ENV 4. Reimburse City for Monitoring Expenses. The developer shall reimburse the City for the City's costs incurred in monitoring the developer's compliance with the conditions of approval and mitigation monitoring program, including, but not limited to inspections and review of developer's operations and activities for compliance with all applicable mitigation measures. This condition of approval is supplemental and in addition to normal building permit and public improvement permits that may be required pursuant to the Palm Springs Municipal Code.
PLANNING DEPARTMENT CONDITIONS
PLN 1. Submittal of Final POD. The Final Planned Development plans shall be submitted in accordance with Section 94.03.00 (Planned Development District) of the Zoning Ordinance. Final development plans shall include site plans, building elevations, floor plans, roof plans, grading plans, landscape plans, irrigation plans, exterior lighting plans, sign program, mitigation monitoring program, site cross sections, property development standards and other such documents as required by the Planning Commission and Planning Department. Final Planned Development District applications must be submitted within two (2) years of the City Council approval of the preliminary planned development district.
PLN 2. Sign Applications Required. No signs are approved by this action. Separate approval and permits shall be required for all signs in accordance with Zoning Ordinance Section 93.20.00.
PLN 3. Outdoor Lighting Conformance. Exterior lighting plans, including a photometric site plan showing the project's conformance with Section
93.21 .00 Outdoor Lighting Standards of the Palm Springs Zoning ordinance, shall be submitted for approval by the Department of Planning prior to issuance of a building permit. Manufacturer's cut sheets of all exterior lighting on the building and in the landscaping shall be included. If lights are proposed to be mounted on buildings, down-lights shall be utilized. No lighting of hillsides is permitted.
PLN 4. Water Efficient Landscaping Conformance. The project is subject to the Water Efficient Landscape Ordinance (Chapter 8.60.00 and Chapter 11 .06) of the Palm Springs Municipal Code and all other relevant water efficient landscape ordinances. The applicant shall submit a landscape and irrigation plan to the Director of Planning for review and approval prior to the issuance of a building permit. Landscape plans shall be wet stamped and approved by the Riverside County Agricultural Commissioner's Office prior to submittal.
Prior to submittal to the City, landscape plans shall also be certified by the local water agency that they are in conformance with the water agency's and the City's Water Efficient Landscape Ordinances.
Item 1V - Page 118
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PLN 5. Flat Roof Requirements. Roof materials on flat roofs (less than 2:12) must conform to California Title 24 thermal standards for "Cool Roofs". Such roofs must have a minimum initial thermal emittance of 0.75 or a minimum SRI of 64 and a three-year aged solar reflectance of 0.55 or greater. Only matte (non-specular) roofing is allowed in colors such as beige or tan.
PLN 6. Maintenance of Awnings & Projections. All awnings shall be maintained and periodically cleaned.
PLN 7. Screen Roof-mounted Equipment. All roof mounted mechanical equipment shall be screened per the requirements of Section 93.03.00 of the Zoning Ordinance.
PLN 8. Surface Mounted Downspouts Prohibited. No exterior downspouts shall be permitted on any facade on the proposed building(s) that are visible from adjacent streets or residential and commercial areas.
PLN 9. Pool Enclosure Approval Required. Details of fencing or walls around pools (material and color) and pool equipment areas shall be submitted for approval by the Planning Department prior to issuance of Building Permits.
PLN 10. Exterior Alarms & Audio Systems. No sirens, outside paging or any type of signalization will be permitted, except approved alarm systems.
PLN 11 . Outside Storage Prohibited. No outside storage of any kind shall be permitted except as approved as a part of the proposed plan.
PLN 12. No off-site Parking. Vehicles associated with the operation of the proposed development including company vehicles or employee vehicles shall not be permitted to park off the proposed building site unless a parking management plan has been approved.
PLN 13. Bicycle Parking. The project shall be required to provide secure bicycle parking facilities in the Sculpture Garden area for use by residents and visitors. Location and design shall be approved by the Director of Planning.
PLN 14. Update of City's Zoning Map. Upon approval of the proposed Change of Zone, Tract Map and/or Planned Development District, the applicant shall be responsible for costs associated with update of the City's GIS based zoning maps.
PLN 15. Provide 'smart controllers' for all irrigation systems.
PLN 16. Development Standards. The following development standards shall apply to PD 381 .
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Development Standard PD-381
Min. Lot Size 4,003 Square Feet
Min. Setbacks (Interior)
• Front - Residence 5 Feet
• Front - Garage 18 Feet
• Front - Garage (Lots 1, 35, 39,
40, 47, 48) 5 Feet
•Side 5 Feet
• Rear 5 Feet
Min. Setbacks (Perimeter) 25 Feet
Max. Lot Coveraae 50%
Distance Between Buildinas 1 O Feet
Max. Buildinq Heiqht 24 Feet
Min. Outdoor Space 550 Square Feet
Any accessory structures not anticipated as part of this planned development district application may be permitted in accordance with the requirements of the R-1-D zoning district.
PLN 17. Vehicular Gates. Vehicular gates shall not be permitted pursuant to General Plan policy CD 14.6. (Added by the City Council on July 5, 2017) PLN 18. Pedestrian Connectivity. Provide additional pedestrian connection(s) to the public sidewalks at the perimeter of the site where feasible. (Added by the City Council on July 5, 2017)
PLN 19. Driveway Length. Driveway length shall either be a minimum of 18 feet, or a maximum of five feet for Lots 1, 35, 39, 40, 47, and 48.
PLN 20. Building Separation. There shall be a minimum of fifteen (15) feet of separation between the second floors of a building to an adjacent second floor of a building. (Modified by the City Council on July 5, 2017) PLN 21 . Touching Canopy of Trees. The developer shall plant/install touching canopy of trees surrounding the development allowing walkability. (Added by the City Council on July 5, 2017)
PLN 22. Solar Requirement. Residential buildings shall be wired for solar installations providing a minimum of 2,000 kilowatts.
PLN 23. Minimum 30-Day Rental. The CC&R's shall restrict short-term rental to a minimum of thirty (30) days. (Added by the City Council on July 5, 2017) PLN 24. Wall Articulation. The applicant shall add articulations to the walls along East Palm Canyon Drive subject to the review of a subcommittee of Item 1V - Page 120
Resolution No. 24265, 24266, 24267
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Councilmembers Chris Mills and JR Roberts. (Added by the City Council on July 5, 2017)
POLICE DEPARTMENT CONDITIONS
POL 1. Developer shall comply with Section II of Chapter 8.04 "Building Security Codes" of the Palm Springs Municipal Code.
BUILDING DEPARTMENT CONDITIONS
BLD 1. Prior to any construction on-site, all appropriate permits must be secured.
ENGINEERING DEPARTMENT CONDITIONS
The Engineering Division recommends that if this application is approved, such approval is subject to the following conditions being completed in compliance with City standards and ordinances.
Before final acceptance of the project, all conditions listed below shall be completed to the satisfaction of the City Engineer.
All Grading Plans, Improvement Plans, Required Studies and Documents listed below, must be submitted to Public Works and Engineering Department for review and approval.
STREETS
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The City Council approves deferral of off-site improvement items (identified as "Deferred') at this time due to lack of full improvements in the immediate area. The owner shall execute a street improvement covenant agreeing to construct all required street improvements upon the request of the City of Palm Springs City Engineer at such time as deemed necessary. The covenant shall be executed and notarized by the property owner(s) prior to approval of the Grading Plan or issuance of grading or building permits. A current title report; or a copy of a current tax bill and a copy of a vesting grant deed shall be provided to verify current property ownership. A covenant preparation fee in effect at the time that the covenant is submitted shall be paid by the applicant prior to issuance of any grading or building permits.
Any improvements within the public right-of-way require a City of Palm Springs Encroachment Permit. All improvements are subject to inspection and a 24 to 48 hour inspection notification is required.
Applicant shall obtain State permits and approval of plans for all work done on State Highway 111 . A copy of an approved Caltrans encroachment permit shall be provided to the City Engineer prior to the Item 1V - Page 121
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issuance of any building permits, unless otherwise allowed by the City Engineer. Conditions indicated herein related to East Palm Canyon Drive (State Highway 111) are subject to change in accordance with Caltrans requirements, as may be indicated by improvement plans approved by Caltans and/or an Encroachment Permit issued by Caltrans to the applicant for construction of improvements along East Palm Canyon Drive (State Highway 111 ).
Submit street improvement plans prepared by a registered California civil engineer to the Engineering Division. The plans shall be approved by the City Engineer prior to issuance of any building permits.
Abandonment of right-of-way is required to facilitate the proposed development application. Right-of-way abandonment for a portion of Matthew Drive (transitioning from existing 44 feet of right-of-way to 22 feet of right-of-way) shall be reviewed and approved by the City Engineer.
Right-of-way abandonment for the easterly 23 feet of Linden Way (preserving necessary right-of-way for a standard street knuckle at the intersection of Linden Way and the East Palm Canyon Drive frontage road) shall be reviewed and approved by the City Engineer. Approved right-of-way abandonment shall be acknowledged on the Final Map in accordance with Subdivision Map Act Section 66434(9). Prior to approval of a Final Map, the applicant shall coordinate with each public utility company and determine specific requirements as to the abandonment and/or relocation of existing underground utilities that may exist within the public rights-of-way to be abandoned.
The applicant shall be required to construct asphalt concrete paving for streets in two separate lifts. The final lift of asphalt concrete pavement shall be postponed until such time that on-site construction activities are complete, as may be determined by the City Engineer. Paving of streets in one lift prior to completion of on-site construction will not be allowed, unless prior authorization has been obtained from the City Engineer.
Completion of asphalt concrete paving for streets prior to completion of on-site construction activities, if authorized by the City Engineer, will require additional paving requirements prior to acceptance of the street improvements, including, but not limited to: removal and replacement of damaged asphalt concrete pavement, overlay, slurry seal, or other repairs, as required by the City Engineer.
The public street improvements outlined in these conditions of approval are intended to convey to the applicant an accurate scope of required improvements, however, the City Engineer reserves the right to require additional improvements as may be determined in the course of the review and approval of street improvement plans required by these conditions.
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EAST PALM CANYON DRIVE (STATE HIGHWAY 111)
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Dedicate additional right-of-way to accommodate the ultimate width of 50' feet along the East Palm Canyon Drive frontage, including a property line - corner cut back at the southwest corner of East Palm Canyon Drive and Gene Autry Trail in accordance with City of Palm Springs Standard Drawing No. 105.
Remove the existing 8 inch curb and gutter along the entire frontage, and construct an 8 inch curb and gutter, located a minimum of 38 feet south of centerline in accordance with City of Palm Springs Standard Drawing No. 200. "Deferred'
Remove and reconstruct the existing curb return , spandrel and crossgutter at the southwest corner of the East Palm Canyon Drive and Gene Autry Trail intersection as necessary to accommodate widening of East Palm Canyon Drive. If necessary, remove and reconstruct the entire cross-gutter extending to the southeast corner of the East Palm Canyon Drive and Gene Autry Trail intersection as required by the City Engineer. "Deferred'
Construct a 12 feet wide combination sidewalk and bicycle path along the entire frontage extending to Linden Way. The construction shall be with colored Portland cement concrete, with an admixture of Palm Springs Tan, Desert Sand, or approved equal color by the Engineering Division.
Construct a minimum 14-feet wide landscaped median island across the entire frontage from Linden Way to Gene Autry Trail/Matthew Drive.
Provide a 375 feet long eastbound left turn pocket at Gene Autry Trail/Matthew Drive, with a 150 feet long bay taper. The left turn pocket shall be designed in accordance with Section 405 of the current edition of the Caltrans Highway Design Manual, as approved by the City Engineer. "Deferred'
Submit landscaping and irrigation system improvement plans for the proposed median for review and approval by the City Engineer. The irrigation system shall be separately metered from the parkway landscaping to be maintained by the applicant, for future use by the City upon acceptance of the landscaping by the City. The plans shall be approved in conjunction with the street improvement plans for the median and prior to issuance of a building permit, unless otherwise allowed by the City Engineer. "Deferred'
All median landscaping shall be guaranteed for a period of one year from the date of acceptance by the City Engineer. Any landscaping that fails during the one year landscape maintenance period shall be replaced with Item 1V - Page 123
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similar plant material to the satisfaction of the City Engineer, and shall be subject to a subsequent one year landscape maintenance period. "Deferred'
Construct pavement with a minimum pavement section of 5 inches asphalt concrete pavement over 4 inches crushed miscellaneous base with a minimum subgrade of 24 inches at 95% relative compaction , or equal, from edge of proposed gutter to clean sawcut edge of pavement along the entire frontage in accordance with City of Palm Springs Standard Drawing No. 110 and 340. Additional pavement removal and replacement may be required upon review of existing pavement cross-sections, and to ensure grade breaks of the pavement cross-section do not occur within a travel lane. If an alternative pavement section is proposed, the proposed pavement section shall be designed by a California registered Geotechnical Engineer using "R" values from the project site and submitted to the City Engineer for approval. "Deferred'
MATTHEW DRIVE
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Dedicate a half street right-of-way of 22 feet along the frontage where necessary.
The existing street improvements extending south of Gene Autry Trail shall be protected in place to the extent that an appropriate transition of curb and gutter from 32 feet west of centerline to 25 feet west of centerline is approved by the City Engineer.
Construct a 6 inch curb and gutter located 20 feet from centerline along the entire frontage, with a 25 feet radius curb return and spandrel at the northeast corner of the intersection of Matthew Drive and Linden Way in accordance with City of Palm Springs Standard Drawing No. 200 and 206.
Remove and reconstruct the existing curb return, spandrel and crossgutter at the northwest corner of the intersection of Matthew Drive and Linden Way as necessary to align the cross-gutter flowline.
Construct a 50 feet wide Main Entry driveway approach in accordance with City of Palm Springs Standard Drawing No. 205. The centerline of the driveway approach shall be located approximately 435 feet south of the centerline of East Palm Canyon Drive.
The gated entry is subject to review and approval by the City Engineer and Fire Marshall. The applicant shall provide an exhibit sho•Ning truck turning movements around the entry, demonstrating the ability of standard size vehicles to maneuver through the entry (without reversing) if unable to enter the project. A minimum of 50 feet shall be provided between the Item 1V - Page 124
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bask of sidewalk on the adjacent street and the gated entry directory/control panel, with an approved maneuvering area provided between the direotory/oontrol panel and the entry gates. The ingress and egress lanes shall be a minimum of 20 feet wide, unless otheiv.«ise appro1
.«ed by the Fire Marshall. An optioom or Tamar system (or approved equal) for automatic operation by emergency vehicles, with uninterrupted power supply (battery back up), shall be installed for the entry gates, meeting the approval of the Fire Marshall.
Construct a Type A curb ramp meeting current California State Accessibility standards on each side of the driveway approach in accordance with City of Palm Springs Standard Drawing No. 212. The applicant shall ensure that an appropriate path of travel, meeting ADA guidelines, is provided across the driveway, and shall adjust the location of the access ramps, if necessary, to meet ADA guidelines, subject to the approval of the City Engineer and ADA Coordinator. If necessary, additional pedestrian and sidewalk easements shall be provided on-site to construct a path of travel meeting ADA guidelines.
Construct a 24 feet wide driveway approach for emergency purposes and resident egress in accordance with City of Palm Springs Standard Drawing No. 201 . The centerline of the driveway approach shall be located approximately 170 feet east of the centerline of Linden Way.
Construct a 5 feet wide sidewalk behind the curb along the entire frontage in accordance with City of Palm Springs Standard Drawing No. 210.
Construct a Type A curb ramp meeting current California State Accessibility standards at the northeast corner of the intersection of Matthew Drive and Linden Way in accordance with City of Palm Springs Standard Drawing No. 212.
Construct pavement with a minimum pavement section of 3 inches asphalt concrete pavement over 6 inches crushed miscellaneous base with a minimum subgrade of 24 inches at 95% relative compaction, or equal, from edge of proposed gutter to centerline along the entire frontage in accordance with City of Palm Springs Standard Drawing No. 110 and 310.
If an alternative pavement section is proposed, the proposed pavement section shall be designed by a California registered Geotechnical Engineer using "R" values from the project site and submitted to the City Engineer for approval.
Item 1V - Page 125
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LINDEN WAY
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ON-SITE
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Construct a full standard street knuckle at the intersection of Linden Way and the East Palm Canyon Drive frontage road, in accordance with City of Palm Springs Standard Drawing No. 104.
Construct a 6 inch curb and gutter, 18 feet east of centerline along the entire frontage and throughout the standard street knuckle at the intersection of Linden Way and the East Palm Canyon Drive frontage road, in accordance with City of Palm Springs Standard Drawing No. 200.
Construct a 5 feet wide sidewalk behind the curb along the entire frontage and throughout the standard street knuckle at the intersection of Linden Way and the East Palm Can on Drive frontage road, in accordance with City of Palm Springs Standard Drawing No. 210.
Construct pavement with a minimum pavement section of 2½ inches asphalt concrete pavement over 4 inches crushed miscellaneous base with a minimum subgrade of 24 inches at 95% relative compaction, or equal, from edge of proposed gutter to centerline along the entire frontage, and throughout the standard street knuckle at the intersection of Linden Way and the East Palm Can on Drive frontage road in accordance with City of Palm Springs Standard Drawing No. 110 and 300. If an alternative pavement section is proposed , the proposed pavement section shall be designed by a California registered Geotechnical Engineer using "R" values from the project site and submitted to the City Engineer for approval.
All on-site streets shall be two-way with a minimum 24 feet wide travelway where no on-street parking is proposed.
All on-site private street entrance shall be two-way with a minimum 36 feet wide travelway (as measured from face of curb) where No on-street parking is proposed.
All on-site private streets shall be two-way with a minimum 32 feet wide travelway (as measured from face of curb) where on-street parking is proposed on one side of the street.
On-site streets shall be constructed with curbs, gutters, and cross-gutters, as necessary to accept and convey surface drainage of the on-site streets to the on-site drainage system, in accordance with applicable City standards.
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ENG 35. The minimum pavement section for all on-site asphalt concrete pavement shall be 2½ inches asphalt concrete pavement over 4 inches crushed miscellaneous base with a minimum subgrade of 24 inches at 95% relative compaction, or equal. If an alternative pavement section is proposed, the proposed pavement section shall be designed by a California registered Geotechnical Engineer using "R" values from the project site and submitted to the City Engineer for approval.
SANITARY SEWER
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GRADING
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All sanitary facilities shall be connected to the public sewer system. New laterals shall not be connected at manholes.
If an on-site private sewer system is proposed to collect sewage from the development and connect to the existing public sewer system, sewer plans shall be submitted to the Engineering Division for review and approval. Private on-site sewer mains for residential projects shall conform to City sewer design standards, including construction of 8 inch V.C.P. sewer main and standard sewer manholes. Sewer manhole covers shall be identified as "Private Sewer". A profile view of the on-site private sewer mains is not necessary if sufficient invert information is provided in the plan view, including elevations with conflicting utility lines. Plans for sewers other than the private on-site sewer mains, i.e. building sewers and laterals from the buildings to the on-site private sewer mains, are subject to separate review and approval by the Building Division.
Submit a Precise Grading Plan prepared by a California registered Civil engineer to the Engineering Services Department for review and approval.
The Precise Grading Plan shall be approved by the City Engineer prior to issuance of grading permit.
A Fugitive Dust Control Plan shall be prepared by the applicant and/or its grading contractor and submitted to the Engineering Services Department for review and approval. The applicant and/or its grading contractor shall be required to comply with Chapter 8.50 of the City of Palm Springs Municipal Code, and shall be required to utilize one or more "Coachella Valley Best Available Control Measures" as identified in the Coachella Valley Fugitive Dust Control Handbook for each fugitive dust source such that the applicable performance standards are met. The applicant's or its contractor's Fugitive Dust Control Plan shall be prepared by staff that has completed the South Coast Air Quality Management District (AQMD) Coachella Valley Fugitive Dust Control Class. The applicant and/or its grading contractor shall provide the Engineering Services Department with current and valid Certificate(s) of Completion from AQMD for staff that have completed the required training.
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For information on attending a Fugitive Dust Control Class and information on the Coachella Valley Fugitive Dust Control Handbook and related "PM 10" Dust Control issues, please contact AQMD at (909) 396-3752, or at http://www.AQMD.gov. A Fugitive Dust Control Plan, in conformance with the Coachella Valley Fugitive Dust Control Handbook, shall be submitted to and approved by the Engineering Services Department prior to approval of the Grading plan.
The first submittal of the Grading Plan shall include the following information: a copy of final approved conformed copy of Conditions of Approval; a copy of a final approved conformed copy of the Site Plan; a copy of current Title Report; a copy of Soils Report; a copy of the associated Hydrology Study/Report and a copy of the project-specific Final Water Quality Management Plan.
Prior to approval of a Grading Plan (or issuance of a Grading Permit), the applicant shall obtain written approval to proceed with construction from the Agua Caliente Band of Cahuilla Indians, Tribal Historic Preservation Officer or Tribal Archaeologist ( a copy of the written approval must be provided to the City) . The applicant shall contact the Tribal Historic Preservation Officer or the Tribal Archaeologist at ACBCI[email protected] to determine their requirements, if any, associated with grading or other construction. The applicant is advised to contact the Tribal Historic Preservation Officer or Tribal Archaeologist as early as possible. If required, it is the responsibility of the applicant to coordinate scheduling of Tribal monitors during grading or other construction, and to arrange payment of any required fees associated with Tribal monitoring.
In accordance with an approved PM-10 Dust Control Plan, perimeter fencing shall be installed. Fencing shall have screening that is tan in color; green screening will not be allowed. Perimeter fencing shall be installed after issuance of Grading Permit, and immediately prior to commencement of grading operations.
Perimeter fence screening shall be appropriately maintained, as required by the City Engineer. Cuts (vents) made into the perimeter fence screening shall not be allowed. Perimeter fencing shall be adequately anchored into the ground to resist wind loading.
Within 1 O days of ceasing all construction activity and when construction activities are not scheduled to occur for at least 30 days, the disturbed areas on-site shall be permanently stabilized, in accordance with Palm Springs Municipal Code Section 8.50.022. Following stabilization of all disturbed areas, perimeter fencing shall be removed , as required by the City Engineer.
Item 1V - Page 128
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The applicant shall obtain all required environmental permits (i.e. Section 401 Water Quality Certification, Section 404 Permit, and Section 1602 Streambed Alteration Agreement) required for construction within the Jurisdictional Waters of the U.S. The applicant shall provide copies of required permits prior to approval of grading plans. Alternatively, the applicant shall provide a copy of a determination from the U.S. Army Corps of Engineers that the project does not impact waters of the U.S., and a letter from the California Department of Fish and Wildlife authorizing construction of the project without an agreement.
Prior to issuance of grading permit, the applicant shall provide verification to the City that the fee has been paid to the Agua Caliente Band of Cahuilla Indians in accordance with the Tribal Habitat Conservation Plan (THCP).
Drainage swales shall be provided adjacent to all curbs and sidewalks to keep nuisance water from entering the public streets, roadways, or gutters.
The applicant shall provide pad elevation certifications for all building pads in conformance with the approved grading plan to the Engineering Division prior to construction of any building foundation .
A Notice of Intent to Comply with the California General Construction Stormwater Permit (Water Quality Order 2009-0009-DWQ as modified September 2, 2009) s required for the proposed development via the California Regional Water Quality Control Board online SMARTS system.
A copy of the executed letter issuing a Waste Discharge Identification number shall be provided to the City Engineer prior to issuance of a grading permit.
Projects causing soil disturbance of one acre or more, must comply with the General Permit for Stormwater Discharges Associated with Construction Activity, and shall prepare and implement a stormwater pollution prevention plan (SWPPP). As of September 4, 2012, all SWPPPs shall include a post-construction management plan (including Best Management Practices) in accordance with the current Construction General Permit. The project applicant shall cause the approved final project-specific Water Quality Management Plan (if required) to be incorporated by reference or attached to the project's SWPPP as the PostConstruction Management Plan._A copy of the up-to-date SWPPP shall be kept at the project site and be available for review upon request.
In accordance with City of Palm Springs Municipal Code, Section 8.50.022 (h), the applicant shall post with the City a cash bond of two thousand Item 1V - Page 129
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dollars ($2,000.00) per disturbed acre at the time of issuance of grading permit for mitigation measures for erosion/blowsand relating to this property and development.
At the time of issuance of Grading Permit, the applicant shall post with the City a cash bond of $40,000.00 which will guarantee that in the event that no work occurs on the site or any portion thereof, for a period of time of 6 months or more, that the construction fencing will be removed and that any vacant, graded, or disturbed area of the site will be restored to the original topography of the site, glued, or hydroseeded, and that such gluing or hydroseeding shall be maintained.
A Geotechnical/Soils Report prepared by a California registered Geotechnical Engineer shall be required for and incorporated as an integral part of the grading plan for the proposed development. A copy of the Geotechnical/Soils Report shall be submitted to the Engineering Division with the first submittal of a grading plan.
The applicant shall provide all necessary geotechnical/soils inspections and testing in accordance with the Geotechnical/Soils Report prepared for the project. All backfill, compaction, and other earthwork shown on the approved grading plan shall be certified by a California registered geotechnical or civil engineer, certifying that all grading was performed in accordance with the Geotechnical/Soils Report prepared for the project. Documentation of all compaction and other soils testing are to be provided. No certificate of occupancy will be issued until the required certification is provided to the City Engineer.
In cooperation with the Riverside County Agricultural Commissioner and the California Department of Food and Agriculture Red Imported Fire Ant Project, applicants for grading permits involving a grading plan and involving the export of soil will be required to present a clearance document from a Department of Food and Agriculture representative in the form of an approved "Notification of Intent To Move Soil From or Within Quarantined Areas of Orange, Riverside, and Los Angeles Counties" (RIFA Form CA-1) prior to approval of the Grading Plan (if required). The California Department of Food and Agriculture office is located at 73-710 Fred Waring Drive, Palm Desert (Phone: 760-776- 8208).
WATER QUALITY MANAGEMENT PLAN
ENG 54. This project shall be required to install measures in accordance with applicable National Pollution Discharge Elimination System (NPDES) Best Management Practices (BM P's) included as part of the NPDES Permit issued for the Whitewater River Region from the Colorado River Basin Regional Item 1V - Page 130
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DRAINAGE
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Water Quality Control Board (RWQCB). The applicant is advised that installation of BMP's, including mechanical or other means for pre-treating contaminated stormwater and non-stormwater runoff, shall be required by regulations imposed by the RWQCB. It shall be the applicant's responsibility to design and install appropriate BMP's, in accordance with the NPDES Permit, that effectively intercept and pre-treat contaminated stormwater and non-stormwater runoff from the project site, prior to release to the City's municipal separate storm sewer system ("MS4"), to the satisfaction of the City Engineer and the RWQCB. Such measures shall be designed and installed on-site; and provisions for perpetual maintenance of the measures shall be provided to the satisfaction of the City Engineer, including provisions in Covenants, Conditions, and Restrictions (CC&R's) required for the development (if any).
A Final Project-Specific Water Quality Management Plan (WQMP) shall be submitted to and approved by the City Engineer prior to issuance of a grading or building permit. The WQMP shall address the implementation of operational Best Management Practices (BMP's) necessary to accommodate nuisance water and storm water runoff from the site. Direct release of nuisance water to the adjacent property (or public streets) is prohibited.
Construction of operational BMP's shall be incorporated into the Precise Grading and Paving Plan.
Prior to final City approvals the applicant shall: (a) demonstrate that all structural BMP's have been constructed and installed in conformance with approved plans and specifications; (b) demonstrate that applicant is prepared to implement all non-structural BMP's included in the approved Final ProjectSpecific WQMP, conditions of approval, or grading/building permit conditions; and (c) demonstrate that an adequate number of copies of the approved Final Project-Specific WQMP are available for the future owners (where applicable).
This property is located within a special flood hazard area (SFHA), and is subject to the provisions of Chapter 8.68 et. seq. ("Flood Damage Prevention") of the Palm Springs Municipal Code, and applicable state and federal laws and regulations. Specifically, this property is located within a designated SFHA identified by Zone AO (Depth = 2 feet) as shown on the current Federal Insurance Rate Map (FIRM) for the City of Palm Springs, California, Riverside County, Community Panel Number 06065C1586G, dated August 28, 2008. The applicant shall comply with all applicable local, state and federal laws and regulations associated with development occurring within a SFHA. Accordingly, the following requirements apply:
a. In accordance with Chapter 8.68.190(A)1 of the Palm Springs Zoning Municipal Code, the Vesting Tentative Tract Map shall be revised to identify Item 1V - Page 131
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Conditions of Approval
the Special Flood Hazard Area(s) (SFHA's) and the elevations of the base flood (BFE's). The final conformed copy of the approved Vesting Tentative Tract Map shall include the required information, including delineation of SFHA's and identification of associated BFE's.
b. In accordance with Chapter 8.68.150 of the Palm Springs Municipal Code, at a minimum, the following items shall be submitted to the City by the applicant before construction or other development begins within any Special Flood Hazard Area (SFHA plans in triplicate drawn to scale showing the location, dimensions, and elevation of the area in question, existing or proposed structures, storage of materials and equipment and their location, proposed locations of water supply, sanitary sewer, and other utilities; grading information showing existing and proposed contours, any proposed fill, and drainage facilities. The submittals shall be subject to review and approval by the City Engineer. Specifically, the following information is also required:
i. Proposed elevation in relation to mean sea level of the lowest floor (including basement) of all proposed residential structures as required by Chapter 8.68.170(c)(1) of the Palm Springs Municipal Code. ii. Proposed elevation in relation to mean sea level to which any nonresidential structures will be floodproofed , as required in Chapter
8.68.170(c)(2) of the Palm Springs Municipal Code and detailed in FEMA Technical Bulletin TB 3-93.
iii. All appropriate certifications listed in Chapter 8.68.140(e) of the Palm Springs Municipal Code.
iv. Description of the extent to which any watercourse will be altered or relocated as a result of proposed development.
v. Base Flood Elevation (Base Flood Elevation (BFE) information as specified in Chapter 8.68.070 of Section 8.68.140(C)(2) of the Palm Springs Municipal Code;
vi. Certification from a registered civil engineer or architect that the nonresidential floodproofed building meets the floodprone criteria in Chapter 8.68.170 (c)(2) of the Palm Springs Municipal Code. vii. For a crawl space foundation , location, and total net area of foundation openings as required in Chapter 8.68.170(c)(3) of the Palm Springs Municipal Code and detailed in FEMA, Technical Bulletins 1-93 through 1-93 and 7-93.
c. The applicant shall provide the Building Department with the elevation of the lowest floor (including basement). The elevation certification shall be Item 1V - Page 132
Resolution No. 24265, 24266, 24267, and 24268
Conditions of Approval
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done, on a form acceptable to FEMA, by a registered professional civil engineer or surveyor.
d. In accordance with Chapter 8.68.140(A)5 and Chapter 8.68.140(O)2(b) of the Palm Springs Municipal Code and 44 CFR 60.3(d)(4), the applicant shall be required to submit an application to the Federal Emergency Management Agency (FEMA) for FEMA's issuance of a Conditional Letter of Map Revision (CLOMR). A complete application for the CLOMR, including all appropriate technical studies and hydraulic analyses, and payment of required FEMA application fees, shall be submitted tG and approved by FEMA, prior to approval of a grading plan and storm drain plan and issuance of grading permit. Final City approvals associated with this project, including approval of a Grading Plan for any portion of this property, the approval of the storm drain plan, or approval of a Final Map, will not be given by the City, until approval of the applicant's CLOMR application to FEMA is provided to the City by evidence of a CLOMR issued by FEMA.
e. Within six months of information becoming available, the applicant shall be required to submit an application to the Federal Emergency Management Agency (FEMA) for FEMA's issuance of a Letter of Map Revision (LOMR) rn in accordance with Chapter 8.68.140(A)5 and Chapter 8.68.140(D)2(b) of the Palm Springs Municipal Code and 44 CFR 60.3(d)(4), A complete application for the LOMR, including all appropriate technical studies and hydraulic analyses, record drawings ("as-built's"), topographic surveying, and payment of required FEMA application fees, shall be submitted and approved by FEMA, prior to issuance of a Building Permit. A Building Permit for construction of any building on this property currently located within a special flood hazard area will not be issued until the City receives final approval of the applicant's LOMR application to FEMA by evidence of a LOMR issued by FEMA.
Submit storm drain improvement plans for all on-site storm drainage system facilities for review and approval by the City Engineer.
Construct storm drain improvements, including but not limited to catch basins, and storm drain lines, for drainage of on-site streets into the onsite retention basins, as described in a Final Hydrology Study for the project. The Final Hydrology study for Vesting Tentative Tract Map 36969 shall include catch basin sizing , storm drain pipe sizing, and retention basin sizing calculations and other specifications for construction of required on-site storm drainage improvements.
All on-site storm drain systems shall be privately maintained by a Homeowners Association (HOA). Provisions for maintenance of the onsite storm drain systems acceptable to the City Engineer shall be included Item 1V - Page 133
Resolution No. 24265, 24266, 24267, and 24268
Conditions of Approval
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GENERAL
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in Covenants, Conditions and Restrictions (CC&R's) required for this project.
The project is subject to flood control and drainage implementation fees.
The acreage drainage fee at the present time is $7,522.00 per acre per Resolution No. 15189.
Any utility trenches or other excavations within existing asphalt concrete pavement of off-site streets required by the proposed development shall be backfilled and repaired in accordance with City of Palm Springs Standard Drawing No. 115. The developer shall be responsible for removing , grinding, paving and/or overlaying existing asphalt concrete pavement of off-site streets as required by and at the discretion of the City Engineer, including additional pavement repairs to pavement repairs made by utility companies for utilities installed for the benefit of the proposed development (i.e. Desert Water Agency, Southern California Edison , Southern California Gas Company, Time Warner, Verizon, etc.). Multiple excavations, trenches, and other street cuts within existing asphalt concrete pavement of off-site streets required by the proposed development may require complete grinding and asphalt concrete overlay of the affected off-site streets, at the discretion of the City Engineer. The pavement condition of the existing off-site streets shall be returned to a condition equal to or better than existed prior to construction of the proposed development.
All proposed utility lines shall be installed underground.
In accordance with Chapter 8.04.401 of the City of Palm Springs Municipal Code, all existing and proposed electrical lines of thirty-five thousand volts or less and overhead service drop conductors, and all gas, telephone, television cable service, and similar service wires or lines, which are onsite, abutting, and/or transecting, shall be installed underground unless specific restrictions are shown in General Orders 95 and 128 of the California Public Utilities Commission, and service requirements published by the utilities. The existing overhead utilities across the north property line, meet the requirement to be installed underground. Utility undergrounding shall extend to the nearest off-site power pole; no new power poles shall be installed unless otherwise approved by the City Engineer. 'Deferred··
The record property owner shall enter into a covenant agreeing to underground all of the existing overhead utilities required by the Municipal Code in the future upon request of the City of Palm Springs City Engineer at such time as deemed necessary. The covenant shall be executed and Item 1V - Page 134
Resolution No. 24265, 24266, 24267, and 24268
Conditions of Approval
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MAP
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notarized by the property owner and submitted to the City Engineer prior to issuance of a grading permit. A current title report; or a copy of a current tax bill and a copy of a vesting grant deed shall be provided to verify current property ownership. A covenant preparation fee in effect at the time that the covenant is submitted shall be paid by the developer prior to issuance of any grading or building permits.
All existing utilities shall be shown on the improvement plans required for the project. The existing and proposed service laterals shall be shown from the main line to the property line.
Upon approval of any improvement plan by the City Engineer, the improvement plan shall be provided to the City in digital format, consisting of a DWG (AutoCAD 2004 drawing file), DXF (AutoCAD ASCII drawing exchange file), and PDF (Adobe Acrobat 6.0 or greater) formats. Variation of the type and format of the digital data to be submitted to the City may be authorized, upon prior approval of the City Engineer.
The original improvement plans prepared for the proposed development and approved by the City Engineer shall be documented with record drawing "as-built" information and returned to the Engineering Division prior to issuance of a final certificate of occupancy. Any modifications or changes to approved improvement plans shall be submitted to the City Engineer for approval prior to construction.
Nothing shall be constructed or planted in the corner cut-off area of any intersection or driveway which does or will exceed the height requ ired to maintain an appropriate sight distance per City of Palm Springs Zoning Code Section 93.02.00, D.
All proposed trees within the public right-of-way and within 10 feet of the public sidewalk and/or curb shall have City approved deep root barriers installed in accordance with City of Palm Springs Standard Drawing No. 904.
The developer shall apply for an annexation to the City of Palm Springs Community Facilities District established for public safety services and submit required applications, waivers, and consent forms to the annexation prior to approval of a final map. Payment of an annexation fee ($7,500) and shall be made at the time of the application.
A Final Map shall be prepared by a California registered Land Surveyor or qualified Civil Engineer and submitted to the Engineering Division for review and approval. A Title Report prepared for subdivision guarantee for Item 1V - Page 135
Resolution No. 24265, 24266, 24267, and 24268
Conditions of Approval
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the subject property, the traverse closures for the existing parcel and all lots created therefore, and copies of record documents shall be submitted with the Final Map to the Engineering Division as part of the review of the Map. The Final Map shall be approved by the City Council prior to issuance of building permits.
A copy of draft Covenants, Conditions and Restrictions (CC&R's) shall be submitted to the City Attorney for review and approval for any restrictions related to the Engineering Division's recommendations. The CC&R's shall be approved by the City Attorney prior to approval of the Final Map.
Upon approval of a final map, the final map shall be provided to the City in G.I.S. digital format, consistent with the "Guidelines for G.I.S. Digital Submission" from the Riverside County Transportation and Land Management Agency." G.I.S. digital information shall consist of the following data: California Coordinate System, CCS83 Zone 6 (in U.S. feet); monuments (ASCII drawing exchange file); lot lines, rights-of-way, and centerlines shown as continuous lines; full map annotation consistent with annotation shown on the map; map number; and map file name.
G.I.S. data format shall be provided on a CDROM/DVD containing the following: ArcGIS Geodatabase, ArcView Shapefile, Arclnfo Coverage or Exchange file (e00), DWG (AutoCAD 2004 drawing file), DGN (Microstation drawing file), DXF (AutoCAD ASCII drawing exchange file) ), and PDF (Adobe Acrobat 6.0 or greater) formats. Variations of the type and format of G.I.S. digital data to be submitted to the City may be authorized, upon prior approval of the City Engineer.
In accordance with Section 66434 (g) of the Government Code, approved portions of right-of-way for Matthew Drive and Linden Way may be abandoned upon the filing of a Final Map identifying the abandonment of the right-of-way granted to the City of Palm Springs. Prior to approval of a Final Map, the applicant shall coordinate with each public utility company and determine specific requirements as to the abandonment and/or relocation of existing underground utilities that may exist within the public right-of-way to be abandoned. Prior to approval of a Final Map, the applicant shall provide to the City Engineer a letter of approval regarding the proposed abandonment of rights-of-way over Matthew Drive and Linden Way from each public utility agency.
Acceptance of public improvements required of this development shall be completed by resolution of the City Council to release the faithful performance bond and acceptance of replacement maintenance bond to be held for one year. An inspection will be performed nine months after said acceptance as part of the notice of completion process, a notice of completion will be filed certifying the improvements are complete.
Item 1V - Page 136
Resolution No. 24265, 24266, 24267
-, and 24268
Conditions of Approval
TRAFFIC
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Install a 24 inch stop sign, stop bar, and "STOP" legend for traffic exiting the project site at both site access points, in accordance with City of Palm Springs Standard Drawing No. 620 through 625 and the California Manual on Uniform Traffic Control Devices for Streets and Highways, dated January 13, 2012, or subsequent editions in force at the time of construction, as required by the City Engineer.
Relocate and modify the existing traffic signal poles, conduit, pull boxes and all appurtenances located on the southwest corner of East Palm Canyon Drive (State Highway 111) and Gene Autry Trail/Matthew Drive, in accordance with the requirements of the City of Palm Springs and Caltrans. The applicant shall submit traffic signal modification plans prepared by a California registered civil engineer or traffic engineer for review and approval by Caltrans. The traffic signal shall be relocated in conjunction with the widening of East Palm Canyon Drive, and prior to issuance of a certificate of occupancy, unless otherwise allowed by the City Engineer. 'Deferred·
Install traffic striping, signage and markings on East Palm Canyon Drive and Matthew Drive as required in conjunction with the widening of the streets. Submit traffic striping and signage plans, prepared by a California registered civil engineer, for review and approval by the City Engineer.
Required traffic striping and signage improvements shall be completed in conjunction with required street improvements, to the satisfaction of the City Engineer, prior to issuance of a certificate of occupancy, unless otherwise allowed by the City Engineer. Deferred
A minimum of 48 inches of clearance for handicap accessibility shall be provided on public sidewalks or pedestrian paths of travel within the development. Minimum clearance on public sidewalks shall be provided by either an additional dedication of a sidewalk easement (if necessary) and widening of the sidewalk, or by the relocation of any obstructions within the public sidewalk along the street frontages of the subject property.
All damaged, destroyed, or modified pavement legends, traffic control devices, signing, striping, and street lights, associated with the proposed development shall be replaced as required by the City Engineer prior to issuance of a Certificate of Occupancy.
Construction signing, lighting and barricading shall be provided during all phases of construction as required by City Standards or as directed by the City Engineer. As a minimum, all construction signing, lighting and barricading shall be in accordance with Part 6 "Temporary Traffic Control" Item 1V - Page 137
Resolution No. 24265, 24266, 24267, and 24268
Conditions of Approval
ENG 83.
of the California Manual on Uniform Traffic Control Devices (CAMUTCD), dated November 7, 2014, or subsequent editions in force at the time of construction.
This property is subject to the Transportation Uniform Mitigation Fee which shall be paid prior to issuance of building permit.
FIRE DEPARTMENT CONDITIONS
These Fire Department conditions may not provide all requirements. Owner/developer is responsible for all applicable state and locally adopted fire codes. Detailed plans are still required for review.
FID 1 These Fire Department conditions may not provide all requirements.
Owner/developer is responsible for all applicable state and locally adopted fire codes. Detailed plans are still required for review. Conditions are subject to final plan check and review. Initial Fire Department conditions have been determined from the plans stamped received March 27, 2017. Additional requirements may be required at that time based on revisions to site plans.
FID 2 Fire Department Conditions were based on the 2013 California Fire Code as adopted by City of Palm Springs, Palm Springs Municipal Code and latest adopted NFPA Standards. Three (3) complete sets of plans for private fire service mains, fire alarm, or fire sprinkler systems must be submitted at time of the building plan submittal. No deferred submittals accepted.
FID 3 PLANS AND PERMITS
Complete plans for private fire service mains or fire sprinkler systems should be submitted for approval well in advance of installation. Plan reviews can take up to 20 working days. Submit a minimum of three (3) sets of drawings for review. Upon approval, the Fire Prevention Bureau will retain one set.
Plans shall be submitted to:
City of Palm Springs
Building and Safety Department
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92262
Counter Hours: 8:00 AM - 6:00 PM, Monday - Thursday
A deposit for Plan Check and Inspection Fees is required at the time of Plan Submittal. Inspection fees are charged at the fully burdened hourly rate of the fire inspector. These fees are established by Resolution of the Palm Springs City Council.
Item 1V - Page 138
e
Resolution No. 24265, 24266, 24267, and 24268
Conditions of Approval
Complete listings and manufacturer's technical data sheets for all system materials shall be included with plan submittals. All system materials shall be UL listed or FM approved for fire protection service and approved by the Fire Prevention Bureau prior to installation.
Plans shall indicate all necessary engineering features, including all hydraulic reference nodes, pipe lengths and pipe diameters as required by the appropriate codes and standards. Plans and supportive data (calculations and manufacturer's technical data sheets) shall be submitted with each plan submittal. Complete and accurate legends for all symbols and abbreviations shall be provided on the plans.
FID 4 Conditions of Approval - "Conditions of Approval" received from the Palm Springs Planning Department must be submitted with each plan set. Failure to submit will result in a delay of plan approval.
FID 5 Fire Apparatus Access Roads (CFC 503.1.1 ): Approved fire apparatus access roads shall be provided for every facility, building or portion of a building hereafter constructed or moved into or within the jurisdiction. The fire apparatus access road shall comply with the requirements of this section and shall extend to within 150 feet of all portions of the facility and all portions of the exterior walls of the first story of the building as measured by an approved route around the exterior of the building or facility.
Dimensions (CFC 503.2.1 ): Fire apparatus access roads shall have an unobstructed width of not less than 24 feet except for approved security gates in accordance with Section 503.6 and an unobstructed vertical clearance of not less than 13 feet 6 inches.
Fire Lane Marking (CFC 503.3): Where required by the fire code official, approved signs or other approved notices or markings that include the words NO PARKING-FIRE LANE shall be provided for fire apparatus access roads to identify such roads or prohibit the obstruction thereof. The means by which fire lanes are designated shall be maintained in a clean and legible condition at all times and be replaced or repaired when necessary to provide adequate visibility.
Surface (CFC 503.2.3): Fire apparatus access roads shall be designed and maintained to support the imposed loads of fire apparatus (73,000 lbs. GVW) and shall be surfaced so as to provide all-weather driving capabilities.
Project Note: Minimum road width with parking on both sides= 40 feet Project Note: Minimum road width with parking on one side= 32 feet Project Note: Minimum road width with no parking on either side = 24 feet Item 1V - Page 139
Resolution No. 24265, 24266, 24267, and 24268
Conditions of Approval
Fl D 6 Additional Access (CFC 503.1 .2): The fire code official is authorized to require more than one fire apparatus access road based on the potential for impairment of a single road by vehicle congestion, condition of terrain, climatic conditions or other factors that could limit access.
