Agenda packet — Palm Springs City Council, April 7, 2022 (part 7 of 8)

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EXHIBIT "A"

SCOPE OF SERVICES
SCOPE OF WORK, SERVICES, ANO OBJECTIVES:

Affordable Housing
• Participate in negotiation and review of affordable housing agreements, pro forma analysis, design, entitlement requirements, land acquisition, and land disposition. • Identify sites and opportunities for affordable housing projects; develop and review strategies for affordable housing with sub-committee; identify willing property owners to participate in affordable housing projects;
• Prepare and issue requests for proposals, requests for qualifications, notices of funding availability; evaluate and analyze proposals; select affordable housing partners; refine and revise project scope as needed; apply for and secure necessary project resources if necessary; negotiate agreements; review draft deal points and agreements with sub-committee and senior staff; prepare staff report to recommend project approval; prepare documents for execution; facilitate execution of agreements.
• Facilitate and negotiate grants, loan agreements, and other contracts with public, non-profit and/or private developers; assist citizens, non-profits, advisory bodies, staff and others seeking financial assistance with community-wide housing, special needs housing and community development programs.
• Resolve issues with landlords and/or tenants with reference to the PS Rent Review Ordinance, Fair Housing or the State Landlord Tenant Handbook.
• Ensure, monitor, and implement compliance with all Federal and State laws, rules, regulations, and other compliance programs that may affect housing programs; inform management of changes and make adjustments to relevant programs.
• Provide technical assistance to outside government agencies, business organizations (for-profit and non-profit) and other stakeholders of the community in implementing housing and community development programs.
• Respond to and oversee special existing housing subsidy and housing-related programs audit authorities.
• Formulate, present, and recommend policies and implementation strategies; plan and assist with affordable housing projects, neighborhood revitalization, rehabilitation, homebuyer assistance, relocation, affordable housing preservation, and rental assistance activities; oversees rehabilitation projects with eligible homeowners and landlords, assure quality subsidized rental housing.

Homeless Services
• Coordinate, and administer the City's homeless services; develop and implement goals, objectives, policies, and priorities for homeless services programs;

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• Possess operational understanding and familiarity with Homeless Management Information Systems, Coordinated Entry Systems, and Continuums of Care. • Develop homeless assistance program (i.e. voucher assistance, homeless youth assistance, permanent supportive housing, bridge housing) criteria and parameters; review program with subcommittee and City Council; initiate and monitor program activities; • Monitor and coordinate homeless outreach teams, and services; coordinate with law enforcement officers; review service provider reports; prepare consolidated reports for sub-committee and stakeholders; review and process requests for payment; and, coordinate service funding with funding agencies;
• Draft requests for proposals, requests for qualifications, and notices of funding availability for homeless services projects and programs; review qualifications of potential partners; negotiate agreements; prepare documents for execution; facilitate execution of agreements. • Coordinate City participation in annual Point in Time Count. • Coordinate and leverage financial assistance and homeless services with other government agencies, non-profit organizations, community resources, and other programs • Effectively interface and serve as liaison with City staff and departments, businesses, and residents regarding homeless resources, and other community programs.

Affordable Housing and Homelessness Program and Resource Development • Apply for grants and other funding and partnership opportunities. • Plan, develop, and monitor programs, projects, legislation, and other opportunities for preservation, development, financing and funding, for affordable housing and homeless projects, programs, activities, and services.
• Assure record management in accordance with legal requirements and city policy; represent the City in relations with the community, local, state, and federal agencies, and professional organizations.

Administration
• Maintain agreement files and facilitate City obligations. • Ensure City obligations are met; monitor projects; maintain loan, grant, regulatory agreement, and DOA files.
• Maintain and monitor awardee contracts and agreements for compliance; establish inventory of affordable units, affordability levels, and affordability expiration. • Assist in the development and coordination of the department budget; approve, track, and monitor expenditures as required.

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• Assist in the development and implementation of goals, objectives, policies, procedures, and work standards for the department; monitor revisions and implementation programs of City's adopted Housing Element.
• Conduct a variety of operational studies and reports; recommend modifications to assigned programs, policies, and procedures as appropriate; prepare and create proposals, make presentations, prepare and present staff reports, policies, ordinances, and other necessary written and oral correspondence.
• Create and maintain relevant portions of department website. • Participate in programs and initiatives as assigned; provide guidance on assigned programs; serve as staff on a variety of boards, commissions, and committees. • Respond to public inquiries and complaints in a courteous manner; provide information within the area of assignment; resolve complaints in an efficient and timely manner. • Perform other duties and responsibilities as required.

The City estimates that the project will take approximately 4 YEARS to complete

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EXHIBIT "B"

CITY'S REQUEST FOR PROPOSALS

CITY OF PALM SPRINGS, CA
STATEMENT OF QUALIFICATIONS (SOQ) #04-21

HOUSING CONSULTANT SERVICES
Statements of Qualifications (SOQ 04-21), for professional services for a Housing Consultant Services for the City of Palm Springs, CA, (hereinafter the "SOQ") will be received at the Office of Procurement & Contracting, 3200 East Tahquitz Canyon Way, Palm Springs, California, until 3:00 P.M. LOCAL TIME, TUESDAY, FEBRUARY 9, 2021. It is the responsibility of the respondent to see that any submittal sent through the mail, or by any other delivery method, shall have sufficient time to be received by this specified date and time. The receiving time in the Procurement Office will be the governing time for acceptability of submittals. Telegraphic, telephonic, faxed or emailed submittals will not be accepted. Late submittals will be returned unopened. Failure to register for this SOQ process per the instructions in the Notice Inviting Statements of Qualifications (under "Obtaining SOQ Documents") may result in not receiving Addenda or other important information pertaining to this process. Failure to acknowledge Addenda may render a submittal as being non-responsive or negatively impact the evaluation of a submittal. We strongly advise that interested firms officially register per the instructions in the Notice.

1. PURPOSE AND SCHEDULE: The City of Palm Springs is requesting statements of qualifications from qualified professional firms to provide the City with a Housing Consultant Services as more fully described herein.

SCHEDULE:

Notice requesting Statements of Qualifications posted and issued ..................... January 7, 2021 Deadline for receipt of Questions .......................... TUESDAY, FEBRUARY 2, 2021, 3:00 P.M.

Deadline for receipt of Submittals ......................... TUESDAY, FEBRUARY 9, 2021, 3:00 P.M.

Short List / Interviews/ *if desired by City ........................................................... to be determined Contract awarded by City Council. ..................................................................... to be determined NOTE: There will NOT be a pre-submittal conference for this procurement. *Dates above are subject to change.
"KEY" TO SOQ ATTACHMENTS:

ATTACHMENT "A"- Signature Authorization Form, including Addenda acknowledgment. *Must be completed and included with Qualifications Submittal electronic file #1.

ATTACHMENT "B" - Non Collusion Affidavit Form. *Must be completed and included with Qualifications Submittal electronic file #1.

ATTACHMENT "C" - Cost/Rates Submittal Form. *Must be completed and included in a separate electronic file #2 - do NOT include this with your Qualifications Submittal electronic file #1.

ATTACHMENT "D" -No Conflict of Interest and Non-Discrimination Form. *Must be completed and included with Qualifications Submittal electronic file #1.

ATTACHMENT "E" - Public Integrity Business Disclosure Form. *Must be completed and included with Qualifications Submittal electronic file #1
ATTACHMENT "F" - Sample boilerplate Contract Services Agreement (for reference only)

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2. BACKGROUND:

The City of Palm Springs requires a consultant to administer a wide variety of programs and projects to ensure a comprehensive approach to affordable housing and homeless services programs within the City in accordance with Federal regulations, policies and procedures; coordinate, develop, and administer affordable housing opportunities, housing rehabilitation opportunities, new low and moderate income housing projects, homeless and related supportive services programs, and perform a variety of tasks in the development and implementation of goals and objectives in support of assigned community development programs.

3. SCOPE OF WORK, SERVICES, AND OBJECTIVES:

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relocation, affordable housing preservation, and rental assistance activities; oversees rehabilitation projects with eligible homeowners and landlords, assure quality subsidized rental housing.

Homeless Services
• Coordinate, and administer the City's homeless services; develop and implement goals, objectives, policies, and priorities for homeless services programs; • Possess operational understanding and familiarity with Homeless Management Information Systems, Coordinated Entry Systems, and Continuums of Care. • Develop homeless assistance program (i.e. voucher assistance, homeless youth assistance, permanent supportive housing, bridge housing) criteria and parameters; review program with subcommittee and City Council; initiate and monitor program activities; • Monitor and coordinate homeless outreach teams, and services; coordinate with law enforcement officers; review service provider reports; prepare consolidated reports for sub-committee and stakeholders; review and process requests for payment; and, coordinate service funding with funding agencies;
• Draft requests for proposals, requests for qualifications, and notices of funding availability for homeless services projects and programs; review qualifications of potential partners; negotiate agreements; prepare documents for execution; facilitate execution of agreements. • Coordinate City participation in annual Point in Time Count. • Coordinate and leverage financial assistance and homeless services with other government agencies, non-profit organizations, community resources, and other programs • Effectively interface and serve as liaison with City staff and departments, businesses, and residents regarding homeless resources, and other community programs.

Administration
• Maintain agreement files and facilitate City obligations. • Ensure City obligations are met; monitor projects; maintain loan, grant, regulatory agreement, and DOA files.

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• Maintain and monitor awardee contracts and agreements for compliance; establish inventory of affordable units, affordability levels, and affordability expiration. • Assist in the development and coordination of the department budget; approve, track, and monitor expenditures as required.
• Assist in the development and implementation of goals, objectives, policies, procedures, and work standards for the department; monitor revisions and implementation programs of City's adopted Housing Element.
• Conduct a variety of operational studies and reports; recommend modifications to assigned programs, policies, and procedures as appropriate; prepare and create proposals, make presentations, prepare and present staff reports, policies, ordinances, and other necessary written and oral correspondence.
• Create and maintain relevant portions of department website. • Participate in programs and initiatives as assigned; provide guidance on assigned programs; serve as staff on a variety of boards, commissions, and committees. • Respond to public inquiries and complaints in a courteous manner; provide information within the area of assignment; resolve complaints in an efficient and timely manner. • Perform other duties and responsibilities as required.

The City estimates that the project will take approximately 4 YEARS to complete.

4. SUBMITTAL REQUIREMENTS:

Please note: this SQQ cannot identify each specific, individual task required to successfully and completely implement this project. The City of Palm Springs relies on the professionalism and competence of the selected firm to be knowledgeable of the general areas identified in the scope of work and will incorporate in the final agreement with the selected firm from this process all required tasks and subtasks, personnel commitments, man-hours, direct and indirect costs. etc. The City of Palm Springs will not approve amendments or change orders to the selected firm's agreement which do not involve a substantial change from the general scope of work identified in this SQQ.

5. SELECTION PROCESS: The City of Palm Springs is utilizing a Qualifications Based Selection process to select a firm to provide the services requested by this SQQ. The City shall review the submittals submitted in reply to this SQQ and may select a firm based upon the written submittal only, or a limited number of firms may be short-listed and invited to make a formal presentation and attend an interview at a future date and the evaluation committee will then select the firm to be recommended. The format, selection criteria and date of the presentation and interview (if any) will be established at the time of shortlisting. Preparation of submittals in reply to this SQQ, and participation in any future presentation or interview is at the sole expense of the firms responding to this SQQ.

6. SUBMITTAL EVALUATION CRITERIA: This solicitation has been developed in the "Statement of Qualifications" (SQQ) format. Accordingly, firms should take note that the City will consider multiple criteria in selecting the most qualified firm. Consistent with CA Government Code Section 4525/4526 and Municipal Code 7.04.050 for the acquisition of Professional Services, price is NOT an evaluation criteria.

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Cost/Rate submittals submitted in separate sealed envelopes are not opened, nor considered during evaluations. Upon selection of the most qualified firm, the associated Cost/Rates submittal will be used as a basis for contract negotiations to establish a total cost for the project. A contract shall be negotiated on the basis of fair and reasonable and mutually agreed upon project costs and time requirements. Should successful negotiations not occur with the highest ranked firm, the City may, at its sole discretion, choose to enter into negotiations with the second highest ranked firm, and so on.

PRIOR CITY WORK: If your firm has prior experience working with the City DO NOT assume this prior work is known to all members of the evaluation committee. All firms are evaluated on the information contained in their proposal, information obtained from references (including the city and past performance if applicable), and presentations if requested. All proposals should be prepared as if the evaluation committee members have no knowledge of the firm, their qualifications or past projects.

An Evaluation Committee, using the following evaluation criteria for this SQQ, will evaluate all responsive submittals to this SQQ. Firms are requested to submit their submittals so that they correspond to and are identified with the following specific evaluation criteria (100 Total Points possible):

A. Project Team (30 Points):

1. Indicate whether the project team is composed of a group of individuals or a firm(s).

2. Identify the key staff person responsible for general project management.

3. All project team member names, resumes, and professional titles including all professional credentials and degrees, names and addresses of the institutions that granted the credentials and degrees and dates they were granted.

4. Describe the specific responsibility each team member will have on the project.

5. If respondent is a firm, please describe how the firm is organized and how resources will be utilized for this project..

B. Experience on similar work (35 Points):

1. Provide a statement of understanding of the project.

2. Detail previous experience preparing housing consultant services for cities similar in size to Palm Springs.

3. Indicate how the team's experience relates to the Scope of Services requested.

4. Work Product Examples:

Please include, as an appendix to the Qualifications submittal, brief excerpts of relevant completed work products for the consultant team and all sub-consultants or other experts that the team intends to engage on this project. *Note that these brief work product examples will not count toward the submittal page limit described below.

C. Public Outreach (25 Points):

1. Detail previous experience facilitating public participation and working with city commissions and committees as part of a housing consultant services process. Include information on how priorities were measured and detail methods of public outreach beyond attendance at meetings. Describe how you have used social media or other electronic means as a way to engage citizens in a housing consultant services process.

D. References (10 Points):

1. List five (5) public sector clients including three (3) of the most recent and relevant with whom similar, comparable services have been performed. Include name, mailing address, current telephone number and valid email address of the principal contact.

Provide a brief description of the service provided and the dates of the work provided.

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7. SUBMITTAL CONTENTS: Firms are requested to format their submittals so that responses correspond directly to, and are identified with, the specific evaluation criteria stated in Section 6 above. The submittals must be in an 8 ½ X 11 format, minimum 10pt font size, minimum¾" margins, and may be no more than a total of thirty (30) electronic pages, including cover letters, organization charts, staff resumes, appendices, and any exceptions to the language in the sample agreement, or to the insurance requirements. NOTE: Front and Back Covers, Dividers, Attachments "A","B", "D" and "E" and Addenda acknowledgments, and the Cost/Rates Proposal (*in a separate electronic file) do NOT count toward the limit (everything else does).

YOU MUST UPLOAD TWO (2) SEPARATE FILES - ONE WITH THE QUALIFICATIONS, AND ONE WITH THE COST/RATES. EACH FILE IS TO BE LABELED WITH THE SQQ#, FIRM NAME, AND EITHER "WORK PROPOSAL,
, OR "COST/RATES". FOR EXAMPLE: "SOQ 13-20, JONES CO.,
WORK PROPOSAL" and "SOQ 13-20, JONES CO., COST/RATES". YOU MUST FOLLOW THE

EXAMPLE TO LABEL YOUR FILES - FAILURE TO DO SO MAY RESULT IN YOUR PROPOSAL BEING LOST OR REJECTED. NOTE THAT YOU CAN'T USE ANY SPECIAL CHARACTERS IN NAMING YOUR FILES - ONLY COMMAS AND DASHES MAY BE USED. ANY OTHER SPECIAL

CHARACTERS IN THE LABEL OF YOUR ELECTRONIC FILES WILL RESULT IN TRANSMISSION FAILURE AND REJECTION OF YOUR PROPOSAL.

ELECTRONIC SUBMISSIONS SHALL BE UPLOADED TO THE FOLLOWING SITE VIA THE LINK BELOW. ALL SUBMISSIONS MUST BE TIME DATE STAMPED BY THE SYSTEM AS BEING RECEIVED BY THE DEADLINE. LATE SUMBISSIONS WILL BE REJECTED.

TO UPLOAD YOUR TWO (2) SEPARATE FILE SUBMISSIONS IN RESPONSE TO THIS SOQ GO TO:
https://spaces.hightail.com/uplink/Procurement
Submittals not meeting the above criteria may be found to be non-responsive.

EACH PROPOSAL PACKAGE MUST INCLUDE TWO (2) SEPARATE ELECTRONIC FILES:

ELECTRONIC FILE #1, clearly marked as per the directions above, shall include the following items:

Responses, in order, to All Criteria Items A thru E described above in Section 6, plus:
• Completed Signature authorization and Addenda Acknowledgment (see Attachment A) • Completed Affidavit of Non-Collusion (see Attachment B) • Completed No Conflict of Interest and Non-Discrimination Form (Attachment D) • Completed Public Integrity Business Disclosure Form (Attachment E) ELECTRONIC FILE #2, clearly marked "Cost/Rates Submittal", shall include a fully completed and signed "Cost/Rates Submittal" form, Attachment "C't, as provided by the City. • List the hourly rate for all classifications of personnel who may work this project. • List the hourly rate for all classifications of personnel of sub consultants who may work on this project. • List any reimbursable expenses the City may incur.
• List any additional costs, such as drive time, that the City may incur in conjunction with the performance.
• Do NOT include Attachments "A", "B", "D, or "E" in the Cost/Rates Submittal, Electronic File #2. Attachments "A", "B': "D" and "E" are to be included in Electronic File #1, "Qualifications Submittal".

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DEADLINE FOR SUBMISSIONS: Submittals will be electronically received via the link provided in this RFP by the Procurement and Contracting Department until 3:00 P.M. LOCAL TIME, TUESDAY, FEBRUARY 9, 2021. The receiving time date stamp in the electronic file database will be the governing time for acceptability of submittals. Paper submittals, or submittals sent by any other means, or to any other electronic file or email address other than the link provided in this RFP will NOT be accepted. Late submittals will be returned unopened. Submittals shall be clearly marked per the instructions provided and submitted electronically to:
https://spaces. h ighta ii. com/u plink/Procurement
QUESTIONS: Firms, their representatives, agents or anyone else acting on their behalf are specifically directed NOT to contact any city employee, commission member, committee member, council member, or other agency employee or associate for any purpose related to this SOQ other than as directed below.

Contact with anyone other than as directed below WILL be cause for rejection of a submittal.

Any questions, technical or otherwise, pertaining to this SOQ must be submitted IN WRITING and directed ONLY to:

City of Palm Springs
Procurement and Contracting Department
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92262
Attn: Leigh Gileno, CPPB Procurement & Contracting Manager, Acting QUESTIONS: Firms, their representatives, agents or anyone else acting on their behalf are specifically directed NOT to contact any city employee, commission member, committee member, council member, or other agency employee or associate for any purpose related to this SQQ other than as directed below.

Contact with anyone other than as directed below WILL be cause for rejection of a submittal.

Any questions, technical or otherwise, pertaining to this SOQ must be submitted IN WRITING and directed ONLY to:

Leigh Gileno, CPPB Procurement & Contracting Manager, Acting Procurement and Contracting Department
3200 East Tahquitz Canyon Way
Palm Springs, CA 92262
via FAX (760) 323-8238
or via EMAIL: [email protected]
Interpretations or clarifications considered necessary in response to such questions will be resolved by the issuance of formal Addenda to the SOQ. The deadline for all questions is 3:00 P.M., Local Time, TUESDAY, FEBRUARY 2. 2021. Questions received after this date and time may not be answered. Only questions that have been resolved by formal written Addenda via the Department of Procurement and Contracting will be binding. Oral and other interpretations or clarifications will be without legal or contractual effect.

FORM OF AGREEMENT: The selected firm will be required to enter into a contractual agreement, inclusive of insurance requirements, with the City of Palm Springs in accordance with the standard Professional Services Agreement (see Attachment "F"). Please note that Exhibits A, B, C, D and E are intentionally not complete in the attached document. These exhibits will be negotiated with the selected firm, and will appear in the final Professional Services Agreement executed between the parties.

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Requested changes to the Professional Services Agreement may not be approved, and the selected firm must ensure that the attached document will be executed.

We specifically draw your attention to the language in the sections of the sample contractual agreement attached entitled "Conflict of Interest" and "Covenants Against Discrimination" and recommend all firms carefully consider these contractual requirements prior to submitting a submittal in response to this SOQ. Firms that submit a submittal in response to this SOQ shall certify the following:
a) Conflict of Interest. Consultant acknowledges that no officer or employee of the City has or shall have any direct or indirect financial interest in this Agreement nor shall Consultant enter into any agreement of any kind with any such officer or employee during the term of this Agreement and for one year thereafter. Consultant warrants that Consultant has not paid or given, and will not pay or give, any third party any money or other consideration in exchange for obtaining this Agreement. b) Covenant Against Discrimination. In connection with its performance under this Agreement, Contractor shall not discriminate against any employee or applicant for employment because of actual or perceived race, religion, color, sex, age, marital status, ancestry, national origin (i.e., place of origin, immigration status, cultural or linguistic characteristics, or ethnicity), sexual orientation, gender identity, gender expression, physical or mental disability, or medical condition (each a "prohibited basis"). Contractor shall ensure that applicants are employed, and that employees are treated during their employment, without regard to any prohibited basis. As a condition precedent to City's lawful capacity to enter this Agreement, and in executing this Agreement, Contractor certifies that its actions and omissions hereunder shall not incorporate any discrimination arising from or related to any prohibited basis in any Contractor activity, including but not limited to the following: employment, upgrading, demotion or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship; and further, that Contractor is in full compliance with the provisions of Palm Springs Municipal Code Section 7.09.040, including without limitation the provision of benefits, relating to non-discrimination in city contracting.

Failure or refusal to enter into an Agreement as herein provided or to conform to any of the stipulated requirements in connection therewith shall be just cause for an annulment of the award. If the highest ranked Proposer refuses or fails to execute the Agreement, or negotiations are not successful, or the agreement is terminated, the City may, at its sole discretion, enter negotiations with and award the Contract to the second highest ranked Proposer, and so on.

The term of the agreement that is awarded as a result of this SOQ shall be in effect for four (4) YEARS, unless mutually extended by the parties.

AWARD OF CONTRACT: It is the City's intent to award a contract to the firm that can provide all of the services identified in the SOQ document. However, the City reserves the right to award a contract to multiple Respondents or to a single Respondent, or to make no award, whichever is in the best interest of the City. It is anticipated that award of the contract will occur at the next regularly scheduled City Council meeting after the evaluation committee has made its final selection of the firm to be recommended for award and a contract has been negotiated and agendized for consideration. The decision of the City Council will be final.

RIGHT TO ACCEPT OR REJECT SUBMITTALS: The City of Palm Springs reserves the right to waive any informality or technical defect in a submittal and to accept or reject, in whole or in part, any or all submittals and to cancel all or part of this SOQ and seek new submittals, as best serves the interests of Page30 of82
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the City. The City furthermore reserves the right to contract separately with others certain tasks if deemed in the best interest of the City.

INSURANCE: Insurance provisions are contained in the Standard Contract Services sample agreement included in the S0Q. The successful Proposer will be required to comply with these provisions. It is recommended that Proposers have their insurance provider review the insurance provisions BEFORE they submit their submittal.

RESPONSIBILITY OF PROPOSER: All firms responding to this S0Q shall be responsible. If it is found that a firm is irresponsible (e.g., has not paid taxes, is not a legal entity, submitted an SOQ without an authorized signature, falsified any information in the submittal package, etc.), the submittal shall be rejected.

PUBLIC RECORD: All documents submitted in response to this solicitation will become the property of the City of Palm Springs and are subject to the California Code Section 6250 et seq., commonly known as the Public Records Act. Information contained in the documents, or any other materials associated with the solicitation, pursuant to CA Government Code 6255 during the negotiation process, may be made public after the City's negotiations are completed, and staff has agendized a recommendation to the City Council for the award of a contract to a specific firm, but before final action is taken by the City Council to award the contract.

Although the California Public Records Act ("CPRA") recognizes that certain confidential trade secret information may be protected from disclosure, the City may not be in a position to establish that the information submitted in a submittal is a trade secret. If a request is made for information marked "Confidential," "Trade Secret", "Proprietary," or any other similar designation, the City will provide the party submitting such information with reasonable notice to allow the party to seek protection from disclosure by a court of competent jurisdiction.

If a submitting party contends that a portion of the submittal is confidential even under the CPRA, the party:
1) must clearly label each document and/or page deemed a confidential document 2) the legal rationale supporting such contention including specific references to applicable provisions of the Public Records laws of the State 3) must actively defend against any request for disclosure of information which the party has determined should not be released, and 4) must indemnify and hold harmless the City from any loss, claim or suit, including attorneys' fees, brought by a person challenging the City's refusal to release the documents. The City will not, under any circumstances, incur any expenses, or be responsible for any damages or losses incurred by a party submitting a submittal or any other person or entity, because of the release of such information. The City will not return the original or any copies of the submittal or other information or documents submitted to the City as part of this SQQ process. NOTE THAT THE CITY MAY NOT RECOGNIZE SUBMITTAL$ WHERE ALL OF THE INFORMATION, VIA A BLANKET STATEMENT, IS SUBMITTED AS PROPRIETARY INFORMATION OR A TRADE SECRET. SUCH SUBMITTAL$ MAY BE FOUND NON-RESPONSIVE.

COST RELATED TO SUBMITTAL PREPARATION: The City will NOT be responsible for any costs incurred by any firm responding to this S0Q in the preparation of their submittal or participation in any presentation if requested, or any other aspects of the entire SQQ process.

COMPLIANCE WITH LAW: Proposer warrants that all Services rendered shall be performed in accordance with all applicable federal, state, and local laws, statutes, ordinances lawful orders, rules, and regulations.

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LICENSES, PERMITS, FEES, AND ASSESSMENTS: Proposer represents and warrants to City that it will obtain all licenses, permits, qualifications, and approvals of whatever nature that are legally required to practice its profession and perform the Work and Services requested in this SOQ. Proposer represents and warrants to City that Proposer shall, at its sole cost and expense, keep in effect at all times during the term of the Agreement if so awarded, any license, permit, qualification, or approval that is legally required for Proposer to perform the Work and Services under the Agreement if so awarded. Proposer shall have the sole obligation to pay for any fees, assessments, and taxes, plus applicable penalties and interest, which may be imposed by law and arise from or are necessary for the Proposer's performance of the Work and Services required under the Agreement if so awarded. Proposer shall indemnify, defend, and hold harmless City against any such fees, assessments, taxes penalties, or interest levied, assessed, or imposed against City to the fullest extent permitted by law.

BUSINESS LICENSE: The selected firm will be required to be licensed in accordance with the City of Palm Springs Business License Ordinance, Municipal Code Chapter 3.40 through 3.96, entitled "Business Tax".

INVESTIGATIONS: The City reserves the right to make such investigations as it deems necessary to determine the ability of the firms responding to this SQQ to perform the Work and the firm shall furnish to the City all such information and data for this purpose as the City may request. The City reserves the right to reject any submittal if the evidence submitted by or investigation of such firm fails to satisfy the City that such firm is properly qualified to carry out the obligations of the Contract and to complete the Work contemplated therein.

SUBMITTAL$ TO REMAIN OPEN: The Proposer shall guarantee that all contents of their submittal shall be valid for a period of 120 calendar days from the due date of submittals.

OTHER PUBLIC AGENCY "PIGGYBACK" CLAUSE": It is intended that any other public agency, at the mutual consent of both parties and consistent with the public agency's policies and procedures, be permitted to purchase under the terms submitted in response to this procurement. Any participating agency shall take sole responsibility for the placing of orders, arranging for delivery and or services, and making payments to the vendor, contractor, or consultant. The City of Palm Springs will not be liable or responsible for any obligations, including but not limited to financial responsibility, in connection with the participation by other public agencies.

SIGNED SUBMITTAL AND EXCEPTIONS: Submission of a signed submittal will be interpreted to mean that the firm responding to this SQQ has hereby agreed to all the terms and conditions set forth in all of the sheets which make up this Statement of Qualifications, and any attached sample agreement.

Exceptions to any of the language in either the SQQ documents or attached sample agreement, including the insurance requirements, must be included in the submittal and clearly defined. Exceptions to the City's SQQ document or standard boilerplate language, insurance requirements, terms or conditions may be considered in the evaluation process; however, the City makes no guarantee that any exceptions will be approved.

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ATTACHMENT "A"
*THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR QUALIFICATIONS SUBMITTAL (Envelope #1 )*
REQUESTS FOR STATEMENTS OF QUALIFICATIONS (SOQ) #04•21

HOUSING CONSULTANT SERVICES

SIGNATURE AUTHORIZATION
NAME OF COMPANY (PROPOSER):

BUSINESS
ADDRESS: ____________________________ _
TELEPHONE: _______ CELL PHONE _______ FAX _______ _
CONTACTPERSON EMAIL ADDRESS _________ _
A. I hereby certify that I have the authority to submit this Submittal to the City of Palm Springs for the above listed individual or company. I certify that I have the authority to bind myself/this company in a contract should I be successful in my submittal.

PRINTED NAME AND TITLE

SIGNATURE AND DATE
B. The following information relates to the legal contractor listed above, whether an individual or a company. Place check marks as appropriate:

1. If successful, the contract language should refer to me/my company as:
__ An individual;
___ A partnership, Partners' names: ___________ _
__ A company;
__ A corporation If a corporation, organized in the state of: ___ _

2. My tax identification number is: ______________ _
ADDENDA ACKNOWLEDGMENT:

Acknowledgment of Receipt of any Addenda issued by the City for this SOQ is required by including the acknowledgment with your submittal. Failure to acknowledge the Addenda issued may result in your submittal being deemed non-responsive.

In the space provided below, please acknowledge receipt of each Addenda:

Addendum(s) # ______ is/are hereby acknowledged.

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ATTACHMENT "B"
*THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR QUALIFICATIONS SUBMITTAL (Envelope #1 )*

NON-COLLUSION AFFIDAVIT TO BE EXECUTED BY BIDDERAND NOTARIZED

AND SUBMITIED WITH BID
STATE OF CALIFORNIA) ss

COUNTY OF RIVERSIDE)
The undersigned, being first duly sworn, deposes and says that he or she is f the party making the foregoing
Submittal. That the Submittal is not made in the interests of, or on the behalf of, any undisclosed person, partnership, company, association, organization, or corporation; that the Submittal is genuine and not collusive or sham; that the Proposer has not directly or indirectly induced or solicited any other Proposer to put in a false or sham Submittal, and has not directly or indirectly colluded;conspired, connived, or agreed with any Proposer or anyone else to put in a sham Submittal, or that anyone shall refrain from Proposing; that the Proposer has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the Submittal price of the Proposer or any other Proposer, or to fix any overhead, profit, or cost element of the Submittal price, or of that of any other Proposer, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the Submittal are true; and, further, that the Proposer has not, directly or indirectly, submitted his or her Submittal price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereof, or paid, and will not pay, any fee to any corporation, partnership, company, association, organization, Submittal depository, or any other member or agent thereof to effectuate a collusive or sham Submittal.

Title:

Subscribed and sworn to before me this dayof ,2021,
Page34 of82
Item 3C - 38
ATTACHMENT "C"
*THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR COST SUBMITTAL (Envelope #2)*

COST PROPOSAL/RA TES
STATEMENT OF QUALIFICATIONS (SQQ #04-21)

HOUSING CONSUL TANT SERVICES
Responding to Statement of Qualifications SOQ 04-21 for providing a Housing Consultant Services, I/WE the undersigned will accept the following hourly rates and other costs as defined, for providing the services as defined within the Scope of Services:

PRIME CONSULTANT PERSONNEL CLASSIFICATION/TITLE: HOURLY RATE:
$
$
$
$
$
$
$
$
$
$
SUB CONSULTANT PERSONNEL CLASSIFICATIONTTITLE: HOURLY RATE:
$
$
$
$
$
$
$
$
$
$
Reimbursable Expenses the City will be charged (if any) must be identified below: (note that consultants may not charge the city for any expenses that are not defined this Page35 of82
Item 3C - 39
Cost/Rates Submittal and included in the final Schedule of Compensation as mutually agreed to in the contract, if awarded*).

REIMBURSABLE EXPENSE: Cost/Rate:
$
$
$
$
$
Any other expenses, not otherwise defined above, that the City would be charged in the performance of the scope of services (if any) must be identified below: (note that consultants may not charge the city for any expenses that are not defined this Cost/Rates Submittal and included in the final Schedule of Compensation as mutually agreed to in the contract, if awarded*).

OTHER EXPENSES: Cost/Rate:
$
$
$
$
$
All Costs/Rates are to remain FIXED for the term of the agreement.

NOTE: This page MUST be manually signed.

Certified by:

Firm Name
Signature of Authorized Person
Printed Name
Title Date

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Item 3C - 40
soa #04�21

HOUSING SERVICES CONSULTANT
ADDENDUM NO. 1
This Addendum is being issued for the following changes and informational items:

THE FOLLOWING REVISIONS AND/OR ADDITIONS TO THE

SPECIFICATIONS AND INSTRUCTIONS ARE TO BE INCLUDED IN
THE ORIGINAL DRAWINGS AND SPECIFICATIONS. THIS ADDENDUM SHALL TAKE

PRECEDENCE OVER ANYTHING CONTRARY ON THE PREVIOUSLY ISSUED

SPECIFICATIONS AND INSTRUCTIONS AND SHALL BE REFERRED TO HEREINAFTER AS PART OF THE CONTRACT DOCUMENTS.

The City has received the following questions and is hereby providing answers thereto:
01: Given pandemic restrictions, is the City waiving the notary requirement for the Attachment A: Signature Authorization form?
A 1: Attachment A does not need to be notarized.

Q2: The SQQ is unclear if a single vendor is sought for all services. Can you clarify? A2: All services may be provided by a single vendor or by multiple vendors. The City will review all services proposed by the potential vendors. The City reserves the right to select more than one vendor to fill needs for all services being sought.

Q 3: The SQQ does not address if a vendor may submit for only some of the requested services and if so how is that to be done. Can you clarify? A 3: Prospective vendors wishing to submit for only a portion of the requested services should specify which services they are proposing to provide.

Q 4: The SQQ does not establish the Department's budget for these services. Can this be provided?
A 4: At this time the City is only requesting hourly rates from each of the vendors.

