Effectively Engaging the Public
We will utilize several strategies to effectively engage and collect data and information from the public, including developing communications and appropriate messaging, coordinating with our clients on engagement logistics, facilitating engagement during community events, conducting interviews, and creating an interactive project landing and engagement website via Social Pinpoint.

Social Pinpoint is a customizable community engagement platform that is used to inform stakeholders of project goals, objectives, and progress, and provide opportunities to interact and gather information. This tool has several features that we use frequently and as needed throughout strategic planning projects, such as forums, mapping, an ideas wall, and surveys. Social Pinpoint is mobile friendly and can be translated into multiple languages, making it easy for the majority of Palm Desert residents to participate. With this tool, we will easily be able to set up a landing page and sub-pages for the City to capture the culture of the stakeholders it serves—providing opportunities for participants to contribute to the City’s mission, values, vision, and strategic priorities. We will also be able to track analytics and progress in real-time, promote participation, and set up email notifications to help ensure that, even in a remote environment, effective strategic planning and community engagement activities can take place.

Figure 3: Sample Social Pinpoint Strategic Plan Website 1999
Proposed Method to Accomplish the Work 19
We have developed fully customized Social Pinpoint sites to support numerous clients. We invite the City to explore the following examples:

City of Capitola, California City of Sunnyvale, California City of Blue Springs, Missouri Logic Modeling to Connect Objectives to Outcomes and Performance Measures As evident in our work plan, implementation planning is a key component of our approach. Our goal is to produce a strategic planning document that the City can actively use to track progress and report outcomes to internal and external audiences. Implementation planning is a crucial part of our proposed approach, where our team will work with the City to develop an Implementation Roadmap that maps out how the organization will execute its strategic priorities. To achieve this process, our team will facilitate logic modeling sessions with the City, using a tool that prompts stakeholders to break down the building blocks of its strategic goals.

To facilitate the implementation process, we use logic modeling as depicted in Figure 4.

Figure 4: Logic Modeling Tool
2000
Proposed Method to Accomplish the Work 20

3. Work Plan
BerryDunn strives to be flexible when it comes to development and execution of an effective work plan. We understand that no two projects are exactly alike and believe that one of the primary reasons we have been successful with similar projects is our willingness to be flexible in adapting to our clients’ unique needs.

Figure 5 presents an overview of our work plan intended to achieve the City’s goals and objectives for this important initiative.

Figure 5: Work Plan Overview
Our proposed work plan is described in full detail below and on the following pages.

Phase 1: Project Initiation and Management

1.1 Prepare for and conduct an initial virtual project planning meeting. Upon conducting background research to gain more familiarity with the City, we will conduct initial project planning with the City’s project team to identify project milestones and expectations for stakeholder engagement in the strategic planning process. We will introduce key team members, clarify project goals and objectives, identify known project constraints, and refine dates and/or tasks, as appropriate. We will discuss our approach for managing communications between BerryDunn and the City, as well as our approach to scope, risk, and resource management. We will also review possible formats for the Final City of Palm Desert Strategic Plan. These discussions will help us to refine our currently proposed Project Work Plan and Schedule.

1.2 Request and compile documents and data. We will request and compile documentation and data to help us better understand the current environment and inform engagement activities. Examples include:
• Key performance metric data
• Relevant community initiatives
• Regional stakeholder strategic plans
• Previous employee and community surveys
• Program descriptions and data
The North Star Vision
An organization’s North
Star Vision serves as a
unifying focal point for longterm achievement. It must be clear enough for stakeholders to know what
they are working toward and how to get
there. Stakeholders must see their role in
this vision and believe in the
organization’s dream, as they will play a
vital role in executing on it.
2001
Proposed Method to Accomplish the Work 21
Phase 1: Project Initiation and Management
• Past internal and external assessments
• Past strategic plans and associated material, including the City’s existing Strategic Plan of 2013 – 2033
• Other existing planning and policy documents, organizational charts, staffing, and budgeting details • Data from any previous community and stakeholder engagement efforts that are relevant to development of the Final City Strategic Plan
• Demographic, economic, and community data and forecasted trends from the U.S. Census Bureau, the U.S. Bureau of Labor Statistics, American Community Survey, U.S. Department of Education, Centers for Disease Control and Prevention, the Opportunity Index, and other state and local data sources
Once provided, we will review the documentation and data to help us produce an Environmental Scan and Strategic Analysis that will inform engagement activities.

1.3 Develop a Project Work Plan and Schedule. Based on the information gathered from our initial project planning meeting and document and data review activities, as well as from those details enclosed in this proposal, we will develop the Project Work Plan and Schedule, which will outline the tasks and timelines for the strategic planning process. The Project Work Plan and Schedule will also include agreed-upon procedures between BerryDunn and the City related to project control, including quality management and deliverable submission/acceptance management. After providing draft versions of these materials in advance, we will facilitate a videoconference with the City’s project team to review the drafts and solicit feedback. This videoconference will introduce the City’s project team to our document review process and provide an opportunity for the City to share input on a critical step in the process. We will incorporate the City’s feedback and finalize the documentation before distributing it in final form.
 Deliverable 1 – Project Work Plan and Schedule

1.4 Conduct Biweekly Project Status Meetings. Our project manager and facilitator, Maddison Powers Spencer, will conduct Biweekly Project Status Meetings with the City’s project manager on an ongoing basis throughout the strategic planning process. We will use these meetings to describe the activities and accomplishments for the reporting period; plans for the upcoming month; risks or issues encountered during the reporting period; and anticipated problems that might impact project deliverables. We will also use these meetings to highlight any work products and approaches that will contribute to deliverable development.  Deliverable 2 – Biweekly Project Status Meetings

1.5 Monthly Steering Committee Meetings. We will conduct Monthly Steering Committee Meetings to inform involved participants of the activities and accomplishments for the reporting period and plans for the upcoming month. These meetings will also serve as an opportunity for stakeholders to ask questions, gain clarity, and buy into project progress. We will also use these meetings to highlight any work products and approaches that will contribute to deliverable development.
 Deliverable 3 – Monthly Steering Committee Meetings
2002
Proposed Method to Accomplish the Work 22
Phase 2: Engagement and Strategic Analysis

2.1 Identify key stakeholders and stakeholder groups to include in the process and develop a framework and engagement strategy. We will assist the City in developing a framework and engagement strategy, first compiling a list of stakeholders and stakeholder groups we should engage in this process and the best methods to leverage to engage them. The strategy will also include developing communications and messaging to build awareness for the process, its intended outcomes, and opportunities for stakeholders to get involved, as well as to keep City Council, City staff, and community stakeholders informed about the strategic planning process and options for the future. We will review messaging and communications with the City’s project team before finalizing and working with the City’s project team to distribute them.

2.2 Develop a communications strategy. We will develop engagement plans for internal and external stakeholders. Working collaboratively with the City’s communications staff, we will develop a communications strategy to promote transparency, information-sharing, participation, and buy-in for the strategic planning process.

We will be mindful of stakeholders’ needs and preferences when developing this strategy in an effort to be inclusive and welcoming of their engagement in this process. We will support the City in creating a plan that has broad community engagement and train and support City staff in executing this engagement plan.

2.3 Coordinate stakeholder engagement logistics. We will coordinate stakeholder engagement logistics for community forums, stakeholder roundtable meetings, pop-up events, steering committee visioning, and interviews. This will include scheduling and handling the details for alternative community engagement activities such as meetings-in-a-box, pop-up events, listening cafes, interactive workshops, and virtual platforms. There is a highly interactive piece to this with the use of Social Pinpoint and technology to engage a wide variety of stakeholders internal and external to the City. Some options will be in-person and some will be virtual.

2.4 Develop a project kickoff presentation and facilitate project orientation meetings. We will develop a kickoff presentation to support project orientations held for City’s Steering Committee, leadership, City project team, and staff. The presentations will introduce participants to the BerryDunn team, our approach and methodologies, project goals and objectives, the anticipated timeline, and how we intend to involve them and others in the process and the development of the Final City of Palm Desert Strategic Plan. We will review communications and the kickoff presentations with the City’s project team in a Biweekly Project Status Meeting before finalizing and distributing the final versions.

2.5 Develop the City’s Social Pinpoint site. We will use tools and technology that will help to encourage collaboration with the City and its stakeholders. One of these tools, a virtual engagement platform called Social Pinpoint, will be customized to encourage community engagement in the strategic planning process and to gain broad stakeholder input that will be used to inform development of the Final City of Palm Desert Strategic Plan.

We will work in collaboration with the City to help ensure its landing page is built thoughtfully and speaks to its culture. Additionally, within this landing page, City stakeholders will have access to an idea wall and other engagement tools that will help gather information related to the City’s current environment and the community’s desired vision for the City’s future.

This will include an employee engagement survey to ask what employees want in the future as well as reviewing and refining priorities and proposed projects. This engagement will involve gathering thorough feedback through focus groups and meetings to help ensure staff input is effectively integrated into the strategic planning process.

2.6 Review and analyze City-provided documents and data. We will review and analyze the documents and data requested in Task 1.2. This will be used to help us produce an Initial Environmental Scan and Strategic Analysis that will inform engagement activities.
2003
Proposed Method to Accomplish the Work 23
Phase 2: Engagement and Strategic Analysis

2.7 Review current strategic plan. We will conduct meetings with current department heads, staff, and the City Manager’s office to understand what worked well, what could be improved, the areas that were accomplished, and the areas that need more support. We will provide the City with a document that analyzes and supports the growth the City seeks for the future. We will review the draft of the Current State Report with the City’s project team before updating it to final done as part of Biweekly Project Status Meetings.  Deliverable 4 – Current State Report

2.8 Conduct initial interviews. We will interview key individuals identified by the City including individual and group interviews and focus groups with the City’s elected officials, senior leadership, key staff, and community stakeholders, as appropriate, to thoroughly review and assess services and the needs of the community. These interviews will be a mix of in-person and virtual. They will be guided by previously developed questions and protocols. Working with these diverse stakeholder groups, we will help ensure alignment and cohesion for the City’s strategic direction, as well as generate excitement, promote consensus and buy-in, and encourage participation and involvement in the process.

2.9 Conduct community forums. We will conduct three community forums at various times of the day for maximum engagement. By conducting forms in the morning, mid-day, and evening hours so we can accommodate more schedules and reach a broader range of residents.

2.10 Synthesize information gathered and develop a draft Initial Environmental Scan. We will synthesize information gathered through quantitative and qualitative research, document and data review, Social Pinpoint, and leadership and stakeholder interviews to develop an Initial Environmental Scan and Strategic Analysis. The format will be a highly visual and compelling slide deck and will be used to inform the upcoming community forums and strategic planning sessions. The presentation will provide an overview of the City’s current environment; a detailed strengths, weaknesses, opportunities, and challenges analysis (SWOC); and discovery outcomes. This will be presented to the City’s project team to solicit input and gain consensus.

2.11 Present the draft Initial Environmental Scan. Buy-in and consensus throughout the strategic planning process is critical to making future progress on the City’s Strategic Plan. This presentation will provide the City Steering Committee with clarity with regard to the status of the City’s current environment and shine a light on opportunities to improve and make progress toward its North Star vision. In this meeting, we will answer any questions and collect suggested edits for inclusion. This will also be presented to City project team as part of Biweekly Project Status Meetings. We can also present the Environmental Scan to the Steering Committee (done as part of Biweekly Project Status Meetings in D2).
 Deliverable 5 – Initial Environmental Scan

2.12 Update Environmental Scan and Strategic Analysis to final. We will develop the Final Environmental Scan and Strategic Analysis to include findings from the interviews, events, and community forums. This analysis will include identifying successes, areas for improvement, and opportunities for innovative approaches). We will present the Final Environmental Scan and Strategic Analysis to the City’s project team done as part of Biweekly Project Status Meetings. In addition, we can present it to the steering committee as part of the Monthly Steering Committee Meetings (done as part of Biweekly Project Status Meetings in D2).  Deliverable 6 – Final Environmental Scan and Strategic Analysis 2004
Proposed Method to Accomplish the Work 24
Phase 3: Strategic Plan Development

3.1 Develop the meeting design and agendas for strategic planning sessions 1 and 2. We will design and develop agendas for strategic planning sessions 1 and 2. Each session’s design and agenda will guide strategic planning progress and will include a presentation of the Final Environmental Scan and Strategic Analysis to provide participants with a shared understanding of the current environment, the trends that are affecting it, opportunities for the future, and key takeaways from engagement activities. Each in-person session will focus on building consensus and refining the strategic priorities identified, as well as the City’s vision and key results. We will review the meeting designs and agendas for each session with the City’s project team before updating them to final.

3.2 Facilitate strategic planning session 1. Strategic planning session 1 will focus on refining the City’s vision, mission, values, strategic priorities, and goals with the City leadership. This session will be guided by the previously developed meeting design and agenda, as well as the Final Environmental Scan and Strategic Analysis.

We will use the ICA ToP® facilitation methodology, designed to produce group consensus. We will document the outcomes of this session to review with the City’s project team and plan for next steps.

3.3 Facilitate strategic planning session 2. Strategic planning session 2 will be conducted with City leadership and staff and will focus on refining strategic objectives and actions and performance measures. It will be guided by the previously developed meeting design and agenda, outcomes of strategic planning session 1, and the Final Environmental Scan and Strategic Analysis. We will document outcomes of this session and review with the City’s project team.

3.4 Finalize objectives and performance measures. With the workshops and outcomes of strategic planning sessions 1 and 2, we will work with the City’s project team to finalize objectives and performance measures. The measures will be quantifiable in terms actual progress made toward meeting the objectives and appropriate as it relates to the City’s size, operations, management, and systems. We will document outcomes, as well as a process and schedule for progress reporting and performance evaluation to help ensure effective tracking and monitoring.

3.5 Develop and present the Initial City of Palm Desert Strategic Plan Draft. We will develop the Initial City Strategic Plan Draft in an agreed-upon format for the final document. This plan document will include an executive summary, as well as a detailed plan that identifies the City’s shared vision, mission, guiding principles, strategic priorities, goals, objectives, and performance measures.

We will apply Government Finance Officers Association (GFOA) Strategic Planning Best Practices checklist to help ensure the City's plan meets GFOA requirements. which will include timetables for achievements and may include measurable goals. The draft Strategic Plan will be grounded in a realistic assessment of staff and funding capacities based on input from the executive team and staff. We will also make resource adjustment recommendations for successful implementation. We will review plan the draft with City project team and incorporate input.

We will review this draft with the City’s project team and prepare a presentation to present the Initial City Strategic Plan Draft to City leadership in a work session done as part of the Biweekly Project Status Meetings. In addition, we will present the Strategic Plan to the steering committee as part of the Monthly Steering Committee Meetings.

3.6 Conduct work sessions to refine strategic direction and performance measures. We will conduct virtual work sessions with the City’s project management team and inter-departmental working groups to refine strategic objectives and performance measures to integrate with the City's budget development process. We will align funding allocations for staffing resources and capital investments and identify persons responsible for implementing strategic objectives and tracking performance. 2005
Proposed Method to Accomplish the Work 25
Phase 3: Strategic Plan Development

3.7 Present the Draft Plan to the City Council. Once the Strategic Plan is drafted, we will prepare a presentation of the Initial City Strategic Plan Draft. We will present the plan in person to the City Council. As we refine the presentation, we will present the presentation to the City’s project team and steering committee to provide feedback and make any final changes to the presentation before the City Council work session. These tasks will take place as part of our Biweekly Project Status Meetings and Monthly Steering Committee Meetings. The work sessions with the City Council will be an opportunity for input before updating the draft plan to final.  Deliverable 7 – Initial City of Palm Desert Strategic Plan Draft

3.8 Discuss final plan design. We will meet with the City’s project team to discuss the design of the Strategic Plan and decide on a format, including a visually appealing and graphically designed plan that can be posted on the City’s website and integrated into dashboards. We will then prepare a final version of a graphically designed draft Strategic Plan that incorporates any City Council-requested changes.

3.9 Prepare Implementation Roadmap. We will prepare an Implementation Roadmap and conduct an implementation planning orientation meeting with City staff. As needed, we offer the option to also present the roadmap to the City Council.

3.10 Present Final Strategic Plan. We will present the Final City of Palm Desert Strategic Plan to the City Council for adoption at a regular City Council meeting. The final report will deliver a thorough and user-friendly Strategic Plan document that effectively communicates the City’s vision and priorities. We will develop visually engaging and accessible digital presentations tailored for stakeholders and public outreach.  Deliverable 8 – Final City of Palm Desert Strategic Plan Phase 4: Implementation Action Planning and Performance Management

4.1 Develop and customize an implementation action plan. We will develop an Implementation Roadmap that will identify resources, partners, department and division leads, anticipated timelines, interdependencies, actions, and other information to help enable the plan implementation and progress reporting process. This will be customized to the City’s needs and will serve as a tool to delegate responsibilities, track progress, and assist in the overall longevity and sustainability of the Final Mayor and City Council Strategic Plan.

4.2 Facilitate implementation action plan development meetings. We will conduct meetings with City departments and leadership to support action items for the Implementation Roadmap to help ensure the Strategic Plan is in alignment with the budget. We will deliver a detailed Implementation Roadmap with timelines, measurable outcomes, and accountability structures.

4.3 Develop strategic plan progress reports. We will develop regular update reports, including monthly, quarterly, and annual, that track the City’s goals, metrics, and progress in a clear and transparent manner. These reports will be presented as a companion report that is graphically designed to match the final strategic plan. This task will also include communication activities and messaging to the City staff and community. We will review the reports and implementation action plan with the City project team during our Biweekly Project Status Meetings before updating to final.
2006
Proposed Method to Accomplish the Work 26
Phase 4: Implementation Action Planning and Performance Management

4.4 Develop organizational process improvement methodology and framework. We will work with the City to develop an organizational process improvement methodology and framework using change management principles, such as the Prosci® change management methodology and Process Improvement Champions, to assist in the implementation of the City’s Strategic Plan. This will include identifying what changes the organization will need to make to successfully implement the finally adopted Strategic Plan.  Deliverable 9 – Implementation Roadmap and Reports

4. Anticipated Schedule
Below, in Figure 6, we highlight our proposed project schedule for the City’s requested work effort. We are happy to adjust this schedule to best accommodate the City’s needs, as appropriate. It should be noted that ongoing status reports and monthly meetings with the steering committee will remain consistent throughout the project.

Figure 6: Anticipated Schedule
Month
1 Month
2 Month
3 Month
4 Month
5 Month
6 Month
7 Month
8 Month
9 Month
10 1
2 3
4 2007
Appendix A. Resumes 27
Appendix A. Resumes
Seth Hedstrom, PMP®, LSSGB

PRINCIPAL / PROJECT PRINCIPAL
Berry, Dunn, McNeil & Parker, LLC

EDUCATION AND

CERTIFICATIONS
BS, Business Management,
Babson College
Project Management
Professional® (PMP®), Project
Management Institute®
Lean Six Sigma Green Belt
Certified
Diversity and Inclusion
Certificate, Cornell University

AFFILIATIONS AND

MEMBERSHIPS
 Associate Member,
Government Finance
Officers Association

SELECT CLIENTS
City of Alameda, CA
City of Capitola, CA
City of Colorado Springs, CO
City of Fountain Valley, CA
City of Indio, CA
City of La Mesa, CA
City of Long Beach, CA
City of Menifee, CA
City of Novato, CA
City of Redlands, CA
City of San José, CA
City of Washougal, WA
Jefferson County, WA
Lane County, OR
Santa Clara County, CA
Seth is a principal and leads BerryDunn’s Local Government Practice Group. He has more than 15 years of experience assisting public-sector clients. His experience includes technology planning, organizational needs assessments, system planning and procurement, and the implementation of enterprise-wide information systems. Seth often serves in a leadership role on strategic planning projects and manages and oversees project progress and issue escalation and resolution with executive project sponsors.

RELEVANT EXPERIENCE
Strategic Planning: Seth has served as a project principal on dozens of BerryDunn’s strategic planning projects across the country. He has overseen the project management, community engagement, strategic planning, and implementation phases of the strategic planning life cycle for a variety of organizations of different sizes, scopes, and complexities.

Project Management: Seth has served in leadership on most of BerryDunn’s local government strategic planning projects. He also has managed system selection and IT strategic planning projects for some of BerryDunn’s largest local government clients. He helps ensure projects are conducted in a high-quality manner, as well as stay on time and on budget.

Operational and Organizational Assessments: Seth has been involved in numerous operational and organizational assessment projects, which involve current environment analysis, future state planning, and the development of an implementation plan for incremental improvements over a multiyear planning horizon to align with client resources.

Business Process Improvement: Seth has provided business process improvement services for many BerryDunn clients, either as a stand-alone engagement or as part of an enterprise system selection. His experience includes documenting as-is business processes, benchmarking processes with similar organizations, introducing industry best practices, and developing to-be business process recommendations.

Governance and Strategic Decision-Making: Seth has led our clients through many of the complex decision points and issue-resolution processes typical of business process analysis and system assessment and selection projects. He helps clients establish decision-making structures that will guide them as they make decisions based on analysis while also building consensus.
2008
Appendix A. Resumes 28
Michelle Kennedy, Prosci® CCP,
ODCC

MANAGER / ENGAGMENT MANAGER AND FACILITATOR
Berry, Dunn, McNeil & Parker, LLC

EDUCATION AND

CERTIFICATIONS
BA, Journalism/Mass
Communication, Iowa State
University
Certified: Hogan Leadership
Assessment System®, Myers
Briggs Type Indicator®,
Institute of Cultural Affairs
(ICA) Technology of
Participation® (ToP®)
ICA ToP Facilitation
Methodology
Prosci® Certified Change
Practitioner
Organization Development
Certified Consultant (ODCC)

SELECT CLIENTS
City of Beaverton, OR
City of Capitola, CA
City of Colorado Springs, CO
City of Gresham, OR
City of Indio, CA
City of Menifee, CA
City of Redlands, CA
City of San José, CA
City of Santa Monica, CA
City of Springfield, OR
Lane County, OR
Marion County, OR
San Mateo County, CA
Santa Clara County, CA
Michelle is a manager in our Local Government Practice Group. She brings three decades of consulting experience in organizational assessment, stakeholder engagement, strategic and business planning, leadership development and executive coaching, OCM, program evaluation, business process improvement, and performance measurement. Prior to consulting, Michelle served for 13 years as a senior-level executive in government and higher education.

RELEVANT EXPERIENCE
Strategic Planning: Michelle has developed strategic plans for more than 70 public sector organizations. She actively involves and engages the community, as well as the organization, to gain views for the vision, mission, and goals and helps to prioritize initiatives to yield achievable and measurable outcomes. Most of Michelle’s strategic planning clients have retained her to provide updates.

Organizational Assessments: Michelle is an expert in conducting assessments related to organizational structure and culture, the methods and tools related to the delivery of organizational programs and services, and the culture of the organization. Her reviews also include assessing leadership structures, roles, and styles; methods of knowledge and skill preservation; and succession strategies and plans.

Change Management: Michelle recognizes the importance of change management in all the projects she is involved in. She is well-versed in conducting change readiness assessments, involving key stakeholders in the decision-making process to promote buy-in and build consensus, and actively monitoring project progress to help ensure that resistance is addressed early-on.

PUBLICATIONS AND PRESENTATIONS
 Presentation at the Oregon Recreation and Parks Association (ORPA) Annual Conference, 2019: Rivers of Change Oceans of Opportunity: Planning Your Strategy During Turbulent Times
 Presentation at “Results Washington” Lean Transformation Conference, 2018:

Transforming the Municipal Development Review Process Using Lean Practices  Presentation at the American Public Human Services Association (APHSA) Annual Conference, 2015: Developing Future Health and Human Services Leaders
2009
Appendix A. Resumes 29
Maddison Powers Spencer, MPA

SENIOR CONSULTANT / PROJECT MANAGER AND FACILITATOR
Berry, Dunn, McNeil & Parker, LLC

EDUCATION AND

CERTIFICATIONS
MPA, Local Government,
University of North Carolina at
Chapel Hill, School of
Government
BS, Political Science, Northern
Arizona University
Institute of Cultural Affairs
(ICA) Technology of
Participation® (ToP®) Certified

PRESENTATIONS
 ICMA Conference, 2021,
Portland, OR, How
Millennials are Changing
Local Government

SELECT CLIENTS
City of Beaverton, OR
City of Blue Springs, MO
City of Capitola, CA
City of Colorado Springs, CO
City of Ennis, TX
City of Eugene, OR
City of Indio, CA
City of Menifee, CA
City of Port Arthur, TX
City of San José, CA
City of Sunnyvale, CA
City of Washougal, WA
City of Westminster, CO
Jefferson County, WA
Santa Clara County, CA
Vancouver Housing Authority,
WA
Maddison is a senior consultant in our Local Government Practice Group. She leverages her firsthand public-sector experience as an assistant to the city manager to support clients and drive successful projects. Certified in the ICA ToP® facilitation methodology, she is adept at leading community and employee engagement efforts and synthesizing outcomes to enhance client results.