FID 7 Turning radius (CFC 503.2.4): Fire access road turns and corners shall be designed with a minimum inner radius of 25 feet and an outer radius of 43 feet. Radius must be concentric.
FID 8 Traffic Calming Devices (CFC 503.4.1): Traffic calming devices shall be prohibited unless approved by the fire code official.
FID 9 Security Gates (CFC 503.6): The installation of security gates across a fire apparatus access road shall be approved by the fire code official. Where security gates are installed, they shall have an approved means of emergency operation. Secured automated vehicle gates or entries shall utilize a combination of a Tomar Strobeswitch™, or approved equal, and an approved Knox key electric switch. Electric gate operators, where provided, shall be listed in accordance with UL 325. Gates intended for automatic operation shall be designed, constructed and installed to comply with the requirements of ASTM F 2200 and an approved Knox key electric switch. Approved security gates shall be a minimum of 14 feet in unobstructed drive width on each side with gate in open position.
FID 10
In the event of a power failure, the gates shall be defaulted or automatically transferred to a fail safe mode allowing the gate to be pushed open without the use of special knowledge or any equipment. If a two-gate system is used, the override switch must open both gates.
If there is no sensing device that will automatically open the gates for exiting, a fire department approved Knox electrical override switch shall be placed on each side of the gate in an approved location.
A final field inspection by the fire code official or an authorized representative is required before electronically controlled gates may become operative. Prior to final inspection, electronic gates shall remain in a locked-open position.
Project Note: All gates within the project shall be equipped with bi-directional Tomar Strobeswitch TM, or equal, opening devices
Key Box Required (CFC 506.1 ): Where access to or within a structure or an area is restricted because of secured openings or where immediate access is necessary for life-saving or fire-fighting purposes, the fire code official is authorized to require a key box to be installed in an approved location. The key box shall be flush mount type and shall contain keys to gain necessary access as required by the fire code official.
Item 1V - Page 140
Resolution No. 24265, 24266, 24267,
-
and 24268
Conditions of Approval
FID 11
FID 12
FID 15
Operational Fire Hydrant(s) (CFC 507.1, 507.5 & C105.1): An approved water supply capable of supplying the required fire flow for fire protection shall be provided.
• Maximum distance from any point on street frontage to a public hydrant - 250 feet
• Operational fire hydrant(s) shall be installed within 250 feet of all combustible construction and shall be serviceable prior to and during construction
NFPA 130 Fire Sprinklers Required: An automatic fire sprinkler system is required. Only a C-16 licensed fire sprinkler contractor shall perform system design and installation. System to be designed and installed in accordance with NFPA standard 130, 2013 Edition, as modified by local ordinance. • Shall comply with Palm Springs Fire Code Appendix L
Residential Smoke and Carbon Monoxide Alarms Installation (CFC 907.2.11.2/3/4; CRC R314 & R315; and California Health & Safety Code 17926): Provide and install Residential Smoke and Carbon Monoxide Alarms.
Alarms shall receive their primary power from the building wiring, and shall be equipped with a battery backup. In new construction, alterations, repairs and additions, smoke and carbon monoxide alarms shall be interconnected. The operation of any smoke alarm will cause all smoke alarms within the dwelling to sound. The operation of any carbon monoxide alarm will cause all carbon monoxide alarms within the dwelling to sound.
END OF CONDITIONS
Attachment E
Item 1V - Page 141
RESOLUTION NO. _____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
PALM SPRINGS, CALIFORNIA, APPROVING THE
ASSIGNMENT AND ASSUMPTION OF THE SUBDIVISION
IMPROVEMENT AGREEMENT (A9470) AND SECURITES
FOR TRACT MAP 36969 BY LENNAR HOMES OF
CALIFORNIA, LLC, A CALIFORNIA LIMITED LIABILITY
COMPANY, FROM EHOF CANYON VIEW, LLC, A
DELAWARE LIMITED LIABILITY COMPANY, FOR
PROPERTY LOCATED AT THE SOUTHWEST CORNER OF
EAST PALM CANYON DRIVE AND MATTHEW DRIVE, IN
SECTION 30, TOWNSHIP 4 SOUTH, RANGE 5 EAST.
WHEREAS, the City Council of the City of Palm Springs, (hereinafter the “City”), at its meeting of July 19, 2017, recommended approval of Tentative Tract Map 36969, subject to conditions; and
WHEREAS, the Planning Commission of the City of Palm Springs, at its meeting of June 19, 2021, recommended conditional approval of Tentative Tract Map 36969, subject to conditions; and
WHEREAS, the City, at its meeting of July 22, 2021, recommended approval of the Tentative Tract Map 36969, subject to conditions set forth by the Planning Commission; and
WHEREAS, the City, at its meeting of January 11, 2024, adopted Resolution No. 25175, approving Tract Map 36969 and a related Subdivision Improvement Agreement, (Agreement No. A9470), with EHOF CANYON VIEW, LLC, a Delaware limited liability company, (hereinafter the “Former Developer”), in accordance with Section 66462 of the California Government Code; and WHEREAS, in accordance with Section 4.1 of the Subdivision Improvement Agreement, the Former Developer was required to submit subdivision improvement securities in the amount of $8,625,000 to guarantee construction of certain public improvements required for and associated with Tract Map 36969, (the “Works of Improvement”); and
WHEREAS, the Former Developer filed with the City Clerk a performance bond in the amount of $5,700,000, labor and materials (payment) bond in the amount of totaling $2,850,000, and a monumentation bond in the amount of $75,000 in accordance with the Subdivision Improvement Agreement; and WHEREAS, TPG AG EHC III (LEN) CA 1, L.P., a Delaware limited partnership (“Owner”) acquired the associated property from the Former Developer; and WHEREAS, The California Subdivision Map Act permits parties other than the Owner to enter into a subdivision improvement agreement with the City, provided Item 1V - Page 142
Resolution No. _____
the other party is acting on the Owner’s behalf in developing the associated property; and
WHEREAS, the Owner’s contractor Lennar Homes of California, LLC, a California limited liability company (“Contractor”) intends to enter into a subdivision improvement agreement with the City on the Owner’s behalf; and WHEREAS, the required Works of Improvements have not yet been completed by the Former Developer or Owner, the Owner and Contractor have requested that the City enter into a new Subdivision Improvement Agreement with the Contractor to secure the cost of public improvements in accordance with Section 66462 of the California Government Code; and
WHEREAS, in accordance with Section 4.1 of the new Subdivision Improvement Agreement, the Contractor has submitted replacement subdivision improvement securities in the same amount of $8,625,000 to guarantee construction of the Works of Improvement; and
WHEREAS, the City Engineer recommends that the City Council accept the assignment and assumption of the Subdivision Improvement Agreement and the related subdivision improvement securities by the Contractor from the Former Developer, and recommends that the City Council accept the release of the Former Developer’s associated Security Instruments.
THE CITY COUNCIL OF THE CITY OF PALM SPRINGS DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. The City Council hereby approves the assignment and assumption of the Subdivision Improvement Agreement for Tract Map 36969 by the Contractor from the Former Developer and accepts the replacement subdivision improvement securities in conformance with the requirements therein for public improvements.
SECTION 2. The City Manager is hereby authorized to execute the new Subdivision Improvement Agreement with the Contractor.
SECTION 3. The City Clerk shall cause to have recorded the new Subdivision Improvement Agreement with the Riverside County Recorder.
SECTION 4. The City Clerk is hereby authorized to release the following Security Instruments previously filed by the Former Developer with the City Clerk to guarantee construction of the Works of Improvement:
Faithful Performance Bond No. 0257527; $5,700,000.00
Labor and Materials Bond No. 0257527; $2,850,000.00
Monumentation Bond No. 0257528; $75,000
Item 1V - Page 143
Resolution No. _____
ADOPTED THIS 13TH DAY OF FEBRUARY, 2025.
SCOTT C. STILES
CITY MANAGER, CITY OF PALM SPRINGS
ATTEST:
BRENDA PREE
CITY CLERK, CITY OF PALM SPRINGS
Item 1V - Page 144
Resolution No. _____
CERTIFICATION
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss.
CITY OF PALM SPRINGS )
I, Brenda Pree, City Clerk of the City of Palm Springs, hereby certify that Resolution No. ____ is a full, true and correct copy, and was duly adopted at a regular meeting of the City Council of the City of Palm Springs on February 13, 2025, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
IN WITNESS WHEREOF, I have hereunto set my hand and affixed the official seal of the City of Palm Springs, California, this ______ day of ______________, _________.
BRENDA PREE
CITY CLERK, CITY OF PALM SPRINGS
Item 1V - Page 145
CITY COUNCIL STAFF REPORT
DATE: FEBRUARY 13, 2025 PUBLIC HEARING
SUBJECT: CONDUCT A PUBLIC HEARING UNDER SECTION 53083 OF THE
CALIFORNIA GOVERNMENT CODE TO APPROVE A HOTEL
OPERATIONS COVENANT BETWEEN THE CITY OF PALM SPRINGS
AND YARA HOTEL, PURSUANT TO MUNICIPAL CODE CHAPTER 5.26
OF THE CITY'S HOTEL OPERATIONS INCENTIVE PROGRAM
FROM: Scott C. Stiles, City Manager
BY: Office of Economic Development Department
SUMMARY:
The Yara Hotel at 211 E Sonora Road (APN 580-344-007) is a 10-key hotel that underwent a renovation which invested $857,122.64 into the property. The Owners (Sonora Group, LLC) of the Yara Hotel are seeking to enroll in the City’s Hotel Operations Incentive Program. Staff Recommends approval.
RECOMMENDATION:
1) Open the public hearing and receive public testimony. 2) Approve a Hotel Operations Covenant Agreement with Yara Hotel located at 211 E. Sonora Road, Palm Springs.
3) Authorize the City Manager and City Attorney to make non-substantive changes as needed and execute all necessary documents.
BUSINESS PRINCIPAL DISCLOSURE:
The property is owned by HAK Homes, LLC; Nopali Group, LLC; Nopali St Holdings, LLC; Nopali Ventures, LLC; and Sonora Group, LLC. Public Integrity Disclosure forms are provided herein (Attachment A).
BACKGROUND:
The City Council adopted Chapter 5.26 of the Palm Springs Municipal Code in December 2007 (amended on May 15, 2013, February 6, 2019, and September 14, 2023) to provide the Program for the operation and maintenance of hotel facilities that enhance the tourist and travel experience for visitors to the City, maximize the use of the City's Convention Item 2A - Page 1
City Council Staff Report
February 13, 2025 -- Page 2
Yara Hotel Operations Covenant
Center, provide attractive and desirable visitor serving facilities and experiences, and assist the City in achieving its tourism goals.
In October 2013, Section 53083 was added to the California Government Code. Section 53083 states that before granting an economic development subsidy, each local agency shall provide public notice and conduct a hearing regarding the economic development subsidy. "Economic development subsidy" under Section 53083 means any expenditure of public funds or loss of revenue to a local agency in the amount of one hundred thousand dollars ($100,000) or more, for the purpose of stimulating economic development within the jurisdiction of a local agency, including, but not limited to, bonds, grants, loans, loan guarantees, enterprise zone or empowerment zone incentives, fee waivers, land price subsidies, matching funds, tax abatements, tax exemptions, and tax credits.
Therefore, this action seeks to satisfy the conditions of a public hearing and seeks approval of the economic development subsidy in the form of the Operations Covenant agreement with Yara Hotel, located at 211 E. Sonora Rd., Palm Springs.
STAFF ANALYSIS:
The Owner has committed to a property improvement project that has invested no less than the equivalent of five thousand dollars ($5,000) per key (actual: $85,122/key). The renovation project was completed in Summer 2024. Upon City Council approval and after the City's execution of the Operation Covenant Agreement (Attachment B), Yara Hotel will provide satisfactory documentation certifying its recent renovation and completion of the project as a qualified renovation under the Program.
The Yara Hotel is located at 211 E Sonora Road and consists of 10 total hotel rooms. The renovation project included upgraded amenities to improve the guest experience. The renovation included comprehensive updates across all three buildings.
On the interior, every building received new micro-cement flooring and limewash walls.
Each room was outfitted with completely renovated bathrooms, featuring new sinks, vanities, shower and/or tub units, lights, light fixtures, and toilets.
The clubhouse also received a new bathroom, equipped with a new sink, toilet, mirrors, light fixtures and grab bars. A new kitchen was installed inside the clubhouse, complete with modern appliances, cabinets, countertops, tile, sink, and an island.
All three structures were updated with new doors, smart locks, and door hardware.
Additionally, new furniture, fixtures, and equipment were placed throughout, including beds, mattresses, nightstands, refrigerators, sofas, sleeper sofas, tables, chairs desks, lamps, linens, rugs, and more. The front of each room now features new tile, and extensive exterior improvements were made with new concrete, light fixtures, and Item 2A - Page 2
City Council Staff Report
February 13, 2025 -- Page 3
Yara Hotel Operations Covenant
drainage systems. New landscaping was put in throughout the exterior finished with plants and irrigation.
Additionally, the pool area received new pool loungers, sofas, umbrellas, towels, potted plants, lighting, and a new exterior front door. Photo report attached (Attachment C).
HEARING REQUIRED INFORMATION:
Consistent with the provisions of the Program, the Operator now agrees to place restrictions upon the use and operation of the hotel, to ensure that the Project shall be operated and maintained continuously as a hotel available for short-term rentals. The hotel operator also agrees to participate in the Palm Springs Convention Center's Committable Rooms Program and provide designated room-nights per month for official City use. City will share a percentage of Transient Occupancy Tax Increment with Operator pursuant to the Program guidelines.
As noted above, California Government Code Section 53083 requires a public hearing for economic development subsidies where expenditure of public funds is in the amount of one hundred thousand dollars ($100,000) or more, for the purpose of stimulating economic development within the jurisdiction of a local agency. Accordingly, before approving such economic development subsidies, the local jurisdiction is to provide specific information in written form available to the public, and through its Internet Web site.
For the Yara Hotel, the information is as follows:
1. The name and address of all corporations or any other business entities, except for sole proprietorships, that are the beneficiary of the economic development subsidy, if applicable.
Operator is a single purpose entity domiciled in the State of California doing business from 211 E Sonora Road, Palm Springs, CA 92264. The Agent for service of process to Operator is Yara Hotel, doing business at 211 E Sonora Road, Palm Springs, CA 92264
2. The start and end dates, and schedule, if applicable, for the economic development subsidy.
If approved, the Covenant would provide an economic subsidy to Operator through a term of ten (10) years, or until the Operator has received $857,122.64 pursuant to the Program, whichever event occurs first.
3. A description of the economic development subsidy, including the estimated total amount of the expenditure of public funds by, or of revenue lost to, the local agency as a result of the economic development subsidy.
Item 2A - Page 3
City Council Staff Report
February 13, 2025 -- Page 4
Yara Hotel Operations Covenant
A. The Program provides operating assistance to hotels in the form of a rebate of adjusted transient occupancy tax ("Adjusted TOT") at a fixed level for existing hotels that meet Program criteria. The City Council has adopted the Phase II Renovation Project Program for improvement projects constructed by an existing hotel that invests no less than the equivalent of five thousand dollars ($5,000) per room, including this project.
B. Per the Program, the existing hotel project planned by Operator is rebated 50% of adjusted TOT for ten (10) years or until the rebate totals $857,122.64, whichever comes first. For purposes of the Covenant, an existing Hotel is defined as a property improvement project constructed by an existing hotel that invests no less than the equivalent of five thousand dollars ($5,000) per room. The renovation project must commence no more than twelve (12) months after the City's execution of the Operation Covenant Agreement and be completed no later than December 31, 2024.
C. The public funds to be spent if the City approves this Covenant will be the staff costs of administration, and statutorily mandated reporting through the term of the Program rebate/subsidy.
4. A statement of the public purposes for the economic development subsidy.
A. The City Council established the incentive program for the operation and maintenance of quality and first-class hotel facilities which enhance the tourist and travel experience for visitors to the City of Palm Springs, maximize the use of the City's convention center, provide attractive and desirable visitor serving facilities and experiences, and assist the City in achieving its tourism goals. In the implementation of this program, the City Council determined: (1) The general welfare and material wellbeing of the residents of the City of Palm Springs depend in large measure upon the growth and expansion of the tourism and travel industries in the City; (2) The operation, maintenance, and expansion of the inventory of quality hotels and first class hotels in the City of Palm Springs will create desirable visitor serving facilities that will contribute to the growth and expansion of tourism and travel opportunities in the City, ensure utilization of the City's convention center, provide employment opportunities for the residents of the City, and promote and enhance the economy of the City; (3) It is in the best interest of the City of Palm Springs to induce and encourage the operation and maintenance of hotel facilities that would not otherwise exist, thereby creating new sources of tax revenues for the City's general fund which supports the public services that the City provides its residents; and (4) The authority granted and the purposes to be accomplished are properly local governmental and public purposes for which public funds can be expended and that the operation, maintenance, and expansion of the inventory of quality and first class hotels is of paramount importance to the City of Palm Springs, its residents, and businesses. (Ord. 1730 § 2, 2008)
B. No less than five thousand dollars ($5,000) per room, or if the project includes any common area or amenity, or any other area for guest use at the hotel, the amount of the investment shall not be less than the amount, if any, invested in rooms, added to the total Item 2A - Page 4
City Council Staff Report
February 13, 2025 -- Page 5
Yara Hotel Operations Covenant
number of rooms at the hotel that will exist at the end of the project multiplied by five thousand dollars ($5,000).
C. The Project would help beautify the neighborhood through and implement energy saving and sustainable components.
5. Projected tax revenue to the local agency as a result of the economic development subsidy.
A. Per the Program, the City will receive 50% of Adjusted TOT for ten (10) years or until the rebate to the Operator totals $857,122.64, whichever comes first. After ten (10) years, the City will receive 100% of the TOT revenue (Adjusted TOT plus Unadjusted TOT).
6. Estimated number of jobs created by the economic development subsidy, broken down by full-time, part-time, and temporary positions.
B. The Operator anticipates increasing employment by four (4) full time positions and (2) two part-time positions, for a total of 4 FTEs. The estimated annual payroll for employees and contracted maintenance services is estimated to be $196,000.
ENVIRONMENTAL ASSESSMENT:
This Covenant Agreement is exempt from further review under the California Environmental Quality Act (CEQA), pursuant to Section 15301 of the California Administrative Code as this agreement pertains to the operation, repair, maintenance, or minor alteration of existing structures, facilities, mechanical equipment involving no material expansion of use beyond that previously existing.
ALIGNMENT WITH STRATEGIC PLANNING:
Quality of Life, Advance Economic Development – Stimulate investment in activities that create living wage employment opportunities and increase livability of the community.
FISCAL IMPACT:
An amount equal to 50% of TOT increment, calculated as the TOT earnings over the annual base amount ($102,481), will be paid to the Operator for a ten-year period. The maximum of increment to be shared will not exceed $857,122 (i.e., 50% of $1,714,245 of total increment, if earned within the 10-year period).
Item 2A - Page 5
City Council Staff Report
February 13, 2025 -- Page 6
Yara Hotel Operations Covenant
REVIEWED BY:
Department Director: Wayne Olson
City Attorney: Jeff Ballinger
City Manager: Scott Stiles
ATTACHMENTS:
A. Public Integrity Disclosure Forms
B. Hotel Operations Covenant Agreement – Yara Hotel
C. Photo Report
Item 2A - Page 6
ATTACHMENT A
Item 2A - Page 7
X
California 310 Arlington Dr, Pasadena, CA 91105 X Hammody Nashawaty Kathryn Reid X HAK Homes, LLC
DocuSign Envelope ID: 0E14B184-0943-4B61-88C0-094B81995B92 Item 2A - Page 8
1. 2.
3. 4.
5. Name of Entity
PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSUR~ ~ORM
Address of Entity (Principle Place of Business)
Local or California Address (if different than #2)
State where Entity is Registered with Secretary of State '
If other than California, is the Entity also reaistered in California? n Yes n No Type of Entity
D 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 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
• Other
D Officer D Director D Member D Manager
[name]
. D General Partner D Limited Partner
• Other
CITY OF PALM SPRINGS - PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
(Revised 05/16/19)
T
e
May 29, 2024 50% 50% Kathryn Reid Hammody Nashawaty
DocuSign Envelope ID: 0E14B184-0943-4B61-88C0-094B81995B92 Kathryn Reid Owner
Item 2A - Page 9
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 entity and name of entitvl
A.
[name of owner/investor] (percentage of beneficial interest in entity and name of entity]
B.
[name of owner/investor] [percentage of beneficial interest in entity 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 entitvl
I DECLARE UNDER PENAL TY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.
Signature of Disclosing Party, Printed Name, Title Date ~ DocuSigned by:
PENALTIES
Falsification of information or failure to report information required to be reported may subject you to administrative action by the City.
(Revised 05/16/19)
CITY OF PALM SPRINGS - PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
Oscar Bustos x
x
x
Nevada PO Box 3684 South Pasadena, CA 91031 Nopali Group, LLC DocuSign Envelope ID: E735A1B5-E315-4A37-9929-53AAEBEFFC15 Item 2A - Page 10
1. 2.
3. 4.
5. Name of Entity
PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSUR~ ~ORM
Address of Entity (Principle Place of Business)
Local or California Address (if different than #2)
State where Entity is Registered with Secretary of State '
If other than California, is the Entity also reaistered in California? n Yes n No Type of Entity
D 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 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
• Other
D Officer D Director D Member D Manager
[name]
. D General Partner D Limited Partner
• Other
CITY OF PALM SPRINGS - PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
(Revised 05/16/19)
May 29, 2024 100% Oscar Bustos
DocuSign Envelope ID: E735A1B5-E315-4A37-9929-53AAEBEFFC15 Member Oscar Bustos
Item 2A - Page 11
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 entity and name of entitvl
A.
[name of owner/investor] (percentage of beneficial interest in entity and name of entity]
B.
[name of owner/investor] [percentage of beneficial interest in entity 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 entitvl
I DECLARE UNDER PENAL TY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.
Signature of Disclosing Party, Printed Name, Title Date ,..---DocuSigned by:
r-n A --~ 1 "71"\
PENALTIES
Falsification of information or failure to report information required to be reported may subject you to administrative action by the City.
(Revised 05/16/19)
CITY OF PALM SPRINGS - PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
Nopali Ventures, LLC Nopali Group, LLC X
X
X
X
Wyoming PO Box 3684 South Pasadena, CA 91031 Nopali ST Holdings, LLC DocuSign Envelope ID: AF80D89C-0649-4804-B602-B7F2CF6CD1E6 Item 2A - Page 12
1. 2.
3. 4.
5. Name of Entity
PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSUR~ ~ORM
Address of Entity (Principle Place of Business)
Local or California Address (if different than #2)
State where Entity is Registered with Secretary of State '
If other than California, is the Entity also reaistered in California? n Yes n No Type of Entity
D 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 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
• Other
D Officer D Director D Member D Manager
[name]
. D General Partner D Limited Partner
• Other
CITY OF PALM SPRINGS - PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
(Revised 05/16/19)
May 29, 2024 50% 50% Nopali Ventures, LLC Nopali Group, LLC DocuSign Envelope ID: AF80D89C-0649-4804-B602-B7F2CF6CD1E6 Amanda Fornelli Owner
Item 2A - Page 13
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 entity and name of entitvl
A.
[name of owner/investor] (percentage of beneficial interest in entity and name of entity]
B.
[name of owner/investor] [percentage of beneficial interest in entity 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 entitvl
I DECLARE UNDER PENAL TY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.
Signature of Disclosing Party, Printed Name, Title Date ~ DocuSigned by:
Ow..OJJv~ f 6V1tUili
PENALTIES
Falsification of information or failure to report information required to be reported may subject you to administrative action by the City.
(Revised 05/16/19)
CITY OF PALM SPRINGS - PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
David J Fornelli x
Amanda Fornelli x
x
x
Nevada PO Box 3684 South Pasadena, CA 91031 Nopali Ventures, LLC DocuSign Envelope ID: F9A5CDDF-4CF7-4FBE-9165-E4DEBF93439C Item 2A - Page 14
1. 2.
3. 4.
5. Name of Entity
PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSUR~ ~ORM
Address of Entity (Principle Place of Business)
Local or California Address (if different than #2)
State where Entity is Registered with Secretary of State '
If other than California, is the Entity also reaistered in California? n Yes n No Type of Entity
D 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 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
• Other
D Officer D Director D Member D Manager
[name]
. D General Partner D Limited Partner
• Other
CITY OF PALM SPRINGS - PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
(Revised 05/16/19)
May 29, 2024 50% David J Fornelli 50% Amanda Fornelli
DocuSign Envelope ID: F9A5CDDF-4CF7-4FBE-9165-E4DEBF93439C Amanda Fornelli Owner
Item 2A - Page 15
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 entity and name of entitvl
A.
[name of owner/investor] (percentage of beneficial interest in entity and name of entity]
B.
[name of owner/investor] [percentage of beneficial interest in entity 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 entitvl
I DECLARE UNDER PENAL TY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.
Signature of Disclosing Party, Printed Name, Title Date ,..---DocuSigned by:
ftw..oJA)..,0,, f bv,,ul(j
PENALTIES
Falsification of information or failure to report information required to be reported may subject you to administrative action by the City.
(Revised 05/16/19)
CITY OF PALM SPRINGS - PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
DocuSign Envelope ID: E10D1872-2E07-4611-87AC-A0DC9178CF70 Item 2A - Page 16
1. Name of Entity
PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
Sonora Group, LLC
2. Address of Entity (Principle Place of Business)
221 E. Sonora Rd. Palm Springs, CA 92264
3. Local or California Address (if different than #2)
4. State where Entity is Registered with Secretary of State Neveda
If other than California, is the Entity also registered in California? fXl Yes n No
5. Type of Entity
D Corporation [g] 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 HAK Homes, LLC D Officer D Director [g] Member D Manager [name]
D General Partner D Limited Partner
• Other
Nopali ST Holdings, LLC D Officer D Director [g] Member D Manager (Revised 05/16/19)
[name]
O General Partner O Limited Partner
• Other
D Officer D Director D Member D Manager
[name] D General Partner D Limited Partner
• Other
CITY OF PALM SPRINGS - PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
May 29, 2024
DocuSign Envelope ID: E10D1872-2E07-4611-87AC-A0DC9178CF70 Kathryn Reid Owner
Item 2A - Page 17
7. Owners/Investors with a 5% beneficial interest in the Aoolicant Entity or a related entity
EXAMPLE
JANEDOE 50%, ABC COMPANY, Inc.
[name of owner/investor] [percentage of beneficial interest in entity and name of entity)
A.
HAK Homes, LLC 50%
[name of owner/investor] [percentage of beneficial interest in entity and name of entity]
B.
Nopali ST Holdings, LLC 50%
[name of owner/investor] [percentage of beneficial interest in entity and name of entity)
C.
[name of owner/investor] [percentage of beneficial interest in entity and name of entitvl
D.
[name of owner/investor] [percentage of beneficial interest in entity and name of entitvl
E.
[name of owner/investor] [percentage of beneficial interest in entity and name of entitvl
I DECLARE UNDER PENALTY OF PERJURY UNDER THE LAWS OF THE STATE OF CALIFORNIA THAT THE FOREGOING IS TRUE AND CORRECT.
Signature of Disclosing Party, Printed Name. Title Date ,...-DocuSigned by:
~~ Put ~ ~-:::.:±-.. -. __________ ,__ ________________ --'
PENALTIES
Falsification of information or failure to report information required to be reported may subject you to administrative action by the City.
(Revised 05/16/19)
CITY OF PALM SPRINGS- PUBLIC INTEGRITY DISCLOSURE
APPLICANT DISCLOSURE FORM
ATTACHMENT B
Item 2A - Page 18
1 FREE RECORDING REQUESTED BY
AND WHEN RECORDED MAIL TO:
THE CITY OF PALM SPRINGS
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92262
Attention: City Clerk
(Space Above This Line for Recorder's Office Use Only)
OPERATIONS COVENANT
THIS OPERATIONS COVENANT AND DECLARATION OF COVENANTS AND RESTRICTIONS ("Agreement" or “Covenant”) is made and entered into this day of , 2025, by and between the CITY OF PALM SPRINGS, a municipal corporation and charter city ("City"), and SONORA GROUP, LLC, a California Limited Company ("Owner" or “Participant”).
R E C I T A L S:
A. The City of Palm Springs adopted Chapter 5.26 of its Municipal Code in December, 2007 to provide a Hotel Operations Incentive Program ("Program") for the operation and maintenance of Hotel facilities that enhance the tourist and travel experience for visitors to the City, maximize the use of the City's Convention Center, provide attractive and desirable visitor serving facilities and experiences, and assist the City in achieving its tourism goals. (Chapter 5.26 of the Municipal code is incorporated herein by reference and defined terms therein shall, unless otherwise indicated, have the same meanings herein.)
B. On February 6, 2019, the City of Palm Springs amended Chapter 5.26 of its Municipal Code (“PSMC”) to re-establish the Program for Renovation Hotels as defined in Chapter
5.26 of the PSMC for the operation and maintenance of Hotel facilities that enhance the tourist and travel experience for visitors to the City, that assist the City in achieving its tourism goals.
C. On September 14, 2023, the City of Palm Springs amended Chapter 5.26 of its Municipal Code (“PSMC”) to extend the Program until December 31, 2028.
D. On May 29, 2024, Owner applied for the Program and has provided satisfactory documentation certifying its renovation project as a qualified renovation program under the Program.
YARA HOTEL ("Owner's Hotel" or "Project"), generally located at 221 E Sonora Road, Palm Springs, California, consists of ten (10) total hotel rooms on that certain real property located in the City of Palm Springs, County of Riverside, State of California, legally described on the Legal Description of Real Property attached hereto as Exhibit "A" and incorporated herein by reference (the "Site").
E. City and Owner now desire to place restrictions upon the use and operation of the Project, in order to ensure that the Project shall be operated continuously as a hotel available for short-term rental for the term of this Agreement.
F. City and Owner also agree that in return for participation in the Program, Owner shall Item 2A - Page 19
2 agree to operate the Project as a hotel; participate in the Palm Springs Convention Center's Committable Rooms Program; and provide City with a minimum of two (2) room-nights per month for official City use; and, City agrees to share a percentage of Transient Occupancy Tax Increment with Owner pursuant to the Program guidelines.
G. The City finds that the approval of this Covenant is Categorically Exempt from CEQA under Section 15301 of the California Administrative Code as the Hotel Operations Incentive Program applicable to Owner's Hotel applies to the operation, repair, maintenance, or minor alteration of existing structures, facilities, mechanical equipment involving no material expansion of use beyond that previously existing.
NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the Participant hereby conveys to the City the Operating Covenants described herein and City hereby agrees to provide Owner with funds as provided under the Program and as set forth hereinafter.
ARTICLE 1
STATEMENT OF OPERATING COVENANTS
1.1. OPERATION AND USE COVENANT. Upon occupancy, Owner covenants to operate, maintain, and use the YARA HOTEL in accordance with this Agreement. All uses conducted on the Site, including, without limitation, all activities undertaken by the Owner pursuant to this Agreement shall, in all material respects, conform to requirements of this Agreement and Palm Springs Municipal Code (PSMC).
1.2. HOTEL USE. The Owner hereby agrees that the Project is to be owned, managed, and operated as a hotel (as defined by 5.36.020 of the PSMC) in a first-class manner, and the Project's participation in the Program shall continue in accordance with the terms of the Program, for a term equal to ten (10) years, commencing upon the date Owner first receives from the City the Owner's share of transient occupancy tax revenues pursuant to the Program unless and until Owner's participation in the Program is terminated prior thereto in accordance with this Agreement (the "Term").
1. Housing Uses Prohibited. None of the rooms in the Project will at any time be utilized as a non-transient residential property including dormitory, fraternity or sorority house, rooming house, nursing home, hospital, sanitarium, or trailer court or park without the City's prior consent which consent may be given or withheld in its sole and absolute discretion.
2. Conversion of Project. No part of the Project will at any time be owned by a cooperative housing corporation, nor shall the Owner take any steps in connection with the conversion to such ownership or uses to condominiums, or to any other form of ownership, without the prior written approval of the City Council which approval may be given or withheld in its sole and absolute discretion.
Item 2A - Page 20
3 ARTICLE 2
WARRANTIES AND COVENANTS
2.1. WARRANTIES AND COVENANTS. For the Term of this Agreement, the Owner hereby represents, covenants, warrants and agrees as follows:
1. Owner has completed the City's application for the Hotel Operations Incentive Program. The City has determined the Transient Occupancy Tax Base to be used to calculate the Transient Occupancy Tax Increment shall be $102,481.21, and the Owner accepts such Transient Occupancy Tax Base.
2. Owner hereby agrees to subscribe to the Palm Springs Convention Center's Committable Rooms Program or any similar successor program as identified by the City Manager without being obligated to incur any additional costs or expenses.
3. Upon City's prior request, Owner shall provide the City at no cost two (2) rooms for one (1) night (or 1 room for 2 nights) other than Friday or Saturday nights each month for use for City purposes as approved or designated by the City Manager, provided that such use by the City shall be subject to the rooms being available at the time of the City's request. Such accommodations shall include all services and amenities for which the Owner would normally collect transient occupancy taxes but will not include services and amenities that are optional to the transient and for which the transient is not required to pay a transient occupancy taxes. City shall be responsible for any transient occupancy taxes for any occupancy provided to City under the provisions of this paragraph. Notwithstanding anything in this Agreement to the contrary, if the City does not use rooms during any month, then its right to use rooms with respect to that month shall expire at the end of that month and shall not accrue; provided, however, if the City was unable to use rooms solely because Owner's Hotel had no rooms available when the City requested a room in accordance with this Section
2.1.3, then, the City's right to use rooms shall not expire and may be used by the City in the next subsequent month.
ARTICLE 3
MAINTENANCE
3.1. MAINTENANCE.
1. Maintenance Obligation. Owner, for itself and its successors and assigns, hereby covenants and agrees to maintain and repair or cause to be maintained and repaired the Site and all related on-site improvements and landscaping thereon, including, without limitation, buildings, amenities, parking areas, lighting, signs and walls in a first class condition and repair, free of rubbish, debris and other hazards to persons using the same, and in accordance with all applicable laws, rules, ordinances and regulations of all federal, state, and local bodies and agencies having jurisdiction, at Owner's sole cost and expense. Such maintenance and repair shall include, but not be limited to, the following:
(i) sweeping and trash removal; (ii) the care and replacement of all irrigation, shrubbery, plantings, and other landscaping to maintain it in a healthy condition; and (iii) the repair, Item 2A - Page 21
4 replacement and restriping of asphalt or concrete paving using the same type of material originally installed, to the end that such paving at all times be kept clearly marked and in a level and smooth condition. In addition, Owner shall be required to maintain the Property in such a manner as to avoid the reasonable determination of a duly authorized official of the City that a public nuisance has been created by the absence of adequate maintenance such as to be detrimental to the public health, safety or general welfare or that such a condition of deterioration or disrepair causes appreciable harm or is materially detrimental to property or improvements within one thousand (1,000) feet of such portion of the Site.
2. Parking and Driveways. The driveways and traffic aisles on the Site shall be kept clear and unobstructed at all times.
3. Right of Entry. In the event Owner fails to maintain the Site in the abovementioned condition, and satisfactory progress is not made in correcting the condition within thirty (30) days from the date of written notice from City (which notice shall reasonably identify the required maintenance), City may, at City's option, and without further notice to Owner, declare the unperformed maintenance to constitute a public nuisance. Thereafter, either City or its employees, contractors, or agents, may cure Owner's default by entering upon the Site and performing the necessary landscaping and/or maintenance in accordance with Section 3.1.1 above. The City shall give Owner, its representative, or the residential manager reasonable notice of the time and manner of entry, and entry shall only be at such times and in such manner as is reasonably necessary to carry out this Agreement. Owner shall pay such costs as are reasonably incurred by City for such maintenance, including attorneys' fees and costs.
4. Lien. If any costs incurred by City under Section 3 above are not reimbursed within thirty (30) days after Owner's receipt of City's written request for reimbursement, the same shall be deemed delinquent, and the amount thereof shall bear interest thereafter at a rate of the lower of ten percent (10%) per annum or the legal maximum until paid. Any and all delinquent amounts, together with said interest, costs and reasonable attorney's fees, shall be an obligation of Owner as well as a lien and charge, with power of sale, upon the property interests of Owner, and the rents, issues and profits of such property. City may bring an action at law against Owner obligated to pay any such sums or foreclose the lien against Owner's property interests. Any such lien may be enforced by sale by the City following recordation of a Notice of Default of Sale given in the manner and time required by law as in the case of a deed of trust; such sale to be conducted in accordance with the provisions of Section 2924, et seq., of the California Civil Code, applicable to the exercise of powers of sale in mortgages and deeds of trust, or in any other manner permitted by law.
Any monetary lien provided for herein shall be subordinate to any bona fide mortgage or deed of trust covering an ownership interest or leasehold or subleasehold estate in and to any Site approved by City pursuant to the Agreement, and any purchaser at any foreclosure or trustee's sale (as well as any deed or assignment in lieu of foreclosure or trustee's sale) under any such mortgage or deed of trust shall take title free from any such monetary lien, but otherwise subject to the provisions hereof; provided that, after the foreclosure of any such mortgage and/or deed of trust, all other assessments provided for herein to the extent they relate to the expenses incurred subsequent to such foreclosure, Item 2A - Page 22
5 assessed hereunder to the purchaser at the foreclosure sale, as owner of the subject Site after the date of such foreclosure sale, shall become a lien upon such Site upon recordation of a Notice of Assessment or Notice of Claim of Lien as herein provided.
ARTICLE 4
COMPLIANCE WITH LAWS
4.1. COMPLIANCE WITH LAWS. Owner shall comply with all ordinances, regulations, and standards of the City applicable to the Site. Owner shall comply with all rules and regulations of any assessment district of the City with jurisdiction over the Site.
4.2. PREVAILING WAGE. In accordance with California Labor Code section 1781(a)(2), the Participant acknowledges that the City has expressly indicated to the Participant and persons associated with the Participant that laborers employed relative to the construction of the Project must be paid the prevailing per diem wage rate for their labor classification, as determined by the State of California, pursuant to Labor Code Sections 1720, et seq. and Palm Springs Municipal Code Section
7.06.030(1). The Participant agrees with the City that the Participant shall assume the responsibility and be solely responsible for payment of the prevailing per diem wage rate for their labor classification.
The Participant, on behalf of itself, its successors, and assigns, waives and releases the City from any right of action that may be available to it pursuant to California Labor Code Sections 1726 and 1781.
The Participant acknowledges the protections of Civil Code Section 1542 relative to the waiver and releases contained in this section 4.2, which reads as follows:
“A GENERAL RELEASE DOES NOT EXTEND TO CLAIMS THAT THE CREDITOR
OR RELEASING PARTY DOES NOT KNOW OR SUSPECT TO EXIST IN HIS OR
HER FAVOR AT THE TIME OF EXECUTING THE RELEASE AND THAT, IF KNOWN
BY HIM OR HER, WOULD HAVE MATERIALLY AFFECTED HIS OR HER SETTLEMENT WITH THE DEBTOR OR RELEASED THE PARTY.”
BY INITIALING BELOW, THE PARTICIPANT KNOWINGLY AND VOLUNTARILY WAIVES THE PROVISIONS OF SECTION 1542 SOLELY IN CONNECTION WITH THE WAIVERS AND RELEASES OF THIS SECTION 4.2.
____________ Participant’s Initials
Additionally, in accordance with this section 4.2, the Participant shall indemnify, defend with counsel acceptable to the City, and hold the City harmless against any claims pursuant to California Labor Code Sections 1726 and 1781 arising from this Covenant or the construction or operation of the Project.
Item 2A - Page 23
6 ARTICLE 5
NONDISCRIMINATION
5.1. NONDISCRIMINATION. There shall be no discrimination against or segregation of any person, or group of persons, on account of race, color, creed, religion, gender, sexual orientation, gender identity, gender expression, marital status, national origin, ancestry, physical or mental disability, or medical condition in the sale, lease, sublease, transfer, use, occupancy, tenure or enjoyment of the Site, or any part thereof, nor shall Owner, or any person claiming under or through it, establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use or occupancy of guests or vendees of the Site, or any part thereof.
ARTICLE 6
COVENANTS TO RUN WITH THE LAND
6.1. COVENANTS TO RUN WITH THE LAND. Owner hereby subjects the Site to the covenants, reservations, and restrictions set forth in this Agreement. City and Owner hereby declare their express intent that all such covenants, reservations, and restrictions shall be deemed covenants running with the land and shall pass to and be binding upon the Owner's successors in title to the Site; provided, however, that on the termination of this Agreement said covenants, reservations and restrictions shall expire. All covenants without regard to technical classification or designation shall be binding for the benefit of the City, and such covenants shall run in favor of the City for the entire term of this Agreement, without regard to whether the City is or remains an owner of any land or interest therein to which such covenants relate. Each and every contract, deed or other instrument hereafter executed covering or conveying the Site or any portion thereof shall conclusively be held to have been executed, delivered and accepted subject to such covenants, reservations, and restrictions, regardless of whether such covenants, reservations, and restrictions are set forth in such contract, deed or other instrument.
City and Owner hereby declare their understanding and intent that the burden of the covenants set forth herein touch and concern the land in that Owner's legal interest in the Site is rendered less valuable thereby. City and Owner hereby further declare their understanding and intent that the benefit of such covenants touch and concern the land by enhancing and includes the enjoyment and use of the Project by the intended beneficiaries of such covenants, reservations, and restrictions, and by furthering the public purposes for which the City was formed.
Owner, in exchange for the City entering into the Agreement, hereby agrees to hold, sell, and convey the Site subject to the terms of this Agreement. Owner also grants to the City the right and power to enforce the terms of this Agreement against the Owner and all persons having any right, title or interest in the Site or any part thereof while such party owns the Site. No party shall have any liability or obligation in connection with any breach occurring while such party is not the owner of the Site.
Within fifteen (15) business days after request of Owner, City shall execute and provide to Owner an estoppel certificate, in the form approved by the City Attorney of the City, confirming whether or not Owner is in breach of any obligations under this Agreement and identifying any required cure.
Item 2A - Page 24
7 ARTICLE 7
INDEMNIFICATION
7.1. GENERAL INDEMNIFICATION. Participant agrees, for itself and for its successors and assigns, to indemnify, defend with counsel acceptable to the City, and hold the City, together with its officers, members, officials, employees, agents, volunteers, and representatives, harmless from and against any loss, liability, claim or judgment arising from or related to Participant’s participation in the Hotel Operations Incentive Program pursuant to Palm Springs Municipal Code Chapter 5.26.
7.2. ATTORNEYS' FEES. In the event that a party to this Agreement brings an action against the other party hereto by reason of the breach of any condition, covenant, representation or warranty in this Agreement, or otherwise arising out of this Agreement, the prevailing party in such action shall be entitled to recover from the other reasonable expert witness fees, and its reasonable attorney's fees and costs. Attorney's fees shall include attorney's fees on any appeal, and in addition a party entitled to attorney's fees shall be entitled to all other reasonable costs for investigating such action, including the conducting of discovery.
7.3. AMENDMENTS. This Agreement shall be amended only by a written instrument executed by the parties hereto or their successors in title, and duly recorded in the real property records of the County of Riverside.
7.4. NOTICE. Any notice required to be given hereunder shall be made in writing and shall be given by personal delivery, certified or registered mail, postage prepaid, return receipt requested, at the addresses specified below, or at such other addresses as may be specified in writing by the parties hereto:
City: City of Palm Springs
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92262
Attn: City Manager
Copy to: Office of the City Attorney
3200 E. Tahquitz Canyon Way
Palm Springs, CA 92262
Attn: City Attorney
Owner: YARA HOTEL
221 E Sonora Road Drive
Palm Springs, CA 92264
Attn: David J. Jornelli
The notice shall be deemed given three (3) business days after the date of mailing, or, if personally delivered, when received.
Item 2A - Page 25
8 7.5. SEVERABILITY/WAIVER/INTEGRATION
1. Severability. If any provision of this Agreement or portion thereof, or the application to any person or circumstances, shall to any extent be held invalid, inoperative, or unenforceable, the remainder of the provisions, or the application of such provision or portion thereof to any other persons or circumstances, shall not be affected thereby; provided, that if any material terms or provisions of these Operating Covenants are rendered invalid, void and/or unenforceable, or due to changes in the law such terms or provisions would materially alter the terms of the transactions contemplated herein, the parties agree to meet and negotiate in good faith to attempt to reform these Operating Covenants to accomplish the intent of the parties.
2. Waiver. A waiver by either party of the performance of any covenant or condition herein shall not invalidate this Agreement nor shall it be considered a waiver of any other covenants or conditions, nor shall the delay or forbearance by either party in exercising any remedy or right be considered a waiver of, or an estoppel against, the later exercise of such remedy or right.
3. Integration. This Agreement contains the entire Agreement between the parties and neither party relies on any warranty or representation not contained in this Agreement.
4. Third Parties. No third-party beneficiaries are intended, and the only parties who are entitled to enforce the provisions of these Operating Covenants are the City, Mortgagees, Participant and their respective successors and assigns.
7.6. GOVERNING LAW. This Agreement shall be governed by the laws of the State of California and is subject to the provisions of Government Code Section 53083.
7.7. COUNTERPARTS. This Agreement may be executed in any number of counterparts, each of which shall constitute one original and all of which shall be one and the same instrument.
7.8. TERMINATION. This Agreement may be terminated only (i) by and upon expiration of the Term, (ii) by mutual written agreement of the parties, and (iii) by and pursuant to the provisions of Section 7.9 or 7.10 below. In the event of any termination of this Covenant, Owner (or its successor, as applicable) shall not be obligated to return any amounts previously paid to it by the City pursuant to the Program.