Q 5: The SQQ does not state whether the Department prefers the selected vendor to perform these services at City Hall or if they may be done remotely. Can you clarify? A 5: The City is flexible on where services will be provided. Some activities may involve site visits. Furthermore, existing and newly created files are to be maintained in a central repository at City Hall.

Q 6: The SQQ requests the vendor to administer agreements and obligations of the city without quantifying or describing the nature, scope and extent of these obligations in sufficient detail to scale or budget services. Can we get details on the existing housing agreements, including the restrictions and funding sources used (as applicable), as well

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Item 3C - 41
as the planned projects with sufficient details on the status and description of these projects? It is impossible to know and scope the cost/rates without this information.

A 6: As stated In Section 4 (Submittal Requirements) the SOQ cannot identify each specific, Individual task required to successfully and completely imp/e,nent this project. Furthermore at this time the City is only requesting hourly rates from each of the vendors.

Should you desire, additional information on existing housing projects are included in the City's Housing Element which can be accessed at:
https:/lwww.palmsprlnqsca.gov/homeLsh$:tVLdocument?id=29351 Q 7: Finally, the SQQ does not state when responses to the questions would be shared and if all respondents are able to see questions and responses. Given the deadline is 2/9, when can we expect to receive these responses and all questions/answers? A 7: This addenda addresses all questions received by the 21202021 deadline. This will should allow sufficient time to respond to the SOQ by 219/2021.

Q 8: Does the City have any guidance or specific expectations regarding consultant proximity and to what extent consultant staff is expected to be on site within the City of Palm Springs?
A 8: Refer to answer #5

BY ORDER OF THE CITY OF PALM SPRINGS, CALIFORNIA
u.;;.,9uen11
Procurement & Contracting Manager, Acting
DATE: February 2, 2021
ADDENDUM ACKNOWLEDGMENT:

Authorized Signature:

Date: 4/20/2021
Acknowledgment of Receipt of Addendum 1 is required by signing and returning a copy of this addendum with your response. Failure to acknowledge this Addendum may result in your RFP being deemed non-responsive.

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Item 3C - 42
EXHIBIT "C"

CONSULTANT'S PROPOSAL
llllil LESAR DEVELOPMENT

IHI CONSULTANTS
SUBMITTAL DATE:

February 9, 2021
Prepared by:

LeSar Development Consultants
www.LeSarDevelopment.com

RESPONSE TO NOTICE INVITING

STATEMENT S OF QUALIFICATIONS

FROM THE CITY OF PALM SPRINGS FOR
Housing Consultant
Services
Work Proposal
SOQ 04-21
For all inquiries related to this proposal, please contact:

CraigAdelman, Senior Principal
LeSar Development Consultants
404 Euclid Ave. Suite 212, San Diego, CA 92114
Phone: 415·218-9455
Email: craig,glesardevetopment.com
Page39 of82
Item 3C - 43
Cover Letter
Dear Ms. Gileno,

LESAR DEVELOPMENT

CONSULTANTS
�04 Euc',d Avenue. Suite 212, Sa,, Dic:o. CA 92114
(6191 236-0611 (0) 1619) 236-0613 (Fl v.v,w.leSorDe,clopment.c om LeSar Development Consultants (LDC) enthusiastically submits this Statement of Qualifications ln response to SOQ 04-21. Our firm possesses the entire comblnation of skills and experience to successfully ensure a comprehensive approach to affordable housing and homeless services within the City of Palm Springs. That is our distinct advantage as a firm and precisely why we succeed.

In particular, the opportunities and needs of the City of Palm Springs as communicated through the request for quallficatlons and Its anticipated scope of work are a perfect match for LDC's strengths as a firm. We combine alignment across housing and homelessness solutions through integrated serviles along with deep expertise and experience In overcoming barriers and challen11es through the vast public sector, finance. and practitioner experience of our team.

With our staff of strategic advisors, LDC specializes in working with diverse stakeholders to address comp!ex publlc policy and planning issues, such as developing and Implementing Innovative housing programs. homelessness crisis response and planning. and helping clients address locally specific issues related to community development We have established deep relationships with thought leaders in the public, private, nonprofit. academlc. and philanthropic sectors. and excel at aligntng diverse interests to achieve lasting change.

LDC was founded In 2005 by Jennifer LeSar and has been in business for 15 years. Craig Adelman is our Senior Principal leading LDC's housing work and will be the Project Manager and primary contact for this project.

LDC has completed hundreds of scopes of work for public agencies, municipal governments, continua of care, housing developers, and real estate financiers to conduct analyses and develop strategies to strengthen local processes and service systems and align local laws, ordlnances, regulations, and permitting processes with federal and state laws and best practices. In recent years, LDC has trained the State of California's staff on affordable housing, facilltated the creation of a groundbreaking regional housing strategy for the 9 county Bay Area, facilitated the development of a strategic plan for the County of Riverside Continuum of Care, developed an implementation plan for the County of Santa Barbara homelessness action plan. and completed Consolidated Plans for many cities in California.

Our seasoned team brings the perspective and experience to help Palm Springs address its housing affordability and homelessness needs through an approach that is centered in equity and ensures highfunctioning, accountable, and impactful oversight of activities. We are confident in our capability to exceed the requirements of the scope of work. to foster positive communication, and to effectively address the changing needs of the community,
Thank you for considering our proposal. We look forward to next steps.

Sincerely,
!rf,M�
Jennifer LeSar. LDC President and CEO
Prcp.1red 1,y LcS:u De-..elopment Con!.utt.,nts for the City ct P:.tm Spring:�

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Item 3C - 44
•
Contents
A 1. Firm Overview ............................ 4
A2. Project Management ....................... 5
A3. Project Team Members ..................... 6
A4. Project Team Responsibilities .............. 14
AS. Description of Firm ....................... 14
Bl. Statement of Understanding of the Project .. 15
B2. Previous Experience ...................... 16
B3. Experience Relevant to Scope of Services .... 23
B4. Work Product Examples ................... 24
C1. Previous Experience with Public Outreach ... 25
Dl. References ............................... 26
APPENDIX A: Excerpts of Work Samples ........ 28
APPENDIX B: Required Forms ................. 30
Prcp.,r,ed hy LcS.lr �·.,f!lopmo?nt Con�11L,nt!! fQ( r he City of P:;fm Spring!:. 3 L'L1

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A1. Firm
Overview
LDC specializes
in working
with diverse
stakeholders to
address complex
public policy and
planning Issues
LeSar Development Consultants (LDC) Is a social Innovation firm focused on systems change that provides clients with creative solutions to foster the growth of healthy, thriving, and vibrant communities. Its mission Is to end the housing afford.:ibility and homelessness crises in California.

With Its staff of strategic advisors and experienced technical experts located in offices throughout California, LDC specializes in working with diverse stakeholders to address complex public policy and planning Issues pertaining to housing affordability. homelessness, community development, and adjacent sectors. We have established deep relationships with thought leaders in the public, private, nonprofit, and philanthropic sectors statewide, and excel at aligning diverse interests to achieve lasting change.

Founded in 2005 by Jennifer LeSar, LDC has completed hundreds of scopes of wor� for public agencies, municipal governments, housing developers, and real estate financiers to conduct analyses and develop strategies to align local laws, ordinances, regulations, and permitting processes with federal and state laws and best practices. In recent years, LDC has facilitated the establishment of the Bay Area's unprecedented CASA Compact; advised Civic San Diego (the City of San Diego's redevelopment successor agency) on a workforce housing fund; wrote the City of Riverside's Housing First Strategy; developed a strategic plan for the County of Riverside Continuum of Care Board of Governance; and Is currently assisting the City of Long Beach in updating its incluslonary housing ordinance.

LDC has also worked extensively on other projects that will inform the firm's work with the City of Palm Springs, especially as it pertains to data gathering, stakeholder engagement, and policy analysis. Such projects include Consolidated Plans for the City and County of San Diego, Bakersfield, and Phoenix; strategy sessions with San Diego-based social service providers and religious community leaders: the City of San Diego's work plan to facilitate transit-oriented affordable housing development; a multi-year affordable housing action plan for Napa County; and community meetings to support the development of 20 plans to address and prevent homelessness in Los Angeles County.

LDC houses the capacity to fulfi II the entire anticipated scope of services within one firm, avoiding the need to complicate execution across multiple entities.

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Prcp-1red by LcS'lr Oc,eiop<Mnt Co n:;ul-c;ints for the City of P:;lm Spri11gs A2. Project
Management
Craig Adelman, Senior Principal
Project Role: Project Manager
Phone: 415-218-9455
Email: [email protected]
Mr. Adelman will serve as the project le;id and manager, coordinating services and resources across the team and with the City. Mr. Adelman has previously served as Deputy Director of the San Franclsco Mayor's Office of Housing and Community Development. He has extensive project management and leadership experience with similar clients and scopes in addition to large and complex public-private initiatives requiring cross-sector coordination. He has direct experience and deep subject knowledge across vlrtually the entire scope of work, and regularly works in close coordination with LDCs homelessness solutions team on coordinated scopes of work, delivering integrated solutions.

Prcp.,red by l.CSM 0c·,elopme11t Conoukan« tot the CitV of P:,lm Spring-,

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Item 3C - 47
A3. Project Team Members
Craig Adelman, Senior Principal
Project Role:

Project Lead and Manager

LE SAR DEVELOPMENT
CONSULT.ANTS
Over the course of a 26-year career, Mr. Adelman has been passionate about the Intersection of community, equity and capital, focusing on pushing the boundaries of systems, resources, and strategies toward greater impact and efficiency. He began his career implementing anti-displacement acquisition and preservation strategies for a decade in San Francisco's Tenderloin. More recently at the Low Income Investment Fund, he led a partnership with Enterprise and living Cities that included a deep dive study Into displacement mitigations through identifying gentrification trends at the neighborhood scale in four major regions. later he developed and managed a $90 million multi-disciplinary. multi-partner national Initiative (SPARCC); a leading national model for creating regional, community-driven strategies for driving growth that benefits the full range of community. Craig has been an affordable housing developer for much of his career and has significant public policy experience having served as deputy director of the Mayor's Office of Housing In San Francisco. Mr. Adelman holds a degree in Architecture with Business Administration Focus from the University of California, Berkeley.

Mitch Wippern, Senior Principal
Project Role:

Homelessness Manager and Subject Matter Expert
Mitch Wlppern has over 20 years of success designing, Implementing, and managing change Initiatives In public sector agencies. He led the redesign and implementation of Napa's supportive housing and homeless services system. transforming It from an Isolated, highbarrier, low-performing system to an integrated, low-barrier, high-performing system. Mr.

Wlppern also wrote and led the Implementation of Napa's Whole Person Care Pilot and helped to develop Napa County's No Place Like Home application. He holds a Master of Public Administration from California State University, Hayward, and a Bachelor of Arts In Political Science from San Francisco State University.

Helmi Hisserich, Senior Principal
Project Role:

Local Agency and Public Policy, Subject Matter Expert
Helmi A. Hisserich is a distinguished leader in housing policy and development with a robust track record of developing and scaling sustainable solutions and implementing effective programs to address the housing and homelessness crisis In California. Ms. Hisserich excels at aligning the interests of advocates for social change, government agencies, philanthropic, and private capital Investors. Over the arc of her career, she has advanced housing policy and development programs in the City of Los Angeles under different administrations and worked with a wide range of civic and community leaders while remaining focused on broad City goals amid constant change. Ms. Hisserich holds a Bachelor of Arts degree in Comparative Literature from the University of Southern California, a Master of Business Administration from Cornell University. In 2011, Ms. Hisserich attended Harvard Kennedy School of Government program for Senior Officials In State and Local Government.

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Prep~red t,y LcS,r De·,elap~nt Con,:\1!t.,nts for the City at P:ilrn S~nngs Gabriel Speyer, Senior Principal
Project Role:

Housing Development and Finance, Subject Matter Expert

LESAR DEVELOPMENT
CONSULTAN.1S
Gabriel Speyer is a Senior Principal with LeSar Development Consultants. For five years prior. he was a Senior Project Manager In the Housing Development Department of the Tenderloin Neighborhood Development Corporation, a high performing affordable developer in San Francisco. During that ti me, he oversaw all aspects of numerous new-construction and rehabllltatlon projects including entitlements, design, finance, construction and lease-up. His accomplishments included a $96M rehabilitation of a 13-story high-rise under an innovative HUD program and 32 new units for Transitional Aged Youth. Prior to TNDC, Gabe spent 10 years as a Senior Client Manager with Bank of America Merrill Lynch Community Development Banking. In that role, Gabe financed over 1,000 units of affordable and supportive housing through throughout California via LIHTC equity and construction & permanent loans. Gabe Is a Marshall Memorial Fellow and former lronman triathlete. He holds an MBA from Columbia University and a BA In Economics from the University of California, San Diego.

Farzad Mashhood, Associate
Project Role:

Project Associate • Housing
Farzad Mashhood is an experienced communicator and urban planner with a passion for cities and public service. Originally a journalist covering urban government, Farzad has written for the Austin American-Statesman and the Orange County Register and his work has appeared In many other newspapers around the country. Prior to Joining LDC, Farzad worked abroad leading a communication platform for an International NGO based In Haifa, Israel. He has a dual bachelor's degree in Sociology and Phllosophy from UCLA and a master's in Community and Regional Planning from The University of Texas at Austin's School of Architecture. His academic research delved into subjects such as affordable housing, blcycle and pedestrian transit, and public space.

Stefan Gonialez, Associate
Project Role:

Project Associate • Homelessness
Stefan Gonzalez has experience building innovative programs to address the unique needs of some the most vulnerable populations. Stefan previously led the design and Implementation of the Housing Partnerships Program at PATH's regional San Diego office. This program successfully increased the housing opportunities for people experiencing homelessness through inventive and targeted partnerships within the private rental market. Stefan has broad knowledge of homelessness services programs, having led a large team that provided housing services to more than 10 programs like the Whole Person Wellness Pilot, Health Homes, and Rapid Rehousing. Stefan has elevated conversations surrounding raclal equ lty and housing justice within the homelessness services sector and was an Integral leader in PATH's statewide Diversity, Equity, and Inclusion steering process. Stefan holds a Bachelor of Arts In International Affairs from Lewis & Clark College.

Prep.ired by LcS,1r Qe,·.,elopmen1 Con!\1tt.,nu. tor the C tyct Pill"I �Jlrings: 7 1!1.1

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CRAIG ADELMAN, Senior Principal

EDUCATION
Bachelor of Arts
Architecture with Business Administration Focus
University of California, Berkeley

PROFESSIONAL EXPERIENCE

LESAR DEVELOPMENT
CONSULT.AN TS
Over the course of a 26-year career, Mr. Adelman has been passionate about the intersection of community, equity and capital, focusing on emergent, Innovative and complex real estate transactions. structures and programs as a means of pushing the boundaries of Insufficient systems, resources and strategies toward greater Impact and efficiency.

SENIOR PRINCIPAL I 2019-Present
leSar Development Consultants, San Diego, CA
Leads LeSar's Housing and Polley practice, including advisory services to a range of public, private, and philanthropic clients seeking solutions and opportunities for greater impact on the housing crisis, providing expertise in policy, real estate, and finance.

MANAGING DIRECTOR - SPARCC
Low Income Investment Fund, San Francisco, CA I 2014 - 2018 Managed a $90 million complex, multi-disciplinary, multi-partner national initiative focused on racial equity and aimed at investing in and amplifying local efforts in six different cities to ensure that major new Investments lead to equitable and healthy opportunities for everyone.

Components Included capital. policy, data, learning and communications. Managed a team of 12 across four organizations In add ltlon to consultants and advisors.

VICE PRESIDENT, NORTHERN CALIFORNIA
AMCAL Multi-Housing, Inc� San Francisco I 2011 · 2014
Lead the real estate and finance development and Implementation of San Francisco's bold and Innovative HOPE SF lnltlatlve, which seeks to relmaging several public housing projects as thriving, connected communities.

DEPUTY DIRECTOR
Mayor's Office of Housing, San Francisco, CA I 2008 - 2010

VICE PRESIDENT
AF Evans Development, Inc� Oakland, CA t 2005 • 2008

VICE PRESIDENT
Bank of America, San Francisco, CA I 2003 • 2005

ASSOCIATE HOUSING DIRECTOR
Tenderloin Ne/shborhood Development Corporation, San Francisco, CA 11993 - 2003 P�pMed by LeS.,r ee·,f!lopmt'!nt Coneutt "lnts tm the City ot P:ilm 5pn .,gs 8 l!L1

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MITCH WIPPERN, Senior Principal LESA R DEVELOPMENT
CONSULT.I\NTS

EDUCATION
Master of Publlc Administration
California State University, Hayward, CA
Bachelor of Arts
Political Science, San Francisco State University. San Francisco, CA

PROFESSIONAL EXPERIENCE
SENIOR PRINCIPAL I 2019-Present
f.eSar Development Consultants, San Diego, CA
Analyzes the Impact and capaclty of homeless systems, develops and implements strategies to Increase system effectiveness, builds community consensus on initiatives to assist at-risk populations.

CHIEF DEPIJTY DIRECTOR I 2016·2019
County of Napa Health and Human Servkes Aaency (HHSA), Napa, CA Developed and implemented strategies to redesign homeless and supportive housing services system and led design and Implementation of Whole Person Care PIiot, a program designed to positively impact system use by people experiencing chronic homelessness.

Delivered high-Impact presentations to Soard of Supervisors (BOS). community groups, professional organizations, and other related groups on controversial/priority public pelicy issues. Assembled and led team developing local Assistance Centers serving three disasters to date and acted as paint person partnering with local emergency response staff, Cal OES, FEMA, and local nonprofits. Designed process ensuring that interim housing needs were met during local disasters. Held programmatic respensiblllty, leading and managing staff representing divisions of:
• Homeless Services; Developing/Implementing strategies redesigning homeless/ supportive housing services systems.
• Operations Division: Developing operating budget. planning, and directing facilities and IT systems.

DEPUTY DIRECTOR I 2008·2016
County of Napa Health and Human Services Aaency (HHSA), Napa, CA Developed, implemented, and sustained relationships with local Jurisdictions improving operational relationships. Collaborated with senior management team In jointly planning and implementing Agency-wide programs. Worked with local nonprofits in developing and Implementing supportive employment/work experience programs. Led development of protocol with local law enforcement and hospital staff on 5150 evaluations, markedly Improving professional relationships and customer service. Coordinated H1N1 Vaccine Campaign Taskforce ensuring vaccination of vulnerable populations. Member of team planning strategic healthcare Integration, lncludlng preparation to qualify Agency for financial incentives under meaningful use standards.

Ptep:ared hy lcS:ir Oe-.,.eropment Con�ult,,nts tor the City of P:1lm Spting:!:.

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HELMI HISSERICH, Senior Principal, Co-Lead, Housing Team LESAR DEVELOPMENT CONSULT.A.�� TS

EDUCATION
Executive Education - Senior Offidals In State and l.ccal Government Harvard University - Kennedy School of Government
Master of Business Administration
Cornell University
Bachelor of Arts, Comparative literature
University of Southern California

PROFESSIONAL EXPERIENCE
SENIOR PRINCIPAL I 2021-Present
LeSar Development Consultants, San Diego, CA
Co-Leads LeSar's Housing and Policy practice, including advisory services to a range of public, private, and philanthropic clients reeking solutions and opportu nltles for greater Impact on the housing crlsls, providing expertise in policy, real estate, and finance.

DIRECTOR OF HOUSING - STRATEGIES & SERVICES DIVISION I 2017-2021 City of Los Angeles Housing & Community Investment Department Responsible for developing and implementing new Affordable Housing Strategies in Los Angeles and manag ing several long-standing housing service programs. Recent accomplishments Include creating the Affordable Housing on Public Land Development Program which has resulted In 1,893 units of affordable housing on 56 public properties.

Launching the Naturally Occurring Affordable Housing ("NOAH") loan program and the Accessory Dwelling Unit (ADU) Accelerator Program. Currently developing a streamlined affordable housing strategy using modular construction on public land with simplified financing. Housing Services programs include the Los Angeles First Time Homebuyer Loan Program, the Lead Hazard Remediation Program and Emergency Repairs for Low Income Seniors. Manage 28 Staff with an annual capital budget of $SO Million.

Assistant General Manager - Housing Development Bureau I 2009 - 2017 Managed all Multifamily Lending, Single Family Lending, Bond Programs for the City of Los Angeles and oversaw a $1. 9 Billion affordable Housing Loan Portfolio and monitoring 40,000 income restricted units. Work with elected leaders and community stakeholders and philanthropic leaders on key priorities In Los Angeles. Achieved$2.1 BIiiion In new construction and more than 5,000 units of affordable and homeless housing. Managed 110staff in three operating divisions with an annual capital budget of $150 Million In federal grants, state tax credits and local housing funds.

DEPUTY MAYOR OF HOUSING & HOMELESSNESS I 2007 - 2009
City of Lo$Angeles Office of Mayor Antonio Vlllaralgosa REDEVELOPMENT ADMINISTRATOR-HOLLYWOOD & CENTRAL REGION 12003 - 2007 City of Lo$Angeles Community Redevelopment Agency
P,cp.ved l)y lcSa, �,elopment Con::ukant• tnr the City et Palm Springs 10 11s,

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Item 3C - 52
GABRIEL SPEYER, Senior Principal LESAR DEVELOPMENT
CON SULTAN 1S

EDUCATION
Master of Business Administration
Columbia University Graduate School of Business
Bachelor of Arts
Economics and Sociology, University of California. San Diego • Successful and respected housing professional with 15 years experience In housing finance and development.
• Superior knowledge of finance, including assessment. analysis and underwriting. • Excellent written and verbal communication skills Including public presentations and facilitation.
• Well-versed In affordable housing policy and programs. • Track record of business development achievement.

PROFESSIONAL EXPERIENCE
SENIOR PRINCIPAL I2021-Present
LeSar Development Consultants, San Dleso, CA
Leads LeSar's Housing and Policy practice, including advisory services to a range of public, private, and philanthropic clients seeking solutions and opportunities for greater impact on the housing crisis, providing expertise In policy, real estate, and finance.

SENIOR PROJECT MANAGER I 2016- 2019
Tenderloin Netshborhood Development Corporation, San Francisco, CA Simultaneously manage all aspects of three low-Income housing projects from concept through conversion, including architectural design, land-use approvals, capital structuring, construction, and lease-up. Spearhead teams of Internal & external teammates to accomplish shared goals, analyze real estate risks and opportunities, communicate factbased conclusions. lead effective meetings, work with government partners. participate in housing policy forums, educate colleagues, monitor budget & schedules, and forecast outcomes.

SENIOR CLIENT MANAGER I 2005 - 2016
Bank of Amerlco Merri/I Lynch Community Development Banklna� San Francisco Financed the construction of over 1,200 low-Income housing units. Including permanent supportive, senior and family housing in urban. suburban and rural environments. Clients Included Mercy Housing California, Eden Housing, St. Anton Partners, the Tenderloin Neighborhood Development Corporation, Coachella Valley Housing and others. Primary Client Manager for the San Francisco office; geographic territory Included the nine-county Bay Area, Sacramento and the Central Valley.

SENIOR ANALYST I 2002- 2005
Cohen Flnandal
Underwrote approximately $600 million annually in new debt and equity transactions for commercial real estate. including office, retail and market-rate apartment buildings.

Pu:p.,red by Ul.5-"\r Oe·"'elo,,r-1erit Col'l:�.ult:v,u. fOt the City ot P:1lm Springs 11 l!L1

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FARZAD MASH HOOD, Associate LESAR DEVELOPMENT

CON SU LT ANTS

EDUCATION
Master of Science, Community and Reglonal Plannlng
University of Texas at Austin, 2017
Bachelor of Arts, Sodology and Phtlosophy (dual degree) University of California, Los Angeles, 2011

PROFESSIONAL EXPERIENCE
ASSOCATE (June 2020 - Present)
LeSar Development Consultants
Developed content for Housing Polley Research Academy, specializing In state housing planning mandates, grant funding, and various strategies to address the housing crisis Researched and analyzed housing and policy needs In communities affected by major wildfires across California to help provide millions of dollars in disaster recovery funds Provided l;nd use planning insight into the development potential of publicly•owned portfolio of affordable rental homes
PROGRAM OFFICER (July 2018 - December 2019)
&ho'I World Centre, Holfo, Israel
Edited an International news service with 30,000 monthly readers In virtually every country Developed policies and procedures for expanded areas of work Coordinated cross-functional teams to launch new onllne publication Collaborated with associates In dozens of countries, worklng with colleagues from a variety of cultural backgrounds
GRADUATE RESEARCH ASSISTANT (August 2016 - May 2017)
The University of Texas at Austin, Austin, Texas
Managed data collection segment of UT Austin-UC Ber1<eley housing study about barriers to developing accessory dwelling units
PLANNING INTERN (June - August 2016)
City of Austfn, Plonnlna and Zonlns Deportment, Austfn, Texas Wrote comprehensive evaluation of l0•year progress of the department's Austin Community Tree (ACT) program, an urban ecology Initiative to Increase tree canopy Conducted meetings with residents and business owners to elidt program support METRO REPORTER (June 2011 - May 2014)
Austfn Amerlcon•Stotesmon, Austin, Texas
Wrote prlmarlly about urban affairs such as the environment. development, crime, transportation, and public budgets

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PrcpMP.d by Lc$.1r Oe,elop!Tl<!r\t Con,:utt.1nt$ for the City or P:.lm Spring~ STEFAN GONZALEZ, Associate

EDUCATION
Bachelor of Arts, International Affairs
Lewis & Clark College, Portland, OR

PROFESSIONAL EXPERIENCE
ASSOCIATE II (2020 - Present)
LeSar Development Consultants

LESAR DEVELOPMENT

CONSULTANTS
Provides strategic support in program design, implementation, and evaluation within the homelessness sector. Analyses the effectiveness of homelessness solutions and builds capacity for long-term systems change.

PROGRAM MANAGER Of HOUSING (2019-2020)
HOUSING SPECIALIST (2017-2019)
People Asslsttns the Homeless /PATH), San Dleso
Designed and Implemented the housing partnerships program at PATH San Diego, which became a self-sustaining, data-driven program centered on increasing housing opportunities for people experiencing homelessness through inventive partnerships within the private rental market. Developed a broad knowledge of housing policy, program design, and program implementation in managing over 10 rental assistance programs, includlng Whole Person Care, Health Homes, and Rapid Rehousing. led a team of 12 Housing Specialist staff and managed over 1 million dollars of temporary financial assistance requests. Elevated conversations surrounding racial equity and houstng justice within the homeless service sector and helped lead PATH's statewide Diversity, Equity, and Inclusion steering process.

EMPLOYMENT ACCESS PROGRAM OFFICER (2016-2017)
Scolabrfnl Centre for Mlsration, Cape Town, South Africa Utilized an asset-based community development approach to cultivate regional partnerships with businesses, governmental and non-governmental organizations. Supported over 200 refugees, asylum seekers, and Zimbabwe special work permit holders access the South African economy through advocacy and client consultations. Assisted Scalabrlnl Centre's advocacy for Angolans Cessation Permit (ACP) holders, which resulted in an exemption being granted for 1,800 former Angolan refugees on the ACP who faced Imminent deportation.

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Item 3C - 55
A4. Project Team Responsibilities
Senior Principal Craig Adelman
will service as the project lead and
manager, coordinating services
and resources across the team and
with the City of Palm Springs. Mr.

Adelman has extensive project
management and leadership
experience with slmllar clients and
scopes In addition to large and
complex public-private Initiatives
requiring cross-sector coordination.

He has direct experience and
deep subject knowledge across
virtually the entire scope of
work, and regularly works In
close coordination with LDC's
homelessness solutions team on
coordinated scopes of work and
delivering Integrated solutions.

As such, he will work closely with
Senior Principal Mitch Wippern to
effectively align LDC's resources
and strategies to jointly meet Palm
Sprlngs's housing and homelessness
needs. Mr. Wippern will contribute
his extensive direct public
sector experience implementing
homelessness solutions along with
subject matter expertise on current
best practices and policies to
address homelessness.

Senior Prlnclpals Helml Hisserich
and Gabriel Speyer will contribute
their extensive housing experience
in local government, finance, and
development to our work. providing
deep subject matter expertise
as needed within the scope of
services.

Farzad Mashhood and Stefan
Gonzalez are project associates
from the housing and homelessness
team respectively and will provide
direct services and support as
appropriate for the needs of the
City and the scope of work. Both
regularly work directly In client
facing roles and provide strong
expertise and skills as reference In
AS. Description of Firm
LeSar Development Consultants
(LDO provides clients with creative
solutions to foster the growth
of healthy, thriving, and vibrant
communities. With Its staff of
strategic advisors and technical
experts located In offices statewide,
LDC specializes in working with
diverse stakeholders to address
complex public policy and planning
issues, such as housing affordability
and homelessness, workforce
and economic development, and
community development. Through
our work, we have established deep
relatlonshlps with thought leaders
In the public, private, nonprofit, and
philanthropic sectors statewide,
and excel at aligning diverse
interests to achieve lasting change.

Founded in 2005 by Jennifer LeSar.

LDC is a corporation certified by
the State of California as a WBE/
SSE.

LDC Is organized Into three teams:

Housing Policy, Homelessness
Solutions. and Innovations. For
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team member qualifications above.

The proposed scope of work Is
entirely within LDC's capacities
and sklllsets. LDC also believes It Is
essential to work closely with the
City of Palm Springs to develop
and then continue to refine our
approach to the work and our
Interaction and communication.

LDC uses this collaborative
approach regularly and has found It
to be most effective in addressing
client needs, culture. capacity,
and limitations to derive the
greatest value and impact from our
relationship.

LDC believes it is
essential to work
closely with the City
of Palm Springs
this scope of work, team members
from the Housing Polley and
Homelessness Solutions teams will
be working on this project upon
contract execution. The Housing
Policy and Homelessness Solutions
team members will have hours
allocated for workload planning
purposes to ensure maximum
coverage so thJt all City of Palm
Springs requests will be met
throughout the life of the project.
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Item 3C - 56
B1. Statement of Understanding
of the Project
LeSar Development Consultants acutely understands
the challenges local governments face in addressing
the crises of housing affordablllty and homelessness.

These are complex and interrelated issues requiring
deft understanding of local context, the current policy environment, key stakeholders, essential partners
within and outside of government, current funding and
financing opportunities, and regulatory and statutory
constraints. And that's Just a start. These are not
easy problems to solve. A large part of LDC's work
is partnering with local government to leverage our
technical capacity, thought leaders hip, public sector
experience, and private sector ingenuity with their
community's specific circumstances to create and
implement effective responses.

The stated scope of work in the SOQ request Is very
broad and wide ranging - and yet not the slightest bit
inaccurate, reflecting the complexity of the challenge
and the Integrated approach required to meet it.

Our team understands and has direct experience
with addressing the scope components from the
perspective of a local housing and homelessness
agency. But we also bring direct experience as
affordable housing developers, homeless service
providers, urban planners, lenders, Investors. and
policy makers. We can bring an essential range of
perspectives to effectively Implement solutions
requiring public private partnerships. The City cannot
succeed on Its own and needs a consulting partner
that can forge and grow critical collaborations vital to lasting solutions.

LDC also understands not every problem requires an
innovative solution. Sometimes the best response
is a tried-and-true program or approach that needs
to be implemented effectively. We stay on top of
current policy, program rules, funding availability, and regulations to ensure Palm Springs will adeptly use
the resources already at its access. We are also in a
very dynamic time regarding housing and homeless
solutions, and LDC stays at the cutting edge of
policy and Innovation to ensure that where there are
applicable new strategies, we assess and consider
P,ep.;r>!<I hy LeS�r Oe·,�lopm,ent Con::ult.-nto for the City of Polm Springs them along with our clients and employ them where
appropriate. We've gone into more specifics on our
understanding of the four components of the scope of
work as organized in the invitation to submit below.

AFFORDABLE HOUSING
LDC's housing team has an unsurpassed depth of
knowledge and experience In developing and managing
affordable housing programs and strategies. From
site and pipeline assessment to asset management,
we've had direct experience ensuring quality housing
opportunities are created through effective program
management and high-performing partnerships.

As our experience demonstrates, we bring a broad
understanding of the housing system coupled with
deep experience In virtually all its components. We
understand how to work with city government to
achieve effective outcomes and to be responslve to
the unique strengths and challenges within a specific
communlty. LDC has direct experience In every
component of the stated affordable housing scope and
welcomes the opportunity to apply our expertise on
behalf of Palm Springs.

HOMELESS SERVICES
LDC has broad knowledge on the organizational
design. implement.ition, and evaluation of homeless
services. Our approach to homeless services design
builds off industry best practices and centers the lived experience of people experiencing homelessness to
gu Ide key stakeholders such as public authorities,
CoCs, private partners, and nonprofit providers toward
coordinated solutions that improve outcomes for those
most vulnerable. As our experience demonstrates, we
pOssess a robust understanding of key systems and
processes within the homelessness response system
like HMIS, CES, and PIT Counts that are Integral to a
coordinated response. LDC has experience working
with communities to better align public resources
and strategies in a targeted approach that focuses on
Identifying gaps, improving outcomes, lessening publlc
costs, and reducing the stress on systems downstream.

LDC continues to leverage a multldisclpllnary
framework to addressing homelessness that aligns
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Item 3C - 57
outreach and coordination efforts with adjacent
systems like housing, healthcare, chlld welfare, and
law enforcemenl Through an integrated approach,
we have experience establishing strategic buy-In from
external and Internal partners to Interface on key
homelessness Initiatives.
to ensure that our clients are aware of and can access
funds that meet specific local needs. l DC has also
provided grant writing services for a variety of funding sources that resulted in new funds being awarded to
the client for program specific needs.

ADMINISTRATION

AFFORDABLE HOUSING AND HOMELESSNESS

PROGRAM AND RESOURCE DEVELOPMENT
The cross-discipline work that LDC does often requires
identifying funding sources that might support a
given program. The assistance we give to clients In
this area ranges from our Capital Mapping program
that provides customized comprehensive reports and
strategies on federal. state, and local funding sources based on jurisdictional needs to an analysis of the
current use of and the hlstorlcal trends In service
funding for a community. This range of services helps
Finally, none of this Is sustainable without effective
administration. LDC understands that managing the
system. from documentation and record management
to communication and messaging, is the critical
backbone of the City's functions. We recognize this
importance and seek to simultaneously improve
efficiency and effectiveness in implementing these
functions. LDC's team has extensive experience
administering federal, state, private, and philanthropic funding sources and will leverage this technical
knowledge on behalf of the City.