Maddison’s strong communication, leadership, and project management skills complement her ability to conduct current environment assessments, analyze data, and organize and facilitate groups. She has assisted with the development of over 35 local government strategic plans. Maddison has performed similar roles on engagement and strategic planning projects with the Cities of Menifee, Indio, Capitola, California; the City of Ennis, Texas; and Santa Clara County, California.

RELEVANT EXPERIENCE
Project Management and Support: Maddison is well-organized and detail-oriented, supporting her in her ability to effectively manage projects and provide support to her colleagues and the clients she serves. She is well versed in documenting outcomes, researching and analyzing documents and data, and managing various priorities to promote success and productivity. In addition, she has experience with scheduling, reporting, and seeking opportunities for business process improvement.

Local Government: Maddison is the former assistant to the city manager for the City of Covington, Georgia. In that role, she worked across city departments in an effort to manage priorities, develop recommendations, conduct research, support community needs, and develop reports for the city mayor and city council. In addition, Maddison served as a senior fellow through the International City/County Management Association (ICMA) fellowship. In this role she managed the recruitment and hiring for two assistant city managers, led a leadership development initiative to develop more women leaders in the organization, and managed an annexation study to understand the impact of service delivery for various city groups.

Facilitation and Engagement: Maddison is skilled in developing stakeholder and community engagement messaging for residents, businesses, key groups, leadership, and governing bodies. She focuses on collaborating on a communications strategy to help ensure clear and consistent messaging reach a broad range of people. Her experience as a facilitator and program manager supports her coordination of logistics for various community engagement activities, such as interviews, focus groups, roundtables, and community events. Maddison’s focus is on creating a multifaceted outreach strategy promotes inclusive participation throughout the strategic planning process.

Research and Analysis: Maddison is well versed in conducting research and analysis. Notably, she has leveraged survey tools, conducted data analysis, facilitated focus groups, and researched issues of importance to develop recommendations and share findings with organization leadership. As such, her approach is centered on using sound evidence and data to drive decision-making and organizational and operational improvement.
2010
Appendix A. Resumes 30
Jen Ferguson, MPA

SENIOR CONSULTANT / FACILITATOR
Berry, Dunn, McNeil & Parker, LLC

EDUCATION AND

CERTIFICATIONS
MPA, Evans School of Public
Policy and Governance,
University of Washington
BS, Business Management,
Stritch University
Senior Executive Institute,
University of Virginia
Institute of Cultural Affairs
(ICA) Technology of
Participation® (ToP®) Certified

AFFILIATIONS AND

MEMBERSHIPS
 Government Finance
Officers Association (GFOA)
 International City/County
Management Association
(ICMA)

SELECT CLIENTS
Bloomfield Township, MI
City of Blue Springs, MO
City of Eugene, OR
City of Foley, AL
City of Indio, CA
City of Port Arthur, TX
City of Janesville, WI
City of Waukesha, WI
St. Johns County, FL
Jen is a senior consultant in our Local Government Practice Group. She has over 25 years of public-sector experience and significant expertise in strategic and financial planning. Jen has led, planned, and coordinated fiscal affairs for cities across Washington and Minnesota, holding influential leadership positions such as city administrator, director of finance, and executive director for an Economic Development Authority. Supplementing her background in public-sector administration, Jen is well versed in, organizational development, performance management, operations and process improvement, economic and business development, and enterprise resource planning implementations.

RELEVANT EXPERIENCE
Local Government: Extensive, hands-on experience in the public sector has given Jen in-depth knowledge of city operations, including staffing, facility, and fleet management. She has a demonstrated history of directing resources to ensure optimum service delivery and support the economic vitality of local business.

Financial Management and Planning: Jen’s experience leading fiscal affairs includes budget development and administration, long-term financial planning, accounting, audit, payroll, investment management, debt management, and billing and collections. As director of business development and finance for the City of Waconia, Minnesota, Jen prepared and maintained a 20-year financial management plan, with an integrated 10-year capital improvement plan to support long-term objectives.

Organizational Development: Jen specializes in development and planning at both the departmental and city level, guiding operations to achieve long-range strategic goals. She has both facilitated and consulted on organizational assessments, economic development programs, as well as projects focused on process improvement. Jen has additional leadership experience in human resources programs, including personnel retention, and performance management.

Information Technology and Systems Management: Throughout various roles, Jen has worked to integrate technology to optimize organizational processes. She led the implementation of a city-wide enterprise software project and continually developed information services providing e-government services delivery. Her experience includes overseeing information services departments and advising organizations on ERP software implementation.
2011
Appendix A. Resumes 31
Karen Whichard, MPA, Prosci® CCP

SENIOR CONSULTANT / FACILITATOR
Berry, Dunn, McNeil & Parker, LLC

EDUCATION AND

CERTIFICATIONS
MPA, University of North
Carolina Charlotte
BA, Journalism and Mass
Communication, University of
North Carolina at Chapel Hill
Prosci® Certified Change
Practitioner

SELECT CLIENTS
City of Capitola, CA
City of Colorado Springs, CO
City of Foley, AL
City of Margate, FL
City of New Braunfels, TX
City of Sarasota, FL
DuPage County, IL
Lake County, IL
Metro Nashville, TN
Orange County, NC
Onslow County, NC
Tompkins County, NY
St. Johns County, FL
Karen is a senior consultant in BerryDunn’s Local Government Practice Group.

She is a seasoned public sector leader with 19 years of experience in both small and large local governments. Her time with local government organizations ranges from working with a town of 15,000 residents to playing a key role for the City of Charlotte, North Carolina, which is home to nearly 900,000 residents. She boasts a significant track record of successfully building consensus, solving complex problems, and navigating diverse political environments to implement the policy vision of elected bodies.

RELEVANT EXPERIENCE
Strategic Planning: Both during her time in the public sector and at BerryDunn, Karen has successfully led the development of strategic plans. For Karen, a successful plan reflects community goals, staff expertise, and elected official policy direction. Each of these components is critical to a plan that is able to be implemented successfully. In addition to the right inputs, Karen’s background in city budget development allows her to guide her clients as they integrate plan objectives with budget priorities. During Karen’s time with the Town of Davidson, North Carolina, she directed the creation and adoption of the 2020-2021 two-year strategic plan including managing the biennial town board retreat. While working for the City of Charlotte, Karen served as the lead budget analyst for the Strategy and Budget Department. In this role, she contributed to the City’s Environmental Focus Area Plan and the Strategic Energy Action Plan.

Organizational Development: Building upon her significant local government expertise, Karen has led successful organizational assessments for BerryDunn clients. She brings a deep understanding of the challenges of local government service delivery, having served both in operating departments and executive management roles. Her ability to connect to staff at all levels as a project manager helps ensure the final recommendations are actionable and relevant to the organization. As assistant county manager for Gaston County, North Carolina, Karen was a member of the executive leadership team. In this role, she helped rebuild the relationship with a key community non-profit active in child welfare and foster care after years of challenges. She also implemented a change management program to improve workplace culture in the Division of Social Services – Child Welfare Division. Karen reformed the Health & Human Services Division to increase collaboration, promote efficiency, and improve client outcomes.

Financial Management: As a member of the City of Charlotte Strategy and Budget Department, Karen provided operating and capital budget oversight of operating and capital budgets for functions including housing and neighborhoods, code enforcement, solid waste collections and the City’s water/sewer utility. This work included analyzing budgets and personnel requests for appropriate staffing levels, evaluating capital needs, benchmarking city services, and ensuring rates and fees were set to meet cost recovery targets. As assistant town manager for the Town of Davidson, she managed the Town’s $14 million public facilities project as well as $17 million in general obligation bond projects for parks, greenways and transportation. Part of this work led to the Town of Davidson’s first AAA bond rating. 2012
Appendix A. Resumes 32
Bailey Dickinson, MPA

CONSULTANT / RESEARCH ANALYST
Berry, Dunn, McNeil & Parker, LLC

EDUCATION AND

CERTIFICATIONS
MPA, University of Georgia
BA, Political Science, University
of Georgia
BA, Communication Studies,
University of Georgia
Public Affairs Professional
Certificate, Applied Politics,
University of Georgia
Certified Public Manager, Carl
Vinson Institute of Government
Grant Writing Certificate,
Georgia Center for Continuing
Education

AFFILIATIONS AND

MEMBERSHIPS
 Georgia City / County
Management Association,
Scholarship Committee

SELECT CLIENTS
City of Apopka, FL
City of Blue Springs, MO
City of Eugene, OR
City of Homestead, FL
City of Indio, CA
City of Margate, FL
Housing Authority of the City of
Erie, PA
Bailey Dickinson is a consultant in our Local Government Practice Group. His wide-ranging experience in the public sector has given him broad exposure to aspects of local government administration, including strategic planning, research, and grants management. As special projects coordinator for the City of Covington, Georgia, he led award-winning community projects and managed strategic planning across departments. Skilled in research and program development, he has overseen research initiatives, supported policy analysis, and contributed to government training curricula over the course of his career.

PROJECT EXPERIENCE
Local Government: Bailey served as both the special projects coordinator and assistant to the city manager during his time with the City of Covington, Georgia. He led Covington’s two winning applications for the Georgia Municipal Association’s (GMA’s) Visionary City Award---awarded for excellence in community engagement.

His experience as a graduate research assistant with Carl Vinson Institute of Government exposed him to multiple facets of local government, where helped digitize training programs for associations such as the County Commissioners of Georgia and the Georgia City and County Management Conferences.

Strategic Planning: As Covington’s special projects coordinator, Bailey managed the City’s strategic planning initiatives in partnership with the GMA, aligning departmental objectives and community goals. His responsibilities included facilitating public engagement initiative groups, researching municipal management best practices, writing organizational policies, and developing longterm departmental strategic plans.

Research and Analysis: While at the Carl Vinson Institute of Government, Bailey oversaw undergraduate research initiatives, maintained communication with legislative offices, and tracked research progress. He further honed his analytical abilities as a legislative fellow for a former U.S. senator, where he conducted policy research on issues related to economic development, agriculture, transportation, and energy, contributing to informed decision-making.
2013
Appendix B. Work Samples 33
Appendix B. Work Samples
On the following pages, we provide work samples of previously developed strategic plans for the City’s review. 2014
STRATEGIC PLAN • 2023-2028 2015

LETTER FROM THE MAYOR
Dear Ennis Community, ear Ennis Community,
On behalf of our elected officials and City staff, I want to thank you for choosing Ennis as your home. We want you and your families to continue to thrive in Ennis and embrace all the charming qualities we know and love. As a lifelong Ennis resident, it brings my heart so much fulfillment to see our wonderful city on a forward-moving path. Over the last seven years, we have experienced growth and change at a pace we never thought was possible and this is just the beginning! As we move along this path, it is crucial to have a compass to guide us as we serve you. This is the purpose of the city-wide Strategic Plan: to act as a guide to ensure we uphold our commitment to you and are held accountable.

I look forward to seeing this plan in motion as we ok forward to seeing this plan in motion as we move toward a bright, prosperous future for Ennis. ove toward a bright, prosperous future for Ennis.

Mayor Angeline Juenemann
2 2016

LETTER FROM THE CITY MANAGER
Greetings from your City Manager reetings from your City Manager I am writing today to let you know how excited I am about our soon to be minted Strategic Plan. Over the years, we have developed several master plans to include, a Comprehensive Plan, a Downtown Master Plan, a Parks Master Plan, Water & Wastewater Master Plans, and soon we will develop an Airport Master Plan.

While these various master plans address specific areas and aspects of making Ennis a better place to live, work and raise a family, it’s the Strategic Plan that provides a comprehensive framework to focus the work and priorities of the City staff toward accomplishing specific goals.

The Strategic Plan is a tangible expression of our representative democracy.

We elect members of the community to serve as your representatives on the City Commission and through them, your wants, needs and priorities have become the Strategic Plan. Our Mission Statement describes our purpose and reason for existing.

Our Vision Statement defines our desired future and provides direction for where we want to go as a community.

Guiding Principles determine how the City staff will conduct its business, make decisions, and deliver programs and services to the community. Strategic Priorities and the supporting Objectives and Performance Measures define the specific things the city staff needs to focus on.

I firmly believe one of the key components driving the growth, prosperity, and improving quality of life in our city is what I call “Strategic Discipline.” I am proud of our collective ability and willingness to “stick to the plan” even when it takes many years to fully implement the plan. I am confident the Strategic Plan will lead us into a bright and wonderful future for ours and future generations.

I am especially grateful to our elected officials and the many citizens and stakeholders who actively participated in this important and consequential process.

The City Team will work hard every day to make our shared he City Team will work hard every day to make our shared Vision of the future a reality! ision of the future a reality! City Manager Marty Nelson
3 2017

CITY LEADERSHIP
Our Government ur Government
The legislative and governing body of the City of Ennis consists of a Mayor, Mayor Pro Tem, and five Commissioners. The City Commission is elected on a non-partisan basis with individual Commission members elected to three-year staggered terms. Five of the Commission members are elected from their respective single member wards. The Mayor and Mayor Pro Tem are elected at large. The City of Ennis has operated under the Commission-Manager form of government since 1956. The City Commission is responsible for passing ordinances, adopting a budget, appointing committees, and hiring the City Manager, City Secretary, City Attorney, and City Judge.

Regular meetings of the City Commission are held the first and third Tuesday of each month at 6:30 P.M. in the City Commission Chambers, 107 N. Sherman St., Ennis, TX 75119.

Angeline Juenemann, Mayor
Jake Holland, Mayor Pro Tem
Rowdy Pruitt, Commissioner Ward 1
Bruce Jones, Commissioner Ward 2
Kameron Raburn, Commissioner Ward 3
Shirley Watson, Commissioner Ward 4
Bill Honza, Commissioner Ward 5
4 2018

PLAN AT A GLANCE
Guiding Principles uiding Principles
Transparent and Ethical
We communicate and carry out the city’s responsibilities with integrity.

We are committed to serving with the highest ethical standards and professionalism.

Financial Responsibility
We manage all resources entrusted to our care for the benefit of current and future generations.

Equity and Fairness
We achieve equitable outcomes by drawing upon community diversity in decision making.

Thoughtful and Innovative
Together with our community partners, we encourage creative and cutting-edge ideas, and apply new thinking and methods to proactively address issues and solve problems at the source.

Approachable and Compassionate Service
We are an open and responsive city government, serving with dignity, respect, empathy, and kindness.

Valuing Our Employees
We continuously invest in the growth, professional development, and well-being of our employees while creating a diverse, friendly, supportive, and productive environment where employees thrive and are engaged.
5 Vision Statement ision Statement
Ennis sustains its small-town atmosphere
and identity while promoting growth
and development, as well as providing
opportunities for all to thrive in a safe,
inclusive, and creative community.

Mission Statement ission Statement
Provide quality services equitably
across the bluebonnet city that creates
a family-friendly community with a
shared sense of belonging sustained
for generations to enjoy
2019

PLAN AT A GLANCE
6 2020

BUILDING TRUST
Improve the relationship between City staff and the public by providing open mprove the relationship between City staff and the public by providing open two-way communication that creates greater transparency and opportunities wo-way communication that creates greater transparency and opportunities for the public to participate in governmental activities. for the public to participate in governmental activities.

OBJECTIVES
• Use multiple platforms and media to enhance citizen communication. • Create more transparent communication opportunities for Police Department policies and procedures to enhance public trust. • Develop a community engagement strategy to promote citizen involvement in the local government and community.
• Deliver effective and equitable customer service to improve citizens’ experience with their city government.
• Provide accurate, consistent, and frequent communication to the public to increase transparency and awareness.
• Establish a bilingual outreach and communication plan to equitably communicate with our community.

PERFORMANCE MEASURES
• Increase communication frequency.
• Increase the diversity of communication mediums.
• Increase the engagement rate through City quarterly email updates. • Increase number of volunteers for City boards and commissions. • Increase attendance and participation in civic organizations and activities. • Increase Police Department community engagement.
• Increase Fire Department community engagement.
• Increase Ennis CARES community engagement.
• Increase number of hours for staff training in customer service. • Increase participation in quarterly town-hall meetings. • Finalize bilingual outreach and communication plan before September 2024. 7 2021

SAFE AND HEALTHY COMMUNITY
Engage the community through education and outreach, invest in innovative ngage the community through education and outreach, invest in innovative programming, collaborative community partnerships, and provide the resources rogramming, collaborative community partnerships, and provide the resources needed to help ensure public safety and wellbeing for people in Ennis eeded to help ensure public safety and wellbeing for people in Ennis.

OBJECTIVES
• Invest in personnel, training, equipment, technology, and professional education to enhance the delivery of public safety services (code enforcement, fire, health, police, public works, and social services). • Work to ensure emergency response personnel are professionally trained, equipped and ready to quickly respond to disasters and threats to public safety.
• Implement community-based public safety services to develop an interactive and engaged relationship with the community. • Collaborate with partners to support programs, initiatives, and services that promote public safety, environmental health, physical health, mental health, and longevity.
• Develop the Community Services Center and partner with other service providers to expand health and human services programming capacity.

PERFORMANCE MEASURES
• Percentage reduction in violent and property crimes that impact quality of life. • Percentage improvement in response times to Police Department emergency calls as compared to the national standard.
• Percentage improvement in response times to Fire Department emergency calls as compared to the national standard.
• Percentage improvement in alarm answering and alarm processing time as compared to national standard.
• Maintain current ISO Public Protection Classification rating as defined by the Fire Suppression Rating Schedule.
• Increase access to food for community members experiencing hunger. • Increase available food resources for eligible individuals. • Increase number of non-duplicated client contacts for individuals and households experiencing food insecurity annually.
• Increase number of partnerships that provide social services support. • Percentage increase in environmental education events and programming. • Increase utilization of the Loan-A-Tool program.
• Increase number of hours for City staff safety training annually. • Mitigate number of accidents by City staff with city vehicles and equipment. • Increase access to mental health services through partner organizations. • Percentage increase in voluntary compliance rates for code violations. • Percentage decrease in number of code violations.
• Percentage decrease in time to resolve a code violation. • Increase number of volunteers for code enforcement clean-up days. 8 2022

VIBRANT LIFESTYLE
Elevate life experiences throughout our community by providing residents and levate life experiences throughout our community by providing residents and visitors with opportunities to enjoy events, entertainment, recreation, nature, isitors with opportunities to enjoy events, entertainment, recreation, nature, and celebrate the City’s diverse cultures and historic resources. nd celebrate the City’s diverse cultures and historic resources.

OBJECTIVES
• Implement the General Capital Improvement Plan (CIP) to provide the community with projects and facilities that enhance our quality of life. • Revitalize our parks and enhance recreational opportunities by implementing the Parks Master Plan.
• Support parks and recreation programs, services, and facilities by ensuring equitable access for all.
• Facilitate and promote the use of public spaces for arts, culture, festivals and special events that make people feel welcome and connected to our community.
• Improve the overall beautification, appearance, and environmental sustainability of the city to promote a sense of pride for the community. • Protect and preserve our heritage and historic resources through thoughtful land use, environmental stewardship, and sustainable practices. • Improve mobility networks (sidewalks, walking and biking trails) to create a more connected Ennis that supports healthy lifestyles.
• Provide accessible, modern and extensive library services to promote learning, literacy, and overall quality of life.
• Promote improved access to health care, social services, senior services and public transportation to improve the health and wellness of our community.

PERFORMANCE MEASURES
• Implement the CIP.
• Percentage increase in resident satisfaction with parks and recreational experiences/options. • Increase participation in arts, culture, festivals and special events. • Increase number of volunteer hours for Keep Ennis Beautiful events. • Increase number of volunteers for Keep Ennis Beautiful events. • Increase number of Keep Ennis Beautiful events.
• Increase number of citizen education presentations.
• Increase connectivity of trails, sidewalks and walkways. • Increase satisfaction in library services.
• Construct the Community Service Center by December 2025. 9 2023

THRIVING ECONOMY
Expand and grow the City strategically and thoughtfully so business and industry xpand and grow the City strategically and thoughtfully so business and industry can thrive, residents have access to quality job opportunities, revenue is generated to an thrive, residents have access to quality job opportunities, revenue is generated to sustain city government, and Ennis retains its small-town character and identity.

OBJECTIVES
• Encourage development throughout the community, with focuses on Bardwell Lake, Kaufman Corridor, and the Historic Downtown • Implement the Downtown Master Plan to revitalize the Historic Downtown. • Promote the City and its unique cultural and natural environment and spectacular wildflowers for tourism, events and activities that serve as our “first impression” with potential residents, investors and developers. • Promote tourism through expansion of programs, activities, and facilities. • Actively collaborate with the Chambers of Commerce to support the growth and prosperity of local businesses.
• Create, retain and sustain the growth of quality businesses to diversify the local economy (industrial, commercial, retail and restaurant development). • Develop and implement a business recruitment strategy that results in higher-than-average wage jobs for Ennis residents.
• Enhance and expand workforce development initiatives to increase access to employment and career opportunities.
• Support residential development while working to ensure new neighborhoods are well planned and configured to support a healthy quality of life.
• Implement a marketing strategy that emphasizes our “Brand Story” and “Brand Identity” to present the City in the best possible light to attract new residents, investors, developers and businesses. • Develop and implement an Airport Layout Plan to help ensure highest and best use of the municipal airport.

PERFORMANCE MEASURES
• Increase the per capita income.
• Increase the median household income.
• Increase sales tax revenue.
• Upward movement trended for a desirable balance of housing value. • Increase employment opportunity awareness throughout the City and its partners. • Increase number of employment opportunities in Ennis. • Increase number of new businesses.
• Increase number of renovated historic buildings through historic preservation and façade improvement grants. 10 2024

EXCEPTIONAL PUBLIC SERVICE
11 Invest in resilient infrastructure and the provision of vital public services nvest in resilient infrastructure and the provision of vital public services that enhance safety, community connectivity, and quality of life. hat enhance safety, community connectivity, and quality of life.

OBJECTIVES
• Invest in personnel, training, equipment, technology and professional education to enhance the delivery of public services and improve customer service. • Invest in all critical infrastructure per the CIP to create resilient systems capable of supporting current customers while enabling and supporting new growth and development.
• Develop and implement a Utility CIP based on the Water Master Plan and Wastewater Master Plan to improve and expand quality infrastructure. • Develop and implement the Pavement Management Plan to guide future investments in street maintenance and repair.
• Implement the Stormwater Master Plan to guide development. • Develop and implement a plan for sidewalk improvements to enhance mobility. • Create a customer service center to improve access to information and resolve issues for the community.

PERFORMANCE MEASURES
• Increase number of training hours per employee.
• Increase attendance at annual professional association conferences. • Mitigate number of employee work-related accidents.
• Maintain required employee certifications.
• Assess the Fleet Replacement Program.
• Implement the CIP.
• Implement the Pavement Management Plan.
• Increase on-site inspections of construction projects. • Increase sidewalk connections and improvements.
• Increase number of issues resolved through the customer service center. 2025
HOW DID WE BUILD THIS PLAN?
12 Online interactions
with Social Pinpoint
3440
Interviews 12
Commission workshops 2
Social media engagements 25000
Ideas Wall
comments
120
Community forums 2
Social media posts 18
Survey responses 154
Focus groups 10
City Leadership meetings 10
Emails in a newsletter 500
2026

PROJECT TIMELINE
13 DECEMBER 2022 –
FEBRUARY 2023
Refine Objectives and
Performance Measures
MARCH 2023
Review Initial Strategic Plan
APRIL 2023
Plan Adoption by
Mayor and City Commission
Strategic Plan Adoption
OCTOBER 2022
Strategic Plan Social Pinpoint Site
closed for comment
NOVEMBER 2022
City Commission Planning Session
November 2
Leadership Planning Session
November 3
JUNE – JULY 2022
Project Initiation and Management
AUGUST 2022
Strategic Plan
Social Pinpoint Site Launched
Initiate Interviews
Initiate Focus Groups
SEPTEMBER 2022
Complete Interviews
Complete Focus Groups
Community Forums held
September 15 and 17
OCTOBER 2023 –
SEPTEMBER 2028
Implement City of Ennis Strategic Plan
MAY – SEPTEMBER 2023
Implementation Planning
2027
WHAT’S NEXT
14 Putting the Plan into Action utting the Plan into Action Built to endure the changes of a five-year period while staying relevant, this Strategic Plan is high level. This means it says what the City will focus on to achieve the desired future for Ennis. The City’s departments will work together to develop detailed implementation plans that lay out the actions required to fulfill each strategic goal and objective.