7.9. DEFAULT BY OWNER. If at any time during the Term, City contends that Owner has committed a material default with respect this Agreement, e.g., by failing to operate the Hotel as a Hotel, City shall deliver to Owner written notice of default which specifies in detail all facts alleged by City to constitute such default. For a period of thirty days thereafter, Owner will have the right to commence and complete cure of the alleged default; provided, however, if the alleged default is of such a nature as to reasonably require more than thirty days to cure, and the Parties so agree, Owner will have such addition time as is reasonably necessary to complete such cure. Subject to Section
7.11 below, if Owner fails to timely cure such default, City shall then have the right to terminate this Agreement. (To the extent of any inconsistency between the provisions of this Section 7.9 and the provisions of Section 3.1 above, the provisions of this Section 7.9 shall prevail.) Item 2A - Page 26
9 7.10 DEFAULT BY CITY. If at any time during the Term, Owner contends that City has committed a material default with respect this Agreement, Owner may deliver to City written notice of default that specifies in detail all facts alleged by Owner to constitute such default. For a period of thirty days thereafter, City will have the right to commence and complete cure of the alleged default; provided, however, if the alleged default is of such a nature as to reasonably require more than thirty days to cure, and the Parties so agree, City will have such addition time as is reasonably necessary to complete such cure. Subject to Section 7.11 below, if City fails to timely cure such default, Owner shall then have the right to terminate this Agreement or exercise any and all other rights and remedies available at law and in equity, and each of such rights and remedies shall be cumulative and not exclusive.
7.11 MORTGAGE PROVISONS. Anything in this Agreement to the contrary notwithstanding, with respect to any recorded mortgage or deed of trust given in good faith and for value and encumbering the Hotel (“Mortgage”), any holder thereof that has delivered to City a copy of such recorded Mortgage and current contact information (“Mortgagee”) will be entitled rights and benefits in accordance with the following:
1. City acknowledges and agrees that the rights and obligations of Owner under this Agreement may, with or without approval by City, be conditionally assigned by Owner to any Mortgagee as security for performance of Mortgage obligations.
2. While any Mortgage remains in effect, City will not amend or modify this Agreement in any material respect without receiving prior written approval from Mortgagee, which approval may not be unreasonably withheld, delayed or conditioned; provided, however, failure by Mortgagee to provide written approval or disapproval (and if disapproval the reasons therefor) within thirty days of delivery of request therefor shall be deemed to constitute approval by Mortgagee.
3. While any Mortgage remains in effect, in the event City delivers to Owner of any notice of default as referenced in either Section 3.1 or 7.9 above, City shall concurrently deliver a copy thereof to Mortgagee.
4. Delivery of any such notice of default notwithstanding, City will not terminate or initiate or pursue any action to terminate this Agreement as long as Mortgagee diligently (i) declares a default by Owner under the Mortgage, (ii) pursues foreclosure and/or other appropriate actions under the Mortgage, (iii) pays to City all amounts that would otherwise have been payable by Owner to City, and (iv) cures non-monetary defaults.
7.12 Operator Provisions. City acknowledges and agrees that operational obligations of Owner may, with or without consent of City, be assigned by Owner to any entity owned or wholly controlled by Owner or its Members or Hotel Operator of Owner’s choice, and, in connection therewith, such Hotel Operator may assume all or part of Owner’s Hotel operation obligations under this Agreement; provided, however, Owner shall retain ultimate responsibility for such Hotel operation obligations. City agrees that while any Hotel Operator agreement is in effect, and provided that City has been put on notice of such agreement and received contact information for such Operator, in the event City delivers to Owner of any notice of default as referenced in either Section
3.1 or 7.9 above, City shall concurrently deliver a copy thereof to the Operator.
Item 2A - Page 27
10 7.13 RESERVED.
7.14 Cooperation. Each party agrees to and shall do and perform such other and further acts and properly execute and deliver such other and further documents as may be reasonably necessary, expedient or convenient to implement and/or effectuate the intents and purposes hereof.
City and Owner agree to cooperate with each other and/or with any Mortgagee or proposed Mortgagee, in a manner consistent with concepts and principles of good faith, fair dealing and commercial reasonableness, with respect to consideration, implementation and execution of any modification(s) to this Agreement reasonably requested by the City, Owner, Mortgagee or proposed Mortgagee.
7.15 Reasonable Approvals. Whenever this Agreement requires or calls for the approval or consent of any party hereto, such approval shall not be unreasonably withheld, delayed or conditioned.
7.16 Binding Arbitration. In the event of any dispute or controversy arising out of or relating to this Agreement, or the breach or performance of it, the parties shall reasonably attempt to resolve such dispute or controversy without resort to third party review or resolution. The parties shall first meet and confer on any such dispute or controversy. Such meeting(s) shall include any principal of the Owner and, at the discretion of the City, may include the City Manager and/or the City Council, either as a whole or through an ad hoc subcommittee designated by the City Council.
Upon a determination by the parties that they are or will be unable to resolve the dispute or controversy on their own, then the parties shall submit the dispute, controversy or any remaining unresolved matter to binding arbitration, to be held in the Coachella Valley, and be conducted pursuant to the Commercial Arbitration Rules of the American Arbitration Association.
7.17 Incorporation of Recitals and Exhibits. Each of the recitals set forth above and each of the exhibits attached hereto are agreed to and made part of this Agreement.
7.18 Authority. Each party represents and warrants to the other that such party has full right, power and authority to sign, execute and enter into this Agreement. [END -- SIGNATURES ON NEXT PAGE]
Item 2A - Page 28
11 IN WITNESS WHEREOF, the City and Owner have executed this Operations Covenant by duly authorized representatives on the date first written hereinabove. "CITY"
THE CITY OF PALM SPRINGS,
a municipal corporation and charter city
By:
ATTEST:
Scott C. Stiles, ICMA-CM
City Manager
Brenda Pree, MMC, CERA
City Clerk
APPROVED AS TO FORM:
BEST, BEST & KRIEGER
By:
Jeffrey Ballinger, Esq.
City Attorney
"OWNER"
By:
Name: David J. Fornelli
Title: Founder
By:
Name: Oscar Bustos
Title: Founder
[END OF SIGNATURES]
Item 2A - Page 29
12 CALIFORNIA ALL-PURPOSE ACKNOWLEDGMENT CIVIL CODE § 1189 State of California )
County of )
On before me, ,
Date Here Insert Name and Title of the Officer
personally appeared
Name(s) of Signer(s)
,
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws
of the State of California that the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature
Signature of Notary Public
Place Notary Seal Above
OPTIONAL
Though this section is optional, completing this information can deter alteration of the document or fraudulent reattachment of this form to an unintended document.
Description of Attached Document
Title or Type of Document: Document Date:
Number of Pages: Signer(s) Other Than Named Above:
Capacity(ies) Claimed by Signer(s)
Signer’s Name:
Corporate Officer — Title(s):
Signer’s Name:
Corporate Officer — Title(s):
Partner — Limited General Partner — Limited General
Individual Attorney in Fact Individual Attorney in Fact Trustee Guardian or Conservator Trustee Guardian or Conservator Other:
Signer Is Representing:
Other:
Signer Is Representing:
©2014 National Notary Association • www.NationalNotary.org • 1-800-US NOTARY (1-800-876-6827) Item #5907 A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.
Item 2A - Page 30
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EXHIBIT A
LEGAL DESCRIPTION OF REAL PROPERTY
POR LOT 33 MB 014/652 SD PALM VALLEY COLONY LANDS THAT PORTION OF LOT 33 IN SECTION 23, TOWNSHIP 4 SOUTH, RANGE 4 EAST, SAN BERNARDINO BASE AND MERDIAN, AS SHOWN BY MAP ON FILE OF PALM VALLEY COLONY LAND IN BOOK 14, PAGE 652, OF MAPS, SAN DIEGO COUNTY RECORDS, DESCRIBED AS FOLLOWS:
BEGINNING AT A POINT ON THE NORTH LINE OF THE SOUTHWEST QUARTER OF THE SOUTHWEST QUARTER OF SAID SECTION WHICH BEARS NORTH 89 DEGREES 34 FEET EAST, 240 FEET FROM THE NORTHWEST CORNER OF SAID SOUTHWEST QUARTER OF THE SOUTHWEST QUARTER OF SAID SECTION; THENCE CONTINUING NORTH 89 DEGREES 34 FEET EAST, 100 FEET; THENCE SOUTH 00 DEGREES 03 FEET WEST AND PARALLEL WITH WEST QUARTER OF SAID SECTION 165 FEET; THENCE SOUTH 89 DEGREES 34’WEST AND PARALLEL WITH SAID NORTH LINE, 100 FEET; THENCE NORTH 00 DEGREES 03’ EAST AND PARALLEL WITH SAID WEST LINE 165 FEET TO THE POINT OF BEGINNING. EXCEPT THE NORTH 30 FEET FOR ROAD PURPOSES.
OPERATIONS COVENANT
FOR HOTEL INCENTIVE PROGRAM
1 Item 2A - Page 31
ATTACHMENT C
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Yara Hotel
Interior Before & After Photos
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Room 1 - King Bed
CLM line item #s 2, 4, 5, 16, 18, 26, 29
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Room 4
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Room 4
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Room 4
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Room 4
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Room 5
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#s 2, 4, 5, 16,
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Room 5
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#s 2, 4, 5, 16, 18,
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Room 5
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#s 2, 4, 5, 7, 13,
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Room 6
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Yara Hotel
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Item 2A - Page 85
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CITY COUNCIL STAFF REPORT
DATE: FEBRUARY 13, 2025 BUSINESS & LEGISLATIVE
SUBJECT: PARKS & RECREATION MASTER PLAN PRESENTATION & STATUS UPDATE
FROM: Scott C. Stiles, City Manager
BY: Nicholas S. Gonzalez, Parks & Recreation Director
SUMMARY:
This item is to provide the City Council with a presentation and status update regarding the ten-year Palm Springs Parks & Recreation Master Plan.
RECOMMENDATION:
Review and provide direction to staff to finalize the Palm Springs Parks & Recreation Master Plan documents and bring the final document to the City Council for approval in the near future.
BACKGROUND:
In October 2023, the City of Palm Springs hired Kounkuey Design Initiative (KDI) to prepare a ten-year master plan for the Palm Springs Parks & Recreation system. The last Parks & Recreation Master Plan was completed in 2014 and is now outdated. The previous master plan no longer reflects the current conditions of parks and recreation facilities, has an outdated organizational structure, and does not reflect the recent trends in use of recreation facilities.
As part of the master plan process, KDI was asked to collect and analyze data in a number of manners and from all demographic and interest groups in the City, with special efforts being made to capture the voices of those less likely to attend and speak out in public meetings.
Throughout the planning process, KDI and City staff members worked to collect and analyze data about the park system, open spaces, trails, golf courses, recreation facilities, and programs. They identified needs and potential locations for future park spaces and facilities and identified potential revenue-generating activities. KDI conducted a variety of public participation meetings to gain input and consensus in both in-person and virtual Item 3A - Page 1
City Council Staff Report
February 13, 2025 -- Page 2
Parks & Recreation Master Plan Update
formats to meet the needs of diverse stakeholders, assuring residents, visitors, user groups, associations, and other interested parties were all provided an opportunity to participate in developing the plan.
KDI gathered specific information about current practices, services, use, and public preferences, reporting on both strengths and weaknesses of current operations. They listened to as many community members as possible, including users and non-users of the services and facilities. Importantly, KDI developed and conducted a statistically significant community-wide survey to identify perceived needs and issues regarding recreation and park programs and facilities. This survey also assessed the willingness to pay for services.
Another element of the work in development of the Master Plan was an existing and future facilities analysis of level-of-service provided to residents and visitors. This involved an inventory and assessment of the existing parks, trails, open space and facilities, comparing them to those in communities of similar size, desert climate, and population density using nationally accepted standards. The analysis considered the capacity, condition, comfort, and amenities of each component within the system (playgrounds, aquatic center, community centers, athletic fields, trails, natural areas, and special facilities).
In addition to analyzing the facilities and programs, KDI reviewed the City’s staffing of the Department of Parks & Recreation. They assessed the City’s staffing resources currently available, and those necessary to meet the goals, mission and vision of implementing the Master Plan. Recommendations were made to improve efficiency and service delivery through organizational and compensation modifications.
Finally, the research turned to costs and revenue. The consultants determined that although parks and recreation systems are never financially self-sustaining, in Palm Springs the recovery of costs is extraordinarily low. The consultants researched and identified potential revenue-generation opportunities. Based on state and national trends, they identified programming, operations, staffing, and efficiencies that can create new revenue to off-set park maintenance and operations costs. They suggested ways of structuring user fee schedules that can increase overall revenue, without penalizing residents who are least able to pay. They also assessed the City’s current funding sources for Parks & Recreation, including capital projects, donations, grant funding, etc., as well as the annual funding of the Department of Parks & Recreation, and identified additional sources of revenue that the City can pursue.
The result of the outreach efforts, the data collection and analysis, the facilities and programming studies, the staffing and cost recovery comparisons, and the review and suggestions from the Parks & Recreation Commissioners, the Parks & Recreation Task Force, and representatives for Agua Caliente Band of Cahuilla Indians is the 2025 Palm Springs Parks & Recreation Master Plan.
Item 3A - Page 2
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February 13, 2025 -- Page 3
Parks & Recreation Master Plan Update
STAFF ANALYSIS:
The Department of Parks & Recreation is the heartbeat of community fun and engagement in the City of Palm Springs. The Department operates programming in eleven vibrant parks, three community centers, the Swim Center, oversees the management and operations agreement of the Tahquitz Creek Golf Courses, the popular weekly VillageFest, and a year-round lineup of exciting special events.
The proposed 2025 Parks & Recreation Master Plan (PRMP) outlines a path to improve and enhance the City’s parks and recreation system. The PRMP will improve the accessibility and visibility of the City’s parks and recreation facilities; expand delivery of services to residents and visitors; and prepare to meet the future needs of the community, all while improving upon the recovery of costs associated with providing services, programs, and special events.
It is also important to note that most park and recreation facilities are over 50 years old, with no major improvements made to these facilities since their initial construction.
Throughout its history, City staff have struggled to keep pace with equipment repair and replacement, routine maintenance, abatement of mold and asbestos, and monitoring of contract vendors to assist with general day-to-day maintenance. The condition of the facilities were noted by the public during the Master Plan process and these items should be addressed in the coming years. Additionally, the Department continues to recover from pandemic-era challenges and the community’s expectations have increased. Over the past year, Parks & Recreation staff have seen an increase in in-person programs, special events, and classes, but the Department is still struggling to meet the demands of the community.
The PRMP serves as a strategic blueprint for shaping the future of the City’s parks and recreation system over the next decade. Centered around six key themes, this plan identifies priority areas for investment of time and resources to enhance the park system and expand its impact. These themes emerged through the park facilities and program analysis and feedback from stakeholders and community members. The following are the six main themes from the PRMP that will guide the Department of Parks & Recreation staff over the next decade:
1. Communicate the Experience: Enhanced cultural visibility and accessibility through wayfinding, art, and commemoration.
2. Connect People & Places: Improved mobility and connectivity between parks, trails and neighborhoods.
3. Keep It Cool & Climate Resilient: Increased climate resilience and ecological health through sustainable practices and infrastructure.
4. Renew the System: Improved safety, maintenance, and physical upgrades for a better user experience.
5. Steward the Future: Additional evaluation, funding, and support services for sustainable park management.
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February 13, 2025 -- Page 4
Parks & Recreation Master Plan Update
6. Expand the Impact: Equitable access and diverse programming to meet the needs of all residents.
Overall, this plan provides a ten-year vision for the City of Palm Springs to create and nurture public space for its diverse and growing population. Developed with the strength of community voices and the guiding hand of the City, this plan is not an idealistic vision of the parks and recreation system, but an implementable and achievable plan with clear, actionable goals.
ENVIRONMENTAL ASSESSMENT:
Environmental review of the Parks & Recreation Master Plan is currently in process and will be brought forward to City Council for approval at a later date.
ALIGNMENT WITH STRATEGIC PLANNING:
This agenda item aligns with the City Council’s Community Infrastructure theme, in that it meets the Parks & Recreation Master Plan goal of improving City facilities.
FISCAL IMPACT:
The Palm Springs Parks & Recreation Master Plan presents a structured framework that guides the implementation process by categorizing the actions within each theme and goal, into three strategic components: Start Now, Act Independently, and Act Incrementally. These categories of actions provide the Parks & Recreation Department recommendations over the next decade for improvements to infrastructures, trail network, park amenities, programming, and staffing. Associated costs related to new improvements, expansion, renovation, or construction of new amenities or facilities will be presented to the City Council for approval in future agenda items, pursuant to budget appropriations set by the City Council.
REVIEWED BY:
Director of Parks & Recreation: Nicholas S. Gonzalez
Assistant City Manager: Teresa Gallavan
City Manager: Scott Stiles
ATTACHMENTS:
A. Palm Springs Parks & Recreation Master Plan – Draft
B. Palm Springs Parks & Recreation Master Plan – Appendices – Draft Item 3A - Page 4
ATTACHMENT A
Item 3A - Page 5
FEBRUARY / FEBRERO 2025
Item 3A - Page 6
•••••••••
••••
plan maestro de
parques y recreaci6n
ae palm springs
palm SJ2rings parks & recreation
master plan
We acknowledge the Agua Caliente People as the original stewards of the land on which we now gather. We are grateful to have the opportunity to work with the indigenous people in this place. We pay our respect to the Agua Caliente People past, present, and emerging who have been here since time immemorial.
Agua Caliente
Land Acknowledgement
Item 3A - Page 7
Foreword
Great cities are often defined by their vibrant parks and recreation systems, and Palm Springs is no exception.
As we began shaping our 10-year vision for the Parks and Recreation system, key considerations such as accessibility, demographic trends, sustainability, and projected visitor growth informed our direction.
With this in mind, the City of Palm Springs’ Parks and Recreation Commission is proud to present this Master Plan, which continues the City’s commitment to enhancing parks, facilities, and programs. Our aim is to further enrich the healthy lifestyle and overall quality of life enjoyed by our residents and visitors alike.
This plan builds upon the foundation of the 2014 Master Plan and sets forth a vision and strategy for the next decade (2025-2034), guiding us toward achieving our goals. Palm Springs is known for its world-class amenities, and through this planning process we strive to elevate these offerings even further.
To guide our efforts, we partnered with four consulting firms specializing in parks and recreation planning. More importantly, we engaged the communities of Palm Springs through workshops, surveys, and forums, gathering valuable input on topics such as Existing Conditions, Programs, Facilities, Park Design, and Recreation Needs.
We extend our deep gratitude to Kounkuey Design Initiative, PROS Consulting, Agency Landscape + Planning, and ETC Institute for their expertise and guidance throughout this process. We are also immensely grateful to the community for their active participation and valuable feedback. This Master Plan is designed to serve the residents and visitors of Palm Springs, and it is fitting that their voices helped shape our vision for the future.
Sincerely,
Palm Springs Parks and Recreation Commission
Item 3A - Page 8
Acknowledgements
CITY COUNCIL
Ron deHarte, Mayor
Naomi Soto, Mayor Pro Tem
Grace Elena Garner, Councilmember
Jeffrey Bernstein, Councilmember
David Ready, Councilmember
FORMER CITY COUNCILMEMBERS
Christy Holstege, Councilmember
Lisa Middleton, Councilmember
PALM SPRINGS PARKS AND
RECREATION COMMISSION MEMBERS
Donald Admire
Johnny Coladonato, Vice Chair
Rod Davis
Jody Diaz
Michael Finland
John Miraglia, Chair
Jase Nagaia
Charlie Roddy
Meredith Fine
Nancy Ferguson
CITY OF PALM SPRINGS
Scott Stiles, City Manager
Teresa Gallavan, Assistant City Manager
Jeffrey Ballinger, City Attorney
Flinn Fagg, Deputy City Manager
Jeremy Hammond, Deputy City Manager
Andrew Mills, Chief of Police
Paul Alvarado, Fire Chief
Harry Barrett, Airport Executive Director
Kristopher J. Mooney, Director of Finance
Brenda Pree, City Clerk
Jay Virata, Director of Housing and Community
Development
Chris Hadwin, Director of Planning Services
Kim Baker, Procurement and Contracting Director
David McAbee, Director of Public Works
Veronica Goedhart, Director of Special Program
Compliance
Lindsey-Paige McCloy, Director of Sustainability
Larry Klingaman, Director of IT
Jeannie Kayes, Director of Library Services
Dana MacAllister, Building Official
Joel Montalvo, City Engineer
Amy Blaisdell, Chief Communications Officer
Wayne Olson, Chief Economic Development Officer
Denise Goolsby, Manager, Office of Neighborhoods
Kenneth Kershaw, Parks Maintenance Supervisor
Rick Minjares, Associate Engineer
PALM SPRINGS PARKS AND
RECREATION DEPARTMENT
Nicholas S. Gonzalez, Director
Janet Burns, John Brickley, Rylee Bates, and
Administrative Team
Jasmine Waits, Special Events Manager, and Special
Events Team
Jarvis Crawford, Community Center Manager,
and James O. Jessie Desert Highland Unity
Center Team
Sean Hinton, Parks and Recreation Manager, and
Demuth Community Center Team
Caylie Pasat, Aquatics Manager, Lindi Mills, Aquatics
Supervisor, and Palm Springs Swim Center Team
Rosa Romo, Recreation Supervisor, and Youth
Programming Team
A SPECIAL THANKS TO:
The Residents of the City of Palm Springs
The Agua Caliente Band of Cahuilla Indians
Urban Palm Springs and Deiter Crawford
Coachella Valley Derby Girls
G-Force
Yvonne Wise, Former Director
Lauri Aylaian, Interim Director
PROJECT TEAM
Kounkuey Design Initiative
Chelina Odbert, Founding Principal
Lauren Elachi, Senior Design Principal
Christian Rodriguez Ceja, Senior Community
Associate
Ellen Epley, Design Associate, Landscape
Architect
Daniel Dominguez, Senior Design Coordinator
Martin Gil, Community Coordinator
Rachel Kim, Graphic Design Coordinator
Cuauhtemoc Hernandez, Design Intern
Agency Landscape and Planning
Brie Hensold, Principal, Urban Planner and CoFounder
Gina Ford, Principal, Landscape Architect and
Co-Founder
Liz Cormack, Associate Urban Planner
Gabriella Carmona, Urban Planning Intern
PROS Consulting
Leon Younger, President
Mike Svetz, Principal
Will Younger, Principal
ETC Institute
Ryan Murray, Director of Community Research
Item 3A - Page 9
1~ 1111'1\ I
1111~1~111I
Agency
Landscape + Planning prosi,'1> ~ J ~ consutt~og ~E1C1NSTITUTE 8 What is a Parks and Recreation
Master Plan?
This Parks and Recreation Master Plan serves as both a vision and a roadmap for the City of Palm Springs. Rooted in stakeholder and community feedback, it articulates the combined vision of Palm Springs residents and City leaders for their Parks System and provides concrete steps for how to get there.
Who created this plan?
This plan was created with the people that know the park system the best: City staff, community leaders, residents, and seasonal visitors.
Who should read this plan?
Everyone! This plan is for you, no matter who you are. Parks and Recreation staff can use it to guide their work. City leaders can use it to make decisions. Residents can read it to better understand the Parks and Recreation system and help the City remain accountable to community goals. When we all know the plan, we can all work together to implement the plan, so please read and enjoy! (Left) The Swim Center at
Sunrise Park.
Item 3A - Page 10
Table of Contents
Ch. 1 12 Welcome to Palm Springs: Introduction
14 A Vision for Palm Springs
15 Foundation of the Plan
16 The Planning Process
18 Plan Summary
Ch. 2 20 The People are the City: Context and Conditions 22 A Brief History of Palm Springs
25 Investing in Palm Springs Parks and Recreation
26 Demographics
28 Existing Social Infrastructure
32 Heat and Climate Trends
34 Health Equity
34 Ecology
36 Existing and Relevant Plans
Ch. 3 38 Understanding Today’s Parks System: Facility
Summary and Program Assessment
40 Building Blocks of the System
42 The Parks System Today
49 Existing Park Programs and Priorities
54 Program and Service Fiscal Analysis
Ch. 4 56 The Community’s Voice: The Engagement Process
60 Equity Driven Engagement
60 Engagement Methodology
69 What We Heard
70 Recurring Themes
Ch. 5 72 A Vision for the Future of Palm Springs
Parks: Themes, Goals, and Actions
74 Themes, Goals, and Actions
76 Communicating the Experience
78 Connecting People and Places
80 Keeping it Cool and Climate Resilient
82 Renewing the System
84 Stewarding the Future
87 Expanding the Impact
Ch. 6 90 A Roadmap for the Future: Implementation Recommendations 93 Implementation Framework
110 Tool: Action Categorization and Timeline
116 Tool: Park Classification System and Typologies
131 Tool: Park Gap Analysis
136 Tool: Funding Strategies
143 Looking Forward
Item 3A - Page 11
Palm Springs Parks & Recreation Master Plan 3
Q: What makes our city parks special or different?
A: We can’t beat the backdrop that majestically overlooks our parks in Palm Springs; the mountains provide a
calming stable effect for us in a natural environment.
A: Our city has the best weather for outside activities in winter.
1. welcome to palm springs:
introduction
Throughout the planning process, residents were asked
to share reflections on Palm Springs’ parks as part of a ‘community quilt’ activity (see pages 66-67 for further description). Prompts and responses from that activity are shared here.
Item 3A - Page 12
4 Welcome to Palm Springs: Introduction Palm Springs Parks & Recreation Master Plan 5
A VISION FOR PALM SPRINGS
Palm Springs is one of nine cities that make up the Coachella Valley. It covers 96 square miles and occupies an enviable location within Riverside County. Situated at the base of Mount San Jacinto, the city boasts a colorful desert landscape, majestic rock formations, graceful waterfalls, and abundant wildlife. Though the city was only officially incorporated in 1936, its history traces back millennia. For at least 8,000 years, what is now called Palm Springs has been home to the Cahuilla people, known today as the Agua Caliente Band of Cahuilla Indians.
Around the world, Palm Springs is known as a vibrant resort city with natural beauty, great architecture, temperate weather, and a dynamic, welcoming community.
Though these are undeniable characteristics of the city, today and historically Palm Springs has also been a racially segregated city, tracing back to the exclusion of people of color from buying and renting in the city in its earliest days. As a result, people of color sought shelter on tribal land in an area known as Section 14. In a low in the city’s history, in the 1950s and 1960s, over 1000 families were forcibly cleared by government officials, further perpetuating the city’s segregation and the unequal distribution of resources. The City issued a formal apology (September 2021) and reached a landmark reparations settlement (November 2024) to address the destruction of property and displacement of residents in Section 14, but the disparities originating in that era persist.
In recent years, City leadership has committed to analyzing and addressing both the real and perceived inequity in the distribution of public resources in the city.
This update to the 2014 Parks and Recreation Master Plan presents an opportunity to strategically address these disparities across the park system and ensure that all residents, regardless of age or neighborhood, can easily access and experience a thriving Palm Springs where they live.
The 2024 Palm Springs Parks and Recreation Master Plan (PSPRMP or “The Plan”) update process is also an opportunity to give community-informed guidance to the Department of Parks and Recreation on how to prioritize work, organize staff, and best budget available funding for the next decade. To do these things, the master planning process needed to engage not only department staff but everyone that makes the Palm Springs park system what it is today. As a result of this inclusive process, the following Plan identifies and analyzes what is currently working well within the system, where there are unmet needs, which new initiatives and policies should be developed, and concrete steps for creating a future parks system where all Palm Springs residents can feel welcome and take pride in.
The Palm Springs Parks and Recreation Master Plan aims to:
• develop themes, goals, and actions for the parks
and recreation system
• ensure the voice, needs, and priorities of the full Palm Springs community are reflected in The Plan
• provide an up-to-date set of tools for decision-making • outline an implementation strategy
FOUNDATION OF THE PLAN
The PSPRMP provides both short and long-term strategies to guide the growth and maintenance of the City’s facilities and parks over the next decade. It serves as a roadmap for an inclusive park system for all Palm Springs community members, embodying the city motto, “The People are the City.” To get here required an outreach and engagement process that was broad across all user groups and stakeholders, as well as a parallel effort to focus on areas and communities with greatest need for access. Geographic disparities in park need are not just issues of inconvenience. A large body of evidence shows that lack of park access is directly linked to disparate health outcomes, economic inclusion, environmental health, and educational attainment. Additionally, this lack of park access often directly reflects racial inequities, historic disinvestment, and prejudiced land-use development policies.
Therefore, the PSPRMP is a cornerstone to building a more inclusive and just city.
The planning process was built on four main commitments:
PRIORITIZE DEEP EQUITY AND ENGAGEMENT
Community members are at the heart of the PSPRMP planning process. Engagement methods were specifically crafted to reach people that had been historically marginalized or left out of planning efforts in the past. Knowing that processes like these are often opaque and abstract for many, special attention was paid to helping translate complex information into easily digestible and relatable graphics or activities to meet community members on their own terms.
FOSTER CLIMATE RESILIENCE
The Climate Change Vulnerability Assessment created for the City in 2022 is very clear—extreme heat, shade equity, and water conservation are and will increasingly be issues of critical importance to Palm Springs and the broader Coachella Valley (Climate Change Vulnerability Assessment, 2022). The changing climate and its impact on people’s lives and parks needs was front and center in the formulation of the PSPRMP.
BUILD ON THE UNEXPECTED AND UNTOLD
In a city with the diversity and cultural richness of Palm Springs, the parks system should showcase and celebrate that vibrancy.
The PSPRMP does just this, helping give shape to narratives and experiences that have yet to be told in the civic landscape.
ASPIRE TO EFFICIENT STRATEGIES FOR IMPLEMENTATION
A plan without implementation strategies would be yet another document that sits on a shelf. The PSPRMP intentionally outlines the steps needed to turn the aspirations of the community and parks staff into actions that can be taken both in the short and longer terms.
• propose guidelines for existing and future
parks in the system
Item 3A - Page 13
6 Welcome to Palm Springs: Introduction Palm Springs Parks & Recreation Master Plan 7
PROJECT TIMELINE
JAN
2024
DECJANFEBMARAPRMAYJUN
UNDERSTANDING AND ANALYSIS
COMMUNITY NEEDS ASSESSMENT SURVEY
city approval
survey circulation
analysis + report funding analysis
staffing resources analysis
revenue generating
opportunities
community engagement
improvements and
recommendations
conceptual plans
graphic identity
engagement plan
context research
data collection
inventory + analysis of existing parks
interpret demographic trends
community engagement
THE PLANNING PROCESS
In 2023, the City of Palm Springs hired a consultant team led by Kounkuey Design Initiative (KDI) and supported by Agency Landscape and Planning, PROS Consulting, and ETC Institute to update its 2014 Parks and Recreation Master Plan. In 2024, the consultant team engaged over 700 Palm Springs residents and City staff through four workshops, twelve pop-up engagements, and six working groups. Together, the lessons from these engagements paint a picture of a dynamic, diverse city that values active recreation and public space.
CITY PARTICIPATION
Palm Springs City Staff were an integral part of the Master Plan process. Directors across all departments and the entire Parks and Recreation team participated in a series of six working group meetings over the course of the year. In those meetings, their combined expertise provided invaluable insight into real-time site conditions, usage, and needs. The first working group, held in February 2024, centered on existing conditions and programs in Palm Springs. Participants shared their hopes, creativity, and fears around the new plan, and annotated a system-wide map with park-specific ideas and concerns. In the second working group, held in June, the group explored new programs and facilities, with an emphasis on calibrating the parks system to the community’s needs, evolving to meet the needs of youth and FEB
2025
JULAUGSEPTOCTNOVDEC
SCHEDULE
PLAN
synthesis + layout ADOPTION
parks and recreation commission
city council
ACTION PLAN AND FINAL DOCUMENT
CITY REVIEW
families as well as active seniors, and steeling the system for the impacts of climate change. In September, the third working group turned towards visioning for the new system, focusing on aquatic facilities, connecting people and places, and stewarding and expanding the system. The fourth working group, held in October, provided an opportunity to reflect on and make adjustments to the recommendations in the first draft of the plan before presenting it to the Parks and Recreation Commission in late October. In November, the Parks and Recreation Commission provided feedback on the first draft of the Plan. That same month, Parks and Recreation Staff met for the final two working groups, which focused on refining and finalizing recommendations and implementation strategies. Throughout the year, guidance from City staff helped to ground and steer the master planning process toward a more realistic and manageable vision.
TRIBAL PARTICIPATION
The Palm Springs Parks and Recreation Department and the Agua Caliente Band of Cahuilla Indians have worked together closely for the last half century on development projects on reservation lands. Within the Palm Springs parks system, there are many places where tribal and park lands intersect. To ensure a cohesive experience for residents and a relationship that honors and respects tribal sovereignty. Throughout the master planning process the consultant team met with members of the Agua Caliente planning staff to clarify existing agreements with the City regarding hiking trails, and to request overall feedback on the plan.
NEEDS, FUNDING, OPERATIONS, EXPANSION, AND IMPROVEMENTS TO PARK SYSTEM Item 3A - Page 14
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•
•
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8 Welcome to Palm Springs: Introduction Palm Springs Parks & Recreation Master Plan 9
PLAN SUMMARY
Below is a summary of the different themes, outcomes, and goals identified within the PSPRMP. More in depth information can be found in Chapter 4.
1.0 Communicating the Experience
ENHANCED CULTURAL VISIBILITY AND ACCESSIBILITY THROUGH WAYFINDING,
ART, AND COMMEMORATION
1.1 CREATE BROAD AWARENESS OF THE PARKS AND RECREATION SYSTEM AND ITS
OFFERINGS, WITH A SPECIAL FOCUS ON REACHING HIGH-NEED PARK COMMUNITIES
1.2 ESTABLISH A BRANDED, MULTILINGUAL, MULTIMODAL WAYFINDING SYSTEM FOR USE
ACROSS ALL PARKS, PARK FACILITIES, AND TRAILS
1.3 CELEBRATE AND UPLIFT THE DIVERSE CULTURES OF PALM SPRINGS WITHIN THE
PARKS SYSTEM
**See pages 76-77 to learn more about the plan’s Communicating the Experience Actions.
X.X
KEY
2.0 3.0
4.0 5.0
Connecting People + Places
IMPROVED MOBILITY AND CONNECTIVITY BETWEEN PARKS, TRAILS AND
NEIGHBORHOODS
2.1 ADVOCATE FOR IMPROVED MULTIMODAL ACCESS BETWEEN PARKS, PARK FACILITIES,
AND TRAILS
2.2 EXPAND CITY MANAGED TRAIL SYSTEM AND ENHANCE TRAILHEAD AMENITIES **See pages 78-79 to learn more about the plan’s Connecting People & Place Actions.
Keeping It Cool & Climate Resilient
INCREASED CLIMATE RESILIENCE AND ECOLOGICAL HEALTH THROUGH SUSTAINABLE
PRACTICES AND INFRASTRUCTURE
3.1 ENHANCE ECOLOGICAL HEALTH AND CLIMATE RESILIENCE ACROSS THE PARK SYSTEM
3.2 SET HOURS FOR PARK FACILITIES, AMENITIES, AND PROGRAMMING TO PROVIDE
MAXIMUM COOLING BENEFIT TO THE COMMUNITY
**See pages 80-81 to learn more about the plan’s Keeping It Cool & Climate Resilient Actions.
Renewing the System
IMPROVED SAFETY, MAINTENANCE, AND PHYSICAL UPGRADES FOR A BETTER USER
EXPERIENCE
4.1 IMPROVE MAINTENANCE OF PARKS AND PARK FACILITIES
4.2 IMPROVE EXISTING INFRASTRUCTURE AT PARKS AND PARK FACILITIES
4.2 IMPROVE PERCEIVED AND PHYSICAL SAFETY IN PARK SPACES **See pages 82-83 to learn more about the plan’s Renewing the System actions.
Stewarding the Future
ADDITIONAL EVALUATION, FUNDING, AND SUPPORT SERVICES FOR SUSTAINABLE
PARK MANAGEMENT
5.1 IMPROVE ORGANIZATION FUNCTIONALITY BY IMPROVING STAFFING LEVELS
AND STAFF WAGES
5.2 INCREASE THE DEPARTMENT’S COST RECOVERY PERCENTAGE FROM THE CURRENT 16% TO A TARGET RANGE OF 20% TO 25% BY 2030 TO PROVIDE GREATER FINANCIAL SUPPORT FOR PARK SYSTEM OPERATIONS.
5.3 INCREASE PARK DATA TO MAKE BETTER STRATEGIC DECISIONS
5.4 CREATE SUSTAINABLE FUNDING FOR THE PARKS AND RECREATION SYSTEM TO
SUPPORT CAPITAL IMPROVEMENT BUDGET
6.0 Expanding the Impact
EQUITABLE ACCESS AND DIVERSE PROGRAMMING TO MEET THE NEEDS OF ALL RESIDENTS
6.1 ENSURE EQUITABLE ACCESS TO PARKS AND FACILITIES FOR ALL PALM
SPRINGS RESIDENTS
6.2 MAKE PARKS ACCESSIBLE TO USERS WITH SPECIAL NEEDS AND DIVERSE ABILITIES
6.3 EXPAND EXISTING PARKS AND FACILITIES TO MEET RECREATIONAL NEEDS OF RESIDENTS
6.4 ENSURE EQUITABLE DISTRIBUTION OF AND ACCESS TO PROGRAMMING THROUGHOUT
THE SYSTEM, WITH CONSIDERATION OF GEOGRAPHY, DEMOGRAPHICS, AND NEED
6.5 DIVERSIFY ACTIVE FITNESS AND RECREATION OPPORTUNITIES **See pagess 87-89 to learn more about the plan’s Expanding the Impact Actions. ** To read the list of actions for each goal, please turn to the Implementation chapter on page 82.
Theme The category of focus
OUTCOME What the PSPRMP aims to achieve over the lifespan of the Plan **Actions Practical steps to reach each goal
X.X GOALS What we want to accomplish under this theme
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•
8 The People Are the City: Context and Existing Conditions Palm Springs Parks & Recreation Master Plan 9 Q: What are untold histories of Palm Springs?
A: James O. Jessie Desert Highland Unity Center is located in a predominantly African-American neighborhood.
Early residents played an important role in advocating
for creation of the park and community center.
There should be interpretive signs that talk about
African American History in the community. Demuth
Park is located in a Filipino Community and should
acknowledge residents past and current.
A: [The] first gay pride event took place in Sunrise Park.
2. the people are the city:
context and conditions
Throughout the planning process, residents were asked
to share reflections on Palm Springs’ parks as part of a ‘community quilt’ activity (see pages 66-67 for further description). Prompts and responses from that activity are shared here.
Item 3A - Page 16
10 The People Are the City: Context and Existing Conditions Palm Springs Parks & Recreation Master Plan 11
A PLAN FOR THE PEOPLE OF PALM SPRINGS
This chapter aims to contextualize the PSPRMP. It starts with an overview of the history of Palm Springs, particularly as it connects to development, land-use, and the parks system. Next, there is a discussion of Palm Springs demographics, including age, race, life expectancy, and income, as they relate to park access. The chapter then covers the topics of heat, climate trends, and ecology as they influence park design and development in Palm Springs’ unique desert environment. Lastly, there is a summary of the relevant plans that this Master Plan builds on.
A BRIEF HISTORY OF PALM SPRINGS
Verdant canyons and natural hot springs first drew the Mountain Cahuilla–the ancestors of today’s Agua Caliente Band of Cahuilla Indians–thousands of years ago to what is now the area in and around Palm Springs. The Cahuilla called the area Sec-he (boiling water); Spanish explorers eventually followed suit, calling the springs Agua Caliente (hot water) when they arrived in the late 18th century.
They used the springs as a waypoint during their journeys through the region. More permanent settlers followed soon after, establishing small hotels and inns around a new railroad stop.
In 1876, the federal government established the Agua Caliente Indian Reservation and split land in a checkerboard pattern across the valley with the Southern Pacific Railroad and Tribe receiving alternating pieces. The Tribe also maintained control of the revered Andreas, Palm, and Murray Canyons (collectively known as the Indian Canyons). Today the Agua Caliente still owns, operates, and protects the Canyons, providing the region with opportunities for hiking, horseback riding, and recreation.
By the turn of the 20th century, Palm Springs had a burgeoning winter health resort industry led by residents like John Guthrie McCallum and Nellie Coffman.
As development continued into the 1920s and 30s, Palm Springs became a luxury resort destination, with the construction of hotels like the Desert Inn and El Mirador and the beginning of modernist architecture, attracting Hollywood elites and affluent visitors.
During this period, the gay community began to find refuge in Palm Springs.
Faced with strict moral guidelines governing their personal lives, gay Hollywood stars would retreat to Palm Springs because it was close enough to Los Angeles to get to work when needed, and just far enough away to escape the judgemental eyes of Hollywood leaders. Today, Palm Springs continues to have a vibrant LGBTQIA+ community.
The resort industry also brought many Black, Latino, and Filipino residents to Palm Springs looking for a better life and work. In the 1910s, the Mexican Revolution caused many families to leave Mexico for the Coachella Valley, where they were predominantly employed as laborers helping to construct new buildings and roads in the budding town. During the Great Depression, with few job prospects in the South, many African Americans migrated westward and found jobs in Palm Springs, where the economy was fueled by the entertainment industry. Filipino farmworkers, chefs, and hospitality professionals also began to establish multigenerational communities in neighborhoods like Demuth Park, also known as Veteran’s Tract.
Despite the essential role that the Black and Latino communities played in building Palm Springs, racially restrictive housing covenants made it impossible for them to rent or buy housing in the city. Instead, these communities turned to the Agua Caliente people who offered to rent their land, a centrally located plot known as Section 14. In the early 20th century, many Black and Latino families moved into Section 14, building up housing and a diverse community in downtown Palm Springs. (Top right) The all-female
Agua Caliente Tribal
Council led by Vyola
Ortner. Courtesy of the
Palm Springs Historical
Society.
(Bottom right)A house on
fire during a controlledburn “abatement” in Palm
Springs’ Section 14 in
the 1960s.
Item 3A - Page 17
St. Se tion 14 7/
12 The People Are the City: Context and Existing Conditions Palm Springs Parks & Recreation Master Plan 13 (Left) The 2021 Palm
Springs Pride Parade in
downtown Palm Springs
as part of the 35th annual
Greater Palm Springs
Pride Festival.
In 1961, the City of Palm Springs hired Charles (“Charlie”) Jordan, a former Section 14 resident, to the newly-created community outreach position in North Palm Springs. Jordan was the first African American individual ever to work for the City of Palm Springs. He was promoted to the role of Recreation Supervisor, and later to Assistant City Manager. Jordan went on to national acclaim, winning the Pugsley Medal for outstanding contributions in parks and conservation and heading the Parks and Recreation department in Portland Oregon for 14 years.
PARK SUPER STAR
In the middle of the 20th century, Palm Spring’s tourism hit a high point, which coincided with the Mid-Century Modern Architectural Movement. Architectural luminaries experimenting with space and form brought Mid-Century style to the desert, establishing a new identity for the young town as a hub for design and the arts. As the resort town grew, Section 14 became desirable to developers and a battleground for issues of tribal sovereignty, zoning, and race. From 1956-1969, the City conducted forced removals and clearances of Section 14, displacing residents and erasing these families’ generational wealth.
In the face of this systematic racism, Palm Springs communities of color continued to work toward a better Palm Springs by organizing community and philanthropic groups. Since before the city’s founding, the Black, Latino, and Asian communities have made invaluable cultural, social, and political contributions to the development of Palm Springs, including its Parks system. In 2024, after years of advocacy organized by the Palm Springs Section 14 Survivors, the City Council voted unanimously to pay $5.9 million in reparations to Black and Latino families evicted from their homes in Section 14.
The Palm Springs parks system has been a place of gathering, celebration, organizing, and learning for each of these communities over its history. As we plan for the next decade, there is tremendous opportunity for the park system to integrate these rich stories of culture and community into the parks and their programming so that they can be shared far and wide.
INVESTING IN THE PALM SPRINGS PARKS AND RECREATION
Much of the current parks system can be traced back to Proposition R, a measure passed in 1972 championed by full-time residents who desired more investment in parks and recreation. Some of the facilities developed through this measure include the Sunrise Complex (the Main Library, Pavilion, Community Center, Leisure Services Offices, and Swimming Pool), a sizable expansion of Demuth Park, and the creation of Desert Highland Park and Community Center. Half a century later, Palm Springs residents still benefit from this massive investment. However, it also means that much of the city’s existing Parks and Recreation infrastructure is in need of renovation, repair, and expansion. In 2011 Palm Springs voters approved Measure J, a voluntary sales tax to broadly fund the preservation of Palm Springs city services.
Spending from Measure J touches many departments across the city, including Parks and Recreation. Improvements from the fund, records of which are publicly accessible, include everything from $5,000 on trailhead waste removal to $5 million on new LED stadium lights across the system.
As Palm Springs and the surrounding region continue to evolve to shifting demographics and a changing climate, the park system must continue to adapt.
The most recent additions to the system, Downtown Park and Gateway Park, ushered in a new aesthetic that favors a climate-adapted desert planting palette and local materials. Both parks are small and carefully sited to provide maximum impact for the city, though they still serve visitors and tourists more than permanent residents. Ongoing efforts to restore the former Mesquite Golf Course into a 120-acre nature preserve have been met with resistance from some residents, but ultimately show the dedication of the city to a robust and resilient future for Palm Springs.
(Left) Residents strolling
through Downtown Park.