B2. Previous Experience
The LDC team has completed
hundreds of scopes of work
for public agencies, municipal
governments, nonprofit and forprofit developers, and service providers applicable to the scope
of housing• and homelessness•
related expertise requested in the
City of Palm Springs' statement of
qualifications.

We have developed housing
policy and financing strategies
and recommendations to align
local laws, ordinances, regulations.
and permitting processes with
federal and state laws and best
practices. LDC has done this work
in the areas of transit-oriented
development, homelessness
systems change. acceleration of
housing production and reduction
of costs, public housing mixed
finance, and leveraged community
development finance. We have
In-depth knowledge of the housing
and real estate market statewide
and extensive experience advising
public agencies on the development
of policies. procedures, ordinances,
and pub lie outreach materials. as
well as managing RFP processes.

LDC also specializes In providing
well-researched, actionable
guidance to structure programs that
leverage federal and state housing
programs. such as the Low-Income
Housing Tax Credit, Community
Development Block Grant, HOME
Investment Partnerships, Section
8, and many programs from the
State of Callfornla. We also have
the expertise to conduct real
estate feaslblilty analyses, develop
lending and portfolio management
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systems, assist clients with project•
specific negotiations and deal
underwriting, and evaluate tax
credit development applications
and financial models.

Flnally, our team has extensive
experience in homelessness
services policy and program
design, Implementation, and
evaluation, as well as landlord
and service provider engagement,
HMIS system Implementation
and data analytics, and local and
CoC-wlde homelessness system
Improvements.

The following project descriptions
comprise a selection of recent LDC
clients and projects relevant to the
City of Palm Sprl ngs' housing and
homelessness consulting needs.
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Item 3C - 58
California Department of General Services Real Estate Economist Consultant Services Award and Completlon Dates: November 2020-November 2023 Project Description: The State of California selected LDC to serve as its consultant working in partnership with the Department of General Services and the Department of Housing and Community Development to enact and implement the Governor's executive order to convert excess State-owned properties Into affordable housing.

The multiyear engagement Includes enacting and documenting the program, prioritizing properties In the portfolio, detailed assessments of site feasibility, and helping manage solicitation, disposition, and negotiations with developers. LDC will provide critical expertise in affordable housing development, finance, and Innovation to expedite production and maximize Impact of State resources. The program seeks to create over 4,000 units of affordable housing statewide.

City and County of Napa Multi-Year Se1vices for Affordable Housing Development and Program Implementation
Project Term: 2007-Present
Project Description: LDC has been working with Napa County and the City of Napa since 2007 to provide a comprehensive array of housing programs and services, including (1) a comprehensive approach and plan to manage and increase real estate portfolios for affordable housing; (2) the development of affordable housing lending programs for Napa County and the City of Napa, including policies and procedures, which brought together the relevant sections of the municipal code and the housing elements of each jurisdiction; and (3) underwriting guidelines based on best practices observed in a review of more than 15 local jurisdictions in the state. LDC has provided ongoing underwriting services, overview of new funding sources, and special studies for different housing typologies and populations, including farmworker housing and accessory dwelling units (ADUs).

Los Angeles County Development Authority Housing Development Consulting Services Project Term: 2007-Present
Project Descrlptfon: LDC has been an ongoing underwriter of the competitive appllcations submitted under the Notice of Funding Avallabltlty (NOFA) process since 2008. The review experience Includes providing an lnitlal threshold review and narrative explanation, reviewing, and scoring applications in accordance with the approved procedures, and working cooperatively with LACDA staff. LDC also provides LACDA staff with technical advisory services, using our programmatic knowledge and our expertise in loan origination and underwriting of complex Investments In equity funds, multi·famlly portfolios, historic, and Low·lncome Housing Tax Credit properties that use federal and state financing progrims to address all necessary project underwriting on behalf of the County. LDC recently advised LAC DA on Project Homekey strategies, site acquisition challenges, and rental subsidy voucher strategies. Our capacity extends from collecting all due diligence items required by the County to communicating with the borrower, representing the County on lender calls, and collaborating on work done across the necessary entities to get deals closed and housing built. Additionally, we have capacity to prepare internal loan committee staff reports and present projects to committees.

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Item 3C - 59
City of San Bernardino Center for Community Investment. Affordable Housing Pipeline Assessment (see work product sample)
Projec:tTerm: September 2020 - February 2021
Project Description: LeSar was approached by a collaborative table of community stakeholders In the City of San Bernardino {Including City staff) to review their affordable housing development pipeline and analyze Its feasibility along with strategies for expanding and accelerating development opportunities. Through funding and programmatic support from the Center for Community Investment, LDC evaluated the likely feasibility of development projects, conducted research and interviews with developers, visited sites, and analyzed development vlablllty, trends. and potential capital and policy solutions to achieve the stated outcomes and Improve the City's housing capacity. Development types included single family homeownership, permanent supportive housing, mixed Income mu1tlfamlly, and housing authority site redevelopment.

City of San Diego 2020 2024 Consolidated Plan and Fiscal Year 2020 Action Plan Award and Completion Dates: 2018-2019
Project Description: LDC worked with the City of San Diego to develop its 2020-2024 Consolidated Plan and 2020 Action Plan, which helps to evaluate community needs and allocate funds to assist low•to-moderate income Individuals and families. This process included updating the Citizen Participation Plan; facilitating community dialogue In low· and moderate-income communities to identify housing, economic, and community development priorities; conducting a housing and community needs assessment based on an analysis of the housing market and economic and community needs; and drafting the five·year plan and one·year action plan.

Feedback received in the public comment period was incorporated into the final plan for submission to HUD in May 2019.

County of San Diego 2020 2024 Consolidated Plan and Fiscal Year 2020 Action Plan (see work product sample)
Award and Completlon Dates: April 2019-May 2020
Project Description: LDC worked with the County of San Diego to develop its 2020·2024 Consolidated Plan and 2020 Annual Action Plan. The Consolidated Plan covers all unincorporated area of the County, as well as the incorporated cities of Coronado, Del Mar. Imperial Beach, Lemon Grove. Poway, Solana Beach, Carlsbad, Encinitas, La Mesa, San Marcos, Santee, and Vista. The plan development process included updating the Citizen Participation Plan; facilitating community engagement in low- and moderate-income communities to identify housing. economic, and community development priorities throughout the region; conducting a housing and community needs assessment based on a robust data and pollcy analysis of the housing market and economic and community needs; and drafting the Five-Year Plan and Annual Action Plan. Additional engagement Included the development of a community needs survey to solicit feedback from the broader community, as well as consultations with key stakeholders to inform future goals and priorities, as well as implementing the key requirements of the Citizen Participation Plan. The final Consolidated Plan and Annual Action Plan were 1>ubmitted to HUD in May 2020.

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Item 3C - 60
Metropolitan Transportation Commission (MTC) Regional Housing Strategy (CASA Process) Project Term: May 2017-January 2019
Project Description: Jennifer LeSar, President and CEO of LeSar and Co-CEO of Estolano LeSar Advisors {ELA), served as the facllltator and strategic process design lead for the CASA process that resulted in the CASA Compact, a 10-polnt plan to address the Bay Area's regional housing affordability crisis. LeSar, the three CASA co-chairs. and MTC staff guided and supported a planning process aimed at Increasing housing production at all levels of affordability, preserving existing affordable housing stock, and protecting vulnerable populations from experiencing housing lnstablllty and threats of displacement. Le Sar and ELA staff also facilitated the work of CAS/!\s Steering and Technical Committees, which are composed of a diverse group of leaders from the Bay Area private, philanthropic, governmental, and nonprofit sectors.

Weingart Center Association Supportive Housing Development Project Term: February 2016 - January 2017
Project Description: In 2015, Weingart Center Association engaged LDC to assist with evaluation of an opportunity to partner with a local developer to acquire a property In Skid Row for the purpose of develop Ing supportive housing for individuals experiencing homelessness, to evaluate development potential for the site and to assist the Board and Executive Staff in developing a vision and planning framework for the role of Weingart in developing affordable and supportive housing. LDC introduced Weingart to alternative developers, advised them on the developer selection process, and eventually helped them unwind their initial development partnership and negotiate a joint development agreement with Chelsea Investment Corporation. LDC also provided advice and counsel to Weingart on the creation of a short- and long-term real estate development and management strategy and work plan, which Included education and planning sessions with senior staff and the Board of Directors, research on affordable and supportive housing issues, the outline of a service strategy and plan, and the Identification of available revenue sources.

San Diego Housing Commission Homelessness Consultation and PSH Toolkit Project Term: September 2018-Present
Project Description: LDC has provided ongoing homelessness consultation services to the San Diego Housing Commission, which serves as the Public Housing Authority and administers and oversees homelessness assistance programs for the City of San Diego. LDC provides strategic counsel to SDHC on addressing homelessness and technical assistance on specific activities, lncludlng Improving street outreach services, program design for a problem-solving fund, youth host home development, and the design of a shallow rent subsidy pool as outlined in the City of San Diego's Homeless Emergency Aid Program (HEAP) application to the state. LDC prevlously wor1<ed with SDHC on an eva luatlon of the City's emergency shelter programs.

LDC worked with SDHC to create a Permanent Supportive Housing {PSH) toolkit designed to assist local developers In strengthening their supportive services plans. LDC Is also currently working with SDHC on creating a Permanent Supportive Housing (PSH) toolkit designed to assist local developers In strengthening their supportive services plans.

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County of San Diego Affordable Housing, Homelessness, and Health Strategic Plan Project Term: July 2017-March 2018
Project Description: San Diego Health and Human Services Agency (HHSA) to create a plan for addressing housing, homelessness, and health. In 2017, the County merged their Public Housing Authority under the umbrella of HHSA and identified a need to determine how the new combined entity would address housing and homelessness through the lntegrat1on of health and human services. To create the plan, LDC met with various county departments including housing, behavioral health, child welfare, aging and independent services, public health, and probation to gather Input and mapped all housing resources/funds throughout various HHSA departments. The final plan included how HHSA would move forward wlth creating new affordable and supportive housing across the county using forthcoming funding sources, such as No Place Like Home funds, and integrate healthca�e partnerships with Medi-Cal Managed Care Plans and services to assist homeless households.

City of Pomona Prohousing Webinar Series
Project Term: November 2020-Aprll 2021
Project Description: LDC is producing a customized course that blends elements of its Housing Policy Leadership Academy with content focused on specific prohousing policies that support the planning, approval, and construction of housing. Each session will be a 90-minute webinar and include an opportunity for the City to gather feedback from the 20-30-person cohort of local and regional leadership and other stakeholders to inform the development of committees and working groups to participate in the Housing Element planning process.

County of Riverside and Continuum of Care Strategic Planning Consulting Services (see work product sample)
Project Term: November 2019-Present
Project Description: In Phase I LDC was engaged to develop and Implement a strategic planning process to provide the Board of Governance (BoG) for Riverside County and the Continuum of Care (CoQ with a roadmap and organizational structure that transforms the CoC network Into a high-functioning. high-Impact network with clear goals and strategies that works seamlessly to implement objectives to address regional homelessness. This work involved an outreach, assessment, engagement, and planning process that built on BoG and CoC strengths and achievements and that articulated a vision for the future based on an in•depth understanding of the changing social, political, economic, and technological environment faced by the CoC. The process also Incorporated feedback from regional partners and diverse stakeholders to ensure that the plan and organizational structure achieved widespread Internal and external buy-in. In Phase II LDC was asked to perform a needs and gap analysls for the Continuum of Care, develop a Strategic Homeless Action plan and develop an Implementation plan for the Board of Governance Strategic plan developed in Phase I. This work will start in February 2021.

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Item 3C - 62
>
City of Riverside Housing First Policy, Development. and Funding Strategy (see work product sample)
Project Term: October 2017 ·December 2018
Project Oescrlptfon: The City of Riverside, Uke other Southern Callfornla cities, Is Impacted by homelessness, especlally those who are living unsheltered. To reduce homelessness and Its impact on the community, the City Is actively pursuing the creation of nearly 400 units of housing to meet the needs of the current unsheltered population. To achieve this goal, the City has committed to Housing First as a best practice approach to address homelessness, and speclfically to using the supportive housing intervention. To help guide the City of Riverside as they pursue the creation of housing to address homelessness over the next few years, LDC created a strategy which provides recommendations for best practices related to the development and operation of supportive housing In policy. The strategy also provides direction on specific parcels types to consider for development and funding sources available to subsidize development costs. LDC has been asked to update this plan for the City of Riverside.

County of Santa Barbara Community Action Plan to Address Homelessness Project Term: October 2019-April 2020
Project Description: LDC engaged in a regionwide planning process to provide the County, the Continuum of Care (CoC), and municipal jurisdictions with a regional roadmap and structure to implement the Community Action Plan to Address Homelessness in San ta Barbara County. LDC conducted an assessment, engagement, and planning process that built on the strategies outlined In the Community Action Plan. The process also focused on addressing identified barriers and aligning systems and activities across the region and expanding affordable and supportive housing opportunities for a variety of subpopulations, including individuals with disabilities and those who are at risk of chronic homelessness.

San Gabriel Valley Council of Governments Homelessness Planning for 17 Cities Project Term: November 2017-July 2018
Project Descrlptfon: : In January 2018, the San Gabriel Valley Councll of Governments (SGVCOG) hired LDC to help 17 cities in the region develop homelessness plans using one-time grant funding from a program created by the County of Los Angeles and the United Way of Greater Los Angeles' Home for Good Funders Collaborative.

Because most cities did not have current plans to address homelessness, LDC Initially worked with staff In each city to gather background information about local efforts. LDC then conducted research on local and regional demographic trends and programs, conducted stakeholder Interviews, and facilitated a series of community meetings to discuss challenges, opportunities, and priorities for addressing homelessness. LDC augmented the findings from these meetings with additional research and worked with City staff to draft plans with goals and action steps, recommended policy and program changes, and potential resources and partners to support each plan's Implementation. LDC staff also prepared materials and supported staff In seeking City Council approval for the plans. As part of the planning process, LDC worked with cities to allgn their plans with the strategies funded through the Los Angeles County Homeless Initiative, which address the Coordinated Entry System, case management and services, affordable and subsidized housing, accessing employment and benefits Income, and homelessness prevention. LDC also assisted the SGVCOG in fostering sub-regional cohorts and hosting a post· planning summit to support the cities' transition from planning to Implementation.

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Anthem Blue Cross State of California Homeless and Housing Strategy Award and Completion Dates: January 2016-Present
Project Description: LDC has worked with Anthem as its national homelessness advisor since 2016. In 2018.

LDC created a strategic plan to help the health plan better addresses homelessness among their Medi-Cal members and build solid partnerships with local communities. LDC is now helping to implement the plan, which Includes creating a statewide housing flex fund and partnerships with local homeless services providers In key markets statewide. Among these projects was a successful permanent supportive housing voucher pilot program for 25 homeless households In Pomona. LDC ts now managing flexible housing subsidy pools for Anthem In Indiana, Kentucky, and Texas.
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Item 3C - 64

83. Experience Relevant to Scope of Services
Our vast
experience informs
our understanding
of the specific
details within the
scope components
As addressed In other sections of this SOQ, LDC's team Is comprised of experts with deep and broad experience relevant to the scope of services. Specllically:
• Craig Adelman (Senior Principal, Project Manager): served as Deputy Director of the San Francisco Mayor's Office of Housing (City and County) and managed major initiatives, development funding, asset management, and policy at local, state, and federal levels. He has also been an affordable housing developer (nonprofit and for profit) for over 15 years, a community development lender with a major bank, and a leader within a community development financial Institution (CDFI).
• Mitch Wippern {Senior Principle, Homelessness lead): led the redesign and Implementation of Napa's supportive housing and homeless services system, transforming It from an Isolated. high-barrier, low-performing system to an Integrated, low-barrier, high-performing system. Mr. Wlppern also wrote and led the implementation of Napa's Whole Person Care PIiot and helped to develop Napa County's No Place Like Home application.
• Helmi Hisserich (Senior Principal): served as Deputy Mayor of Housing and Economic Development and subsequently as Director of Housing Strategies and Services with the City of Los Angeles for nearly 20 years, where she has led the development of over 5,000 affordable homes, forged a Housing for Health partnership with the L.A. County Health department, worked extensively in homeownership programs, and developed and implemented numerous Innovative fi�nclng and policy programs.
• Gabriel Speyer (Senior Principal): brings five years of community based affordable housing development experience with a deep understanding of competitive finance programs and strategies for Improving development outcomes. Prior to being a developer, he was a community development lender with Bank of Amerka for over 10 years and brings strong financial underwriting and risk assessment skills to his work.
• Farzad Mashhood (Associate): a planner by training, Farzad brings a strong background and underst;mding of land use strategies for increasing and accelerating housing options in California communities. He is expert on current policy and legislative proposals for Improving housing affordability. • Stefan Gonzalez (Associate): brings practical experience In the delivery of programs to support people experiencing homelessness. His has developed and managed these programs in ways that elevate raclal equity and housing Justice.

This collective experience of our team is critical to effectively implementing a comprehensive approach to affordable housing and homeless services programs within the City of Palm Springs. Our vast experience informs our understanding of the specific details within the scope components, but also where and how they fit together to achieve an integrated whole.

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Item 3C - 65
B4. Work Product Examples
In Appendix A, we have included excerpts for the following work product samples as well as links to the full documents:

1. County of San Diego Consolidated Plan

2. San Bernardino Affordable Housing Pipeline Assessment Ptesentation

3. County of Riverside Continuum of Cire Board of Governance Strategic Plan

4. City of Riverside Housing First Strategy
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Item 3C - 66
C1. Previous Experience with Public Outreach
LDC's experience facilitatlng the development of
consensus-based solutions through community
engagement is grounded in research on best practices
and the unique needs of the region or community of
focus. We share our data, knowledge of best practices.
and key findings from community engagement
processes with key stakeholders during Interviews,
llstening sessions, and community forums. This process
allows LDC to ground truth the data in a local context
that captures feedback from diverse perspectives
ranging from elected officials and agency staff to
developers and financial Institutions, nonprofit service providers, and community groups, Including those with
I ived experience of housing instablllty, homelessness, and housing as a bridge to lntergeneratlonal wealth
building and economic prosperity.

In 2018. LDC led development of homelessness plans
for 20 cities in Los Angeles County, including 17
cities In the San Gabriel Valley as well as the Cities
of Norwalk, Burbank, and Culver City. During this
planning process, LDC conducted nearly 100 public
meetings and education sessions with city councils,
commissions. and committees. Our team engaged
members of the public and city officials in a variety of discussion and planning activities, including Q&A and
visioning sessions. small-group breakouts with report·
backs, and dot voting as part of priority-setting. LDC
also created community toolkits and other educational
materials that could be distributed in hard copy and
digitally. LDC also supported the City of Pomona in
facilitating a lived experience summit to gain insights from people experiencing homelessness as part of the
City's efforts to enhance Its homelessness response.

Also In 2018, the Borrego Water District engaged
LDC to assist with Identifying the needs of Borrego's
community throughout the Groundwater Sustalnablllty
Plan {GSP) development process. The GSP is a state
mandate to reduce groundwater use by 75% across
agricultural, recreational, and municipal sectors by
2040. Primary goals of LDC's scope were to Identify
and engage disadvantaged community members
whose participation In the outreach process had
thus far been limited (e.g., due to cultural, economic, P,cp.1red by lcS;u De· ... elapment Con!:L1tt..1nu tor the C;ty cl P:.lm Spring� digital, or literacy/linguistic barriers) and to assess the socioeconomic conditions in the area as they
relate to water quality, accessibility. and affordability.

Over the course of 18 months. LDC Implemented a
stakeholder engagement strategy that both educated
the community and solicited informed feedback about
the GSP. The Information gleaned from LDC's analysis
of existing data, surveys of residents and businesses,
social media and door-to-door education and
engagement. and community Input sessions Informed
development of the draft plan. LDC's outreach efforts
established strong communication channels that
will facilitate education and dialogue throughout
sustainability plan implementation.

Last year, LDC engaged completed a regionwide
planning process to provide the County of Santa
Barbara, the region's Continuum of Care {CoC), and
affiliated municipal jurisdictions with a regional
roadmap and structure to implement the Community
Action Plan to Address Homelessness In Santa
Barbara County and also completed both the City
of San Diego and the County of San Diego's 2020-
2024 Consolidated Plans and Fiscal Year 2020 Action
Plans. These planning processes Included extensive
stakeholder engagement, which was conducted
as a mixture of virtual public meetings, in-person
workshops, and online surveys.

LDC Is presently leading statewide outreach efforts for the California Department of Housing and Community
Development's homeowner disaster recovery program,
the ReCoverCA Owner-Occupied Rehabllitation and
Reconstruction (OOR) program. To date, all outreach
with wildfire-affected communities has taken place
through virtual meetings, social media, online surveys, and word-of-mouth marketing strategies such as
community toolkits and strategic ad placements In
affected areas. LDC participates in weekly meetings
with HCD OOR program leadership and provides
regular updates on progress across outreach activities.

When pandemic restrictions ease, the LDC team will
begin in-person outreach In affected areas as well.
25 l!L1

Page 63 ends

Item 3C - 67
D1. References

1. Benita DeFrank, Pomona
Neighborhood Services Director
City of Pomona
{909) 620·2094
benlta�defrank�cl.pomona.ca.us
Award and Completion Dates: November 2020-Aprll 2021
Project Descrlptfon: LDC is producing a customized course that blends elements of its Housing Policy Leadership Academy with content focused on specific prohousing policies that support the planning. approval. and construction of housing.

2. Robert McKinnon, California DGS
Assistant Branch Chief, Asset Management Branch
Real Estate Seivlces Division, Department of Generil Services (916) 376·1814
robert. [email protected],gov
Award and Completion Dates: November 2020-November 2023 Project Description: The State of California selected LDC to serve as its consultant working in partnership with the Department of General Services and the Department of Housing and Community Development to enact and Implement the Governor's executive order to convert excess State-owned properties into affordable housing. The multlyear engagement includes enacting and documenting the program, prioritizing properties In the portfolio, detailed assessments of site feasibility, and helping manage solicltatlon, disposition, and negotiations with developers. LDC will provide crltlcal expertise In affordable housing development. finance, and innovation to expedite production and maximize impact of State resources. The program seeks to create over 4,000 units of affordable housing statewide.

3. Matt Lust
Manager, Affordable Housing Finance
Los Angeles County Development Authority
(626) 262-4511
[email protected]
Award and Completion Dates: 2007-Present
Project Description: LDC has been an ongoing underwriter of the competitive applications submitted under the Notice of Funding Avallablllty (NOFA) process since 2008. LDC also provides LAC DA staff with technical advisory servkes and recently advised LAC DA on Project Home key strategies, site acqu lsltion challenges, and rental subsidy voucher strategies.

4. Suket Dayal
Executive Vice President, Business Ad ministration (Housing) San Diego Housing Commission
(619) 578-7608
[email protected]
Award and Completion Dates: August 2019-August 2020
Project Description: On behalf of the San Diego Housing Commission, LDC developed and proposed a pilot program structure that would result In a mlddle·lncome housing strategy that unlocks potential missing middle housing production given the right pollcles and financing tools. To do so, LDC examined domestic and International models for producing mlddle·lncome housing, factored In existing land use and housing policies in the region and city, surveyed what financial resources could be committed to constructing middle-Income housing. and leveraged our team's deep expertise in housing policy, development, and finance.

Prcp.'\fed by lc.S:ir l)e-·.,elap�11t Con:ult,ints tor the City of P:;lm Si:irings

Page 64 ends

Item 3C - 68

5. Lisa Jones
Executive Vice President, Strategic Initiatives (Homelessness) San Diego Housing Commission
619) 578-7696
[email protected]
Award and Completion Dates: September 2018-Present
Project Description: LDC has provided ongoing homelessness consultation services to the San Diego Housing Commission, which serves as the public housing authority and administers and oversees homelessness assistance programs for the City of San Diego. LDC provides strategic counsel to SDHC on addressing homelessness and technical assistance on specific activlt1es, Including Improving street outreach services, program design for a problem-solving fund. youth host home development, and the design of a shallow rent subsidy pool.

6. Tanya; Torno
Deputy Director
County of Riverside Continuum of Care
(951) 343-5421
[email protected]
Award and Completion Dates: November 2019-Present
Project Description: In Phase I LDC developed and Implemented a st�ateglc planning process to provide the Board of Governance (BoG) for Riverside County and the Continuum of Care (CoC) with a roadmap and organlzational structure. In Phase II LDC was asked lo perform a needs and gap analysis for the Continuum of Care, develop a Strategic Homeless Action plan and develop an implementation plan for the Board of Governance Strategic plan developed in Phase I. This work will start in February 2021.

7. Andre Simpson
Chief Operations Officer
Veterans Village of San Diego
619-393-2000
[email protected]
Award and Completion Dates: February-November 2020
Project Description: Under contract with the San Diego Housing Commission, LDC was hired to staff and analyze barriers In Veterans Village of San Diego's (WSD"s) performance serving local veterans. LDC staff acted as a Temporary Chief Program Officer (TCPO) and worked with VVSD staff and leadership as well as the Continuum of Care and the Housing Commission to review policies, practices, and outcomes. The TCPO offered and helped to Implement structural and programmatic changes to help the organization meet service goals.

Prcp.1red by l.l:S;'lr Dcr,,-eloprr.ent Con�•�int;. for the Ctty ot P:;ln, Spring� 27 l!L1

Page 65 ends

Item 3C - 69
APPENDIX A: Excerpts of Work Samples
Cover pages for work samples listed below are provided on the follow Ing pages. Each title listed below Is also hyperlinked to a copy of the full document.

1. County of San Diego Consolidated Plan

2. San Bernardino Affordable Housing Pipeline Assessment Presentation

3. County of Riverside Continuum of Care Board of Governance Stratej,jlC Pian

4. City of Riverside Housing First Strategy
Prcp.ued hy LeS�r Oe,vetopment Con:aclt.1nt� for ,:he City ct P:;lm Spring: 28 1,1

Page 66 ends

Item 3C - 70
�t.ttt.M
COUNTY OF SAN DIEGO C'O'l"SORTIC\,I
20'.!0-2024 CONSOUDATLD PLAN A "ID
2020-2021 ANKUAI. Pl.AN
Riverside Continuum of Care Board of
Governance
Strategic Plan
Prcp.lred by LcS,,, Oe·...-elopment Contlllt.-1nt::: to, the City Qt P:.lm Spring!:

FOR} IEt,L Tl IY COMMUi·JI flES

SAN BERNARDINO
,HOUSING PIPELINE ASSESSMENT
� .I r-... , '-. : � d._ ·
,.. ·- -� I·
II
A llo«I Mapt<>C.. .. 1.., Im� on! Op,o-abl
• Houslfll First Afp-', In Iha City of Rl....tclo
_.,.
t.,,S.,�;lii,,-s'l�.l'.;r'b
... .....,�
.... ICa,t:.'lc....,,M.._.,..C
'"""'""'�'-' .... .._:.-.
'-" ................. ,-....
29 l!\1

Page 67 ends

Item 3C - 71
11,~~~~ .... CMl.iL'A'-1-1
ATTACHMENT UA"
*THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR QUALIFICATIONS SUBMITTAL (Envelope #1)*
REQUESTS FOR STATEMENTS OF QUALIFICATIONS (SOQ) #04-21

HOUSING CONSUL TANT SERVICES

SIGNATURE AUTHORIZATION
NAME OF COMPANY (PROPOSER): LeSar Development Consultants

BUSINESS
ADDRESS: 404 Euclid Avenue, Suite 212, San Diego, CA 92114 TELEPHONE: 619-236-0612 CELL PHONE NIA FAX .....;;6..;;.;19'""'-2=36""'"-"""osc...;.13.;;...._ ___ _ CONTACTPERSON._Je_n_nif_er_Le_s_ar _______ EMAIL ADDRESS [email protected] A. I hereby certify that I have the authority to submit this Submittal to the City of Palm Springs for the above listed individual or company. I certify that I have the authority to bind myself/this company in a contract should I be successful in my submittal.

Jennifer LeSar, President and CEO

RINTED NAME AND TITLE
1/28/2021

SIGNATURE AND DATE
B. The following information relates to the legal contractor listed above, whether an individual or a company. Place check marks as appropriate:

1. If successful, the contract language should refer to me/my company as:
__ An individual;
__ A partnership, Partners' names: ____________ _
__ A company;
_x_ A corporation If a corporation, organized in the state of: California

2. My tax identification number is: -=2:.::0...:-34:..:..:;.68;;;.;7�6;.;_7 __________ _ ADDENDA ACKNOWLEDGMENT:

Acknowledgment of Receipt of any Addenda issued by the City for this SQQ is required by including the acknowledgment with your submittal. Failure to acknowledge the Addenda issued may result in your submittal being deemed non-responsive.

In the space provided below, please acknowledge receipt of each Addenda:

Addendum(s) # __ 1 ____ 1s/are hereby acknowledged.

Page 13 ends

Item 3C - 72
ATTACHMENT "B"
*THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR QUALIFICATIONS SU BM ITT AL (Envelope #1 )*

NON-COLLUSION AFFIDAVIT TO BE EXECUTED BY BIDDER AND NOTARIZED AND SUBMITl'ED WITH BID
STATE OF CALIFORNIA) ss

COUNTY OF RIVERSIDE)
The undersigned, being first duly sworn, deposes and says that he or she is the President and CEO of LeSar Development Consultants • the party making the foregoing Submittal. That the Submittal is not made in the interests of, or on the behalf of, any undisclosed person, partnership, company, association, organization, or corporation; that the Submittal is genuine and not collusive or sham; that the Proposer has not directly or indirectly induced or solicited any other Proposer to put in a false or sham Submittal, and has not directly or indirectly colluded, conspired, connived, or agreed with any Proposer or anyone else to put in a sham Submittal, or that anyone shall refrain from Proposing; that the Proposer has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the Submittal price of the Proposer or any other Proposer, or to fix any overhead, profit, or cost element of the Submittal price, or of that of any other Proposer, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in the Submittal are true; and, further, that the Proposer has not, directly or indirectly, submitted his or her Submittal price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereof, or paid, and will not pay, any fee to any corporation, partnership, company, association, organization, Submittal depository, or any other member or agent thereof to effectuate a collusive or sham Submittal.

Title; President and CEO
Subscribed and sworn to before roe this day of I 2021,

Page 14 ends

Item 3C - 73
ATTACHMENT 11D"
*THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR QUALIFICATIONS SUBMITTAL (Envelope #1)*

CITY OF PALM SPRINGS, CA

CONFLICT OF INTEREST AND NON-DISCRIMINATION

CERTIFICATION
Conflict of Interest. Consultant acknowledges that no officer or employee of the City has or shall have any direct or indirect financial interest in this Agreement nor shall Consultant enter into any agreement of any kind with any such officer or employee during the term of this Agreement and for one year thereafter. Consultant warrants that Consultant has not paid or given, and will not pay or give, any third party any money or other consideration in exchange for obtaining this Agreement.

Covenant Against Discrimination. In connection with its performance under this Agreement, Consultant shall not discriminate against any employee or applicant for employment because of actual or perceived race, religion, color, sex, age, marital status, ancestry, national origin ( i.e., place of origin, immigration status, cultural or linguistic characteristics, or ethnicity), sexual orientation, gender identity, gender expression, physical or mental disability, or medical condition (each a "prohibited basis"). Consultant shall ensure that applicants are employed, and that employees are treated during their employment, without regard to any prohibited basis. As a condition precedent to City's lawful capacity to enter this Agreement. and in executing this Agreement, Consultant certifies that its actions and omissions hereunder shall not incorporate any discrimination arising from or related to any prohibited basis in any Consultant activity, including but not limited-to the following: employment, upgrading, demotion or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship; and further, that Consultant is in full compliance with the provisions of Palm Springs Municipal Code Section 7.09.040, including without limitation the provision of benefits, relating to non-discrimination in city contracting.

NAME OF C0NSULTANTNEND0R: LeSar Development Consultants NAME and TITLE of Authorized Representative:
(Print) Jennifer LeSar, President and CEO
rized Representative:

Page 17 ends

Item 3C - 74
Signature and Datea
(Sign) ~ (Date) __ 112_a1_20_2_1 __
ATTACHMENT "E"
-THIS FORM MUST BE COMPL.ETED AND SUBMITTED WITH YOUR QUAL.IFICATIONS SUBMITTAL. (Envelope #1 r
Who Must File?

CITY OF PALM SPRINGS

PUBLIC INTEGRITY DISCLOSURE
(INSTRUCTIONS FOR APPLICANTS)
Applicants that are NOT a natural person or group of natural people that will be identified on the application, and seek a City approval detelll"lined by a vote of City officials.

Examples include corporations, limited liability companies, trusts, etc. that seek a City Council approval, or an approval by one of the City's board or commissions.

Why Must I File?
The City of Palm Springs Public Integrity Ordinance advances transparency in municipal government and assists public officials in avoiding conflicts of interest. The City's Public Integrity Ordinance, codified in Chapter 2.60 of the municipal code, reflects the City's interest in ensuring that companies (and other legal entities that are not natural people) doing business in the community are transparent and make disclosure as to their ownership and management, and further that those companies disclose the identity of any person, with an ownership interest worth two thousand dollars ($2,000) or more, who has a material financial relationship with any elected or appointed voting City official, or with the City Manager or City Attorney.

Note: A material ffnanclal relationship Is a relationship between someone who Is an owner/Investor In the applicant entfty and a voting official (or the City Manager or City Attorney), which relationship Includes any of the following:
(1) the owner/investor and the offlc1al have done business together during the year prior to the applicallOII,
(2) the offic1al has earned income from the owner/investor dur1ng the year pnor to the filing of the application;
(3) the owner/investor has given the official gifts .vorth fifty dollars ($50) or more during the year prior to the filing of the application: or
(4) the official might reasonably be anticipated lo gain or lose money or a thing of value. based upon the owner/investor's interest in the applicant entity, rn relation to the apphcat,on·s outcome When Must I File?
You must file this form with the Office of the City Clerk at the same time when you file your application for a City approval determined by a vote of City officials, whether elected or appointed.

What Must I Disclose?
P3Sc 11of4'
Prcp.1r�d hy LeS,,r Deweiopmerit Co.i:.L1lt.1nt:: for the c;ty cf P:;Jm Spril\g�

Page 71 ends

Item 3C - 75
;
A. The names of all natural persons who are officers, directors, members, managers, trustees, and other fiduciaries serving trusts or other types of organizations (attorneys, accountants, etc.).
ll.Rlf: (1) only trvsts or other organizations that are not the fiduciaries. (2) if a second entity that is not a natural person serves the applicant entity (e g .. as a member of an applicant LLC), then all officers, d,rectors. members, managers, trustees, etc., of the second entity must be disclosed).