We are committed to focusing resources on the priorities that best serve the needs and desires expressed by our community and captured in this plan. As needs or opportunities shift during the life of the plan, the City expects to address any needed changes as part of the City’s budget process.

The City will also address the six guiding principles identified by the City Commission during the strategic planning process.

Guiding Principles uiding Principles
Transparent and Ethical
Financial Responsibility
Equity and Fairness
Thoughtful and Innovative
Approachable and Compassionate Service
Valuing Our Employees
These guiding principles are expectations for how the City makes decisions and delivers services.

Employees will apply these principles in their day-to-day work.

Keeping Track of Progress
How are we doing? We’ll let you know.

The City will monitor progress toward our Strategic Plan goals and objectives, as well as report on the performance measures.

Tracking keeps us transparent and holds us accountable.

The City will provide the community with an annual report and year-end Commission presentation. Community members can expect to understand what the City is working on and the benefits that will result for residents, businesses, and the community overall.

Monthly
City staff will meet and discuss progress on strategic plan goals and objectives.

Quarterly
City leadership will provide the City Manager with updates on progress toward each strategic priority and goal.

Twice A Year
The City Manager will provide the City Commission with an update on progress toward each strategic priority and goal, including successes and challenges.

Annually
The City Manager will provide a year-end report detailing progress on each strategic goal and objective. The report will be presented to the Commission and posted on the City’s website, www.ennistx.gov, for community access. 2028

ACKNOWLEDGEMENTS
15 This strategic plan is a vital tool that will be used to help us better serve our his strategic plan is a vital tool that will be used to help us better serve our community. It was developed through a combined effort that involved citizens, ommunity. It was developed through a combined effort that involved citizens, City staff, elected officials, and key stakeholders. We are thankful to everyone who ity staff, elected officials, and key stakeholders. We are thankful to everyone who saw the importance of this plan and dedicated their time over the past few months aw the importance of this plan and dedicated their time over the past few months to bring it to life. We also want to thank the consulting team at BerryDunn for o bring it to life. We also want to thank the consulting team at BerryDunn for leading this process and providing guidance throughout. eading this process and providing guidance throughout.

City Commision
Angeline Juenemann, Mayor
Jake Holland, Mayor Pro Tem
Rowdy Pruitt, Commissioner Ward 1
Bruce Jones, Commissioner Ward 2
Kameron Raburn, Commissioner Ward 3
Shirley Watson, Commissioner Ward 4
Bill Honza, Commissioner Ward 5
City Senior Staff
Marty Nelson, City Manager Irene Kasujja, Human Resources David Anthony, Capital Projects Paul Liska, Parks & Recreation Stephen Barnes, Finance Becky McCarty, Downtown & Tourism Ashley Colunga, Marketing Dustin Munn, Police Chief
Jessica Diaz, Library Mark Richardson, Planning & Development Bill Evans, Fire Chief Angie Wade, City Secretary
Ed Green, Public Works Jim Wehmeier, Economic Development Kevin Howard, Health Chad Wester, Fire Marshal
BerryDunn Consulting Team
Seth Hedstrom, Project Principal
Michelle Kennedy, Project Manager and Lead Facilitator
Sondra Hathaway, Facilitator
Maddison Powers Spencer, Research Analyst
2029
STRATEGIC PLAN • 2023-2028 2030
PLAN ESTRATEGICO • 2023-2028 2031

UNA CARTA DE SU ALCALDESA
Estimada comunidad de Ennis, stimada comunidad de Ennis, En nombre de nuestros funcionarios electos y el personal de la ciudad, quiero darle las gracias por elegir Ennis como su hogar. Queremos que ustedes y sus familias sigan prosperando en Ennis y disfruten de todas las cualidades encantadoras que conocemos y amamos. Como residente de Ennis de toda la vida, me llena el corazón ver que nuestra maravillosa ciudad avanza hacia el future en un camino hacia adelante. En los últimos siete años, hemos experimentado un crecimiento y un cambio a un ritmo que nunca pensamos fuera posible, ¡y esto es sólo el principio! A medida que avanzamos por este camino, es crucial contar con una brújula que nos guíe mientras les servimos.

Este es el propósito del Plan Estratégico para toda la ciudad: servir de guía para garantizar que mantenemos nuestro compromiso con ustedes y que rendimos cuentas.

Espero ver este plan en marcha mientras avanzamos hacia un futuro brillante y próspero para Ennis.

Alcaldesa Angeline Juenemann
2 2032

CARTA DEL DIRECTOR MUNICIPAL
Saludos de su Director Municipal aludos de su Director Municipal Les escribo hoy para hacerles saber lo entusiasmado que estoy con nuestro pronto Plan Estratégico. Con los años, hemos desarrollado varios planes maestros para incluir, un Plan Integral, un Plan Maestro del Centro, un Plan Maestro de Parques, Agua y Aguas Residuales Planes Maestros, y pronto vamos a desarrollar un Plan Maestro del Aeropuerto. Si bien estos diversos planes directores abordan áreas y aspectos específicos para hacer de Ennis un lugar mejor para vivir, trabajar y formar una familia, es el Plan Estratégico el que proporciona un marco global para centrar el trabajo y las prioridades del personal de la ciudad hacia la consecución de objetivos específicos.

El Plan Estratégico es una expresión tangible de nuestra democracia representativa. Elegimos a miembros de la comunidad para que sean sus representantes en la Comisión Municipal y, a través de ellos, sus deseos, necesidades y prioridades se han convertido en el Plan Estratégico. en el Plan Estratégico. Nuestra Misión describe nuestro propósito y nuestra razón de ser. Nuestra Declaración de Visión define nuestro futuro deseado y proporciona la dirección hacia dónde queremos ir como comunidad. Los Principios Rectores determinan la forma en que el personal de la ciudad llevará a cabo sus actividades, tomará decisiones y ofrecerá programas y servicios a la comunidad.

Las Prioridades Estratégicas y los Objetivos y Medidas de Rendimiento que las sustentan definen los aspectos concretos en los que debe centrarse el personal de la ciudad.

Creo firmemente que uno de los componentes clave que impulsan el crecimiento, la prosperidad y la mejora de la calidad de vida en nuestra ciudad es lo que yo llamo “Disciplina Estratégica”. Estoy orgulloso de nuestra capacidad y voluntad colectivas de “ceñirnos al plan”, incluso cuando se tarda muchos años en aplicarlo plenamente.

Confío en que el Plan Estratégico nos conducirá a un futuro brillante y maravilloso para nosotros y para las generaciones futuras.

Estoy especialmente agradecido a nuestros cargos electos y a los numerosos ciudadanos y partes interesadas que han participado activamente en este importante y trascendental proceso.

El equipo de la ciudad trabajara duro cada día para hacer realidad l equipo de la ciudad trabajara duro cada día para hacer realidad nuestra visión compartida del futuro. uestra visión compartida del futuro. Director Municipal Marty Nelson 3 2033

LIDERAZGO LOCAL
Nuestro Gobierno uestro Gobierno
El órgano legislativo y de gobierno de la ciudad de Ennis está formado por un alcalde, un alcalde interino y cinco comisionados. La Comisión de la Ciudad es elegida sobre una base no partidista con los miembros individuales de la Comisión elegidos por períodos escalonados de tres años. Cinco de los miembros de la Comisión son elegidos de sus respectivos distritos uninominales. El alcalde y el alcalde interino son elegidos por sufragio universal.

La ciudad de Ennis ha funcionado bajo la forma de gobierno Comisión-Gerente desde 1956. La Comisión Municipal es responsable de La Comisión Municipal es responsable de aprobar ordenanzas, aprobar el presupuesto, nombrar comités y contratar al Administrador Municipal, al Secretario Municipal, al Abogado Municipal y al Juez Municipal.

Las reuniones regulares de la Comisión de la Ciudad se celebran el primer y tercer martes de cada mes a las 6:30 P.M. en las Cámaras de la Comisión de la Ciudad, 107 N. Sherman St., Ennis, TX 75119.

Angeline Juenemann, Alcaldesa
Jake Holland, Alcalde Provisional
Rowdy Pruitt, Comisionado 1
Bruce Jones, Comisionado 2
Kameron Raburn, Comisionado 3
Shirley Watson, Comisionado 4
Bill Honza, Comisionado 5
4 2034

UN VISTAZO AL PLAN
Principios rincipios
Transparente y Ético
Comunicamos y desempeñamos las responsabilidades de la ciudad con integridad.

Nos comprometemos a servir con la máxima ética y profesionalidad.

Responsabilidad Financiera
Gestionamos todos los recursos confiados a nuestro cuidado en beneficio de las generaciones actuales y futuras.

Equidad e Imparcialidad
Logramos resultados equitativos recurriendo a la diversidad de la comunidad en la toma de decisiones.

Reflexivo e Innovador
Junto con nuestros socios comunitarios, fomentamos las ideas creativas y de vanguardia, y aplicamos nuevas ideas y métodos para abordar proactivamente los problemas y resolverlos en su origen.

Servicio Accesible y Compasivo
Somos un gobierno municipal abierto y receptivo, que sirve con dignidad, respeto, empatía y amabilidad.

Valoramos a Nuestros Empleados
Invertimos continuamente en el crecimiento, el desarrollo profesional y el bienestar de nuestros empleados, al tiempo que creamos un entorno diverso, cordial, solidario y productivo en el que los empleados prosperan y están comprometidos. 5 Visión
Ennis mantiene su ambiente e identidad de
pueblo pequeño a la vez que promueve el
crecimiento y el desarrollo, además de ofrecer
oportunidades para que todos prosperen en
una comunidad segura, inclusiva y creativa,
segura, inclusiva y creativa.

Misión
Proporcionar servicios de calidad de forma
equitativa en toda la ciudad de Bluebonnet,
creando una comunidad familiar con un
sentimiento compartido de pertenencia
que se mantenga para disfrute de las
generaciones venideras.
2035

UN VISTAZO AL PLAN
6 Servic
i
o
PúblicoExcepcional
Fomentar laConfianza
UnaComunidad Segura
y
S
ana
Una Economía Próspera Un Estilo de Vida Vibrante
2036

FOMENTAR LA CONFIANZA
Mejorar la relación entre el personal de la Ciudad y el público, proporcionando ejorar la relación entre el personal de la Ciudad y el público, proporcionando una comunicación abierta y bidireccional que cree una mayor transparencia y na comunicación abierta y bidireccional que cree una mayor transparencia y oportunidades para que el público participe en las actividades gubernamentales portunidades para que el público participe en las actividades gubernamentales

OBJECTIVOS
• Utilizar múltiples plataformas y medios de comunicación para mejorar la comunicación con los ciudadanos.
• Crear oportunidades de comunicación más transparentes para las políticas y procedimientos del Departamento de Policía con el fin de aumentar la confianza de los ciudadanos.
• Desarrollar una estrategia de compromiso con la comunidad para promover la participación ciudadana en el gobierno local y en la comunidad.
• Prestar un servicio de atención al cliente eficaz y equitativo para mejorar la experiencia de los ciudadanos con su gobierno municipal. • Proporcionar al público una comunicación precisa, coherente y frecuente para aumentar la transparencia y la concienciación. • Establecer un plan de divulgación y comunicación bilingüe para comunicarnos equitativamente con nuestra comunidad.

MEDIDAS DE RENDIMIENTO
• Aumentar la frecuencia de la comunicación
• Aumentar la diversidad de los medios de comunicación
• Aumentar la tasa de compromiso a través de las actualizaciones trimestrales por correo electrónico
• Aumentar el número de voluntarios en las juntas y comisiones municipales. • Aumentar la asistencia y la participación en organizaciones y actividades cívicas • Aumentar el compromiso de la comunidad con el Departamento de Policía • Aumentar el compromiso de la comunidad con el Departamento de Bomberos • Aumentar el compromiso con la comunidad de Ennis CARES • Aumentar el número de horas de formación del personal en atención al cliente • Aumentar la participación en las reuniones municipales trimestrales. • Finalizar el plan de divulgación y comunicación bilingüe antes de septiembre de 2024 7 2037

UNA COMUNIDAD SEGURA Y SANA
Involucrar a la comunidad a través de la educación y la divulgación, invertir en nvolucrar a la comunidad a través de la educación y la divulgación, invertir en programas innovadores, asociaciones comunitarias de colaboración y proporcionar rogramas innovadores, asociaciones comunitarias de colaboración y proporcionar los recursos necesarios para ayudar a garantizar la seguridad pública y el bienestar os recursos necesarios para ayudar a garantizar la seguridad pública y el bienestar de los habitantes de Ennis. e los habitantes de Ennis.

OBJECTIVOS
• Invertir en personal, formación, equipamiento, tecnología y educación profesional para mejorar la prestación de servicios de seguridad pública (aplicación de códigos, bomberos, sanidad, policía, obras públicas y servicios sociales).
• Trabajar para garantizar que el personal de respuesta a emergencias esté profesionalmente formado, equipado y preparado para responder rápidamente a catástrofes y amenazas a la seguridad pública. • Implementar servicios de seguridad pública basados en la comunidad para desarrollar una relación interactiva y comprometida con la comunidad. • Colaborar con los socios para apoyar programas, iniciativas y servicios que promuevan la seguridad pública, la salud medioambiental, la salud física, la salud mental y la longevidad.
• Desarrollar el Centro de Servicios Comunitarios y asociarse con otros proveedores de servicios para ampliar la capacidad de programación de servicios sanitarios y humanos.

MEDIDAS DE RENDIMIENTO
• Reducción de los delitos violentos y contra la propiedad que afectan a la calidad de vida. • Mejora en los tiempos de respuesta a las llamadas de emergencia del Departamento de Policía en comparación con la norma nacional.
• Mejora en los tiempos de respuesta a las llamadas de emergencia del Departamento de Bomberos en comparación con la norma nacional.
• Mejora en el tiempo de respuesta y procesamiento de alarmas en comparación con la norma nacional.
• Mantener la clasificación actual de protección pública ISO según lo definido por el Programa de Clasificación de Extinción de Incendios.
• Aumentar el acceso a los alimentos para los miembros de la comunidad que padecen hambre. • Aumentar los recursos alimentarios disponibles para las personas que reúnen los requisitos. • Aumentar anualmente el número de contactos de clientes no duplicados para personas y hogares que sufren inseguridad alimentaria. • Aumentar el número de asociaciones que proporcionan apoyo de servicios sociales. • Aumentar el porcentaje de eventos y programas de educación medioambiental. • Aumentar la utilización del programa Loan-A-Tool.
• Aumentar el número de horas anuales de formación en seguridad del personal municipal. • Reducir el número de accidentes del personal municipal con vehículos y equipos municipales. • Aumentar el acceso a servicios de salud mental a través de organizaciones asociadas. • Aumento porcentual de los índices de cumplimiento voluntario de las infracciones del código. • Disminución del número de infracciones.
• Disminución del tiempo necesario para resolver una infracción del código. • Aumentar el número de voluntarios para los días de limpieza de la aplicación del código. 8 2038

UN ESTILO DE VIDA VIBRANTE
Elevar las experiencias vitales en toda nuestra comunidad ofreciendo a residentes y levar las experiencias vitales en toda nuestra comunidad ofreciendo a residentes y visitantes oportunidades para disfrutar de eventos, entretenimiento, ocio, naturaleza isitantes oportunidades para disfrutar de eventos, entretenimiento, ocio, naturaleza y celebrar las diversas culturas y recursos históricos de la ciudad y celebrar las diversas culturas y recursos históricos de la ciudad

OBJECTIVOS
• Ejecutar el Plan General de Mejoras de Capital (PMPC) para dotar a la comunidad de proyectos e instalaciones que mejoren nuestra calidad de vida. • Revitalizar nuestros parques y mejorar las oportunidades recreativas aplicando el Plan Maestro de Parques.
• Apoyar los programas, servicios e instalaciones de parques y ocio garantizando un acceso equitativo para todos.
• Facilitar y promover el uso de los espacios públicos para las artes, la cultura, los festivales y los eventos especiales que hacen que la gente se sienta bienvenida y conectada con nuestra comunidad. • Mejorar el embellecimiento, el aspecto general, y la sostenibilidad del medio ambiente de la ciudad para promover un sentimiento de orgullo por la comunidad.
• Mejorar el embellecimiento y el aspecto general de la ciudad para promover un sentimiento de orgullo por la comunidad.
• Proteger y preservar nuestro patrimonio y recursos históricos mediante un uso reflexivo del suelo, la gestión medioambiental y las prácticas sostenibles. • Mejorar las redes de movilidad (aceras, senderos para peatones y ciclistas) para crear un Ennis más conectado que apoye estilos de vida saludables. • Proporcionar servicios bibliotecarios accesibles, modernos y amplios para promover el aprendizaje, la alfabetización y la calidad de vida en general. • Promover un mejor acceso a la atención sanitaria, los servicios sociales, los servicios para mayores y el transporte público para mejorar la salud y el bienestar de nuestra comunidad.

MEDIDAS DE RENDIMIENTO
• Aplicar el PIC.
• Aumento porcentual de la satisfacción de los residentes con los parques y las experiencias/opciones recreativas.
• Aumentar la participación en arte, cultura, festivales y eventos especiales. • Aumentar el número de horas de voluntariado para los eventos de Keep Ennis Beautiful. • Aumentar el número de voluntarios para los eventos de Keep Ennis Beautiful. • Aumentar el número de eventos de Keep Ennis Beautiful. • Aumentar el número de presentaciones de educación ciudadana. • Aumentar la conectividad de senderos, aceras y paseos. • Aumentar la satisfacción en los servicios de la biblioteca. 9 2039
UNA ECONOMÍA PRÓSPERA
Expandir y hacer crecer la ciudad de forma estratégica y reflexiva para que los negocios xpandir y hacer crecer la ciudad de forma estratégica y reflexiva para que los negocios y la industria puedan prosperar, los residentes tengan acceso a oportunidades laborales la industria puedan prosperar, los residentes tengan acceso a oportunidades laborales de calidad, se generen ingresos para sostener el gobierno de la ciudad y Ennis conserve su carácter e identidad de pueblo pequeño. u carácter e identidad de pueblo pequeño.

OBJECTIVOS
• Fomentar el desarrollo en toda la comunidad, centrándose en Bardwell Lake, el corredor Kaufman y el centro histórico.
• Implementar el Plan Maestro del Centro de la Ciudad para revitalizar el Centro Histórico.
• Promover la Ciudad y su entorno cultural y natural único y sus espectaculares flores silvestres para el turismo, eventos y actividades que sirvan como nuestra “primera impresión” con potenciales residentes, inversores y promotores. • Promover el turismo mediante la ampliación de programas, actividades e instalaciones.
• Colaborar activamente con las Cámaras de Comercio para apoyar el crecimiento y la prosperidad de las empresas locales. • Crear, retener y sostener el crecimiento de empresas de calidad para diversificar • la economía local (desarrollo industrial, comercial, minorista y de restauración). • Desarrollar y aplicar una estrategia de captación de empresas que genere empleos con salarios superiores a la media para los residentes de Ennis.
• Mejorar y ampliar las iniciativas de desarrollo de la mano de obra para aumentar el acceso al empleo y las oportunidades profesionales.
• Apoyar el desarrollo residencial al tiempo que se trabaja para garantizar que los nuevos barrios estén bien planificados y configurados para apoyar una calidad de vida saludable. • Poner en marcha una estrategia de marketing que haga hincapié en nuestra “historia de marca” y nuestra “identidad de marca” para presentar la ciudad de la mejor manera posible con el fin de atraer a nuevos residentes, inversores, promotores y empresas. • Desarrollar y aplicar un Plan de Ordenación Aeroportuaria para garantizar el mejor uso posible del aeropuerto municipal

MEDIDAS DE RENDIMIENTO
• Aumentar la renta per cápita.
• Aumentar la renta media por hogar.
• Aumentar los ingresos por impuestos sobre las ventas. • Tendencia al alza para un equilibrio deseable del valor de la vivienda. • Aumentar la concienciación sobre las oportunidades de empleo en toda la ciudad y sus socios. • Aumentar el número de oportunidades de empleo en Ennis. • Aumentar el número de nuevas empresas.
• Aumentar el número de edificios históricos renovados mediante subvenciones para la conservación histórica y la mejora de fachadas 10 2040
SERVICIO PÚBLICO EXCEPCIONAL
11 Invertir en infraestructuras resistentes y en la prestación de servicios públicos vitales nvertir en infraestructuras resistentes y en la prestación de servicios públicos vitales que mejoren la seguridad, la conectividad de la comunidad y la calidad de vida. ue mejoren la seguridad, la conectividad de la comunidad y la calidad de vida.

OBJECTIVOS
• Invertir en personal, formación, equipamiento, tecnología y educación profesional para mejorar la prestación de servicios públicos y mejorar el servicio al cliente. • Invertir en toda la infraestructura crítica según el PIC para crear sistemas resistentes capaces de dar servicio a los clientes actuales y, al mismo tiempo, permitir y apoyar el nuevo crecimiento y desarrollo.
• Desarrollar y aplicar un PIC de servicios públicos basado en el Plan Maestro de Aguas
• y el Plan Maestro de Aguas Residuales para mejorar y ampliar las infraestructuras de calidad.
• Desarrollar y aplicar el Plan de Gestión de Pavimentos para orientar las futuras inversiones en mantenimiento y reparación de calles. • Aplicar el Plan Maestro de Aguas Pluviales para orientar el desarrollo. • Desarrollar y aplicar un plan de mejora de las aceras para mejorar la movilidad. • Crear un centro de atención al cliente para mejorar el acceso a la información y resolver los problemas de la comunidad.

MEDIDAS DE RENDIMIENTOS
• Aumentar el número de horas de formación por empleado. • Aumentar la asistencia a congresos anuales de asociaciones profesionales. • Reducir el número de accidentes laborales de los empleados. • Mantener las certificaciones exigidas a los empleados. • Evaluar el programa de sustitución de la flota.
• Ejecutar el PIC.
• Aplicar el Plan de Gestión de Pavimentos.
• Aumentar las inspecciones in situ de los proyectos de construcción. • Aumentar las conexiones y mejoras de las aceras.
• Aumentar el número de problemas resueltos a través del centro de atención al cliente. 2041
¿CÓMO CONSTRUIMOS ESTE PLAN?
12 Interacciones en línea
con Social Pinpoint
3440
Entrevistas 12
Talleres de la Comision 2
Interacciones en
las Redes Sociales 25000
Muro de Ideas
comentarios
120
Foros Comunitarios 2
Publicaciones
de Redes Sociales 18
154 Respuestas de
la Encuesta
Grupos de Enfoque 10
Reuniones de
Liderazgo de la Ciudad 10
Correos Electronicos en un Boletin 5002042

PROJECT TIMELINE
13 DICIEMBRE 2022 –
FEBRERO 2023
Refinar los Objetivos y las
Medidas de Desempeño
MARZO 2023
Revisar Plan Estrategico Inicial
ABRIL 2023
Adopcion del plan por el Alcalde y la Comision
de al Ciudad Adopcion del Plan Estratégico
OCTUBRE 2022
Plan Estratégico Social Pinpoint Sitio
Cerrado para Comentarios
NOVIEMBRE 2022
Session de Planificacion de la
Comision de la Ciudad
2 de Noviembre
Sesion de Planificacion de Liderazgo
3 de Noviembre
SEPTIE MBRE 2022
Entrevistas Completas
Grupos Focales Completos
Foros Comunitarios realizados el
15 y 17 de Septiembre
OCTUBRE 2023 –
SEPTIEMBRE 2028
Implementar el Plan Estratégico
de la Ciudad de Ennis
MAYO – SEPTIEMBRE 2023
Planificacion de la Implementacion
JUNIO – JULIO 2022
Inicio y gestión de proyectos
AGOSTO 2022
Lanzamiento del Sitio Social
Pinpoint del Plan Estratégico
Iniciar entrevistas
Iniciar grupos de enfoque
2043

LO SIGUIENTE
14 Poner el plan en acción oner el plan en acción Construido para soportar los cambios de un período de cinco años sin dejar de ser relevante, este Plan Estratégico es de alto nivel.