Item 3A - Page 18
14 The People Are the City: Context and Existing Conditions Palm Springs Parks & Recreation Master Plan 15
DEMOGRAPHICS
Palm Springs is home to 45,000 full-time residents. The city population rises to 90,000 in the winter months because of the season’s temperate weather. Additionally, Palm Springs hosts about 14.1 million visitors each year in local accommodations and millions more visit for the day. Tourists and seasonal residents bring in considerable revenue for the city, so resources for the Parks and Recreation System have historically catered to the winter users.
Palm Springs is a predominantly white (non-Hispanic) city (52%) with notable Hispanic (21%), Black (4%), and Asian (4%) communities. In this city, health and income patterns are visibly linked to race. In the Northeast, Northwest, and Central areas of town, there is a concentration of Black, Indigenous, and People of Color (BIPOC) communities. These communities correlate to higher poverty levels and lower life expectancy, particularly in North Central Palm Springs. As seen in the map “Park Access in Palm Springs,” there is also a lack of parks and facilities in these communities.
57.3 Palm Springs
Riverside California County
36.6 38.2
MEDIAN AGE IN YEARS
Palm Springs has a median age of 57.3 years - a full 1.5 times higher than the median age of Riverside County and the state of California as a whole (American Community Survey, 2022). This aging population brings specific health needs and equity concerns that impact park design, programming, and strategic planning.
Disability levels within the city are higher than that of the country on average, with ambulatory disabilities being most prevalent followed by independent living and cognitive difficulties (American Community Survey, 2022). These considerations affect all ages within the population but are most concentrated in older adults over the age of 65.
Central and South Palm Springs have higher percentages of seniors, whereas North Palm Springs holds a higher concentration of families with children. The majority of social infrastructure amenities such as schools, parks, museums, and libraries are clustered in Central Palm Springs. This is a contributing factor to only 33% of the overall city population living within a 10-minute walking distance from a park (Trust for Public Land, n.d.), with North Palm Springs at an even lower percentage of 19% (Eisenhower Health Community Needs Assessment, 2022).
SEASONAL POPULATION INCREASE
45,000
~ 90,000
2x
Year-round
Population
Population During
Peak Winter Months
INEQUALITIES IN RACE AND INCOME
ETHNICITY SEASONAL POPULATION INCREASE
Source: US Census 2020
Source: CDC National Center
for Health Statistics
Source: Cal EnviroScreen 4.0 Source: Cal EnviroScreen 4.0
70.5-75.4
75.5-77.9
78-80.2
80.3-82.7
82.8-87.3
n/a
over 55%
41%-54%
30%-40%
20%-29%
up to 19%
over 83%
83%-72%
72%-58%
40%-58%
up to 40%
LIFE EXPECTANCY 2015 POVERTY LEVEL 2021 PEOPLE OF COLOR 2021 White
(Non Hispanic)—52%
Hispanic
or Latino—21%
Other Race—11%
Two or More
Races—8%
Black or African
American—4%
Asian—4%
American Indian and
Alaska Native—1%
Native Hawaiian and
Other Pacific Islander—<1%
Item 3A - Page 19
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16 The People Are the City: Context and Existing Conditions Public Parks and Recreation Areas
Proposed or Pending Parks and Recreation Areas
Schools
Museums and Libraries
Health Care Facilities
Community Centers and City Hall
Non-profit / Community Resources
Cooling Centers
Waterways
Roads
Class 1 Bike Path
Class 2 Bike Path
Class 3 Bike Path
Mixed Use Bike Path
CV Link (Existing and Proposed)
City Trails
Tribal Trails
Airport
Golf Courses
EXISTING SOCIAL INFRASTRUCTURE
IN PALM SPRINGS
Social infrastructure refers to the organizations, places, and spaces that shape how communities interact and
access resources. They include public parks, schools,
museums, libraries, healthcare facilities, community
centers, and more. Parks and recreation facilities are
vital parts of the network of social infrastructure in
Palm Springs.
SOCIAL INFRASTRUCTURE IN PALM SPRINGS
N
Item 3A - Page 20
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PARK ACCESS IN PALM SPRINGS
Item 3A - Page 21
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20 The People Are the City: Context and Existing Conditions Palm Springs Parks & Recreation Master Plan 21 HEAT + CLIMATE TRENDS
The climate of Palm Springs is hot and arid with average highs hovering around 81°F. However, summer temperatures frequently surpass 100°F. The region is expected to see rising average temperatures and more extreme heat during the summer months. Projections show daily maximum temperatures increasing by 1-2°F between 2024 and 2040, 6-10°F between 2040 and 2069, and 8-14°F by 2070-2100, depending on future greenhouse gas emissions scenarios as outlined in California’s Fourth Climate Change Assessment (Pierce et al, 2018). In the most extreme case, Palm Springs could experience up to 179 days per year with temperatures exceeding 95°F by 2100, meaning nearly half the year could be oppressively hot. The increase in surface and air temperatures may reach levels dangerous to human life, especially vulnerable populations such as the elderly, children, and those with chronic diseases (Cal-Adapt, 2024).
Expanding the tree canopy across the city is crucial for reducing heat-related illnesses and creating a more livable environment. Shaded areas can be up to 30°F cooler than unshaded surfaces, helping to lower air temperatures and offer relief through vegetation-based cooling. Establishing a well-distributed tree canopy in parks can make the space safer and more comfortable for the community (US
11.9%
tree canopy
coverage
15% - 24%
0% - 14%
Tree Location
TREE CANOPY
COVERAGE
Environmental Protection Agency, 2008). Palm Springs currently has an 11.9% tree canopy cover. By comparison, Phoenix, Arizona, a similar desert climate, has a city
12.4 coverage and has set a goal of 25% canopy cover by 2030 (City of Phoenix Shade Plan, 2010).
Palm Springs also has occasional heavy rainfall during rainy seasons, JulySeptember and December-February. Intense storms can cause rapid runoff that leads to flash floods due to the dry, compacted soil. Climate change is expected to increase rainfall variability, with the intensity and frequency of heavy rainfall events likely to rise, potentially resulting in more frequent and severe flooding. The areas most susceptible to flooding include the neighborhoods near Tahquitz Creek, Whitewater River, and Palm Canyon Creek, as well as south Palm Springs near the foothills of the San Jacinto Mountains. Upgrading stormwater management systems, along with incorporating green infrastructure like permeable pavements and increased vegetation, can enhance water infiltration, manage increased runoff, and reduce flood risk (Cal-Adapt, 2024).
Average
Temperature
High Emissions
Scenario
Average
Temperature
Low Emissions
Scenario
Modeled Historical
Observed
year
86 88
90 92
94 96
98 100
1960 1980 2000 2020 2040 2060 2080 2100
AVERAGE TEMPERATURE PROJECTIONS THROUGH 2100 Degrees (°F) Source: CalAdapt (2024)
High Emissions Scenario
Medium Emissions Scenario
Low Emissions Scenario
KEY
Item 3A - Page 22
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22 The People Are the City: Context and Existing Conditions Palm Springs Parks & Recreation Master Plan 23
HEALTH EQUITY
Environmental health, air quality, and heat are intertwined with age, as children and older adults are more vulnerable to respiratory illnesses and heat-related deaths.
Palm Springs currently has levels of asthma and respiratory diseases that are on par with the rest of California and enjoy relatively good air quality compared to the rest of the Coachella Valley. However, 73% of the heat-related deaths in Riverside County in 2023, were in Palm Springs (Balchan, 2024).
ECOLOGY
Palm Springs is surrounded by mountain ranges in the Colorado Desert–to its west are the San Jacinto Mountains, to the north the San Bernardino Mountains, and to the south the Santa Rosa Mountains. Within and around the city’s boundaries, which extend into the surrounding mountains, a diverse set of ecosystems and habitats can be found. These ecosystems form a gradient, ranging from the alpine environments at higher elevations to the arid desert at the valley floor, with numerous microclimates and transitional zones in between. Key ecological areas include desert washes, lowland deserts, the desert transition zone, chaparral and oak woodlands, and montane forests. Throughout the Coachella Valley, these ecosystems are conserved and managed by an array of federal, state, local, and nonprofit agencies.
Native plants are essential to the survival of the Palm Springs region’s ecosystem and the broader Coachella Valley, as they provide critical support to native wildlife.
Plants such as creosote bush and desert willow have adapted over millennia to endure the extreme heat and arid conditions, offering food, shelter, and nesting areas for local species. Native animals, like the desert bighorn sheep, depend on Source: California National Resources Agency
State
Federal
City/Nonprofit
Tribal Land
City Boundary
of Palm Springs
Urban
Agriculture
Parks and
Open Spaces
CONSERVATION
LAND
LAND USE
Lucky hikers might glimpse
some of this desert
wildlife in the San Jacinto
Mountains that border
Palm Springs.
(Top left to bottom
right) Beavertail cactus,
burrowing owl (shoco),
desert fan palm, California
fuchsia, peninsular
bighorn sheep, desert
milkweed, Gambel’s quail,
palo verde, kangaroo
rat, rattlesnake, desert
lavender, ocotillo,
roadrunner, chuparosa,
Coachella Valley fringetoed lizard.
shrubs such as chuparosa for sustenance, while the desert tortoise feeds on native grasses and wildflowers like fiddleneck and desert dandelion. Pollinators, including the native carpenter bees and butterflies such as the monarch, rely on flowering plants like milkweed and sand verbena for nectar. Without these native plants, species would face habitat loss and diminished food sources, leading to a decline in biodiversity (US Forest Service, n.d.).
Currently, a majority of the parks in Palm Springs are designed traditionally with grass/turf fields and an assortment of native and non-native trees. This type of landscape lacks the biodiversity needed to provide wildlife habitat and ecosystem services.
The only home of the endangered Casey’s June beetles is located within the City of Palm Springs. Their habitation range, 587 acres, is limited to Palm Canyon Wash and Tahquitz Creek. The biggest threats to the species have been the drastic reduction of habitable areas due to urban development (U.S. Fish & Wildlife, n.d.).
To help mitigate these challenges, the parks and open spaces in Palm Springs can play a crucial role in creating more suitable environments that support this beetle as well as other native flora and fauna.
Santa Rosa
Mountains
Item 3A - Page 23
24 The People Are the City: Context and Existing Conditions Palm Springs Parks & Recreation Master Plan 25
EXISTING & RELEVANT PLANS
The PSPRMP does not exist in a vacuum—for it to be realizable and implementable, it must work in tandem with existing city, regional, state, and federal plans that govern land use within the Palm Springs region. The consultant team reviewed and considered the Plans below in preparing the PSPRMP.
PALM SPRINGS GENERAL PLAN (2024)
The General Plan is the City’s primary planning document, laying out a long-term vision for growth, development, and land use across Palm Springs. The Recreation, Open Space & Conservation Element and Community Design Element within the Plan most clearly provides guidance for the PSPRMP, as these sections guide the development and conservation of open space, natural resources, and design character of amenities and parks spaces throughout the city. The PSPRMP will serve to update and provide further basis for the goals and policies outlined in the General Plan.
SPECIFIC AREA PLANS
The City currently has specific area plans for the neighborhoods of Canyon South (2003), College Park (2011), Desert Palisades (2011), Downtown (2021), and Section 14 (2014). Though direct suggestions on park locations and amenities are not included within these plans, the PSPRMP works in conjunction with the design guidelines and recommendations outlined to ensure that goals and actions outlined in this Plan connect with each neighborhood’s vision to create cohesive and functional urban spaces. In addition to these specific area plans, the Airport Master Plan (2015) and Tahquitz Creek Trail Master Plan (2010) provide guidance on the Airport’s development strategy for expansion and modernization, and design standards for the Creek to ensure that future development and growth respects the area’s unique history, culture, and native species.
PALM SPRINGS CLIMATE ACTION ROADMAP (2021)
The Climate Action Roadmap, building off of the City’s 2016 Sustainability Plan, lays out ambitious goals for achieving carbon neutrality for municipal emissions by 2030. There are a host of relevant recommendations for the PSPRMP, including an emphasis on additional shade structures and adjusting maintenance schedules to take advantage of cooler times of the day.
CV LINK MASTER PLAN (2016) + ONGOING PLANNING EFFORTS
The 50-mile CV Link system, a multi-modal trail that passes through Palm Springs, is an essential connector and piece of infrastructure to consider as part of the PSPRMP. The Coachella Valley Association of Governments (CVAG) oversees the CV Link Master Plan, and the resulting ongoing efforts to build out the fully envisioned infrastructure for this active transportation system.
CVAG ACTIVE TRANSPORTATION PLAN (2017)
The CVAG Active Transportation Plan (ATP) includes several elements that are relevant to the PSPRMP, including recommendations for bikeway integration, transit hub pedestrian improvements, wayfinding, and accessibility. Collectively, these reccomendations afirm the need for increasing easy access throughout the city and the parks system.
SANTA ROSA AND SAN JACINTO MOUNTAINS NATIONAL MONUMENT
MANAGEMENT PLAN (2004)
The Santa Rosa and San Jacinto Mountains National Monument abuts Palm Springs on the west and south sides of the city. Many of the trails that begin within Palm Springs’ jurisdiction wind through the National Monument. Though the monument boundary does not impact the direct planning of trailhead infrastructure, the Bureau of Land Management (BLM) and the United States Forest Service (USFS) should be key partners in coordinating changes to the Palm Springs trail network.
COACHELLA VALLEY MULTIPLE SPECIES HABITAT CONSERVATION PLAN (2007) The Coachella Valley Multiple Species Habitat Conservation Plan (MSHCP) is a shared regional vision for considered growth that conserves the Coachella Valley’s natural resources, authored by CVAG for the Coachella Valley Mountains Conservancy (CVMC). The MSHCP aims to balance environmental protection with economic development goals valley wide.
(Left) A mountain view at
Wellness Park.
Item 3A - Page 24
Q: What is your favorite memory in one of our city parks? A: One of my favorite memories is walking to Sunrise Park with my wife to the Fourth of July Celebration…
A: Each day I meet with 30-80 community members to
start our day with group exercise at the park.
3. understanding today’s
parks system:
facility summary and
program assessment
Throughout the planning process, residents were asked
to share reflections on Palm Springs’ parks as part of a ‘community quilt’ activity (see pages 66-67 for further description). Prompts and responses from that activity are shared here.
Item 3A - Page 25
Parks and Recreation Areas
Proposed or Pending Parks and Recreation Areas
City Hall + Parks and Recreation Buildings
CURRENT PARKS AND RECREATION SYSTEM Waterways
Roads
City Trails
Tribal Trails
44 BUILDING BLOCKS OF THE SYSTEM
This chapter provides a synthesis of the physical,
programmatic, operational, and fiscal elements of
the parks system today. It also identifies areas where
the Department is excelling and explores areas for
meeting a broader set of community needs in the
years to come.
This chapter synthesizes the in-depth studies
conducted by the consultant team. Detailed reports
of their findings can be found in the appendix under
the following report titles: • Understanding the System Today (Appendix C)
• Operational Assessment (Appendix D) • Funding Strategies (Appendix E) It contains a/an: • Summary analysis of park facilities, amenities and trails, with select peer
comparisons
• Overview of core program areas in the park
system, the service reach, and the life cycle
analysis of programs and services
• Summary of the fiscal analysis for 2024-
2025
To conduct the Understanding the System analysis,
the team conducted site visits of all parks, facilities, trails, and amenities managed by the Palm Springs
Parks and Recreation Department on February 2024.
With support from City staff, the team also gathered
and analyzed level of service data. To complete the
Operational Assessment, the team used the results
from the statistically valid survey, project data, and
stakeholder engagements. Finally, to complete the
Funding Strategies, the team analyzed budget and
staffing data from the City and contextualized it in a
meeting with City staff.
The baseline data and analysis presented in this
chapter was an important foundational input for
the elaboration of the Master Plan. The full detailed
studies and methods used can be found in Appendix.
N
Item 3A - Page 26
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46 Understanding Today's Parks System: Facility Summary and Program Assessment Palm Springs Parks & Recreation Master Plan 47
THE PARKS SYSTEM TODAY
The Palm Springs Parks and Recreation Department manages a system of eleven parks; seven facilities, including community centers, a swim center, a skate park, and a stadium; and 15 trailheads. In addition, the department oversees a multitude of programs, events, and community offerings, ranging from pickleball classes to dance clubs.
Any map of the Parks and Recreation System is just a snapshot in time; as the system is in a continuous state of growth and change. Numerous capital projects are in progress or completed, such as shade structures being installed at Victoria Playground, new flooring at the Leisure Center Dance Studio, and resurfacing of the basketball courts at Ruth Hardy. A list of these projects (right) shows a system that is responsive to growing and changing community needs. (Below) A swimmer at
Sunrise Park finishes a
lap with the San Jacinto
Mountains beyond.
CAPITAL PROJECTS
FY23 - FY27 Status
CP 18-06 Restrooms at Ruth Hardy and
Victoria Parks
Engineering is negotiating with the Architect on the required code updates from the prior park restroom project plans and specifications
CP 19-24 Demuth Multiple Projects* Demuth drainage repairs design are at 60% completion CP 19-28 Recreation Ballfield Lighting
Project
New lights in east soccer field will be complete by end of week.
Stadium/Ball field lights will be substantially completed by end of September
CP 20-04 Sunrise Plaza HVAC ON HOLD—Pending results of energy assessment CP 20-10 Sunrise Plaza Door and Window Replacements ON HOLD—Pending results of energy assessment CP 21-16 Demuth Large & Small Dog
Parks*
Design plans are 60% complete for the dog parks and parking lots. Project is a priority due to grant requirements
CP 22-24 Demuth Pickleball Courts Mid-March—Construction kickoff CP 22-25 Demuth & Baristo Playground
Shade Structures COMPLETED—May and September 2024. Separate slides CP 22-37 Demuth Soccer Field No update
Other Parks & Recreation Projects Status
Baristo Playground Equipment Construction contract was executed on July 25, 2024.
In construction
Baristo Fencing
ON HOLD—Pending talks with the Baristo Neighborhood
Group and their Measure J Commission application for a
joint County project
Demuth Playground Equipment COMPLETED—September 2024
Desert
Highland Ballfield Turf ON HOLD
Desert
Highland Fencing
The project was canceled after staff met with the
community group, and they advised against installing a
fence.
Sunrise Playground Resurfacing COMPLETED
Ruth
Hardy
Basketball Court
Resurfacing COMPLETED
Ruth
Hardy
New playground
Equipment
Moving forward and has an estimated completion date
of June 12th, 2025, at the latest
Victoria New playground
Equipment COMPLETED
Leisure
Center New Dance Studio flooring COMPLETED
Sunrise
Park Reclaimed water COMPLETED
Sunrise
Park Basketball Court No update
Item 3A - Page 27
48 Understanding Today's Parks System: Facility Summary and Program Assessment Palm Springs Parks & Recreation Master Plan 49
PARKS SUMMARY & PEER COMPARISONS FACILITIES SUMMARY & PEER COMPARISONS * Sunrise Park has a half basketball court
51 sports
11 PARKS
19 play
70 comfort
22 art & nature
5 water
120 social
PALM SPRINGS FINDING
Small Cities: 8,874 Medium Cities: 13,244 9,045 COULD BE IMPROVED
COULD BE
IMPROVED
ON PAR WITH PEERS
LEADING
AMONG ITS
LEADING AMONG
ITS PEERS
ON PAR WITH
PEERS
Small Cities: 2,844 Medium Cities: 3,778 3,769
Small Cities: 28,945 Medium Cities: 56,221 11,306
NPRA PEER MEDIAN
• 10 diamond fields
• 5 rectangular fields
• 12 pickleball courts
• 9 tennis courts
• 44 picnic tables
• 58 benches
• 6 playgrounds (ages 2-5)
• 6 playgrounds (ages 5-12)
• 2 bocce pits
• 20 art pieces
• 1 community garden
• 4 water features • 1 pool
• 18 shade structures
• 23 restroom stalls
• 3.5* basketball courts
• 5 volleyball courts
• 1 skateboard park
• 9 outdoor fitness equipment
• 15 grills
• 3 pavilions
• 1 sand pit
• 4 dog areas
• 13 drinking fountains
• 7 dog waste stations
• 9 parks with lighting
• 1 interpretive garden/
nature walk
* Small Peer Cities are localities with a 20,000 to 49,999 population ** Medium Peer Cities are localities with a 50,000 to 99,999 population Data Source: National Recreation and Parks
Association (NPRA) Parks Metrics for Median Peer
city park systems and in-house research.
PEER COMPARISONS
Comparison of average park space per 1,000 residents against small and medium peer • Palm Springs, CA 3.5 Acres
• Small Peer City Median* 11.8 Acres
• Medium Peers City Median** 11.8 Acres
Residents per
rectangular field
Residents per
playground
Residents per
dog park
7 FACILITIES
Small Cities: 29,018 Medium Cities: 46,665 45,223
Small Cities: 26.813 Medium Cities: 55,605 15,074
Small Cities: 36,000 Medium Cities: 65,904 45,223
* Small Peer Cities are localities with a 20,000 to 49,999 population ** Medium Peer Cities are localities with a 50,000 to 99,999 population Data Source: National Recreation and Parks
Association (NPRA) Parks Metrics for Median Peer
city park systems and in-house research.
TOTAL
AMENITIES 2 1 3 2 6 7 6 4
Gyms/
Courts
Computer
Labs
Tiny Tots
Spaces
Fitness
Centers
Restroom
Facilities
Admin
Offices/
Storage
Air Conditioned
Facilities
Multipurpose
Rooms
DeMuth
Community
Center
James O. Jessie
Desert Highland
Unity Center
Sunrise Plaza
Leisure Center
Sunrise Plaza
Pavilion
Sunrise Swim
Center
Sunrise Skate
Park
Palm Springs
Stadium
• Palm Springs, CA 8.6 FTE
• Small Peer City Median* 11.7 FTE
• Medium Peers City Median** 10.3 FTE
Residents per outdoor
public swimming pool
Residents per
community center
Residents per
skateboard park
PEER COMPARISONS
Comparison of no. of employees per population against small and medium peer cities.
Summary table of all parks in the Palm Springs Park and Recreation System included in the review and their key amenities.
Summary of amenities in the seven key facilities across the city.
AMENITIES
Comparable peer cities
tend to have more acres
of park per 1,000 residents
than Palm Springs:
Comparable peer cities
tend to have more full-time
employees (FTE) per 10,000
residents than Palm Springs.
NPRA PEER MEDIAN PALM SPRINGS FINDING
Item 3A - Page 28
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1 50 Understanding Today's Parks System: Facility Summary and Program Assessment Palm Springs Parks & Recreation Master Plan 51 Diamond
Fields
Basketball Courts
Pickleball Courts
Skateboard Park
Outdoor Fitness Equipment
Demuth Park is the only park
with formal rectangular fields.
Their grass & field markings
need a touch up.
All shade structures were
recently installed & are in
excellent condition. They’ve
been placed across 6 parks.
Poor Excellent
Rectangular
Fields
Tennis
Courts
Picnic
Tables
Pavilions
Benches
Grills
Shade
Structures
Restrooms
2 to 5 yr old
Playgrounds
Dog Parks
Community
Garden
Water
Features
5 to 10 yr old
Playgrounds
AVERAGE CONDITIONS OF SELECT AMENITIES IN PARKS
This assessment of park and facilities conditions across the system is based on the inventory of existing amenities conducted by the project team. (Below) Tennis players out on the courts at Ruth Hardy Park.
Lockers are located in the Palm
Springs Stadium, Demuth
Community Center, & Sunrise
Swim Center. They all need
renovations.
Entrance walkways to facilities
are on average in good
condition. The walking path for
the James O. Jessie Center
was recently renovated & is in
excellent condition.
All facilities have administrative
offices. However, James O.
Jessie Center & Demuth
Community Center need
more offices in order to
accommodate current staff.
(Below) A view of the Skate Park Facility at Sunrise Park.
AVERAGE CONDITIONS OF SELECT AMENITIES IN FACILITIES
Admin
Offices
Exterior
Signage
Lobbies Entrance
Walking Paths
Restrooms
AV Equipment
Locker
Areas
Poor Excellent
Concession
Stands
The City is working to
address digital equity
with significant computer
lab investments.
Item 3A - Page 29
South Lykken Trailhead Museum Trailhead
52 Understanding Today's Parks System: Facility Summary and Program Assessment Palm Springs Parks & Recreation Master Plan 53
TRAILS SUMMARY
CONNECTIVITY SUMMARY
*Only four trailheads were inventoried during the condition assessment: Araby, Museum, Garstin, and South Lykken. 15 TRAILHEADS
CAR PARKING BIKE RACKS BIKE REPAIR
STATIONS ADA ACCESSIBILITY FINDING
PARKS
9 9 out of 11 parks
have on-street or
dedicated parking.
3 16+ bike racks located
across Demuth, Sunrise,
& Desert Highland Parks,
but they are all nonstandard designs.
1 Located at the
Visitors Center at
Tramway Road
6 Gateway Park and
Victoria Park need
ADA improvements
to their walking
paths.
FAIR
FACILITIES
6 All 6 facilities
have on-street or
dedicated parking.
6 There are 8+ bike racks
located across all 6
facilities, but they are
non-standard designs.
2 Located at
Demuth Center &
the Sunrise Public
Library. Both are
broken!
5 Recent renovations
to James O. Jessie
Center removed
ADA ramps from the
parking.
GOOD
TRAILS
6 All 4 trails have
on-street or
dedicated parking.
0 No trailhead has bike
racks!
0 0
No trailhead is ADA
accessible.
POOR
SIGNAGE & WAYFINDING SHADE TABLES/BENCHES RESTROOMS DRINKING FOUNTAINS TRASH RECEPTACLES 3 0 0 0 0 3
Araby Trailhead
EXISTING PARK PROGRAMS AND PRIORITIES
As part of the Operational Assessment, the team analyzed Core Program offerings. “Core Program Areas”, as informed by current and future needs, are designed to create a focused approach to activities and outcomes of greatest importance to the community. Programs are defined as “Core” if they meet a number of criteria related to length of program, seasonal coverage, appeal, staffing level, and facilities (full detailed criteria are found in Appendix D). The establishment of the Core Program Areas helps staff, policy makers, and the public ensure that public recreation works for the entire community of Palm Springs.
The Department currently offers programs in nine Core Program Areas:
after school
day camps rentals
community events
fitness, health + wellness
enrichment
special events
athletics + sports
aquatics
ENSURING THE RIGHT CORE PROGRAM MIX
The Core Program Areas provided by Palm Springs currently appear to meet most of the community’s major recreation program and service needs as identified in the statistically valid survey results (see Appendix C), but the program mix must be evaluated on a regular basis to ensure that the offerings within each Core Program Area – and the Core Program Areas themselves – align with changing leisure trends, demographics, and needs of residents. NRPA recommends that six determinants be used to inform what programs and services are provided by the Department; they include:
• Conceptual foundations of play, recreation, and leisure: Programs and services should encourage and promote a degree of freedom, choice, and voluntary engagement in their structure and design. Programs should reflect positive themes aimed at improving quality of life for both individuals and the overall community.
• Organizational philosophy, mission, and vision: Programs and services should support the City’s and the Department’s vision statements, values, goals, and objectives. These center on promoting personal health, community well-being, social equality, environmental awareness, and economic vitality.
• Constituent interests and desired needs: Departments should actively seek to understand the recreational needs and interests of their constituency. This not only ensures an effective (and ethical) use of taxpayer dollars, but also helps to make sure that programs perform well and are valued by residents.
• Creation of a constituent-centered culture: Programs and services should reflect a culture where constituents’ needs are the prime factor in creating and providing programs. This should be reflected not only in program design, but in terms of staff behaviors, architecture, furniture, technology, dress, forms of address, decision-making style, planning processes, and forms of communication.
Assessment of connectivity and accessibility features across parks, facilities, and trails.
CASE STUDIES
South Lykken Trailhead: Signage at this trailhead is
well maintained and includes trail maps. For visitors, the trailhead offers some street parking. There is no bike parking and when inventoried, the team noted a hiker had locked their bike to a nearby railing.
Araby Trailhead: Accessible from a small unpaved
parking lot off E Palm Canyon Drive, Araby is the only trail inventoried that provides dedicated trailhead parking.
While it is clearly signed as a trailhead, information at the trailhead is limited and is entirely exposed to the sun.
Museum Trailhead: This trail is extremely popular. Free parking is available at the garage nearby, but bike parking is limited. The trail is partially maintained by volunteers and was recently improved to remove potentially dangerous
shortcuts.
Item 3A - Page 30
-
54 Understanding Today's Parks System: Facility Summary and Program Assessment Palm Springs Parks & Recreation Master Plan 55 • Experiences desirable for clientele: Program services should be designed to provide the experiences desired by community members and identified target markets. This involves not only identifying and understanding a community’s diversity of needs in a community, but also applying recreation programming expertise and skills to design, implement, and evaluate a variety of desirable experiences for residents to meet those needs.
• Community opportunities: When planning programs and services, a Department should consider the network of opportunities afforded by other organizations such as nonprofits, schools, other public agencies, and the private sector. Departments should also recognize where gaps in service provision occur and consider how unmet needs can be addressed. (Above) Attendees and
staff at Camp Palm
Springs, one of many
summer camp programs
offered by the Department
of Parks and Recreation.
AGE SEGMENT ANALYSIS
As part of the Programs and Services Operational Assessment, the team analyzed program offerings by age segment. Findings from this analysis show that the Department provides a strong balance of programs across all age segments. The Department is meeting the minimum best practice guideline for targeting each age segment as a primary market with at least three core service areas.
This balance should be maintained moving forward, and the Department should update this Age Segment Analysis every year to note changes or to refine age segment categories. Given the growing population trend for residents ages 65 and over and the growing demand for services in this age bracket, it is also recommended that the Department further segment this group into 65-74 and 75+. These two subsegments will have increasingly different needs and expectations for programs and services in coming years, and program planning will be needed to meet differing requirements.
Age Segment Analyses should ideally be done for every program offered by the Department. Program coordinators/managers should include this information when updating program plans.
AGES SERVED BY EXISTING PALM SPRINGS PARKS & REC CORE PROGRAM AREAS
CORE PROGRAM AREAS
Preschool
(5 and
under)
Elementary
(6-12)
Teens
(13-17)
Adults
(18-34)
Adult
(35-54)
Senior
(55-64)
Senior
(65+)
After School P S S S
Aquatics P P P P P P P
Athletics/Sports S S P P P P
Day Camps P P S S S
Community Events (Permitted) S S S P P P P
Enrichment P P P P P P P
Fitness, Health, Wellness S P P P P
Rentals P P P P
Special Events (City-Operated) P P P P P P P
TOTAL PRIMARY MARKET 4 5 3 7 7 7 7
P = Primary Market (P)
S = Secondary Market
Item 3A - Page 31
56 Understanding Today's Parks System: Facility Summary and Program Assessment Palm Springs Parks & Recreation Master Plan 57
LIFECYCLE ANALYSIS
A lifecycle analysis involves reviewing each core program offered by Palm Springs Parks and Recreation Department to determine the stage of growth or decline that it is in. Understanding this helps inform strategic decisions about the overall recreation program portfolio. The various stages of program lifecycles are as follows:
• Introduction: New program; modest participation growth. • Take-Off: Rapid participation growth.
• Growth: Moderate, but consistent participation growth. • Mature: Slow participation growth.
• Saturated: Minimal to no participation growth; extreme competition. • Decline: Declining participation.
This analysis is not solely based on strict quantitative data but instead relies on staff expertise in their respective program areas. The operational analysis (see Appendix D) presents the percentage distribution of the Department’s core recreation programs across various lifecycle categories. These percentages were calculated by comparing the number of programs in each stage to the total number of core programs.
Overall, the lifecycle analysis results indicate an unbalanced distribution of all programs across the lifecycle. A combined total of 66.7% of programs fall into the Introduction, Take-off, and Growth stages. It is recommended that this be approximately 50-60% of the overall program portfolio to provide new programs to in alignment with trends and help meet the evolving needs of the community.
In addition to the need to always introduce new programming to meet evolving community needs, it is also important to have a stable core segment of programs that are in the Mature stage. Currently, the Department has 33.3% of their programs in this category. It is recommended that this be approximately 40% to provide stability to the overall program portfolio, but without dominating the portfolio with programs that are advancing to the later stages of the lifecycle. Programs in the Mature stage should be tracked for signs they are entering the Saturation or Decline stages. There should be an ongoing process to evaluate program participation and trends to ensure that program offerings continue to meet the community’s needs.
There are no core programs that are in the saturated or declining stages of their lifecycle. It is recommended to keep as few programs as possible in these two stages, but it is understood that programs eventually evolve into saturation and decline. If programs never reach these stages, it is an indication that staff may be “over-tweaking” their offerings and abbreviating the natural evolution of programs.
This can prevent programs from reaching their maximum participation, efficiency, and effectiveness.
As programs enter the Decline stage, they must be closely reviewed and evaluated for repositioning or elimination. When this occurs, it is recommended to modify these programs to begin a new lifecycle or to add new programs based upon community needs and trends.
Staff should complete a lifecycle review on an annual basis and ensure that the percentage distribution closely aligns with desired performance.
LIFECYCLE ANALYSIS OF PALM SPRINGS PARKS AND REC PROGRAMS AND SERVICES PROGRAMS & SERVICES Community
Need Action Time Frame
Fitness & Wellness Programs High Expand into community centers Immediately Hiking & Outdoor Recreation Programs High Expand into parks Immediately Senior (50+) Programming High Expand into community centers Immediately Biking Programs High Partner with other service providers Next 2 years Open Lap Swimming Opportunities High Consider Next 2 years Pickleball Lessons & Leagues High Expand Immediately
Rentals & Reservations High Increase marketing of this service Next 2 years Community Events - City Operated High Increase marketing of this service Next 2 years Community Events - Permitted High Expand Next 2 years
Water Fitness Classes Medium Continue Immediately
Online/Virtual Progams Medium Continue Immediately
Sports Leagues Medium Continue Immediately
Group Swim Lessons Medium Expand Immediately
Tennis Lessons & Leagues Medium Continue Immediately
Private Swim Lessons Low Offer only if need increases N/A After-School Programs for Youth of All
Ages Low Continue Immediately
Climbing Programs Low Offer only if need increases N/A
Programs for People with Special Needs Low Offer Immediately Public Skate Low Offer only if need increases N/A
Preschool Programs Low Offer only if need increases N/A Summer Camps Low Continue Immediately
Teen/Tween Programs Low Continue Immediately
Hockey Low Offer only if need increases N/A
See Appendix D for further information.
Item 3A - Page 32
58 Understanding Today's Parks System: Facility Summary and Program Assessment Palm Springs Parks & Recreation Master Plan 59
PROGRAM AND SERVICE FISCAL ANALYSIS
(FISCAL YEAR 2024-2025)
As part of the Funding Strategies assessment, we conducted a program and service fiscal analysis. To provide context for the financial analysis, we compared service levels provided by the Palm Springs Parks and Recreation System with that of the median service levels provided by communities with populations of 20,000-49,999.
That work revealed that though the Palm Springs Parks and Recreation System has less park acreage than the median, it provides higher service levels for many amenities and facilities including but not limited to dog parks, pickle ball courts, community centers and gymnasiums.
OPERATING BUDGET
The metrics below provide a comparison of Palm Springs against the lower quartile, median and upper quartile of communities across the country with populations of 20,000-49,999 for the following fiscal metrics:
• Annual Operating Budget Per Capita Spending: The annual operational budget per capita spending of the benchmark agencies ranges from $62 per capita to $226 per capita. Palm Springs is on the cusp of being within the upper quartile at $206 per resident, which would be expected given that it also provides services to a percentage of the 14.1 million annual visitors.
• Annual Operating Revenue Per Capita: The annual operational revenue per capita of the benchmark agencies ranges from $12 per capita to $85 per capita. Palm Springs is above the median at $34 per resident. • Annual Operating Cost Recovery: Cost recovery refers to process of covering operational expenses through revenues or funding sources. The annual operational cost recovery of the benchmark agencies ranges from 19% to 38%. Palm Springs’ cost recovery is below the lower quartile at 16%
COST-OF-SERVICE
To properly fund all programs, either through tax subsidies or user fees, and to establish the right cost recovery targets, a Cost-of-Service Analysis should be conducted on each program, or program type, that accurately calculates direct (i.e., program-specific) and indirect (i.e., comprehensive, including administrative overhead) costs. Completing a Cost-of-Service Analysis not only helps determine the true and full cost of offering a program but provides information that can be used to price programs based upon accurate delivery costs.
The methodology for determining the total Cost-of-Service involves calculating the total cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis.
Agencies use Cost-of-Service Analyses to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as well as to benchmark different programs provided by Palm Springs between one another.
Cost recovery goals are established once Cost-of-Service totals have been calculated. Department staff should be trained in the process of conducting a Cost-of-Service Analysis and the process undertaken on a regular basis.
Currently, the Palm Springs Parks and Recreation Department does not track revenue, expenditures, and cost recovery goals for each program and fees are set by a comprehensive fee schedule that is not tied to a Cost-of-Service/cost recovery methodology.
To track Cost-of-Service and cost recovery more accurately, the following is recommended:
• Develop New Pricing Policy Based on Classification of Programs and Services: Given the recommended shift in philosophical approach, it is important to refocus the Department on cost recovery goals by functional program area or line of service. Pricing based on established operating budget recovery goals will provide flexibility to maximize all pricing strategies to the fullest. Allowing the staff to work within a pricing range tied to cost recovery goals will permit them to set prices based on market factors and differential pricing (prime time/non-primetime, season/offseason rates) to maximize user participation and encourage additional group rate pricing where applicable.
The cost recovery goals are expected to be achieved over a 5-year period and there should be no expectation that they be realized immediately. It is expected that an iterative implementation process of introducing the classification methodology and a new pricing policy, along with the completion of the Department’s Cost-of-Service analysis, will occur in 2026-27. This process will have an impact on cost recovery as it will result in the refinement of foundational business elements including but not limited to: service levels, service delivery, pricing and the guidelines developed to secure external operational funding sources such as grants, donations, and partnerships. Additionally, external factors such as economic conditions and changes to the Department’s financial policies will have a bearing on achieving a cost recovery goal in which revenue offsets 50% of expenditures. • Develop Pricing Strategies: As the Parks and Recreation Department embarks on the implementation of a new pricing policy, it will be necessary to expand upon and implement pricing strategies that will not only increase sales but also maximize the utilization of the Department’s parks, programs, and recreation facilities. By creating pricing options, customers are given the opportunity to choose which option best fits their schedule and price point. It is recommended that the Department continue to explore pricing strategies that create options for the customer.
Currently the Department’s primary pricing strategy is based on residency.
Additional dynamic pricing strategies that should be considered as a way increasing cost recovery include:
ADDITIONAL DYNAMIC PRICING STRATEGIES
Primetime/Non-primetime Pricing Cost Recovery Goal Pricing Season and Off-season Rates Level of Exclusivity Pricing Group Discounting and Packaging Age Segment Pricing
Weekday/Weekend Rates Level of Private Gain Pricing
Income Qualifying Pricing
NEXT STEPS
In the next chapter, we integrate this information with the priorities expressed by residents and key stakeholders, gathered through an extensive community engagement process, to develop responsive recommendations for the city. These recommendations will ultimately require reevaluation based on site-specific conditions, funding opportunities, and public needs.
Item 3A - Page 33
I ----------------- ------------
1 ,------------
1 I------------
1 ,------------
62 The Engagement Process Palm Springs Parks & Recreation Master Plan 63 Q: How do our parks bring people together and make our
community stronger?
A: After attending my first G-Force workout with two cans of corn... [to use] for weights, the group, over 50+ strong, came up with the idea of having a food drive.
A: After living in Palm Springs and running alone for five years, I finally got enough nerve to show up at Sunrise Park at 8:00 on a Saturday morning and introduce
myself to a group of about 40 runners and walkers.
4. the community’s voice:
the engagement process
Throughout the planning process, residents were asked
to share reflections on Palm Springs’ parks as part of a ‘community quilt’ activity (see pages 66-67 for further description). Prompts and responses from that activity are shared here.
Item 3A - Page 34
64 The Community's Voice: The Engagement Process Palm Springs Parks & Recreation Master Plan 65 process!
the
UNDERSTANDING & ANALYSIS NEEDS, FUNDING & ANALYSIS
CITY WORKING GROUP 1
WORKSHOP 1
FOCUS GROUPS 1 & 2
• African-American community
• Dog owners
WEBSITE CREATION
SURVEY
FOCUS GROUPS 3-6
• African-American
community, Latino
community, and families of
NE Palm Springs
• Filipino community
• Small businesses and tourists
• Families, kids and
neurodiverse community
WORKSHOP 2
CITY WORKING GROUP 2
FEBRUARY - MARCH 2024 APRIL - JUNE 2024
4 workshops held
Over 1000 recommendations
received during community
engagement
Tel us what you think about the parks in
Comparta su opinión sobre los parques en
EXPANSION & IMPROVEMENT TO PARK SYSTEM WRITING PLAN
VIRTUAL WORKSHOP 3
WORKSHOP 3
FOCUS GROUPS 7-12
• Families and kids
• Latino community
• Filipino community
• Young adults and tourists
• Pool users
• African-American community
JUNE - JULY 2024
488 total survey responses
12 focus group
pop-up activities
over 700 people engaged
between workshops & focus groups
CITY WORKING
GROUPS 3-6
AUGUST - DECEMBER 2024
Item 3A - Page 35
66 The Community's Voice: The Engagement Process Palm Springs Parks & Recreation Master Plan 67
A PLAN BY THE PEOPLE
Community engagement is the foundation of the PSPRMP planning process. The engagement process invited residents and other stakeholders to shape the 10-year vision for the parks system, by voicing their priorities and recommending actions to ensure the future parks system better addresses their evolving needs.
This chapter outlines the rationale for an equity-driven engagement process, overviews the engagement methodology, summarizes what we heard from participants, and shares the recurring themes and priorities identified through the process.
EQUITY DRIVEN ENGAGEMENT
Designing an engagement methodology grounded in equity—one that ensures that the voices of all community members, not just the loudest, are heard and valued— can be a challenging task. Civic participation often competes with the daily responsibilities of working families, including school drop-offs, work commitments, transportation issues, non-traditional work schedules, and in some cases, language barriers. The PSPRMP engagement process prioritized inclusivity by actively seeking out those often left out of traditional planning efforts including Latino, Filipino, and African-American communities, along with young families, youth, and the neurodiverse, ensuring they could participate by offering translation, serving food, scheduling workshops at times and locations preferred by residents, and supplementing those workshops with a series of pop-up engagements that took place where people were already gathered. Within each engagement event we took great care to make sure our materials and languages were familiar, accessible, and fun, encouraging and welcoming people to participate fully.
ENGAGEMENT METHODOLOGY
The community engagement methodology was a four-part strategy to gather input from residents and stakeholders. This strategy included 1. Community workshops where residents participated in guided activities to provide detailed feedback; 2.
Focus groups (pop-up events) that met individuals who could not attend workshops in community spaces where they were already gathered; 3. A statistically valid survey that provided reliable data on park system needs; 4. Staff working groups that collected insights from those with operational expertise and responsibility for implementing the Master Plan’s recommendations.
WORKSHOPS
Four workshops were hosted at various community centers across Palm Springs; three to collect input for the Parks and Recreation Master Plan and a fourth as a celebration. All three input-gathering workshops had a thematic focus and accompanying set of goals. They were structured around multiple interactive activities to encourage participant engagement and gather valuable feedback.
Over 184 community members participated across the three input-gathering workshops, contributing over a thousand comments on park and program improvements as well as evaluations of policies affecting recreation services and design.
GOALS
GOALS
GOALS
ACTIVITIES & QUESTIONS ASKED
ACTIVITIES & QUESTIONS ASKED
ACTIVITIES & QUESTIONS ASKED
Understand residents’ perceptions of the
park system
Learn which parks are underutilized and why
Start to compile a list of desired amenities
and changes to existing parks across
the system
Understand how the current park system
is being utilized
Identify new program opportunities and
desired services
Identify park location gaps
Understand if there should be an amenity
baseline for future park typologies
Understand if there are guiding themes
for future park development that residents
would like to see
Start, Stop, Continue activity: What should
Palm Springs start, stop, or continue regarding
programs and amenities at each of the parks?
Mapping activity: Which parks do you visit, avoid,
or didn’t know existed? Place a dot on the map.
A day in the life: When and what time do you visit
parks? What do you do when you use the parks?
Mapping activity: Place a dot where you think
parks are needed.
Group design activity: As a group, design an
ideal park using size limit considerations.
100+ PEOPLE IN ATTENDANCE
50+ PEOPLE IN ATTENDANCE
34+ PEOPLE IN ATTENDANCE
WORKSHOP 1
WORKSHOP 2
WORKSHOP 3
Item 3A - Page 36
+
+
+
+
+
+
+
+
+
+
+
+
(Left) Community
members engage with the
PSPRMP at a focus group.
68 The Community's Voice: The Engagement Process Palm Springs Parks & Recreation Master Plan 69
FOCUS GROUPS
The focus groups were a crucial component of the engagement strategy, designed to reach specialized populations. Twelve events were conducted, each with a specific demographic focus. These focus groups were intentionally designed and sited to meet community members where they were, leveraging locations and events that were part of their daily lives to maximize participation.
The focus groups were strategically located at places such as local parks, food distribution centers, mobile home parks, and community-specific gathering places like a popular Filipino market. The groups engaged in these pop-up events included young families, youth, the neurodiverse community, pool users, as well as the Latino, African-American, and Filipino communities. By using these flexible and location-sensitive methods,the focus groups successfully captured a wide range of feedback from traditionally underrepresented groups, allowing for a more inclusive and equitable engagement process.