B. The names of persons owning an interest with a value of two thousand dollars ($2,000) or more who have a material financial relationship with an elected or appointed City official who will vote on the applicant's application, or with the City Manager or City Attorney.

PENALTIES
Falsification of information or failure to report information required to be reported may subject you to administrative action by the City.
example
7here are some additions/ supplementary instructions with an fol/owing the form should you need further clarlflcatlon.

Page 19 of 46 ends

Prcp.1r� by LeS-1r Qe-\oelopll"ient Cor,�uft.1nt� ror t:he City cf P:1:lm Springs.

Page 72 ends

34 lff.1
Item 3C - 76

1. 2.

3. 4.

5. Name of Entity

PUBLIC INTEGRITY DISCLOSURE

APPLICANT DISCLOSURE FORM
LeSar Development Consultants
Address of Entity (Principle Place of Business)
404 Euclid Avenue, Suite 212, San Diego, CA 92114
Local or California Address (if different than #2)
N/A
State where Entity is Registered with Secretary of State California
If other than California, is the Entity also registered in California? n Yes n No Type of Entity
igj Corporation D Limited Liability Company D Partnership D Trust D Other (please specify)

6. Officers, Directors, Members, Managers, Trustees, Other Fiduciaries (please specify) Note: If any response Is not a natural person, please Identify all officers, directors, members, managers and other fiduciaries for the member, manager, trust or other entity
Jennifer LeSar I&! Officer I&! Director D Member D Manager [name]
D General Partner D Limited Partner
□ Other
D Officer D Director D Member D Manager
[name]
D General Partner D Limited Partner
□ Other
D Officer D Director D Member D Manager
[name]
D General Partner D Limited Partner
nother
20 Revised: 511120
55575.18 I 65\32900157.2
Item 3C - 77

7. Owners/Investors with a 5% beneficial interest in the Applicant Entity or a related entity

EXAMPLE
JANEOOE 50%, ABC COMPANY, Inc.
[name of owner/investor] [percentage of beneficial interest in entitv and name of entitvl
A.

Jennifer LeSar 100%, LeSar Development Consultants
[name of owner/investor] [percentage of beneficial interest in entity and name of entity]
B.
[name of owner/investor] [percentage of beneficial interest in entitv and name of entity)
C.
[name of owner/investor] [percentage of beneficial Interest in entity and name of entity]
D.
[name of owner/investor] [percentage of beneficial interest in entity and name of entity]
E.
[name of owner/investor] [percentage of beneficial interest in entity and name of entity)

I DECLARE UNDER PENAL TY OF PERJURY UNDER THE LAWS OF THE STATE OF
CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.

Sign�n:=Tffle
Jennifer LeSar, President & CEO
Date
1/28/2021
21 Revised: 5/1120
55575.18165\32900157.2
I
Item 3C - 78
- I
City of Palm Springs, CA.

Business Disclosure Supplementary Instructions
In an effort to ensure we capture the required business entity information in accordance with the attached instructions, we provide you these supplementary instructions to clearly identify the required information, and the format the information should be provided.

If you, as the applicant, are a business entity o.e. a corporation or limited liability company) , and
ii is also comprised of other business entities as its members or having a financial interesl, all other such business entities must also be disclosed, including those entities other business entities, if any.

Ultimately, the City's disclosure document (attached) requires a listing identifying all natural persons having any financial interest over 5% of the business entities (and any other business entities comprising your business entity).

As an example, Applicant Is: Acme Brothers, Inc., a California corporation, whose officers are:

John Doe, JiH Doe, and Jay Doe, which is CY.med 50% by Acme Brothers, LLC , a California limited liability company, and John Doe (25% interest) and Jill Doe (25% interest). Acme Brothers, LLC, is managed by Acme Brothers 2, Inc., a California corporation, whose officers are: George Doe, Bill Doe, and Jane Doe, which is owned 100% by Acme Brothers 2, LLC, a California limited liabWity company, which is managed by George Doe, with George Doe and Jane Doe having 50% interest each.

The full business entity disclosure In this example would resemble the following:

1. Acme Brothers, Inc., a California corporation
a. Off1Cers: John Doe, Jill Doe, and Jay Doe
b. Ownership:
i. 50% Acme Brothers, LLC, a California limited liability company ii. 25% John Doe
iii. 25%Ji11Doe

2. Acme Brothers, LLC, a California limited liability company a. Managers: Acme Brothers 2, Inc., a California corporation b. Ownership: 100% Acme Brothers 2, Inc., a California corporation

3. Acme Brothers 2, Inc., a California corporation
a. Officers: George Doe, Bill Doe, and Jane Doe
b. Ownership: 100% Acme Brothers 2, LLC, a California limited liability company

4. Acme Brothers 2, LLC, a California limited liability company a. Managers: George Doe
b. Ownership:
i.50%

Page 7 ends

Rni...t . .l/1.'l0
37 �,
Item 3C - 79
ll!Wil LE SAR DEVELOPMENT
�- CONSULTANTS
SUBMITTAL DATE:

February 9, 2021
Prepared by:

LeSar Development Consultants
WWN.Le5arDevelopment.com

RESPONSE TO NOTICE INVITING

STATEMENTS OF QUALIFICATIONS

FROM THE CITY OF PALM SPRINGS FOR
Housing Consultant
Services
Cost I Rates
SOQ 04-21
For all inquiries related to this proposal, please contact.

Craig Adelman, Senior Principal
LeSar Development Consultants
404 Euclid Ave. Suite 212, San Diego, CA 92114
Phone: 415-218-9455
Email: [email protected]

Page 76 ends

Item 3C - 80
ATTACHMENT 11C
"
*THIS FORM MUST BE COMPLETED AND SUBMITTED WITH YOUR COST SUBMITTAL (Envelope #2)*

COSTPROPOSAURATES
STATEMENT OF QUALIFICATIONS (SOQ #04-21)

HOUSING CONSULTANT SERVICES
Responding to Statement of Qualifications SQQ 04-21 for providing a Housing Consultant Services, IM/E the undersigned will accept the following hourly rates and other costs as defined, for providing the services as defined within the Scope of Services:

PRIME CONSULTANT PERSONNEL CLASSIFICATION/TITLE: HOURLY RATE:

Craig Adelman, Senior Principal $ 280
Mitch Wippern, Senior Principal $ 280
Helmi Hisserich, Senior Principal $ 280
Gabriel Speyer, Senior Principal $ 280
Farzad Mashhood, Associate $ 140
Stefan Gonzalez, Associate $ 140
$
$
$
$
SUB CONSULTANT PERSONNEL CLASSIFICATION/TITLE: HOURLY RATE:
$
$
$
$
$
$
$
$
$
$
Reimbursable Expenses the City will be charged (If any) must be Identified below: (note that consultants may not charge the city for any expenses that are not defined this Cost/Rates

Page 15 ends

Item 3C - 81
Submittal and Included In the final Schedule of Compensation as mutually agreed to in the contract, if awarded*).

REIMBURSABLE EXPENSE: Cost/Rate:
$
$
$
$
$
Any other expenses, not otherwise defined above, that the City would be charged in the performance of the scope of services (if any) must be identified below: (note that consultants may not charge the city for any expenses that are not defined this Cost/Rates Submittal and Included in the final Schedule of Compensation as mutually agreed to in the contract, if awarded*).

OTHER EXPENSES: Cost/Rate:
$
$
$
$
$
All Costs/Rates are to remain FIXED for the term of the agreement.

NOTE: This page MUST be manually signed.

Certified by: LeSar Development Consultants
S · ur: f Authorized Person
niter LeSar
Printed Name
President and CEO
Title

Page 16 of 46 ends

1/28/2021
Date
Item 3C - 82
I I
I I
I I
-
I
TO:

FROM:

DATE:

SUBJECT:

City of Palm Springs
Department of Procurement & Contracting

MEMORANDUM
LeSar Development Consultants
Procurement & Contracting Manager
March 24, 2021
SOQ 04-21 Cost Proposal Negotiations
The City solicited for proposals from qualified professional firms to provide the City with housing consultant services of which LeSar Development Consultants was ranked the highest firm for this process. This memorandum is to document our meeting held today for the cost proposal negotiations for LeSar Development Consultants.

This memorandum has been agreed upon between the parties to manage the budget by leveraging strengths and efficiencies across the LeSar team in order to meet the City's goals and outcomes moving forward.

Additions and clarifications as follows:

1. LeSar Development Consultants would like to add Beatriz Stambuk-Torres and Stacy Calderon to the team as associates. Attached to this memo are their resumes and their hourly billing rates are $140 and $150 respectively.

2. Jennifer LeSar, who was not listed on the project team, will provide up to 20 hours ($6,000) of pro-bono service annually on the contract at no cost to the City.

3. LeSar Development Consultants will bill reimbursable expenses at cost and see opportunities to minimize travel costs by combining site visits with other LeSar activities. We propose establishing an initial annual reimbursable budget of $2,000.

The above additions and clarifications are subject to the City Council review and approval, LeSar Development Consultants
Jennifer LeSar
President and CEO

Page 79 ends

City of Palm Springs
Jay Virata, Director
Community & Economic Development
Item 3C - 83
EXHIBIT "D"

SCHEDULE OF COMPENSATION

COSTPROPOSAURATES
STATEMENT OF QUALIFICATIONS (SQQ #04-21)

HOUSING CONSULTANT SERVICES
Responding to Statement of Qualifications SOQ 04-21 for providing a Housing Consultant Services, INI/E the undersigned will accept the following hourly rates and other costs as defined, for providing the services as defined within the Scope of Services:

PRIME CONSUL TANT PERSONNEL CLASSIFICATION/TITLE: HOURLY RATE:

Jennifer Lesar, President and CEO $ 20 hours Pro- Bono per year.

Craig Adelman. Senior Principal $ 280.00
Mitch Wippern, Senior Principal $ 280.00
Helmi Hisserich, Senior Principal $ 280.00
Gabriel Speyer, Senior Principal $ 280.00
Farzad Mashhood, Associate $ 140.00
Stefan Gonzalez, Associate $ 140.00
Beatriz Stambuk-Torres, Associate $ 140.00
Stacy Calderon, Associate $ 150.00
SUB CONSULTANT PERSONNEL CLASSIFICATION/TITLE: HOURLY RATE:
$
$
$
$
$
$
$
$
$
$
Reimbursable Expenses the City will be charged (if any) must be identified below: (note that consultants may not charge the city for any expenses that are not defined this Cost/Rates Submittal and included in the final Schedule of Compensation as mutually agreed to in the contract, if awarded*).

Page 80 ends

Item 3C - 84
REIMBURSABLE EXPENSE: Cost/Rate:

Reimbursable expenses at cost $ 2,000.00 proposed initial annual budget.
$
$
$
$
Any other expenses, not otherwise defined above, that the City would be charged in the performance of the scope of services (if any) must be identified below: (note that consultants may not charge the city for any expenses that are not defined this Cost/Rates Submittal and included in the final Schedule of Compensation as mutually agreed to in the contract, if awarded*).

OTHER EXPENSES: Cost/Rate:
$
$
$
$
$
All Costs/Rates are to remain FIXED for the term of the agreement.

Page 81 ends

Item 3C - 85
EXHIBIT "E"

SCHEDULE OF PERFORMANCE
Administration: The City estimates that the seNices will be required for approximately 4 YEARS. • Maintain agreement files and facilitate City obligations. • Ensure City obligations are met; monitor projects; maintain loan, grant, regulatory agreement, and ODA files.
• Maintain and monitor awardee contracts and agreements for compliance; establish inventory of affordable units, affordability levels, and affordability expiration. • Assist in the development and coordination of the department budget; approve. track, and monitor expenditures as required.
• Assist in the development and implementation of goals, objectives, policies, procedures, and work standards for the department; monitor revisions and implementation programs of City's adopted Housing Element.
• Conduct a variety of operational studies and reports; recommend modifications to assigned programs, policies, and procedures as appropriate; prepare and create proposals, make presentations, prepare and present staff reports, policies, ordinances, and other necessary written and oral correspondence.
• Create and maintain relevant portions of department website. • Participate in programs and initiatives as assigned; provide guidance on assigned programs; serve as staff on a variety of boards, commissions, and committees. • Respond to public inquiries and complaints in a courteous manner; provide information within the area of assignment; resolve complaints in an efficient and timely manner. • Perform other duties and responsibilities as required.

Page 82 ends

Item 3C - 86

CITY COUNCIL STAFF REPORT
04/07/2022 3. D.

City Clerk -

SUBJECT
2007 GENERAL PLAN LIMITED UPDATE – A REVIEW OF REVISIONS TO THE

GENERAL PLAN VISION AND PRIORITY STATEMENTS AND THE DRAFT LAND

USE PLAN
RECOMMENDATION:

1. Provide direction as appropriate on proposed Vision and Priority statements for the 2040 General Plan.

2. Provide direction as appropriate on proposed Land Use Plan for the 2040 General Plan.

Attachments
Item 3D

CITY COUNCIL STAFF REPORT
DATE: April 7, 2022 UNFIINISHED BUSINESS
SUBJECT: 2007 GENERAL PLAN LIMITED UPDATE – A REVIEW OF REVISIONS

TO THE GENERAL PLAN VISION AND PRIORITY STATEMENTS AND

THE DRAFT LAND USE PLAN
FROM: Justin Clifton, City Manager
BY: Development Services Department
SUMMARY:

As part of the limited update to the 2007 General Plan, the City Council will consider further changes to the Vision statement and Priorities for the 2040 General Plan. This includes changes directed by the City Council at the regular meeting of March 10, 2022.

In addition, the draft Land Use Plan is being presented for consideration and has been modified per the direction provided by the City Council at the regular meeting of July 26, 2021. Important issues for Council discussion and direction in this report include:

1. Finalizing the Vision and Priority Statements.

2. Determining the Land Use Plan is appropriate, after discussing two important requests related to overall residential capacity, no net loss limitations under State law and current designations of certain hillside areas (including Boulders, Crescendo and Palm Hills).

The Land Use Plan is the basis for the overall city buildout in 2040, which is also provided in this report.

RECOMMENDATION:

1. Provide direction as appropriate on proposed Vision and Priority statements for the 2040 General Plan.

2. Provide direction as appropriate on proposed Land Use Plan for the 2040 General Plan.

BACKGROUND:

In Winter 2019, the City began a limited update (“Update”) to the 2007 General Plan. Due to budget limitations, the Update is limited in scope and focuses on four chapters Item 3D - 1
City Council Staff Report
April 7, 2022 -- Page 2
Limited Update of The General Plan
(“Elements”) of the General Plan that are most in need of revisions: the Land Use Element, the Circulation Element, the Housing Element and the Safety Element. Minor updates to the remainder of the document, including the Vision & Priority statements, are also proposed as part of the Update.

The Update process has included a robust community engagement program to date in order to solicit feedback from the public and incorporate community values into the updated General Plan. The General Plan Steering Committee (GPSC) has met on six occasions to provide direction on the overall Update, including the proposed land use mix and housing sites. The public was also invited to provide input on the Vision & Priority statements, land uses, housing, and circulation via (3) surveys, (2) community workshops (4) neighborhood listening sessions, and a number of stakeholder meetings. The Planning Commission also discussed the proposed Housing Element and Land Use Plan at its meeting of July 26, 2021.

The City is now at a point to move forward with the next steps of the Update process. This involves finalizing the Land Use Plan (also known as the “Land Use Map”), which sets forth the distribution, location and density/intensity of land uses throughout the City, including housing, business, industry, open space, education, and other land use categories. The Land Use Plan also informs the projected growth and ultimate buildout of the City and serves as the basis for preparing the necessary environmental analysis required under the California Environmental Quality Act (CEQA). Once the Land Use Plan is deemed appropriate, Staff and the consultant will ensure the circulation network is sufficient to accommodate vehicle and non-motorized transportation needs, refine and formulate goals and policies of the General Plan, and commence work on the CEQA analysis.

STAFF ANALYSIS:

Vision and Priority Statements:

At the meeting of March 10, 2022, the City Council provided direction on additional changes to the Vision statement and proposed Priorities. In broad terms, the Council’s discussion involved the following topics:
• The city being diverse and inclusive
• Accommodating year-round needs of residents
• Improving quality of life related to safety and circulation • Emphasizing open space protection, while ensuring sufficient availability of land for housing/growth
• Maximizing use of renewable resources in Palm Springs • Responding to changing retail and industry needs, while preserving and improving our locally owned businesses
Item 3D - 2
City Council Staff Report
April 7, 2022 -- Page 3
Limited Update of The General Plan
The Council directed Staff to combine certain priorities and eliminate priorities that were redundant. Based on this direction, Staff has modified the Vision and Priorities to reflect the Council’s direction.

Vision Statement: The table below shows redline Vision statement reviewed by Council on March 10, 2022, redline changes to that Vision statement and the final recommended Vision for the 2040 General Plan.

Redline Changes Reviewed
at 3/10/22 Council Meeting Redline Changes Proposed 2040 Vision Palm Springs is a vibrant,
diverse, and inclusive desert
resort community where yearround and seasonal residents and visitors enjoy safe
neighborhoods, an exciting
social environment and a
relaxing and positive
experience featuring safe
neighborhoods, diverse
commercial, arts, and cultural
opportunities, and an exciting
social environment.

The City values its
architectural, historical,
cultural, and natural resources
and balances resident
priorities with economic and
sustainable growth.

We celebrate our diversity,
and foster equity and unity
among all of our residents.
and we are an equitable,
inclusive community with a high
quality of life for all people.

The City provides responsive,
friendly, respectful, and
efficient public services
allowing for inclusion of all
people and full community
participation for all our
residents and businesses.

Palm Springs is a vibrant,
diverse, and inclusive desert
resort community where yearround and seasonal residents and visitors have enjoyable a
relaxing and positive
experiences featuring safe
neighborhoods, diverse
commercial, arts,
entertainment, and cultural
opportunities, and an exciting
social environment.

The City values its
architectural, historical,
cultural, and natural resources
and balances prioritizes its
residents, economy, and
natural environment for a
sustainable future. priorities
with economic and sustainable
growth.

We celebrate our diversity,
and we are an equitable,
inclusive community with a high
quality of life for all people.

The City provides responsive,
friendly, respectful, and
efficient public services
allowing for inclusion of all
people and full community
participation for all our
residents and businesses.

Palm Springs is a vibrant,
diverse, and inclusive desert
community where year-round
and seasonal residents and
visitors have enjoyable
experiences featuring safe
neighborhoods, diverse
commercial, arts,
entertainment, and cultural
opportunities, and an exciting
social environment.

The City values its
architectural, historical,
cultural, and natural resources
and prioritizes its residents,
economy, and natural
environment for a sustainable
future.

We celebrate our diversity,
and we are an equitable,
inclusive community with a high
quality of life for all people.

The City provides responsive,
friendly, respectful, and
efficient public services
allowing for inclusion of all
people and full community
participation for all our
residents and businesses.

Item 3D - 3
City Council Staff Report
April 7, 2022 -- Page 4
Limited Update of The General Plan
Priority Statements: The table below shows redline Priority statements reviewed by Council on March 10, 2022, redline changes to those Priority statements, and the final recommended Priorities for the 2040 General Plan.

Redline Changes Reviewed
at 3/10/22 Council Meeting Redline Changes Proposed 2040 Priorities

1. Support Palm Springs as a
premier desert resort
community. Strengthen and
promote those things that
make Palm Springs a one-ofa kind resort destination,
including its natural resources,
eco-tourism, its pedestrianoriented shopping and
entertainment districts, its
unique architecture, its cultural
diversity and identity, the
convenience of its airport and
convention center, and its
wide array of lodging and
recreational facilities.
(No changes)
Support Palm Springs as a
premier desert resort
community. Strengthen and
promote those things that
make Palm Springs a one-ofa kind resort destination,
including its natural resources,
eco-tourism, its pedestrianoriented shopping and
entertainment districts, its
unique architecture, its cultural
diversity and identity, the
convenience of its airport and
convention center, and its
wide array of lodging and
recreational facilities.

New 1. Foster and enhance
opportunities for open space
retention and expansion that
allows neighborhood access
throughout Palm Springs and its
adjacent areas. Encourage
open space protection and
improve access to open
spaces throughout the
community for community
enjoyment, health benefits
and biodiversity. Where open
spaces are accessible to the
public, promote safe access
for all regardless of age,
gender, sexual orientation,
ethnicity, race, native
language, culture, abilities,
and disabilities. Open spaces
should include passive and
active forms of recreation
where possible.

Foster and enhance
opportunities for open space
retention and expansion that
allows neighborhood access
throughout Palm Springs and its
adjacent areas. Encourage
open space protection and
improve visual, physical, and
equitable access, where
appropriate, to open spaces
throughout the community for
community enjoyment, health
benefits and biodiversity.

Where open spaces are
accessible to the public,
promote safe access for all
regardless of age, gender,
sexual orientation, ethnicity,
race, native language, culture,
abilities, and disabilities.

Open spaces should include
passive and active forms of
recreation where possible.

Foster and enhance
opportunities for open space
retention and expansion that
allows neighborhood access
throughout Palm Springs and its
adjacent areas. Encourage
open space protection and
improve visual, physical, and
equitable access to open
spaces, where appropriate,
throughout the community for
community enjoyment, health
benefits and biodiversity.

Where open spaces are
accessible to the public,
promote safe access for all
regardless of age, gender,
sexual orientation, ethnicity,
race, native language, culture,
abilities, and disabilities.

Open spaces should include
passive and active forms of
recreation where possible.

Item 3D - 4
City Council Staff Report
April 7, 2022 -- Page 5
Limited Update of The General Plan
Redline Changes Reviewed
at 3/10/22 Council Meeting Redline Changes Proposed 2040 Priorities

2. Continue to advance Palm
Springs’ role as a sustainability
leader. Promote the
sustainable and affordable
use of materials, energy,
land, water, air, and other
natural resources to enhance
the long-term livability of our
community for all residents
regardless of socio-economic
position. Reduce greenhouse
gas emissions and proactively
anticipate and mitigate the
impacts of climate change.

Reduce wastes going to
landfill through source
reduction, reuse, recycling,
and other methods.

Continue to advance Palm
Springs as a sustainability
leader. Promote the
sustainable and affordable
use of materials, energy,
land, water, air, and other
natural resources to enhance
the long-term livability of our
community for all residents
regardless of socio-economic
position. Reduce greenhouse
gas emissions and proactively
anticipate and mitigate the
impacts of climate change.

Reduce wastes going to
landfill through source
reduction, reuse, recycling,
and other methods. Encourage
and maximize the use of
renewable energy resources.

Continue to advance Palm
Springs as a sustainability
leader. Promote the
sustainable use of materials,
energy, land, water, air, and
other natural resources to
enhance the long-term
livability of our community for
all residents regardless of
socio-economic position.

Reduce greenhouse gas
emissions and proactively
anticipate and mitigate the
impacts of climate change.

Reduce wastes going to
landfill through source
reduction, reuse, recycling,
and other methods. Encourage
and maximize the use of
renewable energy resources.

3. Diversify and strengthen the
City’s economy and promote
education and innovation.

Develop and encourage new
businesses, employment and
education opportunities that
will maintain a stable
sustainable, livable, resilient,
and diverse economy and
workforce. Promote businesses
that will provide a living
wage. Invest in improving
accessible public and private
infrastructure for a digital
future for all. Promote
employment opportunities in
renewable energy and other
green businesses.

Diversify and strengthen the
City’s economy and promote
education and innovation.

Develop and encourage new
businesses, employment and
education opportunities that
will maintain a sustainable,
livable, resilient, and diverse
economy and workforce.

Promote businesses that will
provide a living wage. Invest
in improving accessible public
and private infrastructure for
a digital future for all.

Promote diverse employment
opportunities in a variety of
industries renewable energy
and other green businesses.

Diversify and strengthen the
City’s economy and promote
education and innovation.

Develop and encourage new
businesses, employment and
education opportunities that
will maintain a sustainable,
livable, resilient, and diverse
economy and workforce.

Promote businesses that will
provide a living wage. Invest
in improving accessible public
and private infrastructure for
a digital future for all.

Promote diverse employment
opportunities in a variety of
industries.

Item 3D - 5
City Council Staff Report
April 7, 2022 -- Page 6
Limited Update of The General Plan
Redline Changes Reviewed
at 3/10/22 Council Meeting Redline Changes Proposed 2040 Priorities

4. Maintain, and enhance a
diverse range of retail, dining
and entertainment opportunities
for local, regional, and tourist
markets. Encourage diverse
and appealing shopping
opportunities for residents,
tourists, and the regional
market that will generate
sales tax revenues, attract
customers from neighboring
communities, and enrich the
quality of the life for those
living in and visiting Palm
Springs.

Maintain, and enhance a
diverse range of retail, dining
and entertainment opportunities
for local, regional, and tourist
markets. Encourage diverse
and appealing shopping
opportunities for residents,
tourists, and the regional
market that will generate
sales tax revenues, attract
customers from neighboring
communities, and enrich the
quality of the life for those
living in and visiting Palm
Springs. Promote and support
locally owned businesses and
unique shopping experiences
that distinguish Palm Springs
from other cities.

5. Provide for a broad range of
housing opportunities for all
residents. Encourage
development of resource
efficient and high-quality
housing units at a range of
densities for all life stages,
and all economic levels and
diversified, multifaceted
populations. Identify solutions
to reduce rent burden, housing
instability, and homelessness.
(No changes)
Provide for a broad range of
housing opportunities for all
residents. Encourage
development of resource
efficient and high-quality
housing units at a range of
densities for all life stages,
economic levels and
diversified, multifaceted
populations. Identify solutions
to reduce rent burden, housing
instability, and homelessness.

Item 3D - 6
City Council Staff Report
April 7, 2022 -- Page 7
Limited Update of The General Plan
Redline Changes Reviewed
at 3/10/22 Council Meeting Redline Changes Proposed 2040 Priorities

6. Create, maintain, and
enhance unique places and
facilities that foster community
interaction and engagement.

Improve and facilitate access
to parks and other open
spaces, community facilities,
arts and cultural centers and
landmarks in order to
promote the City’s rich history,
offer visual interest, and
support lively activity. Ensure
community facilities provide
services and amenities that
meet the needs of families
and individuals to fully enjoy
and contribute to life in Palm
Springs.
(No changes)
Create, maintain, and enhance
unique places and facilities that
foster community interaction
and engagement. Improve and
facilitate access to parks and
other open spaces, community
facilities, arts and cultural
centers and landmarks in
order to promote the City’s
rich history, offer visual
interest, and support lively
activity. Ensure community
facilities provide services and
amenities that meet the needs
of families and individuals to
fully enjoy and contribute to
life in Palm Springs.

7. Encourage the creative
mixing of land uses to promote
vibrant and walkable
neighborhoods and commercial
areas accessible to all.

Combine residential, retail,
office, open
spaces/recreation, and other
land uses within commercial
and other key locations, to
create active, inclusive, and
full-service neighborhoods
that are less dependent on
the automobile.

Encourage the creative mixing
of land uses to promote vibrant
and walkable neighborhoods
and commercial areas
accessible to all. Combine
Encourage residential, retail,
office, open
spaces/recreation, and other
land uses within commercial
and other key locations, to
create active, inclusive, and
full-service neighborhoods
that are less dependent on
the automobile. Promote
equitable and convenient
access to a variety of retail
opportunities that serve the
needs of daily lives in close
proximity to all residential
neighborhoods.

Encourage the creative mixing
of land uses to promote vibrant
and walkable neighborhoods
and commercial areas
accessible to all. Encourage
residential, retail, office, open
spaces/recreation, and other
land uses within commercial
and other key locations, to
create active, inclusive, and
full-service neighborhoods
that are less dependent on
the automobile. Promote
equitable and convenient
access to a variety of retail
opportunities that serve the
needs of daily lives in close
proximity to all residential
neighborhoods.

Item 3D - 7
City Council Staff Report
April 7, 2022 -- Page 8
Limited Update of The General Plan
Redline Changes Reviewed
at 3/10/22 Council Meeting Redline Changes Proposed 2040 Priorities New 2. Nurture retail
opportunities for residents in all
neighborhoods. Strengthen and
promote equitable and
convenient access to a variety
of retail opportunities that
serve the needs of daily lives
in close proximity to all
residential neighborhoods.
(Deleted. Redundant
w/Priority #4, but included
some text in Priority #7)
New 3. Promote active living,
healthy lifestyles, and improved
environments for all. To
improve mental and physical
health, increase opportunities
for individuals to incorporate
physical activities into daily
routines, such as to recreation,
exercise, and active
transportation. Promote
healthy food options and
create social and physical
environments that improve
and the well-being of the
community.
(No changes)
Promote active living, healthy
lifestyles, and improved
environments for all. To
improve mental and physical
health, increase opportunities
for individuals to incorporate
physical activities into daily
routines, such as to recreation,
exercise, and active
transportation. Promote
healthy food options and
create social and physical
environments that improve
and the well-being of the
community.

Item 3D - 8
City Council Staff Report
April 7, 2022 -- Page 9
Limited Update of The General Plan
Redline Changes Reviewed
at 3/10/22 Council Meeting Redline Changes Proposed 2040 Priorities

8. Preserve and uphold the
distinct architecture and unique
visual and aesthetic form in
buildings and neighborhoods
that distinguish Palm Springs
from other cities. Promote the
identification of unique,
culturally diverse
neighborhoods while creating
strategies and opportunities
for improving neighborhoods
that have a greater need
because of historic
disinvestment. encouraging
Encourage new and
characteristically different
neighborhood types to
develop. Recognize the
importance of adaptive reuse
for architecturally and
historically significant
resources.
(No changes)
Preserve and uphold the
distinct architecture and unique
visual and aesthetic form in
buildings and neighborhoods
that distinguish Palm Springs
from other cities. Promote the
identification of unique,
culturally diverse
neighborhoods while creating
strategies and opportunities
for improving neighborhoods
that have a greater need
because of historic
disinvestment. Encourage new
and characteristically
different neighborhood types
to develop. Recognize the
importance of adaptive reuse
for architecturally and
historically significant
resources.

Item 3D - 9
City Council Staff Report
April 7, 2022 -- Page 10
Limited Update of The General Plan
Redline Changes Reviewed
at 3/10/22 Council Meeting Redline Changes Proposed 2040 Priorities

9. Provide a circulation system
that accommodates the smooth
flow of vehicular traffic and
public transportation,
encourages safe bicycle and
pedestrian movement, and
presents attractively
landscaped corridors. As the
City develops, safe and
complete streets with transit
will be necessary to ensure a
safe and functioning network
of circulation corridors and
intersections, protecting
residential neighborhoods
from commercial traffic to the
extent possible. The streets
will be attractively
developed, designed with
adequate parking, and
maintained to encourage
bicycles, pedestrians, and
alternative forms of
transportation. Trails,
bikeways, and other forms of
circulation linkages through
the city and into surrounding
areas must also be developed
and maintained.

Provide a circulation system
that accommodates the smooth
flow of vehicular traffic and
public transportation,
encourages safe bicycle and
pedestrian movement, and
presents attractively
landscaped corridors. As the
City develops, Promote safe
and complete streets with
transit will be necessary to
ensure a safe and functioning
network of circulation
corridors and intersections,
protecting residential
neighborhoods from
commercial traffic to the
extent possible. The streets
will be attractively
developed, designed with
adequate parking, and
maintained to encourage
bicycles, pedestrians, and
alternative forms of
transportation. Trails,
bikeways, and other forms of
circulation linkages through
the city and into surrounding
areas must also be developed
and maintained.

The streets will be attractively
developed and maintained to
encourage bicycles,
pedestrians, and alternative
forms of transportation. Trails,
bikeways, and other forms of
circulation linkages through
the city and into surrounding
areas must also be developed
and maintained.

10. Enhance both visual, and
physical, and equitable access
to the City's surrounding
mountains, washes, open space,
and other scenic and natural
resources. Unparalleled
natural resources in and near
Palm Springs add value to the
City’s quality of life and are
an important contributor to
the City’s image as a
destination resort.
(Deleted. Redundant w/New
Priority #1, but added text
from this Priority to New
Priority #1)
Item 3D - 10
City Council Staff Report
April 7, 2022 -- Page 11
Limited Update of The General Plan
Land Use:

The Land Use Plan provides the overall fabric of land uses for each parcel of land throughout the City, including a variety of residential, commercial, mixed use and industrial uses, as well as open space and special policy areas. This Update involves changes to both the Land Use descriptions and the Land Use Plan, which are part of the Land Use Element and include some necessary changes to accommodate additional density to meet the Regional Housing Needs Assessment (RHNA) allocation for the Housing Element. Other changes were to address reforms to the Planned Development District (PDD) process, zoning inconsistencies, encourage affordable housing, and necessary administrative updates. Below is a discussion of the proposed updates and changes to these portions of the Land Use Element, but it should be noted that the Goals and Policies of the Land Use Element will be considered at a future time.

Land Use Descriptions: The proposed land use descriptions are consistent with the descriptions presented at the Council meeting of July 26, 2021, and include the following updates and revisions:
• Remove requirement to process a Planned Development District, as was required in some land use descriptions in the 2007 General Plan
• Incentivize projects providing 50 or more units or 50% of the units (whichever is greater) towards meeting the City’s affordable housing goals in the MU and CBD designations
• Remove hotel intensity standard and identify hotel uses as permitted in various designations
• Update desired mix of uses in the Mixed-Use/Multi-Use designation to reflect current conditions and preferred outcomes of future uses in these areas Attachment 2 provides all proposed redline changes to the land use descriptions in the current General Plan.