Esto significa que indica en qué se centrará la ciudad para lograr el futuro deseado para Ennis. Los departamentos de la ciudad trabajarán juntos para desarrollar planes de implementación detallados que establezcan las acciones necesarias para cumplir cada meta y objetivo estratégico.

Nos comprometemos a concentrar los recursos en las prioridades que mejor respondan a las necesidades y deseos expresados por nuestra comunidad y recogidos en este plan. A medida que las necesidades u oportunidades cambien durante la vigencia del plan, la Ciudad espera abordar cualquier cambio necesario como parte del proceso presupuestario de la Ciudad.

La ciudad también abordará los seis principios rectores identificados por la Comisión Municipal durante el proceso de planificación estratégica
Principios rincipios
Transparencia y Ética
Responsabilidad Financiera
Equidad e Imparcialidad
Imparcialidad Reflexiva e Innovadora
Servicio Accesible y Compasivo
Valoramos a Nuestros Empleados
Estos principios rectores son las expectativas sobre el modo en que la Ciudad toma decisiones y presta servicios.

Los empleados aplicarán estos principios en su trabajo diario.

Seguimiento del Progreso
¿Cómo vamos? Se lo haremos saber.

El Ayuntamiento supervisará los avances hacia las metas y objetivos de nuestro Plan Estratégico e informará sobre las medidas de rendimiento. El seguimiento nos mantiene transparentes y nos obliga a rendir cuentas.

El Ayuntamiento facilitará a la comunidad un informe anual y una presentación de fin de año a la Comisión. Los miembros de la comunidad pueden
miembros de la comunidad pueden esperar para entender lo que la Ciudad está trabajando y los beneficios que se derivarán para los residentes, las empresas y la comunidad en general.

Mensual
El personal de la ciudad se reunirá y debatirá los avances en las metas y objetivos del plan estratégico.

Trimestral
El personal municipal se reunirá y debatirá los avances en las metas y objetivos del plan estratégico Dos Veces al Año
El director Municipal presentará a la Comisión Municipal información actualizada sobre los progresos realizados en la consecución de cada prioridad y objetivo estratégicos, incluidos los éxitos y los retos.

Anualmente
El administrador municipal presentará un informe de fin de año en el que se detallarán los avances realizados en cada una de las metas y objetivos estratégicos. El informe se presentará a la Comisión y se publicará en el sitio web de la ciudad, www.ennistx. gov, para acceso de la comunidad.
2044

RECONOCIMIENTOS
15 Este plan estratégico es una herramienta vital que nos ayudará a servir mejor a nues- ste plan estratégico es una herramienta vital que nos ayudará a servir mejor a nues- tra comunidad. Se ha desarrollado mediante un esfuerzo combinado en el que han ra comunidad. Se ha desarrollado mediante un esfuerzo combinado en el que han participado ciudadanos, personal municipal, cargos electos y las principales partes articipado ciudadanos, personal municipal, cargos electos y las principales partes interesadas. Estamos agradecidos a todos los que vieron la importancia de este plan nteresadas. Estamos agradecidos a todos los que vieron la importancia de este plan y dedicaron su tiempo en los últimos meses para darle vida. También queremos dar dedicaron su tiempo en los últimos meses para darle vida. También queremos dar las gracias al equipo de consultores de BerryDunn por dirigir este proceso y as gracias al equipo de consultores de BerryDunn por dirigir este proceso y proporcionarnos orientación a lo largo del mismo. roporcionarnos orientación a lo largo del mismo.

Comisión Municipal
Angeline Juenemann, Alcaldesa
Jake Holland, Alcalde Provisional
Rowdy Pruitt, Comisionado 1
Bruce Jones, Comisionado 2
Kameron Raburn Comisionado 3
Shirley Watson, Comisionado 4
Bill Honza, Comisionado 5
Personal Superior de la Ciudad
Marty Nelson,Administrador Municipal Irene Kasujja, Recursos Humanos David Anthony, Proyectos de Inversión Paul Liska, Parques y Recreacion Stephen Barnes, Finanzas Becky McCarty, Centro y Turismo Ashley Colunga, Mercadeo Dustin Munn, Jefe de Policia
Jessica Diaz, Biblioteca Mark Richardson, Planificacion y Desarrollo Bill Evans, Jefe de Bomberos Angie Wade, Secretaria de la Ciudad Ed Green, Trabajos Publicos Jim Wehmeier, Desarrollo Economico Kevin Howard, Salud Chad Wester, Jefe de Bomberos
BerryDunn Consulting Team
Seth Hedstrom, Director del Proyectol
Michelle Kennedy, Gerente de Proyecto y Facilitadora
Principal Sondra Hathaway, Facilitadora
Maddison Powers Spencer, Analista de Investigación
2045
STRATEGIC PLAN • 2023-2028 2046
1 STRATEGIC PLAN 2024-2029
2047
2 Table of Contents
Letter from the Mayor 3
Who we are 4
Plan at a glance 5
Strategic Priorities
Economic Mobility 6
Enhanced Connectivity 8
Community Identity 10
Organizational Excellence 12
Community Well-Being 14
Why a strategic plan? 16
How did we arrive at this plan? 17
What’s Next? 18
Acknowledgements 19
Adopted March 2024
2 2048
From the Mayor
As the Mayor and a member of your City Council,
I understand that you have entrusted the leaders of this organization to guide our community through making
strategic investments that shape our community and
have a lasting impact on the lives of all current and
future residents.

I am proud to share with you the 2024-2029 City of New
Braunfels Strategic Plan. This plan will set the foundation for the next phase of our city’s growth and development.

It serves as a roadmap, outlining our priorities, goals, and the objectives required to achieve them.

Getting to this point was a collaborative and interactive process involving input from community leaders, stakeholders, and most importantly, you – the residents, the heart and soul of our city.

Hearing directly from the residents of New Braunfels about their vision for the future was a vital component of the strategic planning process. We gathered information from 140 stakeholder interviews, 4 community forums, 99 website comments, and 662 survey responses. Your input was instrumental in crafting a plan that truly reflects the goals and needs of our community.

This plan will help us build a New Braunfels that is innovative and sustainable while preserving our unique heritage and community identity. Through implementation of this plan, we hope to address current challenges, capitalize on opportunities, and ensure that our community thrives for generations to come.

We have operationalized the plan through the development of objectives and performance measures that align to five strategic priorities, which can be found starting on page 5.

I encourage all New Braunfels residents to actively participate in continually improving our community that we are all so proud of. Your insights, ideas, and perspectives are invaluable as we shape the future together. Attend City Council meetings, join a City Board or Commission, complete any City surveys you see, participate in City University, Citizens Police Academy, or Citizens Fire Academy, visit our beautiful parks and libraries, and connect with your community and other residents at community events like Wassailfest, Saengerfest, and Live @ Landa.

I am confident that together, we will build the New Braunfels that we and generations to come deserve – a place where opportunity flourishes and the quality of life is unmatched.

Thank you for your commitment to the future of New Braunfels.

Neal Linnartz
Mayor of New Bruanfels
3 2049
Our Mission
The City of New Braunfels
serves the community by
planning for the future,
responding to community
needs, and preserving our
natural beauty and
unique heritage.

Our Vision
The City of New Braunfels
is a vibrant and inviting
place where people enjoy
meaningful community
connections, unique cultural
opportunities, and an
exceptional quality of life
surrounded by world class
natural resources.

Who We Are
Core Values
Integrity
We operate with integrity, holding ourselves to the highest standards of ethical conduct, transparency, accountability, and performance.

Service
We engage with our community in an intentional and helpful manner to find solutions for the people we serve.

Visionary Leadership
We embrace new and innovative approaches, courageous
decision-making, and implement solutions that are in the best long-term interest of the community.

Stewardship of Resources
We make decisions that promote long-term viability of our financial and natural resources and are prudent and responsible so that our community is sustained into the future.

Cultural Heritage
We celebrate our unique and diverse cultural heritage,
community spirit, and work to promote a sense of belonging for all people in New Braunfels.
4 2050
Plan at a Glance
5 Co
m
m
u
nity
Well-Being
Economic Mobility
Enhanced
Con
n
e
c
tivit
y
Organizational Excellence Community Identity
PLAN
AT A
GLANCE
2051
6 OUR GOAL
Create an economic
ecosystem where all people
have access to housing
and meaningful work to
live self-reliantly within
the community.

Economic Mobility
Objectives

1. Incentivize mixed-use developments and redevelopments in targeted locations to create a built environment with integrated housing, commercial centers, and opportunities for improved connectivity.

2. Support Confluence, the New Braunfels Chamber of Commerce Economic Development Strategic Plan, by helping to ensure a community that supports the targeted industries and increases the diversity of job opportunities in the community.

3. In partnership with the New Braunfels Economic Development Corporation (NBEDC) and New Braunfels Utilities, develop a cohesive framework for economic development incentives that encourage a built environment that results in enhanced walkability, mixed housing types, and the co-location of commercial and residential uses.

4. To support the development of additional workforce housing units, create an incentive policy to include variances for height restrictions, density limits, parking minimums and other requirements as well as encouraging the use of Public Facility Corporations and Tax Increment Financing.

5. Establish programs and opportunities that leverage private and public sector dollars for use as gap financing in the production and preservation of affordable workforce housing units.

6. Continue to develop a series of policies and programs to encourage the construction of different housing types, such as accessory dwelling units, to increase the diversity of the housing supply, especially in areas of the community that are undergoing changes to current development patterns and where demand is outpacing supply.

7. Look for opportunities to incentivize child development centers to increase the supply of high-quality childcare in the community that supports the local workforce.

8. In partnership with the NBEDC, undertake an asset and ecosystem mapping exercise to identify the entrepreneurial assets available in the community and work toward closing the gaps identified.

9. Identify and secure a mid-to-long-term leasing or ownership opportunity for a business incubator to help foster the development of new, locally grown businesses and support entrepreneurship.
2052
77 Economic Mobility
Performance Measures
Milestone
• Complete an entrepreneurship asset inventory by the end of 2025. • In partnership with the NBEDC, establish funding source(s) dedicated to the creation of additional workforce housing units. • Issue Notice of Funding Availability (NOFA) to explore partnership opportunities for the creation of additional affordable housing units.

Output
• Increase the number of new affordable housing units produced each fiscal year.
• Increase the number of affordable housing units preserved each fiscal year.

Outcome
• Two percent increase in median income annually year over year. • Increased percentage of citizens who work and reside in New Braunfels.
• Reduce collective percentage of household income dedicated to housing and transportation.
• Decrease in percentage of cost-burdened households.
• Increase National Citizen Survey rating of
“Variety of housing options.”
• Increase National Citizen Survey rating of
“Availability of affordable quality housing.”
• Increase National Citizen Survey rating of
“Availability of affordable quality childcare/preschool.” 2053
8 OUR GOAL
Coordinate land use
with strategic investments
in multimodal transportation,
so residents and visitors
can travel safely and easily
throughout the City.

Enhanced Connectivity
Objectives

1. Identify and establish planning, capital, and operating funding to support and maintain a well-connected transportation network serving pedestrians, bicyclists, transit users, children, older individuals, individuals with disabilities, motorists, and freight vehicles.

2. Establish appropriate level of General Fund funding to support the ongoing maintenance of the City’s multimodal transportation network to ensure new capital investments in mobility are sustained over time.

3. Implement improved local and regional public transportation services to connect the community to employment, education, healthcare, recreational and other destinations.

4. Collaborate with governmental partners to improve transportation access and connections throughout the region.

5. Develop a sidewalk inventory and process to assess pedestrian connectivity and Americans with Disabilities Act (ADA) accessibility and establish priorities for funding, constructing and maintaining pedestrian improvements.

6. Inform residents and visitors of transportation options on the City’s website and social media platforms, including transit services, sidewalks, trails, and bikeways.
2054
9 Enhanced Connectivity
Performance Measures
Milestone
• Assess vehicle, pedestrian and bicycle network connectivity and develop baseline connectivity rating.
• Set a baseline traffic congestion measure.
• Complete a sidewalk Inventory.
• Complete an ADA transition plan.
• Begin citywide micro transit service by the end of FY 2025. • Develop an interactive trail and shared use path map and feature on the City’s website and social media platforms.

Output
• Increase the recurring funding for bikeway and trail
maintenance annually.
• Set a baseline of existing bikeway, trail, and sidewalk miles. • Set total number of linear feet of gaps and measure progress made through redevelopment, capital investment, etc.

Outcome
• Increase National Citizen Survey overall satisfaction in the “overall quality of the transportation system.”
• Increase National Citizen Survey overall satisfaction with “ease of travel by bicycle.”
• Increase National Citizen Survey overall satisfaction with “ease of travel by walking.”
• Add measures for connectivity rating, congestion, and transit in years 3 – 5 of the plan once the milestone measures are complete. • Increase in walk and bike Score.
• Increased bikeway, trails, and sidewalk miles.
2055
10 OUR GOAL
Foster a sense of community
for all City residents,
preserve the City’s key
historic and cultural assets,
expand cultural programming,
and take advantage of
development opportunities
that complement the
City’s unique heritage.

Community Identity
Objectives

1. Initiate the update to Envision New Braunfels, the City’s comprehensive plan, and use the Land Use Fiscal Assessment to bring a data-driven element to the Future Land Use Map.

2. Adopt the new Land Development Ordinance that implements goals of our residents identified in Envision New Braunfels, including but not limited to protecting historic structures, preserving and increasing green space and tree canopy, protecting natural resources, and safeguarding the character, integrity, and stability of neighborhoods.

3. Develop and implement comprehensive brand identity that represents the entire organization, clearly articulates and celebrates the culture of New Braunfels, highlights the unique assets of the community, and supports economic development and tourism efforts as well as City operations, including recruitment and retention.

4. Develop an Arts and Culture Master Plan to define the role of the City and key community partners in supporting arts and culture to improve quality of life and economic development in New Braunfels and to guide the City’s strategic plans and future investments.

5. Continue engagement with the arts and culture sector to preserve and support the community’s culture and identity through community events, arts programming, and classes via the Library and Parks & Recreation.
2056
11 Community Identity
Performance Measures
Milestone
• Begin the adoption process for the Land Development Ordinance by December 2024.
• Adopt updated Envision New Braunfels by Summer 2026.
• Complete Brand Strategy by Summer 2026.
• Allocate resources and recurring funding dedicated to community wide beatification and streetscape enhancement.

Output
• Increase Library items per capita.
• Increased historic preservation programming and outreach. • Increased Library program participants.
• Increased public art and/or placemaking installations.

Outcome
• Increase National Citizen Survey overall satisfaction with “Preservation of the historical or cultural character of the community.” • Maintain National Citizen Survey overall satisfaction with “Opportunities to attend cultural/arts/music activities” above the national benchmark.
• Maintain National Citizen Survey overall satisfaction with “Opportunities to attend special events and festivals”
above the national benchmark.
2057
12 OUR GOAL
Use data-driven
decision-making to
provide efficient,
effective, and
high-quality services.

Organizational Excellence
Objectives

1. Formalize a succession planning process to ensure knowledge transfer and successful transitions in leadership roles.

2. Continue to utilize cross departmental teams to enhance services provided to internal and external customers.

3. Review and present customer satisfaction survey results and identify areas of improvement.

4. Continue to hold stakeholder workshops/focus groups to collect qualitative feedback to enhance the customer experience.

5. Develop a comprehensive recruitment strategy to ensure the City has high-quality candidate pools from which to hire the next generation of public servants.

6. Continue to refine departmental performance measures to make sure they are relevant and add value.

7. Continue to develop alternative funding strategies to support technology and heavy equipment replacement, including public safety vehicles.

8. Update the City’s Capital project and funding methodology and process to include anticipated ongoing operational costs associated with new capital investments.

9. Develop staffing and resource allocation strategies driven primarily by data and key performance indicators.

10.Considering statutory and market-based factors, continue to diversify revenue streams to support long-term fiscal sustainability of the organization.
2058
13 Organizational Excellence
Performance Measures
Milestone
• In conjunction with department heads, Human Resources develops and submits departmental succession plans to the City Manager’s Office by the end of FY 2025.
• Establish funding options and adopt a strategy for all heavy equipment assets, including fire apparatus by the end of FY 2025. • Present updated benchmark cities to City Council by the end of FY 2024.
• Conduct an annual fee evaluation process for the next two fiscal years. • Incorporate fee schedule in the Adopted Budget process by FY 2026. • Establish technology replacement schedule and define annual funding requirement.
• Present departmental KPIs bi-annually to City Council beginning in FY 2025.

Output
• Increase online customer survey participation annually. • Attend or host eight recruiting events per fiscal year. • Seventy percent of positions with sufficient data at or above market per biennial market study.
• Reduction in the percentage of separation indicating compensation and advancement opportunities as reason for leaving.

Outcome
• Maintain AA bond rating.
• Maintain annual full time turnover rate of 15% or lower. • Reduce reliance on General Fund primary revenue sources (property taxes, sales taxes, and franchise fees) by ensuring that non-primary revenues are aligned with the market and achieving the appropriate level of cost recovery.
• As measured through the national citizen survey, continue to increase the percentage of participants that actively use the City’s website and social media platforms to learn about city news and updates. 2059
14 OUR GOAL
Implement services
that enhance health and
well-being to improve
overall quality of life
for residents.

Community Well-Being
Objectives

1. Implement the Mobile Integrated Health unit and scale it to meet demand.

2. Complete the Parks Master Plan to identify needs including strategic land acquisition, facilities, trails, and programming.

3. Create a future bond proposition and pursue other funding sources to support quality of life investments, specifically focused in the underserved areas of New Braunfels, including those identified in the 2025 Parks Master Plan.

4. Develop capital and staffing investments that improve safety, reduce heat islands, and encourage transportation modes that support healthier lifestyles and exercise such as biking, walking and running.

5. Look for opportunities to reconnect the community by mitigating highways, waterways and other transportation facilities that create barriers to community connectivity.

6. Formalize the partnership with Police, Fire, and the City’s non-profit/ social sector, to respond to critical issues, address non-emergency social services and evaluate holistic public health and safety needs.

7. Evaluate public safety front line equipment to ensure they meet the demand and the call “type,” where the response resource matches the risk.

8. Continue to develop alternative public safety deployment strategies that align to call type and statutory requirements to allow for efficient use of current and future staff resources.

9. Support the New Braunfels Youth Collaborative and other organizations to ensure middle and high school aged youth in the community can flourish intellectually, physically, and emotionally.
2060
15 Community Well-Being
Performance Measures
Milestone
• Complete Parks and Recreation Master Plan by December 2025. • Implement top three priorities from the New Braunfels Street Safety Action Plan.
• Formalize fire-police community task force by the end of FY 2025.

Output
• Reduce the number of 911 medical call super users by 5% annually. • Seek opportunities for continual improvement of response times. • Maintain Average Response Time of 5 minutes or less for structure fires inside the City limits.

Outcome
• Progress toward acres of parkland per 1,000 residents metric as established by updated Parks and Recreation Master Plan. • Maintain National Citizen Survey overall satisfaction for “Overall health and wellness opportunities.”
• Maintain National Citizen Survey overall satisfaction for “Overall feeling of safety.”
2061
Why a strategic plan?
Charts the Course
The Strategic Plan’s five-year timeline allows for thoughtful sequencing of initiatives. The alignment with the City’s annual budget process creates a stronger connection between finances and operations. With the Strategic Plan as a guide, other City plans and initiatives will be built to align. In addition to priorities, goals and objectives, this plan includes performance measures for government transparency, accountability, and ongoing improvement.

Results for the Community
We know the residents of New Braunfels have high standards and aspirations for our City. We enjoy a high quality of life here and want to remain an excellent place to raise a family even as we continue to grow and evolve. The City’s Strategic Plan lays a foundation for progress, defines a shared vision for the future and focuses City resources on five key strategic priorities: Economic Mobility, Enhanced Connectivity, Community Identity, Organizational Excellence, and Community Well-Being. These priorities, and their supporting goals and objectives, came from considerable community input and feedback. These priorities drive us toward meaningful outcomes and big steps forward on the road to reaching our collective long-term vision.
16 2062
How did we arrive at this plan?
3 City Council
Public Presentations
10640
Online interactions
with Social Pinpoint
140
Interviews
662
Survey
responses
4 Community
forums
99 Ideas Wall
comments
APRIL – MAY 2023
– Project Initiation and Management
JUNE 2023 – AUGUST 2023
– Strategic Plan presentation to
City Council at Annual Retreat
– Strategic Plan Website Launched
– Conducted Interviews and
Focus Groups
– Community Forums help
August 29 and August 31
OCTOBER 2023
– City Council Strategic Planning Retreat
October 25
– Staff Strategic Planning Session
October 26
NOVEMBER 2023–JANUARY 2024
– Developed Mission, Vision,
and Core Values
– Developed Strategic Priorities,
Objectives and Performance Measures
FEBRUARY 2024
– Presented Initial Strategic Plan
to City Council
– Implementation Planning with
City Staff
APRIL 2024
– Implementation Planning with City Staff
– Final Adoption of Strategic Plan
APRIL 2024 – MAY 2029
– Implement City of New Braunfels
Strategic Plan
17 2063
What’s Next?
Keeping Track Of Progress
How are we doing? We’ll let you know!

QUARTERLY
City leadership will track, record, and analyze
progress made on performance measures.

TWICE A YEAR
The City staff will provide an updated to
City Council for each Strategic Plan goal,
including significant wins and challenges.

As plan implementation unfolds, this reporting
will also include status updates to performance
measures and key performance indicators.

ANNUALLY
The City staff will prepare a year end update
detailing progress on each Strategic Plan goal.

The report will be shared annually with City
Council.
6 12
Putting the Plan
Into Action
Now that the Strategic Plan is
adopted, the implementation
phase begins in earnest.

This involves translating the
outlined strategies into actional
steps, assigning responsibilities,
and establishing timelines.

Regular monitoring and
evaluation mechanisms will
be put in place to assess
progress and adjust as needed.

Feedback loops will also be
established to help ensure
continuous improvement
and alignment with the City’s
overarching goals. Successful
execution of the strategic plan
will require adaptability,
clear communication, and
a commitment to achieving
the defined objectives.

The Strategic Plan’s goals
and objectives will also be
incorporated into the City’s
annual budget development
process. You will see specific
plan components used to guide
funding decisions that drive
the future of the City.
18 2064
Acknowledgements
Plan Development
The Strategic Plan is the result of the combined efforts of community members, elected officials, and employees. The City of New Braunfels would like to thank all those who participated in the months-long process, providing knowledge and insights throughout the various stages of the process.

City Council
Neal Linnartz, Mayor
Andrés Campos, District 1
Christopher Willis, District 2
Harry Bowers, District 3
Lawrence Spradley, District 4
Mary Ann Labowski, District 5
April Ryan, District 6
City Executive Leadership Team
Robert Camareno, City Manager
Jordan Matney, Deputy City Manager
Jared Werner, Assistant City Manager
Valeria Acevedo, City Attorney
Rose Zamora, Municipal Court Judge
Chad Donegan, Parks and Recreation Director
Garry Ford, Director of Transportation and Capital Improvements Tony Gonzalez, Director of Information Technology
Jeff Jewell, Director of Economic and Community Development Christopher Looney, Director of Planning and Development Services Greg Malatek, Director of Public Works
Becca Miears, Director of Human Resources
Sandy Paulos, Director of Finance
Gretchen Pruett, Library Director
Jenna Vinson, Director of Communications and Community Engagement BerryDunn Consulting Team
Seth Hedstrom, Principal
Michelle Kennedy, Project Manager and Lead Facilitator
Karen Whichard, Facilitator
Maddison Powers Spencer, Research Analyst
19 2065
20 STRATEGIC PLAN 2024-2029
2066
2067
Mission
Statement
The City
of Menifee
provides
essential
services through
teamwork,
leadership, and
transparency to
improve the quality
of life of our
community.

Vision Statement
Menifee is a premier, safe, thriving, and inclusive city that offers vibrant neighborhoods and panoramic scenic vistas with a rich history, flourishing arts, cultural amenities, and diverse recreation opportunities that make Menifee a desired place to live, work, play, and stay.

Guiding Principles
People-Focused and Connected –
We create a sense of community by serving residents,
businesses, employees, and visitors with compassion,
kindness, and respect.

Accountable and Fiscally Responsible –
We use City resources responsibly and take actions
to retain the trust of our community.

Responsive and Transparent –
We are honest, reliable, responsive, and open in
our decision-making; creating environments for
people to engage where all voices are heard.