7 6
2 1 & 12
5 8
4 & 9
3 11
10 Downtown Park,
Rosa Gardens
Apartments
Certified Farmer’s
Market Palm Springs
Victoria Park
Golden Sands
Mobile Home Park
Katherine Finchy
Elementary
AJ Filipino Market,
Filipino Basketball
League
Ruth Hardy Park
Food Distribution
@ JOJ
Dive-in Movie
PS Swim Center
Village Fest
February 24, 2024
July 31, 2024
May 18, 2024
July 3, 2024
July 13, 2024
June 7, 2024
May 3, 2024
July 16, 2024
March 23, 2024
April 25, 2024
July 20, 2024
July 18, 2024
African-American
Community
Small Businesses and
Tourists
Families and Kids
Latino Community
Families, Kids and
Neurodiverse Community
Filipino Community
Dog Owners
African-American
Community, Latinos,
and families of NE
Palm Springs
Pool Users
Young Adults, Tourists
FOCUS GROUPS
FOCUS GROUP WHERE WHEN WHO
Item 3A - Page 37
(Left) Community
members engage with the
PSPRMP at the James O.
Jessie Center Community
Workshop.
70 The Community's Voice: The Engagement Process Palm Springs Parks & Recreation Master Plan 71 SURVEY
A survey packet was mailed to a statistically-valid randomized sample of households in the City of Palm Springs. Each packet included a cover letter, the survey itself, and a postage-paid return envelope. Recipients had the option to return the survey by mail or complete it online at palmspringssurvey.org. The survey, which targeted fulltime residents of Palm Springs, sought to gather at least 400 completed responses; this goal was exceeded, with a total of 488 surveys completed. Among the many questions, participants were asked to identify their top priority areas for future investment (see pg 64). The four most popular choices were aquatic/pool facilities, biking trails, natural areas/green spaces, and hiking trails, with indoor fitness/ exercise spaces and community gardens also ranking highly. The results from the sample of 488 residents have a precision of +/- 4.41% at a 95% confidence level.
For full survey results and more detailed engagement data findings, please see Appendix A and Appendix B.
STAFF WORKING SESSIONS
A series of working group sessions with Palm Springs City staff were conducted throughout the community engagement process. Initially, these sessions focused on understanding staff’s desired outcomes and identifying overlaps between departments. Later, they served as forums to present the findings from community engagement and to further refine the goals and actions outlined in the vision.
SURVEY RESULTS: RESIDENT PRIORITIES FOR FACILITY INVESTMENTS Aquatic/Pool Facilities
Biking Trails
Natural Areas + Green Space
Hiking Trails
Indoor Fitness/Exercise Center
Community Gardens
Nature Centers/Environmental Learning Centers
Dog Parks
Indoor Group Exercise Studios
Indoor Aquatic/Swim Facility
Outdoor Performance Spaces
Park Ramadas/Pavilions
Outdoor Aquatic/Swim Facilities
Outdoor Exercise Equipment/Courses
Bike Parks
Splash Pads/Spray Parks
Playground Equipment Designed for All
Pickleball Courts
Bird Watching Areas
Tennis Courts
Indoor Rental Spaces
Indoor Classroom/Meeting Room Spaces
Gymnasium
Skating Rink
Outdoor Event Rental Spaces
Outdoor Education Spaces
Rock Walls + Ropes Courses
Fishing Areas
Sand Volleyball Courts
Indoor Sports Turf Fields
Disk Golf Courses
Multi-Purpose Baseball/Softball Fields
Multi-Purpose Soccer Fields
Archery Ranges
Outdoor Basketball Courts
Skate Park
165
161
160
150
137
133
113
113
111
105
96 95
93 88
80 75
74 74
72 61
61 56
50 50
47 47
44 41
40 37
36 35
30 29
24 22
Number of Respondents (2024 Statistically Valid Survey) 0 50 100 150
High Priority Medium Priority Low Priority
Data gathered using the Priority Investment Rating (PIR) System developed by ETC Institute. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on facility and (2) how many residents have unmet needs for the facilities. For more details regarding the methodology for this analysis, please see Appendix B.
Item 3A - Page 38
I
I
l
T
72 The Community's Voice: The Engagement Process Palm Springs Parks & Recreation Master Plan 73
UNCOVERING HIDDEN STORIES
One activity used across all the workshops and focus groups was the creation of a ‘community quilt’. This activity sought to uncover hidden stories from community members and their relationship with Palm Springs parks. Participants could share or draw a memory, anecdote, or little-known history on a “quilt patch” that was assembled in real time during each event. Hundreds of stories were collected about the important ways the parks have figured into personal, family and city history, bringing a deeper human connection to the planning process. The prompts used in this activity include:
• Share a story about a memorable experience you’ve had with someone else in one of our city parks.
• How do our parks bring people together and make our community stronger?
• Share with us any collective event or action at a Palm Springs park that involved other community members.
• What is your favorite memory in one of our city parks? • When thinking of other cities’ parks, what makes our city parks special or different?
• Help us uncover the hidden history of Palm Springs by sharing an untold story associated with Palm Springs Parks.
We have cataloged a myriad of ways in which the parks hold untold histories of the residents and communities that make up Palm Springs today. Prompts and responses from that activity are shown on each chapter divider page, and on the following pages, bringing the community’s voice directly into the Plan.
These stories have tremendous potential to shape the future parks system physically and culturally.
(Left) Members at the
“Community Quilt”
station at the Sunrise Park
Community Workshop.
Item 3A - Page 39
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WORKSHOP FINDINGS
FOCUS GROUP FINDINGS
74 The Community's Voice: The Engagement Process Palm Springs Parks & Recreation Master Plan 75
WHAT WE HEARD
Through this comprehensive engagement process, the community’s input provided a clear direction for the future of Palm Springs parks. Several themes and topics emerged as priorities in both the workshops and in the focus groups. Common topics raised included the need for more sports fields, more multi-generation play options and more water features. Themes like climate resilience were prevalent with specific needs like the need for more shade options or request for expanding facilities to include water features. This feedback has been foundational to forming the goals and actions of the PSPRMP. The process as a whole ensures that the needs of all community members were prioritized and considered as the City looks toward shaping the future of its park. Below is a summary of findings for both the workshops and focus groups.
For more information on engagement findings, please see Appendix A. (Left) Community
members engage with the
PSPRMP at a Focus Group.
83 92
62 79
61 71
62%
39%
23%
29%
9%
18%
Sport fields & Roller Rink
Multi-generational Play
Comments
Multi-generational Play
Water Features
Comments
Cleanliness
Focused Programming
Comments
Play for All
Play for All
Safety & Maintenance
Climate Resilience
Cleanliness
Safety & Maintenance
TOP TOPICS RAISED
TOP TOPICS RAISED
COMMON THEMES
COMMON THEMES
322 COMMENTS RECEIVED
498 COMMENTS RECEIVED
Item 3A - Page 40
76 The Community's Voice: The Engagement Process Palm Springs Parks & Recreation Master Plan 77
RECURRING THEMES
Across thousands of inputs there were four themes that emerged. Palm Springs residents said that they wanted:
1. COOLER PARKS AND FACILITIES
Across all engagement activities, community members emphasized the need to adapt to and plan for climate resilience, particularly extreme heat. Over 20% of all written comments were about shade, water features, and community gardens.
With summer heat reaching a record high of 124 degrees Fahrenheit in the summer of 2024, it was no surprise that residents of all backgrounds requested more shade in parks, both in the form of trees and manufactured shade structures. Native trees and pollinator gardens were also among the requests for nature-based solutions to address climate extremes and to enhance ecology.
In the survey, natural areas and green spaces were the second most requested need when asked about recreational facilities. A significant number of written comments were received about including water features like misters and splash pads in all parks. In the same survey, aquatic facilities ranked as the third most requested recreational need, and the top facility type to investing in. Expanding the aquatic center received overwhelming support from both community members and parks staff alike.
2. PARKS THAT DO MORE FOR MORE PEOPLE
When the community was asked through survey form about the types of programs and features needed to enhance the user experience, responses highlighted a demand for programs tailored to children and seniors. In the survey, senior programming ranked as the second most needed, while programs for teens were not a top priority. This may be because most survey respondents were over the age of 45. However, when feedback was gathered specifically from youth and families, the opposite preference emerged, with a stronger emphasis on teen programs.
During Workshop 2, participants spent a significant portion of the meeting brainstorming youth-centered programs that would benefit the city as a whole.
Suggestions included music in the park, a teen center, financial literacy classes, and driver’s education programs. Additionally, participants requested intergenerational programs to build communication and learning between elders and youth.
Another recurring suggestion across the community engagement process was the need for expanding parks. In Focus Group 7, residents of the Golden Sands Mobile Home Park requested a large community park for their section of the city. Residents pointed to empty lots near their housing development and suggested a partnership with the mobile home park owner to expand services to their community. During Workshops 1 and 2, it became apparent that the northeastern side of Palm Springs had a park gap that needed to be addressed, according to the engaged residents.
Throughout the workshops and in conversations with the community, it was clear that neurodiverse sectors of the population were not adequately able to access the park system or many of the provided recreational activities. The planning team made a concerted effort to receive feedback from family members of neurodiverse individuals about their needs and challenges. Those engaged expressed that the current system is not equipped to handle the spectrum of neurodiverse needs.
Suggestions for improvement included sensory-friendly areas, improved accessible restrooms, adaptive swings, and training for staff on how to facilitate programs for the neurodiverse community. Improved outreach and communication with this community were also requested.
3. GOOD STEWARDS OF THE PARKS
Safety was a top priority raised by community members throughout the engagement process. A significant concern was the need for improved lighting and clearer wayfinding within parks, particularly along walking trails and bike paths. Residents also highlighted challenges of the unhoused community and parks, noting that while sometimes there was legitimate safety concerns, it was important to address the challenges with compassion and coordinated solutions.
Many suggested partnering with social services to provide support for the unhoused while maintaining the safety and accessibility of park spaces for all users, rather than relying solely on removal or exclusion from park sites.
4. THE LIGHTS ON AND THE PARKS TIDY
Maintenance and lighting were also top priorities mentioned by residents across all engagements. Residents discussed the need for better coordination between cleanup days, automatic sprinkler system hours, and existing programs. Additionally, they raised concerns about the cleanliness of parks and the need for more resources to maintain parks in a clean and user-ready state. Not surprisingly, youth and parents suggested extending the time that park lights remain on during summer months to help provide recreational opportunities during the time of day when temperatures are more bearable.
The consultant team received feedback from parents and youth who typically use the parks later in the evenings during the summer, noting that the lights are not kept on late enough. Improved lighting was also identified as a crucial safety enhancement, with requests for increased illumination across all parks.
Within these four recurring themes there were dozens of recurring sub-themes and suggested actions. These themes, sub themes, and actions directly informed the themes, goals, and actions at the heart of this plan and detailed in the next chapter. Continue reading to see the connections!
Item 3A - Page 41
78 A Citywide Vision for Parks and Recreation: Themes, Actions, and Goals Palm Springs Parks & Recreation Master Plan 79 Q: What makes our city parks special or different?
A: The Barrio Fiesta that the Filipinos organized at the Pavilion…was the party to attend when I was growing up
in the 1970s-80s.
A: Great views in every direction, year-round weather to enjoy the parks.
5. a vision for the future of
palm springs parks:
themes, goals, and actions
Throughout the planning process, residents were asked
to share reflections on Palm Springs’ parks as part of a ‘community quilt’ activity (see pages 66-67 for further description). Prompts and responses from that activity are shared here.
Item 3A - Page 42
80 A Vision for the Future of Palm Springs Parks: Themes, Goals, and Actions Palm Springs Parks & Recreation Master Plan 81
THEMES, GOALS, AND ACTIONS
The Palm Springs Parks and Recreation Master Plan serves as a strategic blueprint for shaping the future of the City’s Parks and Recreation system over the next decade. Centered around six key themes, this plan identifies priority areas for investment of time and resources to enhance the park system and expand its impact. These themes emerged through the park facilities and program analysis outlined in Chapter three, community events, community workshops, focus groups, the statistically valid survey, feedback from the Parks and Recreation Commission, and workshops with City of Palm Springs staff, particularly in the Parks and Recreation Department.
By embracing the goals within each theme and implementing the outlined actions, the Parks and Recreation Department will create a park system that is inclusive and interactive, accessible and engaging, more resilient to climate change, safe and well-maintained, and tailored to meet the diverse needs of Palm Springs’
1. communicating the experience
2. connecting people & places
3. keeping it cool & climate resilient
4. renewing the system
5. stewarding the future
6. expanding the impact
evolving community.
In this chapter, each theme is explained in full and then broken down into a set of specific goals. The goals are then further supported by specific actions for implementation by the Parks and Recreation Department. Actions are further bolstered by the ‘community voice’ callouts throughout the themes, which directly tie feedback gathered from the engagement process to the recommended actions within the plan.
Each section within the chapter is formatted to clearly delineate the multiple layers of each theme.
Get to know how that structure works before diving in using the diagram below:
HOW TO USE THIS CHAPTER
THEMES
Theme the category of focus
OUTCOME what PSPRMP aims to achieve over the lifespan of the plan X.X GOALS what we want to accomplish under this theme—there are multiple goals for each outcome
x.x.x Action Summary a succinct description of the action, also used in the implementation chapter
Action practical steps to reach each goal—there can be
multiple actions for each goal
x.x.x Action Summary a succinct description of the action, also used in the implementation chapter
Action practical steps to reach each goal—there can be
multiple actions for each goal
x.x.x Action Summary a succinct description of the action, also used in the implementation chapter
Action practical steps to reach each goal—there can be
multiple actions for each goal
X.X GOALS what we want to accomplish under this theme—there are multiple goals for each outcome
x.x.x Action Summary a succinct description of the action, also used in the implementation chapter
Action practical steps to reach each goal—there can be
multiple actions for each goal
GOAL
THEME
X.X
Community Voice
a place to call out
explicit feedback from
the community that
influenced the actions.
(X.X)
ACTIONS
Item 3A - Page 43
•
82 A Vision for the Future of Palm Springs Parks: Themes, Goals, and Actions Palm Springs Parks & Recreation Master Plan 83 Communicating the Experience
OUTCOME: ENHANCED CULTURAL VISIBILITY AND ACCESSIBILITY THROUGH
WAYFINDING, ART, AND COMMEMORATION
The cultural visibility and accessibility of the Palm Springs park system are integral to creating spaces where all residents feel welcomed and represented. A multilingual marketing and wayfinding initiative will reflect the diversity of Palm Springs and ensure inclusivity across all parks and trails. By incorporating clear branding and universal design principles, the wayfinding system will provide intuitive navigation and support meaningful connections for all visitors. Promotional campaigns and materials will highlight park offerings, with a focus on bringing awareness of the parks system to underserved communities.
Celebrating the cultural heritage of Palm Springs is central to this theme.
Collaboration with the Agua Caliente Band of Cahuilla Indians and other cultural groups will integrate local history and artistic expression into the park experience, and lead to new commemorative spaces and public art installations. These efforts will transform parks into vibrant hubs of learning and connection, fostering pride in the city’s diverse cultural legacy.
1.1 CREATE BROAD AWARENESS OF THE PARKS AND RECREATION SYSTEM AND ITS OFFERINGS, WITH A SPECIAL FOCUS ON REACHING HIGHNEED PARK COMMUNITIES
1.1.1 Assign a staff member to handle social media announcements Designate a staff member to announce all events, programs, community engagement opportunities, and park initiatives on the top five social media platforms most used by Palm Springs residents.
1.1.2 Establish a dedicated advertising budget
Establish a dedicated advertising budget for the Parks and Recreation department to enhance outreach and visibility.
1.1.3 Create an inclusive, multilingual marketing plan for park services Develop a comprehensive, multilingual, and multi-modal marketing plan—including email, print, radio, television, and social media—in collaboration with an innovative marketing consultant, with a focus on hard to reach populations.
1.1.4 Create promotional materials to showcase parks and trails Develop a comprehensive set of collateral materials, including maps, brochures, and other promotional items, to effectively communicate information about the city’s parks, park facilities, and trail systems to residents and visitors.
GOAL
ACTIONS
THEME
1.0 59% of survey
respondents said they
didn’t participate in
programs because they
didn’t know what was
available.
(1.1)
1.2 ESTABLISH A BRANDED, MULTILINGUAL, MULTIMODAL WAYFINDING
SYSTEM FOR USE ACROSS ALL PARKS, PARK FACILITIES, AND TRAILS
1.2.1 Design inclusive and multilingual signage and
wayfinding systems
Collaborate with a graphic design consultant and residents to create a graphic identity and concept designs for signage and wayfinding devices. Ensure the designs are multilingual and incorporate both visual and auditory navigation methods.
1.2.2 Fabricate and install wayfinding
Coordinate with the Department of Public Works to issue a Request for Proposals (RFP) for the fabrication and installation of a wayfinding system across all parks, park facilities, and trails.
1.3 CELEBRATE AND UPLIFT THE DIVERSE CULTURES OF PALM SPRINGS
WITHIN THE PARKS SYSTEM
1.3.1 Create a Cultural Resident Advisory Board for parks Establish a Cultural Resident Advisory Board to assist parks and recreation staff in integrating cultural elements into park design, programming, and overall operations.
1.3.2 Partner with the Agua Caliente Band of Cahuilla Indians to highlight their history and culture in parks
Collaborate with the Agua Caliente Band of Cahuilla Indians to more comprehensively integrate their history and culture into existing parks.
1.3.3 Celebrate the city’s diverse cultural heritage with commemorative landscapes and art
Develop commemorative landscapes and art installations that honor the city’s diverse cultural heritage and current residents, with a focus on uncovering, uplifting, and celebrating untold narratives within the community.
1.3.4 Establish a local Art-in-Parks program
Establish a local Art in Parks program to (in conjunction with the Public Arts Commission) commission public art for parks from local artists that showcases the diversity of people and art in Palm Springs.
Create a
comprehensive
trailsystem brochure
that informs users on
trail lengths, intensity
and land ownership.
(1.2)
= information collected from survey result or engagement process = specific implementation consideration called out and prioritized by residents
COMMUNITY VOICE
Item 3A - Page 44
'
•
•
•
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84 A Vision for the Future of Palm Springs Parks: Themes, Goals, and Actions Palm Springs Parks & Recreation Master Plan 85 Connecting People & Places
OUTCOME: IMPROVED MOBILITY AND CONNECTIVITY BETWEEN PARKS,
TRAILS AND NEIGHBORHOODS
Enhancing connectivity between parks, neighborhoods, and transportation networks is essential to making the Palm Springs parks and recreation system accessible and enjoyable for all residents and visitors. By supporting and promoting mobility options such as walking and biking, the City will improve park accessibility and enrich the overall park experience. It is crucial for the Parks and Recreation team to collaborate with the City’s Planning Department to strengthen physical connections between parks and neighborhoods through the expansion of protected bike lanes and traffic-calming measures. Promoting existing multi-modal loops will also connect the parks system to residents and social infrastructure like schools, libraries, and cooling centers. By linking parks to people and places, these efforts will ensure green spaces remain integral to the city’s vibrant and connected community.
Also key to achieving the theme, is the development of well-equipped trailheads that include essential amenities such as shade structures, water fountains, and educational kiosks, alongside multilingual signage that ensure inclusivity.
2.1 ADVOCATE FOR IMPROVED MULTIMODAL ACCESS BETWEEN PARKS,
PARK FACILITIES, AND TRAILS
2.1.1 Promote existing multimodal loops linking trails, parks, and CV Link
Promote existing multimodal loops of varying lengths and difficulty levels that connect trails, parks, bike paths, pedestrian pathways, and the CV Link.
2.1.2 With PS Planning, enhance bike and pedestrian access to parks through key routes
Collaborate with the Palm Springs Public Works Department to identify key routes to parks and prioritize the development of protected bike infrastructure and enhanced pedestrian infrastructure along those routes.
2.1.3 Launch a recurring CicLAvia-style program
Partner with the Palm Springs Public Works Department to develop a new CicLAvia-style program that temporarily closes streets to create pedestrian- and bike-only access routes to and around parks on a recurring basis.
2.1.4 Add bike racks and storage to support active
transportation to parks
Install bike racks and secure bike storage facilities in locations where they are currently unavailable to encourage active transportation to and from parks.
GOALS
ACTIONS
THEME
2.0 The crossing at El Cielo
and Mesquite has been
identified as a highneed
improvement area.
(2.1)
2.2 EXPAND CITY MANAGED TRAIL SYSTEM AND ENHANCE TRAILHEAD
AMENITIES
2.2.1 Establish ADA-compliant design standards for city managed trails and trailheads
Develop and adopt design standards for city managed trails and trailheads to ensure that all existing and future city managed trails and trailheads are ADA-accessible where feasible. Include a baseline set of amenities such as shade, water fountains, signage, and trash receptacles.
2.2.2 Collaborate with trail property owners to add informative signage to trailheads
Collaborate with trail property owners to gather accurate information and install signage at all trailheads that communicate trail intensity, distance, and accessibility.
2.2.3 Assess trailhead ADA compliance
Assess ADA compliance of all existing trailheads.
2.2.4 Implement ADA retrofits at trailheads
Implement ADA retrofits at trailheads that are out of compliance.
2.2.5 Install educational kiosks at trailheads
Partner with local nonprofits and “friends-of” groups to identify locations and install educational kiosks at trailheads that promote awareness of local ecosystems and indigenous cultures.
2.2.6 Develop new trails and trailheads in underserved areas Identify, develop, and construct new trails and trailheads in wilderness-adjacent areas that currently lack adequate trail access. 47% of survey
respondents
strongly supported
improvements to
the existing trail
system, specifically
emphasizing
connectivity and
accessibility upgrades.
(2.2)
= information collected from survey result or engagement process = specific implementation consideration called out and prioritized by residents
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86 A Vision for the Future of Palm Springs Parks: Themes, Goals, and Actions Palm Springs Parks & Recreation Master Plan 87 Keeping It Cool & Climate Resilient
OUTCOME: INCREASED CLIMATE RESILIENCE AND ECOLOGICAL HEALTH
THROUGH SUSTAINABLE PRACTICES AND INFRASTRUCTURE
As climate change continues to affect communities worldwide, Palm Springs can take proactive steps to create a park system that serves as a sanctuary against rising temperatures and environmental challenges. The city’s parks and facilities can be more than just recreational spaces; they have the potential to become essential climate-resilient infrastructure, designed to keep Palm Springs residents cool for future generations.
Central to the vision of this theme is the incorporation of climate-adaptive features such as shade, drought-tolerant landscaping, and water-efficient irrigation systems.
By expanding tree canopies and prioritizing the planting of native vegetation, the City will combat the urban heat island effect and create shaded havens for residents and visitors alike. These nature-based solutions not only enhance comfort but also contribute to cleaner air and healthier ecosystems.
3.1 ENHANCE ECOLOGICAL HEALTH AND CLIMATE RESILIENCE ACROSS
THE PARK SYSTEM
3.1.1 Develop climate-responsive design standards with
nature-based solutions
Collaborate with the Sustainability and Planning Departments to establish climate change-responsive design standards that emphasize nature-based solutions, including resilient and native planting, smart material use, stormwater Best Management Practices (BMPs), and habitat management.
3.1.2 Expand community gardens to promote sustainability and wildlife habitats
Develop additional community gardens with demonstration areas that highlight sustainable gardening practices, educate visitors on native plants and stormwater management, and support pollinator and wildlife habitats. These gardens can be created in-house or through a partnership.
3.1.3 Offer hands-on ecology programming and education
Expand partnerships with local schools and organizations to offer hands-on ecology programming and education.
3.1.4 Expand tree planting with climate-resilient native species Expand the tree-planting program in parks, prioritizing climateresilient, native species from the Sustainability Department’s recommended list. This initiative aims to enhance park greenery and adapt to the region’s increasing temperatures.
3.1.5 Create a Parks System Shade Master Plan
Develop a Parks System Shade Master Plan to guide investments in thermal comfort strategies across all parks, ensuring cooler and more comfortable public spaces.
GOALS
ACTIONS
THEME
3.0 “[My ideal park would
have] a dedicated
space for exercise
that has appropriate
footing and sun shade.
(3.1)
3.1.6 Pursue decarbonization through electric vehicles and equipment Explore opportunities to decarbonize departmental operations by transitioning to electric vehicles and utilizing electric golf carts where applicable.
3.2 SET HOURS FOR PARK FACILITIES, AMENITIES, AND PROGRAMMING TO
PROVIDE MAXIMUM COOLING BENEFIT TO THE COMMUNITY
3.2.1 Add climate refuges with cooling options to parks and trailheads Incorporate at least one climate refuge in each existing park and trailhead, integrating water-based cooling options wherever feasible to enhance thermal comfort and climate resilience.
3.2.2 Assess recreational facilities for integration into city cooling center strategy
Explore the integration of recreational facilities into a citywide strategy to serve as cooling centers during the summer months, enhancing community access to climate relief.
3.2.3 Expand programming to cooler morning and evening hours Provide additional programming during cooler times of the day, such as mornings and evenings, ensuring activities are available seven days a week.
Consider adding shade
structures to all the
parks that can also
serve as gathering
spaces for family and
community events.
(3.2)
= information collected from survey result or engagement process = specific implementation consideration called out and prioritized by residents
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88 A Vision for the Future of Palm Springs Parks: Themes, Goals, and Actions Palm Springs Parks & Recreation Master Plan 89 Renewing the System
OUTCOME: IMPROVED SAFETY, MAINTENANCE, AND PHYSICAL UPGRADES
FOR A BETTER USER EXPERIENCE
To enhance safety, upkeep, and overall public health within the park system, the Parks and Recreation team must modernize infrastructure, improve maintenance practices, and ensure equitable access to high-quality park spaces for all residents.
Key to this effort is the development of a comprehensive asset management plan to evaluate the condition of park facilities and prioritize upgrades where they are needed most. This plan will guide investments in renovations and ensure resources are directed to high-need areas. Steps to achieve this include conducting regular facility assessments and establishing a schedule for proactive maintenance to prevent deferred repairs.
Improving accessibility is also central to the system renewal. Actions such as retrofitting facilities to meet ADA standards and updating playgrounds to incorporate inclusive equipment will create spaces that are welcoming to everyone.
Additionally, efforts to integrate sustainable practices—such as transitioning to energy-efficient lighting and installing water-saving irrigation systems—will enhance the longevity and environmental performance of the parks system.
4.1 IMPROVE MAINTENANCE OF PARKS AND PARK FACILITIES
4.1.1 Create a prioritized maintenance schedule based on audit findings
Develop and implement a maintenance schedule that addresses both preventative and lifecycle maintenance, prioritizing recommendations from the Public Works facilities condition audit as well as the maintenance audit conducted as part of this master planning process.
4.1.2 Evaluate transferring parks maintenance oversight to Parks and Recreation
Assess the feasibility of transferring oversight of parks maintenance back to the Parks and Recreation Department to enhance
responsiveness to public concerns regarding maintenance of parks, facilities, and trailheads.
4.1.3 Enhance recycling options in parks for sustainable waste management
Expand recycling options in all parks to include a wider variety of materials, promoting more sustainable waste management practices.
4.1.4 Implement climate-resilient maintenance standards Work with Sustainability Department to develop, codify, and implement climate-resilient maintenance standards, including water-wise landscaping guidelines to minimize water consumption at park facilities and regulations to reduce evapotranspiration at aquatic facilities.
GOALS
ACTIONS
THEME
4.0 67% of survey
respondents supported
increasing funding
for improvements to
park amenities, better
maintenance, and
facility upgrades.
(4.1)
Repair damaged
drinking fountains,
and where feasible,
replace or install
environmentally
friendly models to
promote sustainability.
(4.2)
4.2 IMPROVE EXISTING INFRASTRUCTURE AT PARKS AND PARK FACILITIES
4.2.1 Repair and renovate park facilities in high-need areas Prioritize the repair and renovation of park facilities, focusing on components identified as “below expectations” in the existing conditions report, with an emphasis on addressing needs in highneed communities first.
4.2.2 Add lighting to outdoor sporting facilities for improved access Install lighting at all outdoor sporting facilities to enhance usability and safety during evening hours.
4.3 IMPROVE PERCEIVED AND PHYSICAL SAFETY IN PARK SPACES
4.3.1 Promote the use of the “My Palm Springs” app for safety reporting Encourage community members to use the “My Palm Springs” app to easily report safety concerns in parks, enhancing communication and responsiveness.
4.3.2 Increase safety lighting levels
Enhance safety by increasing lighting levels throughout all parks to improve visibility and security while ensuring compliance with ordinance protecting the desert’s night skies.
4.3.3 Engage the Parks and Recreation Commissioners and the community in safety audits to prioritize park improvements Conduct community-engaged safety audits to create a prioritized list of safety enhancements needed at each park.
= information collected from survey result or engagement process = specific implementation consideration called out and prioritized by residents
COMMUNITY VOICE
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90 A Vision for the Future of Palm Springs Parks: Themes, Goals, and Actions Palm Springs Parks & Recreation Master Plan 91 Stewarding the Future
OUTCOME: ADDITIONAL EVALUATION, FUNDING, AND SUPPORT SERVICES
FOR SUSTAINABLE PARK MANAGEMENT
Through operational excellence, the Department aims to foster a system that reflects and responds to the needs and aspirations of Palm Springs’ diverse and vibrant community. To achieve this, the City must streamline facility oversight, enhance recruitment practices, and ensure competitive wages to deliver consistent, high-quality services for all residents. By adopting innovative strategies such as dynamic pricing models, modernized program classifications, and comprehensive workforce and cost analyses, the Department can increase financial sustainability and achieve a cost recovery rate that strengthens support for park system operations and growth. This approach is grounded in data-driven decision-making and a steadfast commitment to environmental and social stewardship.
By leveraging demographic-specific surveys, monitoring climate change impacts, and prioritizing preventative maintenance, the Department will enhance resource allocation and promote long-term sustainability. Through equitable access, inclusive programming, and diversified funding, the Palm Springs parks and recreation system will continue to be a cornerstone of community well-being, fostering pride, vitality, and resilience for generations to come.
5.1 IMPROVE ORGANIZATION FUNCTIONALITY BY IMPROVING STAFFING
LEVELS AND STAFF WAGES
5.1.1 Assign facilities oversight role to streamline operations and services across facilities
Streamline operations across all facilities by assigning oversight responsibilities to the Department Assistant Director, ensuring consistent service delivery and clear expectations for residents.
5.1.2 Conduct a class-comp study to ensure competitive, cost-of-living-adjusted wages
Collaborate with Human Resources to conduct a classification and compensation study, exploring the feasibility of adjusting salaries and hourly wages to competitive rates that reflect costof-living expenses.
5.1.3 Reinstate direct hiring for part-time and seasonal staff Reinstate direct hiring of part-time and seasonal employees within the department to streamline recruitment and enhance workforce management.
5.2 INCREASE THE DEPARTMENT’S COST RECOVERY PERCENTAGE FROM THE CURRENT 16% TO A TARGET RANGE OF 20% TO 25% BY 2030
TO PROVIDE GREATER FINANCIAL SUPPORT FOR PARK SYSTEM
OPERATIONS.
5.2.1 Adopt new program classification methodology
Implement the new program classification methodology outlined in the Master Plan operations audit report to enhance efficiency and cost recovery.
GOALS
ACTIONS
THEME
5.0 City of Palm Springs
is contracting with a
temporary employment
agency for the hiring
of part-time and
seasonal employees.
This arrangement can
create bottlenecks in
the hiring process.
(5.1)
5.2.2 Conduct a Cost-of-Service Analysis
Conduct a Cost-of-Service Analysis on each program, or program type, that accurately calculates direct (program-specific) and indirect (administrative overhead) costs.
5.2.3 Develop a new pricing policy
Develop a new pricing policy aligned with the classification of programs and services to ensure fair and consistent fee structures.
5.2.4 Revise user fees to maximize revenue for cost recovery Adjust user fees to capture untapped revenue opportunities and support the department’s cost recovery goals.
5.2.5 Implement dynamic pricing strategies to enhance revenue Diversify pricing strategies by incorporating seasonal, time-based, and demand-based pricing models to optimize revenue and accessibility.
5.3 INCREASE PARK DATA TO MAKE BETTER STRATEGIC DECISIONS
5.3.1 Conduct regular, demographic-specific surveys to assess park user satisfaction
Develop and implement a regular survey of park users,
disaggregated by gender, race/ethnicity, and age, to evaluate satisfaction with park programming and facilities across diverse demographics.
5.3.2 Establish a process to monitor climate change impacts on park ecosystems
Collaborate with the Sustainability and Public Works Departments to develop a monitoring and evaluation process for assessing the impacts of climate change on park ecosystems.
5.3.3 Implement an internal system for tracking revenue and expenditures
Create an internal system to accurately track and monitor departmental revenue and expenditures for improved financial management.
5.3.4 Implement the updated park classification system
Adopt the new park classification system developed by the Master Plan update planning team to enhance park management and planning.
= information collected from survey result or engagement process = specific implementation consideration called out and prioritized by residents
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92 A Vision for the Future of Palm Springs Parks: Themes, Goals, and Actions Palm Springs Parks & Recreation Master Plan 93
5.4 CREATE SUSTAINABLE FUNDING FOR THE PARKS AND RECREATION
SYSTEM TO SUPPORT CAPITAL IMPROVEMENT BUDGET
5.4.1 Collaborate with grant writer to explore diverse
funding opportunities
Schedule regular check-ins with the City’s grant writer consultant to identify and pursue new funding opportunities, diversifying the department’s revenue streams.
5.4.2 Create criteria to prioritize asset lifecycle replacements Develop criteria for prioritizing the lifecycle replacement of assets, ensuring resources are allocated to the most critical needs.
5.4.3 Establish annual funding for asset lifecycle replacements Establish an annual funding plan that prioritizes lifecycle replacement of assets to maintain long-term functionality and sustainability.
5.4.4 Revise funding methodology to prioritize
preventative maintenance
Review and revise the methodology for funding deferred
maintenance, ensuring that lifecycle replacements are consistently Expanding the Impact
OUTCOME: EQUITABLE ACCESS AND DIVERSE PROGRAMMING TO MEET THE
NEEDS OF ALL RESIDENTS
Enhancing equitable access to parks and facilities while fostering a diverse and inclusive program portfolio are central to shaping a parks and recreation system that meets the evolving needs of Palm Springs’ diverse community. In the shortterm, the Parks and Recreation Department will need to prioritize bringing temporary open spaces to underserved areas. In the long-term they can focus on expanding public access to outdoor school facilities, and increasing recreational opportunities in park-deprived neighborhoods. By identifying and prioritizing land for new parks, particularly in high-need areas, the Department can address longterm access challenges, ensuring that all residents can benefit from the city’s green spaces.
Incorporating inclusive design standards for new parks will create welcoming spaces that accommodate the needs of all park visitors. By focusing on these strategies, Palm Springs will cultivate a parks and recreation system that reflects the city’s dedication to inclusivity, innovation, and community well-being.
6.1 ENSURE EQUITABLE ACCESS TO PARKS AND FACILITIES FOR ALL PALM
SPRINGS RESIDENTS
6.1.1 Launch a mobile recreation program for underserved communities Establish a mobile recreation program to provide pop-up open spaces in communities without parks as a short-term solution.
6.1.2 Expand public access to outdoor school facilities Develop joint-use agreements with schools to allow limited public use of outdoor school facilities during evenings and weekends, prioritizing areas identified as park deserts.
6.1.3 Identify and prioritize land for new park development Focus on park desert areas identified in the Master Plan to locate and prioritize potential parcels for park development, starting with high-need communities and emphasizing vacant or underutilized land.
6.1.4 Set a goal to add 68 acres of park land by 2075
Set a citywide goal of adding 68 acres of parkland by 2075 and establish interim milestones to track progress toward this goal.
6.1.5 Reinstate the Family Rate pricing at the Swim Center Reinstate the Family Rate pricing at the Swim Center to increase accessibility to aquatic recreation for more families.
6.2 MAKE PARKS ACCESSIBLE TO USERS WITH SPECIAL NEEDS AND
DIVERSE ABILITIES
6.2.1 Establish inclusive design standards for neurodivergentfriendly parks Develop design standards for new parks to ensure they include spaces that accommodate the needs of neurodivergent individuals.
GOALS
ACTIONS
THEME
6.0 “We need a park close
to Golden Sands mobile
home park.”
(6.1)
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94 A Vision for the Future of Palm Springs Parks: Themes, Goals, and Actions Palm Springs Parks & Recreation Master Plan 95
6.2.2 Add sensory-friendly areas to existing parks
Incorporate at least one sensory-friendly area into all existing parks to better support neurodivergent individuals.
6.2.3 Launch an adaptive recreation program
Create an adaptive recreation program to provide inclusive and accessible recreational opportunities for individuals with diverse abilities.
6.3 EXPAND EXISTING PARKS AND FACILITIES TO MEET RECREATIONAL
NEEDS OF RESIDENTS
6.3.1 Extend facility hours to include weekends
Adjust facility hours of operation to include weekend hours, increasing accessibility for all community members.
6.3.2 Expand aquatic facilities for diverse recreation options Expand the existing aquatic facility and/or construct a second one to provide more diverse aquatic recreation options, such as kid pools, splash pads, and leisure pools.
6.3.3 Enhance community centers to meet evolving needs
Expand and retrofit community centers by increasing square footage and updating facilities to meet current and future community needs.
6.3.4 Expand digital equity programs and park WiFi access Grow digital equity programs by adding larger computer lab spaces and exploring options to provide WiFi access in parks.
6.3.5 Audit and upgrade spaces for multicultural and special events Audit spaces used for multicultural and special events to ensure they meet community needs.
6.4 ENSURE EQUITABLE DISTRIBUTION OF AND ACCESS TO PROGRAMMING
THROUGHOUT THE SYSTEM, WITH CONSIDERATION OF GEOGRAPHY,
DEMOGRAPHICS, AND NEED
6.4.1 Audit citywide programs to avoid redundancy
Conduct regular citywide audits of recreation-related programs and services in other departments, such as the library and senior center, to prevent redundancy and promote collaboration.
6.4.2 Create intergenerational programming opportunities Develop and introduce intergenerational programming
opportunities that foster connections between different age groups.
6.4.3 Enhance programs for teens and seniors
Expand tailored programming and services to better meet the needs of teens and senior populations.
Consider expanding
the James O. Jessie
Center and adding an
indoor pool to address
the need for aquatic
services in the North
side of Palm Springs.
(6.3)
6.5 DIVERSIFY ACTIVE FITNESS AND RECREATION OPPORTUNITIES
6.5.1 Collaborate with health organizations to address fitness gaps Collaborate with health organizations to fill fitness gaps that can be addressed through recreational programs and facilities.
6.5.2 Expand fitness infrastructure in parks and recreation facilities Invest in diverse fitness infrastructure across parks and facilities, including outdoor exercise circuits, exercise pavilions, and indoor gym facilities.
6.5.3 Invest in diverse active recreation options
Enhance active recreation options in parks and facilities to support and grow grassroots recreation initiatives.
6.5.4 Partner with community groups to expand recreation programs Partner with existing fitness and recreation community groups to broaden the variety of programs offered.
= information collected from survey result or engagement process = specific implementation consideration called out and prioritized by residents
COMMUNITY VOICE
Consider partnering
with the Coachella
Valley Derby Girls to
explore opportunities
for establishing a roller
rink and introducing
roller derby as a
program for residents.
(6.5)
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96 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 97 “
Q: Share a story about a memorable experience you’ve
had with someone else in one of our city parks.
A: My circle of friends is small, but the friendships made at the pool were a good support of new people. My stay
here has been better for it.
A: A memorable experience for me has been connecting
with the community and people who are passionate
about spending time outdoors. Having spaces where
you can spend time appreciating the outdoors is very
impactful in instilling a desire to impact the environment positively and give love back to our beautiful home
6. a roadmap for the future:
implementation
recommendations
Q: What are untold histories of Palm Springs?
A: History of Filipinos, including Ilocanos and migrant farm workers. There’s a mural project that has not been fully produced for the Veterans Tract neighborhood or what
is called Demuth Community Center
A: I am a product of the Palm Springs Parks and Rec
System. I grew up using many of the facilities. I learned a lot working as a Recreational Aid through the summer
jobs program.
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98 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 99 HOW TO USE THIS CHAPTER: FRAMEWORK AND TOOLS
This final chapter outlines tangible, time-bound strategies for implementing the recommendations presented in the previous chapter. It begins with an implementation framework that organizes the identified goals and actions by category while suggesting a general sequence and timeframe for execution.
This strategic framework provides essential context for efficient implementation, helping the Parks and Recreation Department distinguish between actions that can be completed quickly and those requiring more detailed planning or collaboration.
Following the framework is a series of implementation ‘tools’. These tools are useful in implementing specific goals and actions laid out in Chapter 4. The tools include:
• ACTION CATEGORIZATION AND TIMELINE: a timeline for organizing all the actions identified in Chapter 4 and an associated breakdown of each action into capital or operational categories
• PARK CLASSIFICATION SYSTEM AND TYPOLOGIES: a new,
recommended parks classification system for existing and future parks, as well as typologies to guide the upgrade of existing parks or design of future parks
• PARK GAP ANALYSIS: an analysis tool for situating new park land • FUNDING STRATEGIES: potential strategies and sources for funding the parks and recreation system
Implementation
Framework
The PSPRMP vision requires a well-defined, actionable roadmap to turn its goals into reality. The first section of this chapter presents a structured framework that guides the implementation process by categorizing the actions within each theme and goal, into three strategic components: Start Now, Act Independently, and Act Incrementally. Actions under Start Now are those that can and should be implemented in the short-term. Act Independently indicates actions that are under the purview of the Parks and Recreation Department, but may not necessarily be the highest priority or accomplishable within the immediate term. Finally, actions under Act Incrementally require a multi-step process, and often with partnership from other departments or agencies. These actions rely on one another, and are strung together to help show a sequential process for moving areas of focus forward.
Prioritization is also key. A classification of high priority is given to goals that are critical to achieving the theme outcome or those that are easy to implement and can help build confidence in and momentum for the Plan.
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100 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 101 Create broad awareness
of the parks and recreation
system and its offerings,
with a special focus on
reaching high-need park
communities
Establish a branded,
multilingual, multimodal
wayfinding system for
use across all parks, park
facilities, and trails
Celebrate and uplift the
diverse cultures of Palm
Springs within the parks and
recreation system
1.1 1.2
1.3 Priority
Goal
Create a
Cultural Resident
Advisory Board for
parks
(Action 1.3.1)
Partner with
the Agua Caliente
Band of Cahuilla
Indians to highlight
their history and culture
in parks
(Action 1.3.2)
Assign a
staff member to
handle social media
announcements
(Action 1.1.1)
Establish a local Art-inParks program
(Action 1.3.4)
Celebrate the
city’s diverse cultural
heritage with
commemorative
landscapes and art
(Action 1.3.3)
THEME
1.0 How to Communicate the Experience
To enhance cultural visibility, accessibility, and inclusivity in Palm Springs’ parks and recreation system, the Parks and Recreation Department will prioritize three key goals: creating broad awareness of its offerings, establishing a multilingual and multimodal wayfinding system, and celebrating the city’s diverse cultural heritage.
These efforts will begin with priority actions, including assigning a staff member to manage social media announcements and establishing a dedicated advertising budget to improve outreach to all residents. A multilingual and multimodal marketing plan will be developed to connect with hard-to-reach populations, supported by promotional materials such as maps and brochures that showcase parks, facilities, and trails.
The Department will also design and implement a branded, multilingual wayfinding system in collaboration with graphic design consultants and community members, ensuring accessibility for a diversity of users through visual and auditory navigation methods.
Celebrating cultural diversity will involve creating a Cultural Resident Advisory Board to guide the integration of cultural elements into park design and programming with the Parks and Recreation team. Through partnerships with the Agua Caliente Band of Cahuilla Indians will incorporate their history and culture into parks, while commemorative landscapes, public art installations, and a local-Art-in-Parks program will uplift and honor the rich and diverse heritage of Palm Springs. These actions will collectively ensure the Parks and Recreation system becomes a vibrant, inclusive, and celebrated resource for the entire community.
Establish a dedicated
advertising budget
(Action 1.1.2)
Design inclusive and
multilingual signage and
wayfinding systems
(Action 1.2.1)
Create an inclusive, multilingual
marketing plan for park services
(Action 1.1.3)
Fabricate and install wayfinding
(Action 1.2.2)
Create promotional materials to
showcase parks and trails
(Action 1.1.4)
GOALS START NOW ACT INDEPENDENTLY ACT INCREMENTALLY
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102 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 103 Priority
Goal
GOALS START NOW ACT INDEPENDENTLY ACT INCREMENTALLY
Advocate for improved
multimodal access between
parks, park facilities, and
trails
Expand city-managed
trail system and enhance
trailhead amenities
2.1 2.2 Establish ADAcompliant design
standards for city
managed trails and
trailheads
(Action 2.2.1)
Collaborate
with trail property
owners to add
informative signage to
trailheads
(Action 2.2.2)
Promote existing
multimodal loops
linking trails, parks, and
CV Link
(Action 2.1.1)
Launch a
recurring CicLAviastyle program
(Action 2.1.3)
Develop new trails
and trailheads in
underserved areas
(Action 2.1.6)
With PS Planning,
enhance bike and
pedestrian access
to parks through key
routes
(Action 2.1.2)
THEME
2.0 How to Connect People & Places
To expand mobility and enhance connectivity throughout the Palm Springs parks and trail system, the Parks and Recreation Department will focus on creating a cohesive, multimodal network that connects parks, trails, and neighborhoods. This effort aims to encourage exploration, recreation, and sustainable transportation options for residents and visitors alike. Priority actions include promoting existing multimodal loops of varying lengths and difficulty that connect parks, trails, and the CV Link. Additionally, bike racks and secure storage facilities will be installed at key locations to support active transportation. Collaboration with the Palm Springs Planning Department will prioritize the development of protected bike lanes and pedestrian pathways to improve access to parks, while launching a recurring CicLAvia-style program which would allow for pedestrian- and bike-only access to certain key trails and streets on designated days.