Land Use Plan:

The Land Use Plan (Attachment 6) shows all uses throughout the City and limits the maximum residential density and/or commercial or industrial intensity (represented as Floor Area Ratio) of each property in Palm Springs. Specific changes with annotations are shown in Attachment 5. As noted at the July 26, 2021 Council meeting, significant changes are not proposed from the 2007 Land Use Plan; rather, minor changes are proposed to address the RHNA allocation and other administrative updates. An increase in density is proposed to address the RHNA allocation at the southeast corner of North Palm Canyon Dr and Via Olivera, where roughly 5.5-acres of land is proposed for redesignation from “Mixed Use” to “High Density Residential.” Item 3D - 11
City Council Staff Report
April 7, 2022 -- Page 12
Limited Update of The General Plan
Some other administrative changes proposed to the Land Use Plan include:
• Refine boundaries and alignments for consistency with natural features, zoning, and updated parcel boundaries
• Reflect changes to right of way and vacated streets (Remove ROW designations and vacated streets at the airport; make consistent with Airport and Industrial designations)
• Change land use to more accurately reflect what has been built (e.g., density adjustment)
• Implement changes to be consistent with adopted Section 14 Specific Plan One modification that was made based on Council’s direction at the July 26, 2021 meeting, was the designation of the former College of the Desert campus location at the northwest of North Indian Canyon Drive and Tramview Road. This 127-acre area was proposed for re-designation from its current “School” designation to a mix of commercial and medium- and high-density residential designations, but this property is now returned to the “School” designation in the proposed Land Use Plan in accordance with Council direction.

Land Use Plan – Other Requests:

At its meeting of July 26, 2021, the City Council considered other requests from property owners and members of the public to re-designate property to other land uses, but the ultimate consensus was to only proceed with requested changes within Desert Highland community. These changes include re-designating parcels along (1) the east side of El Dorado Blvd between Tramview Road and Rosa Parks Road to “Medium Density Residential” and (2) the west side of Indian Canyon between Tramview Road and Corozon Avenue to “Mixed Use”.

Several other discussions were held by Council relative to higher density near transit and open space land use designations (or re-designating certain hillside areas from Residential to Open Space), but these comments did not result in any changes to Land Use Plan. The increase in density near transit may be addressed in the Goals and Policies of the Land Use Element, which will be the next phase of the Update process. However, Staff would seek direction from the City Council on the following as it relates to the Land Use Plan:

1. Art Colony Re-designation. The property located at the southwest corner of Indian Canyon Drive and Racquet Club was discussed by Council for higher density.

Since that time, Staff has received a request from the property owner to increase the density of this land from “Medium Density Residential” to “High Density Residential” (see Attachment 3). This would create another opportunity for accommodating higher density and potential for affordable housing.

Item 3D - 12
City Council Staff Report
April 7, 2022 -- Page 13
Limited Update of The General Plan

2. Open space designations. There were several discussions on the Boulders, Crescendo and Palm Hills properties. The Boulders and Crescendo properties are designated as “Estate Residential” (up to two dwelling units per acre) and the Palm Hills area is a “Special Policy Area” that may accommodate up to 1,200 units, if approved by Specific Plan. Any changes to these designations would likely require increasing residential density capacity for other property in the city under the Housing Crisis Act.

On October 9, 2019, the State of California enacted the Housing Crisis Act of 2019 into law, commonly known as Senate Bill 330 or SB 330. The law became effective on January 1, 2020 and prohibits the adoption of land use or zoning amendments that would result in the reduction of allowed residential density or intensity of land uses than what was allowed under the City’s regulations in effect on January 1, 2018. With the former COD campus being returned to the “School” designation, the minor changes proposed under the Land Use Plan would result in on a minor increase in residential capacity. Staff would caution against further changes to lower residential density in hillside areas as it could conflict with SB 330 and the “no net loss” requirement in residential capacity.

Buildout Projections:

With the latest version of the Land Use Plan, the City’s consultant has revised the assumptions on development projections and estimated the population and job growth.

This will be used to complete the environmental analysis that is necessary for the Update.

A technical memorandum describes the approach for the City’s buildout (in Attachment 2), which describes three parts to the analysis:
• Part 1 of this memorandum establishes the methodology for estimating existing land use conditions
• Part 2 documents the assumptions applied to estimate buildout of the Current General Plan (2007)
• Part 3 presents the projected estimates resulting from the Proposed Land Use Plan.

The following table summarizes the analysis of the proposed land plan.

Item 3D - 13
City Council Staff Report
April 7, 2022 -- Page 14
Limited Update of The General Plan
*Generated from parcel-level GIS data and benchmarked to comparable data from Department of Finance (DOF), Southern California Association of Governments (SCAG), and US Census.

As shown above, the proposed land use plan projects negligible increases to city households (+1%) and population (+1%), and minor increases to non-residential square footage (+6.6%) and jobs (+3.2%). This is a result of the following changes to the projections:
• Removed residential units projected for former COD campus site and replaced with projection for West Valley COD Campus based on College Park Specific Plan:
10,000 students, 800 jobs.
• Revised projection for Palm Springs Mall site (Higher Education Campus MU area) to include proposed COD campus based on West Valley Campus EIR (2016):
3,000 students, 600 jobs
• Added current and projected School staffing and enrollment from the RIVCOM model
• Updated projected densities for select residential parcels to match low-moderate income sites identified in the Housing Element table 3-37 • Reduced the projection for residential development in the TRC zone from 30% to 5%
• Reflect additional changes to Proposed LU Plan, as described in this report.

Staff and the City’s consultant believe the above assumptions will more accurately reflect the realistic increases that may be achieved by the proposed Land Use Plan.

ENVIRONMENTAL ASSESSMENT:

The subject item is not subject to the California Environmental Quality Act (CEQA), because the matter is for discussion and direction only. After direction is received, Staff will prepare the appropriate environmental analysis as required by CEQA for consideration at a future meeting when the draft document is considered for adoption.

Item 3D - 14
City Council Staff Report
April 7, 2022 -- Page 15
Limited Update of The General Plan
FISCAL IMPACT:

The proposed scope of work being evaluated for the General Plan Update was approved by City Council under Agreement 8396, including subsequent amendments. Further direction to modify the Land Use Plan may require an additional amendment and added costs with these contracts.

REVIEWED BY:

Assistant Planning Director: David A. Newell
Deputy City Manager: Flinn Fagg
City Manager: Justin Clifton
ATTACHMENTS:

1. Proposed Land Use Description Revisions

2. Memorandum on General Plan Land Use Buildout Methodology

3. Public Comment on Additional Land Use Change

4. Public Comments

5. Annotated Map of Proposed Land Use Changes

6. Proposed Land Use Plan
Item 3D - 15
Attachment 1
Item 3D - 16
City of Palm Springs 1 www.psgeneralplan.com
Recommended revisions to Land Use Definitions and
Descriptions in the General Plan
(Draft 071321)
P 2‐5
Medium Density Residential (6.1–15.0 dwelling units per acre). This residential land use category accommodates a range of residential housing types, including single‐family attached, single‐family detached, patio homes, duplexes, townhomes, multiple‐family, and mobilehome projects. Hotels and motels are also permitted so long as they are consistent with the scale and character of the surrounding neighborhoods and do not create significant design, parking, or traffic impacts to the surrounding residential neighborhood.

High Density Residential (15.1–30 dwelling units per acre). Typical development in this category would include duplexes, townhomes, and apartments. Hotels and motels are also permitted up to 43 rooms per net acre (up to 86 rooms per net acre permitted on Indian Land) as long as they are consistent with the design and character of the surrounding neighborhoods and do not create significant design, parking, or traffic impacts to the surrounding residential neighborhood.

P 2‐6
Tourist Resort Commercial (0.35 FAR for stand‐alone commercial uses; 43 hotel rooms per net acre; 86 rooms per net acre on Indian Land). This land use designation provides for large‐scale resort hotels and timeshares including a broad range of convenience, fitness, spa, retail, and entertainment uses principally serving resort clientele. Commercial recreation and entertainment facilities, such as convention centers, museums, indoor and outdoor theatres, and water parks are included in this designation, but should be designed to be compatible with neighboring development. Tourist Resort Commercial facilities are most appropriate in the Palm Canyon Drive and Tahquitz Canyon Drive corridors. It is intended that the primary use in any Tourist Resort Commercial area shall be hotel/tourist‐related uses; if residential uses are proposed within the Tourist Commercial Designation (timeshares, condominiums, etc.) they shall be a secondary use ancillary to the proposed hotel uses and shall not exceed a maximum of 30 dwelling units per acre. Permanent residential uses and commercial activities are allowed with the approval of a Conditional Use Permitsubject to approval of a planned development district.

Small Hotel Resort Commercial (15 hotel rooms per net acre; 10 dwelling units per acre). This designation applies to areas with smaller‐scale, boutique type hotels that are typically found in the Warm Sands and Historic Tennis Club neighborhoods. It is intended that the tourist resort character of these neighborhoods be preserved; as a result, new residential uses or conversion of small hotels to residential uses are permitted as long as they comply with the conversion requirements outlined within the City’s Zoning Code. If damaged or remodeled, existing properties (defined as constructed prior to the adoption of the General Plan update) in this designation that exceed 10 dwelling units per acre may be rebuilt to their historic density and will not be considered non‐conforming so long as they are rebuilt at the same scale as the original structures and meet design and massing criteria compatible with the Item 3D - 17
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surrounding area. Stand‐alone retail and commercial uses are not permitted in this land use designation.

Ancillary commercial uses such as a gift shop associated with a small hotel use are allowed.

P 2‐7
Central Business District (1.0 FAR; 21–30 dwelling units per acre). Bounded approximately by Ramon Road, Calle Encilia, Alejo Road and Belardo Road, the Central Business District designation allows for a mix of commercial, residential, and office uses at a higher concentration, density, and intensity than in other areas of the City. The CBD serves as the main activity center and cultural core of the community and, as such, theatres, museums, retail, and other entertainment venues are encouraged here. Uses such as grocery stores, hardware stores, and convenience or pharmacy stores that provide services to the Downtown’s residential population are also encouraged. The Central Business District is subdivided into zones or areas that provide for diversity in development standards and land use intensities. These subareas are defined in Appendix A, Downtown Urban Design Plan. Examples include the gateways into Downtown, Downtown Central Core, and the Downtown Outer Core. The Downtown Central Core (roughly bounded by Amado Road, Tahquitz Canyon Way, Museum Drive, and Indian Canyon Drive) and the Gateway areas (at roughly the north and south ends of the CBD) may be developed with a maximum FAR of 3.5. If projects in these areas provide substantial public spaces or plazas, an FAR of up to 4.0 may be developed upon approval of a Planned Development District or Specific Plan. The Downtown Central Core may also accommodate up to 70 dwelling units per acre for residential or hotel uses if a Planned Development District or Specific Plan is prepared and approved. Mixed use residential projects contributing 50 or more units or 50% of the proposed units, whichever is greater, towards meeting the City’s affordable housing goals may developed at a maximum density of 70 dwelling units per acre and an FAR of up to 4.0.

Mixed‐Uuse/Multi‐use (Maximum of 15 dwelling units per acre for residential uses and a maximum

0.50 FAR for nonresidential uses). Specific uses intended in these areas include community‐serving retail com‐mercial, professional offices, service businesses, restaurants, daycare centers, public and quasi‐public uses. Residential development at a maximum density of 15 units per acre is permitted; planned development districts affordable housing projects contributing 50 or more units or 50% of the units, whichever is greater, towards meeting the City’s affordable housing goals may allow residential densities up to 30 du/acre and also ensure that all proposed uses are properly integrated and allow the implementation of development standards that are customized to each site. Mixing of uses can occur vertically within a building or horizontally within a mixed‐use area. Descriptions of the function and preferred mix of uses in each of the City’s eight mixed‐use areas can be found on pages 2‐30 through 2‐ 33 of the Land Use Element.

P 2‐10
Mountain (1 dwelling unit per 40 acres). Mountain areas are generally defined as the sloping areas located above the toe of the slope. Mountain areas generally consist of steep slopes; any areas in parcels in excess of a 30 percent slope may not be used for development or for purposes of calculating density except for purposes of density transfer where (a) a portion of the subject parcel also lies within an area designated for residential use or is otherwise suitable for residential development, and all the Item 3D - 18
City of Palm Springs 3 www.psgeneralplan.com
extra units allowed can be appropriately placed in these areas and (b) the area not used for residential development is dedicated for open space purposes to the City of Palm Springs or other appropriate accepting agency approved by the City. Off‐site density transfer may also be allowed if it can be demonstrated that the additional density can be absorbed by the host site. Density transfers shall be subject to the approval of a development agreementplanned development district. This designation is very similar to the Open Space–Conservation designation with one exception—residential densities within this area will be applied at one dwelling unit per each 40 acres.

P 2‐30
MIXED/MULTI‐USE AREAS
The introduction of mixed‐use and multi‐use development, if properly implemented, can add vitality, sociability, and land use efficiency to a City. The mixed/multi‐use areas identified on the Land Use Plan are intended to function differently than the typical patterns of segregated uses in that the distribution of uses is generally more concentrated, and uses are also generally mixed either vertically or horizontally within any given areaproperty. The mixed‐use designation is intended to provide flexibility in land use options to promote growth and development in strategic locations. In general, these special places are envisioned to be pedestrian friendly with higher densities and intensities than the typical patterns of segregated uses. The mixed‐use designation provides the City with the ability and authority to be more proactive in land use decisions for focused areas where new growth and development is desired. The flexibility built into the mixed‐use designation increases the potential to attract quality developments that will benefit the City.

Buildings with a vertical Mmixed of uses projects often contain retail or office uses on the ground floor with commercial, office, or residential uses on the floors above. Multi‐use projects, which lend themselves more to stand‐alone horizontal development with adjacent differing uses, are better suited to larger parcels. Areas with a horizontal mix of usesThey are most successful when unified by common design themes and tied together by a series of plazas and pedestrian promenades. The mix of uses should promote civic activity, define neighborhood character, and provide places for people to meet and socialize, enhancing the area’s overall quality of life. These areas are intended to provide services and distinct gathering places and activity centers for surrounding neighborhoods and businesses.

Introduction of mixed‐ and multi‐use development should be targeted for vacant and underperforming sites or areas where the City wants to create a stronger concentration of activity. The scale, size, and mixture of uses in these areas will vary based upon the character of the surrounding areas. Each district has its own special character and identity and plays a unique role in the community; the intent is to have the districts complement each other, not compete with each other.

As most of the mixed‐use areas identified on the Land Use Plan are proposed along prominent corridors, the introduction of residential uses should be carefully designed to enhance the functionality and aesthetic appearance of the corridor while creating a livable, high‐quality housing opportunity. Midblock corridor residential designs are encouraged in projects that apply a mixedulti‐use approach to infill.

Site planning and landscape design in mixed‐use areas should incorporate pedestrian‐oriented amenities, including walkway connections, outdoor seating areas, and/or food courts. Integrated Item 3D - 19
City of Palm Springs 4 www.psgeneralplan.com
interior and exterior spaces are also encouraged. Designs should incorporate shade trees, shade structures, small fountains, misters, and similar techniques that make outdoor areas comfortable year‐ round. More detailed policy guidance related to corridor residential development can be found in the Community Design Element.

The application of mixed/multi‐use strategies are most appropriate for:
 Vacant parcels within existing development that are suitable for such development;  Existing development that can be redesigned to become more contemporary and functional in its use of the land;
 Existing development that can be intensified or rehabilitated to become more productive;  Existing uses that can be removed, replaced, and redeveloped; or A combination for these strategies where properties are characterized by a mix of suitable conditions.

Several of these conditions are found along Palm Canyon Drive and in the northern part of the City.

While much of the City is already built out, these areas provide the City with opportunities to facilitate the redevelopment and revitalization of underutilized properties and development of vacant lands. This General Plan specifies eightseven areas where the mixed/multi‐use designation will apply. Following are descriptions of those areas, and the mix of uses that is envisioned for each.

While the density and intensity standards identified for the mixed‐use designation provide a good level of flexibility, projects proposed in mixed‐use areas must demonstrate consistency with the intent of the mixed‐use designation for the specific district in which they are located. If the project does not support the intent of the designation, a general plan amendment to a single‐use designation may be required.

Development in mixed‐use areas may be implemented by a Specific Plan or through conventional zoning designations. The intent and scale of each mixed‐use designation is unique. Table 2‐3 illustrates the preferred mix of uses (by total land area, not individual parcels) by district. While this ratio of uses should be used as a target to help guide development, the ultimate composition of each area may vary in response to market conditions and as they evolve.

TABLE 2‐3 PREFERRED LAND USE MIX FOR MIXED‐USE AREAS
MMU District Residential Commercial Office Industrial Other Indian Canyon
Drive and San
Rafael Drive
15‐25% 25‐35% ‐ 40‐50% ‐
Artist Colony 40‐60% 20‐35% 15‐25% ‐ ‐
Uptown 30‐40% 30‐40% 20‐30% ‐ ‐
Vista Chino
and Sunrise
Way
30‐40% 40‐50% ‐ ‐ 10‐20%1
1 Public/Quasi‐Public
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Palm Canyon
Drive and
Sunny Dunes
Road
40‐60% ‐ ‐ ‐ 40‐60%2
Smoke Tree 30‐40% 60‐70% ‐ ‐ ‐
Palm Canyon
East Gateway
40‐60% 40‐60% ‐ ‐ ‐
Higher
Education
Campus
‐ ‐ ‐ ‐ 20‐40%3
60‐80%4

2 Combination of Commercial and Office 3 Combination of Commercial and Office 4 School and associated uses for educational purposes Item 3D - 21
City of Palm Springs 6 www.psgeneralplan.com
Indian Canyon Drive and San Rafael Drive
The northwest corner of Indian Canyon Drive and San Rafael Drive is characterized by a collection of small industrial businesses, multifamily residential uses and several vacant parcels. This area provides a prime opportunity to introduce a mixed‐use area that contains uses that would be complementary to a new residential neighborhood and supported by a higher education campus, which is proposed a block north of this area. Local residents would like to see more neighborhood‐serving commercial uses in lieu of additional industrial development.

Preferred mix of uses: 4055–5065 percent industrial, 15–25 percent residential, 2515–3525 percent commercial
Artist Colony
The north end of Palm Canyon Drive is characterized by a series of underutilized and vacant commercial centers that, at first glance, provide a deteriorating image of the City as visitors travel toward Downtown. Overall, the northern end of the City lacks distinct gathering places, with residents and businesses relying mainly upon Downtown to serve this need. The Artist Colony provides a prime opportunity to introduce housing along the Palm Canyon Drive corridor and to provide much needed neighborhood‐serving commercial uses and gathering spaces.

Preferred mix of uses: 40–60 percent residential, 15–25 percent office, 20–35 percent commercial Uptown
Immediately north of the Downtown, the Uptown mixed/multi‐use area is located along North Palm Canyon Drive and North Indian Canyon Drive, north of Alejo, south of Via Escuela. A collection of art galleries and boutiques are located here, along with medical and professional office uses. A more vibrant retail/commercial area serving the needs of the adjacent desirable residential neighborhoods of Las Palmas, Vista Las Palmas, Movie Colony, and Ruth Hardy Park are needed in this area.

A concentrated mix of uses here could stimulate activity and create a sense of place by connecting new residential uses with the nearby medical offices, including the Desert Resort Regional Medical Center, and specialty shopping in the Heritage District. The primary purpose of a mixed‐use center in the Uptown area is to generate a synergy between complementary uses that can ultimately result in a gathering place for residents and businesses in the northern end of the City.

Preferred mix of uses: 30–40 percent residential, 30–40 percent commercial, 20–30 percent office Vista Chino and Sunrise Way
This corner is surrounded by an established single‐family neighborhood to the north and west, and neighborhood commercial uses to the east and south. Smaller‐scale, neighborhood‐serving, commercial development integrated with a unique residential opportunity is envisioned for the northern portion of this site, providing a gathering place within walking distance for the residents living in the adjacent neighborhoods. The expanded Campus of the Desert Aids Project (DAP), including commercial, medical (public/quasi‐public), residential and social services, is envisioned for the portion of the site south of Vista Chino. The character and scale of this mixed‐use area is smaller than those along Palm Canyon Drive; building design should maintain a lower profile consistent with the heights of the adjacent uses.

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Preferred mix of uses: 3060–4070 percent residential, 4030–5040 percent commercial, 10‐20 percent public/quasi public medical uses.

Palm Canyon Drive and Sunny Dunes Road
The Sunny Dunes and Palm Canyon Drive mixed/multi‐use area currently contains scattered commercial uses and large vacant parcels. Different from the mixed/multi‐use areas identified above, the Palm Canyon Drive and Sunny Dunes Road area is envisioned as a mixed‐use area creating an office, retail, and residential node just south of Downtown. This mix of uses will complement the hotel uses along East Palm Canyon Drive by providing a concentrated commercial and office base in close proximity to visitor accommodations.

Preferred mix of uses: 4030–650 percent commercial/, 30–50 percent office; 40‐6015–20 percent residential
Smoke Tree
The Smoke Tree mixed‐use area is located along East Palm Canyon Drive, between Sunrise Way and Barona Roadthe city limits. Smoke Tree is ideally located to serve the needs of surrounding residential neighborhoods, and is characterized by its intimate scale, pedestrian orientation, and vibrant human activity. The purpose of this area is to create a unique mixed‐use center characterized by pedestrian‐ oriented retail shops, restaurants, hotel facilities, and multifamily residential uses. Vacant and underutilized parcels, such as the former Coco’s site east of Smoke Tree Lane and the vacant site west of Smoke Tree Lane, provide opportunities for multifamily residential infill development.

Preferred mix of uses: 30–460 percent residential uses, 620–740 percent resort commercial, 20–40 percent neighborhood percent commercial
Palm Canyon East Gateway
The parcels on the south side of Palm Canyon Drive between Palm Hills Road and the city boundary provide an opportunity for an iconic mixed‐use development that serves as a gateway to the City. The General Plan envisions a mix of commercial and residential uses of modest scale that respects the natural features of the site and surrounding area. Due to the possibility of sensitive environmental constraints in this area, an appropriate level of environmental analysis would need to be conducted to determine the viability of any proposed project.

Preferred mix of uses: 40–60 percent residential uses, 40–60 percent commercial Higher Education CampusPalm Springs Mall
Located along one of the City’s most visible corridors, the site of the former Palm Springs Mall presents an opportunity to inject new vitality along Tahquitz Canyon Way, which serves as the City’s most important east‐west corridor linking Downtown and the Airport. As the future home of a campus for the College of the Desert and ancillary uses, As a mixed/multi‐use area comprised of residential, office, and commercial uses, it is envisioned that this node will provide an opportunity for more efficient use of an underutilized commercial site that can complement the civic and office uses currently existing along the Item 3D - 23
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corridor. A restaurant, hotel or commercial enterprise operated by the school and used for instructional purposes shall count towards the ratio of school and associated uses. Retail or office uses not operated by the school shall count towards the target ratio of commercial/office uses.

Preferred mix of uses: 25–35 percent residential, 25–35 percent office, 20‐4040–50 percent commercial/office, 60‐80 percent school and associated uses Item 3D - 24
Attachment 2
Item 3D - 25

MEMORANDUM
DATE March 4, 2022
TO Flinn Fagg, Director of Planning Services
David Newell, Assistant Director of Planning
FROM Wendy Nowak, AICP, Principal
Jonathan Nettler, AICP, Los Angeles Regional Director
SUBJECT General Plan Land Use Buildout Methodology
PROJECT Palm Springs General Plan Update | Land Use Element | CPS-05.0 This technical memorandum outlines the methodology used to establish the development projections for the City of Palm Springs’ General Plan Update, Land Use Element, which will be used for analyzing potential impacts in the Environmental Impact Report (EIR). Part 1 of this memorandum establishes the methodology for estimating existing land use conditions; Part 2 documents the assumptions applied to estimate buildout of the Current General Plan (2007); Part 3 presents the projected estimates resulting from the Proposed Land Use Plan. This memorandum also serves as a general reference for City staff, elected officials, and the public.

Background
All California cities are required to identify development projections (i.e., a “buildout analysis”) in their general plan. While a high-level summary of buildout projections is usually documented in a general plan the accompanying EIR typically documents a more detailed comparison of the proposed change in dwelling units, households, residents, jobs, and non-residential square footage. This estimate is important as it provides a foundation for the City to plan for roads, water service, parks, recreation, and other infrastructure and services to support current and future residents and businesses.

The General Plan EIR is a tool that that is used to analyze impacts associated with land uses and development allowed by a project such as an update to a general plan. The EIR also provides programs and mitigation measures to address unavoidable and/or undesirable impacts. It should be noted that communities rarely—if ever—achieve maximum projections. Regulatory constraints, physical constraints, and foreseeable market conditions often result in less development than allowed. The EIR analyzes a general plan’s projections to determine the potential impacts associated with a reasonable amount of development that could occur under buildout of the general plan.

This memorandum outlines a methodology that uses generally accepted projection and estimate approaches that are consistent with traffic, noise, air quality, and other assessments typically found in a General Plan EIR, while allowing for unique differences within the Palm Springs community. Estimates and projections have been based on data from a variety of sources and contemporary urban planning standards. These include federal and state sources (U.S. Census, American Community Survey, and California Department of Finance, to name a few) coupled with City staff input. Ongoing collaboration with City staff has informed the development of these projections.

Additionally, technical studies may compare the data against: 1) projections from the Southern California Association of Governments (SCAG), water service, sewer, and other utility providers; 2) regional housing needs allocations, as identified in the City’s Draft of the General Plan Housing Element (2021); 3) historical growth patterns; and 4) approved specific plans and other projects.

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Geographic Information System (GIS) software was used to create parcel specific estimates and projections for the City of Palm Springs buildout.

Part 1: Existing Conditions (Baseline)
For the purpose of the California Environmental Quality Act (CEQA) the City’s existing conditions (existing onthe-ground number of dwelling units, households, population, nonresidential building square footage, and employment) serve as the baseline for the General Plan EIR analysis. A General Plan EIR is required to compare the potential impacts of the Proposed General Plan against existing conditions.

EXISTING LAND USE: UNITS, HOUSEHOLDS, POPULATION, NON-RESIDENTIAL SQUARE

FEET, AND JOBS
The City of Palm Springs provided existing residential land use data in GIS to record on-the-ground uses and serve as baseline conditions. Thirty-four categories classify existing land use by parcel within city boundaries.

Every city parcel is designated a specific land use category and its associated acreage. The original parcel database, provided by the City, did not contain residential unit data or non-residential building square footage, two crucial data fields for performing an existing buildout analysis. City staff provided a second “legacy” dataset (sourced from City permit data) that filled some gaps but did not contain information for all parcels in the City.

Building square footage was derived from Building Footprint USA data, in conjunction with Riverside County Information Technology (RCIT) Building Footprints from 2019, and unit count was derived from the Riverside County Assessor (Assessor). The aggregated data was then reviewed by City and PlaceWorks staff to verify the accuracy. The following methodology is proposed to calculate the City’s existing households, population, nonresidential square footage, and employment. Table 1, City of Palm Springs General Plan Update Existing Land Use Buildout provides the buildout results of the methodology outlined below.

1.1 Existing residential units from the Existing Land Use Inventory Parcel data provided by the City (sourced from City permit data), augmented by data acquired from the Assessor and Building Footprint USA, identified the number of units associated with each parcel; there are a total of 35,524 dwelling or housing units. This estimate is close to the 2014-2018 American Community Survey 5–Year Estimates (2018 ACS) of 37,434. Additionally, this estimate is consistent with California Department of Finance (CA DOF) information, which estimates 36,012 total housing units in the City (January 2020).

1.2 Existing households in Palm Springs: [dwelling unit] x [occupancy rate] At any given time, a percentage of existing housing units in Palm Springs are occupied; the others are vacant (referred to as occupancy and vacancy rates, respectively). In terms of this estimate methodology, “households” represents the number of units that were occupied full-time. For 2020, the CA DOF estimated a 34.7 percent vacancy rate, which means that the City has an occupancy rate of 65.3 percent. Compared to another jurisdiction, Palm Springs’ vacancy rate seems high; however, this is due to the prevalence of part-time, seasonal residents and the increasing popularity of short-term rentals (STRs).

To estimate existing full-time households the total number of units in the City (35,524) is multiplied by the occupancy rate (65.3%) to arrive at the number of households in Palm Springs. Using this method, it is estimated that the City has 23,197 households. This is only marginally different from the 2020 DOF estimates, which estimates that the City has 23,519 total occupied housing units. The Southern California Association of Governments (SCAG) 2016 RTP/SCS estimated 23,100 households in 2016, further affirming our calculation.

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1.3 Existing population in Palm Springs: [households] x [persons per household] 2020 CA DOF data estimated the average number of persons per household (pph) for Palm Springs to be 1.99. Similarly, the 2018 ACS estimates the average pph at 2.0; which includes 1.9 pph for owneroccupied units and 2.1 pph for renter-occupied units. It should be noted that these factors account only for full-time households.

Applying the DOF persons per household figure (1.99 pph) to the number of existing households resulted in an estimated existing full-time population of 46,162 persons, which is less than three percent lower than the 2020 DOF population estimate (47,427 persons) and approximately three percent lower than the 2018 ACS population estimate (47,525 persons). Furthermore, SCAG estimated an existing population of 47,100 in 2016. Consistency with these sources indicates that our existing dataset is an accurate representation of conditions on the ground today.

1.4 Existing Non-residential building square footage: [GIS City Parcel Data] Parcel data provided by the City (sourced from City permit data) was supplemented with building footprints obtained from Building Footprints USA to determine the amount of non-residential square footage existing in Palm Springs. This analysis results in an estimate of 20,415,627 square feet of nonresidential development, as noted in Table 1, City of Palm Springs General Plan Update Existing Land Use Buildout.

1.5 Existing jobs: [nonresidential building square footage] / [employment generation factor] Employment generation factors represent the average amount of building square footage typically required per employee. To estimate existing jobs on a parcel level the nonresidential building square footage was divided by the employment generation factor. The U.S. Census Longitudinal EmployerHousehold Dynamics (LEHD) data and County Assessor’s data was used to estimate the average number of non-residential square footage per employee.

Using the square footage for non-residential uses described in section 1.4 (20,415,627) an employment generation rate was applied for each type of non-residential land use as documented in Table 1, City of Palm Springs General Plan Update Employment Generation Rates. According to 2017 LEHD data, there were approximately 27,974 jobs in the City, while SCAG reported 31,900 jobs for 2016. Using generally accepted employment generation rates (synthesized from SCAG studies and US Energy Information Administration reports), this analysis estimates a total of 27,827 existing jobs for Palm Springs (which is within one percent of the LEHD estimate and thirteen percent of the SCAG estimate).

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TABLE 1. City of Palm Springs General Plan Update Existing Land Use Estimates (Currently on the Ground) Existing Land Use
Total
Acres
Residential Non-Residential Employment
Total Units Households Population
Hotel
Rooms Building Square Footage Total Jobs Commercial Office Industrial Institutional Hotel Open
Space
Airport 808.4 - - - - 909,353 930 0 0 0 930 0 0 Cemetery 5.3 - - - - - 2 0 0 0 2 0 0Church 53.4 - - - - 478,362 208 0 0 0 208 0 0 Convention Center 9.6 - - - - 253,135 148 148 0 0 0 0 0 Desert 10,477.6 - - - - 15,750 0 0 0 0 0 0 0 Entertainment 31.3 - - - - 302,294 783 605 0 0 0 178 0 High Density Residential 356.2 7,268 4,746 9,445 - - 0 0 0 0 0 0 0 Hotel 297.4 - - - 6,134 4,699,371 2,764 0 0 0 0 2,764 0 Industrial 221.4 - - - - 2,388,690 3,412 0 0 3,412 0 0 0 Low Density Residential 3,862 13,892 9,071 18,052 - - 0 0 0 0 0 0 0 Medium Density Residential 1,369.5 11,597 7,573 15,070 - - 0 0 0 0 0 0 0 Medical 104.8 - - - - 1,237,644 2,475 0 0 0 2,475 0 0 Mobile Home Park 371.7 2,738 1,788 3,558 - - 0 0 0 0 0 0 0 Mountains 53,148.1 - - - - 6,645 0 0 0 0 0 0 0 Mixed Use – Commercial / Office 18.6 - - - - 483,539 1,290 484 806 0 0 0 0 Mixed Use – Commercial / Residential 148.4 29 19 38 - 110,102 110 110 0 0 0 0 0 Museum 35.2 - - - - 163,308 137 0 0 0 137 0 0 Office 91.8 - - - - 1,207,053 4,024 0 4,024 0 0 0 0 Open Space 52.9 - - - - 462 26 0 0 0 0 0 26 Parking 48.6 - - - - 223,674 0 0 0 0 0 0 0 Parks (Public) 146.5 - - - - 271,372 73 0 0 0 0 0 73 Private Golf 222.9 - - - - 42,760 111 0 0 0 0 0 111 Private Park/Rec 55.3 - - - - 24,466 28 0 0 0 0 0 28 Public 95.9 - - - - 43,5349 576 0 0 0 576 0 0 Public Golf 866.8 - - - - 35,157 433 0 0 0 0 0 433 Railroad 307.3 - - - - - 0 0 0 0 0 0 0 Retail 405.2 - - - - 4,817,791 9,636 9,636 0 0 0 0 0 Right-of-Way 3,001.9 - - - - 45,846 0 0 0 0 0 0 0 School1 117.7 - - - - 839,275 407 0 0 0 407 0 0 Storage 55.9 - - - - 893,005 48 0 0 48 0 0 0 Utilities 319.3 - - - - 248,619 208 0 0 0 208 0 0 Vacant 2643 - - - - 271,755 0 0 0 0 0 0 0 Water Courses 807.2 - - - - 2,542 0 0 0 0 0 0 0 Windfarms 6,783.5 - - - 8,308 0 0 0 0 0 0 0 Grand Total 87,340.5 35,524 23,197 46,162 6,134 20,415,627 27,827 10,981 4,829 3,460 4,942 2,942 672 Notes:

1. 4,396 students enrolled in grades K through 12 (2021) Item 3D - 29

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TABLE 2. City of Palm Springs General Plan Update Existing Land Use Employment Generation Factors Non-Residential Land Use Employment Generation Factors (sq. ft. per employee) Commercial Office Industrial Institutional Hotel OS & Rec Airport1 1.15
Cemetery2 1
Church 2295Convention Center 1716DesertEntertainment 500 1700Hotel3 0.5 Industrial 700Medical 500MountainsMixed Use -C/O 500 300Mixed Use -C/R 500Museum 1193Office 300Open Space1 0.5 ParkingParks (Public)1 0.5Private Golf1 0.5Private Park/Rec1 0.5Public 756Public Golf1 0.5RailroadRetail 500Right-of-waySchool4 Storage2 4
Utilities 1193VacantWater CoursesWindfarms Notes:

1. Employees per gross acre2. Employees per facility3. Employees per room4. Employment derived from ed-data.org (2018-2019 school year) Item 3D - 30

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Part 2: Current General Plan Projections
Palm Springs’ Current General Plan (2007) estimates refer to the realistic development expected under its current (approved) land use plan. Table 3 and Table 4 serve as a reference point and reflect the development that was anticipated to occur if all properties were developed for their designated uses (at practical densities and intensities) within the maximums allowed by the Current General Plan.