Solution-Oriented and Proactive –
We look to strengthen and enhance our community
by anticipating needs, being innovative, and
making decisions that are forward-thinking.

Who we are
2068
Results for the Community
We know our community has big dreams for Menifee and we want to see them come true. Menifee’s citywide Strategic Plan lays a foundation for this progress, defines our shared vision for the future and focuses City resources on five key strategic priorities: Unique Identity, Community Engagement and Social Infrastructure, Thriving Economy, Safe and Vibrant Community, and Connectivity and Mobility. These priorities, and their supporting goals and objectives, came from considerable community input and feedback. These priorities drive us toward meaningful outcomes and big steps forward on the road to reaching our collective long-term vision.

What does a strategic plan do?
Charts the Course
The Strategic Plan’s five-year timeline allows for thoughtful sequencing of initiatives. The alignment with the City’s annual budget process creates a stronger connection
between finances and operations. With the Strategic Plan as a guide, other City plans and initiatives will be built to align. In addition to priorities, goals and objectives, this plan includes performance measures for
government transparency, accountability, and
ongoing improvement.

Why a Strategic Plan? STRATEGIC PLAN 2023–2028
2069
The City of Menifee is pleased to present the 2023-2028 Strategic Plan, setting the City’s vision for the future and providing a roadmap for meeting current and future needs. Incorporated in 2008, Menifee is a rapidly growing community spanning roughly 50 square miles and home to over 116,000 residents. The Plan enables the City to balance and prioritize the needs of our community; guiding how the City’s resources are allocated following the strategic priorities and objectives established for the coming five-year period. Performance measures are also incorporated into the Plan to monitor progress towards the established goals and objectives.

Residents and other City stakeholders played an important role in the Plan development by participating in interviews, focus group meetings, in-person and virtual community forums, online surveys, and council workshops. Through the collective efforts of the City Council, City staff, residents, and stakeholders, the City’s vision of being a “premier, safe, thriving, and inclusive city that offers vibrant neighborhoods and panoramic scenic vistas with a rich history, flourishing arts, cultural amenities, and diverse recreation opportunities that make Menifee a desired place to live, work, play, and stay” will be realized.

Mayor
Bill Zimmerman
Mayor Pro Tem
Bob Karwin – District 1
Councilmember
Ricky Estrada
District 2
Councilmember
Lesa Sobek
District 3
Councilmember
Dean Deines
District 4
Introduction
2070
Executive Team
Armando G. Villa
City Manager
Rochelle Clayton
Assistant City Manager
Jonathan Nicks
Deputy City Manager
Jeff Melching
City Attorney
Gina Gonzales
Economic Development
Director
Lonny Olson
Fire Division Chief
Chris Karrer
Interim Chief of Police
Nick Fidler
Public Works Director
Regina Funderburk
Chief Financial Officer
Ron Puccinelli
Chief Information
Officer
Sarah Manwaring
City Clerk
Cheryl Kitzerow
Community Development
Director
STRATEGIC PLAN 2023–2028
2071
2011
Direct Email Participants
1240
Online Interactions
20 Stakeholder Interviews
5 Community
Forums 7 FocusGroups
2 Council
Workshops
364
Survey
Responses
38,877
Menifee Matters magazine
distributed to homes and
businesses
Social Media Campaign
27 Posts
68,688
Engagement
Information
Provided at
Community
Events
How did we build this plan? Together
2072
Plan Development Timeline STRATEGIC PLAN 2023–2028
Strategic Priorities
August 2022-March 2023
August-October 2022 – Research & Planning
November-December 2022 – Community Engagement
January 2023 – Council Visioning
February 2023 – Draft Plan Review
March 2023 – Plan Adoption
2073
Enhance
accessibility
and link the
community
with sustainable
infrastructure
to meet the
City’s needs.

Objectives
A. Create a traffic mitigation plan to reduce congestion on Menifee’s streets and roadways.

B. Develop a transit mobility plan, identifying transportation options within the City.

C. Install fiber optic cabling and interconnect signals along major corridors to improve traffic flow.

D. Adopt the Complete Streets Plan to improve multi-modal infrastructure for thoroughfares throughout the City.

E. Begin to implement the Smart City and Broadband Master Plan to expand interconnectivity throughout Menifee.

F. Work in collaboration with the County of Riverside,
surrounding communities, and regional partners to assess and mitigate the impacts of growth and development
outside City limits, providing for regional infrastructure development and essential services.

Strategic Priorities and Goals
Connectivity and Mobility
2074
Performance Measures

1. Maintain an average roadway Pavement Condition Index (PCI) of 70 year-over-year through June 2028.

2. Increase satisfaction with alternative modes of transportation (trails, biking, etc.) bi-annually through June 2028.

3. Increase fiber optic connectivity to traffic signals and city facilities by 5% per year through June 2028.

4. Increase grant funding for capital projects year-over-year through June 2028.

Connectivity and Mobility STRATEGIC PLAN 2023–2028
2075
Engage in
thoughtful and
collaborative
planning with
stakeholders to
develop a distinct
sense of place
that leverages
the community’s
historic and scenic
assets and makes
the City a highly
attractive and desired
destination for residents,
businesses, and visitors.

Objectives
A. Conduct a place-making and tourism feasibility study as part of developing Menifee as a destination city.

B. Conduct a regional events assessment to identify a signature event that will help make Menifee a destination city.

C. Implement findings of the events assessment to develop a signature event that will help make Menifee a destination city.

Strategic Priorities and Goals
Unique Identity
2076
Performance Measures

1. Complete regional events assessment by March 2024.

2. Complete the place-making and tourism feasibility study by December 2024.

3. Hold the first annual signature event by December 2025.

Unique Identity STRATEGIC PLAN 2023–2028
2077
Create
opportunities
to bring people
together and
enhance
communication
to amplify
accessibility,
increase awareness,
and proactively
deliver information
to maintain quality
of life and build a
strong community.

Objectives
A. Amplify and diversify communication to enhance community awareness and understanding using print publications, electronic communications, , and town hall meetings.

B. Increase opportunities for the community to gather to support belonging and connectedness.

C. Create engagement opportunities to enhance understanding and participation in City planning, community events, and activities.

D. Develop unique park amenities, green spaces, trails, cultural and recreational facilities and programming that serves the diverse needs and desires of the community in alignment with the Parks Master Plan.

Strategic Priorities and Goals
Community Engagement and Social Infrastructure
g
,
2078
Community Engagement
and Social Infrastructure
Performance Measures

1. Create a facility development plan by December 2023.

2. Initiate a comprehensive bi-annual residential satisfaction survey by December 2023.

3. Complete an assessment of the City controlled websites to evaluate usability and compliance with regulatory
standards by June 2024.

4. Produce and broadcast two original content videos
per month by December 2024.

5. Increase the number of residents registered to
receive city alerts (e-mails and texts) by 10% by
June 2028.

6. Increase social media followers by 50%
by June 2028.

7. Work in collaboration with Valley-Wide
Recreation and Park District (Valley-Wide)
to unify the parks in Menifee to better
serve the needs of residents by
June 2028.

STRATEGIC PLAN 2023–2028
2079
Encourage
intentional
smart growth
and support
the City’s
business
community so
that residents
have access to
businesses, housing,
employment, and
well-paying jobs.

Objectives
A. Create a business incubator program/facility to support startups.

B. Streamline the development processes to support a
business-friendly environment.

C. Partner with higher education institutions and other stakeholders to create workforce development programming that supports the training and education of workers and business development.

D. Create business incentive programs to attract and retain businesses in Menifee.

E. Develop a Specific Plan for the Economic Development Corridor Southern Gateway (EDC-SG) Innovation District
to support the diversification of Menifee’s economy.

F. Provide enhanced entertainment amenities to increase Menifee’s commercial tax base and create an attractive
environment for businesses and workers.

G. Create and maintain a financial sustainability plan
to support city government for the long term.

H. Increase reserve fund balances to support the financial sustainability of city government for the long term.

I. Diversify revenue streams to support the financial
sustainability of city government for the long term.

J. Implement an Enterprise Resource Planning (ERP)
system to modernize and streamline City operations.

K. Create reports for monitoring the performance
of the development departments to streamline
City operations.

Strategic Priorities and Goals
Thriving Economy
2080
Performance Measures

1. Create an Incubator Feasibility Plan by December 2023.

2. Establish a Financial and Economic Sustainability Plan by December 2024.

3. Increase the number of new jobs added year-over-year.

4. Acquire facility for Business Incubator Program by December 2024.

5. Establish metrics for monitoring the performance of the development departments to streamline operations by July 2024.

6. Create an Office and Lifestyle/Retail Development Incentive Program by June 2024.

7. Create an incentive program to fast-track the development process for targeted industries by December 2024.

8. Execute Memorandums of Understanding (MOUs) with higher education institutions for strategic partnerships by December 2025.

9. Adopt the EDC-SG Innovation District Specific Plan by June 2026.

10. Complete ERP system implementation by June 2026.

Thriving Economy STRATEGIC PLAN 2023–2028
2081
Provide
exceptional
public safety
and maintain
the City’s
attractive look
and feel so that
Menifee is one of
the safest cities
where residents
and visitors are
secure in their
neighborhoods and
surrounding spaces.

Objectives
A. Enhance public safety response times to increase safety in the community.

B. Develop and implement a citywide safety plan to enhance security and a sense of well-being in the community.

C. Improve safety infrastructure and technology (e.g., street lighting, speed radar feedback signs, rapid rectangular flashing beacons at crosswalks, and surveillance systems) to enhance the sense of security and well-being in Menifee.

D. Continue to support ongoing professional training and development of the City’s personnel to deliver high-quality services.

E. Create a community preparedness plan in collaboration with community partners to ensure the safety of Menifee’s neighborhoods, businesses, and vulnerable places.

F. Make progress towards the Vision Zero goal to reduce pedestrian and bicycle fatalities.

G. Beautification of the streetscapes in the City’s
main transit corridors and gateways.

Strategic Priorities and Goals
Safe and Vibrant Community
2082
Safe and Vibrant Community
Performance Measures

1. Implement automatic aid agreements with adjoining fire departments to reduce response times by December 2023.

2. Partner with high schools to develop and implement a student public safety training program by December 2024.

3. Adopt a comprehensive citywide safety plan by June 2026.

4. Develop citywide response map with future planned development and road infrastructure improvements that guides fire service facility and resource allocations by June 2026.

5. Develop a response time matrix for the Menifee Police Department by June 2026.

6. Develop a streetscape beautification plan to enhance the City’s main transit corridors and gateways by December 2027.

7. Decrease pedestrian and bicycle fatalities in accordance with Vision Zero by 25% by June 2028.

8. Provide community cardiopulmonary resuscitation (CPR), first aid, and automated external defibrillator (AED) training as part of the Menifee Life Saver Program to 50 people per year through June 2028.

STRATEGIC PLAN 2023–2028
2083
Plan at a Glance
Mission Statement
The City of Menifee provides
essential services through teamwork,
leadership, and transparency to
improve the quality of life of our
community.

Vision Statement
Menifee is a premier, safe, thriving,
and inclusive city that offers vibrant
neighborhoods and panoramic
scenic vistas with a rich history,
flourishing arts, cultural amenities,
and diverse recreation opportunities
that make Menifee a desired place
to live, work, play, and stay.

Guiding Principles
People-Focused and Connected –
We create a sense of community
by serving residents, businesses,
employees, and visitors with
compassion, kindness, and respect.

Accountable and
Fiscally Responsible –
We use City resources responsibly
and take actions to retain the trust
of our community.

Responsive and Transparent –
We are honest, reliable, responsive,
and open in our decision-making;
creating environments for people to
engage where all voices are heard.

Solution-Oriented and Proactive –
We look to strengthen and enhance
our community by anticipating needs,
being innovative, and making
decisions that are forward-thinking.

Strategic Priorities and Goals
Connectivity and Mobility –
Enhance accessibility and link the community with sustainable infrastructure to meet the City’s needs.

Unique Identity –
Engage in thoughtful and collaborative planning with
stakeholders to develop a distinct sense of place that
leverages the community’s historic and scenic assets and makes the City a highly attractive and desired destination for residents, businesses, and visitors.

Community Engagement and Social Infrastructure –
Create opportunities to bring people together and enhance communication to amplify accessibility, increase awareness, and proactively deliver information to maintain quality of life and build a strong community.

Thriving Economy –
Encourage intentional smart growth and support the
City’s business community so that residents have access to businesses, housing, employment, and well-paying jobs.

Safe and Vibrant Community –
Provide exceptional public safety and maintain the City’s attractive look and feel so that Menifee is one of the safest cities where residents and visitors are secure in their neighborhoods and surrounding spaces. 2084
City Council
• Bill Zimmerman, Mayor
• Bob Karwin, Mayor Pro Tem District 1
• Ricky Estrada, Councilmember District 2
• Lesa Sobek, Councilmember District 3
• Dean Deines, Councilmember District 4
City Executive Team
• Armando G. Villa, City Manager
• Rochelle Clayton, Assistant City Manager
• Jonathan Nicks, Deputy City Manager
• Nick Fidler, Public Works Director
• Regina Funderburk, Chief Financial Officer
• Gina Gonzalez, Economic Development Director
• Chris Karrer, Interim Chief of Police
• Cheryl Kitzerow, Community Development Director
• Sarah Manwaring, City Clerk
• Jeff Melching, City Attorney
• Lonny Olson, Fire Division Chief
• Ron Puccinelli, Chief Information Officer
City Staff
• Robert Cardenas, Deputy Human Resources Director
• Margarita Cornejo, Deputy Finance Director
• Carlos Geronimo, Principal Engineer
• Rebekah Kramer, Assistant to the City Manager
• Daniel Padilla, Deputy Public Works Director
• Philip Southard, Public Information
and Legislative Affairs Officer
• Mandy Stephens, Management Analyst
BerryDunn Consulting Team
• Seth Hedstrom, Principal
• Michelle Kennedy, Project Manager
and Lead Facilitator
• Maddison Powers Spencer, Research Analyst
• Shannon Flowers, Facilitator
Plan Development (2023)
Acknowledgements
The Strategic
Plan is the
result of the
combined efforts
of our City’s
residents, elected
officials, employees,
and stakeholders.

The City of Menifee
would like to
thank all those who
participated in the
months-long process,
providing knowledge
and insights throughout
the various stages of the
Plan’s development.

STRATEGIC PLAN 2023–2028
2085
STRATEGIC PLAN 2023–2028
www.cityofmenifee.us 2086
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2087
2088
Palm Springs, CA
The National Community Survey
Report of Results
2021
Report by:

Visit us online!
www.polco.us
2089
About The NCS™
The National Community Survey™ (The NCS™) report is about the “livability” of Palm Springs. A livable community is a place that is not simply habitable, but that is desirable. It is not only where people do live, but where they want to live. The survey was developed by the experts from National Research Center at Polco.

Great communities are partnerships of the government, private sector, community-based organizations and residents, all geographically connected. The NCS captures residents’ opinions considering ten central facets of a community:
• Economy
• Mobility
• Community Design
• Utilities
• Safety
• Natural Environment
• Parks and Recreation
• Health and Wellness
• Education, Arts, and Culture
• Inclusivity and Engagement
The report provides the opinions of a representative sample of 486 residents of the City of Palm Springs collected from September 1, 2021 to October 11, 2021. The margin of error around any reported percentage is 4% for all respondents and the response rate for the 2021 survey was 19%.

Survey results were weighted so that the demographic profile of respondents was representative of the demographic profile of adults in Palm Springs.

How the results are reported
For the most part, the percentages presented in the following tabs represent the “percent positive.” Most commonly, the percent positive is the combination of the top two most positive response options (i.e., excellent/good, very safe/somewhat safe, etc.). On many of the questions in the survey respondents may answer “don’t know.” The proportion of respondents giving this reply is shown in the full set of responses included in the tab “Complete data.” However, these responses have been removed from the analyses presented in most of the tabs. In other words, the tables and graphs display the responses from respondents who had an opinion about a specific item.

Comparisons to benchmarks
NRC’s database of comparative resident opinion is comprised of resident perspectives gathered in surveys from over 600 communities whose residents evaluated the same kinds of topics on The National Community Survey. The comparison evaluations are from the most recent survey completed in each community in the last five years. NRC adds the latest results quickly upon survey completion, keeping the benchmark data fresh and relevant. The communities in the database represent a wide geographic and population range. In each tab, Palm Springs' results are noted as being “higher” than the benchmark, “lower” than the benchmark, or “similar” to the benchmark, meaning that the average rating given by Palm Springs residents is statistically similar to or different (greater or lesser) than the benchmark. Being rated as “higher” or “lower” than the benchmark means that Palm Springs' average rating for a particular item was more than 10 points different than the benchmark. If a rating was “much higher” or “much lower,” then Palm Springs' average rating was more than 20 points different when compared to the benchmark.

The survey was administered during the COVID-19 pandemic, a time of challenge for many local governments. While we provide comparisons to national benchmarks, it is important to note that much of the benchmark data was collected prior to the pandemic. This may impact how your City's 2021 ratings compare to other communities’ ratings from the past five years. 1 2090
Methods
Selecting survey recipients
All households within the City of Palm Springs were eligible to participate in the survey. A list of all households within the zip codes serving Palm Springs was purchased from Go-Dog Direct based on updated listings from the United States Postal Service.

Since some of the zip codes that serve the City of Palm Springs households may also serve addresses that lie outside of the community, the exact geographic location of each housing unit was compared to community boundaries using the most current municipal boundary file. Addresses located outside of the City of Palm Springs boundaries were removed from the list of potential households to survey. Each address identified as being within city boundaries was further identified as being within one of the six areas. From that list, addresses were randomly selected as survey recipients, with multi-family housing units (defined as those with a unit number) sampled at a rate of 53 compared to single family housing units.

An individual within each household was selected using the birthday method. The birthday method selects a person within the household by asking the “person whose birthday has most recently passed” to complete the questionnaire. The underlying assumption in this method is that day of birth has no relationship to the way people respond to surveys. This instruction was contained in the introduction of the survey.

Conducting the survey
The 2,700 randomly selected households received mailings beginning on September 1, 2021 and the survey remained open for 6 weeks. For 1,200 households, the first mailing was a postcard inviting the household to participate in the survey. The next mailing contained a cover letter with instructions, the survey questionnaire, and a postage-paid return envelope. The final mailing contained a reminder letter, another survey, and a postage-paid return envelope. For the remaining 1,500 households, the first mailing was a postcard inviting the household to participate, followed one week later by a reminder postcard. All mailings included a web link to give residents the opportunity to respond to the survey online. All follow-up mailings asked those who had not completed the survey to do so and those who had already done so to refrain from completing the survey again.

The survey was available in Spanish. All mailings contained paragraphs in Spanish instructing participants on how to complete the survey in their preferred language.

About 7% of the 2,700 mailed invitations or surveys were returned because the household address was vacant or the postal service was unable to deliver the survey as addressed. Of the remaining 2,503 households that received the invitations to participate, 486 completed the survey, providing an overall response rate of 19%. The response rate was calculated using AAPOR’s response rate #2* for mailed surveys of unnamed persons.

It is customary to describe the precision of estimates made from surveys by a “level of confidence” and accompanying “confidence interval” (or margin of error). A traditional level of confidence, and the one used here, is 95%. The 95% confidence interval can be any size and quantifies the sampling error or imprecision of the survey results because some residents’ opinions are relied on to estimate all residents’ opinions. The margin of error for the City of Palm Springs survey is no greater than plus or minus four percentage points around any given percent reported for all respondents (486 completed surveys).

In addition to the randomly selected “probability sample” of households, a link to an online open participation survey was publicized by the City of Palm Springs. The open participation survey was identical to the probability sample survey with two small updates; it included a map at the beginning asking where the respondent lives and a question about where they heard about the survey. The open participation survey was open to all city residents and became available on September 22, 2021. The survey remained open for 3 weeks. The data presented in the following tabs exclude the open participation survey data, but a tab at the end provides the complete frequency of responses to questions by the open participation respondents.

Analyzing the data
Responses from mailed surveys were entered into an electronic dataset using a “key and verify” method, where all responses are entered twice and compared to each other. Any discrepancies were resolved in comparison to the original survey form. Range 2 2091
The survey datasets were analyzed using all or some of a combination of the Statistical Package for the Social Sciences (SPSS), R, Python, and Tableau. For the most part, the percentages presented in the reports represent the “percent positive.” The percent Unweighted Weighted Target*
Age 18-34
35-54
55+
Area District 1
District 2
District 3
District 4
District 5
PO Box
Hispanic origin No, not Spanish, Hispanic, or Latino
Spanish, Hispanic, or Latino
Housing tenure Own
Rent
Housing type Attached
Detached
Race & Hispanic
origin
Not white alone
White alone, not Hispanic or Latino
Sex Female
Male
Sex/age Female 18-34
Female 35-54
Female 55+
Male 18-34
Male 35-54
Male 55+
55%
29%
16%
60%
31%
8%
83%
16%
2%
7%
23%
22%
17%
18%
13%
8%
24%
22%
18%
16%
13%
3%
30%
25%
16%
17%
10%
22%
78%
22%
78%
8%
92%
41%
59%
41%
59%
23%
77%
47%
53%
47%
53%
43%
57%
67%
33%
68%
32%
82%
18%
58%
42%
57%
43%
75%
25%
31%
17%
9%
24%
11%
7%
34%
19%
4%
26%
12%
4%
62%
12%
1%
20%
4%
1%
Analyzing the data
Responses from mailed surveys were entered into an electronic dataset using a “key and verify” method, where all responses are entered twice and compared to each other. Any discrepancies were resolved in comparison to the original survey form. Range checks as well as other forms of quality control were also performed. Responses from surveys completed on Polco were downloaded and merged with the mailed survey responses.

The demographics of the survey respondents were compared to those found in the 2010 Census and 2017 American Community Survey estimates for adults in the City of Palm Springs. The primary objective of weighting survey data is to make the survey respondents reflective of the larger population of the community. The characteristics used for weighting were age, sex, race, Hispanic origin, housing type, housing tenure, and area. No adjustments were made for design effects. Weights were calculated using an iterative, multiplicative raking model known as the ANES Weighting Algorithm.* The results of the weighting scheme for the probability sample are presented in the following table.

NRC aligns demographic labels with those used by the U.S. Census for reporting purposes, when possible. Some categories (e.g., age, race/Hispanic origin, housing type, and length of residency) are combined into smaller subgroups. .
3 2092
The survey datasets were analyzed using all or some of a combination of the Statistical Package for the Social Sciences (SPSS), R, Python, and Tableau. For the most part, the percentages presented in the reports represent the “percent positive.” The percent positive is the combination of the top two most positive response options (i.e., excellent/good, very safe/somewhat safe, essential/very important, etc.), or, in the case of resident behaviors/participation, the percent positive represents the proportion of respondents indicating “yes” or participating in an activity at least once a month.

On many of the questions in the survey respondents may answer “don’t know.” The proportion of respondents giving this reply is shown in the full set of responses included in the tab “Complete data”. However, these responses have been removed from the analyses presented in the reports. In other words, the tables and graphs display the responses from respondents who had an opinion about a specific item.

Contact
The City of Palm Springs funded this research. Please contact Amy Blaisdell of the City of Palm Springs at [email protected] if you have any questions about the survey.

Survey Validity
See the Polco Knowledge Base article on survey validity at https://info.polco.us/knowledge/statistical-vali * See AAPOR's Standard Definitions for more information at https://www.aapor.org/Publications-Media/AAPOR-Journals/Standard-Definitions.aspx * Pasek, J. (2010). ANES Weighting Algorithm. Retrieved from https://web.stanford.edu/group/iriss/cgi-bin/anesrake/resources/RakingDescription.pdf * Targets come from the 2010 Census and 2017 American Community Survey 4 2093
Highlights
Residents experience a high quality of life and are engaged with their community.

At least 8 in 10 residents gave excellent or good marks to Palm Springs as a place to live, the overall quality of life in the city, the overall image or reputation of Palm Springs, and the city as a place to retire; these ratings were similar to those given in other communities across the nation except for place to retire, which was higher. A similar proportion of residents would recommend living in Palm Springs to someone who asked (84%) and planned to remain in the city for the next five years (80%).

The residents of Palm Springs are also engaged with the community and feel that it is welcoming. At least two-thirds of residents gave positive marks to opportunities to volunteer, openness and acceptance of the community toward people of diverse backgrounds, making all residents feel welcome, and valuing/respecting residents from diverse backgrounds. This engagement extends to participation in city matters, with about one-third of residents selecting ‘yes’ to watching a local public meeting, which was higher than the national average, and about half of residents having contacted the City for help or information.