Add bike racks
and storage to support
active transportation
to parks
(Action 2.1.4)
Enhancing the city-managed trail system will require establishing ADA-compliant design standards for all trailheads, ensuring they are equipped with essential amenities such as shade structures, water fountains, trash receptacles, and multilingual signage. Partnerships with local nonprofits and trail property owners will support the addition of educational kiosks that highlight local ecosystems and indigenous cultures, further enriching the trail experience. Additional actions include identifying and developing new trails and trailheads in underserved areas, retrofitting existing trailheads to meet ADA standards, and incorporating scenic and cultural points of interest along trails. By integrating these efforts, the department will create a connected and inclusive system that supports recreation, sustainability, and accessibility for all users.
Assess trailhead ADA
compliance
(Action 2.2.3)
Implement ADA retrofits at
trailheads
(Action 2.2.4)
Install educational kiosks at
trailheads
(Action 2.2.5)
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104 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 105 Enhance ecological health
and climate resilience
across the park system
Set hours for park
facilities, amenities, and
programming to provide
maximum cooling benefit to
the community
3.1 3.2 Add climate
refuges with cooling
options to parks and
trailheads
(Action 3.2.1)
Assess
recreational
facilities for integration
into city cooling center
strategy
(Action 3.2.2)
Expand programming
to cooler morning and
evening hours
(Action 3.2.3)
Develop climateresponsive design
standards with naturebased solutions
(Action 3.1.1)
Expand tree planting
with climate-resilient
native species
(Action 3.1.4)
THEME
3.0 How to Keep it Cool &
Climate Resilient
To promote climate resilience and ecological health, the Parks and Recreation Department will focus on integrating sustainable practices, climate-conscious design, and operational adaptations that enhance thermal comfort and preserve the city’s natural beauty. This theme prioritizes creating a park system that adapts to the city’s current and future climactic context while fostering environmental stewardship among residents and visitors. Priority actions include developing climate-responsive design standards in collaboration with the Sustainability and Planning Departments, emphasizing nature-based solutions such as native planting, stormwater management, and habitat protection. Additionally, the Department will expand tree-planting programs with climate-resilient native species and
GOALS START NOW ACT INDEPENDENTLY ACT INCREMENTALLY
Priority
Goal
Create a Parks
System Shade Master
Plan
(Action 3.1.5)
Pursue
decarbonization
through electric
vehicles and
equipment
(Action 3.1.6)
provide programs during cooler morning and evening hours to improve accessibility and comfort during extreme temperatures.
A Parks System Shade Master Plan will be established to guide investments in thermal comfort strategies. Recreational facilities will be assessed for integration into the city’s cooling center strategy to provide relief during heat waves.
Partnerships with schools and community organizations will support the development of demonstration gardens and ecology education programs, promoting sustainable gardening and biodiversity conservation. Additional strategies include incorporating green infrastructure, such as water-wise landscaping and pollinator gardens, and pursuing decarbonization initiatives by transitioning to electric vehicles and equipment. By implementing these measures, the Department aims to create a resilient, sustainable park system that mitigates climate impacts and celebrates Palm Springs’ unique ecological and natural heritage.
Expand community gardens
to promote sustainability and
wildlife habitats
(Action 3.1.2)
Offer hands-on ecology
programming and education
(Action 3.1.3)
ACT INDEPENDENTLY
Item 3A - Page 55
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106 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 107 Priority
Goal
Improve maintenance of
parks and park facilities
Improve existing
infrastructure at parks and
park facilities
Improve perceived
and physical safety in park
spaces
4.1 4.2
4.3 Repair and
renovate park
facilities in high-need
areas
(Action 4.2.1)
Promote the use
of the “My Palm
Springs” app for safety
reporting
(Action 4.3.1)
Create
a prioritized
maintenance schedule
based on audit findings
(Action 4.1.1)
Evaluate
transferring
parks maintenance
oversight to Parks and
Recreation
(Action 4.1.2)
Add lighting to
outdoor sporting
facilities for improved
access
(Action 4.2.2)
Increase safety
lighting levels
(Action 4.3.2)
Enhance recycling
options in parks for
sustainable waste
management
(Action 4.1.3)
THEME
4.0 How to Renew the System
To ensure Palm Springs’ parks are safe, well-maintained, and welcoming, the Parks and Recreation Department will prioritize enhancing both perceived and physical safety while improving the routine maintenance of park facilities. These efforts aim to create a park system that fosters a sense of security and enjoyment for all visitors. Priority actions include developing a preventative maintenance schedule informed by audit findings and public input, implementing proactive lifecycle maintenance, and evaluating the transfer of maintenance oversight to the Parks and Recreation Department to enhance responsiveness to community needs.
Expanding recycling options in parks and codifying climate-resilient maintenance standards, such as water-wise landscaping, will also promote sustainability.
Safety will be improved by increasing lighting levels in parks and outdoor sporting facilities, particularly in high-use areas, to enhance visibility and security during evening hours. Community engagement will play a central role, with residents
GOALS START NOW ACT INDEPENDENTLY ACT INDEPENDENTLY ACT INCREMENTALLY Engage the
community in safety
audits to prioritize park
improvements
(Action 4.3.3)
Implement climateresilient maintenance
standards
(Action 4.1.4)
encouraged to report safety concerns via the “My Palm Springs” app and participate in safety audits to help prioritize park improvements. Upgrading infrastructure in high-need areas, including renovating facilities and replacing drinking fountains with sustainable models, will begin to address disparities in amenity quality across facilities and ensure parks remain accessible, functional, and appealing to all users.
Additional efforts will focus on expanding lighting for evening activities, integrating sustainable materials and practices into maintenance and renovation projects, and investing in robust digital tools for reporting maintenance and safety issues.By fostering partnerships with community organizations and safety ambassadors, the Department will build a collaborative approach to maintaining parks as safe, clean, and vibrant spaces. Through these actions, the Parks and Recreation Department will ensure Palm Springs’ parks meet the community’s expressed needs in relation to accessibility, safety, and sustainability.
Item 3A - Page 56
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108 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 109 Priority
Goal
Improve organizational
functionality by
improving staffing levels
and staff wages
Increase park data to make
better strategic decisions
Increase the Department’s
cpst recpvery percentage
from the current 16% to a
target range of 20% to 25%
by 2030 to provide greater
financial support for park
system operations
5.1 5.3
5.2 Assign facilities
oversight role to
streamline operations
and services across
facilities
(Action 5.1.1)
Adopt
new program
classification
methodology
(Action 5.2.1)
Implement
the updated park
classification system
(Action 5.3.4)
Conduct regular,
demographic-specific
surveys to assess park
user satisfaction
(Action 5.3.1)
Conduct a classcomp study to ensure
competitive, cost-ofliving-adjusted wages
(Action 5.1.2)
THEME
5.0 How to Steward the Future
To ensure sustainable management of the Palm Springs parks and recreation system, the Department will prioritize improved organizational functionality, cost recovery, data-driven decision-making, and equitable funding strategies. By establishing clear performance metrics, optimizing staffing levels, and exploring diverse funding opportunities, the Department will remain responsive to community needs while ensuring fiscal sustainability. Priority actions include streamlining facility oversight under the Department Assistant Director, conducting a classification and compensation study to ensure competitive wages, and reinstating direct hiring for part-time and seasonal staff to improve workforce management. These steps will enhance service quality and operational efficiency.
Foundational efforts will focus on adopting a new program classification methodology, conducting a Cost-of-Service Analysis, and developing a pricing Establish a
process to monitor
climate change
impacts on park
ecosystems
(Action 5.3.2)
GOALS START NOW ACT INDEPENDENTLY ACT INDEPENDENTLY ACT INCREMENTALLY Implement an
internal system for
tracking revenue and
expenditures
(Action 5.3.3)
Reinstate direct hiring
for part-time and
seasonal staff
(Action 5.1.3)
policy aligned with a new cost recovery goal—cost recovery from 20% to 25% by 2030. Expanding dynamic pricing strategies and revising user fees will optimize accessibility while capturing untapped revenue opportunities.
Data-driven initiatives, such as adopting a park classification system, implementing regular demographic-specific surveys, establishing monitoring regimes to understand how parks are responding to climate change, and tracking revenue and expenditures through an internal system, will enable better strategic decisions.
Partnerships will play a key role in identifying funding opportunities with grant writers, creating criteria for lifecycle replacements, and establishing annual funding plans for preventative maintenance. Additional actions will prioritize equitable funding distribution, the development of sustainable funding methodologies, and the integration of climate-conscious practices to support the park system’s capital improvement budget. Through these efforts, Palm Springs will achieve a resilient, well-funded, and community-focused park system.
Conduct a
Cost-of-Service
Analysis
(Action 5.2.2)
Develop a new
pricing policy
(Action 5.2.3)
Revise user fees to
maximize revenue
for cost recovery
(Action 5.2.4)
Implement
dynamic pricing
strategies to
enhance revenue
(Action 5.2.5)
Item 3A - Page 57
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110 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 111 Create sustainable
funding for the Parks
and Recreation system
to support the capital
improvement budget
5.4 Collaborate with
grant writer to explore
diverse funding
opportunities
(Action 5.4.1)
Create criteria to
prioritize asset lifecycle
replacements
(Action 5.4.2)
GOALS START NOW ACT INDEPENDENTLY ACT INDEPENDENTLY ACT INCREMENTALLY Establish annual
funding for asset
lifecycle replacements
(Action 5.4.3)
Revise funding
methodology to
prioritize preventative
maintenance
(Action 5.4.4)
Item 3A - Page 58
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parks and facilities for all 6.1 Palm Springs residents Launch a mobile
recreation program
for underserved
communities
(Action 6.1.1)
Expand public
access to outdoor
school facilities
(Action 6.1.2)
Identify and prioritize
land for new park
development
(Action 6.1.3)
THEME
6.0 How to Expand the Impact
To ensure equitable access to parks and deliver diverse programming that meets the needs of all Palm Springs residents, the Parks and Recreation Department will prioritize expanding park spaces, diversifying programming, and creating a universally accessible system. The goal is to establish a more inclusive park system that fosters community engagement and responds to the evolving needs of residents. Priority actions include launching a mobile recreation program to bring temporary open spaces to underserved communities, setting a goal to add 68 acres of parkland by 2075, and reinstating family-rate pricing at the Swim Center to increase accessibility for families. Regular audits of program distribution and the introduction of intergenerational programming will ensure that the needs of all community members are continually met.
Foundational work will focus on identifying opportunities for new park creation in underserved areas and prioritizing land for development in park deserts. Existing parks will be evaluated for expansion, and sensory-friendly areas will be incorporated to support neurodivergent individuals. An adaptive recreation program will provide inclusive opportunities for individuals with diverse abilities, while expanded Make parks accessible to
users with special needs 6.2 and diverse abilities Add sensory-friendly areas to existing parks
(Action 6.2.2)
Launch an adaptive
recreation program
(Action 6.2.3)
Establish inclusive
design standards for
neurodivergent-friendly
parks
(Action 6.2.1)
Priority
Goal
Set a goal to add 68
acres of park land by
2075
(Action 6.1.4)
Reinstate the Family
Rate pricing at the
Swim Center
(Action 6.1.5 )
aquatic facilities and enhanced community centers will address the growing recreational demands of the community. Partnerships with schools, community organizations, and health groups will facilitate access to outdoor school facilities, grow digital equity programs, and address fitness gaps.
Additional actions include expanding select park facility hours to meet community needs, as well as evaluating the addition of more aquatic facilities and/or water features throughout the city. Focusing on digitial equity and the provision of more multicultural spaces will support the evolving needs of the diverse population of Palm Springs.
An audit of citywide programs will help to clarify how resources are currently distributed throughout the city, integrating tailored programming for teens and seniors to ensure equitable service across demographics and geographies.
Expanded fitness infrastructure, such as outdoor exercise circuits and indoor gym facilities, will promote health and wellness for all residents. By diversifying active recreation opportunities and fostering collaboration with community groups, the department will create a dynamic, inclusive park system that reflects the diverse needs and aspirations of Palm Springs’ residents.
GOALS START NOW ACT INDEPENDENTLY ACT INDEPENDENTLY ACT INCREMENTALLY Item 3A - Page 59
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114 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 115 Expand fitness
infrastructure in
parks and recreation
facilities
(Action 6.5.2)
Invest in diverse
active recreation
options
(Action 6.5.3)
Ensure equitable
distribution of and
access to programming
throughout the system, with
consideration of geography,
demographics, and need
Diversify active fitness and
recreation opportunities
6.4 6.5 Collaborate with
health organizations to
address fitness gaps
(Action 6.5.1)
Expand existing parks and
facilities hours to meet
recreational needs 6.3
of residents
Extend facility hours to
include weekends
(Action 6.3.1)
Expand aquatic
facilities for diverse
recreation options
(Action 6.3.2)
Enhance community
centers to meet
evolving needs
(Action 6.3.3)
Audit citywide
programs to avoid
redundancy
(Action 6.4.1)
Create
intergenerational
programming
opportunities
(Action 6.4.2)
Partner with
community groups
to expand recreation
programs
(Action 6.5.4)
Enhance programs for
teens and seniors
(Action 6.4.3)
Expand digital equity
programs and park
WiFi access.
(Action 6.3.4)
Audit and upgrade
spaces for multicultural
and special events
(Action 6.3.5)
GOALS START NOW ACT INDEPENDENTLY ACT INDEPENDENTLY ACT INCREMENTALLY Item 3A - Page 60
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CAPITAL VS. OPERATIONAL ACTION BREAKDOWN
CAPITAL OPERATIONAL
116 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 117 Tool: Action
Categorization
& Timeline
The following pages provide further details on the identified actions and the steps needed for implementation. This chapter categorizes each action as either capital or operational to help the Parks and Recreation Department determine which staff members or additional departments should be involved in execution. This categorization also aids in identifying key funding streams best suited for advancing capital projects.
A potential implementation timeline is provided at the end to serve as a starting point for outlining the timing and duration of the proposed goals and actions.
While the timeline is subject to change, its purpose is to offer a structured pathway for the Department to follow. However, unforeseen circumstances such as sitespecific conditions, funding availability, and evolving public needs may require adjustments. As the PSPRMP is evaluated and updated, this timeline will serve as a critical tool for tracking progress, communicating updates to the public, and ensuring accountability to the city’s constituents.
1.0 Communicating
the Experience
2.0 Connecting
People
& Places
3.0 Keeping Cool
& Resilient
4.0 Renewing
the System
THEME
1.1.1 Assign a staff
member to handle social
media announcements
1.1.2 Establish a
dedicated advertising
budget
1.1.3 Create an inclusive,
multilingual marketing
plan for park services
1.1.4 Create promotional
materials to showcase
parks and trails
2.1.1 Promote existing
multimodal loops linking
trails, parks and CV Link
2.1.3 Launch a recurring
CicLAvia-style program
3.1.1 Develop climateresponsive design
standards with naturebased solutions
3.1.3 Offer hands-on
ecology programming
and education
3.1.5 Create a Parks
System Shade Master Plan
4.1.1 Create a prioritized
maintenance schedule
based on audit findings
4.1.2 Evaluate
transferring parks
maintenance oversight
to Parks and Recreation
1.2.1 Design inclusive
and multilingual signage
and wayfinding systems
1.2.2 Fabricate and
install wayfinding
2.1.2 With PS Planning,
enhance bike and
pedestrian access to
parks through key routes
2.1.4 Add bike racks and
storage to support active
transportation to parks
2.1.6 Develop new
trails and trailheads in
underserved areas
3.1.2 Expand community
gardens to promote
sustainability and wildlife
habitats
3.1.4 Expand tree
planting with climateresilient native species
4.1.3 Enhance recycling
options in parks for
sustainable waste
management
4.2.1 Repair and
renovate park facilities
in high-need areas
1.3.1 Create a Cultural
Resident Advisory Board
for Parks
1.3.2 Partner with the
Agua Caliente Band
of Cahuilla Indians to
highlight their history
and culture in parks
1.3.3 Celebrate the city’s
diverse cultural heritage
with commemorative
landscapes and art
1.3.4 Establish a Local
Art-in-Parks program
2.2.1 Establish ADAcompliant design
standards for city
managed trails and
trailheads
2.2.3 Assess trailhead
ADA compliance
3.1.6 Pursue
decarbonization
through electric
vehicles and equipment
3.2.3 Expand
programming to cooler
morning and evening
hours
4.1.4 Implement
climate-resilient
maintenance standards
4.3.1 Promote the use of
the “My Palm Springs”
app for safety reporting
4.3.3 Engage the
community in safety
audits to prioritize park
improvements
2.2.2 Collaborate with
trail property owners to
add informative signage
at trailheads
2.2.4 Implement ADA
retrofits at trailheads
2.2.5 Install educational
kiosks at trailheads
3.2.1 Add climate
refuges with cooling
options to parks and
trailheads
3.2.2 Assess recreational
facilities for integration
into city cooling center
strategy
4.2.2 Add lighting
to outdoor sporting
facilities for improved
access
4.3.2 Increase safety
lighting levels
Item 3A - Page 61
CAPITAL VS. OPERATIONAL ACTION BREAKDOWN
CAPITAL OPERATIONAL
5.0 Stewarding
the Future
6.0 Expanding
the Impact
THEME
5.1.1 Assign facilities
oversight role to
streamline operations
and services across
facilities
5.1.2 Conduct a classcomp study to ensure
competitive, cost-ofliving-adjusted wages
5.1.3 Reinstate direct
hiring for part-time and
seasonal staff
5.2.1 Adopt a new
program classification
methodology
5.2.2 Conduct a Costof-Service Analysis
5.2.3 Develop a new
pricing policy
5.2.4 Revise user fees
to maximize revenue for
cost recovery
5.2.5 Implement
dynamic pricing
strategies to enhance
revenue
6.1.1 Launch a mobile
recreation program
for underserved
communities
6.1.5 Reinstate the
Family Rate pricing at
the Swim Center
6.2.1 Establish inclusive
design standards for
neurodivergent-friendly
parks
6.2.4 Launch an
adaptive recreation
program
6.3.1 Extend facility
hours to include
weekends
6.3.4 Expand digital
equity programs and
park WiFi access
5.3.4 Implement
the updated park
classification system
6.1.2 Expand public
access to outdoor school
facilities
6.1.3 Identify and
prioritize land for new
park development
6.1.4 Set a goal to add
68 acres of park land by
2075
6.2.2 Add sensoryfriendly areas to existing
parks
5.3.1 Conduct regular
demographic-specific
surveys to assess park
user satisfaction
5.3.2 Establish a process
to monitor climate
change impacts on park
ecosystems
5.3.3 Implement an
internal system for
tracking revenue and
expenditures
5.4.1 Collaborate
with grant writer to
explore diverse funding
opportunities
5.4.2 Create criteria to
prioritize asset lifecycle
replacements
5.4.3 Establish annual
funding for asset
lifecycle replacement
5.4.4 Revise funding
methodology to
prioritize preventative
maintenance
6.3.5 Audit and upgrade
spaces for multicultural
and special events
6.4.1 Audit citywide
programs to avoid
redundancy
6.4.2 Create
intergenerational
programming
opportunities
6.4.3 Enhance programs
for teens and seniors
6.5.1 Collaborate with
health organizations to
address fitness gaps
6.5.4 Partner with
community groups
to expand recreation
programs
6.3.2 Expand aquatic
facilities for diverse
recreation options
6.3.3 Enhance
community centers to
meeting evolving needs
6.5.2 Expand fitness
infrastructure in parks
and recreation facilities
6.5.3 Invest in diverse
active recreation options
118 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 119 (Above) Basketball Courts
at Ruth Hardy Park.
Item 3A - Page 62
START NOW YEARS 1-3 YEARS 1-3 YEARS 1-3YEARS 1-3 YEARS 4-6 YEARS 7-10 120 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 121
1.0 Communicating
the Experience
IMPLEMENTATION
TIMELINE
2.0 Connecting People
& Places
3.0 Keeping Cool
& Resilient
4.0 Renewing
the System
5.0 Stewarding
the Future
6.0 Expanding
the Impact
6.2.3 6.3.4
6.4.1 6.4.2
6.4.3 6.5.3
6.5.4 5.3.1
5.4.1 5.4.3
5.1.2 5.1.3
4.3.3 3.1.1
3.2.3 3.1.5
2.1.2 2.1.3 2.1.4
3.2.1 4.1.1
5.1.1 6.1.1
2.1.1 2.2.1
2.2.2 1.3.2
4.2.1 1.3.1
1.1.1 3.2.2
4.1.2 5.2.1
6.2.1 4.3.1
6.5.1 1.1.2
1.2.1 1.1.3
4.1.3 6.1.3
6.1.5 5.3.2
5.4.4 5.4.2
4.2.3 3.1.4
1.3.4 1.1.4
3.1.2 5.3.4 5.2.2 5.2.3
THEME
1.3.3 6.1.4
6.3.2 6.3.3
6.3.5 6.4.4
4.2.2 4.3.2
1.2.2 6.1.2
6.2.2 6.3.1
5.3.2 4.1.4
3.1.6 2.2.6
2.2.3 2.2.4 2.2.5
3.1.3 5.2.4 5.2.5
Item 3A - Page 63
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{ \ \ ________________________________________________________________________________________________ ,./ 122 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 123 Tool: Park
Classification System
& Typologies
A Park Classifications System categorizes parks by size, service area, amenities, maintenance needs, and visitor experiences. Such a system ensures individual parks have appropriate features while the overall park network meets community needs.
It supports equitable planning by identifying under-served areas and aligning park development with demographic trends and community goals. The first tool in this section outlines a recommended park classification system for the City based on user type, size, and, crucially, desired experience and amenities.
The second tool in this section is a set of concept park typologies. These typologies, designed through community engagement, set the City up to rethink their existing park designs or prepare for new park opportunities. It includes best practices for park design within the context of Palm Springs and a set of steps to consider when evaluating the current design of the public spaces within the city. A list of amenities, coded by community priority, is provided to help further connect physical space design to the programs and priority needs expressed by residents and stakeholders.
PARK CLASSIFICATION SYSTEM
How can Palm Springs
Leverage Park Types?
Palm Springs does not currently use a formal park classification system. Adopting one, as recommended in Action 5.3.4, could streamline discussions about park needs, enhance maintenance planning, and guide equitable decisions about land acquisition and amenity improvements.
While there are some common park types used by parks systems around the country, each system varies. Tailoring this system to Palm Springs’ desert environment, tourism-driven economy, and unique demographics is critical. Some standard definitions often used by parks and recreation systems include Mini Parks (or Pocket Parks), Neighborhood Parks, Community Parks, Regional Parks, and Natural Areas. Effective park types focus on service area, user demographics, and park experiences. For example, Mini Parks may be defined by their small size, but they are even more defined by the limited and specific experiences one can expect to find in a Mini Park. Park types can help set expectations with the public about what to expect when they get to a park based on public messaging about its park type.
Within this ‘tool’, amenities have been clustered by experience typology. An experience typology is a set of amenities that facilitate broader thematic opportunities within a park. These typologies can map to park types to ensure that parks evolve with community needs. For example, new experience typologies could be added to a Neighborhood Park to make it a Community Park to meet growing demand, as is recommended at Desert Highland Park. Using park types in Palm Springs can help ensure that the city’s parks meet the diverse needs of residents.
Item 3A - Page 64
124 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 125 economic
local concessions and cafes, solar
panels, seasonal attractions, sport
facilities and rentals, rental facilities,
event spaces
celebration
multi-purpose event spaces, outdoor
stages and amphitheaters, farmers
markets, community gardens
recreation
sports recreation facilities, fields,
courts, multi-use trails, outdoor fitness
equipment, walking paths, playgrounds,
skate parks, roller rinks, golf
social
outdoor classrooms and learning
spaces, fire pits, barbecues, pavilions,
picnic shelters, community centers,
lawns, gardens
respite
walking paths, benches, shaded
seating areas, bird watching, indoor
cool facilities
cultural
public art installations, interpretive
signage, commemorative landscapes,
cultural gardens, festival areas, ecotourism initiatives experience typologies
MINI PARKS
Designed to serve the needs of nearby residents,
these spaces prioritize accessibility, comfort, a
welcoming atmosphere, and programming for
shorter visits. Both Baristo Park (which needs better
access) and David H. Ready Dog Park (which can
be enhanced to provide more social and respite
amenities) need some upgrades to meet the
community’s needs for mini parks.
Teens (12 - 18)
NEIGHBORHOOD PARKS
Designed to serve the needs of nearby
neighborhood residents, these parks are larger
than mini parks and emphasize community
connection, offering accessible, comfortable
environments for people of all ages, especially kids
and teens. Victoria park is the only park that fits
this type today. In order to perform as an effective
neighborhood park, however, Victoria Park needs
additional celebration and social amenities.
WELLNESS PARKS
Tailored to serve adult residents across the city,
these parks prioritize social, recreation and respite
amenities, and are designed to offer individual
and small group reflective spaces in lieu of active
recreation and play. This type is particularly
tailored to the unique needs of Palm Springs’ large
population of older adults.
Baristo Park (1.9 acres)
David H. Ready Dog Park (1.6 acres)
Wellness Park (4.9 acres)
Gateway Park (1.8 acres)
Adults Older Adults
Older Adults
Kids (Under 12) Teens (12 - 18)
Victoria Park (8.7 acres)
CIVIC PARKS
Civic parks are tucked into the urban fabric and
provide a different experience than traditional
parks: these spaces are ideal for hosting events
and offer opportunities to generate income
through cultural and social programming.
Teens (12-18) Adults
Adults
REGIONAL PARKS
These large-scale parks serve the broadest set of
users, who might travel a considerable distance
to use the amenities, attend an athletic event or
tournament, or host a gathering. These parks offer
a few amenities from each typology.
COMMUNITY PARKS
Community parks serve a wider radius of visitors
who might travel to use the park’s more diverse
amenities. Community parks provide at least one
amenity from each of the experience typologies,
so they have something for everyone. If Desert
Highland is transformed into a community park,
these will be well distributed throughout the city.
Frances Stevens Park (3.3 acres)
Downtown Park (2.0 acres)
Village Green
Desert Highland Park (18.1 acres)
Ruth Hardy Park (21.7 acres)
Sunrise Park (34.6 acres)
Demuth Park (61.0 acres)
Adults
Older Adults
Kids (Under 12) Teens (12 - 18)
Adults
Older Adults
Kids (Under 12) Teens (12 - 18) Adults
Older Adults
Kids (Under 12)
recreation social
respite
recreation respite
cultural
celebration recreation
social
economic celebration social
cultural
economic
celebration cultural
social respite
respite
economic celebration
social respite cultural
PARK TYPES FOR PALM SPRINGS
TRAILS AND LINEAR PARKS
Trails and linear parks are defined by their central
artery, a paved or soft surface trail. These cater to
outdoor enthusiasts and focus on active recreation
(primarily walking and biking), respite and
reflection areas, and cultural experiences through
interpretation, landscape, and public art.
All Trails CV Link
GOLF COURSES
Golf courses are an iconic element of recreation
in Palm Springs. The two city-owned golf courses
each have a different relationship to public access.
Both serve primarily recreation and economic uses.
Adults Older Adults
O’Donnell Golf Course*
(35 acres)
* O’Donnell Golf Course is
owned by the city but the deed is
restricted for private use until 2043
Tahquitz Creek
Golf Course (117.5 acres)
economic
recreation respite
cultural
Kids (Under 12) Teens (12 - 18) Adults
Older Adults
recreation
NATURAL AREAS
Natural areas are places where people can
experience a more immersive, preserved
environment. These areas in Palm Springs might
emphasize native plantings, habitat for native
fauna, and features like trails and interpretive
signage. Some trail areas around Palm Springs
could be expanded into true natural areas.
Adults Older Adults
Prescott Preserve** (90 acres)
** The Prescott Preserve
is a planned restoration
area that is currently in
development
recreation economic cultural
Item 3A - Page 65
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126 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 127 basketball courts, tennis/pickleball courts
chess or game tables
commemorative landscapes
community center
community garden
cultural gardens and festivals
dog park
eco-tourism initiatives
farmers markets
fire pits and barbeque areas
natural areas & greenspaces
golf
hiking trails
indoor cooling facilities
interactive water features & pools
interpretive signage
local concessions and cafes
multi- purpose event spaces
multi-use trails, bike lanes
outdoor / indoor classrooms
outdoor / indoor fitness center
outdoor stages & amphitheaters
pavilion or picnic shelters
inclusive playgrounds
public art installations
roller rink
seasonal attractions
skatepark
sports & recreation facilities & rentals
sports fields (soccer, baseball, etc.)
teen and youth center
walking paths
wildlife viewing & nature center
economic celebration
an opportunity to
generate income
for parks
an opportunity to
mark important
personal and
*desired most by the community political moments
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AMENITIES BY EXPERIENCE TYPOLOGY recreation social respite cultural an opportunity for
fitness and play
an opportunity to
socialize in small
and large groups
an opportunity to
reflect and relax
an opportunity to
gain knowledge
and new cultural
experiences
Item 3A - Page 66
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128 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 129 Desert Highland acts as a
neighborhood park today
but should be expanded
Mini Park
Wellness Park
Civic Park
Neighborhood Park
Community Park
Regional Park
Proposed Natural Area
Trails and Linear Parks
Golf Courses
Waterways
Roads
Trails
CURRENT PARK SYSTEM WITH
PROPOSED CLASSIFICATIONS:
PARKS BY PROPOSED TYPE
David H. Ready Dog Park
could be enhanced as a
true Mini Park
Victoria Park is missing
social and celebration
amenities which are critical
for a neighborhood park
Item 3A - Page 67
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BASELINE PARK FEATURES
130 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 131
BASELINE PARK FEATURES & PARK DESIGN REQUIREMENTS
Across any size or type of park, there are key commonalities that should be included no matter the final design direction. These include shade provision, adequate lighting, multi-lingual wayfinding, native planting stratgies, and cooling and water conservation features. In addition to these baseline elements, the experience typologies described previously can be considered based on the size and anticipated use of the space. There is no one way to design a park, and local context and residents will guide and shape the ultimate formulation of all new parks within Palm Springs—however, these typologies help to provide a starting point based on the community feedback received during the master planning process.
The following pages provide strategies and best practices for considering the above baseline park features that should be included in all existing and future parks within the Palm Springs parks system.
BASELINE PARK FEATURES & PARK DESIGN REQUIREMENTS:
SHADE PROVISION
Design Considerations for Shade Structures
• Placement: Take into account the sun’s changing angles and intensity throughout the day and year. Since shading an entire park is impractical, the shade strategy should complement the local climate and align with the park’s patterns of use.
• Materiality: Use materials that resist UV degradation, corrosion, and weathering like high-density polyethylene (HDPE) fabrics, powdercoated steel, aluminum, treated wood, or concrete. • Insulation: Incorporate insulation to prevent heat transfer for a cooler environment under the structure.
• Ventilation: Ensure airflow (openings, fans, etc.) to prevent heat accumulation under the structure.
• Integration: Design to complement the natural desert landscape (e.g., neutral colors or earth tones) and combine shade structures with natural elements, such as vegetation or water features.
building
shade structure desert willow
(Chilopsis linearis)
honey mesquite
(Prosopis glandulosa)
palo verde
(Parkinsonia spp.)
shade trees
Group cooling methods and
shade provisions in high-use areas
to enhance thermal comfort,
clustering amenities and shade
to create comfortable and wellutilized spaces.
Use layers of plants with
different heights to create
microclimates. Plants like Desert
Lavender, Brittlebush, and
Agaves provide cooling through
evapotranspiration while
withstanding desert conditions.
Light-colored or permeable paving
materials reflect more sunlight and
allow air to pass through. Use droughttolerant groundcovers such as native grasses, succulents, or low-growing
shrubs instead of bare earth or heatabsorbing hardscapes.
Item 3A - Page 68
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RECOMMENDED SIGNATURE NATIVE SPECIES FOUND IN THE VALLEY 132 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 133 Shrub Riparian
Arrowweed
Pluchea sericea
Arroyo Willow
Salix lasiolepis
Canopy
Blue Palo Verde
Parkinsonia florida
Desert Ironwood
Olneya tesota
California Buckwheat
Eriogonum fasciculatum
Brittlebush
Encelia farinosa
Groundcover/
Low Shrub
Apricot Mallow
Sphaeralcea ambigua
California Fuchsia
Epilobium canum
BASELINE PARK FEATURES & PARK DESIGN REQUIREMENTS:
RESILIENT PLANTING
Below is a selection of signature native species found in the valley. Depending on availability and the need to adapt to changing climates, it may be necessary to include non-native species that are non-invasive. Further research is needed to determine site suitability.
BASELINE PARK FEATURES & PARK DESIGN REQUIREMENTS:
COOLING AND WATER CONSERVATION
sandy, well draining soil
0’
3’
6’
9’
12 ’
15’
18’
21’
24’
27’
30’
Riparian Layer
Groundcover /
Low Shrub Layer
Shrub Layer
Canopy Layer
In order to help increase canopy
cover, non-native, non-invasive
trees that thrive in desert
climates should be planted.
Consider creating
microclimates by
grouping trees,
shrubs, and ground
covers to increase
humidity and reduce
heat.
Provide shaded
areas near splash
pads or water
features to protect
users from the
desert heat.
Include features like
water jets, sprays, and
fountains that allow
interactive play for
users of all ages.
Include educational
signage near water
features to inform
visitors about the
importance of water
conservation in desert
environments.
Splash pads should
feature zero-depth entry
points to accommodate
all ages and abilities.
Ensure splash pads
and water features
are accessible
to people with
disabilities, with
gentle slopes and
non-slip surfaces
Integrate timed or
sensor-activated
water systems to
avoid unnecessary
water use during
low-traffic periods.
Use recirculating
systems to reduce
water waste and
ensure that water is
reused efficiently.
Plants with thorns
should be planted with
buffers and away from
where people gather.
Item 3A - Page 69
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134 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 135 Ensure lighting
fixtures address all
uses individually. For
pathways along streets,
provide adequate
lighting for both the
street and the path
that meet their specific
requirements.
Follow a hierarchy. High-activity
areas and primary walkways
should be well-lit to guide and
focus park users after dark.
Lower in the hierarchy are areas
with minimal or no lighting, as
nighttime use would be unsafe or
inappropriate in these areas.
Maintain a consistent
aesthetic for light fixtures
by using a cohesive set of
colors and materials. Ensure
the color temperature of the
lighting is uniform, with a
preference for warmer tones.
Use fixtures that direct light
downward to minimize glare
and prevent light spillage into
sensitive natural areas.
BASELINE PARK FEATURES & PARK DESIGN REQUIREMENTS:
LIGHTING
Park Edge, Street
Adjacency Parking Lots & Large Open
Spaces
Plazas &
Gathering Spaces
Walking Paths /
Gardens
Sport Fields
Item 3A - Page 70
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136 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 137 Tool: Park
Gap Analysis
With the tools to understand how to classify parks, and the types of amenities that should be included in each, the question remains—where should new parks be prioritized within the Palm Springs system? In order to identify opportunity areas, an analysis was undertaken of where parks currently exist, what neighborhoods can comfortably access those spaces within a ten minute walk, where the greatest social vulnerability existing in the city, and where is there an absence of privatelyowned open space. The map on the following page identifies the areas that, through that lens of equity and access, could hold potential for new parkland acquisition or reprposing of underutilized existing lots. Key areas for park development are then further described in the subsequent pages, giving direction for how the Department can best utilize limited resources to serve the community of Palm Springs in an equitable, sustainable way.
BASELINE PARK FEATURES & PARK DESIGN REQUIREMENTS:
MULTILINGUAL WAYFINDING
entrance
event interpretive
directional
directional
regulatory
entrance
informational
Incorporate a variety of wayfinding types throughout the park to guide users and create a cohesive experience that reinforces the park’s unique identity, fostering a strong sense of place. sign type
entrance
directional
informational
regulatory
interpretive
event
location
main park
entrances,
parking lot
entrances
path
intersections,
key decision
points
near amenities
and key features
park rules, water
bodies, sports
courts, etc.
near ecological,
historical, or
cultural points of
interest
entrances,
bulletin boards,
central gathering
areas
All signs should have
a consistent design
language in terms of fonts,
colors, materials, and style
to ensure cohesion across
the park.
Include translations in
multiple languages for
broader accessibility.
Ensure translations are
accurate and culturally
appropriate.
Ensure signs comply
with the Americans with
Disabilities Act (ADA) by
using appropriate text
size, contrast, layout,
and tacility. Additionally,
incorporate alternative
wayfinding methods
such as auditory cues
tactile surfaces to support
individuals with various
disabilities.
Avoid placing too many
signs in close proximity.
Too many signs can cause
visual clutter and diminish
their effectiveness. Group
related signs together
(e.g., regulatory and
safety signs) and keep the
messaging concise.
Signs should complement
the natural aesthetics of
the park and integrate
with the landscape while
still being legible.
Position signs to guide
people intuitively through
the park. Signs should be
placed at decision points
like forks in trails, major
entrances, and close to
amenities.
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Item 3A - Page 71
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138
3 1 Park Needs Areas (see following page)
Proposed or Pending Parks and Recreation Areas
Park Needs Areas with Proposed Developments Parks and Recreation Areas City Hall + Parks and Recreation Buildings
Schools
Waterways
Roads
Class 1 Bike Path
Class 2 Bike Path
Class 3 Bike Path
Mixed Use Bike Path
CV Link (Existing and Proposed)
City Trails
Tribal Trails
Airport
Golf Courses
PARK GAPS ANALYSIS
N
1 6
2 7
4 5
Item 3A - Page 72
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James 0. Jessie Desert--------·.
Highland Unity Center -
Desert Highland---------"
Park
• • • • • O'Donnell Golf
• Course is owned by
• the city but the deed
• is restricted for
• private use until 2043
•
• • • • • • • •
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Jacinto
Mountains
•
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140 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 141 1 2 3
Located in Northwest Palm Springs, at the foot
of the San Jacinto Mountains, Park Gap Area 3
has access to the North Lykken Trailhead, but
no direct park access. This area, which consists
of residential fabric crossed by a commercial
corridor, is located in both a high-need and
lower-income part of Palm Springs.
Located in Northeast Palm Springs, Park Gap
Area 2 is not close to any parks or city facilities.
The closest park, Gateway Park, is reachable
only by crossing Route 111 and walking a
considerable distance. This area also lacks
complete bike lanes, making it even more
disconnected from City Parks and Recreation
Facilities. A large portion of this site is slated
for development, as indicated in the map. This
parcel is located in both a high-need and lowerincome part of Palm Springs.
Located in North Palm Springs, Park Gap Area
1 is situated equally far from Desert Highland
Park and Victoria Park, though it is not walkable
to either of these facilities. A large portion of this
area is currently in development, as indicated in
the map, but the southeast corner in particular
is isolated from facilities. This area is located
in both a high-need and lower-income part of
Palm Springs.
PARK GAPS ANALYSIS
In order to assess areas in need of a park, multiple
data sources were compared, including:
• Land Ownership, including Agua Caliente
owned, leased, and allotted parcels
• Existing Parks and Recreation Areas
• Existing Trails and Trailheads
• Areas within a 10-minute walk of Parks
• Multimodal transit
• Social Infrasructure
• Flood Zones
• Locations of Condo Communities, which
often have their own green space
• Median Household Income by Census Tract
(2021)
• Locations of Golf Courses (shown)
The resulting areas shown here follow from that
analysis, providing a roadmap for where the City can
best focus resources to fill park needs gaps.
5 6 7
4 Located in Southwest Palm Springs, at the
base of a commercial corridor, Park Gap Area
6 has good bike lane acess and proximity
to trailheads in the San Jacinto Mountains.
However, it lacks public park space. The area
is both a high-need and lower-income part
of Palm Springs, and has a number of condo
communities. It contains a portion of Tahquitz
Creek, which makes the area more suceptible
to flooding. A linear park along the creek would
increase access and decrease flood risk.
This is the only Park Gap Area not located in
a high-need and lower-income part of Palm
Springs, however it is adjacent to the confluence
of Tahquitz Creek and the Palm Canyon Wash,
and could be prone to increased flood events. It
is also adjacent to a large piece of Federal land,
and numerous hiking trails leading to Cahuilla
Peak. This area could be a good location for
a regional or community park, with increased
trail access and flood protections for adjacent
neighborhoods.
Located in the heart of Palm Springs, Park
Gap Area 4 is relatively close to Ruth Hardy
and Wellness Parks, however, it also contains
multiple schools which could benefit from
increased walkable green space. This area
represents both a high-need and lower-income
part of Palm Springs, though it is adjacent to
several large condo communities. It would
benefit from a linear park, increased bike lanes,
and/or a mini park.
Park Gap Area 5 is located just north of Sunrise
Park, in Central Palm Springs. This area is
adjacent to the Palm Springs International
Airport, and the dog parks at City Hall. Because
these parks do not offer benefits to all residents,
and some parts of this area are not within
walking distance of Sunrise Park, it would stand
to benefit from a neighborhood park or wellness
park. It also lacks bike lanes to access nearby
parks. This area is located in both a high-need
and lower-income part of Palm Springs.
Item 3A - Page 73
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142 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 143 Tool: Funding
Strategies
Park and recreation agencies across the United States today have learned to creatively manage revenue streams to support parks and recreation, especially with the limited availability of tax dollars. To continue to build and maintain the Palm Springs parks and recreation system, new funding options should be pursued for capital investments, such as those presented in this plan. The following section provides funding strategies for the City to consider for improving its parks and recreation system.
FUNDING STRATEGIES
A growing number of localities have developed policies on pricing of services, cost recovery rates, and partnership agreements for programs and facilities provided to the community. They have also developed strong partnerships that are fair and equitable in the delivery of services based on who receives the service, for what purpose, for what benefit, and for what costs. In addition, agencies have learned to use parks and recreation facilities, amenities, programs, and events, to generate revenue and support economic development.
CURRENT FUNDING STRATEGIES
The following funding strategies are currently utilized by the City and should be continued as part of implementing the Master Plan.
• Transient Occupancy Tax (TOT): The Transient Occupancy Tax (TOT), also known as room tax or bed tax, is a tax collected by an operator from each guest, or transient, with the room payment and, subsequently, remitted to the City of Palm Springs and is the number one funding source of the City’s general fund budget. Current Transient Occupancy Tax rates are as follows: 13.5% for Group Meeting hotels and 11.5% for all other hotels, vacation rentals, and agencies. These rates have been in effect since January 1, 2002. Council acted to increase rates after authorization was given by Palm Springs’ voters in the November 2001 election. • Property Taxes: Ad valorem tax on real property is a primary funding source of the City’s general fund budget.
• Sales Tax: Dedicated tax on goods and services is a primary funding source of the City’s general fund budget.
• Grants: Grant funds are used by many agencies to enhance parks and the availability of grants continues to grow annually. The City should continue to pursue grant opportunities. Matching dollars are required for most federal grants and many state grants.
• General Obligation Bond: A general obligation bond is a municipal bond secured by a taxing authority such as the City to improve public assets that benefits the municipal agency involved that oversees the parks and recreation facilities. General Obligation Bonds should be considered for park and recreation facility projects, such as updates to a community or regional park, trails, recreation centers, aquatic centers, or a sports complex. Improvements to parks should also be covered by these funding sources because there is little operational revenue associated with these parks to draw from, and some of the city parks need upgrades and renovations. These parks help frame the city image and benefit a wide age segment of users, and updating these parks will benefit the community as a whole and stabilize neighborhoods and other areas of the city. According to Trust for Public Land research, over the last 10 years across the United States over 90% of park and recreation bond issues have passed in cities when offered to the community to vote to support the community needs for parks and recreation.
• Quimby Ordinance: Ordinance requiring the dedication of open space (or payment of an in-lieu fee) within developments to meet the park and recreation needs of the new residents.
Item 3A - Page 74
144 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 145 • User Fees: User fees are fees paid by a user of recreational facilities or programs to offset the cost of services provided by the City in operating a park, a recreation facility, or in delivering programs and services. A perception of “value” must be instilled in the community by the Parks and Recreation staff for what benefits the City is providing to the user. As the Department continues to develop new programs, all future fees can be charged based on cost recovery goals developed in a future Pricing Policy. The fees for the parks and/or core recreation services are based on the level of exclusivity the user receives compared to the general taxpayer. It is recommended that user fees for programs be charged at market rate for services to create value and operational revenue for the Department. For services where the City feels that they cannot move forward on adequate user fees to obtain the required cost recovery, consideration of contracting with a non-profit and/or private company to help offset service costs can be pursued. This would save the City dollars in their operational budgets while still ensuring the community receives the service to keep the quality of life at a high standard. • Permit Fees: This fee is incorporated for exclusive reservations for picnic shelters, sports fields, special events that are provided by the City, and competition tournaments held in the city by other organizations who make a profit off city-owned facilities. Permit fees include a base fee for all direct and indirect costs for the City to provide the space on an exclusive basis plus a percentage of the gross for major special events and tournaments held on city-owned permitted facilities. Alcohol permits can be explored and if determined worthwhile and added to these permits, would generate more dollars for the City for these special use areas. These dollars can be applied to a Recreation and Park Revolving Fund if developed to help support park improvements and operations. • Partnerships Agreements: Partnerships are joint development funding sources or operational funding sources between two separate agencies, such as two government entities, a non-profit and a city department, or a private business and a city agency. Two partners jointly develop revenue producing park and recreation facilities and share risk, operational costs, responsibilities, and asset management, based on the strengths and weaknesses of each partner.
• Interlocal Agreements: Contractual relationships entered between two or more local units of government and/or between a local unit of government and a non-profit organization for the joint usage/development of sports fields, regional parks, or other facilities.
• Business/Resident Donations: Individual donations from corporations and private donations are accepted to support specific improvements and amenities.
• Concessions: Concessions are leased out to a private operator for a percentage of gross profits, typically, 15%-18%.