In the years since the plan was adopted, the City has approved a number of General Plan amendments, changing the land use designations of the affected parcels. In addition, technology has improved significantly since the General Plan was last comprehensively updated and parcel data related to the Current General Plan assumptions has also been refined to reflect correct property boundaries.

As a result, a new table was prepared applying the density and intensity assumptions used in 2007 to the most recent parcel data for comparison. The results of the new refinements are shown in Table 5, Current General Plan Land Use Designations and Potential for Development.

The bottom line numbers (acreages, square footages, etc.) in Table 5 vary slightly from those shown in Table 3 and Table 4 because Table 5 is based on updated land use designations and more accurate parcel acreages available through GIS. The following assumptions were used to determine the projections for the Current Palm Springs General Plan (shown in Table 5). Table 6 and Table 7 document the assumptions used to generate the buildout conditions in Table 5.

2.1 Current General Plan dwelling units: [parcel acreage] x [anticipated density for land use designations] Dwelling unit projections were calculated by multiplying the total acreage of a given parcel by the anticipated density for its respective land use designation. Because a parcel or group of parcels is often built at a lower density than allowed due to physical site constraints, zoning requirements, development regulations, and building product type, the anticipated density assigned to each residential designation was estimated slightly below the maximum density allowed for each category.

These parcel-level figures were then summarized by land use designation to estimate future citywide conditions. As previously noted, the estimated average permitted buildout from the City’s Current General Plan is provided in Table 3 and Table 4, this information can also be found in the City’s Current General Plan, Land Use Element (2007).

2.2 Current General Plan households: [dwelling units] x [occupancy rate] The anticipated number of households was calculated by multiplying the total anticipated number of units (generally identified at slightly above the midpoint of the density range as noted in Table 3) by the housing occupancy rate. The housing occupancy rate assumed for the Current General Plan is consistent with that assumed by the 2007 General Plan: 95 percent (a 5% vacancy rate). A higher rate than the Existing Baseline Conditions was used for the current General Plan to estimate the theoretical number of occupied units if all households were full-time. More practically, the higher rate simulates higher occupancy levels during the peak season.

2.3 Current General Plan population: [households] x [persons per household] The persons per household (pph) factor used to estimate the full-time population for the Current General Plan (2007) was 2.08 pph for single family homes and 1.78 pph for multi-family homes. The City of Palm Springs has seen a relatively stable pattern of average household size historically, fluctuating between 1.98 and 2.00 persons per household over the last 5 years. Due to the historic stability, it is Item 3D - 31

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reasonable to assume that in the future, average household size in Palm Springs will remain relatively consistent.

2.4 Current General Plan non-residential building square footage: [parcel square footage] x [anticipated FAR]
Building intensities for non-residential uses are measured by floor area ratio (FAR). FAR refers to the ratio of the total floor area of a building (building footprint times number of building stories) to the total square footage of that parcel. FAR calculations do not include floor areas for parking structures or outdoor open storage. Palm Springs’ non-residential designations include a maximum FAR. Because a parcel or group of parcels, especially in non-residential development, is often built at a lower intensity than allowed due to physical site constraints, zoning requirements, development regulations, and building product type, the anticipated FAR assigned to each non-residential designation was estimated below the maximum FAR for each category.

2.5 Current General Plan calculation of employment: [non-residential building square footage] / [employment generation factor]
Employment generation factors represent the average amount of building square footage typically required per employee and are customized based on the land use designation; dividing the nonresidential building square footage by the employment generation factor results in an estimate of the number of jobs at buildout. The resulting employment number represents a count of the total number of jobs associated with a given amount of building square footage. This includes both full- and part-time jobs and is not a full-time equivalent measure. To estimate employment that is projected to result from the development projected under the Current General Plan, the employment generation factors included in Table 2, City of Palm Springs General Plan Update Employment Generation Rates, were applied to estimate employment for buildout of the Current General Plan (2007).

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TABLE 3. Current General Plan Estimated Maximum Permitted Development Buildout – Residential (From the 2007 General Plan) Land Use Designation Estimated Density
(units per acre)
Acres Dwelling Units Persons per Household Population Hotel Rooms Residential Estate Residential (0-2.0 du/ac) 1.5 1,731 2,571 2.08 4,892 Very Low (2.1-4.0 du/ac) 3.5 2,654 9,411 2.08 18,608 Low (4.1-6.0 du/ac) 5.25 1,031 5,414 2.08 10,696 Medium (6.1-15 du/ac) 10 1,437 14,652 2.08/1.78 26,739 High (15.1-30 du/ac) 20 582 12,192 1.78 20,742 3,047 Subtotal 7,435 44,240 81,677 3,047Mixed Use Mixed/Multi-Use (15 du/ac) 12 330 1,648 2.08/1.78 2,987 Central Business District (21-30 du/ac) Varies 126 1,396 1.78 2,361 Subtotal 456 3,044 5,348Open Space Mountain (1 du/40ac) 0.014 52,113 742 2.08 1,466 Conservation (1 du/20ac) 0.05 1,284 64 2.08 127 Desert (1 du/10ac) 0.1 4,305 402 2.08 588 Subtotal 57,702 1,208 2,181Other Special Policy Areas (varies) Varies 4,231 2,577 2.08 5,093 923 Small Hotel (10 du/ac; 15 rooms/ac) 10 67 337 1.78 650 501 Right-of-way 2,839 Railroad 311 Subtotal 7,448 2,914 5,743 1,424TOTAL 73,041 51,406 94,949 4,471 TABLE 4. Current General Plan Estimated Maximum Permitted Development Buildout – Non-Residential (From the 2007 General Plan) Land Use Designation Maximum Intensity (FAR) Estimated Intensity (FAR) Acres Square Footage Hotel Rooms Commercial Regional Commercial 0.5 0.28 165 2,006,574 Neighborhood Community Commercial

0.35 0.25 186 2,023,086
Tourist Resort Commercial 0.35 (43 rooms/ac) 0.28 507 4,352,025 7,406 Mixed Use Mixed/Multi-Use 0.5 Varies 330 2,138,873 300 Central Business District (CBD) 1.0 Varies 126 1,888,389 799 Employment Centers Regional Business Center Comm - Off - Ind; 0.5 - 0.35 - 0.5 Varies 622 6,259,568 Office 0.35 0.25 77 834,415 Industrial 0.5 0.23 2,432 10,991,261 Airport N/A 0.05 652 1,419,377 Institutional Public/Quasi-Public 0.35 0.35 117 1,637,935 School N/A N/A 233 Public Utilities N/A N/A 113 Open Space Open Space – Parks & Recreation N/A N/A 1,517 Open Space – Water N/A N/A 7,938 TOTAL 15,015 33,551,503 8,505 Item 3D - 33

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TABLE 5. Current General Plan Land Use Designations and Potential for Development (Estimates Recalculated per Methodology Described in Part 2) General Plan Land Use Designation Total Acres
Residential Non-Residential Employment
Total Units Households Population Hotel Rooms Building Square Footage Total Jobs Commercial Office Industrial Institutional Hotel Open Space Airport 654.67 - - - - 1,425,880 900 - - - 900 - - Central Business District (21-30 du/ac; 1.0 FAR) 126.57 1,399 1,329 2,440 800 1,919,864 4,425 2,905 1,120 - - 400 - Estate Residential (0-2 du/ac) 1,640.65 2,461 2,338 4,863 - - - - - - - - - High Density Residential (15.1-30 du/ac) 581.75 12,139 11,532 20,526 2,989 - 1,495 - - - - 1,495 - Industrial (0.5 FAR) 2,496.85 - - - - 11,638,620 11,598 - - 11,598 - - - Low Density Residential (4.1-6 du/ac) 994.99 5,224 4,963 10,322 - - - - - - - - - Medium Density Residential (6.1-15 du/ac) 1,417.99 14,180 13,471 25,999 - - - - - - - - - Mixed Use (15 du/ac; 0.5 FAR) 324.06 1,693 1,609 2,991 252 2,072,962 3,799 1,993 1,089 505 86 126 - Neighborhood Community Commercial (0.35 FAR) 184.75 - - - - 2,011,898 4,024 4,024 - - - - - Office (0.35 FAR) 77.39 - - - - 842,776 2,809 - 2,809 - - - - Open Space – Conservation (1 du/20ac) 1,282.79 64 61 127 - - - - - - - - - Open Space – Desert (1 du/10ac) 4,233.72 423 402 837 - - - - - - - - - Open Space – Mountain (1 du/40ac) 51,763.78 737 700 1,457 - - - - - - - - - Open Space – Parks and Recreation 1,361.65 - - - - - 681 - - - - - 681 Open Space – Water 7,792.02 - - - - - - - - - - - - Public / Quasi-Public (0.35 FAR) 109.81 - - - - 1,674,110 2,214 - - - 2,214 - - Public Utilities 112.50 - - - - - - - - - - - - Regional Business Center (0.35 - 0.5 FAR) 595.51 - - - - 6,368,360 11,349 3,632 3,243 4,475 - - - Regional Commercial (0.5 FAR) 170.91 - - - - 2,084,566 4,169 4,169 - - - - - Right-of-way 2,992.69 - - - - - - - - - - - - Railroad 307.35 - - - - - - - - - - - - School1 217.54 - - - - 738,251 580 - - - 580 - - Small Hotel (10 du/ac; 15 rooms/ac) 64.88 324 308 549 487 - 243 - - - - 243 - Special Policy Areas (varies) 4,527.83 2,672 2,538 5,279 923 - 462 - - - - 462 - Tourist Resort Commercial (0.35 FAR; 43 room/ac) 506.57 - - - 7,599 4,304,996 7,946 4,146 - - - 3,800 - Very Low Density Residential (2.1-4 du/ac) 2,783.98 9,744 9,257 19,254 - - - - - - - - - Grand Total 87,326.51 51,060 48,507 94,643 13,049 35,082,285 56,692 20,869 8,261 16,578 3,780 6,525 681 Notes:

1. Current General Plan projects future K through 12 enrollment of 5,241 students.

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TABLE 6. Current General Plan Land Use Buildout Assumptions (2007 General Plan) General Plan Land Use Designation Assumed Density
(DU / acre)
Persons per
Household
Vacancy
Rate
Use Ratio Floor Area Ratio
Residential Commercial Office Industrial Institutional Hotel Open Space Commercial Office Industrial Institutional Hotel1 Airport 100% 0.05 Estate Residential (0-2 du/ac) 1.5 2.08 0.05 100% Very Low Density Residential (2.1-4 du/ac) 3.5 2.08 0.05 100% Low Density Residential (4.1-6 du/ac) 5.25 2.08 0.05 100% Medium Density Residential (6.1-15 du/ac) 10 1.78/2.08 0.05 100% High Density Residential2 (15.1-30 du/ac) 20 1.78 0.05 70% 30% 30 Mixed Use3 (15 du/ac; 0.5 FAR) 12 1.78/2.08 0.05 * * * * * * * * * * * * Central Business District4 (21-30 du/ac; 1.0 FAR) Varies 1.78/2.08 0.05 * * * * * * * * * * * * Tourist Resort Commercial5 (0.35 FAR; 43 rooms/ac) 50% 50% 0.28 30 Small Hotel (10 du/ac; 15 rooms/ac) 10 1.78 0.05 50% 50% 15 Neighborhood Community Commercial (0.35 FAR) 100% 0.25 Regional Commercial (0.5 FAR) 100% 0.28 Industrial6 (0.5 FAR) 100% 0.23 Office (0.35 FAR) 100% 0.25 Regional Business Center (0.5 - 0.35 - 0.5 FAR) 25% 15% 60% 0.28 0.25 0.23 Public / Quasi-Public (0.35 FAR) 100% 0.35 School7 Public Utilities Open Space – Mountain (1 du/40ac)8 0.014 2.08 0.05 100% Open Space – Conservation (1 du/20ac) 0.05 2.08 0.05 100% Open Space – Desert (1 du/10ac) 0.1 2.08 0.05 100% Open Space - Park 100% Open Space - Water Special Policy Area9 (varies) 0.288 2.08 0.05 100% Notes:

1. Hotel rooms per acre 2. High Density Residential (252.1 acres) in the Section 14 Specific Plan area calculated at 100% Residential and 30 dwelling units per acre.

3. Assumptions for Mixed Use areas were tailored to each Palm Springs Transportation Analysis Model Traffic Analysis Zone (PSTAM TAZ) and reflect the target land use ratios included in the Land Use Element. Additional information available upon request.

4. Assumptions for the Central Business District were tailored to each Palm Springs Transportation Analysis Model Traffic Analysis Zone (PSTAM TAZ). Additional information available upon request. 5. The Section 14 Specific Plan permits a maximum amount of non-residential development in the Tourist Resort Commercial designation (166.6 acres) independent of the assumptions identified above.

6. Industrial lands (1,570.8 acres) within the Wind Energy Overlay are calculated at 15% of the allowable intensity identified above. 7. Building square footage carried over from existing conditions; employment calculated by dividing the Riverside County Transportation Model (RIVCOM) enrollment projections by existing staff to student ratio.

8. Reduced assumed density accounts for undevelopable hillside with a slope greater than 30 degrees. 9. Special Policy Areas Palm Hills and Chino Cone contain residential and hotel/vacation units that were permitted independent of the assumptions identified above.

TABLE 7. Mixed Use Buildout Assumptions (2007 General Plan) Mixed Use Area Residential Use Commercial Use Office Use Industrial Use Other Use Total Units Total Population Total Jobs Target Ratio Factor1 Target Ratio Factor1 Target Ratio Factor1 Target Ratio Factor1 Target Ratio Factor1 Artist Colony 40-60% 60% 20-35% 25% 15-25% 15% - - - - 340 623 568 Indian Canyon / San Rafael 15-25% 20% 15-25% 20% - - 55-65% 60% - - 168 309 696 Palm Canyon Drive / Sunny Dunes 15-20% 20% 30-50% 40% 30-50% 40% - - - - 145 246 957 Palm Springs Mall 25-35% 30% 40-50% 50% 25-35% 20% - - - - 105 178 527 Smoke Tree 30-60% 50% 40-70% 37% - - - - - 13% 403 682 92 Uptown 30-40% 50% 30-40% 35% 20-30% 15% - - - - 391 717 632 Vista Chino / Sunrise 60-70% 65% 30-40% 35% - - - - - - 140 237 153 Total - - - - - - - - - - 1,693 2,991 3,799 Notes: 1.Use ratio applied to calculate buildout conditions.

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Part 3: Proposed Land Use Plan Estimates
The GPSC’s Proposed Land Use Plan estimates refer to the realistic future development anticipated to occur applying the recommended changes to the Land Use Plan proposed as part of the administrative update. Most parcels throughout the City are proposed to retain their current land use designation. The select parcels proposed for change are being done so for the following reasons:
• To better align with an existing or intended use that is not anticipated to change before the horizon year of the General Plan (2040)
• To reflect current ownership
• To implement the recommendations of the adopted Section 14 Specific Plan • To accommodate the City’s 2021-2029 Regional Housing Needs Assessment allocation by prioritizing residential uses over a mix of potential uses in the Artist Colony area • To reflect City Council direction on the preferred land use designations for parcels in the College Park Specific Plan area
The same set of assumptions were applied to all parcels in each given designation. The assumptions used to determine the projections for the Proposed Palm Springs Land Use Plan are documented in Tables 9 and 10.

3.1 Proposed Land Use Plan units: [parcel acreage] x [anticipated density for land use designations] Dwelling unit projections were calculated by multiplying the total acreage of a given parcel by the anticipated density for its respective land use designation. These parcel-level figures were then summarized by land use designation to estimate future citywide conditions. The estimated average permitted buildout from the City’s Proposed General Plan is provided in Table 9. Because a parcel or group of parcels is often built at a lower density than allowed due to physical site constraints, zoning requirements, development regulations, and building product type, the anticipated density assigned to each residential designation was estimated slightly below the maximum density allowed for each category.

3.1.a. Vacant areas and residential areas of change (where land uses were changed to allow higher density or a different mix of uses)
All vacant lots in residential land use categories were assumed to grow according to the anticipated density for that land use category. While areas where land uses were changed to allow higher density residential uses and/or a different mix of uses assumed that all parcels would grow according to the anticipated density. Dwelling unit growth projections for both were estimated by multiplying the acreage of each parcel by the anticipated density for different land use designations. The anticipated density for each land use designation is provided in Table 8. For parcels where a new residential development is proposed, the formulaic estimates were compared against the best available information to ensure the data accurately projects future conditions on the project site. The buildout estimates for the Proposed Land Use Plan are provided in Table 8.

3.1.b. Mixed- use areas (where the mix of preferred uses changed) The proportion of uses were updated for mixed-use areas throughout the City in the Land Use Element to reflect adjustments to the target ratio of land uses recommended based on changes in market conditions and priorities identified by the General Plan Steering Committee. The Item 3D - 36

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Proposed Plan also reflects changes to the boundaries of the Smoke Tree mixed-use area, which in the current General Plan comprises two distinct areas of mixed-use designated parcels located along East Palm Canyon Drive between Sunrise Way and the City’s boundary with Cathedral City.

In the Proposed Land Use Plan, the mixed-use area located between Sunrise Way and Barona Road is retained as Smoke Tree and the mixed-use area between Palm Hills Road and the boundary with Cathedral City is renamed as Palm Canyon East Gateway.

For each area containing residential development, the total acreage was multiplied by the proportional share of residential use to arrive at the approximate acreage reserved for dwelling units. That residential acreage was then multiplied by the anticipated density to finally arrive at the number of units anticipated at buildout. The factors used to estimate buildout for each area can be found in Table 10.

3.1.c. Accessory Dwelling Units (ADUs):

Per regulations set forth in the City’s municipal code, accessory dwelling units are generally permitted in one of two ways: through a standalone building permit or a combination of ADU permit and building permit. Prior to 2017, the City approved roughly 12 ADU’s each year.

Following the passage of SB 1069, that number increased to 20 and is anticipated to increase slowly but steadily moving forward. During the 2021-2029 RHNA planning period, the City reasonably expects to permit approximately 340 additional ADU’s. Extrapolating this figure over the General Plan horizon, the number of permitted ADU’s could reach 850. The ADU’s were distributed to TAZ’s that contained Very Low- and Low-Density Residential land, based on each TAZ’s proportion of citywide Very Low- and Low-Density Residential acreage.

3.2 Proposed Land Use Plan households: [units] x [occupancy rate] The housing occupancy rate assumed for the Proposed Land Use Plan(s) is consistent with that assumed for the Current General Plan: 95 percent based on data from the 2020 DOF, as noted in Part 1. The higher rate was also used because it estimates the theoretical number of occupied units if all households were full-time. More practically, the higher rate simulates elevated occupancy during the peak season.

3.3 Proposed Land Use Plan population: [households] x [persons per household] Since 2010, the City of Palm Springs has maintained a stable average household size, hovering between

1.99 and 2.05 over the past 5 years. It is reasonable to assume that in the future average household size in Palm Springs will largely reflect the existing household size. Based on data from the 2020 CA DOF information noted in Part 1, the persons per household (pph) factor used to estimate population for the Proposed Land Use Plan(s) is 2.0 pph for all dwelling unit types. Table 8 at the end of this document shows the total anticipated population at the horizon year for the buildout of the Proposed Land Use Plan (2040).

These figures assume almost all units are occupied full-time.

3.4 Proposed Land Use Plan non-residential building square footage: [parcel square footage] x [anticipated intensity]
Building intensities for non-residential uses are measured by floor area ratio (FAR). FAR refers to the ratio of the total floor area of a building (building footprint times number of building stories) to the total square footage of that parcel. FAR calculations do not include floor areas for parking structures or outdoor open storage. Palm Springs’ non-residential designations include a maximum FAR. Because a parcel or group of parcels, especially in non-residential development, is often built at a lower intensity than allowed due to physical site constraints, zoning requirements, development regulations, and building product type, the anticipated FAR assigned to each non-residential designation was estimated below the maximum FAR for each category.

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3.4.a. Vacant areas and non-residential areas of change Non-residential square footage projections for vacant and non-residential areas were estimated by multiplying the square footage of each parcel by the anticipated FAR for the respective land use designations. For parcels where a new non-residential development is proposed, the formulaic estimates were compared against the best available information to ensure the data accurately projects future conditions on the project site. The buildout estimates for the Proposed Land Use Plan(s) are provided in Table 8.

3.4.b. Mixed- use areas (where the mix of preferred uses changed) To estimate the potential building square footage, this methodology assumed that new projects would develop at a similar density or intensity to the existing and approved projects within each area, as defined by the area specific anticipated use ratios and FAR. Non-residential square footage was estimated by multiplying the square footage of each parcel by the anticipated FAR for each area. The resulting square footage was multiplied by the corresponding target use ratios to determine the appropriate square footage for each use type. The buildout estimates for the Proposed Land Use Plan are provided Table 8. The factors used to estimate buildout for each area can be found in Table 10.

3.5 Proposed Land Use Plan calculation of employment: [non-residential building square footage] / [employment generation factor]
Employment generation factors represent the average amount of building square footage typically required per employee and are customized based on the land use designation; dividing the nonresidential building square footage by the employment generation factor results in an estimate of the number of jobs at buildout. The resulting employment number represents a count of the total number of jobs associated with a given amount of building square footage. This includes both full- and part-time jobs and is not a fulltime equivalent measure. The City does not anticipate an intensification of employment during the planning period, therefore the same factors used to the Existing and Current General Plan figures (Table 2) have been applied to estimate employment for buildout of the Proposed Land Use Plan.

3.6 Existing non-conforming uses
Existing non-conforming uses are parcels of land within a city’s jurisdiction that contain uses or activities that are not consistent with the parcel’s designated land use or prescribed density or intensity (according to the Current General Plan Land Use Map/Element). Some parcels may have conformed to the Current General Plan at one time, but then became non-conforming land uses if the parcel’s land use designation was changed during a prior update to the Land Use Element. Some examples of non-conforming uses may include commercial businesses operating on a residential property, an apartment building within a commercial-only land use designation, or homes built to a higher density than what is allowed on the site.

For the Proposed Land Use Plan, the City of Palm Springs has elected to update the land use designation for some of the City’s non-conforming parcels’ that clearly stood out as unlikely to transition to new uses during the horizon period of the updated General Plan (2040).

Item 3D - 38
TABLE 8. Proposed General Plan Land Use Designations and Potential for Development (Estimates calculated per Methodology Described in Part 3) General Plan Land Use Designation Total Acres
Residential Non-Residential Employment
Total Units Households Population Hotel Rooms
Building Square
Footage Total Jobs Commercial Office Industrial Institutional Hotel Open Space Airport 654.67 0 0 0 0 1,425,880 900 0 0 0 900 0 0 Central Business District (21-30 du/ac; 1.0 FAR) 111.73 1,399 1,329 2,440 635 1,808,277 4,156 2,718 1,120 0 0 318 0 Estate Residential (0-2 du/ac) 1,582.3 2,373 2,255 4,690 0 0 0 0 0 0 0 0 0 High Density Residential (15.1-30 du/ac) 584.69 12,241 11,629 20,699 3,035 0 1,517 0 0 0 0 1,517 0 Industrial (0.35 FAR) 2,496.85 0 0 0 0 11,638,620 11,598 0 0 11,598 0 0 0 Low Density Residential1 (4-6.1 du/ac) 1,005.99 5,281 5,017 10,436 0 0 0 0 0 0 0 0 0 Medium Density Residential (6.1-15 du/ac) 1,418.47 14,185 13,475 26,008 0 0 0 0 0 0 0 0 0 Mixed Use2 (15 du/ac; 0.5 FAR) 308.89 1,541 1,464 2,717 57 2,191,899 4,170 2,544 482 435 681 28 0 Neighborhood Community Commercial (0.35 FAR) 186.83 0 0 0 0 2,034,627 4,069 4,069 0 0 0 0 0 Office (0.35 FAR) 72.41 0 0 0 0 788,539 2,628 0 2,628 0 0 0 0 Open Space – Conservation (1 du/20ac) 1,282.79 64 61 127 0 0 0 0 0 0 0 0 0 Open Space – Desert (1 du/10ac) 4,351.62 435 413 860 0 0 0 0 0 0 0 0 0 Open Space – Mountain (1 du/40ac) 51,792.78 738 701 1,457 0 0 0 0 0 0 0 0 0 Open Space – Parks and Recreation 1,336.36 0 0 0 0 0 668 0 0 0 0 0 668 Open Space – Water 7,692.30 0 0 0 0 0 0 0 0 0 0 0 0 Public / Quasi-Public (0.35 FAR) 128.89 0 0 0 0 1,965,005 2,599 0 0 0 2,599 0 0 Public Utilities 118.1 0 0 0 0 0 0 0 0 0 0 0 0 Regional Business Center (0.5 - 0.35 - 0.5 FAR) 595.51 0 0 0 0 6,368,360 11,350 3,632 3,243 4,475 0 0 0 Regional Commercial (0.5 FAR) 170.91 0 0 0 0 2,084,566 4,169 4,169 0 0 0 0 0 Right-of-way 2,992.69 0 0 0 0 0 0 0 0 0 0 0 0 Railroad 307.35 0 0 0 0 0 0 0 0 0 0 0 0 School3 216.88 0 0 0 0 1,388,251 1,312 0 0 0 1,312 0 0 Small Hotel (10 du/ac) 64.88 487 462 823 487 0 243 0 0 0 0 243 0 Special Policy Areas (varies) 4,527.83 2,672 2,538 5,279 923 0 462 0 0 0 0 462 0 Tourist Resort Commercial (0.35 FAR; 43 rooms/ac) 535.58 369 351 624 8,034 4,256,929 8,067 4,050 0 0 0 4,017 0 Very Low Density Residential (2.1-4 du/ac) 2,789.42 9,763 9,275 19,292 0 0 0 0 0 0 0 0 0 Grand Total 87,326.73 51,547 48,970 95,452 13,171 35,950,954 57,908 21,182 7,473 16,508 5,492 6,585 668 Notes:

1. Includes 850 Accessory Dwelling Units 2. Higher Education Campus (MU 161) includes 3,000 students enrolled at the College of the Desert, West Valley Campus proposed at the former Palm Springs Mall site (West Valley Campus Master Plan, 2016)

3. 6,414 students enrolled in grades K through 12; 10,000 students enrolled at the College of the Desert, West Valley Campus proposed in College Park Specific Plan area (College Park Specific Plan, 2010) Item 3D - 39
TABLE 9. Proposed General Plan Land Use Buildout Assumptions General Plan Land Use Designation Assumed Density
(DU / acre)
Persons per
Household
Vacancy
Rate
Use Ratio Floor Area Ratio
Residential Commercial Office Industrial Institutional Hotel Open Space Commercial Office Industrial Institutional Hotel1 Airport 100% 0.05 Estate Residential (0-2 du/ac) 1.5 2.08 0.05 100% Very Low Density Residential (2.1-4 du/ac) 3.5 2.08 0.05 100% Low Density Residential (4.1-6 du/ac) 5.25 2.08 0.05 100% Medium Density Residential2 (6.1-15 du/ac) 10 1.78/2.08 0.05 100% High Density Residential2,3 (15.1-30 du/ac) 20 1.78 0.05 70% 30% 30 Mixed Use4 (15 u/ac; 0.5 FAR) 12 1.78/2.08 0.05 * * * * * * * * * * * * Central Business District5 (21-30 du/ac; 1.0 FAR) Varies 1.78/2.08 0.05 * * * * * * * * * * * * Tourist Resort Commercial6 (0.35 FAR; 43 room/ac) 20 1.78 0.05 5% 45% 50% 0.28 30 Small Hotel (10 du/ac) 15 1.78 0.05 50% 50% 15 Neighborhood Community Commercial (0.35 FAR) 100% 0.25 Regional Commercial (0.5 FAR) 100% 0.28 Industrial7 (0.5 FAR) 100% 0.23 Office (0.35 FAR) 100% 0.25 Regional Business Center (0.5 - 0.35 - 0.5 FAR) 25% 15% 60% 0.28 0.25 0.23 Public / Quasi-Public (0.35 FAR) 100% 0.35 School8 Public Utilities Open Space – Mountain (1 du/40ac)9 0.014 2.08 0.05 100% Open Space – Conservation (1 du/20ac) 0.05 2.08 0.05 100% Open Space – Desert (1 du/10ac) 0.1 2.08 0.05 100% Open Space - Park 100% Open Space - Water Special Policy Area10 (varies) 0.288 2.08 0.05 100% Notes:

1. Hotel rooms per acre 2. The assumed residential densities for select parcels have been adjusted to align with the projection for low-moderate income sites identified in the 6th Cycle Housing element.

3. High Density Residential (252.1 acres) in the Section 14 Specific Plan area calculated at 100% Residential and 30 dwelling units per acre. 4. Assumptions for Mixed Use areas were tailored to each Palm Springs Transportation Analysis Model Traffic Analysis Zone (PSTAM TAZ) and reflect the target land use ratios included in the Land Use Element. Additional information regarding the mix of uses and assumptions can be found in Table 10.

5. Assumptions for the Central Business District were tailored to each Palm Springs Transportation Analysis Model Traffic Analysis Zone (PSTAM TAZ). Additional information available upon request.

6. The Section 14 Specific Plan permits a maximum amount of non-residential development in the Tourist Resort Commercial designation (166.6 acres) independent of the assumptions identified above.

7. Industrial lands (1,570.8 acres) within the Wind Energy Overlay are calculated at 15% of the allowable intensity identified above.

8. Elementary, middle and high school building square footage carried over from existing conditions; college campus building square footage derived from certified EIRs; employment calculated by dividing the Riverside County Transportation Model (RIVCOM) enrollment growth projections by existing staff to student ratio and adding to existing employment.

9. Reduced assumed density accounts for undevelopable hillside with a slope greater than 30 degrees.

10. Special Policy Areas Palm Hills and Chino Cone contain residential and hotel/vacation units that were permitted independent of the assumptions identified above.

Item 3D - 40
TABLE 10. Mixed Use Buildout Assumptions (Proposed General Plan) Mixed Use Area Residential Use Commercial Use Office Use Industrial Use Other Use Total Units Total Population Total Jobs Target Ratio Factor1 Target Ratio Factor1 Target Ratio Factor1 Target Ratio Factor1 Target Ratio Factor1 Artist Colony 40-60% 60% 20-35% 25% 15-25% 15% - - - - 263 483 457 Higher Education Campus2 - - - - - - - - 100% 100% 0 0 600 Indian Canyon / San Rafael Drive 15-25% 20% 25-35% 30% - - 40-50% 50% - - 168 309 762 Palm Canyon Drive / Sunny Dunes 40-60% 50% - - - - - - 40-60% 50% 363 614 512 Smoke Tree 30-40% 40% 60-70% 60% - - - - - - 229 385 723 Palm Canyon East Gateway 40-60% 50% 40-60% 50% - - - - - - 91 154 145 Uptown 30-40% 40% 30-40% 35% 20-30% 25% - - - - 341 626 753 Vista Chino / Sunrise Way 30-40% 40% 40-50% 50% - - - - 10-20% 10% 86 146 218 Total - - - - - - - - - - 1,541 2,717 4,170 Notes: 1. Use ratio applied to calculate buildout conditions. 2. Higher Education Campus includes 3,000 students enrolled at the College of the Desert, West Valley Campus.

Item 3D - 41
Attachment 3
Item 3D - 42
Item 3D - 43
Item 3D - 44
Item 3D - 45
Attachment 4
Item 3D - 46
1 Flinn Fagg
Subject: FW: Extension of Monte Vista to W. Via Escuela Dear Mr. Fagg:

I met with Councilman Dennis Woods last Friday, who represents our district. We live at 600 W. Via Escuela and are directly adjacent to the west of a strip of land that we believe is owned by the city for the purpose of extending Monte Vista through to W. Via Escuela. This was first shown on city maps in 1965 and to this date no extension has ever taken place because there is no purpose for it. Councilman Woods indicates that the city is reviewing the General Plan and that this would be the time to reconsider the traffic necessity of the Monte Vista extension. Would you please keep me informed as to the appropriate time for discussion and input regarding this issue.

Thank you for your help, and we look forward to your response.

David Ormiston
600 W. Via Escuela
Palm Springs, CA 92262

Phone: 916‐622‐6786
Email: [email protected]
Item 3D - 47
1 Flinn Fagg
From: Dennis Woods
Sent: Friday, December 20, 2019 3:49 PM
To: Thomas Brown
Subject: Re: Heavy trucks running on Racquet Club Rd and Farrell Dear Mr. Brown,
I understand you have been in contact with the City Manager’s office on the truck route issue as recently as this past week. I am told that missing signage has been installed and the City Manager is working with the Police Department on enforcement possibilities. Seems we do need to update our code and possibly our General Plan to address truck routes and the classification of trucks. The City is in the process of updating its General Plan and I through this email will let the Planning Director know of your concern so it can be reviewed with an update to the Circulation Element.

Thank you again.

Cheers,
Dennis
Sent from my iPad
> On Dec 19, 2019, at 2:45 PM, Dennis Woods <[email protected]> wrote:
>
> Dear Mr. Brown,
>
> Thank you for writing and caring about the City. Let me check with staff on the history and status of the issues you outline.
>
> Cheers,
> Dennis
>
> Sent from my iPad
>
>>>> On Dec 17, 2019, at 2:47 PM, Thomas Brown <[email protected]> wrote:
>> E
>> Hi Dennis, I am one of your constituents living in Racquet Club Rd between Sunrise and Cerritos (across from Calico).

I don’t believe we have met, just the same as I did not meet any of the other candidates who supposedly had canvassed their neighborhood “door knockjng” prior to the election. If I sound disenfranchised, it is because of my past experiences with the city.
>> I would like to bring to your attention the same issue which affects property values and quality of life. I’m speaking about the large number of “heavy trucks” that use Racquet Club and Farrell as if it were the truck route. >> There is a defined truck route through our city as voted in our municipal codes established I believe back in the 1960s. The reason for it being to keep heavy truck use of city streets to a minimum for quality of life and because most of our streets are not designed and built to support such heavy vehicles. Unfortunately, heavy trucks cause excessive damage to the streets which, in turn, amplifies the resulting noise and causes excessive vibrations felt over 100 feet from the street. I suspect it would also impact the city’s traffic plan.