Safety is a priority for Palm Springs residents and an area of opportunity for the City.

When asked about aspects of the community the City should focus on in the next two years, about 9 in 10 residents responded that the importance of the overall feeling of safety in the city was essential or very important, which was a rating higher than the national benchmark. A lower proportion of residents gave the quality of the feeling of safety in Palm Springs positive ratings (58% excellent or good) which was lower than average. The discrepancy in quality and importance ratings for this facet indicates that safety is an area of priority for the residents of Palm Springs.

About 8 in 10 reported feeling very safe or somewhat safe in their neighborhood and in Palm Springs’ downtown/commercial area during the day, and also from fire, flood, or other natural disasters. These were similar to the national benchmarks.

Residents felt the least safe from violent crime (62% very or somewhat safe) and property crime (52%), both of which were lower than the national averages. However, a number of safety services were rated positively by residents, including fire services (88% excellent or good), ambulance/EMS services (81%), fire prevention and education (69%), and animal control (69%).

Safety service ratings that were less positive were consistent with items relating to feelings of safety, as police/sheriff services (63%) and crime prevention (43%), which were both rated lower than the national comparisons.

Aspects of Palm Springs’ economy shine.

Virtually all residents gave positive marks to Palm Springs as a place to visit (92% excellent or good), which was much higher than ratings given in other communities across the nation. Roughly 7 in 10 residents also had positive views toward the overall quality of business and service establishments, vibrancy of the downtown/commercial area, and the variety of business and service establishments. Items related to employment tended to receive lower scores, including Palm Springs as a place to work (52%), and employment opportunities (45%). The vibrancy of the downtown/commercial area was higher than the national benchmark while all other economy ratings were similar.

Utilities in Palm Springs received mixed results.

Along with safety, Palm Springs residents indicated that Utilities were an area of priority. When asked about areas of focus, 93% of residents indicated that the importance of utilities was essential or very important, while 58% rated their quality as excellent or good. Utility-related services in Palm Springs that were rated positively by residents included garbage collection (82%), sewer services (79%), and drinking water (60%). These were all similar to ratings received in other communities nationally. About half of residents gave positive ratings to power (electric and/or gas) utility, which was lower than the national benchmark, and stormwater management, which was similar. Less than half of respondents gave positive marks to utility billing and affordable high speed internet, which were much lower and lower compared to national averages, respectively.

Residents appreciate the ease of travel in Palm Springs.

A strong majority of the items relating to the ease of travel in Palm Springs received positive ratings, highlighted by the ease of travel by car (80% excellent or good). About two-thirds of residents also had positive views toward the ease of walking, traffic flow on major streets, ease of public parking, and the ease of travel by bicycle. Traffic flow on major streets as well as the ease of travel by bicycle received marks that were higher than the national benchmarks, while all others were similar. Public transportation was the poorest performing item in this area (32%), though it was still similar to the benchmark. 5 2094
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Balancing performance and importance
Overall economic health
Overall quality of the transportation system
Overall design or layout of residential and commercial areas Overall quality of the utility infrastructure
Overall feeling of safety
Overall quality of natural environment
Overall quality of parks and recreation opportunities
Overall health and wellness opportunities
Overall opportunities for education, culture, and the arts Residents' connection and engagement with their community Similar
Similar
Similar
Similar
Lower
Similar
Similar
Similar
Similar
Similar
67%
58%
74%
58%
58%
80%
69%
75%
66%
55%
Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good)
Overall economic health
Overall quality of the transportation system
Overall design or layout of residential and commercial areas Overall quality of the utility infrastructure
Overall feeling of safety
Overall quality of natural environment
Overall quality of parks and recreation opportunities
Overall health and wellness opportunities
Overall opportunities for education, culture, and the arts Residents' connection and engagement with their community Similar
Similar
Similar
Similar
Higher
Similar
Similar
Similar
Similar
Similar
92%
69%
81%
93%
91%
82%
81%
79%
78%
75%
Please rate how important, if at all, you think it is for the Palm Springs community to focus on each of the following in the coming two years.
(% essential or very important)
Facets of livability
Resident perceptions of quality and importance for each of the facets of community livability provide an overview of community strengths and challenges that are useful for planning, budgeting and performance evaluation. The charts below show the proportion of residents who rated the community facets positively for quality and the priority (importance) placed on each. Also displayed is whether local ratings were lower, similar, or higher than communities across the country (the national benchmark).
vs.
benchmark*
6 2095
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Balancing performance and importance
Every jurisdiction must balance limited resources while meeting resident needs and striving to optimize community livability. To this end, it is helpful to know what aspects of the community are most important to residents and which they perceive as being of higher or lower quality. It is especially helpful to know when a facet of livability is considered of high importance but rated as lower quality, as this should be a top priority to address.

To help guide City staff and officials with decisions on future resource allocation, resident ratings of the importance of services were compared to their ratings of the quality of these services. To identify the services perceived by residents to have relatively lower quality at the same time as relatively higher importance, all services were ranked from highest perceived quality to lowest perceived quality and from highest perceived importance to lowest perceived importance. Some services were in the top half of both lists (higher quality and higher importance); some were in the top half of one list but the bottom half of the other (higher quality and lower importance or lower quality and higher importance); and some services were in the bottom half of both lists.

Services receiving quality ratings of excellent or good by 66.5% or more of respondents were considered of “higher quality” and those with ratings lower than 66.5% were considered to be of “lower quality.” Services were classified as “more important” if they were rated as essential or very important by 81.3% or more of respondents. Services were rated as “less important” if they received a rating of less than 81.3%. This classification uses the median ratings for quality and importance to divide the services in half.

The quadrants in the figure below show which community facets were given higher or lower importance ratings (right-left) and which had higher or lower quality ratings (up-down). Facets of livability falling closer to a diagonal line from the lower left to the upper right are those where performance ratings are more commensurate with resident priorities. Facets scoring closest to the lower right hand corner of the matrix ( higher in importance and lower in quality) are those that may warrant further investigation to see if changes to their delivery are necessary to improve their performance. This is the key part of this chart on which to focus. Facets falling in the top left hand corner of the chart (lower in importance but higher in quality) are areas where performance may outscore resident priorities, and may be a consideration for lower resource allocation. 60% 70% 80% 90% 100%
Importance
40%
50%
60%
70%
80%
90%
Quality
Utilities
Natural environment
Inclusivity and engagement
Education, arts, and culture
Community design
Economy
Health and wellness
Mobility
Parks and recreation
Safety
Median
Median
7 2096
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Excellent
28%
Good
56%
Fair
13%
Poor
3%
The overall quality of life in Palm
Springs
Quality of life
Measuring community livability starts with assessing the quality of life of those who live there, and ensuring that the community is attractive, accessible, and welcoming to all.

Palm Springs as a place to live
The overall quality of life
Similar
Similar
86%
84%
Please rate each of the following aspects of quality of life in Palm Springs. (% excellent or good)
Recommend living in Palm Springs to someone who asks
Remain in Palm Springs for the next five years
Similar
Similar
84%
80%
Please indicate how likely or unlikely you are to do each of the following. (% very or somewhat likely)
Overall image or reputation 83% Similar
Please rate each of the following in the Palm Springs community. (% excellent or good)
vs.
benchmark*
8 2097
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Excellent
9%
Good
29%
Fair
37%
Poor
25%
Overall confidence in Palm Springs
government
Governance
Strong local governments produce results that meet the needs of residents while making the best use of available resources, and are responsive to the present and future needs of the community as a whole.

Treating residents with respect
Treating all residents fairly
The value of services for the taxes paid to Palm Springs The overall direction that Palm Springs is taking
Informing residents about issues facing the community
Generally acting in the best interest of the community
Being honest
The job Palm Springs government does at welcoming resident involvement Being open and transparent to the public
Overall confidence in Palm Springs government
Similar
Similar
Similar
Similar
Similar
Similar
Lower
Similar
Lower
Similar
61%
51%
47%
46%
45%
43%
43%
42%
40%
39%
Please rate the following categories of Palm Springs government performance. (% excellent or good)
The City of Palm Springs
The Federal Government
Similar
Similar
56%
46%
Overall, how would you rate the quality of the services provided by each of the following? (% excellent or good)
Overall customer service by Palm Springs employees
Public information services
Similar
Similar
75%
63%
Please rate the quality of each of the following services in Palm Springs. (% excellent or good) vs.
benchmark*
9 2098
Very positive
Somewhat positive
Neutral
Somewhat negative
Very negative
25%
48%
16%
9%
2%
What impact, if any, do you think the
economy will have on your family income
in the next 6 months? Do you think the
impact will be:

Excellent
16%
Good
51%
Fair
25%
Poor
8%
Overall economic health of
Palm Springs
Economy
Local governments work together with private
and nonprofit businesses, and with the
community at large, to foster sustainable
growth, create jobs, and promote a thriving
local economy.

Overall quality of business and service establishments
Vibrancy of downtown/commercial area
Variety of business and service establishments
Shopping opportunities
Employment opportunities
Cost of living
Similar
Higher
Similar
Similar
Similar
Similar
74%
73%
64%
57%
45%
32%
Please rate each of the following in the Palm Springs community. (% excellent or good)
Palm Springs as a place to visit
Palm Springs as a place to work
Much higher
Similar
92%
52%
Please rate each of the following aspects of quality of life in Palm Springs. (% excellent or good)
Economic development 45% Similar
Please rate the quality of each of the following services in Palm Springs. (% excellent or good)
What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be:
(%htiti)
Overall economic health 67% Similar
Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good)
vs.
benchmark*
10 2099
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be:
35% Similar
What impact, if any, do you think the economy will have on your family income in the next 6 months? Do you think the impact will be:
(% very or somewhat positive)
11 2100
Excellent
12%
Good
46%
Fair
29%
Poor
13%
Overall quality of the transportation
system in Palm Springs
Mobility
The ease with which residents can move about their communities, whether for commuting, leisure, or recreation, plays a major role in the quality of life for all who live, work, and play in the community.

Ease of travel by car
Ease of walking
Traffic flow on major streets
Ease of public parking
Ease of travel by bicycle
Ease of travel by public transportation
Similar
Similar
Higher
Similar
Higher
Similar
80%
68%
66%
66%
66%
32%
Please also rate each of the following in the Palm Springs community. (% excellent or good)
Walked or biked instead of driving
Carpooled with other adults or children instead of driving alone Used public transportation instead of driving
Similar
Similar
Similar
63%
38%
18%
Please indicate whether or not you have done each of the following in the last 12 months. (% yes)
Street cleaning
Sidewalk maintenance
Traffic enforcement
Busortransitservices
Similar
Similar
Similar
61%
55%
50%
Please rate the quality of each of the following services in Palm Springs. (% excellent or good)
Overall quality of the transportation system 58% Similar Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good)
vs.
benchmark*
12 2101
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Sidewalk maintenance
Traffic enforcement
Bus or transit services
Street lighting
Traffic signal timing
Street repair
Similar
Similar
Lower
Similar
Similar
50%
49%
48%
45%
41%
13 2102
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Excellent
16%
Good
57%
Fair
21%
Poor
6%
Overall design or layout of Palm Springs'
residential and commercial areas
Community design
A well-designed community enhances the quality of life for its residents by encouraging smart land use and zoning, ensuring that affordable housing is accessible to all, and providing access to parks and other green spaces.

Overall appearance
Preservation of the historical or cultural character of the community Well-designed neighborhoods
Public places where people want to spend time
Well-planned residential growth
Well-planned commercial growth
Overall quality of new development
Variety of housing options
Availability of affordable quality housing
Similar
Similar
Similar
Similar
Similar
Similar
Similar
Lower
Lower
70%
67%
63%
62%
46%
42%
40%
33%
15%
Please also rate each of the following in the Palm Springs community. (% excellent or good)
Your neighborhood as a place to live 81% Similar
Please rate each of the following aspects of quality of life in Palm Springs. (% excellent or good)
Land use, planning and zoning
Code enforcement
Similar
Lower
38%
29%
Please rate the quality of each of the following services in Palm Springs. (% excellent or good)
Overall design or layout of residential and commercial areas 74% Similar Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good)
vs.
benchmark*
14 2103
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Excellent
12%
Good
45%
Fair
32%
Poor
11%
Overall quality of the utility
infrastructure in Palm Springs
Utilities
Services such as water, gas, electricity, and internet access play a vital role in ensuring the physical and economic health and well-being of the communities they serve.

Garbage collection
Sewer services
Drinking water
Power (electric and/or gas) utility
Storm water management
Utility billing
Affordable high-speed internet access
Similar
Similar
Similar
Lower
Similar
Much lower
Lower
82%
79%
60%
53%
52%
38%
34%
Please rate the quality of each of the following services in Palm Springs. (% excellent or good)
Overall quality of the utility infrastructure 58% Similar Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good)
vs.
benchmark*
15 2104
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Excellent
12%
Good
45%
Fair
31%
Poor
12%
Overall feeling of safety in Palm Springs
Safety
Public safety is often the most important task facing local governments. All residents should feel safe and secure in their neighborhoods and in the greater community, and providing robust safety-related services is essential to residents' quality of life.

Fire services
Ambulance or emergency medical services
Fire prevention and education
Animal control
Police/Sheriff services
Emergency preparedness
Crime prevention
Similar
Similar
Similar
Similar
Lower
Similar
Lower
88%
81%
69%
69%
63%
50%
43%
Please rate the quality of each of the following services in Palm Springs. (% excellent or good)
Overall feeling of safety 58% Lower
Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good)
In your neighborhood during the day
In Palm Springs' downtown/commercial area during the day From fire, flood, or other natural disaster
From violent crime
From property crime
Similar
Similar
Similar
Lower
Lower
86%
82%
77%
62%
52%
Please rate how safe or unsafe you feel:
(% very or somewhat safe)
vs.
benchmark*
16 2105
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Excellent
32%
Good
48%
Fair
15%
Poor
6%
Overall quality of natural
environment in Palm Springs
Natural environment
The natural environment plays a vital role in the health and well-being of residents. The natural spaces in which residents live and experience their communities has a direct and profound effect on quality of life.

Yard waste pick-up
Recycling
Preservation of natural areas
Palm Springs open space
Similar
Similar
Similar
Similar
66%
63%
54%
52%
Please rate the quality of each of the following services in Palm Springs. (% excellent or good)
Cleanliness
Air quality
Water resources
Similar
Lower
Much lower
64%
59%
22%
Please also rate each of the following in the Palm Springs community. (% excellent or good)
Overall quality of natural environment 80% Similar
Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good)
vs.
benchmark*
17 2106
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Excellent
20%
Good
48%
Fair
26%
Poor
6%
Overall quality of the parks and
recreation opportunities Parks and recreation
"There are no communities that pride themselves on their quality of life, promote themselves as a desirable location for businesses to relocate, or maintain that they are environmental stewards of their natural resources, without such communities having a robust, active system of parks and recreation programs for public use and enjoyment."
- National Recreation and Park Association
City parks
Recreation centers or facilities
Recreation programs or classes
Lower
Similar
Similar
67%
59%
58%
Please rate the quality of each of the following services in Palm Springs. (% excellent or good)
Fitness opportunities
Availability of paths and walking trails
Recreational opportunities
Similar
Similar
Similar
68%
68%
64%
Please also rate each of the following in the Palm Springs community. (% excellent or good)
Overall quality of parks and recreation opportunities 69% Similar Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good) vs.
benchmark*
18 2107
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Excellent
24%
Good
50%
Fair
20%
Poor
6%
Overall health and wellness
opportunities in Palm Springs
Health and wellness
The characteristics of and amenities available in the communities in which people live has a direct impact on the health and wellness of residents, and thus, on their quality of life overall.

Health services 65% Similar
Please rate the quality of each of the following services in Palm Springs. (% excellent or good)
Please rate your overall health. 66% Similar
Please rate your overall health.
(% excellent or very good)
Availability of affordable quality food
Availability of preventive health services
Availability of affordable quality health care
Availability of affordable quality mental health care
Similar
Similar
Similar
Lower
58%
57%
56%
28%
Please also rate each of the following in the Palm Springs community. (% excellent or good)
Overall health and wellness opportunities 75% Similar
Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good) vs.
benchmark*
19 2108
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Excellent
18%
Good
48%
Fair
30%
Poor
5%
Overall opportunities for education,
culture and the arts
Education, arts, and culture
Participation in the arts, in educational opportunities, and in cultural activities is linked to increased civic engagement, greater social tolerance, and enhanced enjoyment of the local community.

Public library services 83% Similar
Please rate the quality of each of the following services in Palm Springs. (% excellent or good)
Opportunities to attend special events and festivals
Community support for the arts
Opportunities to attend cultural/arts/music activities
K-12 education
Adult educational opportunities
Availability of affordable quality childcare/preschool
Similar
Similar
Similar
Lower
Lower
Similar
72%
67%
62%
58%
39%
33%
Please also rate each of the following in the Palm Springs community. (% excellent or good)
Overall opportunities for education, culture, and the arts 66% Similar Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good) vs.
benchmark*
20 2109
Excellent
11%
Good
43%
Fair
37%
Poor
9%
Residents' connection and engagement
with their community
Inclusivity and engagement
Inclusivity refers to a cultural and environmental feeling of belonging; residents who feel invited to participate within their communities feel more included, involved, and engaged than those who do not.

Palm Springs as a place to retire
Sense of community
Palm Springs as a place to raise children
Higher
Similar
Much lower
83%
57%
44%
Please rate each of the following aspects of quality of life in Palm Springs. (% excellent or good)
Residents' connection and engagement with their community 55% Similar Please rate each of the following characteristics as they relate to Palm Springs as a whole. (% excellent or good)
Making all residents feel welcome
Valuing/respecting residents from diverse backgrounds
Attracting people from diverse backgrounds
Taking care of vulnerable residents
Similar
Similar
Similar
Lower
72%
68%
62%
34%
Please rate the job you feel the Palm Springs community does at each of the following. (% excellent or good)
Opportunities to volunteer
Openness and acceptance of the community toward people of diverse backgrounds
Opportunities to participate in social events and activities Opportunities to participate in community matters
/
Similar
Similar
Similar
75%
69%
63%
Please also rate each of the following in the Palm Springs community. (% excellent or good)
vs.
benchmark*
21 2110
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank. backgrounds
Opportunities to participate in social events and activities Opportunities to participate in community matters
Sense of civic/community pride
Neighborliness of residents
Similar
Similar
Similar
61%
61%
54%
22 2111
Voted in your most recent local election
Contacted the City of Palm Springs for help or information Watched a local public meeting
Volunteered your time to some group/activity
Contacted Palm Springs elected officials to express your opinion Attended a local public meeting
Campaigned or advocated for a local issue, cause, or candidate Similar
Similar
Higher
Similar
Similar
Similar
Similar
77%
49%
36%
32%
22%
22%
22%
Please indicate whether or not you have done each of the following in the last 12 months. (% yes)
* Comparison to the national benchmark is shown. If no comparison is available, this is left blank.

Use or check email
Access the internet from your home
Access the internet from your cell phone
Visit social media sites
Shop online
Share your opinions online
Similar
Similar
Similar
Similar
Similar
Similar
99%
98%
94%
79%
59%
35%
In general, how many times do you:
(% a few times a week or more)
Residents' participation levels
vs.
benchmark*
23 2112
% positive
RankNumber ofcommunitiesPercentile
Please rate each of the
following aspects of
quality of life in Palm
Springs.

Palm Springs as a place to live Similar
Your neighborhood as a place to live Similar
Palm Springs as a place to raise children Much lower
Palm Springs as a place to work Similar
Palm Springs as a place to visit Much higher
Palm Springs as a place to retire Higher
The overall quality of life Similar
Sense of community Similar
Please rate each of the
following characteristics
as they relate to Palm
Springs as a whole.

Overall economic health Similar
Overall quality of the transportation system Similar
Overall design or layout of residential and commercial areas Similar Overall quality of the utility infrastructure Similar
Overall feeling of safety Lower
Overall quality of natural environment Similar
Overall quality of parks and recreation opportunities Similar Overall health and wellness opportunities Similar
Overall opportunities for education, culture, and the arts Similar Residents' connection and engagement with their community Similar Please indicate how likely
or unlikely you are to do
each of the following.

Recommend living in Palm Springs to someone who asks Similar Remain in Palm Springs for the next five years Similar
Please rate how safe or
unsafe you feel:

In your neighborhood during the day Similar
In Palm Springs' downtown/commercial area during the day Similar From property crime Lower
86% 229 371 38
81% 194 312 38
44% 358 371 3
52% 243 356 32
92% 13 301 96
83% 33 358 91
84% 222 408 45
57% 204 312 34
67% 154 286 46
58% 53 99 47
74% 85 281 70
58% 82 98 17
58% 311 355 12
80% 155 291 47
69% 83 99 17
75% 133 282 53
66% 139 282 51
55% 62 100 39
84% 194 297 35
80% 220 291 24
86% 282 339 16
82% 233 320 27
National benchmark tables
This table contains the comparisons of Palm Springs' results to those from other communities. The first column shows the comparison of Palm Springs' rating to the benchmark. Palm Springs' results are noted as being “higher”, “lower” or “similar” to the benchmark, meaning that the average rating given by Palm Springs residents is statistically similar to or different than the benchmark. The second column is Palm Springs' “percent positive.” Most commonly, the percent positive is the combination of the top two most positive response options (i.e., excellent/good). The third column is the rank assigned to Palm Springs' rating among communities where a similar question was asked. The fourth column is the number of communities that asked a similar question. The fifth column shows the percentile for Palm Springs' result -- that is what percent of surveyed communities had a lower rating than Palm Springs. 24 2113
Please rate how safe or
unsafe you feel:

In Palm Springs' downtown/commercial area during the day Similar From property crime Lower
From violent crime Lower
From fire, flood, or other natural disaster Similar
Please rate the job you feel
the Palm Springs
community does at each of
the following.

Making all residents feel welcome Similar
Attracting people from diverse backgrounds Similar
Valuing/respecting residents from diverse backgrounds Similar Taking care of vulnerable residents Lower
Please rate each of the
following in the Palm
Springs community.

Overall quality of business and service establishments Similar Variety of business and service establishments Similar
Vibrancy of downtown/commercial area Higher
Employment opportunities Similar
Shopping opportunities Similar
Cost of living Similar
Overall image or reputation Similar
Please also rate each of the
following in the Palm
Springs community.

Traffic flow on major streets Higher
Ease of public parking Similar
Ease of travel by car Similar
Ease of travel by public transportation Similar
Ease of travel by bicycle Higher
Ease of walking Similar
Well-planned residential growth Similar
Well-planned commercial growth Similar
Well-designed neighborhoods Similar
Preservation of the historical or cultural character of the community Similar Public places where people want to spend time Similar
Variety of housing options Lower
Availability of affordable quality housing Lower
Overall quality of new development Similar
Overall appearance Similar
Cleanliness Similar
Water resources Much lower
Air quality Lower
52% 102 109 7
62% 99 109 8
77% 80 98 19
72% 53 103 49
62% 41 102 60
68% 45 101 56
34% 93 100 8
74% 92 288 68
64% 53 99 47
73% 60 270 78
45% 180 314 42
57% 148 302 51
32% 214 283 24
83% 119 349 66
66% 57 327 82
66% 60 255 76
80% 64 314 79
32% 155 261 40
66% 69 315 78
68% 136 315 57
46% 62 101 39
42% 60 101 41
63% 55 100 46
67% 43 96 56
62% 177 277 36
33% 248 293 15
15% 276 310 11
40% 253 302 16
70% 213 342 38
64% 223 315 29
22% 88 91 4
25 2114
Please also rate each of the
following in the Palm
Springs community.

Water resources Much lower
Air quality Lower
Availability of paths and walking trails Similar
Fitness opportunities Similar
Recreational opportunities Similar
Availability of affordable quality food Similar
Availability of affordable quality health care Similar
Availability of preventive health services Similar
Availability of affordable quality mental health care Lower Opportunities to attend cultural/arts/music activities Similar Community support for the arts Similar
Availability of affordable quality childcare/preschool Similar K-12 education Lower
Adult educational opportunities Lower
Sense of civic/community pride Similar
Neighborliness of residents Similar
Opportunities to participate in social events and activities Similar Opportunities to attend special events and festivals Similar Opportunities to volunteer Similar
Opportunities to participate in community matters Similar Openness and acceptance of the community toward people of diverse .. Similar Please indicate whether or
not you have done each of
the following in the last 12
months.