• Field Permits: The City issues recreational use permits for activities, practice, or games. Permits can cover the operational cost of each field and management costs. If a private operator desires to rent the site for a sporting tournament for private gain, the City can provide a permit fee plus a percentage of gross from the event for the exclusive use of the fields. • Private Foundation Funds: Non-profit community foundations are strong sources of support for the City and are pursued for specific park and recreation amenities.
• Private Management: Contract with a private business to provide and operate desirable recreational activities financed, constructed, and operated by the private sector, with additional compensation paid to the City.
• Private Development: These developers lease space from city-owned land through a subordinate lease that pays out a set dollar amount plus a percentage of gross dollars for recreation enhancements. These could include a golf course, restaurants, driving ranges, sports complexes, equestrian facilities, recreation centers and ice arenas • Easements: This revenue source is available when the City allows utility companies, businesses, or individuals to develop some type of an improvement above ground or below ground on their property for a set period and a set dollar amount to be received by the City on an annual basis.
(Left) Native
desert planting at
Downtown Park.
Item 3A - Page 75
146 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 147
ADDITIONAL FUNDING STRATEGIES FOR CONSIDERATION
• Naming Rights: Many cities and counties have turned to selling the naming rights for new buildings or renovation of existing buildings and parks for the development cost associated with the improvement. • Friends Groups: These groups are formed to raise money typically for a single purpose that could include a park facility or program that will better the community as a whole and their special interest. • Advertising Revenue: Advertising revenue comes from the sale of ads on banners in the parks. The advertising can include amenities such as trashcans, trail markers, tee boxes, dasher boards, scorecards, and restrooms.
• Federal Lands Access Program Grants: The Federal Lands Access Program (Access Program) was established in 23 U.S.C. 204 to improve transportation facilities that provide access to, are adjacent to, or are (Left) A custom wroughtiron gate detail at the
David H. Ready Dog Park
near City Hall.
located within Federal lands. The Access Program supplements State and local resources for public roads, transit systems, and other transportation facilities, with an emphasis on high-use recreation sites and economic generators.
• Tax Abatement: The governing body of a political subdivision may grant an abatement of taxes, which may include personal property. An example of an abatement that could help fund parks is through providing or helping acquire or construct public facilities.
GRANTS THROUGH SPECIFIC PRIVATE FOUNDATIONS AND CORPORATIONS Many communities have solicited greenway funding from a variety of private foundations and other conservation-minded benefactors. Some of these grants include:
• Coors Pure Water 2000 Grants: Coors Brewing Company and its affiliated distributors provide funding and in-kind services to grassroots organizations that are working to solve local, regional, and national water-related problems. Coors provides grants, ranging from a few hundred dollars to $50,000, for projects such as river cleanups, aquatic habitat improvements, water quality monitoring, wetlands protection, pollution prevention, water education efforts, groundwater protection, water conservation and fisheries.
• World Wildlife Fund Innovative Grants Program: This organization awards small grants to local, regional, and statewide non-profit organizations to help implement innovative strategies for the conservation of natural resources. Grants are offered to support projects that accomplish one or more of the following: (1) conserve wetlands; (2) protect endangered species; (3) preserve migratory birds; (4) conserve coastal resources; and (5) establish and sustain protected natural areas, such as greenways. • Bikes Belong: Bikes Belong coalition is sponsored by members of the American Bicycle Industry. The grant program is a national discretionary program with a small budget, to help communities build trail projects.
They like to fund high-profile projects and like regional coalitions. An application must be supported by the local bicycle dealers (letters of support should be attached). Bikes Belong also offers advice and information on how to get more people on bikes. Government and nonprofit agencies are eligible, and no match is required. The maximum amount for a grant proposal is $10,000. Applications may be submitted at any time and are reviewed as they are received.
• Congestion Mitigation and Air Quality Program-fund: This source is for transportation projects that improve air quality and reduce traffic congestion. Projects can include bicycle and pedestrian projects, trails, links to communities, bike rack facilities. Average grant size $50,000-$100,000.
Item 3A - Page 76
LOOKING FORWARD
148 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 149 • Community Facilities Grant and Loan Program: This source is established to assist communities with grant and loan funding for the expansion, renovation and or remodeling of former school facilities and or existing surplus government facilities that have an existing or future community use. Facilities may be space for community gatherings and functions, recreational athletic facilities for community members, particularly youth. These include space for non-profit offices, childcare, community education, theater, senior centers, youth centers, and after school programs. The grant program match requirements for requests up to $250,000 are 10% of eligible project costs. For requests over $250,000 to $1 million, the match is 15%.
• American Hiking Society: The American Hiking Society provides funding on a national basis for promoting and protecting foot trails and the hiking experience.
• The Helen R. Buck Foundation: This foundation provides funding for playground equipment and recreational activities.
• Deupree Family Foundation: The Deupree Family Foundation provides grants for Recreation, parks/playgrounds, and children/youth, on a national basis. This foundation supports building/renovation, equipment, general/operating support, program development, and seed money. • The John P. Ellbogen Foundation: Children/youth service grants as well as support for capital campaigns, general/operating support, and program development.
• Economic Development Grants for Public Works and Development of Facilities: The U.S. Department of Commerce, Economic Development Administration (EDA), provides grants to states, counties, and cities designated as redevelopment areas by EDA for public works projects that can include developing trails and greenway facilities. There is a 30% local match required, except in severely distressed areas where the federal contribution can reach 80%.
This plan provides a 10-year vision for the City of Palm Springs to create and nurture public space for its diverse and growing population. Developed with the strength of community voices and the guiding hand of the City, this plan is not an idealistic vision of the Parks and Recreation system, but an implementable and achievable Plan with clear, actionable goals. As such, progress should be monitored, evaluated, and shared regularly. Specifically, the PSPRMP should be reviewed annually by the Palm Springs Parks and Recreation Commission and the staff of the Parks and Recreation Department, and revised as appropriate. An annual public update on plan progress is also recommended, acknowledging the critical role the public played in creating the plan, and their future role in holding the Department accountable to implementation.
Item 3A - Page 77
150 A Roadmap for the Future: Implementation Recommendations Palm Springs Parks & Recreation Master Plan 151
SOURCES
1. Balchan, Kendall. “Palm Springs to Develop Heat Mitigation Plan with $400,000 Grant.” The Palm Springs Post, 16 July 2024.
2. Berman, Sam. “History: Charlie Jordan Parlayed First Palm Springs Job Into National Acclaim.” The Desert Sun, 11 July 2021, www.desertsun.com/story/ life/2021/07/11/history-charlie-jordan-parlayed-first-palm-springs-job-intonational-acclaim/7927237002/.
3. Berman, Sam. “Palm Springs History: Prop. R Provided Gobs of Money to Fund Recreation for Residents.” The Desert Sun, 2 July 2023, www.desertsun.com/ story/life/history/2023/07/02/palm-springs-history-prop-r-provided-gobs-ofmoney-to-fund-recreation-for-residents/70374864007/.
4. Bernstein, Jeffrey. “Measure J Has Been a Success in Palm Springs and Needs to Be Extended.” The Desert Sun, 22 Oct. 2024, www.desertsun.com/ story/opinion/contributors/valley-voice/2024/10/22/measure-j-has-been-asuccess-in-palm-springs-and-needs-to-be-extended/75779600007/.
5. Caudell, Miranda. “A People’s Journey.” Me Yah Whae, Fall/Winter 2016–17, pp. 30–55.
6. Centers for Disease Control and Prevention. “Life Expectancy at Birth for U.S.
States and Census Tracts, 2010-2015.” 9 Mar. 2020, www.cdc.gov/nchs/datavisualization/life-expectancy/.
7. City of Palm Springs. Citywide Historic Context Statement & Survey Findings.
Prepared by Historic Resources Group, Dec. 2018.
8. City of Palm Springs. General Plan. 2007, City of Palm Springs, www. palmspringsca.gov/government/departments/planning/general-plan.
9. City of Palm Springs. Measure J at Work. www.psmeasurej. com, 24 Sept. 2019, www.palmspringsca.gov/home/
showpublisheddocument/69444/637071932223230000.
10. City of Palm Springs. Sustainability Commission Meeting Climate Change Vulnerability Assessment. Palm Springs By Design General Plan, 28 June 2022, https://www.palmspringsca.gov/home/ showpublisheddocument/82510/637916031549070000.
11. Davey Resource Group. Phoenix, Arizona: Tree Canopy Cover. City of Phoenix Parks and Recreation Department, www.phoenix.gov/parkssite/Documents/ PKS_Forestry/PKS_Forestry_Map_Tree_Canopy.pdf.
12. de Crinis, Mona. “Cahuilla Territory.” Me Yah Whae, Fall/Winter 2021–22, pp. 58–69.
13. Eisenhower Health. 2022 Community Health Needs Assessment. Eisenhower Health, overseen by Elizabeth Wholihan, Vice President of Marketing and Public Relations, 2022, eisenhowerhealth.org/sites/EmcOrg/assets/ downloads/0029862.1.0-communityhealthneedsassess.pdf.
14. Geospatial Innovation Facility at the University of California, Berkeley. Local Climate Change Snapshot. California Energy Commission and California Strategic Growth Council, Nov. 2024, cal-adapt.org/tools/local-climatechange-snapshot/.
15. Medina, Eduardo. “Palm Springs Reaches Nearly $6 Million Reparations Deal With Former Section 14 Residents.” The New York Times, 13 Nov. 2024, www. nytimes.com/2024/11/13/us/california-palm-springs-reparations.html.
16. Myrland, Susan. “Preserving the Past: A Delicate Balance of Conservation and Safeguarding Cultural Heritage Defines the Indian Canyons.” Me Yah Whae, Spring/Summer 2022, pp. 54–67.
17. Office of Environmental Health Hazard Assessment. CalEnviroScreen 4.0. 1 May 2023, California Environmental Protection Agency, oehha.ca.gov/ calenviroscreen/report/calenviroscreen-40.
18. Pierce, David W., et al. Climate, Drought, and Sea Level Rise Scenarios for California’s Fourth Climate Change Assessment. California’s Fourth Climate Change Assessment, Aug. 2018, Division of Climate, Atmospheric Sciences, and Physical Oceanography, Scripps Institution of Oceanography, La Jolla, California.
19. Racist Trees. Directed by Sara Newens and Mina T. Son, produced by Andrew Calof and Johanna Sokolowski, edited by Sara Newens, executive producers Steve Sarowitz and Endyia Kinney, 2022.
20. The Trust for Public Land. “ParkServe: Mapping Your Community’s Parks.” The Trust for Public Land, parkserve.tpl.org/mapping/#/?CityID=0655254.
21. United States Department of Agriculture. “Fire Effects Information System (FEIS):
Syntheses About Fire Ecology and Fire Regimes in the United States.” Fire Effects Information System, 14 Nov. 2023, www.feis-crs.org/feis/.
22. U.S. Fish and Wildlife Service. “Casey’s June Beetle (Dinacoma caseyi).” U.S.
Fish and Wildlife Service, www.fws.gov/species/caseys-june-beetle-dinacomacaseyi.
23. United States, Bureau of the Census. 2020 Census of Population and Housing.
U.S. Department of Commerce, 2020, www.census.gov/2020census.
24. United States Environmental Protection Agency. Guide to Reducing Heat Islands. U.S. Environmental Protection Agency, www.epa.gov/heatislands/ guide-reducing-heat-islands.
25. California Energy Commission, Geospatial Innovation Facility at the University of California, Berkeley, with funding and advisory oversight by the California Energy Commission and the California Strategic Growth Council. Cal-Adapt. 2024, cal-adapt.org.
Item 3A - Page 78
Item 3A - Page 79
plan maestro de . , d
pqrques y recreac1on e
palm springs parks & recreation
master plan
ATTACHMENT B
Item 3A - Page 80
Palm Springs Parks & Recreation Master Plan 3
appendix A:
community
engagement findings
Item 3A - Page 81
4 Appendix A: Community Engagement Findings
WORKSHOPS
FOCUS GROUPS
ENGAGEMENT OVERVIEW
3 12
820
700+
ENGAGEMENT OVERVIEW
Across all engagements, we ask residents what the Palm Springs Parks systems could start, stop, or continue doing?
COMMENTS
PEOPLE ENGAGED
589
people want:
76 people are
concerned about:
141
people value:
THERMAL COMFORT
Thermal comfort was the most requested amenity, both in providing shade and spaces to cool off.
ACTIVE RECREATION
Residents also requested designated active recreation spaces like areas for roller derby.
HOMELESSNESS
The community was concerned about homelessness and its
effects in the park.
PARK MAINTENANCE
Residents also prioritized park cleanliness and maintenance.
EXISTING AMENITIES
People value the recreational amenities that the Palm Springs park system provides already.
1. ADAPTING AND PREPARING FOR CLIMATE CHANGE
2. PARKS THAT DO MORE FOR MORE PEOPLE
3. A PARKS SYSTEM OF STEWARDSHIP
4. MENDING THE PARK GAP
START
STOP
CONTINUE
COMMUNITY ENGAGEMENT RECURRING THEMES
Item 3A - Page 82
Palm Springs Parks & Recreation Master Plan 5
WORKSHOP 1
WHAT WE HEARD
Enhance Recreational
Facilities
• Outdoor roller rink
• Skate pad
• More pickleball
courts
Infrastructure Improvements
• Add and fix water
features
• More indoor recreation
• Drinking fountains
Dog
Parks
Demuth
Park
Ruth
Hardy
Park
Baristo
Park
Gene Autry
Trail
Gateway
Park
Desert
Highland
Park/Unity
Center
Victoria
Park
0 1
4 6
8 10
Which parks do you avoid?
Dog
Parks
Demuth
Park
Ruth
Hardy
Park
Baristo
Park
Gene Autry
Trail
Gateway
Park
Desert
Highland
Park/Unity
Center
Victoria
Park
0 10
20 30
Which parks do you visit most?
Where: Pavilion
When: February 24, 2024
Who: 100+ people in attendance
Pool users
Pickleball/tennis players
Roller derby
Seniors
OVERVIEW
Goals:
• Understand residents’ perception of the parks
system
• Learn which parks are underutilized and why
• Start to compile a list of desired amenities and
changes to existing parks across the entire system
More Water Features & Cooling
• More shade
• Better signage
• More picnic tables with
lighting
• Better lighting
• Improve access to CV link
Item 3A - Page 83
6 Appendix A: Community Engagement Findings
WHAT WE LEARNED
Across All Parks
• Need for more shade
• Amenity upgrades
• Maintenance: leave lights on longer
and improve cleanliness
• Improve connectivity: bike paths
• Roller derby facility
Site-specific
• Demuth Park most used but also in most
need of attention
• Baristo Park and dog parks most avoided
or hidden for participants
• Gateway Park was not recognized by
most people as a park because of size
and location
Dog
Parks
Demuth
Park
Ruth
Hardy
Park
Baristo
Park
Gene
Autry Trail
Gateway
Park
Desert
Highland
Park/Unity
Center
Victoria
Park
0 5
10 15
Which parks did you not know about?
Item 3A - Page 84
Palm Springs Parks & Recreation Master Plan 7
WORKSHOP 2
WHAT WE HEARD
Events Varies
Only
Mon.-Fri. Everyday Wed. Weekends
0 5
10 15
Which days do you use the parks?
Late Evening
(After 7PM)
Evening
(After 5PM)
Morning Afternoon
(12PM5PM)
0 10
20 30
What time do you visit the parks?
Where: James O. Jessie Desert
Highland Unity Center
When: May 22, 2024
Who: 50+ people in attendance
Roller derby
Black community
OVERVIEW
Goals:
• Understand how the current parks system is
being utilized
• Identify program opportunities and
desired services
• Identify gaps where parks are needed
Sports/ Meditation Programs
Games
Technologyrelated
Activities
Socializing
Activities
Family
Activities
Walking Exercise/
Fitness
0 5
10 15
What do you do when you visit parks?
Item 3A - Page 85
8 Appendix A: Community Engagement Findings
WHAT WE HEARD
• Park gap in NE Palm Springs
• Water and shade most requested
amenities across park system
WHAT WE LEARNED
Park Use
• Most people engaged use the parks in
the morning
• Most people engaged use the parks
during the week
• Most people engaged use the parks
for fitness or socializing
Amenities and Gaps
• Shade and water are the most
requested amenities
• Park gap identified by participants in
Northeast Palm Springs
Item 3A - Page 86
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Palm Springs Parks & Recreation Master Plan 9
WORKSHOP 3
WHAT WE HEARD
Open Space and
Trails Themes
• Active recreation
• Hiking
• Multi-use spaces
Climate Resilient Amenities
• Wildlife habitat
• Shade trees
• Drinking fountains
• Misting stations
• Native plant gardens
• Stormwater gardens
Active Recreation
Amenities
• Outdoor fitness
equipment
• Picnic tables
• ADA accessible and
dog friendly
• Parking for bike rack
• Softer surfacing
Social Gathering Amenities
• Restrooms
• Parking lot
• Dog waste stations
• Benches
Where: Demuth Community Center
When: June 26, 2024
Who: 34+ people in attendance
G-Force crew
Roller derby
Latino community
OVERVIEW
Goals:
• Understand if there should be an amenity
baseline for park typologies
• Understand if there are guiding themes
for future park development that residents
would like to see
Open Space and Trails
open space & trails
park name:
park theme:
tennis court for scale:
cancha de tenis para escala:
120’
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20’
MISTING STATIONS
DRINKING FOUNTAINS
BENCHES
PICNIC TABLES
SHADE TREES
PARKING LOT
OUTDOOR FITNESS
EQUIPMENT RESTROOMS
WILDLIFE HABITAT
RESTROOMS
PARKING LOT
OUTDOOR
FITNESS
VIEW CREST PARK
ACTIVE REC AND HIKING
DOG WASTE STATIONS
ADA ACCESSIBLE AND DOG FRIENDLY
VIEW SHED
open space & trails
park name:
park theme:
tennis court for scale:
cancha de tenis para escala:
120’
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SHADE TREES 20’
NATIVE PLANT GARDEN
VIEWPOINT
AMPHITHEATER
MAINTAINED
LESS OVERGROWN
SPACES
SIGNAGE FOR
UTILIZATION
CONCRETE MAINTAINED TRAIL
BIKES! BLADES! W.CHAIRS!
WALKERS!
GATHERINGS
INTERWOVEN TRAIL
BENCH
SPUR DG, SOFTER BUT
ACCESSIBLE
STORMWATER GARDEN
(INFILTRATION)
PROMOTE USAGE!
RESTROOM
SHADE TREE!
ESPECIALLY W+S
EVERYWHERE
PARKING BIKE RACKS
W.F.
RESTROOM
DESTINATION
WF
NEED MORE OF
THESE PAVED
TRAILS FOR
WALKING
LOVE IT!
LOVE THE THEME
OF NATURE
HEALTH/WELLNESS
INTERACTIVE
MULTI-USEFUL
HEALTHY SPINE TRAIL!
Item 3A - Page 87
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10 Appendix A: Community Engagement Findings
neighborhood park
park name:
park theme:
tennis court for scale:
cancha de tenis para escala:
120’
60’
Size: 2 - 20 acres
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from the Noun Project
Created by Romansa Design Art
from the Noun Project
20’
SHADE
STRUCTURES
DRINKING
FOUNTAINS
PLAYGROUND 5-12
YEAR OLDS
RESTROOMS PUBLIC ART
ROLLER RINK
PARKING LOT
NATURE
WALK/INTERPRETIRVE
GARDEN
RESTROOMS
UBUNTU UNITY CENTER
-ACTIVE RE
-WELLNESS
-COMMUNITY
-FUN
CANOPY SHADE
OVER
PLAYGROUND
NO PARKING LOT,
ENCOURAGE ACTIVE
PUBLIC TRANSPORTATION
neighborhood park
park name:
park theme:
tennis court for scale:
cancha de tenis para escala:
120’
60’
Size: 2 - 20 acres
Created by REVA
from the Noun Project Created by REVA
from the Noun Project
Created by REVA
from the Noun Project Created by REVA
from the Noun Project
Created by REVA
from the Noun Project
Created by Romansa Design Art
from the Noun Project
20’
SHADE
SHADE TREES
COOLING CENTER
FIELD
PICNIC TABLE
AMPHITHEATER
BASKETBALL
COURT
COMMUNITY CENTER
RESTROOMS
LIKE THE ONE
DOWNTOWN
GREEN HANGOUT
SPACE
SOCCER
YOGA
PARTLY ASTROTURF (IN
FIELD) PARTLY NATURAL
ART PIECE
BIG ENOUGH
FOR A BDAY
LOT +
MARKET
OUTDOOR
PERMEABLE EDGE
PLAYGROUND
SHADE
FUN! SHADE! MULTI-USEFUL
PARTY PARK
BBALL INDOOR AMPHITHEATER MIGHT
BE TOO CLOSE TO
HOMES
CAN WE SKATE
INDOORS?
SPLASH PAD
Neighborhood Park
Themes
• Active recreation
• Wellness
• Community
• Fun
• Shade
• Multi-use
Climate Resilient Amenities
• Nature walking
• Interpretive garden
• Shade structures
• Drinking fountain
• Cooling center
• Splash pad
Active Recreation
Amenities
• Playground (5-12 year
olds)
• Active sports
• Sports fields
Social Gathering Amenities
• Public art
• Amphitheater
• Picnic tables
• Restrooms
• Community center
• Parking lot (but
encourage active
public transportation)
Neighborhood Park
Item 3A - Page 88
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Palm Springs Parks & Recreation Master Plan 11
mini
park
park name:
park theme:
tennis court for scale:
cancha de tenis para escala:
120’
60’
Size: 0.25 - 2 acres
Created by REVA
from the Noun Project Created by REVA
from the Noun Project
Created by REVA
from the Noun Project Created by REVA
from the Noun Project
Created by REVA
from the Noun Project
Created by Romansa Design Art
from the Noun Project
20’
YOGA
SHADE STRUCTURE
PICNIC TABLES
TREES
WATER FOUNTAINS
DOG WASTE STATIONS
OUTDOOR FITNESS
SUN SALUTATION
YOGA, WELLNESS, SECURITY, DOG
WALKER HEAVEN
BIKE RACK
NATURE UNPAVED TRAIL
PAVED TRAIL
SUN SALUTATION
YOGA, WELLNESS, SECURITY, DOG
WALKER HEAVEN
Mini Park Themes
• Active recreation
• Wellness
• Spaces for dogs
• Social gathering
Climate Resilient Amenities
• Shade structures
• Misting stations
• Drinking fountains
• Native plant garden/
trees
Active Recreation
Amenities
• Active recreation (e.g.
roller rink or fitness
equipment)
• Walking trails
• Natural space
• Yoga & meditation
space
Social Gathering Amenities
• Wi-fi
• Public art
• Shaded fitness spaces
• Picnic tables
• Dog waste stations
Mini Park
mini
park
park name:
park theme:
tennis court for scale:
cancha de tenis para escala:
120’
60’
Size: 0.25 - 2 acres
Created by REVA
from the Noun Project Created by REVA
from the Noun Project
Created by REVA
from the Noun Project Created by REVA
from the Noun Project
Created by REVA
from the Noun Project
Created by Romansa Design Art
from the Noun Project
20’
MISTING STATIONS
DRINKING
FOUNTAINS
SHADE STRUCTURES
YOGA/MEDITATION
PUBLIC ART
NATIVE PLANT
GARDEN
MISTING STATIONS
CAN BE PART OF
SHADE STRUCTURES
- PUBLIC ART ON A
WALL BARIER
AROUND RINK
- SHADE OVER RINK
ROLLER RINK
ACTIVE RECRIATION AND SOCIAL GATHERING
ROLLER PARK
WIFI
Item 3A - Page 89
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12 Appendix A: Community Engagement Findings
community park
park name:
park theme:
tennis court for scale:
cancha de tenis para escala:
120’
60’
Size: 20+ acres
Created by REVA
from the Noun Project Created by REVA
from the Noun Project
Created by REVA
from the Noun Project Created by REVA
from the Noun Project
Created by REVA
from the Noun Project
Created by Romansa Design Art
from the Noun Project
20’
SHADE TREES
PICNIC TABLES
RESTROOM
STALLS
DOG WALK
DRINKING
FOUNTAIN
SHADE
STRUCTURES
SHADE
STRUCTURES
SHADE
TREES
PICNIC TABLES
DOG STATION
RESTROOMS
PLAYGROUND (5-12
YEAR OLDS)
GYM AND INDOOR COURTS
COOLING CENTER
COMMUNITY CENTER
DRINKING
FOUNTAINS
COMMUNITY GARDEN
RESTROOMS
PLAYGROUND
(5-12 YEAR
OLDS)
Shade, staying cool in desert
Desertscape
Palo Verde
SIGN
SIGN
BUS
STREET PARKING
DESERT
SCAPE
DESERT
SCAPE GRASS
GRASS
GRASS
DESERT
SCAPE
DESERT
SCAPE
Community Park Themes
• Shade structures
• Cooling center
• Shade trees
• Drinking fountains
Climate Resilient Amenities
• Shade
• Staying cool in the
desert
• Desert landscaping /
xeriscaping
Active Recreation
Amenities
• Gym
• Indoor courts
• Playground for 5-12
year olds
Social Gathering Amenities
• Restrooms
• Picnic tables
• Dog station
Community Park
WHAT WE LEARNED
• Mini-parks: Walking trails, Fitness or
active recreation amenities
• Neighborhood Parks: Sports field,
Playgrounds
• Community Parks: Cooling center,
Indoor courts, Gym
• Open Space and Trails: Rest area
including restrooms, Dog waste bag
stations and water
Item 3A - Page 90
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II' ........ • • • • • •• • I .. ,. • • •• 111. ... -.111 • • I • • • I • Ii
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Palm Springs Parks & Recreation Master Plan 13
7 6
2 1 & 12
5 8
4 & 9
3 11
10 Downtown Park,
Rosa Gardens
Apartments
Certified Farmer’s
Market Palm Springs
Victoria Park
Golden Sands
Mobile Home Park
Katherine Finchy
Elementary
AJ Filipino Market,
Filipino Basketball
League
Ruth Hardy Park
Food Distribution
@ JOJ
Dive-in Movie
PS Swim Center
Village Fest
February 24, 2024
July 31, 2024
May 18, 2024
July 3, 2024
July 13, 2024
June 7, 2024
May 3, 2024
July 16, 2024
March 23, 2024
April 25, 2024
July 20, 2024
July 18, 2024
Black Community
Small Businesses and
Yourists
Families and Kids
Latino Community
Families, Kids and
Neurodiverse Community
Filipino Community
Dog Owners
Black Community, Latinos
and Low-income Families
of NE Palm Springs
Pool Users
Young Adults, Tourists
FOCUS GROUP WHERE WHEN WHO
FOCUS GROUPS
Item 3A - Page 91
14 Appendix A: Community Engagement Findings
BLACK COMMUNITY
Shade and Green Space
• Shade over tables
• Shade over playgrounds
• Trees everywhere
Maintenance and Safety Concerns
• Dirty bathrooms
• More lights
• Acoustics and kitchen upgrades (James O.
Jessie CC)
Recreational Facilities & Programs
• More after-school programs
• Fitness facilities
• Youth programs
• Hip-hop dance class (all ages)
FILIPINO COMMUNITY
Shade and Covering
• Covering for events
• More natural shade
• Shade structures
Recreational Facilities & Space
• More dog parks
• More volleyball courts
• Indoor parks
Enhancing Park Experience
• More trails
• Water features
• Allergy consideration
Maintenance & Safety
• Dirty bathrooms
• No more sponge playgrounds
• Concerns about sharing public space with
unhoused
LATINO COMMUNITY
Water Features and Cooling
• More pools
• More water slides
• Slip and slides
• Water fountains for drinking
Recreational Facilities and Space
• More playgrounds for kids
• Picnic tables
• Better wayfinding
• Fitness equipment
Equitable Access
• Park close to Golden Sands (NE PS)
Maintenance & Safety
• Dirty bathrooms
• More lights
• Keep lights on longer
• Speed mitigation
SMALL BUSINESS OWNERS
Recreational Facilities
• More pickleball courts
• Enhance aquatic pool
• Enhance skate park
Maintenance & Safety Concerns
• Support for the unhoused
• Event rental spaces
• More art programs
Recreational Facilities & Programs
• Water fountain for pets
• Strict dog leash policy
POOL USERS
Facility & Features
• Splash pads & mister system around pool Kids
pool
Expand & Diversify Programming
• Teen programming
• Water polo
• City-wide sports leagues
• Swimming competitions
Shade & Comfort
• More trees & shaded areas
• Enhanced locker room
• ADA shower and change area
YOUTH & YOUNG FAMILIES
Shade & Cooling
• More shade
• Add misters, splash pad, & water features
Safety & Cleanliness
• Baristo Park is unsafe
• Drug activity in several parks
• The unhoused sharing public spaces
• Cleanliness concerns
Facilities & Play Areas
• Indoor parks & skate parks
• Handball courts
• Bigger playgrounds
• Outdoor fitness equipment
NEURODIVERSE NEEDS
Accessibility
• Parks currently somewhat inaccessible
• Need sensory-friendly areas
• Improve accessible restrooms
Staff Capacity & Communication
• Better training for staff regarding neurodiverse
needs
• Better outreach & information dissemination
Features & Facilities
• More adaptive swings
• Wheelchair-accessible equipment
• Add slide pads
• Laying down equipment
Item 3A - Page 92
Palm Springs Parks & Recreation Master Plan 15
PRIORITY FOCUS GROUP
Water Features/Cooling
Safety & Maintenance
Shade
More Outside & Indoor
Sports Facilities
ADA accessibility
Diverse Programming
Park Gaps (NE Palm
Springs)
Black Community
Small Business Owners
Latino Community
Neurodiverse Community
Pool Users
Youth and Young Families
Filipino Community
FOCUS GROUPS TOP PRIORITIES
Item 3A - Page 93
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L--------------------J
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16 Appendix A: Community Engagement Findings
COMMUNITY QUILT
Throughout all workshops we set out to collect and uncover stories from the community about the park system. We designed a “quilt” activity using four prompts.
Residents then shared back their stories by writing or drawing. We uncovered 175 stories from the community.
QUILT ACTIVITY PROMPTS
• Gathering: Share a story about a memorable experience. • Park Chronicles: What is your favorite memory in one of the parks? • Untold History: What are under-told stories associated with Palm Springs parks?
• Parks and the City: What makes our parks special or different from others?
Item 3A - Page 94
Palm Springs Parks & Recreation Master Plan 17
PER SITE COMMUNITY RECOMMENDATIONS
SUNRISE
VICTORIA
FRANCES STEVENS
DOWNTOWN
RUTH HARDY
DESERT HIGHLAND
DEMUTH
TAHQUITZ CREEK
GOLF RESORT
BIKE ROUTES & TRAILS
BARISTO
• Fix basketball court
• Gym needed
• Repair / upgrade
basketball
• Switch to Desert
landscaping
• Update the Library
• Fitness equipment
• Wayfinding
• Additional sidewalk
• Area for toddlers
• Make a skate pad for
local skate groups
• More shade
• Add an
amphitheater
• Tree Shade
• More programming
• Build a permanent
place for group
Exercise classes
• Improve restrooms
• Improve outdoor fields
• Add community
garden
• Improve bathrooms
• Change the flooring in
the gym
• More pickleball courts
• Add fitness center
• Dedicated soccer fields
• New restrooms to
service fields #5 & #6
• Fix the bike path
• Turn it into a nature
preserve
• New bike routes /
expand routes
• Improve wayfinding
• Add skate park
• Add community garden
• More shade
• improve walking paths
• Allow for event rental
• More programs like
concerts in the park
• Tennis court
• Basketball court
• Walking trails
• More shade
• Encourage more
sidewalk vendors
• Add play structure for children
• Skate pad/flat area that’s shaded
• More performance art spaces
• More grassy areas for sitting and
lounging
• Add tennis courts
• Create a space for
workout classes
• Add a community
garden
• Add sport courts
• Add asphalt art & fitness
• Add an aquatic/pool
facility
• Add playground
• Designated skate space for
indoor recreational skating
• Add playgrounds
• Add an aquatic pool
• More trails to explore
• Add a roller skating area
• Create a shaded outdoor
area
• Turn one of the courses
into recreation site
• Include public space for
roller skating
• Pet-friendly trails
• Maintain the tennis
courts
• Enforce leash laws
• Extra seating on
tennis courts
• Take better care of the
Facility and grounds
• Add dog pick-up bags
• Update workout rooms
• Improve meeting space
with better acoustics
• More maintenance
Staff for the fields and
restrooms
• Alternative chemical
Free maintenance
• Parking lot needs paving
• Start enforcing no
smoking in parks
• Add a net so golf balls don’t
hit people while on trails
• Dim lighting
• Public rest stops along trails
• Support the unhoused
occupying the space
• Support the unhoused
occupying the space
• Better maintenance
• Designated dog
park / area
• Remove skate park
gate for accessibility
• Designated dog
park / area
• Fix the fountains
FACILITY
IMPROVEMENTS PARK RECREATIONAL
AMENITIES
SAFETY &
MAINTENANCE
Item 3A - Page 95
18 Appendix A: Community Engagement Findings
PARK ACCESS GAPS
Needs
• New park in NE Palm Springs near low-income Latino population • Existing Baristo Park site is not seen as adequate and accessible and also near a low-income population
• Expressed desire to connect to CV link for active transportation Item 3A - Page 96
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Palm Springs Parks & Recreation Master Plan 19
KEY ENGAGEMENT FINDINGS
49%
PARK ACCESS
36%
CLIMATE
RESILIENCE
15%
PARK
STEWARDSHIP
Equitable Access (51%)
• Diversify programing for various age groups and demographics • Special attention to youth programing and youth development • More intergenerational programs
• Special attention to neurodiverse needs is needed
Distribution and Availability (40.7%)
• Parks are note equitably distributed
• A need for more sports fields/courts
• Indoor facilities are needed
Connectivity (8.3%)
• Need more shade canopy for playgrounds
• more trees that produce shade
• Install manufactured shade across system
Programming
• Diversify programing for various age groups and demographics Water Features (58.8%)
• Add more water features across the park system
• Improve existing aquatic facilities
• Add splash pads
• Install misters in all parks
Shade (26.2%)
• Need more shade canopy for playgrounds
• Add more trees that produce shade
• Install manufactured shade across system
Plants & Community Gardens (15%)
• More community gardens
• More trees
• Switch to native plant landscape
• Install pollinator gardens
Safety (66.2%)
• Increase support for unhoused population occupying public spaces • Establish community watch groups for drug activity
Maintenance (19.5%)
• Special attention to youth programing and youth development is needed • A high need for more intergenerational programs
Lighting (14.3%)
• Improve lighting across park system
• Leave lights on longer in the summer
COMMON TOPICS
Item 3A - Page 97
Palm Springs Parks & Recreation Master Plan 21
appendix B:
needs assessment
survey findings report
Item 3A - Page 98
\
Palm Springs Parks and
Recreation Needs
Assessment Survey
Findings Report
Presented to the City of Palm Springs
June 2024
Item 3A - Page 99
Contents
Executive Summary..............................................................3 Section 1: Charts and Graphs ............................................... 16 Section 2: Benchmarks.........................................................54 Section 3 Priority Investment Ratings (PIR)..........................61 Section 4: Tabular Data ......................................................71 Section 5: Survey Instrument .............................................112 Item 3A - Page 100
i Executive Summary
Item 3A - Page 101
ETC Institute (2024) Page i
Palm Springs, California
Parks and Recreation Needs Assessment
Survey
Executive Summary
Overview
ETC Institute administered a community survey for the City of Palm Springs, California during the winter and spring of 2024. The purpose of the survey was to help determine parks and recreation priorities for the community.
Methodology
ETC Institute mailed a survey packet to a random number of households in the City of Palm Springs area. Each survey packet contained a cover letter, a copy of the survey, and a postage‐paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it online at palmspringssurvey.org.
After the surveys were mailed, ETC Institute followed up with residents to encourage participation. To prevent people who were not residents of Avondale from participating, everyone who completed the survey online was required to enter their home address prior to submitting their survey. ETC Institute then matched the addresses entered online with the addresses originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample, the online survey was not included in the final database for this report.
The survey aimed to collect a minimum of 400 completed responses from residents, and this target was surpassed with 488 completed surveys collected. The overall results for the sample of 488 residents have a precision of at least +/‐4.41% at the 95% level of confidence.
In addition to this executive summary the report contains the following:
• Charts showing the overall results of the survey (Section 1), • Benchmarks comparing the City’s results to national averages (Section 2), • Priority Investment Ratings which highlight the facilities and programs most needed in the community (PIR) (Section 3),
• Tabular data showing the results for all questions on the survey (Section 4), and • A copy of the cover letter and survey instrument (Section 5).
The major findings of the survey are summarized in the following pages.
Item 3A - Page 102
ETC Institute (2024) Page ii
Parks and Recreation Facilities/Programs Use
Overall Parks and Recreation Facilities Use: Respondents were asked if they had visited any parks and recreation facilities in the past year. Majority of respondents (93%) responded “yes.” For those that said “no” (7%), they were asked to check all the reasons why they do not visit any facilities. The top 3 common reasons include: use other city, state, private, or HOA facilities (31%), lack of features we want to use (23%), and not aware of park or facility locations (17%).
Overall Parks and Recreation ProgramsUse: Most respondents (46%) indicated they have participated in arts, parks, recreation programs and events during the past year. For those that said “no” (34%), they were asked to check all the reasons why they have not participated in any program or community events. The top common reasons include: I don’t know what is offered (59%), prefer individual activities (19%), and too busy/not interested (15%).
Communication
Respondents were asked about the ways they learned about Palm Springs parks and recreation programs and services. The most common communication methods used were:
word of mouth (55%), social media (45%), and while visiting recreation facilities (42%).
Then, they were asked which sources are their most preferred sources for learning about the City’s recreation programs and activities. The most common preferred sources were:
emails (45%), social media (43%), and word of mouth (34%).
Outside Organizations
Respondents were asked to check all the non-City organizations that they used for recreation and/or sports activities. The most common non-City organizations used were:
County, State, & National parks & facilities (60%), personal workout facilities (50%), surrounding cities & towns (45%).
Benefits, Importance, and Improvements to Parks and
Recreation
Potential Benefits: Respondents were asked to rate their level of agreement with the potential benefits of Palm Spring’s recreation facilities, programs or services. The top common benefits the respondents agreed the most include: makes Palm Springs a more desirable place to live (85%), improves my (my household’s) physical health & fitness (79%), and improves my (my household’s) mental health & reduces stress (78%). Then, they were asked which benefits are most important to them. The top common benefits that respondents reported were most important were: improves my (my household’s) physical health & fitness (58%), improves my (my household’s) mental health & reduces stress (57%), and makes Palm Springs a more desirable place to live (54%).
Item 3A - Page 103
ETC Institute (2024) Page iii
Potential Actions: Respondents were asked to rate their level of support for each potential action for the City to improve its parks and recreation system. The actions that respondents supported the most include: improve existing parks infrastructure (e.g., benches, shade structures, water fountains, wi-fi) (80%), improve existing trail system (increasing connectivity/accessibility) (71%), expand swim center (65%). Then, they were asked which improvements were most important to them. The improvements that were most important include: improve existing parks infrastructure (42%), expand swim center (28%), and improve existing trail system (26%).
Additional Findings
Satisfaction of Overall Value Received from Parks and Recreation Services: Respondents were asked to rate their satisfaction with the overall value received from the parks and recreation services. 18% were “very satisfied,” 34% were “satisfied,” 31% were “neutral,” and 13% were “dissatisfied,” and only 5% were “very dissatisfied.” Funding Future Recreation Needs: Respondents were asked how they would want the City to fund future recreation needs based on their perception of value. 67% would “increase funding,” 20% would “maintain existing fund,” only 2% would “reduce funding,” and 11% were “not sure.”
Item 3A - Page 104
ETC Institute (2024) Page iv
Recreation Facilities Needs and Priorities
Facility Needs: Respondents were asked to identify if their household had a need for 36 recreation facilities and to rate how well their needs for each were currently being met.
Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for various facilities.
The three facilities with the highest percentage of households that have an unmet need:
1. Hiking trails–16, 603 households
2. Natural areas & greenspaces-16, 603 households
3. Aquatic/pool facilities–13, 593 households
The estimated number of households that have unmet needs for each of the 36 facilities assessed is shown in the chart below.
Item 3A - Page 105
Q9. Estimated number of households who have a need for facilities/amenities by number of households based on an estimated 23,889 househo lds 13,593
13,067 :
12,088
12,064
:11,658
1~,180
11,037
10,678
10,583
Hiki ng trails
Natu ra l areas & greens paces
Aq uat ic/pool faci lities
Biking trails
Outdoor aq uat ic/swim faci lities
Indoor fitness/exe rcise ce nter
Nature centers/environmental learni ng centers
Community gardens
Outdoo r pe rfo rmance spaces
Park ramadas/pavilions
Indoo r group exe rcise studios
Dog pa rks
Outdoo r exercise equi pme nt/cou rses
Pickleba ll co urts
Indoor aquat ic/swim faci lity
Bike pa rks
Bi rd watching a reas
Indoo r classrooms/meet ing room spaces
Tenn is cou rts
Playg rou nd eq uipment designed fo r a ll com mu nity membe rs In doo r rent al spaces
Outdoo r event rent al spaces
Splash pads/spray parks
Outdoo r education spaces
Gymnasium
Skati ng rink
Mult i-purpose baseba ll/softba ll fie lds
Rock wa lls & ropes cou rses
Sa nd volleyba ll courts
Outdoor bas ke tball courts
Fish ing areas
Mult i-purpose soccer fi e lds
Skate pa rk
Disc golf cou rses
Indoor sports tu rf fields
Archery ranges
9,986
9,221
~,433
8;313
8,l.94
7,931
7,8i2
7,429'
7,191
6,761
6,665
6,259
: 5,924
s;3s1
4,7CJ:6
4,46~
4,396:
4,300 :
4,157 :
3,918 '
3,822
3,822
3,655
3,512
'2 771
0 3,000 6,000 9,000 12,000 15,000 18,000
ETC Institute (2024) Page iii
Facility Importance: In addition to assessing the needs for each facility, ETCInstitute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four facilities that ranked most important to residents:
1. Aquatic/pool facilities (34%)
2. Hiking trails (27%)
3. Biking trails (23%)
4. Natural areas & greenspaces (20%)
The percentage of residents who selected each facility as one of their top four choices is shown in the chart below.
Item 3A - Page 106
QlO. Facilities/amenities most important to households. by percentage of respondents who selected the items as one of their top four choices Aquatic/pool fac ilit ies
Hi king trails
Biking tra ils
Natura l areas & greenspaces
Dog pa rks
Indoor fi tness/exe rcise cent e r
Commun ity ga rd ens
Outdoor aquat ic/swim fa cili ties
Indoor aq uat ic/swim faci lity
Pick le ball courts
Indoor grou p exercise studios
Outdoor pe rformance spaces
Nature centers/environmental learning centers
Pa rk ramadas/pavilio ns
Tennis cou rts
Playgrou nd eq ui pme nt designed fo r all commun ity members Bird wa tching areas
Bike pa rks
Spl ash pads/spray pa rks
Outdoor exe rcise eq uipment/cou rses
Gymnasium
In door re nta l spaces
Mu lti-purpose baseba ll/softball fi e lds
Indoor classrooms/meeting room spaces
Disc golf co urses
Arche ry ra nges
Multi-purpose soccer fi e lds
Skating rink
Fishing areas
Indoor sports turf fi e lds
Out door event re ntal spaces
Skate pa rk
Roc k wa lls & ro pes courses
Sa nd volleyba ll cou rts
Outdoor ed ucation spaces
Outdoo r basketball co urts
0%
10%
10%
====-:::~: 10% 8%
7%
7%
7%
5% 10% 15%
16%
16%
• To p choice
20%
20%
27%
20% 25% 30% 35%
2nd choice • 3rd choice 4t h choice
ETC Institute (2024) Page iv
Priorities for Facility Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on facility and (2) how many residents have unmet needs for the facilities. [Details regarding the methodology for this analysis are provided in Section 3 of this report.] Based the Priority Investment Rating (PIR), the following facilities were rated as high priorities for investment:
• Aquatic/pool facilities (PIR= 165)
• Biking trails (PIR= 161)
• Natural areas & greenspaces (PIR= 160)
• Hiking trails (PIR= 150)
• Indoor fitness/exercise center (PIR= 137)
• Community gardens (PIR= 133)
• Nature centers/environmental learning centers (PIR= 113) The chart below shows the Priority Investment Rating for each of the 38 facilities assessed in the survey.
Item 3A - Page 107
Top Priorities for Investment for Facilities/ Amenities Based on Priority Investment Rating
Aquat ic/pool facilit ies
Biking trails
Natural areas & greenspaces
Hiking tra ils
Indoor fitness/exercise center
Community gardens
Nature centers/environme ntal lea rn ing centers
Dog parks
Indoor group exercise st udios
Indoor aquati c/swim facil ity
Outdoor performance spaces
Park ramadas/pavilions
Outdoor aquatic/swim faci lities
Outdoor exercise equipment/courses
Bike parks
Splash pads/spray parks
Playground equipment designed for al l comm unity members Pickleball courts [----------,
Bird watching areas
Tennis courts
Indoor rental spaces
Indoor classroom s/meeting room spaces
Gymnasium
Skating rink
Outdoor event renta l spaces
Outdoor educa tion spaces
Rock walls & ropes courses
Fishing areas
Sand volleyball courts
Indoor sports turf fields
Disc golf courses
Mult i-purpose baseba ll/softba ll fields
Mult i-purpose soccer fields
Archery ranges
Outdoor basketball courts
Skat e park
0 61
61 56
50 50
47 47
44 41
40 37
36 35
30 29
24 22
so
80 75
74 74
72 113
113
111
137
133
165
161
160
150
105
96 95
93 88
Medium Priorit
50-99
Low Priorit 0-50
100 150 200
ETC Institute (2024) Page v
Programs Needs and Priorities
Program Needs: Respondents were asked to identify if their household had a need for 21 programs and to rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for programs.