Item 3D - 48
2 >> As per muni codes, the PSPD is responsible for enforcement. However, I discovered in 2017 that they are unaware of their responsibility and actually laughed when I asked them about it.  When I then contacted the council members, I was referred to city manager, Marcus Fuller, who could not answer my questions for another 6 weeks. However, during that 6 weeks, the existing signage citing the applicable muni codes regulating heavy trucks were removed.  On 3/29/17, I was informed by City Mgr that the code is not enforceable due to lack of proper signage (ahem, loophole), but that the Police Chief “had begun training and educating officers in truck traffic enforcement”, and with the installation of truck route signage, the code can be enforced.
>> The city manager also described the difficulty of enforcing a code established in 1959 where any truck over 6,000 lbs is considered a heavy truck and that a Toyota Tacoma would now be considered a heavy truck.  That is true, but a quad cab ford truck from 1969 also weighed over 6,000 pounds.  His point was that many regular trucks would be considered heavy trucks.  True, but a semi pulling a double decker car trailer or a oil tanker trailer are not making a neighborhood delivery on Racquet Club.  I don’t know why he chose to point out that the city and police have been derelict in upholding a antiquated muni code.  I do question why the code has not been updated in 60 years and why our district has been largely ignored. I wonder how the residents of west of Palm Canyon or how business owners on Palm Canyon downtown would react and how fast the council might then respond. >> Today, I made inquiries as to the progress of the police departments training and enforcement of the truck route as per muni codes 12.56.010, 12.56.020 and 12.56.030.  I was directed to Officer Soloman who had been in traffic for the last 3 years.  He informed me that there has not been any truck route enforcement efforts in the last 3 years.  He mentioned that the CHP are the only ones that can stop commercial trucks (due to special equipment that is required). >> After describing the situation, I hope you understand why I might have a low opinion of city hall. Regardless, we have been ignored, marginalized and left to deal with poor streets, excessively loud traffic, and shaking foundations on our homes so that the rest of the city can enjoy more peace and less damage in their homes and businesses.  This is not right and the time to stop it is now.
>> As our district councilman, I kindly ask you to take the city’s abdication of responsibility seriously and to address its dereliction of duty to its residents.
>> As the state pays for the maintenance/repair/re‐paving costs of the truck route (known as business alternate CA‐ 111), I might imagine they expect that the city enforce the truck route so as to justify their costs. >> Presently, i know of several other neighbors who are as disgruntled as I am as our quality of life keeps eroding.  The city has a chance to step up to the plate to protect the public property and the surrounding residential properties before further damage is done.  It will also be cheaper than a class action lawsuit if any residents discover real damage to their property such as racks in foundations.
>> I have drafted a plan for additional officers necessary to enforce the plan whereby revenue from citations will cover costs for additional officers and training, as well as the inherent administrative costs utilizing established systems for collection efforts.
>> I look forward to discussing this in earnest with you.  I have saved all of my correspondence from the city manager as well as with the engineering department.
>> Thank you in advance for your time and efforts.
>> Best regards,
>> Tom Brown
>> 310‐498‐6270
>> Sent from my iPhone
Item 3D - 49
Item 3D - 50
Item 3D - 51

3.05.2020
Issues Referred to Boards/Commissions by City Council
Human Rights Commission:

1. Renaming of Streets – Martin Luther King, Jr.; Lawrence Crossley; Harvey Milk; Barack Obama (Council, January 9)
Sustainability Commission:

1. Recycling and Diversion of Debris (Council, January 9)

2. Review of Smoking Ordinance (Council, January 9)

3. Evaluate impact of residential solar panels on hillside developments (CM Woods, January 30)

4. Consider a letter of support for the Regional Power Network (CM Woods, February 13) Planning Commission:

1. Evaluate bus stop locations as part of General Plan Update and in relation to future COD West Valley Campus (CM Woods, January 9 and January 30)

2. Evaluate how to make bicycling a viable transportation option, including showers and lockers (CM Woods, February 13)
Public Arts Commission:

1. Review of Rainbow Crosswalks (Council, January 9)

2. Review of art in medians along Tahquitz Canyon Way (CM Woods, February 13)

3. Review of missing art on Gene Autry, south of Vista Chino (CM Woods, February 13) Item 3D - 52
WWW.PSGENERALPLAN.COM FORM SUBMITTAL
DATE: April 27, 2020
NAME: Fred Balduini
E-MAIL: [email protected]
SUBJECT: Boulders & Crescendo developments
Understanding the financial pressures imposed upon the city secondary to the corona virus pandemic, I believe that it is critical that the city endeavor to preserve the afore mentioned areas as protected lands or environmental preserves. The impetus may arise to re-open these areas for development but that approach is fraught with environmental sequellae. The degree of erosion that occurs with moderate rain can be prolific ( fifteen feet of W. Via Escuela washed away with the Valentine day rain of 2019) Adding further impervious coverage in those beautiful habitats can only exacerbate that issue in addition to destroying critical floral and fauna habitat. The acquisition of these lands presents a tremendous opportunity for the city to guarantee the beauty of these regions protecting the west boundary of the entrance to Palm Springs. I would simply like to add my concerned voice that all efforts be utilized to preserve these relatively pristine lands.

I believe the city may never have a chance again to gain such valuable buffer environments.

Thank you
Fred Balduini MD
Item 3D - 53
PO
Box
3172,
Palm
Springs,
CA
922636
May
18,
2020

Dear
Mayor
and
Honorable
Council
Members,

I
am
writing
to
you
today
on
behalf
of
the
board
of
Friends
of
Palm
Springs
Mountains
(FPSM).

We
are
deeply
concerned
about
the
current
discussion
of
selling
the
properties
acquired
during
the

1090
negotiations
with
Grit
Development.

Those
properties,
known
as
Crescendo,
Boulders
and

Palm
Hills
represent
the
reason
this
organization
was
founded.

The
hard
work,
the
donations
and

the
thousands
of
hours
that
so
many
Palm
Springs
residents
put
in
to
arresting
those
developments

was
truly
staggering
to
be
a
part
of.

Sixteen
years
ago
(2004)
we
founded
in
an
effort
to
fight
tract

housing,
ecologically
unsustainable
building
practices
and
the
destruction
of
open
space
that
those

projects
represented.

Neighbors
from
not
only
Little
Tuscany
and
Chino
Canyon,
but
from
all
over
the
city
gathered
and

formed
groups
in
an
attempt
to
bring
environmental
awareness
to
the
city
in
order
to
preserve
a

sustainable
way
of
life
and
preservation
of
the
open
space
that
defined
the
very
character
of
Palm

Springs.

Fifteen
long
years
of
public
referendums,
initiatives,
debates,
lawsuits,
counter-‐suits,
compromises

and
several
elections
led
to
the
city’s
acquisition of
those
properties.

On
July
24,
2019,
prior
to
the
city’s
vote
to
acquire
the
properties
as
part
of
the
Grit
Settlement,

council
member
Holstege
stated
that
before
deciding
how
the
properties
might
be
used
the
council

needed
to
go
through
the
public
process
as
the
land
belongs
to
the
people
and
specifically
how
they

could
be
of
value
as
a
public
benefit.

Council
member
Middleton
reiterated
the
need
for
public
input
and
stated
that
it
would
be
her
wish

to
preserve
these
properties
as
open
space
in
perpetuity.

And
former
Mayor
Moon
stated
that
it
was
his
desire
to
keep
the
combined
properties
of
Palm
Hills,

Boulders
and
Crescendo,
totaling
115.3
acres,
as
open
space,
also
adding
that
it
would
be
“criminal”

to
develop
these
properties
considering
how
hard
the
community
fought
to
stop
them
from
being

developed.

Item 3D - 54
Sentiments
we
share.

To
now
hear
that
there
is
consideration
to
possibly
put
them
up
for
sale
to
the
highest
bidder
to
fill

a
budget
gap,
puts
us
back
to
square
one
again.

To
say
it
is
disheartening is
to
understate
the
feeling

of
this
organization
significantly.

We
realize
you
do
not
need
a
history
lesson
but
we
beseech
you
to
remember
how
bitterly
those

lands
were
fought
over.

The
public
should
be
allowed
input
prior
to
any
decision
being
made
by
this

council
on
the
future
of
what
is,
in
effect,
their
land.

We
are
all
acutely
aware
of
the
predicted
financial
loss
the
city
is
facing
but
implore
you
to
seek

other
resources.

The
amount
of
financial
loss
to
the
city
is
at
best,
a
guessing
game,
as
no
one
knows

how
the
future
is
going
to
play
out,
but
there
are
alternatives
that
the
city
is
considering
that
need

only
be
temporary
as
outlined
in
a
few
examples.

• Cutting
city
services
by
reducing
staff
– temporary

• Cutting
operational
supply
costs
– temporary

• A
hiring
freeze
– temporary

• Limiting
hours
to
the
swim
center
and
library
– temporary

Selling
Boulders,
Crescendo
and
Palm
Hills
to
a
developer
is
final.

While
our
efforts
(and
those
of
others)
to
preserve
these
areas
will
continue,
councils
will
change

and
who
knows
how
successful
non-‐profits
can
be
when
challenging
new
developers?
Private

citizens
are
feeling
the
same
cash
crunch
as
the
city,
and
in
leaner
times,
we
may
not
have
the
same

potential
donor
base
to
work
from.

FPSM
therefore
strongly
urges
you
to
think
hard
about
these
scenic
areas
because
once
lost,
they

can
never,
ever,
be
replaced. We
know
you
share
our
preservation
concerns
so
under
your
watch

let’s
get
these
properties
preserved
in
perpetuity
for
the
enjoyment
of
not
just
our
generation
but

for
many
more
to
come.

Sincerely,

Nickie
McLaughlin

Chair
Item 3D - 55
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Carla <[email protected]>
Sent: Friday, June 5, 2020 2:12 PM
To: Planning <[email protected]>
Subject: Crescendo
E
I purchased a home 16 years ago at 2760 N Vista Grande I've been in love with Palm Springs for over 45 years, and this home will be my soon‐to‐be retirement home When I purchased this house was a wreck, but it had an amazing view.

The seller agent assured me as this was an alluvial apron, this land was not build able, and would remain so While I understand that Palm Springs, where I pay property, sales and rental tax, is in a shortfall as is the rest of the country, I beg you to find another way to rebuild our financial house. This land, when lost, is lost forever Carla Coshow
Sent from my iPhone
Item 3D - 56
1 David Newell
From: David Lahti <[email protected]>
Sent: Friday, June 5, 2020 11:50 AM
To: Planning <[email protected]>
Subject: Fw: General Plan
I live in the Los Compadres neighborhood and want to ensure that the Bel Air Greens property just north of me remains open space in the general plan and not developed into affordable housing. I realize that affordable housing is desperately needed in Palm Springs, but there are other locations more suited for that; namely, near the Gene Autry and Ramon area (near commercial businesses and major bus lines).

As you're aware, the group currently called "Save Oswit Canyon, Inc." has been working with a land conservation group (Trust for Public Lands) and they have already been working with the current land owner to purchase the property at fair market value - and then this land would join up potentially with Mesquite Golf Course and Tahquitz Golf Courses to become known as the Mesquite Desert Preserve - a wonderful "Central Park" for bikers, hikers, walkers, bird watchers, and tourists. This Preserve would offer pristine views of our mountains, a habitat for native flora and fauna, and enhance property values all along the perimeter of the preserve.

Please note this is also a flooding area, which would present a risk to the eventual owners in this development.

Feel free to call me if you would like a public statement on this...

David Lahti
1552 South Compadre Road
Palm Springs, CA 92264
760-409-9369
E
Item 3D - 57
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Walter Baumhoff <[email protected]>
Sent: Saturday, June 6, 2020 12:43 PM
To: Planning <[email protected]>
Cc: John Ferratt Macon <[email protected]>
Subject: Development of Boulders and Crescendo.... General Plan Uodate Ladies and Gentlemen,
We have been residents of Palm Springs and, in particular, the Little Tuscany neighborhood for almost thirty years. One of the features that brought us to this neighborhood was the availability of mountain trails and open spaces. We thought the potential transition of The Boulders and Crescendo parcels to a conservancy trust or similar designation was an especially good decision in the settlement of the legal suits which have dragged on for years.

May we point out that these locations are among the most popular and frequented tourist and recreational areas in the City of Palm Springs. Daily, hundreds of walkers, hikers, birdwatchers and sightseers pass through the canyons, meet the neighbors and engage with the “locals” and frequently return with the intent of investing in and purchasing lots and homes . The surrounding open spaces need to be preserved and treasured. Current members of the LTHO have worked assiduously over several decades to protect these locations, keep them free of over development, raise substantial amounts of money and purchase land to add to the open spaces.

The proposal under discussion to sell these parcels to raise revenue to cover budget shortfalls we feel is shortsighted over the long haul. Please, we urge you, find other ways to raise the capital you need and avoid the infringement on one of our greatest natural resources.

We look forward to working with you in exploring other alternatives to our current budget problems.

Walter Baumhoff
John Macon
595 Chino Canyon Road
92262
[email protected]
760.413.5293/ 408.2625
[email protected]
Item 3D - 58
1 David Newell
From: Tammy Cox <[email protected]>
Sent: Monday, June 8, 2020 1:55 PM
To: Planning <[email protected]>
Subject: PRESERVE OPEN SPACE ALREADY DESIGNATED OPEN SPACE Sadly, prior city officials have abandoned their responsibilities to maintain the charm of the city. The Village feeling is being replaced with tall buildings that darken the street and high density structures abound. We located here 36 years ago becaus Palm Springs has a historic down town, not a drive through, with lovely mountain and desert vistas, and especially the open space preserves specified long ago as one means to accommodate flood control planes.

The snow melt off the mountains can be devastating, often flooding over the control channels, taking out huge chucks of sidewalk, large stone pillars that surround Mesquite golf course. For the safety of all, that is why these areas should remain in the desert preserve as open space.

Mesquite golf course also enables a habitat for 100 year old mesquite trees, and all manner of colorful migrating birds, and desert critters. As well as a city owned bike/walking path the provides daily enjoyment for everyone!
We urge you to continue to designate open space as OPEN SPACE for all to enjoy! Thank you,
Tammy and Bill Cox
2001 Camino Parocela - H-49
Palm Springs, CA 92264
[email protected]
E
Item 3D - 59
1 David Newell
From: Kurt Cyr <[email protected]>
Sent: Monday, June 8, 2020 12:29 PM
To: Planning <[email protected]>
Subject: Designated open space needs to remain as open space Palm Springs City Planning,
It is imperative that land that is currently designated as open space, remains as open space.

This includes the City golf courses, Mesquite Golf Course and Bel Air Greens.

Sincerely,
Kurt Cyr
Kurt Cyr
Mod Squad Tour Guide
[email protected]
760 469-9265
PSModSquad.com
E
Item 3D - 60
1 David Newell
From: Gini Kast <[email protected]>
Sent: Monday, June 8, 2020 1:50 PM
To: Planning <[email protected]>
Subject: One space
Please do not sacrifice the golf courses designated as open space to pay for this year's shortfall. I am a palm Springs resident and an avid hiker in my late 70s nd together with many friends need these open spaces. Do not change their designation and then sell off the land to developerrs. Virginia Kast, 1784 Stardust Plaza, palm Springs. Ca E
Item 3D - 61
1 David Newell
From: [email protected] <[email protected]>
Sent: Monday, June 8, 2020 4:04 PM
To: Planning <[email protected]>
Cc: [email protected]; [email protected]
Subject: Open Space, Mesquite Golf Course and Urbanization.

Open Space Steering Committee: Palm Springs Planning Department.

As a 30 year owner of a condominium unit facing Mesquite Golf Course, I urge that the Mesquite Golf Course remain as designated "Open Space"

As a retired Architect who has been involved in Urban Planning in Hawaii, California, Nevada and Alaska; I have seen what the loss of open space has on good planning and the impact it has on urban population.

Please retain the Cities Golf Courses and Mesquite Golf Course with its current designation of Open Space

Philip Ladd
Architect Emeritus
Mesquite County Club Phase III
Unit G-47.

E
Item 3D - 62
1 David Newell
From: Erin Lareau <[email protected]>
Sent: Monday, June 8, 2020 5:29 PM
To: Planning <[email protected]>
Subject: Fwd: keep open spaces open... Please....

Please keep open space open!! with best wishes to you…
E
Item 3D - 63
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Charles Larson <[email protected]>
Sent: Monday, June 8, 2020 12:42 PM
To: Planning <[email protected]>
Subject: General Plan ‐ Open Space
E
I understand there I a general plan update meeting tomorrow. Palm Springs needs open space especially as we learned during the last three month.

Please keep the current City golf courses, Mesquite Golf Course and Bel Air Greens designated as open space.

Thank you,
Charles Larson
1013 Via Dia
Palm Springs, CA 92264
760‐699‐7306
Item 3D - 64
1 David Newell
From: Arthur Macmillan <[email protected]>
Sent: Monday, June 8, 2020 12:20 PM
To: Planning <[email protected]>
Subject: General Plan Update
Hello:

I am writing to advise the Planning Commission that I believe that land that is currently designated as open space, remains as open space.

I am a full time resident of this City for over 31 years.

Thank you.

Arthur MacMillan
2001 E. Camino Parocela
Unit K77
Palm Springs Ca. 92264
E
Item 3D - 65
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: [email protected] <[email protected]>
Sent: Monday, June 8, 2020 5:46 PM
To: Planning <[email protected]>
Subject: Keep open spaces open
E
Please, please do not sell this land
We have become Palm Springs residents here going on 3 years. We love the spaciousness And tranquility that all the open spaces provide.

Thank you
Gloria and Tony Mandoza
626 607‐6574
Sent from my iPhone
Item 3D - 66
1 David Newell
From: lala mendoza <[email protected]>
Sent: Monday, June 8, 2020 1:01 PM
To: Planning <[email protected]>
Subject: Please keep open space OPEN SPACE
As a resident of Palm Springs, one of the reasons I moved here is the unique open feel to the city. We are not all crammed in like every other city!
This is one of the reasons people live here and want to visit here.

As such, it pains and angers me that the city is considering reneging on its duty to keep open spaces AS SUCH.

City golf courses, Mesquite Golf Course and Bel Air Greens should remain OPEN SPACES. Don't let developers ruin our charming city!
Laura A. Mendoza
La Artista Design, Inc.
ph. 323.605.9276 / laartista.com
E
Item 3D - 67
1 David Newell
From: Joe Milner <[email protected]>
Sent: Monday, June 8, 2020 3:36 PM
To: Planning <[email protected]>
Subject: Keep Open Spaces OPEN!!!!!
Hello,
I am a fulltime resident of Palm Springs, and I'm writing to urge the City to keep our beautiful open spaces OPEN, and to not make the lands available for either residential or commercial development.

Thank you,
Joe Milner
Palm Springs, CA
E
Item 3D - 68
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Bonnie Ruttan <[email protected]>
Sent: Monday, June 8, 2020 12:21 PM
To: Planning <[email protected]>
Subject: General Plan
E
Please preserve land that is currently designated as open space Thank you Bonnie Ruttan 1111 Abrigo Rd
PS
Sent from my iPhone
Item 3D - 69
1 David Newell
From: Lynne Samson <[email protected]>
Subject: Support of Green Space
Date: June 8, 2020 at 2:23:22 PM CST
To: [email protected]
I strongly support that land designated as open space remain open space. This includes the Mesquite Golf Course and Belair Greens area. Development (bricks and mortar) is changing the feel of Palm Springs.

With this in mind, open space becomes a gem that we must respect and care for. …to loose it is to never get it back. This needs to be a time for vision and a strong yes vote to support what green space we have. This decision should be about vision not collecting more taxes from development. Lynne Samson 2700 East Mesquite Ave. A‐7
Item 3D - 70
1 David Newell
From: [email protected] <[email protected]>
Sent: Monday, June 8, 2020 12:39 PM
To: Planning <[email protected]>
Subject: Maintaining open spaces in central Palm Springs Planning Commission,

I’m a resident of Palm Springs living in the Vibe Community. I want to strongly urge you to support and protect our open spaces in Palm Springs, specifically the defunct Bel Air Greens Golf Course and the Mesquite Golf Course. Currently the only significant large open spaces (parks) are Dumuth Park which is mainly for organized activities and Ruth Hardy Park which is great for picnics or small group gatherings. However, there are no open spaces for walking, biking, or just enjoying our natural desert habitat. There is a horse trail on the north side of Tahquitz Creek Bed which is also a great walking/hiking trail. Recently when the palo verde were in full bloom, the beauty of the creek bed swathed in brilliant yellow was incredible. I have come to realize how beautiful this area is and see the huge importance of keeping it natural and undeveloped for everyone’s use and enjoyment. While walking there it is quite amazing to see and hear the amazing wildlife. We regularly see rabbits, lizards, ground squirrels, even coyotes and more. We also see a large variety of birds, and to hear them singing their multitude of songs convinces me that nature is thriving in an area untouched by man for many years. This is a rare opportunity to provide a natural setting for more than sports and small group activities. Please don’t let it be converted to housing in any form as once it is gone, it will be lost to all residents of Palm Springs forever. The current closed clubhouses could be repurposed to make a great visitor and interpretive nature center! Schools could use this preserve as a hands on learning experience about desert wildlife and management for students.

I really am begging you to keep this unique open space available for the enjoyment, health and well being of all Palm Springs residents. There are other areas of Palm Springs for housing development, i.e. the north side. What a great opportunity this is to provide natural open spaces in the heart of our city for everyone's benefit and enjoyment, now and in all the years to come.

Thank you for your consideration of an issue important to all of us living in Palm Springs.

Donald Sund
2725 Sunrise Sonata Ln
Palm Springs, CA 92262
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Item 3D - 71
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Laura Temkin <[email protected]> On Behalf Of Laura Temkin Sent: Monday, June 8, 2020 4:20 PM
To: Planning <[email protected]>
Subject: Open Space
E
Please insure that land designated as open space remains that way. I know the city needs money but giving up the reason we live here for short term funds is wrong.

Sent from my iPad
Item 3D - 72
1 David Newell
From: Joan Temple <[email protected]>
Sent: Monday, June 8, 2020 1:56 PM
To: Planning <[email protected]>
Subject: please:
: leave open space open in the Palm Springs area.

Thank you.

Joan Temple [email protected]
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Item 3D - 73
1 David Newell
Subject: FW: Keep open spaces open
‐‐‐‐‐Original Message‐‐‐‐‐
From: Paula Waldoch <[email protected]>
Sent: Monday, June 8, 2020 12:24 PM
To: Planning <[email protected]>
Subject: Keep open spaces open
E
>
> Please continue to keep Palm Springs a progressive city! > Please keep our open spaces OPEN!
> Thank you,
> Paula
> 30 year PS Resident
>
> Sent from my iPhone
Item 3D - 74
1 David Newell
From: Beverly Anderson <[email protected]>
Sent: Tuesday, June 9, 2020 3:31 PM
To: Planning <[email protected]>
Subject: Open space in general plan.

Please keep an open mind about space in your general plan. Open space is available and is important for the future.

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Item 3D - 75
1 David Newell
From: Jesse Archer <[email protected]>
Sent: Monday, June 8, 2020 7:13 PM
To: Planning <[email protected]>
Subject: Please... add my voice to keep open spaces open Hello steering committee, please keep designated green spaces green. A plan for restoration could really galvanize the community and citizen volunteers to come together to maintain and restore open spaces to show off the natural, enviable beauty of progressive Palm Springs. Thank you! Jesse Archer
Sunmor
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Item 3D - 76
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Fred Balduini <[email protected]>
Sent: Tuesday, June 9, 2020 12:30 PM
To: Planning <[email protected]>
Subject: Boulders and Crescendo Parcels
E
I would again like to voice my sentiments about the fate of these parcels. After being obtained as part of a settlement with Grit development the council was in agreement that the parcels should be preserved as undeveloped lands for the purpose of open space for enjoyment and utilization by the citizens of Palm Springs.

I would urge the council to dedicate itself to such preservation as this is a unique geologic alluvial fan that feeds both fauna and flora along the San Jacinto foothills.

I recognize the difficult situation that the economy poses this year but let us not be shortsighted about the critical asset that these parcels represent in their pristine beauty.

I look forward to hearing what other novel approaches the council explores as a means to gradually overcome the budget shortfall.

Sincerely
Fred Balduini
Sent from my iPhone
Item 3D - 77
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Daniel <[email protected]>
Sent: Tuesday, June 9, 2020 11:36 AM
To: Planning <[email protected]>
Cc: Geoff Kors <[email protected]>; Lisa Middleton <[email protected]>; [email protected]; Dennis Woods <[email protected]>; Christy Holstege <[email protected]>
Subject: Changes to the General Plan
E
Dear Planning Commissioners,
My name is Dan Barber, I’ve had a home in Palm Springs since 1991 and have been a permanent resident since 2005. I am currently the chair of the Los Compadres Neighborhood Organization and have been active in ONE‐PS and it’s activities. The residents of my neighborhood, Los Compadres has been very concerned with the issue of open space since the Bel Aire Greens golf course went defunct in 2014.

You have heard many comments and concerns on the importance of open space from emails, surveys, letters and public meetings on development. You also can look at any of the social media platforms (FB, Nextdoor etc.) that residents love this desert paradise and want to keep some open spaces. It’s one of the major factors residents moved here and chose the location of their homes. They want to be close to natural vistas, hiking, and other outdoor activities. However, just in the last few years, a developer has tried three different ideas of developing Bel Aire Greens.

Currently, what concerns me is the Golf Course Conversion Ordinance was adopted on September 18, 2019 yet seven months later the same developer submitted another Notice of Intent to develop the property on April 30, 2019. In the Notice of Intent the developer stated “the Affordable Housing Committee members provided enough feedback for the applicant to feel comfortable to begin moving forward with submitting an Intent to Convert and eventually request for a Zone Change and General Plan Amendment to support the proposed development.” Where does the developer get these ideas? Is the city talking out of both sides of it’s mouth between development and open space? Does the Planning Department tell the developers about existing open spaces and city ordinances about land use? Needless to say the residents of my neighborhood and probably others are outraged that after all the efforts made in getting the golf course conversion ordinance passed. This developer thinks it’s as easy to do as change order in a construction project.

I urge you to keep open spaces in any changes made to the General Plan. I urge you that in Planning Department and other Committee meetings with developers to ensure that the developers know of the General Plan and existing city ordinances that pertain to potential development. This could save a lot of time and effort on the planning department, neighborhoods and developers if they had this information up front before they submitted any Notice of Intent.

The residents of Los Compadres and all of Palm Springs are watching these actions. I know that the city needs to provide housing for the homeless. I know the city needs to increase it’s tax base but we should do this wisely. I know there are hard decisions to be made in this time of short term budget cuts. But remember, we are in this for the long haul to keep this desert wonderland our paradise.

Item 3D - 78
2 I can make myself available to meet virtually or in person at a safe distancing meeting if you would like more information.

Sincerely,
Dan Barber
Los Compadres
Sent from my iPad
Item 3D - 79
1 David Newell
From: Ned Barker <[email protected]>
Sent: Tuesday, June 9, 2020 2:51 PM
To: Planning <[email protected]>
Subject: Comments for Steering Committee Meeting June 09 Dear General Plan Steering Committee,
Thank you for the important work that you’re doing. I’ve completed the survey, and look forward to learning the overall results.

I am a homeowner in the Little Tuscany neighborhood, and a member of the LTNO board.

I am writing to ask you do what you can to designate the Boulders and Crescendo properties as natural spaces, not to be developed. The long‐term value of significant natural open spaces within the City would seem to significantly outweigh the short‐term “fire‐sale” value the city might receive for these properties.

On a personal note, the wear‐and‐tear resulting from development of these properties (and already, Palisades) will likely bring disruptions to all of us for years, if not decades.

Thank you for your consideration,
Ned
Ned Barker
2360 N Palermo Dr.

Palm Springs 92262
(404) 547‐1900
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Item 3D - 80
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Erlinda Bearman <[email protected]>
Sent: Tuesday, June 9, 2020 3:58 PM
To: Planning <[email protected]>
Subject: Open space
E
Please save open space.

Growing up in Palm Springs was the ultimate childhood.

Please don’t spoil other children’s chance at wonder.

Thank you,
Erlinda Macavinta Bearman
Sent from my iPhone
Item 3D - 81
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Thomas Benedetti <[email protected]>
Sent: Tuesday, June 9, 2020 8:37 AM
To: Planning <[email protected]>
Subject: Greenspace
E
Dear Steering Committee Members, I am a home owner here in Palm Springs and value our green space. Please do not reduce existing requirements, in fact, public green space is a valuable component in tourism and should be maintained, if not increased.

Thank you for your consideration,
Tom Benedetti
2958 E. Alta Loma Drive
Palm Springs, CA 92264
Sent from my iPhone
Item 3D - 82
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Alida Betts <[email protected]>
Sent: Tuesday, June 9, 2020 3:26 PM
To: Planning <[email protected]>; Ruth Sinfuego <[email protected]> Subject: Palm Springs open spaces
E
I, as a Palm Springs Native,
Implore you to keep the spaces OPEN.

Don’t let money Override life.

Sincerely,
Alida Marie Betts
Sent from my iPhone
Item 3D - 83
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Kelly Erwin <[email protected]>
Sent: Tuesday, June 9, 2020 4:01 PM
To: Planning <[email protected]>
Subject: Keeping open space
E
To whom it may concern,
It is imperative that Palm Springs and the surrounding cities keep as much open space as possible. I’m sure the city is concerned about where the funds are going to come from, but let’s not forsake our environment in exchange for tax dollars. I’m from a city in Los Angeles that was once a sweet, unique and uncrowded community. The city has built up so many concrete towers, and invited in so many people and so many cars, but now it’s just Anytown USA. Please don’t let Palm Springs become Anytown USA. Then you will truly lose money, because people won’t want to come here anymore.

I beg you to keep open spaces.

Sincerely,
Kelly Erwin
Sent from my iPhone ‐
Item 3D - 84
1 David Newell
From: Lena Granet <[email protected]>
Sent: Tuesday, June 9, 2020 10:28 AM
To: Planning <[email protected]>
Subject: Updating City of Palm Springs General Plan
Dear Planning Committee;
As a resident of Los Compadres Estates, we are delighted with the prospect of the land being used as The Mesquite Desert Preserve. This would be a wonderful use of this land, a sacred place for visitors, young and old, to wander about. The current zoning and city ordinance for golf course conversion must not be changed to benefit a developer. Looking at our General Plan for 2007 we really don’t need another golf course as I am sure more have been added since 2007.

We hope that you review the General Plan for not only the above reason but for growth in our City that would enable more visitors to enjoy our city other than golfing and eating establishments. Growth in diverse avenues are needed in our City.

This is a treasure, home to so many trees, birds and animals. Currently it is home to a beautiful pair of GOLDEN EAGLES. Those trees are the only stand of deciduous trees and old palm trees and pine in all of Palm Springs.

Thank you for the Service your have rendered during this Pandemic.

Sincerely,

Lena L Granet
1510 So. Cerritos Rd.

Palm Springs, CA 92264
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Item 3D - 85
1 David Newell
From: Big Sai45 Productions <[email protected]>
Sent: Tuesday, June 9, 2020 5:07 PM
To: Planning <[email protected]>
Subject: Open spaces
Hello Planning Board,
My name is Mika Iniguez and I am writing to you today to put forth my request to:

SAVE OPEN SPACES

NO VARIANCES
I understand that development is important but at some point enough is enough.

The natural beauty of Palm Springs that it has always been famous for, is all but disappearing.

The streets are now congested with traffic that adds 15‐20 minutes to each trip that once were easy breezy to maneuver.

I am but one of many, many residents that implore you to SAVE OPEN SPACES.

Thank you,
Mika Iniguez
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Item 3D - 86
1 David Newell
From: Craig James <[email protected]>
Sent: Tuesday, June 9, 2020 4:56 PM
To: Planning <[email protected]>
Subject: Boulder and Crescendo
Dear Council Members,
I am writing this letter to share my thoughts on the future development plan for Palm Springs.

The information provided in the workshop was helpful.

I have owned in the valley for 7 years and 5 were in Palm Desert. When I found our property in Little Tuscany I fell in love with the beauty and space of this neighborhood. It was a significant departure from the gated communities in the cities in the valley. The eclectic village atmosphere made our move and our decision to resurrect a derelict 1960’s rancher into a beautiful home. Palm Springs represents the original meaning of the Cochella Valley. It’s charm and beauty make coming to Palm Springs a unique experience.

Maintaining and preserving the Boulders and Crescendo individually as individual green spaces serves as a message to our visitors how much we treasure the importance of sustainability.

The land between 111 and 10 up Indian Canyon would best serve future development and assist reducing the impact of desert windstorms.

We appreciate the challenges that face the council and recognize that dealing with the reality that Covid 19 has created. Saving this beautiful natural habitat is paramount and I hope that my brief note provides thought towards other options that would assist the council in the reducing of city deficit.

Beat regards.

Craig James, Managing Partner
CAJames Investment Group
Cajfg.com
Cell: 6046440703
Craig James
M 6046440703
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Item 3D - 87
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Michael Johnson (Demuth Park NOrg) <[email protected]> Sent: Tuesday, June 9, 2020 5:21 PM
To: Planning <[email protected]>
Subject: Public Comment to June 9, 2020 meeting of PS General Plan Steering Committee E
Chairperson Weremiuk and Committee Members:

As a Palm Springs resident and current Chair of the Demuth Park Neighborhood Organization, I relocated to the city after having worked over 20 years in management in the corporate sector, in business development, licensing, strategic planning and management consulting. I have participated in and led numerous planning exercises, analogous in many ways to the General Plan update exercise in which you are now engaged. I offer the following comments to the items on this evening’s meeting agenda.

Item 1: OVERVIEW OF FEBRUARY 24, 2020 PUBLIC WORKSHOP AND FEEDBACK RECEIVED FROM SURVEY #1 AND SURVEY #2
While I commend these efforts and personally responded to both surveys, the number of responses and demographic representation of the respondents as summarized in the reports on this General Plan Update website are grossly insufficient as to provide meaningful insight into the perspectives and priorities of the average Palm Springs resident.

Based on population figures utilized in the City’s 2018 Districting Project, the cumulative reported survey response rate was less 0.8% of Palm Springs residents with no respondents at all from the Escena, Gene Autry and Lawrence Crossley neighborhoods (suggested an unacceptable level of input from residents in District 1). The February workshop was attended, as would be expected, by far fewer residents. I know that the Planning Department was attempting to solicit further input from Neighborhood Organizations, and an agreement to host a Planning Department representative (D.