Contacted the City of Palm Springs for help or information Similar Contacted Palm Springs elected officials to express your opinion Similar Attended a local public meeting Similar
Watched a local public meeting Higher
Volunteered your time to some group/activity Similar
Campaigned or advocated for a local issue, cause, or candidate Similar Voted in your most recent local election Similar
Used public transportation instead of driving Similar
Carpooled with other adults or children instead of driving alone Similar Walked or biked instead of driving Similar
Please rate the quality of
each of the following
services in Palm Springs.

Public information services Similar
Economic development Similar
59% 240 270 11
68% 153 312 51
68% 146 272 46
64% 163 301 46
58% 212 268 21
56% 184 282 35
57% 179 265 32
28% 215 260 17
62% 118 300 61
67% 31 99 69
33% 194 278 30
58% 221 278 20
39% 223 268 17
61% 58 99 42
54% 206 277 25
63% 131 282 53
72% 113 289 61
75% 87 281 69
61% 170 285 40
69% 57 308 81
49% 118 337 65
22% 53 277 81
22% 104 278 62
36% 34 254 87
32% 168 283 40
22% 128 266 52
77% 65 102 37
18% 104 246 58
38% 185 271 32
63% 99 275 64
63% 197 292 32
26 2115
Please rate the quality of
each of the following
services in Palm Springs.

Public information services Similar
Economic development Similar
Traffic enforcement Similar
Traffic signal timing Similar
Street repair Similar
Street cleaning Similar
Street lighting Lower
Sidewalk maintenance Similar
Bus or transit services Similar
Land use, planning and zoning Similar
Code enforcement Lower
Affordable high-speed internet access Lower
Garbage collection Similar
Drinking water Similar
Sewer services Similar
Storm water management Similar
Power (electric and/or gas) utility Lower
Utility billing Much lower
Police/Sheriff services Lower
Crime prevention Lower
Animal control Similar
Ambulance or emergency medical services Similar
Fire services Similar
Fire prevention and education Similar
Emergency preparedness Similar
Preservation of natural areas Similar
Palm Springs open space Similar
Recycling Similar
Yard waste pick-up Similar
City parks Lower
Recreation programs or classes Similar
Recreation centers or facilities Similar
Health services Similar
45% 213 292 27
50% 310 353 12
45% 238 281 15
41% 212 341 38
61% 200 303 34
48% 293 334 12
55% 180 305 41
49% 136 255 47
38% 237 303 22
29% 326 356 8
34% 91 97 7
82% 235 333 29
60% 236 300 21
79% 200 304 34
52% 273 328 17
53% 215 219 2
38% 258 258 0
63% 361 398 9
43% 324 353 8
69% 144 318 55
81% 274 320 14
88% 278 347 20
69% 243 291 16
50% 247 292 15
54% 199 274 27
52% 193 263 26
63% 288 338 15
66% 225 279 19
67% 276 313 12
58% 258 310 17
59% 228 283 19
27 2116
Please rate the quality of
each of the following
services in Palm Springs.

Recreation centers or facilities Similar
Health services Similar
Public library services Similar
Overall customer service by Palm Springs employees Similar Please rate the following
categories of Palm Springs
government performance.

The value of services for the taxes paid to Palm Springs Similar The overall direction that Palm Springs is taking Similar The job Palm Springs government does at welcoming resident involve.. Similar Overall confidence in Palm Springs government Similar
Generally acting in the best interest of the community Similar Being honest Lower
Being open and transparent to the public Lower
Informing residents about issues facing the community Similar Treating all residents fairly Similar
Treating residents with respect Similar
Overall, how would you
rate the quality of the
services provided by each ..

The City of Palm Springs Similar
The Federal Government Similar
Please rate how important,
if at all, you think it is for
the Palm Springs
community to focus on
each of the following in the
coming two years.

Overall economic health Similar
Overall quality of the transportation system Similar
Overall design or layout of residential and commercial areas Similar Overall quality of the utility infrastructure Similar
Overall feeling of safety Higher
Overall quality of natural environment Similar
Overall quality of parks and recreation opportunities Similar Overall health and wellness opportunities Similar
Overall opportunities for education, culture, and the arts Similar Residents' connection and engagement with their community Similar In general, how many times
do you:

Access the internet from your home Similar
Access the internet from your cell phone Similar
Visit social media sites Similar
Use or check email Similar
Share your opinions online Similar
Shop online Similar
Please rate your overall health. Similar
65% 159 253 37
83% 228 315 27
75% 258 367 29
47% 260 373 30
46% 256 323 21
42% 270 325 16
39% 237 285 17
43% 242 289 16
43% 238 280 15
40% 88 101 13
45% 85 107 21
51% 201 286 30
61% 72 99 28
56% 321 377 15
46% 43 269 84
92% 69 264 74
69% 63 98 36
81% 98 264 63
93% 21 97 79
91% 26 264 90
82% 88 264 66
81% 52 98 47
79% 61 264 77
78% 126 264 52
75% 159 264 39
98% 22 98 78
94% 35 98 65
79% 60 97 39
99% 14 98 86
35% 23 98 77
59% 34 98 66
28 2117
In general, how many times
do you: Shop online Similar
Please rate your overall health. Similar
What impact, if any, do you think the economy will have on your family.. Similar 66% 81 270 70
35% 82 273 70
29 2118
Please rate each of the following
aspects of quality of life in Palm
Springs.

Palm Springs as a place to live Excellent
Good
Fair
Poor
Your neighborhood as a place to live Excellent
Good
Fair
Poor
Palm Springs as a place to raise children Excellent
Good
Fair
Poor
Palm Springs as a place to work Excellent
Good
Fair
Poor
Palm Springs as a place to visit Excellent
Good
Fair
Poor
Palm Springs as a place to retire Excellent
Good
Fair
Poor
The overall quality of life Excellent
Good
Fair
Poor
Excellent
4%
9%
52%
34%
4%
14%
42%
40%
19%
37%
35%
9%
12%
37%
35%
16%
2%
6%
26%
66%
5%
11%
38%
45%
3%
13%
56%
28%
Complete set of frequencies
This dashboard contains a complete set of responses to each question on the survey. By default, "Don't know" responses are excluded, but may be added to the table using the response filter to the right. When a table for a question that only permitted a single response does not total to exactly 100%, it is due to the common practice of percentages being rounded to the nearest whole number. 30 2119
Please rate each of the following
aspects of quality of life in Palm
Springs.

The overall quality of life Poor
Sense of community Excellent
Good
Fair
Poor
Please rate each of the following
characteristics as they relate to Palm
Springs as a whole.

Overall economic health Excellent
Good
Fair
Poor
Overall quality of the transportation system Excellent
Good
Fair
Poor
Overall design or layout of residential and
commercial areas
Excellent
Good
Fair
Poor
Overall quality of the utility infrastructure Excellent Good
Fair
Poor
Overall feeling of safety Excellent
Good
Fair
Poor
Overall quality of natural environment Excellent
Good
Fair
Poor
Overall quality of parks and recreation
opportunities
Excellent
Good
Fair
Poor
13%
29%
37%
20%
8%
25%
51%
16%
13%
29%
46%
12%
6%
21%
57%
16%
11%
32%
45%
12%
12%
31%
45%
12%
6%
15%
48%
32%
26%
48%
20%
31 2120
Please rate each of the following
characteristics as they relate to Palm
Springs as a whole.

Overall quality of parks and recreation
opportunities
Fair
Poor
Overall health and wellness opportunities Excellent
Good
Fair
Poor
Overall opportunities for education, culture, and
the arts
Excellent
Good
Fair
Poor
Residents' connection and engagement with their
community
Excellent
Good
Fair
Poor
Please indicate how likely or unlikely
you are to do each of the following.

Recommend living in Palm Springs to someone
who asks
Very likely
Somewhat likely
Somewhat unlikely
Very unlikely
Remain in Palm Springs for the next five years Very likely Somewhat likely
Somewhat unlikely
Very unlikely
Please rate how safe or unsafe you
feel:

In your neighborhood during the day Very safe
Somewhat safe
Neither safe nor unsafe
Somewhat unsafe
Very unsafe
In Palm Springs' downtown/commercial area
during the day
Very safe
Somewhat safe
Neither safe nor unsafe
Somewhat unsafe
Very unsafe
Very safe
6%
6%
20%
50%
24%
5%
30%
48%
18%
9%
37%
43%
11%
8%
8%
38%
46%
9%
11%
22%
58%
2%
6%
6%
25%
61%
4%
6%
8%
28%
54%
32 2121
Please rate how safe or unsafe you
feel:

In Palm Springs' downtown/commercial area
during the day Very unsafe
From property crime Very safe
Somewhat safe
Neither safe nor unsafe
Somewhat unsafe
Very unsafe
From violent crime Very safe
Somewhat safe
Neither safe nor unsafe
Somewhat unsafe
Very unsafe
From fire, flood, or other natural disaster Very safe
Somewhat safe
Neither safe nor unsafe
Somewhat unsafe
Very unsafe
Please rate the job you feel the Palm
Springs community does at each of the
following.

Making all residents feel welcome Excellent
Good
Fair
Poor
Attracting people from diverse backgrounds Excellent
Good
Fair
Poor
Valuing/respecting residents from diverse
backgrounds
Excellent
Good
Fair
Poor
Taking care of vulnerable residents Excellent
Good
Fair
Poor
Excellent
11%
19%
19%
40%
12%
5%
13%
20%
36%
28%
2%
7%
15%
47%
30%
8%
20%
48%
24%
12%
26%
42%
20%
9%
23%
44%
24%
31%
35%
26%
8%
33 2122
Please rate the job you feel the Palm
Springs community does at each of the
following. Taking care of vulnerable residents Poor
Please rate each of the following in
the Palm Springs community.

Overall quality of business and service
establishments
Excellent
Good
Fair
Poor
Variety of business and service establishments Excellent Good
Fair
Poor
Vibrancy of downtown/commercial area Excellent
Good
Fair
Poor
Employment opportunities Excellent
Good
Fair
Poor
Shopping opportunities Excellent
Good
Fair
Poor
Cost of living Excellent
Good
Fair
Poor
Overall image or reputation Excellent
Good
Fair
Poor
Please also rate each of the following
in the Palm Springs community.

Traffic flow on major streets Excellent
Good
Fair
Poor
3%
22%
55%
19%
6%
30%
48%
16%
9%
19%
51%
22%
24%
32%
40%
4%
11%
32%
41%
16%
24%
44%
29%
2%
6%
11%
54%
29%
26%
49%
17%
34 2123
Please also rate each of the following
in the Palm Springs community.

Traffic flow on major streets
Fair
Poor
Ease of public parking Excellent
Good
Fair
Poor
Ease of travel by car Excellent
Good
Fair
Poor
Ease of travel by public transportation Excellent
Good
Fair
Poor
Ease of travel by bicycle Excellent
Good
Fair
Poor
Ease of walking Excellent
Good
Fair
Poor
Well-planned residential growth Excellent
Good
Fair
Poor
Well-planned commercial growth Excellent
Good
Fair
Poor
Well-designed neighborhoods Excellent
Good
Fair
9%
8%
27%
39%
26%
3%
17%
51%
29%
33%
36%
28%
3%
7%
28%
44%
21%
8%
24%
44%
24%
17%
38%
37%
9%
19%
40%
35%
6%
55%
8%
35 2124
Please also rate each of the following
in the Palm Springs community.

Well-designed neighborhoods
Good
Fair
Poor
Preservation of the historical or cultural character
of the community
Excellent
Good
Fair
Poor
Public places where people want to spend time Excellent Good
Fair
Poor
Variety of housing options Excellent
Good
Fair
Poor
Availability of affordable quality housing Excellent
Good
Fair
Poor
Overall quality of new development Excellent
Good
Fair
Poor
Overall appearance Excellent
Good
Fair
Poor
Cleanliness Excellent
Good
Fair
Poor
Water resources Excellent
Good
8%
29%
11%
23%
49%
17%
9%
30%
50%
12%
28%
40%
25%
7%
54%
31%
13%
2%
18%
43%
31%
8%
5%
25%
52%
18%
10%
26%
47%
17%
2%
36 2125
Please also rate each of the following
in the Palm Springs community.

Water resources
Excellent
Good
Fair
Poor
Air quality Excellent
Good
Fair
Poor
Availability of paths and walking trails Excellent
Good
Fair
Poor
Fitness opportunities Excellent
Good
Fair
Poor
Recreational opportunities Excellent
Good
Fair
Poor
Availability of affordable quality food Excellent
Good
Fair
Poor
Availability of affordable quality health care Excellent Good
Fair
Poor
Availability of preventive health services Excellent
Good
Fair
Poor
Excellent
46%
32%
20%
7%
34%
47%
11%
6%
27%
44%
23%
6%
27%
44%
24%
4%
33%
44%
20%
12%
31%
43%
14%
12%
32%
42%
15%
12%
32%
41%
15%
37 2126
Please also rate each of the following
in the Palm Springs community.

Availability of preventive health services Poor
Availability of affordable quality mental health
care
Excellent
Good
Fair
Poor
Opportunities to attend cultural/arts/music
activities
Excellent
Good
Fair
Poor
Community support for the arts Excellent
Good
Fair
Poor
Availability of affordable quality
childcare/preschool
Excellent
Good
Fair
Poor
K-12 education Excellent
Good
Fair
Poor
Adult educational opportunities Excellent
Good
Fair
Poor
Sense of civic/community pride Excellent
Good
Fair
Poor
Neighborliness of residents Excellent
Good
Fair
Poor
33%
40%
23%
4%
6%
31%
43%
20%
7%
25%
43%
24%
22%
44%
20%
14%
10%
34%
50%
7%
17%
43%
33%
7%
8%
31%
45%
16%
33%
38%
17%
38 2127
Please also rate each of the following
in the Palm Springs community.

Neighborliness of residents
Fair
Poor
Opportunities to participate in social events and
activities
Excellent
Good
Fair
Poor
Opportunities to attend special events and
festivals
Excellent
Good
Fair
Poor
Opportunities to volunteer Excellent
Good
Fair
Poor
Opportunities to participate in community
matters
Excellent
Good
Fair
Poor
Openness and acceptance of the community
toward people of diverse backgrounds
Excellent
Good
Fair
Poor
Please indicate whether or not you
have done each of the following in the
last 12 months.

Contacted the City of Palm Springs for help or
information
No
Yes
Contacted Palm Springs elected officials to
express your opinion
No
Yes
Attended a local public meeting No
Yes
Watched a local public meeting No
Yes
Volunteered your time to some group/activity No
Yes
No
12%
6%
31%
47%
16%
5%
23%
51%
20%
3%
23%
49%
25%
9%
30%
45%
15%
13%
17%
43%
27%
50%
50%
23%
77%
22%
78%
36%
64%
32%
68%
39 2128
Please indicate whether or not you
have done each of the following in the
last 12 months.

Volunteered your time to some group/activity Yes
Campaigned or advocated for a local issue, cause,
or candidate
No
Yes
Voted in your most recent local election No
Yes
Used public transportation instead of driving No
Yes
Carpooled with other adults or children instead of
driving alone
No
Yes
Walked or biked instead of driving No
Yes
Please rate the quality of each of the
following services in Palm Springs.

Public information services Excellent
Good
Fair
Poor
Economic development Excellent
Good
Fair
Poor
Traffic enforcement Excellent
Good
Fair
Poor
Traffic signal timing Excellent
Good
Fair
Poor
Street repair Excellent
Good
Fair
Poor
Street cleaning Excellent
Good
22%
78%
78%
22%
17%
83%
37%
63%
62%
38%
7%
30%
51%
12%
14%
42%
39%
6%
19%
32%
42%
7%
24%
32%
39%
6%
22%
38%
34%
6%
12%
40 2129
Please rate the quality of each of the
following services in Palm Springs.

Street cleaning
Excellent
Good
Fair
Poor
Street lighting Excellent
Good
Fair
Poor
Sidewalk maintenance Excellent
Good
Fair
Poor
Bus or transit services Excellent
Good
Fair
Poor
Land use, planning and zoning Excellent
Good
Fair
Poor
Code enforcement Excellent
Good
Fair
Poor
Affordable high-speed internet access Excellent
Good
Fair
Poor
Garbage collection Excellent
Good
Fair
Poor
Excellent
12%
27%
49%
24%
28%
40%
8%
14%
32%
45%
10%
22%
30%
42%
6%
24%
39%
34%
3%
36%
35%
25%
4%
36%
29%
27%
8%
4%
14%
55%
27%
41 2130
Please rate the quality of each of the
following services in Palm Springs.

Garbage collection Poor
Drinking water Excellent
Good
Fair
Poor
Sewer services Excellent
Good
Fair
Poor
Storm water management Excellent
Good
Fair
Poor
Power (electric and/or gas) utility Excellent
Good
Fair
Poor
Utility billing Excellent
Good
Fair
Poor
Police/Sheriff services Excellent
Good
Fair
Poor
Crime prevention Excellent
Good
Fair
Poor
Animal control Excellent
Good
Fair
Poor
13%
28%
46%
14%
3%
18%
62%
17%
16%
32%
40%
11%
15%
33%
38%
14%
29%
32%
32%
7%
12%
25%
47%
16%
25%
32%
37%
7%
25%
52%
18%
42 2131
Please rate the quality of each of the
following services in Palm Springs.

Animal control
Fair
Poor
Ambulance or emergency medical services Excellent
Good
Fair
Poor
Fire services Excellent
Good
Fair
Poor
Fire prevention and education Excellent
Good
Fair
Poor
Emergency preparedness Excellent
Good
Fair
Poor
Preservation of natural areas Excellent
Good
Fair
Poor
Palm Springs open space Excellent
Good
Fair
Poor
Recycling Excellent
Good
Fair
Poor
Yard waste pick-up Excellent
Good
Fair
5%
2%
17%
55%
26%
1%
11%
56%
31%
8%
22%
51%
19%
13%
36%
40%
11%
13%
34%
41%
12%
11%
37%
40%
12%
12%
26%
49%
14%
45%
21%
43 2132
Please rate the quality of each of the
following services in Palm Springs.

Yard waste pick-up
Good
Fair
Poor
City parks Excellent
Good
Fair
Poor
Recreation programs or classes Excellent
Good
Fair
Poor
Recreation centers or facilities Excellent
Good
Fair
Poor
Health services Excellent
Good
Fair
Poor
Public library services Excellent
Good
Fair
Poor
Overall customer service by Palm Springs
employees
Excellent
Good
Fair
Poor
Please rate the following categories
of Palm Springs government
performance.

The value of services for the taxes paid to Palm
Springs
Excellent
Good
Fair
Poor
The overall direction that Palm Springs is taking Excellent Good
13%
21%
7%
26%
53%
14%
16%
25%
46%
12%
13%
28%
47%
12%
5%
31%
50%
14%
2%
16%
53%
29%
6%
20%
56%
18%
18%
36%
38%
7%
9%
44 2133
Please rate the following categories
of Palm Springs government
performance.

The overall direction that Palm Springs is taking
Excellent
Good
Fair
Poor
The job Palm Springs government does at
welcoming resident involvement
Excellent
Good
Fair
Poor
Overall confidence in Palm Springs government Excellent Good
Fair
Poor
Generally acting in the best interest of the
community
Excellent
Good
Fair
Poor
Being honest Excellent
Good
Fair
Poor
Being open and transparent to the public Excellent
Good
Fair
Poor
Informing residents about issues facing the
community
Excellent
Good
Fair
Poor
Treating all residents fairly Excellent
Good
Fair
Poor
Excellent
19%
36%
37%
24%
35%
33%
9%
25%
37%
29%
9%
28%
29%
31%
12%
29%
28%
31%
11%
31%
29%
29%
11%
27%
29%
34%
10%
21%
28%
40%
12%
45 2134
Please rate the following categories
of Palm Springs government
performance.

Treating all residents fairly Poor
Treating residents with respect Excellent
Good
Fair
Poor
Overall, how would you rate the
quality of the services provided by
each of the following?
The City of Palm Springs Excellent
Good
Fair
Poor
The Federal Government Excellent
Good
Fair
Poor
Please rate how important, if at all,
you think it is for the Palm Springs
community to focus on each of the
following in the coming two years.

Overall economic health Essential
Very important
Somewhat important
Not at all important
Overall quality of the transportation system Essential
Very important
Somewhat important
Not at all important
Overall design or layout of residential and
commercial areas
Essential
Very important
Somewhat important
Not at all important
Overall quality of the utility infrastructure Essential Very important
Somewhat important
Not at all important
Overall feeling of safety Essential
Very important
Somewhat important
Not at all important
17%
23%
45%
15%
12%
32%
42%
14%
13%
42%
40%
5%
1%
7%
40%
52%
2%
29%
40%
28%
1%
19%
52%
28%
1%
6%
40%
53%
9%
22%
69%
46 2135
Please rate how important, if at all,
you think it is for the Palm Springs
community to focus on each of the
following in the coming two years.

Overall feeling of safety
Somewhat important
Not at all important
Overall quality of natural environment Essential
Very important
Somewhat important
Not at all important
Overall quality of parks and recreation
opportunities
Essential
Very important
Somewhat important
Not at all important
Overall health and wellness opportunities Essential
Very important
Somewhat important
Not at all important
Overall opportunities for education, culture, and
the arts
Essential
Very important
Somewhat important
Not at all important
Residents' connection and engagement with their
community
Essential
Very important
Somewhat important
Not at all important
In general, how many times do you: Access the internet from your home Several times a day Once a day
A few times a week
Every few weeks
Less often or never
Access the internet from your cell phone Several times a day Once a day
A few times a week
Every few weeks
Less often or never
Several times a day
0%
1%
17%
41%
42%
0%
19%
52%
29%
0%
21%
45%
34%
0%
23%
46%
31%
2%
23%
50%
25%
2%
0%
5%
4%
89%
5%
1%
2%
5%
87%
47 2136
In general, how many times do you:

Access the internet from your cell phone Less often or never Visit social media sites Several times a day
Once a day
A few times a week
Every few weeks
Less often or never
Use or check email Several times a day
Once a day
A few times a week
Every few weeks
Less often or never
Share your opinions online Several times a day
Once a day
A few times a week
Every few weeks
Less often or never
Shop online Several times a day
Once a day
A few times a week
Every few weeks
Less often or never
Please rate your overall health. Excellent
Very good
Good
Fair
Poor
What impact, if any, do you think the economy will
have on your family income in the next 6 months?
Do you think the impact will be:

Very positive
Somewhat positive
Neutral
Somewhat negative
Very negative
How many years have you lived in Palm Springs? Less than 2 years 2-5 years
18%
3%
10%
10%
58%
1%
0%
3%
10%
86%
46%
19%
14%
4%
17%
12%
29%
35%
9%
16%
1%
6%
26%
33%
33%
2%
16%
48%
25%
9%
15%
48 2137
How many years have you lived in Palm Springs?
Less than 2 years
2-5 years
6-10 years
11-20 years
More than 20 years
Which best describes the building you live in? One family house detached from any other houses
Building with two or more
homes (duplex, townhome, apa..

Mobile home
Other
Do you rent or own your home? Rent
Own
About how much is your monthly
housing cost for the place you live
(including rent, mortgage payment,
property tax, property insurance, and
homeowners' association (HOA) fees)?
About how much is your monthly housing cost for
the place you live (including rent, mortgage
payment, property tax, property insurance and
homeowners' association (HOA) fees)?
Less than $500
$500 to $999
$1,000 to $1,499
$1,500 to $1,999
$2,000 to $2,499
$2,500 to $2,999
$3,000 to $3,499
$3,500 or more
Do any children 17 or under live in your
household?
No
Yes
Are you or any other members of your household
aged 65 or older?
No
Yes
How much do you anticipate your household's
total income before taxes will be for the current
year? (Please include in your total income money
from all sources for all persons living in your
household.)
Less than $25,000
$25,000 to $49,999
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999
$150,000 or more
Are you Spanish, Hispanic, or Latino? Are you Spanish, Hispanic or Latino? No, not Spanish, Hispanic, or Latino
Yes, I consider myself to be
Spanish, Hispanic, or Latino
What is your race? (Mark one or more races to
indicate what race you consider yourself to be.)
American Indian or Alaskan
Native
Asian, Asian Indian, or Pacific
Islander
19%
18%
19%
28%
2%
2%
51%
45%
59%
41%
11%
12%
7%
8%
19%
26%
13%
4%
8%
92%
45%
55%
24%
13%
15%
18%
16%
14%
22%
78%
3%
49 2138
What is your race? (Mark one or more races to
indicate what race you consider yourself to be.)
American Indian or Alaskan
Native
Asian, Asian Indian, or Pacific
Islander
Black or African American
White
Other
In which category is your age? 18-24 years
25-34 years
35-44 years
45-54 years
55-64 years
65-74 years
75 years or older
What is your gender? Female
Male
Identify in another way
6%
87%
3%
3%
12%
25%
24%
22%
8%
7%
1%
0%
57%
43%
50 2139
Methods (open participation)
As part of its participation in The National Community Survey™ (The NCS™), the City of Palm Springs conducted a survey of 486 residents. Survey invitations were mailed to randomly selected households and data were collected from September 1, 2021 to October 11, 2021. The results from this main survey effort represent the most robust estimate of your residents’ opinions.

After the above data collection period was underway, a link to an online open participation survey was publicized by the City of Palm Springs. The open participation survey was identical to the probability sample survey with two small updates; it included a map at the beginning asking where the respondent lives and also a question about where they heard about the survey. The open participation survey was open to all city residents and became available on September 22, 2021. The survey remained open for 3 weeks and there were 641 responses.

The open participation survey data were not collected through a random sample and it is unknown who in the community was aware of the survey; therefore, a level of confidence in the representativeness of the sample cannot be estimated. However, to reduce bias where possible, these data were statistically weighted to match the demographic characteristics of the 2010 Census and 2017 American Community Survey estimates for adults in the City of Palm Springs. The characteristics used for weighting were age, sex, race, Hispanic origin, housing type, housing tenure, and area. No adjustments were made for design effects.

Weights were calculated using an iterative, multiplicative raking model known as the ANES Weighting Algorithm.* The results of the weighting scheme for the open participation survey are presented in the following table. * Pasek, J. (2010). ANES Weighting Algorithm. Retrieved from https://web.stanford.edu/group/iriss/cgi-bin/anesrake/resources/RakingDescription.pdf Unweighted Weighted Target*
Age 18-34
35-54
55+
Area District 1
District 2
District 3
District 4
District 5
Hispanic No, not Spanish, Hispanic, or Latino
Yes, I consider myself to be Spanish, Hispa..

Housing type Attached
Detached
race Not white
White
Race/ethnicity Not white alone
White alone, not Hispanic or Latino
Sex Female
Male
Sex/age Female 18-34
Female 35-54
Female 55+
Male 18-34
Male 35-54
Male 55+
Tenure Own
Rent
55%
29%
16%
59%
30%
11%
77%
21%
2%
25%
24%
18%
19%
14%
26%
24%
17%
19%
14%
21%
21%
23%
16%
18%
22%
78%
22%
78%
7%
93%
47%
53%
47%
53%
63%
37%
85%
15%
85%
15%
89%
11%
67%
33%
68%
32%
83%
17%
58%
42%
56%
44%
64%
36%
31%
17%
9%
24%
11%
7%
33%
19%
5%
25%
12%
6%
49%
14%
1%
28%
7%
1%
41%
59%
41%
59%
13%
87%
51 2140
In which area of Palm Springs do you live? (Refer to
map above)
District 1
District 2
District 3
District 4
District 5
None of these/ I don't live in
Palm Springs
Please rate each of the following
aspects of quality of life in Palm
Springs.

Palm Springs as a place to live Excellent
Good
Fair
Poor
Your neighborhood as a place to live Excellent
Good
Fair
Poor
Palm Springs as a place to raise children Excellent
Good
Fair
Poor
Palm Springs as a place to work Excellent
Good
1%
26%
24%
17%
18%
14%
6%
15%
50%
29%
5%
19%
37%
39%
30%
39%
21%
10%
13%
Open participation survey results
This dashboard contains a complete set of responses to each question on the open participation survey. By default, "don't know" responses are excluded, but may be added to the table using the response filter to the right. When a table for a question that only permitted a single response does not total to exactly 100%, it is due to the common practice of percentages being rounded to the nearest whole number. 52 2141
Please rate each of the following
aspects of quality of life in Palm
Springs.

Palm Springs as a place to work
Excellent
Good
Fair
Poor
Palm Springs as a place to visit Excellent
Good
Fair
Poor
Palm Springs as a place to retire Excellent
Good
Fair
Poor
The overall quality of life Excellent
Good
Fair
Poor
Sense of community Excellent
Good
Fair
Poor
Please rate each of the following
characteristics as they relate to Palm
Springs as a whole.

Overall economic health Excellent
Good
Fair
25%
28%
34%
3%
7%
33%
57%
8%
15%
38%
39%
8%
18%
51%
23%
16%
30%
35%
19%
46%
10%
53 2142
Please rate each of the following
characteristics as they relate to Palm
Springs as a whole.

Overall economic health
Good
Fair
Poor
Overall quality of the transportation system Excellent
Good
Fair
Poor
Overall design or layout of residential and
commercial areas
Excellent
Good
Fair
Poor
Overall quality of the utility infrastructure Excellent Good
Fair
Poor
Overall feeling of safety Excellent
Good
Fair
Poor
Overall quality of natural environment Excellent
Good
Fair
Poor
10%
33%
17%
32%
41%
9%
9%
30%
48%
13%
16%
32%
42%
10%
23%
32%
36%
9%
16%
45%
33%
54 2143
Please rate each of the following
characteristics as they relate to Palm
Springs as a whole.

Overall quality of natural environment
Fair
Poor
Overall quality of parks and recreation
opportunities
Excellent
Good
Fair
Poor
Overall health and wellness opportunities Excellent
Good
Fair
Poor
Overall opportunities for education, culture, and
the arts
Excellent
Good
Fair
Poor
Residents' connection and engagement with their
community
Excellent
Good
Fair
Poor
Please indicate how likely or unlikely
you are to do each of the following.

Recommend living in Palm Springs to someone who
asks
Very likely
Somewhat likely
Somewhat unlikely
Very unlikely
Very likely
6%
10%
29%
43%
19%
10%
22%
45%
24%
8%
24%
47%
21%
13%
32%
40%
15%
12%
10%
42%
36%
55 2144
Please indicate how likely or unlikely
you are to do each of the following.

Recommend living in Palm Springs to someone who
asks Very unlikely
Remain in Palm Springs for the next five years Very likely Somewhat likely
Somewhat unlikely
Very unlikely
Please rate how safe or unsafe you
feel:

In your neighborhood during the day Very safe
Somewhat safe
Neither safe nor unsafe
Somewhat unsafe
Very unsafe
In Palm Springs' downtown/commercial area during
the day
Very safe
Somewhat safe
Neither safe nor unsafe
Somewhat unsafe
Very unsafe
From property crime Very safe
Somewhat safe
Neither safe nor unsafe
Somewhat unsafe
Very unsafe
From violent crime Very safe
Somewhat safe
Neither safe nor unsafe
13%
13%
23%
51%
3%
9%
5%
30%
52%
5%
10%
7%
38%
40%
17%
24%
14%
32%
13%
35%
24%
56 2145
Please rate how safe or unsafe you
feel:

From violent crime
Somewhat safe
Neither safe nor unsafe
Somewhat unsafe
Very unsafe
From fire, flood, or other natural disaster Very safe
Somewhat safe
Neither safe nor unsafe
Somewhat unsafe
Very unsafe
Please rate the job you feel the Palm
Springs community does at each of the
following.

Making all residents feel welcome Excellent
Good
Fair
Poor
Attracting people from diverse backgrounds Excellent
Good
Fair
Poor
Valuing/respecting residents from diverse
backgrounds
Excellent
Good
Fair
Poor
Taking care of vulnerable residents Excellent
Good
8%
21%
12%
3%
11%
18%
47%
21%
13%
28%
40%
19%
22%
27%
33%
18%
20%
23%
33%
24%
9%
57 2146
Please rate the job you feel the Palm
Springs community does at each of the
following.

Taking care of vulnerable residents
Excellent
Good
Fair
Poor
Please rate each of the following in
the Palm Springs community.

Overall quality of business and service
establishments
Excellent
Good
Fair
Poor
Variety of business and service establishments Excellent Good
Fair
Poor
Vibrancy of downtown/commercial area Excellent
Good
Fair
Poor
Employment opportunities Excellent
Good
Fair
Poor
Shopping opportunities Excellent
Good
Fair
46%
28%
17%
4%
28%
52%
16%
9%
34%
43%
13%
7%
26%
48%
19%
33%
43%
18%
6%
36%
12%
58 2147
Please rate each of the following in
the Palm Springs community.

Shopping opportunities
Good
Fair
Poor
Cost of living Excellent
Good
Fair
Poor
Overall image or reputation Excellent
Good
Fair
Poor
Please also rate each of the following
in the Palm Springs community.

Traffic flow on major streets Excellent
Good
Fair
Poor
Ease of public parking Excellent
Good
Fair
Poor
Ease of travel by car Excellent
Good
Fair
Poor
15%
37%
34%
37%
25%
4%
7%
15%
51%
27%
10%
24%
51%
14%
11%
21%
41%
28%
13%
45%
36%
59 2148
Please also rate each of the following
in the Palm Springs community.

Ease of travel by car
Fair
Poor
Ease of travel by public transportation Excellent
Good
Fair
Poor
Ease of travel by bicycle Excellent
Good
Fair
Poor
Ease of walking Excellent
Good
Fair
Poor
Well-planned residential growth Excellent
Good
Fair
Poor
Well-planned commercial growth Excellent
Good
Fair
Poor
Excellent
5%
41%
36%
17%
5%
11%
28%
47%
14%
11%
22%
46%
22%
37%
33%
26%
5%
34%
37%
24%
5%
60 2149
Please also rate each of the following
in the Palm Springs community.

Well-planned commercial growth Poor
Well-designed neighborhoods Excellent
Good
Fair
Poor
Preservation of the historical or cultural character
of the community
Excellent
Good
Fair
Poor
Public places where people want to spend time Excellent Good
Fair
Poor
Variety of housing options Excellent
Good
Fair
Poor
Availability of affordable quality housing Excellent
Good
Fair
Poor
Overall quality of new development Excellent
Good
16%
32%
42%
10%
11%
28%
40%
21%
15%
35%
38%
11%
45%
29%
18%
8%
67%
21%
9%
3%
6%
61 2150
Please also rate each of the following
in the Palm Springs community.

Overall quality of new development
Excellent
Good
Fair
Poor
Overall appearance Excellent
Good
Fair
Poor
Cleanliness Excellent
Good
Fair
Poor
Water resources Excellent
Good
Fair
Poor
Air quality Excellent
Good
Fair
Poor
Availability of paths and walking trails Excellent
Good
Fair
25%
34%
34%
9%
26%
50%
15%
14%
32%
39%
14%
53%
25%
18%
4%
8%
36%
45%
12%
45%
26%
62 2151
Please also rate each of the following
in the Palm Springs community.

Availability of paths and walking trails
Good
Fair
Poor
Fitness opportunities Excellent
Good
Fair
Poor
Recreational opportunities Excellent
Good
Fair
Poor
Availability of affordable quality food Excellent
Good
Fair
Poor
Availability of affordable quality health care Excellent Good
Fair
Poor
Availability of preventive health services Excellent
Good
Fair
Poor
5%
23%
5%
21%
50%
23%
7%
28%
46%
19%
16%
31%
41%
13%
22%
27%
36%
15%
27%
40%
16%
63 2152
Please also rate each of the following
in the Palm Springs community.

Availability of preventive health services
Fair
Poor
Availability of affordable quality mental health care Excellent Good
Fair
Poor
Opportunities to attend cultural/arts/music
activities
Excellent
Good
Fair
Poor
Community support for the arts Excellent
Good
Fair
Poor
Availability of affordable quality
childcare/preschool
Excellent
Good
Fair
Poor
K-12 education Excellent
Good
Fair
Poor
Excellent
17%
47%
27%
20%
6%
7%
26%
45%
21%
4%
21%
46%
29%
59%
22%
14%
5%
23%
40%
23%
15%
64 2153
Please also rate each of the following
in the Palm Springs community.

K-12 education Poor
Adult educational opportunities Excellent
Good
Fair
Poor
Sense of civic/community pride Excellent
Good
Fair
Poor
Neighborliness of residents Excellent
Good
Fair
Poor
Opportunities to participate in social events and
activities
Excellent
Good
Fair
Poor
Opportunities to attend special events and
festivals
Excellent
Good
Fair
Poor
Opportunities to volunteer Excellent
Good
24%
40%
31%
5%
10%
28%
41%
21%
11%
33%
42%
14%
7%
28%
44%
20%
5%
25%
43%
26%
34%
65 2154
Please also rate each of the following
in the Palm Springs community.

Opportunities to volunteer
Excellent
Good
Fair
Poor
Opportunities to participate in community matters Excellent Good
Fair
Poor
Openness and acceptance of the community toward
people of diverse backgrounds
Excellent
Good
Fair
Poor
Please indicate whether or not you
have done each of the following in the
last 12 months.

Contacted the City of Palm Springs for help or
information
No
Yes
Contacted Palm Springs elected officials to express
your opinion
No
Yes
Attended a local public meeting No
Yes
Watched a local public meeting No
Yes
Volunteered your time to some group/activity No
Yes
No
4%
18%
44%
10%
27%
42%
22%
15%
28%
37%
20%
65%
35%
49%
51%
49%
51%
63%
37%
51%
49%
66 2155
Please indicate whether or not you
have done each of the following in the
last 12 months.

Public information services Excellent
Good
Fair
Poor
Economic development Excellent
Good
Fair
Poor
Traffic enforcement Excellent
Good
Fair
Poor
41%
59%
87%
13%
19%
81%
44%
56%
64%
36%
8%
29%
48%
15%
15%
41%
37%
7%
30%
35%
8%
67 2156
Please rate the quality of each of the
following services in Palm Springs.

Traffic enforcement
Fair
Poor
Traffic signal timing Excellent
Good
Fair
Poor
Street repair Excellent
Good
Fair
Poor
Street cleaning Excellent
Good
Fair
Poor
Street lighting Excellent
Good
Fair
Poor
Sidewalk maintenance Excellent
Good
Fair
Poor
Excellent
26%
26%
33%
32%
8%
27%
30%
36%
6%
13%
28%
42%
17%
24%
30%
36%
10%
22%
24%
44%
9%
68 2157
Please rate the quality of each of the
following services in Palm Springs.

Sidewalk maintenance Poor
Bus or transit services Excellent
Good
Fair
Poor
Land use, planning and zoning Excellent
Good
Fair
Poor
Code enforcement Excellent
Good
Fair
Poor
Affordable high-speed internet access Excellent
Good
Fair
Poor
Garbage collection Excellent
Good
Fair
Poor
Drinking water Excellent
Good
33%
32%
30%
5%
30%
37%
27%
7%
37%
32%
25%
7%
38%
30%
26%
7%
2%
15%
56%
28%
16%
69 2158
Please rate the quality of each of the
following services in Palm Springs.

Drinking water
Excellent
Good
Fair
Poor
Sewer services Excellent
Good
Fair
Poor
Storm water management Excellent
Good
Fair
Poor
Power (electric and/or gas) utility Excellent
Good
Fair
Poor
Utility billing Excellent
Good
Fair
Poor
Police/Sheriff services Excellent
Good
Fair
12%
28%
44%
4%
19%
58%
19%
14%
36%
41%
9%
23%
32%
35%
9%
39%
30%
24%
7%
44%
17%
70 2159
Please rate the quality of each of the
following services in Palm Springs.

Police/Sheriff services
Good
Fair
Poor
Crime prevention Excellent
Good
Fair
Poor
Animal control Excellent
Good
Fair
Poor
Ambulance or emergency medical services Excellent
Good
Fair
Poor
Fire services Excellent
Good
Fair
Poor
Fire prevention and education Excellent
Good
Fair
Poor
15%
24%
32%
32%
30%
6%
5%
26%
51%
18%
3%
18%
55%
25%
1%
7%
51%
41%
19%
50%
24%
71 2160
Please rate the quality of each of the
following services in Palm Springs.

Fire prevention and education
Fair
Poor
Emergency preparedness Excellent
Good
Fair
Poor
Preservation of natural areas Excellent
Good
Fair
Poor
Palm Springs open space Excellent
Good
Fair
Poor
Recycling Excellent
Good
Fair
Poor
Yard waste pick-up Excellent
Good
Fair
Poor
Excellent
7%
14%
30%
42%
13%
12%
29%
46%
14%
12%
32%
44%
11%
12%
32%
38%
18%
8%
28%
45%
19%
72 2161
Please rate the quality of each of the
following services in Palm Springs.

Yard waste pick-up Poor
City parks Excellent
Good
Fair
Poor
Recreation programs or classes Excellent
Good
Fair
Poor
Recreation centers or facilities Excellent
Good
Fair
Poor
Health services Excellent
Good
Fair
Poor
Public library services Excellent
Good
Fair
Poor
Overall customer service by Palm Springs
employees
Excellent
Good
10%
27%
45%
17%
10%
33%
44%
14%
10%
29%
46%
15%
12%
30%
41%
17%
3%
15%
51%
31%
25%
73 2162
Please rate the quality of each of the
following services in Palm Springs.

Overall customer service by Palm Springs
employees
Excellent
Good
Fair
Poor
Please rate the following categories
of Palm Springs government
performance.

The value of services for the taxes paid to Palm
Springs
Excellent
Good
Fair
Poor
The overall direction that Palm Springs is taking Excellent Good
Fair
Poor
The job Palm Springs government does at
welcoming resident involvement
Excellent
Good
Fair
Poor
Overall confidence in Palm Springs government Excellent Good
Fair
Poor
Generally acting in the best interest of the
community
Excellent
Good
Fair
8%
21%
47%
22%
38%
32%
8%
31%
31%
29%
8%
18%
33%
35%
15%
33%
31%
26%
9%
27%
12%
74 2163
Please rate the following categories
of Palm Springs government
performance.

Generally acting in the best interest of the
community
Good
Fair
Poor
Being honest Excellent
Good
Fair
Poor
Being open and transparent to the public Excellent
Good
Fair
Poor
Informing residents about issues facing the
community
Excellent
Good
Fair
Poor
Treating all residents fairly Excellent
Good
Fair
Poor
Treating residents with respect Excellent
Good
Fair
Poor
30%
31%
26%
30%
33%
11%
29%
31%
27%
14%
29%
29%
30%
11%
29%
25%
31%
15%
27%
39%
16%
75 2164
Please rate the following categories
of Palm Springs government
performance.

Treating residents with respect
Fair
Poor
Overall, how would you rate the
quality of the services provided by
each of the following?
The City of Palm Springs Excellent
Good
Fair
Poor
The Federal Government Excellent
Good
Fair
Poor
Please rate how important, if at all,
you think it is for the Palm Springs
community to focus on each of the
following in the coming two years.

Overall economic health Essential
Very important
Somewhat important
Not at all important
Overall quality of the transportation system Essential
Very important
Somewhat important
Not at all important
Overall design or layout of residential and
commercial areas
Essential
Very important
Somewhat important
Not at all important
Essential
19%
14%
28%
45%
13%
16%
36%
44%
4%
0%
9%
30%
62%
4%
26%
41%
29%
3%
22%
39%
36%
76 2165
Please rate how important, if at all,
you think it is for the Palm Springs
community to focus on each of the
following in the coming two years.

Overall design or layout of residential and
commercial areas Not at all important
Overall quality of the utility infrastructure Essential Very important
Somewhat important
Not at all important
Overall feeling of safety Essential
Very important
Somewhat important
Overall quality of natural environment Essential
Very important
Somewhat important
Not at all important
Overall quality of parks and recreation
opportunities
Essential
Very important
Somewhat important
Not at all important
Overall health and wellness opportunities Essential
Very important
Somewhat important
Not at all important
Overall opportunities for education, culture, and
the arts
Essential
Very important
Somewhat important
2%
11%
36%
51%
4%
29%
67%
1%
18%
36%
45%
2%
24%
47%
28%
3%
17%
42%
38%
41%
29%
77 2166
Please rate how important, if at all,
you think it is for the Palm Springs
community to focus on each of the
following in the coming two years.

Overall opportunities for education, culture, and
the arts
Very important
Somewhat important
Not at all important
Residents' connection and engagement with their
community
Essential
Very important
Somewhat important
Not at all important
In general, how many times do you: Access the internet from your home Several times a day Once a day
A few times a week
Less often or never
Access the internet from your cell phone Several times a day Once a day
A few times a week
Every few weeks
Less often or never
Visit social media sites Several times a day
Once a day
A few times a week
Every few weeks
Less often or never
Use or check email Several times a day
Once a day
3%
27%
1%
24%
45%
30%
1%
2%
6%
91%
4%
1%
3%
4%
88%
10%
1%
6%
16%
67%
88%
78 2167
In general, how many times do you: Use or check email
Several times a day
Once a day
A few times a week
Share your opinions online Several times a day
Once a day
A few times a week
Every few weeks
Less often or never
Shop online Several times a day
Once a day
A few times a week
Every few weeks
Less often or never
Please rate your overall health. Excellent
Very good
Good
Fair
Poor
What impact, if any, do you think the economy will
have on your family income in the next 6 months?
Do you think the impact will be:

Very positive
Somewhat positive
Neutral
Somewhat negative
Very negative
2%
9%
34%
18%
23%
7%
17%
7%
30%
40%
9%
15%
0%
5%
18%
38%
39%
24%
40%
23%
6%
79 2168
What impact, if any, do you think the economy will
have on your family income in the next 6 months?
Do you think the impact will be:

Somewhat negative
Very negative
How many years have you lived in Palm Springs? Less than 2 years 2-5 years
6-10 years
11-20 years
More than 20 years
Which best describes the building you live in? One family house detached from any other houses
Building with two or more
homes (duplex, townhome,
apartment or condominium)
Mobile home
Other
Do you rent or own your home? Rent
Own
About how much is your monthly
housing cost for the place you live
(including rent, mortgage payment,
property tax, property insurance, and
homeowners' association (HOA) fees)?
About how much is your monthly housing cost for
the place you live (including rent, mortgage
payment, property tax, property insurance and
homeowners' association (HOA) fees)?
Less than $500
$500 to $999
$1,000 to $1,499
$1,500 to $1,999
$2,000 to $2,499
$2,500 to $2,999
$3,000 to $3,499
$3,500 or more
Do any children 17 or under live in your household? No
Yes
6%
21%
20%
19%
30%
10%
1%
2%
51%
45%
59%
41%
11%
4%
11%
14%
22%
20%
13%
4%
89%
80 2169
Do any children 17 or under live in your household?
No
Yes
Are you or any other members of your household
aged 65 or older?
No
Yes
How much do you anticipate your household's total
income before taxes will be for the current year?
(Please include in your total income money from all
sources for all persons living in your household.)
Less than $25,000
$25,000 to $49,999
$50,000 to $74,999
$75,000 to $99,999
$100,000 to $149,999
$150,000 or more
Are you Spanish, Hispanic, or Latino? Are you Spanish, Hispanic or Latino? No, not Spanish, Hispanic, or Latino
Yes, I consider myself to be
Spanish, Hispanic, or Latino
What is your race? (Mark one or more races to
indicate what race you consider yourself to be.)
American Indian or Alaskan
Native
Asian, Asian Indian, or Pacific
Islander
Black or African American
White
Other
In which category is your age? 25-34 years
35-44 years
45-54 years
55-64 years
65-74 years
75 years or older
11%
43%
57%
24%
20%
14%
18%
18%
6%
22%
78%
10%
88%
3%
2%
2%
25%
25%
18%
12%
11%
81 2170
In which category is your age?
65-74 years
75 years or older
What is your gender? Female
Male
Identify in another way
How did you hear about this survey? (Select all that
apply.)
The City's website
The City's social media
(Facebook, Twitter, Instagram,
etc.)
Received an email from the City
In a City newsletter or utility bill
Received a postcard or letter
from the City
Nextdoor
In my Facebook feed
Saw it on a video of a public
meeting or at a meeting I
attended
Saw it in a newspaper article or
ad (hard copy or online)
Saw a flyer or poster about it
Heard about it from a family
member, friend or neighborhood
Heard about it from a business
or social organization in my
community
Polco's weekly email
Polco social media post
On my Polco feed
Other
8%
0%
57%
43%
6%
0%
0%
1%
2%
9%
0%
0%
2%
13%
12%
2%
1%
33%
24%
8%
82 2171
Please complete this survey if you are the adult (age 18 or older) in the household who most recently had a birthday (the year of birth does not matter). Your responses are confidential and no identifying information will be shared.

Palm Desert City CouncilJune 12, 2025

Palm Desert City Council
June 12, 2025