Newell) at the next Demuth Park NOrg meeting was unfortunately postponed by the City’s Stay at Home Order. I urge the Committee to proceed with further efforts to secure input from a greater and more demographically representative group of residents, via community and NOrg meetings as soon as practicable or via other remote means.

Item 2: REVIEW AND CONSIDER REVISING THE 2007 GENERAL PLAN VISION STATEMENT AND PRIORITIES The 2007 General Plan identified its first Priority to "Support Palm Springs as one of the world’s premier desert resorts”, and the City has certainly been successful in establishing itself as a resort destination. But that Plan also highlighted a Priority to "Diversify the City’s economic foundations and promote Palm Springs as the 'first choice' for businesses”, and, with the possible exceptions of the hospitality and real estate industries, that goal has been largely unrealized. The catastrophic economic impact of the current pandemic and the tactics the City has and is contemplating implementing to offset the loss of City revenue argue more strongly than ever that the City aggressively prioritize solicitation and securement of more diversified revenue sources. The City has established a very significant base of year‐round residents, and the City must develop additional corporate and industrial investment and jobs in the City. Children growing up in the City should have employment and career opportunities locally outside of hospitality, real estate and residential property development. Any update to the General Plan should shift priorities more toward the welfare and quality of life of residents while maintaining support for tourism and real estate development. The City should strive to be a highly desirable and rewarding place to live, not just to visit as a tourist or a part‐time resident. Economic development efforts should be greatly increased and expanding beyond tourism, real estate and cannabis cultivation Item 3D - 88
2 and sale. Educational and employment opportunities for families raised in the City should enable them to succeed and live well while staying in the City.

I appreciate the Committee’s efforts to date, and I expect recommendations emerging from these efforts will indeed be robust, thoughtful and representative. But I know well that a Plan is a living document that must be fully endorsed and ‘lived’ by the organization’s management in order to be effective. I can only hope that the City’s leadership more fully endorse and ‘live’ the recommendations you make. Thank you for your work, your civic commitment and your time.

Michael Johnson
Chair, Demuth Park Neighborhood Organization [email protected] Item 3D - 89
1 David Newell
From: Chrisi James <[email protected]>
Sent: Tuesday, June 9, 2020 4:57 PM
To: Planning <[email protected]>
Subject: The Boulders & Crescendo
To Whom it may concern,
I am writing this letter to share my view of the Vision/Priority plan for Palm Springs.

The material collected and presented at the workshop was extremely reader friendly and informative. Thank you! Firstly, we love the village feel that Palm Springs has alway radiated and hope that it will continue to grow by supporting locally owned shops and restaurants.

Second, the history and architecture is world renown, evident by the thousands of people who come to share in modernism week and other unique festivities. I believe these buildings and homes need to continue to be protected to preserve as a visual part of the original 1930- development of Palm Springs.

Third, moving toward a greener planet by making better use of the solar and wind energy that Palm Springs so readily has access to. Stricter rules on any development to ensure the building plans have exercised every possible means to support the environments sustainability.

We purchased our property in Little Tuscany specifically for a combination of rural, raw, rough landscape as well as the proximity to “old Palm Springs”. By that I mean, the original architecture and atmosphere of what Palm Springs stands for.

Having said that, The area of The Boulders and Crescendo is not only beautiful to admire, hike and wonder through they are unique to several forms of vegetation and animal life. Some plants and cacti grow all year while other small annuals depending on the moisture, result in beautiful but short-lived additional vegetation. These plants leave behind a crop of seeds essential for over 375 different birds, animal and insect population. The ones who live in this area all year benefit from this unique selection of seeds while others may migrate through feeding before on route to other destinations.

In regards to selling assets, I realize during these very difficult Covid times Palm Springs, like every other city in the world is trying desperately to financially stay afloat. Perhaps the idea to expand the north end from Indian Canyon to Hwy 62, south of the I-10 is a viable option.

All I’m asking is please exhaust all other options before destroying the beauty of the unique Boulders and Crescendo, because once it’s gone…it’s gone. :(
Best regards,
Chrisi Lamb
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Item 3D - 90
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Marina J Briggs <[email protected]>
Sent: Tuesday, June 9, 2020 4:10 PM
To: Planning <[email protected]>
Subject: Born and raised in Palm Springs
E
Please keep open spaces available in Palm Springs! As more and more building has taken place over the last 30 years the lovely town I grew up in had gradually disappeared. PS was barely recognizable this last February when I came ‘home’.

Open space is needed for the well being of humans, it gives the mind and eye a place to rest. It gives us a sense of space that all the surrounding buildings negate. Let Palm Springs keep some breathing space! Thank you for listening.

Sincerely,
Marina Macavinta Briggs
Desert Hospital July 1953
PSHS Class of ‘71
Sent from my iPhone
Item 3D - 91
1 David Newell
From: Melissa Menchaca <[email protected]>
Sent: Tuesday, June 9, 2020 4:33 PM
To: Planning <[email protected]>
Subject: Don’t change
Boyyyuuy
Keep open spaces OPEN
You better not change
We the people want open spaces OPEN

WE DEMAND THEM

O P E N
Sent from Yahoo Mail for iPhone
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Item 3D - 92
1 David Newell
From: Melissa Menchaca <[email protected]>
Sent: Tuesday, June 9, 2020 4:32 PM
To: Planning <[email protected]>
Subject: Keep it open
Keep the open space on general plan
Do not change it
Keep open spaces open!!!!!
Sent from Yahoo Mail for iPhone
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Item 3D - 93
1 David Newell
From: Melissa Menchaca <[email protected]>
Sent: Tuesday, June 9, 2020 4:36 PM
To: Planning <[email protected]>
Subject: O‐P‐E‐N
I am a concerned citizen. I am the youth of Palm Springs. I demand the city of Palm Springs to keep open spaces OPEN.

Do NOT change a thing.

You don’t speak to the future generations of this city to be aware of what is needed in Palm Springs. STOP IT!!!! KEEP OPEN SPACES OPEN!!!!!
Sent from Yahoo Mail for iPhone
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Item 3D - 94
1 David Newell
From: tanya petrovna <[email protected]>
Sent: Tuesday, June 9, 2020 3:48 PM
To: Planning <[email protected]>
Subject: Keep Open Space Open
Dear Planning Commissioners,
I am writing to ask to please keep what is designated Open Space on the General Plan as Open Space. I understand you are doing work on updating the plan and I must speak up for nature and its necessity in our community.

I was born in Palm Springs and still a resident here. After college I started and grew my businesses from here, still do. I love it here, I love my community, my mountains, my desert. I also have enjoyed my childhood home here in the Las Compadres neighborhood for 56 years. The last 25 years I have watched most of the wildlife disappear and it is tragic.

The nature we enjoyed as children so shaped our lives. We learned how to play in it and how it relieves stresses of life regardless of age. We also learned about the wildlife first hand. Quail, roadrunners, horned lizards, desert iguanas, beetles, jack rabbits, the smell of creosote after a rain and the aroma and sights of the purple verbena in springtime were everywhere. We even knew what our soil felt like. Not any longer.

We also had an indoor outdoor cat for 20 years and coyotes were never in our yards, they had their natural diet available readily. Now it is different.

The last 25 years I have not enjoyed the added traffic and condensed housing units in the vicinity of my home. The plowing down of ancient native desert plant life and the subsequent removal of wildlife pains me daily.

I have just completed the California Naturalist class at UCR in Palm Desert and it was full, packed with people who share a love for the desert, people from origins from all over the country and different walks of life expressing their interest in our natural desert.

I have also been on the Health and Wellness Advisory Committee with the CVB and their statistics show time and time again that the NUMBER ONE reason people come to visit here is for our hiking trails and the great outdoors.

Most of the valley floor is developed, not all species of plants and animals live in the hills. So please don't consider the mountains as enough. It is completely different, also not everyone can climb hills but they can enjoy our valley floor.

Once our open space is gone, it's gone forever. There is a chance to keep a nice chunk of what is left for ALL the residents of Palm Springs and beyond. No matter what neighborhood they live in.

Please do the right thing. Nurture nature, nurture your residents, it's all we have left to enjoy now, and to leave for future generations.

Sincerely,
‐‐
Tanya Petrovna
Chef and Founder
www.cheftanyaskitchen.com
@cheftanyaskitchen
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Item 3D - 95
2 Life is short, do it (t)all!
Item 3D - 96
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Robin Rodriguez <[email protected]>
Sent: Tuesday, June 9, 2020 3:51 PM
To: Planning <[email protected]>
Subject: Saving the Desert
E
Please save what’s left of open space here in Palm Springs. Enough mistakes have been made to the city already. I was born here 60 years ago and have never left. It’s still beautiful........Please don’t ruin it. Sincerely,Robin Rodriguez Sent from my iPhone
Item 3D - 97
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Diane Ross <[email protected]>
Sent: Monday, June 8, 2020 7:38 PM
To: Planning <[email protected]>
Subject: Open Space
E
This is a request that you NOT change the designation of land that is open space. It must remain as Open Space for the sake of the next generations.

Please do not do something that we will all regret.

Thank you,
Dr. Diane Ross
Sent from my iPhone
Item 3D - 98
1 David Newell
‐‐‐‐‐Original Message‐‐‐‐‐
From: Fire <[email protected]>
Sent: Tuesday, June 9, 2020 3:47 PM
To: Planning <[email protected]>
Subject: PROTECT OPEN SPACE
E
Hello
thank you for your good service
As a public servant please join me in protecting the best interest of our citizens and visitors by protecting our open space in our area.

We cannot allow a single variance. Not one exception.PROTECT OPEN SPACE The citizens have made their voice and intention very clear over the long journey last few years open space on the creation of the parameters for such.

Please we must Preserve Open space it is the number one reason residents n visitors come to ps. We must protect our greatest natural resource.

Thank you
Ruth Sinfuego
760‐534‐4581
Item 3D - 99
1 David Newell
From: slime time <[email protected]>
Sent: Tuesday, June 9, 2020 4:32 PM
To: Planning <[email protected]>
Subject: OPEN
KEEP OPEN SPACES OPEN!!!!!!!!
Do NOT CHANGE the general plan

KEEP OPEN SPACES OPEN
Sent from Yahoo Mail for iPhone
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Item 3D - 100
1 David Newell
From: [email protected] <[email protected]>
Sent: Tuesday, June 9, 2020 4:34 PM
To: Planning <[email protected]>
Subject: SAVE OPEN SPACE
Save "Open Space" on the General Plan PLEASE!!!!!
No Variances!!!!!
No giant hotel in the Demuth Park Neighborhood....... NO EXCEPTIONS!!! Thanks,
Stephanie
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Item 3D - 101
1 Flinn Fagg
Subject: FW: Boulders
‐‐‐‐‐Original Message‐‐‐‐‐
From: John Young <[email protected]>
Sent: Tuesday, June 9, 2020 2:41 PM
To: CityClerk <[email protected]>
Subject: Boulders
E
To General Plan Steering Committee,
We all are ready to pitch in to help in a time where we know we face budget challenges.

However, Trashing the few remaining environmentally preserved and precious resources Is not the answer.

The Boulders, for example, is culturally and historically relevant to the very core of Palm Springs long time appeal to residents and visitors alike. It is also crucial to already inherent and threatened plant and wildlife.

More than these, I have been witness to such similar thoughts of quick solutions in other communities that did not offer return as expected. Worse, they became eyesores, and even a drag on city resources for years and even decades.

Again, I believe Palm Springs residents accept the reality, and are ready to step forward. Sacrificing such as Boulders on the other hand is doubly wrongheaded. It will destroy beauty and quality that cannot be recovered. Once gone is forever gone. And it’s economic promise for the city could prove dubious, counterproductive, and even worse.

My respect and thanks for listening in this important matter.

John Sacret Young
Sent from my iPhone
Item 3D - 102
1 David Newell
From: Liz Loomis <[email protected]>
Sent: Monday, July 20, 2020 7:50 AM
To: Flinn Fagg; David Newell
Cc: 'Kathleen Weremiuk'; Claudia/Tallfellow; Michael Fleming; Fred Balduini; Bob Doren; Dan Hall; David Anderson; Eric Dutton; Liz Loomis; Ned Barker; Tony & Denise Hoetker; Tyler Burton
Subject: General Plan Update - Comments for Today's Meeting Mr. Fagg and Mr. Newell,
The Little Tuscany Neighborhood Organization understands that the Committee is meeting to develop language for goals associated with the General Plan Update. Many of our neighbors participated in the online surveys and meetings to ask that the City change the land use designation for Boulders and Crescendo from residential development to open space.

We ask that protecting and creating open spaces be a priority for the Committee in its recommendations. These open spaces on the hillsides and in the City provide habitat for wildlife, recreation opportunities for residents and visitors, and combats climate change. These vistas are part of what make Palm Springs unique and have environmental significance being part of the Chino Cone alluvial fan.

We respectfully request the Committee use language in its goal‐setting work that communicates to Council this objective. Thank you in advance for considering our request. May I also ask that you share this communication with all the Committee members?
Sincerely,

LIZ LOOMIS
Public Affairs
(425) 308‐6236 [email protected] www.llpa.biz

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Item 3D - 103
1 David Newell
From: Nickie McLaughlin <[email protected]>
Sent: Monday, July 20, 2020 11:39 AM
To: Flinn Fagg; David Newell
Subject: Comments for GP Update - Friends of Palm Springs Mountains Attention of:

Director of Planning Services, Principal Planner Newell, Planning Commission General Plan Update:

On behalf of the board of directors of Friends of Palm Springs Mountains (Friends) we would like to add comment for your consideration in regards to open space.

Boulders and Crescendo have recently been the center of discussion by the city council as a way to assist with the financial shortage of the annual budget due to COVID 19. While we understand and appreciate the difficulties ahead we feel that selling these properties is a shortsighted approach to solving the problem.

As I am sure you are aware, both these properties have been a source of controversy for many years and it was with great pleasure that the opportunity arose to preserve these locations at the beginning of the year. In discussions with the property owner and the council, the council accepted these parcels with the intent of preserving them in perpetuity.

While Boulders and Crescendo may be considered by some to be infill locations, the fact is, the development of these areas will have a permanent effect on not only the neighborhood but also the surrounding views from a myriad of locations across the valley. The Little Tuscany neighborhood was developed with sensitive guidelines that created the neighborhood you see today. Sadly Racquet Club from N Palm Canyon now resembles a mini highway as opposed to the meandering road that used to exist, reflecting the same design enjoyed in the Chino Canyon neighborhood.

The point is it is very easy to destroy a natural setting, even with the best intentions.

Case in point, Pedregal, the now abandoned housing development that has forever ruined the scenic portion now only seen on the north side of Tramway when entering the city.

As you move forward with updating the General Plan, Friends respectfully requests that you consider retaining these properties as open space and include them in the Chino Canyon Natural Preserve created by Friends after acquiring Angel Cove, Shadowrock and surrounding properties.

Thank you in advance for your consideration.

Sincerely,
E
Item 3D - 104
2 Nickie McLaughlin
Chair
Friends Palm Springs Mountains
Item 3D - 105
1 David Newell
From: michele johnson <[email protected]>
Sent: Friday, July 24, 2020 2:54 PM
To: David Newell
Subject: planning special meeting 7/29 2A
Hi Commissioners,
Regarding item 2A on the7/29 agenda, I haven't seen the changes, but please no rezoning of open spaces. Do NOT turn Bel Air Greens into wall to wall condos. We need open spaces and we need them where they are, not off in the mountains! Keep developers hands off golf courses. Turn them into parks or nature preserves.

And please stop turning commercial districts into housing ie. S Palm Canyon at Mesquite.

Thank you,
Michele Johnson
Palm Springs
E
Item 3D - 106
1 David Newell
From: David Freedman
Sent: Wednesday, July 29, 2020 7:03 PM
To: David Newell
Cc: Flinn Fagg; Patrick Tallarico
Subject: Climate change language for GP Priority #2
Hi David,
I’m watching the PC meeting live. I’m glad to see that Chair Weremiuk’s climate change language will be included in Priority #2, as this was noted in the survey results and climate change adaptation and resilience must be addressed in the safety element of the GP, as per Government Code Section 65302(g)(4).

This issue is addressed in the guiding principles on page 1-4 of the draft Ventura County General Plan I sent you last week as follows:

Climate Change and Resilience
Reduce greenhouse gas emissions to achieve all adopted targets, proactively anticipate and mitigate the impacts of climate change, promote employment opportunities in renewable energy and reducing greenhouse gases, and increase resilience to the effects of climate change.

Using the Ventura County text as a guide, you may want to consider the following additional language (underlined) for Priority #2:

Promote the efficient use of energy, land, water and other natural resources to enhance the sustainability and livability of our community, and anticipate and mitigate the impacts of climate change.

Best,
David Freedman
David Freedman
Member, Palm Springs Sustainability Commission
Email. [email protected]
Home: (760) 832 8268
Cell: (347) 634 2723
Item 3D - 107
1 David Newell
From: Roy Clark
Sent: Tuesday, August 11, 2020 3:55 PM
To: Patrick Tallarico
Cc: David Newell
Subject: General Plan Revision
Hi Patrick,
During the July 29 Planning Commission meeting about the General Plan, I took a screen shot of the “sustainability priority”. I typed it below.

Looking at it again, I see that there is a lot of room for improvement. Climate change came up in the meeting and will be added. My comment about adding waste reduction came later. “Sustainability” is generally understood (ref: definition in the brochure we have as a hand‐out). “Livability” is fuzzy.

Thanks.

Roy
Priority 2
2007 Priority
Establish the City as a leader in efficient use of resources: land, water, and energy.

Promote energy efficiency and the efficient use of natural resources. Promote the development of alternate energy industries and use of alternate energy sources such as wind and solar in new and existing construction to minimize resource depletion and conserve resources for future generations.

GPSC Revision
Continue to advance sustainability and livability in the City of Palm Springs.

Promote the efficient use of energy, land, water and other natural resources to enhance the sustainability and livability of our community. Support sustainable/alternative energy industries and the use of alternative energy sources in new and existing construction to minimize resource depletion and conserve resources for future generations.

Item 3D - 108
1 David Newell
From: Dennis Woods
Sent: Monday, December 7, 2020 6:07 PM
To: David Newell
Cc: Dan Spencer; Kathy Weremiuk
Subject: FW: Pedestrian - General Plan Update
Attachments: ps ped plan.pdf
Dear Planner Newell and Chair Weremiuk,
Can you please add the attached comments to those received for the General Plan update. Mr. Spencer (copied on this email) has additional notes and comments he may want to share. If you could reach out to him it would be appreciated. Cheers,
Dennis
From: Dan Spencer <[email protected]> On Behalf Of Dan Spencer Sent: Monday, December 7, 2020 9:41 AM
To: Dennis Woods <[email protected]>
Subject: Pedestrian
Dennis,
Thought you might be interested in this.

Best,
Dan Spencer, AIA
760Ͳ902Ͳ5444
E
Item 3D - 109
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From the PALM SPRINGS GENERAL PLAN...

Pedestrian activity is an important part of the City’s recreational lifestyle.

Pedestrian facilities such as walkways, bridges, trails, crosswalks, signals, benches, and shade canopies are a
critical component of the nonmotorized transportation
network in Palm Springs.

In areas where pedestrian facilities are present, people will be much more likely to make short trips by walking instead of by automobile. Pedestrian walkways help to
link educational facilities to City parks, and can help create a critical lifeline between the retail shops Downtown and the City’s resort amenities such as the Convention
Center, casino, and hotels.

Goal CR-7 Create a pedestrian experience that is attractive to both residents and visitors.

Policies
CR7.1 Provide barrier-free accessibility for all handicapped residents, employees and visitors, including special designs for rural street profiles to accommodate ADA-required path of travel separation from vehicular
lanes.

CR7.2 Encourage pedestrian street crossings at midblock in the Central Business District, where the distance between street intersections is in excess of 1,000 feet. Midblock pedestrian crossings shall be installed upon a determination by the City Engineer that sufficient warrants exist for such crossings, which should be signalized and designed with decorative street improvements to correspond to other mid-block pedestrian crossings within the Central Business District.

CR7.3 Create a desirable pedestrian walking environment that links the Downtown with the Convention Center
through the use of signage, landscape, and streetscape
improvements and the development or renovation of retail/restaurant facilities along the linkage.

CR7.4 Provide a welcoming atmosphere for visitors by
providing easy access, parking, and pedestrian facilities Downtown.

CR7.5 Provide shade on sidewalks, particularly
Downtown, to make walking more appealing during
the summer months.

CR7.6 Provide lighting and signage Downtown that provides for safe travel by residents, employees and visitors.

CR7.7 Improve pedestrian access to and from parking
locations in the Downtown.

CR7.8 Improve pedestrian links from surroundings
residential areas to commercial areas and Downtown.

CR7.9 Establish roadway designs—width, sidewalks,
parking, landscaping, etc.—that complement the community character and contribute to the livability of neighborhoods and commercial districts.

CR7.10 Provide and maintain trash receptacles, benches, shade structures, drinking fountains and other amenities in pedestrian corridors throughout the City.

CR7.11 Utilize traffic calming measures in accordance
with the City’s Neighborhood Traffic Calming Program
in appropriate locations to slow traffic, improve the pedestrian experience, and help reduce noise impacts on adjacent uses.

CR7.12 Ensure that appropriate pedestrian facilities are provided as a component of new development.

CR7.13 Provide incentives to developers to add pedestrian trails and infrastructure. Traffic calming is the application of strategies used to reduce the speeds of vehicular traffic, alter driver behavior, and improve conditions for pedestrians. Examples of traffic calming measures include speed bumps, bulb outs of sidewalks and neck downs of roadways.
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Item 3D - 115
1 David Newell
From: Flinn Fagg
Sent: Monday, December 14, 2020 8:49 AM
To: David Newell
Subject: FW: City's General Plan - A Smoke-Free City
FYI
From: [email protected] [mailto:[email protected]] Sent: Thursday, December 10, 2020 2:43 PM
To: Flinn Fagg <[email protected]>
Cc: Geoff Kors <[email protected]>; 'Carl Baker' <[email protected]>; 'Bob Heinbaugh' <[email protected]>
Subject: City's General Plan ‐ A Smoke‐Free City
Hi Flinn,
Cc: Geoff Kors, Carl Baker,
Will the new General Plan for the City include the goal for us to become a “Smoke‐ Free City”? If that’s not yet in it, please add it, or tell us what we need to do to further promote it. I’m hoping all my guerrilla marketing notes about becoming a Smoke‐Free City, that I put/stuck anywhere and everywhere at the General Plan meetings worked their way into the plan. This is an issue that really matters.

We’ve laid low on this issue this year because we realize the City has an extraordinary number of critical issues going on as a result of the pandemic/endemic. We did not feel right pushing it at this time. But we don’t want to risk not getting a “Smoke‐Free City” into the General Plan.

Thank You,
Bob Heinbaugh & Paul Hinrichsen
E
Item 3D - 116
1 David Newell
From: Flinn Fagg
Sent: Monday, December 14, 2020 8:38 AM
To: David Newell
Subject: FW: General Plan Ideas/Vision
From: T Talala [mailto:[email protected]]
Sent: Friday, December 11, 2020 5:08 AM
To: Flinn Fagg <[email protected]>; T Talala <[email protected]> Subject: General Plan Ideas/Vision
Good morning Flinn and hope you’re well and safe. A little over a week ago I was on one of those zoom meetings and David Newell provided his email address for those of us who would like to contribute or suggest any ideas as to the vision of Palm Springs as reflected in the general plan that is being revised my understanding.

Was wondering the best way to get a hold of him because I sent him a couple of emails but I haven’t heard back so it’s possible that he’s just quite busy. I would really like to see policies which could allow for limited agricultural uses in residential areas, garden communities in keeping with emerging trends, healthy habits and farm to table. I think it would be a refreshing change that would also keep us active as we age. Golf courses could also be repurposed thus becoming a social hub by fostering social interaction.

I don’t know, just a thought. I believe some Scandinavian countries have experimented and have had success with this concept, but it’s also been on my mind for sometime now is something I would even love to do for myself or if I had the money and the resources to develop a subdivision with that in mind. I think it’s the type of ideas that could put Palm Springs, Coachella Valley at the forefront in conservation, innovation and health. it’s been on my mind for sometime as well as I grow, finding healthier options, and I don’t mean just eating healthier, but also keeping active. I think those of us seeking alternatives will have the work and the exercise cut out for them.… LOL in a fun kind of way. I don’t remember quite for certain who but I think maybe Jane Jacobs talked about something like that back then.

P.s. on a separate note , I’m sure you guys are already addressing the noise ordinance in particular as it relates to downtown. I know it’s probably more on the zoning level but I was wondering if there are overall provisions in the general plan guiding its principles.

Stay well my friend.

Tareef
The Village
--
Sent from Gmail Mobile
E
Item 3D - 117
1 David Newell
From: Geoff Kors
Sent: Wednesday, March 3, 2021 12:00 PM
To: Patrick Tallarico <[email protected]>; Flinn Fagg <[email protected]> Cc: David Ready <[email protected]>
Subject: Fwd: GP Update DCE related
This is a great idea for when we do that portion.

Get Outlook for Android
From: LuckerAnderson <[email protected]>
Sent: Wednesday, March 3, 2021 10:53:03 AM
To: Geoff Kors <[email protected]>
Subject: GP Update DCE related

Geoff
The reason I called this morning is to ask if you or Tom Kirk would want to redraft this portion of the General Plan Land Use Element:

RECREATION, OPEN SPACE &

CONSERVATION ELEMENT

MINERAL AND ENERGY RESOURCES
State law requires that the General Plan address the conservation, development, and utilization of natural resources, including minerals, oil and gas, geothermal, agricultural land, and timber, among others. Palm Springs lacks oil, gas, geothermal energy, and agriculture resources, and the forests of the Santa Rosa and San Jacinto Mountains are protected from logging. The two primary resources are minerals and energy potential.

Electricity and Natural Gas
Let the City change this part to discuss Desert Community Energy Southern California Edison (SCE) provides electricity to Palm Springs. High- voltage transmission lines deliver power to the substation where power is stepped down and distributed through lower-voltage lines. Homes and businesses receive power through a final transformer, which brings voltages down to usable levels. Natural gas is an energy source that is increasingly in demand, relatively inexpensive, clean burning, and convenient.

E
Item 3D - 118
2 Natural gas is found in association with petroleum crude oil deposits and is transported through the country through highpressure transmission lines. Gas service is provided by the Southern California Gas Company.

The Southern California Gas Company also offers a wide range of energy management, conservation, and equipment retrofit programs for its customer base. The Self-Generation Incentive Program provides financial incentives to encourage the installation of electricity generation technologies, including photovoltaic, fuel cells, wind turbines, and cogeneration. Many local companies, including the City and the Spa Resort Casino, have taken advantage of programs offered by the Southern California Gas Company.

Palm Springs participates in the Southern California Local Government Initiative, sponsored by SCE and the building industry, and specifically in SCE’s Community Energy Efficiency Program. Under this program, participating local governments give builders incentives to exceed state energy-efficiency standards in new construction by granting local recognition, fee deferral, prioritized plan checks, and expedited field inspections. In exchange for these benefits, developers must construct homes that use 15 percent less energy than the state’s energy efficiency requirements.

Chris Lucker
[email protected]
(310) 489 1605
1801 East Tahquitz Canyon Way
Palm Springs, CA 92262

THIS MESSAGE IS INTENDED ONLY FOR THE USE OF THE INDIVIDUAL OR ENTITY TO WHICH IT IS ADDRESSED AND MAY CONTAIN INFORMATION THAT IS PRIVILEGED, CONFIDENTIAL AND EXEMPT FROM DISCLOSURE UNDER APPLICABLE LAW. IF THE READER OF

THIS MESSAGE IS NOT THE INTENDED RECIPIENT, YOU ARE HEREBY NOTIFIED THAT ANY DISSEMINATION, DISTRIBUTION, OR COPYING OF THIS COMMUNICATION IS STRICTLY PROHIBITED. IF YOU HAVE RECEIVED THIS COMMUNICATION IN ERROR, PLEASE NOTIFY US IMMEDIATELY BY TELEPHONE OR EMAIL RESPONSE. THANK YOU.

Item 3D - 119
1 David Newell
From: T Talala <[email protected]>
Sent: Thursday, May 13, 2021 3:18 PM
To: David Newell; Flinn Fagg; Christy Holstege; Talala Talala Subject: General Plan Ideas
Attachments: Palm Spring General Plan Ideas.docx
NOTICE: This message originated outside of The City of Palm Springs ‐‐ DO NOT CLICK on links or open attachments unless you are sure the content is safe.

Dear David,
Humbly and respectfully, attached please find some ideas for the new General plan. They are not in any specific order and as I thought of ideas I added them, sometimes not realizing I may have already had them down, so please pardon the redundancy. I am working on some ideas for the Noise Ordinance that I hope would help.

Please let me know if you need any clarification. I'm available to help anytime. If you would also please let me know if I should email this to the Planning commission or members of City Council
Sincerely,
Tareef TALALA
Item 3D - 120
Palm Spring General Plan Ideas
Convert former golf courses into co-op community gardens. Urban Gardens / Agriculture, Community gardens, “Agri hoods”, “Victoria Gardens”, etc. Use for organic, pesticide free urban farmland/greenbelt for produce (kale, avocado, lemon, tomatoes, etc.). Sustainably raised grass fed and dairy farms, cage-free chicken, egg farms, even wild caught salmon if conditions permit), thus converting unused or underused Country Clubs into self-sustained communities where home owners would own a fraction of a “farm”, much as they owned a fraction of the golf course.

Allow certain agricultural zoned land to be developed as “residential/agricultural” and “Residential” zoning to be interpreted too with leniency to allow certain agricultural use so as to promote organic, sustainable, self-sufficient, eco-friendly and farm to table living. Lot size requirements may have to be larger in areas where “limited” agriculture is allowed. Startup farmers could manage the former golf courses until or if the community would prefer managing it itself. It might also be necessary to build greenhouses to deal with the extreme temperatures in Palm Springs. Homeowners could offer to volunteer to farm, providing a source of joy, exercise and giving back. Bike paths could even be created and picnic park like areas. Small sections could be sold off perhaps and converted into commercial or residential to finance the project. Could be called boutique resort or modern living/farming. NIMBY would become “YMBY”. Restaurants and grocery stores could start using more locally grown/sourced produce and eggs etc.

Alternatively, non-profitable, dilapidated or underused golf courses could also become higher density residential whereby the City would encourage alternative options, such as container, prefab or shipping homes, as well as tiny, green and eco-friendly homes. Where a no longer needed or functional swimming pool would be converted into a greenhouse. There are programs out there that the City, developers, and home owners could take advantage of.

County, State and Federal Programs (grants, tax incentives and/or credits, flexible zoning interpretation, interest free loans, etc.) designed for green living, organic farming, recycling and repurposing property, gentrification, and a healthy, active and participatory lifestyle for our population are available.

Imagine a hotel guest, a vacation rental guest or us in our own homes where one could enjoy the benefits of Farm-to-Table eating? If we can just walk to our own back yard to get the produce, instead of having to go to the grocery store…
Item 3D - 121
The City should encourage its residents to have a greener footprint and promote sustainability and self-sufficiency by introducing policies into the general plan aimed to allow people to collect water, compost, generate power, use solar technologies, and promote recycled building materials by making allowances and exercise flexibility in the interpretation of the zoning bylaws.

Finally, the last idea is to plant fruit trees on sidewalks as a way to promote healthy living and to be at the forefront, as a model of a self-sustained model community for our local as well as International visitors.

Sincerely,
Tareef TALALA
OPPI& MCIP, Former member
Item 3D - 122
1 David Newell
From: J Gamble <[email protected]>
Sent: Monday, June 28, 2021 3:48 PM
To: David Newell
Cc: J Gamble
Subject: General Plan Update 2040 Committee Meeting 6/28/21 - Public Comments NOTICE: This message originated outside of The City of Palm Springs ‐‐ DO NOT CLICK on links or open attachments unless you are sure the content is safe.

Attention Mr. David Newell
June 28, 2021
Dear General Plan Update Committee and Team:

Thank you to the staff and the committee for dedicating valuable time to the update of the City’s General Plan.

The information provided in the technical memorandum for this meeting on 6/28/21 generally identifies a slight increase in overall population through General Plan Update planning window of 2040 (compared to General Plan 2007).

When the General Plan Update DEIR is prepared and circulated to the public for the public’s review, please include an adequate analysis of potential impacts to all public services including, but not limited to, roads, water service, parks, recreation, and other infrastructure and services to support current and future residents and businesses.

Could you be so kind as to identify when the General Plan Update Team anticipates the date for the General Plan Update 2040 DEIR scoping meeting, and also when the DEIR will be released for public review.

Thank you for your consideration.

Joe Gamble
Item 3D - 123
P: (626) 381-9248
F: (626) 389-5414
E: [email protected]
Mitchell M. Tsai
Attorney At Law
155 South El Molino Avenue
Suite 104
Pasadena, California 91101
VIA U.S. MAIL & E-MAIL
July 13, 2021
Development Services Department
Planning Division
City of Palm Springs
3200 East Tahquitz Canyon Way
Palm Springs, CA 92262
Em: [email protected]
RE: City of Palm Springs Limited General Plan Update
Dear Development Services Department,
On behalf of the Southwest Regional Council of Carpenters (“Commenter” or “Carpenter”), my Office is submitting these comments on the City of Palm Springs’ (“City”) General Plan Community Workshop #2 for its Limited General Plan Update of the Land Use, Circulation, Housing, and Safety Elements. (“Project”).

The Southwest Carpenters is a labor union representing more than 50,000 union carpenters in six states and has a strong interest in well ordered land use planning and addressing the environmental impacts of development projects.

Individual members of the Southwest Carpenters live, work and recreate in the City and surrounding communities and would be directly affected by the Project’s environmental impacts.

Commenters expressly reserves the right to supplement these comments at or prior to hearings on the Project, and at any later hearings and proceedings related to this Project. Cal. Gov. Code § 65009(b); Cal. Pub. Res. Code § 21177(a); Bakersfield Citizens for Local Control v. Bakersfield (2004) 124 Cal. App. 4th 1184, 1199-1203; see Galante Vineyards v. Monterey Water Dist. (1997) 60 Cal. App. 4th 1109, 1121.

Commenters incorporates by reference all comments raising issues regarding the EIR submitted prior to certification of the EIR for the Project. Citizens for Clean Energy v City Item 3D - 124
City of Palm Springs – Limited General Plan Update
July 13, 2021

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Palm Springs City CouncilApril 7, 2022

Palm Springs City Council
April 7, 2022