The three programs with the highest percentage of households that have an unmet need:
1. Fitness & wellness programs–15, 767 households
2. Hiking & outdoor recreation programs–13, 163 households
3. Community events–10, 511 households
The estimated number of households that have unmet needs for each of the 21 programs assessed is shown in the chart below.
Item 3A - Page 108
Q7. Estimated number of households who have a need for programs by number of households based on an estimated 23,889 households Fitness & wellness programs
Hiking & outdoor recreation programs
Commu nity events
Open lap swimming opportunities
Biking programs
Senior (50+) programming
Pickleball lessons & leagues
Water fitness classes
Sports leagues
Onl ine/virtual programs
Group swim lessons
Tennis lessons & leagues
Private swim lessons
Climbing programs
Public skate
After-school programs for youth of all ages
Summer camps
Programs for people with special needs
Preschool programs
Hockey
Teen/tween programs
0 3,000 6,000 9,000 12,000 15,000
ETC Institute (2024) Page vi
Program Importance: In addition to assessing the needs for each program, ETCInstitute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top four choices, these were the four programs that ranked most important to residents:
1. Fitness & wellness programs (38%)
2. Senior (50+) programming (34%)
3. Hiking & outdoor recreation programs (32%)
4. Open lap swimming opportunities (30%)
The percentage of residents who selected each program as one of their top four choices is shown in the chart below.
Item 3A - Page 109
QS. Programs most important to households.
by percentage of respondents who selected the items as one of their top four choices Fitness & wellness programs
Senior (50+) programming
Hiking & outdoor recreation programs
Open lap swimming opportunities
Biking programs
Community events
Pickleball lessons & leagues
Water fi tness classes
After-school programs for youth of all ages
Online/virtual programs
Tenn is lessons & leagues
Group swim lessons
Sports leagues
Summer camps
Priva te swim lessons
Preschool programs
Programs for people with special needs
Climbing programs
Teen/ tween programs
Public skate
0%
23%
21%
15%
32%
30%
30% • Top choice 2nd choice 3rd choice
38%
34%
4th choice
ETC Institute (2024) Page vii
Priorities for Program Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on programs and (2) how many residents have unmet needs for the programs. [Details regarding the methodology for this analysis are provided in Section 3 of this report.]
Based the Priority Investment Rating (PIR), the following programs were rated as high priorities for investment:
• Fitness & wellness programs (PIR=200)
• Hiking & outdoor recreation programs (PIR=173)
• Senior (50+) programming (PIR=162)
• Biking programs (PIR=134)
• Open lap swimming opportunities (PIR=123)
• Pickleball lessons & leagues (PIR=108)
• Community events (PIR=108)
The chart on the following page shows the Priority Investment Rating for each of the 21 programs assessed in the survey.
Item 3A - Page 110
Top Priorities for Investment for Programs Based on
Priority Investment Rating
Fitness & wellness programs
Hiking & outdoor recreation programs
Senior (50+) programming
Biking programs
Open lap swimming opportunities
Pickleball lessons & leagues
Community events
Water fitness cla sses
Online/virtual programs
Sports leagues
Group swim lessons
Tennis lessons & leagues
Private swim lessons
After-school programs for youth of all ages
Climbing programs
Programs for people with special needs
Public skate
Preschool programs
Summer camps
Teen/ tween programs
Hockey
0 50
Hi h Priorit
100+
Medium Priorit
50-99
Low Priorit 0-50
100 150 200
ETC Institute (2024) Page viii
Active Aging Programs Needs and Priorities
Program Needs: Respondents were asked to identify if their household had a need for 6 active aging programs and to rate how well their needs for each were currently being met.
Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest “unmet” need for programs.
The three programs with the highest percentage of households that have an unmet need:
1. Volunteer opportunities–9, 436 households
2. Special interest classes–8, 982 households
3. Social gatherings–8, 791 households
The estimated number of households that have unmet needs for each of the 6 programs assessed is shown in the chart below.
Item 3A - Page 111
Q11. Estimated number of households who have a need for programs/services by number of households based on an estimated 23,889 households Volunteer opportunities
Special interest classes
Social gatherings
Music classes & programs
Senior sports leagues
Dance lessons & programs
0 2,000 4,000 6,000 8,000 10,000
ETC Institute (2024) Page ix
Program Importance: In addition to assessing the needs for each program, ETCInstitute also assessed the importance that residents placed on each item. Based on the sum of respondents’ top two choices, these were the two programs that ranked most important to residents:
1. Special interest classes (23%)
2. Social gatherings (21%)
3. Volunteer opportunities (18%)
4. Senior sports leagues (13%)
The percentage of residents who selected each program as one of their top two choices is shown in the chart below.
Item 3A - Page 112
Q12. Programs/services most important to households.
Special interest classes
Social gatherings
Volunteer opportunit ies
Senior sports leagues
Dance lessons & programs
Music classes & programs
by percentage of respondents who selected the items as one of their top four choices 13%
0% 5% 10% 15%
18%
20% • Top choice
23%
21%
2nd choice
ETC Institute (2024) Page x
Priorities for Program Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on recreation and parks investments. The Priority Investment Rating (PIR) equally weighs (1) the importance that residents place on programs and (2) how many residents have unmet needs for the programs. [Details regarding the methodology for this analysis are provided in Section 3 of this report.]
Based the Priority Investment Rating (PIR), the following programs were rated as high priorities for investment:
• Special interest classes (PIR=200)
• Social gatherings (PIR=180)
• Volunteer opportunities (PIR=159)
• Senior sports leagues (PIR=124)
• Music classes & programs (PIR=105)
• Dance lessons & programs (PIR=103)
The chart on the following page shows the Priority Investment Rating for each of the 6 programs assessed in the survey.
Item 3A - Page 113
Top Priorities for Investment for Programs/Services Based on Priority Investment Rating
Special int erest cla sses
Socia l gatherings
Volunt eer opportunities
Senior sports leagues
Music classes & programs
Dance lessons & programs
0 50 100 150 200
1 Charts and Graphs
Item 3A - Page 114
Q1. Including yourself, how many people in your
household are...
Under age 5
Ages 5-9 2%
Ages 10-14 3%
4% Ages 15-19 2%
Ages 20-24
3%
Ages 25-34
6%
Ages 35-44
9%
Ages 45-54
12%
Ages 55-59
11%
Ages 60-64
13%
Ages 65-74
22%
Ages 75+
12%
by percentage of persons in household
Item 3A - Page 115
Q2. Do you/your household visit any of the city’s parks and recreation facilities in the past year?
Yes
93%
No
7%
by percentage of respondents (excluding "not provided”) Item 3A - Page 116
Q2a. Please check all the reasons why you do not visit any facilities. by percentage of respondents (multiple selections could be made) 31%
23%
17%
14%
9%
6%6%6%
3%3%3%
Use other city, state, private or HOA facilities
Lack of features we want to use
Not aware of park or facility locations
Do not feel safe using parks/facilities
Old & outdated facilities
Parks/facilities are not well maintained
Facility equipment doesn't meet my needs
Do not feel welcomed/accommodated
Too far from home
Lack of parking to access parks/facilities
Lack of restrooms
0% 10% 20% 30%
Item 3A - Page 117
Q3. Do you/your household participate in any arts/parks/recreation programs and events in the past year?
Yes
66%
No
34%
by percentage of respondents
Item 3A - Page 118
Q3a. Please check all the reasons why you have not participated in any programs or community events.
by percentage of respondents (multiple selections could be made) 59%
19%
15%
6%
4%
3%3%3%
2%2%2%
2%
1%
1%1%1%1%1%
I don't know what is offered
Prefer individual activities
Too busy/not interested
Program times are not convenient
Fees are too high/lack of financial assistance
Safety concerns
Do not feel welcomed/accommodated
Parking issues
Use programs of other agencies
Lack of quality instructors
Program not offered
Lack of quality programs
Lack of transportation
Too far from home
Classes are full
Prefer virtual programming
Registration is difficult
Language/cultural/age barriers
0% 10% 20% 30% 40% 50% 60%
Item 3A - Page 119
Q4. Please check all the non-City organizations that you/your household have used for recreation and/or sports activities.
by percentage of respondents (multiple selections could be made) 60%
50%
45%
42%
15%
15%
8%
6%
3%
County, State & National parks & facilities
Personal workout facilities
Surrounding cities & towns
Private clubs
Public schools
Places of worship
Private & non-profit youth sports
Private summer camps
Private schools
0% 10% 20% 30% 40% 50% 60%
Item 3A - Page 120
Q5. Please check all the ways you currently learn about Palm Springs parks and recreation programs and services.
by percentage of respondents (multiple selections could be made) 55%
45%
42%
40%
32%
31%
24%
24%
23%
13%
11%
7%
Word of mouth
Social media
While visiting recreation facilities
Emails
City website
When participating in programs
Promotions at special events
eNewsletter
Newspaper
Flyers
Banners
Parks & Recreation Commission meetings
0% 10% 20% 30% 40% 50%
Item 3A - Page 121
Q6. Which three sources are your most preferred sources for learning about recreation programs and activities?
by percentage of respondents who selected the items as one of their top three choices 45%
43%
34%
28%
26%
24%
16%
14%
11%
9%
8%
2%
Emails
Social media
Word of mouth
eNewsletter
City website
While visiting recreation facilities
Newspaper
When participating in programs
Promotions at special events
Banners
Flyers
Parks & Recreation Commission meetings
0% 10% 20% 30% 40%
Top choice 2nd choice 3rd choice
-
Item 3A - Page 122
-
-
Q7. Need for programs.
by percentage of respondents who indicated need
66%
55%
44%
44%
42%
41%
34%
30%
30%
25%
24%
19%
18%
18%
16%
14%
13%
12%
11%
11%
11%
Fitness & wellness programs
Hiking & outdoor recreation programs
Community events
Open lap swimming opportunities
Biking programs
Senior (50+) programming
Pickleball lessons & leagues
Water fitness classes
Sports leagues
Online/virtual programs
Group swim lessons
Tennis lessons & leagues
Private swim lessons
Climbing programs
Public skate
After-school programs for youth of all ages
Summer camps
Programs for people with special needs
Preschool programs
Hockey
Teen/tween programs
0% 20% 40% 60%
Item 3A - Page 123
Q7. Estimated number of households who have a need for programs by number of households based on an estimated 23,889 households 15,767
13,163
10,511
10,416
10,081
9,842
8,218
7,191
7,095
5,924
5,805
4,515
4,276
4,228
3,870
3,440
3,153
2,891
2,604
2,532
2,508
Fitness & wellness programs
Hiking & outdoor recreation programs
Community events
Open lap swimming opportunities
Biking programs
Senior (50+) programming
Pickleball lessons & leagues
Water fitness classes
Sports leagues
Online/virtual programs
Group swim lessons
Tennis lessons & leagues
Private swim lessons
Climbing programs
Public skate
After-school programs for youth of all ages
Summer camps
Programs for people with special needs
Preschool programs
Hockey
Teen/tween programs
0 3,000 6,000 9,000 12,000 15,000
Item 3A - Page 124
Q7. Please indicate how well your needs are met for programs. by percentage of respondents (excluding “no need”)
33%
22%
28%
30%
18%
26%
17%
19%
13%
10%
11%
15%
14%
9%
13%
12%
15%
8%
5%
8%
10%
28%
33%
27%
16%
25%
13%
22%
19%
22%
24%
23%
17%
18%
19%
13%
14%
6%
13%
13%
9%
3%
17%
30%
23%
26%
36%
21%
34%
17%
32%
35%
30%
36%
29%
20%
16%
29%
23%
21%
28%
30%
29%
22%
15%
22%
29%
22%
40%
28%
44%
32%
31%
36%
32%
39%
52%
58%
46%
56%
59%
54%
54%
58%
Open lap swimming opportunities
Community events
Summer camps
After-school programs for youth of all ages
Fitness & wellness programs
Preschool programs
Hiking & outdoor recreation programs
Teen/tween programs
Sports leagues
Biking programs
Senior (50+) programming
Pickleball lessons & leagues
Water fitness classes
Public skate
Climbing programs
Group swim lessons
Hockey
Private swim lessons
Online/virtual programs
Tennis lessons & leagues
Programs for people with special needs
0% 20% 40% 60% 80% 100%
Fully Met Mostly Met Partly Met Not Met - -
Item 3A - Page 125
- -
Q7c. Estimated number of households whose program needs are only “partly met" or “not met”
by number of households with need based on an estimated 23,889 households 9,097
8,030
6,663
6,506
5,572
4,897
4,846
4,740
4,598
4,331
4,062
3,788
3,391
3,146
2,795
2,497
1,998
1,868
1,573
1,543
1,429
Fitness & wellness programs
Hiking & outdoor recreation programs
Biking programs
Senior (50+) programming
Pickleball lessons & leagues
Water fitness classes
Online/virtual programs
Community events
Sports leagues
Group swim lessons
Open lap swimming opportunities
Tennis lessons & leagues
Private swim lessons
Climbing programs
Public skate
Programs for people with special needs
Hockey
After-school programs for youth of all ages
Preschool programs
Teen/tween programs
Summer camps
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 Not Met Partly Met
Item 3A - Page 126
- -
Q8. Which four programs are most important to your household? by percentage of respondents who selected the items as one of their top four choices 38%
34%
32%
30%
23%
21%
18%
13%
10%
8%
6%
6%
5%
5%
4%4%
4%
3%
3%
2%
Fitness & wellness programs
Senior (50+) programming
Hiking & outdoor recreation programs
Open lap swimming opportunities
Biking programs
Community events
Pickleball lessons & leagues
Water fitness classes
After-school programs for youth of all ages
Online/virtual programs
Tennis lessons & leagues
Group swim lessons
Sports leagues
Summer camps
Preschool programs
Private swim lessons
Programs for people with special needs
Climbing programs
Teen/tween programs
Public skate
0% 10% 20% 30% 40%
Top choice 2nd choice 3rd choice 4th choice - -
Item 3A - Page 127
-
Q9. Need for facilities/amenities.
by percentage of respondents who indicated need
70%70%
57%
55%
51%
51%
49%
47%
46%
45%
44%
42%
39%
35%
35%
34%
33%
33%
31%
30%
28%
28%
26%
25%
22%
20%
19%
18%
18%
17%
16%
16%16%
15%
15%
12%
Hiking trails
Natural areas & greenspaces
Aquatic/pool facilities
Biking trails
Outdoor aquatic/swim facilities
Indoor fitness/exercise center
Nature centers/environmental learning centers
Community gardens
Outdoor performance spaces
Park ramadas/pavilions
Indoor group exercise studios
Dog parks
Outdoor exercise equipment/courses
Pickleball courts
Indoor aquatic/swim facility
Bike parks
Bird watching areas
Indoor classrooms/meeting room spaces
Tennis courts
Indoor rental spaces
Outdoor event rental spaces
Splash pads/spray parks
Outdoor education spaces
Gymnasium
Skating rink
Multi-purpose baseball/softball fields
Rock walls & ropes courses
Sand volleyball courts
Outdoor basketball courts
Fishing areas
Multi-purpose soccer fields
Skate park
Disc golf courses
Indoor sports turf fields
Archery ranges
0% 10% 20% 30% 40% 50% 60% 70%
Playground equipment designed for all community members Item 3A - Page 128
Q9. Estimated number of households who have a need for facilities/amenities by number of households based on an estimated 23,889 households 16,60316,603
13,593
13,067
12,088
12,064
11,658
11,180
11,037
10,678
10,583
9,986
9,221
8,433
8,313
8,194
7,931
7,812
7,429
7,191
6,761
6,665
6,259
5,924
5,351
4,706
4,467
4,396
4,300
4,157
3,918
3,8223,822
3,655
3,512
2,771
Hiking trails
Natural areas & greenspaces
Aquatic/pool facilities
Biking trails
Outdoor aquatic/swim facilities
Indoor fitness/exercise center
Nature centers/environmental learning centers
Community gardens
Outdoor performance spaces
Park ramadas/pavilions
Indoor group exercise studios
Dog parks
Outdoor exercise equipment/courses
Pickleball courts
Indoor aquatic/swim facility
Bike parks
Bird watching areas
Indoor classrooms/meeting room spaces
Tennis courts
Indoor rental spaces
Outdoor event rental spaces
Splash pads/spray parks
Outdoor education spaces
Gymnasium
Skating rink
Multi-purpose baseball/softball fields
Rock walls & ropes courses
Sand volleyball courts
Outdoor basketball courts
Fishing areas
Multi-purpose soccer fields
Skate park
Disc golf courses
Indoor sports turf fields
Archery ranges
0 3,000 6,000 9,000 12,000 15,000 18,000
Playground equipment designed for all community members Item 3A - Page 129
Q9. Please indicate how well your needs are met for facilities/amenities. by percentage of respondents (excluding “no need”)
27%
26%
26%
22%
21%
21%
21%
22%
19%
15%
15%
18%
12%
13%
12%
17%
10%
12%
8%
15%
11%
9%
6%
7%
11%
7%
6%
9%
9%
6%
4%
6%
3%
2%
2%
4%
31%
32%
27%
30%
27%
25%
24%
23%
25%
25%
24%
19%
23%20%
21%
13%
21%
17%
20%
12%
13%
16%
18%
17%
12%
14%
15%
9%
7%
6%
8%
4%
6%
6%
4%
1%
27%
24%
19%
25%
30%
33%
26%
34%35%
40%
29%
28%
31%
30%
38%
30%
34%
29%
40%
29%
31%
33%
24%
29%
34%
30%
37%
21%
16%
24%
17%
21%
14%
18%
9%
18%
15%
19%
28%
23%
22%
22%
29%
21%
21%
20%
31%
35%
35%
36%
29%
39%
35%
42%
32%
45%
45%
42%
52%
48%
43%
49%
42%
60%
68%
65%
72%
69%
78%
75%
84%
77%
Hiking trails
Outdoor aquatic/swim facilities
Skate park
Aquatic/pool facilities
Pickleball courts
Dog parks
Outdoor basketball courts
Tennis courts
Multi-purpose baseball/softball fields
Natural areas & greenspaces
Indoor classrooms/meeting room spaces
Multi-purpose soccer fields
Outdoor event rental spaces
Bird watching areas
Outdoor performance spaces
Gymnasium
Park ramadas/pavilions
Indoor rental spaces
Biking trails
Indoor fitness/exercise center
Community gardens
Bike parks
Outdoor education spaces
Indoor group exercise studios
Outdoor exercise equipment/courses
Nature centers/environmental learning centers
Disc golf courses
Archery ranges
Sand volleyball courts
Indoor aquatic/swim facility
Indoor sports turf fields
Fishing areas
Splash pads/spray parks
Rock walls & ropes courses
Skating rink
0% 20% 40% 60% 80% 100%
Fully Met Mostly Met Partly Met Not Met
Playground equipment designed for all community members - -
Item 3A - Page 130
- -
Q9c. Estimated number of households whose facility needs are only “partly met" or “not met”
by number of households with need based on an estimated 23,889 households 9,946
9,343
9,210
8,830
8,452
8,138
7,442
7,391
7,373
7,257
6,989
6,497
6,244
5,821
5,432
5,428
5,282
5,186
4,800
4,742
4,550
4,461
4,365
4,360
4,131
4,101
3,814
3,729
3,577
3,167
2,972
2,506
2,400
2,333
2,299
1,812
Natural areas & greenspaces
Biking trails
Nature centers/environmental learning centers
Indoor fitness/exercise center
Community gardens
Indoor group exercise studios
Park ramadas/pavilions
Indoor aquatic/swim facility
Outdoor performance spaces
Outdoor exercise equipment/courses
Hiking trails
Aquatic/pool facilities
Bike parks
Splash pads/spray parks
Dog parks
Bird watching areas
Outdoor aquatic/swim facilities
Indoor rental spaces
Indoor classrooms/meeting room spaces
Outdoor education spaces
Skating rink
Outdoor event rental spaces
Pickleball courts
Tennis courts
Rock walls & ropes courses
Sand volleyball courts
Gymnasium
Fishing areas
Indoor sports turf fields
Disc golf courses
Multi-purpose baseball/softball fields
Multi-purpose soccer fields
Archery ranges
Outdoor basketball courts
Skate park
0 2,000 4,000 6,000 8,000 10,000
Not Met Partly Met
Playground equipment designed for all community members Item 3A - Page 131
-
-
Q10. Which four facilities/amenities are most important to your household? by percentage of respondents who selected the items as one of their top four choices 0%
2%
1%
34%
27%
23%
20%
20%
16%
16%
14%
10%10%
10%
8%
7%7%
7%7%
7%
6%
6%
5%
4%4%
3%
3%
2%
2%
2%2%2%
1%
1%
1%
0%
Aquatic/pool facilities
Hiking trails
Biking trails
Natural areas & greenspaces
Dog parks
Indoor fitness/exercise center
Community gardens
Outdoor aquatic/swim facilities
Indoor aquatic/swim facility
Pickleball courts
Indoor group exercise studios
Outdoor performance spaces
Nature centers/environmental learning centers
Park ramadas/pavilions
Tennis courts
Bird watching areas
Bike parks
Splash pads/spray parks
Outdoor exercise equipment/courses
Gymnasium
Indoor rental spaces
Multi-purpose baseball/softball fields
Indoor classrooms/meeting room spaces
Archery ranges
Disc golf courses
Multi-purpose soccer fields
Fishing areas
Indoor sports turf fields
Skating rink
Outdoor event rental spaces
Skate park
Rock walls & ropes courses
Sand volleyball courts
Outdoor basketball courts
Outdoor education spaces
0% 10% 20% 30%
Top choice 2nd choice 3rd choice 4th choice
Playground equipment designed for all community members -
-
Item 3A - Page 132
-
Q11. Need for active aging programs/services.
by percentage of respondents who indicated need
40%
38%
37%
26%
24%
23%
Volunteer opportunities
Special interest classes
Social gatherings
Music classes & programs
Senior sports leagues
Dance lessons & programs
0% 10% 20% 30% 40%
Item 3A - Page 133
Q11. Estimated number of households who have a need for programs/services by number of households based on an estimated 23,889 households 9,436
8,982
8,791
6,092
5,805
5,447
Volunteer opportunities
Special interest classes
Social gatherings
Music classes & programs
Senior sports leagues
Dance lessons & programs
0 2,000 4,000 6,000 8,000 10,000
Item 3A - Page 134
Q11. Please indicate how well needs are met for the active aging programs and services.
by percentage of respondents (excluding “no need”)
11%
8%
8%
7%
5%
3%
26%
17%
8%
9%
8%
5%
33%
38%
24%
32%
28%
24%
30%
37%
60%
53%
59%
68%
Volunteer opportunities
Social gatherings
Dance lessons & programs
Special interest classes
Senior sports leagues
Music classes & programs
0% 20% 40% 60% 80% 100%
Fully Met Mostly Met Partly Met Not Met
-
-
Item 3A - Page 135
-
-
Q11c. Estimated number of households whose program/service needs are only “partly met" or “not met”
by number of households with need based on an estimated 23,889 households 7,563
6,637
5,973
5,604
5,021
4,570
Special interest classes
Social gatherings
Volunteer opportunities
Music classes & programs
Senior sports leagues
Dance lessons & programs
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000 8,000 Not Met Partly Met Item 3A - Page 136
-
-
Q12. Which two active aging programs/services are most important to your household?
by percentage of respondents who selected the items as one of their top two choices 23%
21%
18%
13%
10%
7%
Special interest classes
Social gatherings
Volunteer opportunities
Senior sports leagues
Dance lessons & programs
Music classes & programs
0% 5% 10% 15% 20% 25%
Top choice 2nd choice
Item 3A - Page 137
-
-
Q13. Please indicate your level of agreement with these potential benefits. by percentage of respondents (excluding “don’t know”)
48%
43%
38%
30%
29%
25%
27%
30%
21%
23%
37%
36%
39%
41%
40%
41%
39%
35%
34%
31%
10%
13%
15%
22%
16%
19%
22%
24%
32%
29%
1%
5%
4%
5%
9%
9%
7%
6%
9%
10%
3%
3%
3%
3%
5%
6%
5%
5%5%
7%
Makes Palm Springs a more desirable place to live
Is age-friendly & accessible to all age groups
Is physically accessible to all people
Promotes tourism to City & the region
Provides volunteer opportunities
0% 20% 40% 60% 80% 100%
Strongly Agree Agree Neutral Disagree Strongly Disagree Improves my (my household's) physical health & fitness
Improves my (my household's) mental health & reduces stress Provides positive social interactions for me (my household) Helps to reduce crime in my neighborhood & keep kids out of trouble Provides recreation services & programs for residents with special needs - - - -
Item 3A - Page 138
-
Q14. Which four of the benefits are most important to you/your household? by percentage of respondents who selected the items as one of their top four choices 58%
57%
54%
30%
26%
24%
12%
11%
8%
6%
Makes Palm Springs a more desirable place to live
Is age-friendly & accessible to all age groups
Promotes tourism to City & the region
Is physically accessible to all people
Provides volunteer opportunities
0% 10% 20% 30% 40% 50% 60%
Top choice 2nd choice 3rd choice 4th choice
Improves my (my household's) physical health & fitness
Improves my (my household's) mental health & reduces stress Provides positive social interactions for me (my household) Helps to reduce crime in my neighborhood & keep kids out of trouble Provides recreation services & programs for residents with special needs - -
Item 3A - Page 139
-
Q15. Please rate your level of satisfaction with the overall value that your household receives from facilities/programs/services.
Very satisfied
18%
Satisfied
34%
Neutral
31%
Dissatisfied
13%
Very dissatisfied
5%
by percentage of respondents (excluding "don’t know”)
Item 3A - Page 140
Q16. Based on your perception of value, how would you want the City to fund future recreation needs?
Increase funding
67%
Maintain existing fund
20%
Reduce funding
2%
Not sure
11%
by percentage of respondents (excluding "not provided”) Item 3A - Page 141
Q17. Please indicate your support for each potential action. by percentage of respondents (excluding “not provided”) 59%
47%
42%
37%
31%
39%
32%
24%
31%
25%
19%
20%
12%
21%
23%
23%
24%
30%
22%
26%
33%
21%
22%
26%
25%
18%
17%
23%
27%
32%
31%
30%
36%
34%
34%
37%
40%41%
52%
4%
6%
8%
7%
9%
10%
7%
10%
15%
16%
15%
14%
18%
Improve existing parks infrastructure
Improve existing trail system
Expand Swim Center
Improve existing playgrounds
Develop public art opportunities
Develop new multiuse recreation facilities
Develop aquatic playgrounds
Develop fieldhouse
Develop new bike park facility, pump track
Develop larger indoor rental venues
0% 20% 40% 60% 80% 100%
Very Supportive Somewhat Supportive Not Sure Not Supportive Develop an additional pool for swim lessons or therapy programs Improve inclusion services or accessibility to programs & facilities Develop additional splash pads to new & existing parks & Swim Center - -
Item 3A - Page 142
- -
Q18. Which three improvements are most important to your household? by percentage of respondents who selected the items as one of their top three choices 42%
28%
26%
23%
21%
16%
14%14%
11%
9%
9%
7%
3%
Improve existing parks infrastructure
Expand Swim Center
Improve existing trail system
Develop public art opportunities
Develop new multiuse recreation facilities
Develop new bike park facility, pump track
Improve existing playgrounds
Develop aquatic playgrounds
Develop fieldhouse
Develop larger indoor rental venues
0% 10% 20% 30% 40%
Top choice 2nd choice 3rd choice
Develop an additional pool for swim lessons or therapy programs Develop additional splash pads to new & existing parks & Swim Center Improve inclusion services or accessibility to programs & facilities -
Item 3A - Page 143
-
-
Q19. If you had an additional $100, how would you allocate the funds among these categories?
$45.99
$12.91
$22.90
$18.19
by percentage of respondents
Implement improvements to existing amenities at
City's parks & recreation facilities
Add new passive recreation
amenities throughout City Hire more City staff to be able to more closely monitor & maintain parks & recreation facilities
Purchase additional
land for conservation
Item 3A - Page 144
Q20. Are you a full or part time resident of Palm Springs? Full time
83%
Part time
17%
by percentage of respondents (excluding "not provided”) Item 3A - Page 145
Q20a. How many months out of the year do you live in Palm Springs? 6 28%
5 27%
4 11%
2 7%
3 7%
7 7%
8 5%
9 5%
10+
4%
by percentage of respondents
Item 3A - Page 146
Q21. Your gender:
Male
50.4%
Female
49.4%
Non-binary
0.2%
by percentage of respondents (excluding "not provided") Item 3A - Page 147
Q22. Your age:
65+
40%
55-64
26%
45-54
13%
35-44
10%
18-34
10%
by percentage of respondents (excluding “not provided") Item 3A - Page 148
Q23. Are you/your household of Hispanic, Spanish, or Latino/a/x ancestry? Yes
23%
No
77%
by percentage of respondents (excluding "not provided”) Item 3A - Page 149
Q24. Which of the following best describes your race/ethnicity? by percentage of respondents
68.4%
5.5%
4.9%
1.0%
0.2%
2.3%
White or Caucasian
Black or African American
Asian or Asian Indian
American Indian or Alaska Native
Native Hawaiian or other Pacific Islander
Other
0.0% 25.0% 50.0% 75.0%
Item 3A - Page 150
Q25. What is the primary language spoken in your home?
English
95%
Spanish
4%
Vietnamese
1%
Other
0%
by percentage of respondents (excluding “not provided") Item 3A - Page 151
2 Benchmarks
Item 3A - Page 152
Item 3A - Page 153
National Benchmarks
Note: The benchmarking data contained in this report is protected intellectual property. Any reproduction of
the benchmarking information in this report by persons or organizations not directly affiliated with Palm Springs Parks and Recreation is not authorized without written
consent from ETC Institute.
by % of respondents
Usage of Facilities/Programs
93%
66%
76%
32%
Have visited facilities in the past year
0% 20% 40% 60% 80% 100%
Palm Springs (2024) National Average
Have participated in programs/events in the past year
Item 3A - Page 154 - D
by % of respondents
Sources Used for Information about Parks and Recreation 55%
45%
42%
40%
32%
23%
13%
45%
25%
10%
17%
34%
30%
19%
Word of mouth
Social media
While visiting recreation facilities
Emails
City website
Newspaper
Flyers
0% 15% 30% 45%
Palm Springs (2024) National Average
Item 3A - Page 155 - D
by percentage of respondents
Respondents with Need for Facilities and Amenities
70%70%
51%
51%
49%
47%
46%
42%
35%
35%
31%
30%
26%
22%
19%
18%
17%
16%
16%16%
15%
15%
50%
64%
37%
27%
47%
29%
29%
28%
12%
37%
20%
38%
25%
20%
17%
19%
20%
31%
19%
10%
13%
15%
Natural areas & greenspaces
Hiking trails
Outdoor aquatic/swim facilities
Indoor fitness/exercise center
Nature centers/environmental learning centers
Community gardens
Outdoor performance spaces
Dog parks
Pickleball courts
Indoor aquatic/swim facility
Tennis courts
Splash pads/spray parks
Gymnasium
Multi-purpose baseball/softball fields
Rock walls & ropes courses
Outdoor basketball courts
Fishing areas
Multi-purpose soccer fields
Skate park
Disc golf courses
Indoor sports turf fields
0% 20% 40% 60% 80%
Palm Springs (2024) National Average
Playground equipment designed for all community members Item 3A - Page 156 - D
by percentage of respondents
Respondents with Need for Recreation Programs
44%
34%
30%
30%
24%
19%
14%
13%
12%
11%
11%
37%
10%
26%
22%
22%
14%
15%
18%
11%
12%
14%
Community events
Pickleball lessons & leagues
Water fitness classes
Sports leagues
Group swim lessons
Tennis lessons & leagues
After-school programs for youth of all ages
Summer camps
Programs for people with special needs
Preschool programs
Teen/tween programs
0% 15% 30% 45%
Palm Springs (2024) National Average
Item 3A - Page 157 - D
by percentage of respondents
Outside Organizations
42%
15%
15%
8%
25%
14%
14%
17%
Private clubs
Public schools
Places of worship
Private & non-profit youth sports
0% 15% 30% 45%
Palm Springs (2024) National Average
Item 3A - Page 158 - D
3 Priority Investment Rating
Item 3A - Page 159
Unmet Needs Rating for Facilities/Amenities
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need 100.0
93.9 92.6
88.8 85.0
81.8 74.8
74.3 74.1
73.0 70.3
65.3 62.8
58.5 54.654.6
53.1 52.1
48.3 47.7
45.8 44.9
43.9 43.8
41.5 41.2
38.4 37.5
36.0 31.9
29.9 25.2
24.1 23.5
23.1 18.2
Natural areas & greenspaces
Biking trails
Nature centers/environmental learning centers
Indoor fitness/exercise center
Community gardens
Indoor group exercise studios
Park ramadas/pavilions
Indoor aquatic/swim facility
Outdoor performance spaces
Outdoor exercise equipment/courses
Hiking trails
Aquatic/pool facilities
Bike parks
Splash pads/spray parks
Dog parks
Bird watching areas
Outdoor aquatic/swim facilities
Indoor rental spaces
Indoor classrooms/meeting room spaces
Outdoor education spaces
Skating rink
Outdoor event rental spaces
Pickleball courts
Tennis courts
Rock walls & ropes courses
Sand volleyball courts
Gymnasium
Fishing areas
Indoor sports turf fields
Disc golf courses
Multi-purpose baseball/softball fields
Multi-purpose soccer fields
Archery ranges
Outdoor basketball courts
Skate park
0.0 20.0 40.0 60.0 80.0 100.0
Playground equipment designed for all community members Item 3A - Page 160
Importance Rating for Facilities/Amenities
the rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important 100.0
79.6 67.2
59.5 58.3
48.5 47.9
40.5 30.530.5
29.3 22.2
20.420.4
19.819.8
19.2 17.2
16.3 15.4
12.412.4
10.1 8.3
5.95.9 5.3
4.74.74.7 3.63.6
2.4 1.8
1.21.2 Aquatic/pool facilities
Hiking trails
Biking trails
Natural areas & greenspaces
Dog parks
Indoor fitness/exercise center
Community gardens
Outdoor aquatic/swim facilities
Indoor aquatic/swim facility
Pickleball courts
Indoor group exercise studios
Outdoor performance spaces
Nature centers/environmental learning centers
Park ramadas/pavilions
Tennis courts
Bird watching areas
Bike parks
Splash pads/spray parks
Outdoor exercise equipment/courses
Gymnasium
Indoor rental spaces
Multi-purpose baseball/softball fields
Indoor classrooms/meeting room spaces
Disc golf courses
Archery ranges
Multi-purpose soccer fields
Skating rink
Fishing areas
Indoor sports turf fields
Outdoor event rental spaces
Skate park
Rock walls & ropes courses
Sand volleyball courts
Outdoor education spaces
Outdoor basketball courts
0.0 20.0 40.0 60.0 80.0 100.0
Playground equipment designed for all community members Item 3A - Page 161
165
161
160
150
137
133
113
113
111
105
96 95
93 88
80 75
74 74
72 61
61 56
50 50
47 47
44 41
40 37
36 35
30 29
24 22
Aquatic/pool facilities
Biking trails
Natural areas & greenspaces
Hiking trails
Indoor fitness/exercise center
Community gardens
Nature centers/environmental learning centers
Dog parks
Indoor group exercise studios
Indoor aquatic/swim facility
Outdoor performance spaces
Park ramadas/pavilions
Outdoor aquatic/swim facilities
Outdoor exercise equipment/courses
Bike parks
Splash pads/spray parks
Pickleball courts
Bird watching areas
Tennis courts
Indoor rental spaces
Indoor classrooms/meeting room spaces
Gymnasium
Skating rink
Outdoor event rental spaces
Outdoor education spaces
Rock walls & ropes courses
Fishing areas
Sand volleyball courts
Indoor sports turf fields
Disc golf courses
Multi-purpose baseball/softball fields
Multi-purpose soccer fields
Archery ranges
Outdoor basketball courts
Skate park
0 50 100 150 200
Top Priorities for Investment for Facilities/Amenities Based on Priority Investment Rating
Medium Priority
(50-99)
Low Priority (0-50)
High Priority
(100+)
Playground equipment designed for all community members Item 3A - Page 162
Unmet Needs Rating for Programs
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need 100.0
88.3 73.2
71.5 61.2
53.8 53.3
52.1 50.5
47.6 44.7
41.6 37.3
34.6 30.7
27.5 22.0
20.5 17.3
17.0 15.7
Fitness & wellness programs
Hiking & outdoor recreation programs
Biking programs
Senior (50+) programming
Pickleball lessons & leagues
Water fitness classes
Online/virtual programs
Community events
Sports leagues
Group swim lessons
Open lap swimming opportunities
Tennis lessons & leagues
Private swim lessons
Climbing programs
Public skate
Programs for people with special needs
Hockey
After-school programs for youth of all ages
Preschool programs
Teen/tween programs
Summer camps
0.0 20.0 40.0 60.0 80.0 100.0
Item 3A - Page 163
Importance Rating for Programs
the rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important 100.0
90.1 84.8
78.8 60.5
55.5 46.9
34.0 25.1
19.9 16.8
15.2 13.6
12.6 11.511.5
9.9 7.9
6.8 4.7
Fitness & wellness programs
Senior (50+) programming
Hiking & outdoor recreation programs
Open lap swimming opportunities
Biking programs
Community events
Pickleball lessons & leagues
Water fitness classes
After-school programs for youth of all ages
Online/virtual programs
Tennis lessons & leagues
Group swim lessons
Sports leagues
Summer camps
Private swim lessons
Preschool programs
Programs for people with special needs
Climbing programs
Teen/tween programs
Public skate
0.0 20.0 40.0 60.0 80.0 100.0
Item 3A - Page 164
200
173
162
134
123
108
108
88 73
64 63
58 49
46 42
37 35
29 28
24 22
Fitness & wellness programs
Hiking & outdoor recreation programs
Senior (50+) programming
Biking programs
Open lap swimming opportunities
Pickleball lessons & leagues
Community events
Water fitness classes
Online/virtual programs
Sports leagues
Group swim lessons
Tennis lessons & leagues
Private swim lessons
After-school programs for youth of all ages
Climbing programs
Programs for people with special needs
Public skate
Preschool programs
Summer camps
Teen/tween programs
Hockey
0 50 100 150 200
Top Priorities for Investment for Programs Based on
Priority Investment Rating
Medium Priority
(50-99)
Low Priority (0-50)
High Priority
(100+)
Item 3A - Page 165
Unmet Needs Rating for Programs/Services
the rating for the item with the most unmet need=100
the rating of all other items reflects the relative amount of unmet need for each item compared to the item with the most unmet need 100.0
87.8 79.0
74.1 66.4
60.4 Special interest classes
Social gatherings
Volunteer opportunities
Music classes & programs
Senior sports leagues
Dance lessons & programs
0.0 20.0 40.0 60.0 80.0 100.0
Item 3A - Page 166
Importance Rating for Programs/Services
the rating for the item rated as the most important=100 the rating of all other items reflects the relative level of importance for each item compared to the item rated as the most important 100.0
92.5 80.1
58.0 42.5
31.0 Special interest classes
Social gatherings
Volunteer opportunities
Senior sports leagues
Dance lessons & programs
Music classes & programs
0.0 20.0 40.0 60.0 80.0 100.0
Item 3A - Page 167
200
180
159
124
105
103
Special interest classes
Social gatherings
Volunteer opportunities
Senior sports leagues
Music classes & programs
Dance lessons & programs
0 50 100 150 200
Top Priorities for Investment for Programs/Services Based on Priority Investment Rating
High Priority
(100+)
Item 3A - Page 168
4 Tabular Data
Item 3A - Page 169
Q1. Including yourself, how many people in your household are...
Mean Sum
number 2.1 1001
Under age 5 0.0 23
Ages 5-9 0.1 30
Ages 10-14 0.1 37
Ages 15-19 0.0 17
Ages 20-24 0.1 28
Ages 25-34 0.1 62
Ages 35-44 0.2 92
Ages 45-54 0.3 125
Ages 55-59 0.2 112
Ages 60-64 0.3 131
Ages 65-74 0.5 220
Ages 75+ 0.3 124
Q2. During a typical year, do you or any members of your household visit any City of Palm Springs parks and recreation facilities?
Q2. Does your household visit any City parks &
recreation facilities during a typical year Number Percent Yes 449 92.0 %
No 35 7.2 %
Not provided 4 0.8 %
Total 488 100.0 %
WITHOUT NOT PROVIDED
Q2. During a typical year, do you or any members of your household visit any City of Palm Springs parks and recreation facilities? (without "not provided")
Q2. Does your household visit any City parks &
recreation facilities during a typical year Number Percent Yes 449 92.8 %
No 35 7.2 %
Total 484 100.0 %
Item 3A - Page 170
Q2a. If your household does NOT visit any City of Palm Springs parks and recreation facilities in a typical year, please CHECK ALL of the following reasons why you do NOT visit.
Q2a. All the reasons why your household does not visit
City parks & recreation facilities in a typical year Number Percent Use other city, state, private or HOA facilities 11 31.4 % Too far from home 1 2.9 %
Not aware of park or facility locations 6 17.1 %
Parks/facilities are not well maintained 2 5.7 %
Old & outdated facilities 3 8.6 %
Lack of features we want to use 8 22.9 %
Lack of parking to access parks/facilities 1 2.9 %
Do not feel safe using parks/facilities 5 14.3 %
Facility equipment doesn't meet my needs 2 5.7 %
Do not feel welcomed/accommodated 2 5.7 %
Lack of restrooms 1 2.9 %
Other 7 20.0 %
Total 49
Q2a-17. Other:
Q2a-17. Other Number Percent
Too busy 1 14.3 %
Never wanted to go 1 14.3 %
We love our pool 1 14.3 %
My mother is homebound 1 14.3 %
Just moved here from LA 1 14.3 %
Not interested 1 14.3 %
No time 1 14.3 %
Total 7 100.0 %
Q3. During a typical year, do you or any members of your household participate in any arts, parks, and recreation programs or events offered and/or hosted by any of the recreation buildings? Q3. Does your household participate in any arts, parks, & recreation programs or events during a typical year Number Percent Yes 322 66.0 %
No 166 34.0 %
Total 488 100.0 %
Item 3A - Page 171
Q3a. If your household does NOT participate in any City of Palm Springs, parks and recreation programs or community events during a typical year, please CHECK ALL of the following reasons why you have NOT participated.
Q3a. All the reasons why your household has not
participate in any City parks & recreation programs or
community events during a typical year Number Percent
I don't know what is offered 98 59.0 %
Use programs of other agencies 4 2.4 %
Lack of quality instructors 4 2.4 %
Lack of quality programs 3 1.8 %
Prefer individual activities 31 18.7 %
Too far from home 1 0.6 %
Program times are not convenient 10 6.0 %
Classes are full 1 0.6 %
Safety concerns 5 3.0 %
Fees are too high/lack of financial assistance 6 3.6 %
Prefer virtual programming 1 0.6 %
Do not feel welcomed/accommodated 5 3.0 %
Program not offered 4 2.4 %
Registration is difficult 1 0.6 %
Lack of transportation 2 1.2 %
Too busy/not interested 25 15.1 %
Language/cultural/age barriers 1 0.6 %
Parking issues 5 3.0 %
Total 207
Q4. From the following list, please CHECK ALL of the non-City organizations that you or members of your household have used for recreation and/or sports activities during the last 12 months.
Q4. All non-City organizations your household has
used for recreation and/or sports activities during last 12 months Number Percent
Public schools 74 15.2 %
Private schools 13 2.7 %
Private & non-profit youth sports 38 7.8 %
Private summer camps 30 6.1 %
Personal workout facilities 244 50.0 %
County, State & National parks & facilities 293 60.0 %
Private clubs (tennis, health, swim, fitness, soccer, softball, baseball) 207 42.4 %
Surrounding cities & towns 221 45.3 %
Places of worship (e.g., synagogues, churches) 72 14.8 % Other 26 5.3 %
Total 1218
Item 3A - Page 172
Q4-10. Other:
Q4-10. Other Number Percent
Palm Springs Power Baseball at Palm Springs stadium 1 3.8 % JT National Park 1 3.8 %
Mizell 1 3.8 %
Square Dance Club 1 3.8 %
Pickleball facilities 1 3.8 %
Yoga with Mariana 1 3.8 %
Opera 1 3.8 %
Local hiking trails 1 3.8 %
Hiking trails, off road areas, outdoor target shooting 1 3.8 % HOA provided facilities 1 3.8 %
Dog parks, art exhibitions, public meetings/events 1 3.8 % Indian Canyons, Yoga in Ruth Hardy 1 3.8 %
Tennis at parks 1 3.8 %
Local hikes 1 3.8 %
Village fest, American Legion 1 3.8 %
Free group fitness classes at Ruth Hardy Park 1 3.8 %
PS Cultural Center 1 3.8 %
Public streets for walking 1 3.8 %
Museums, art galleries 1 3.8 %
Public library 1 3.8 %
Museums, art center, senior center 1 3.8 %
Desert Art Center, PS Art Museum, Music in the Park 1 3.8 % Opera in the Park 1 3.8 %
Golf courses 1 3.8 %
Mizell Center 1 3.8 %
Private community gym and pool 1 3.8 %
Total 26 100.0 %
Q5. From the following list, please CHECK ALL the ways YOU CURRENTLY LEARN about Palm Springs parks and recreation programs and services.
Q5. All the ways you currently learn about parks &
recreation programs & services Number Percent
When participating in programs 153 31.4 %
City website 154 31.6 %
While visiting recreation facilities 205 42.0 %
Newspaper 110 22.5 %
Word of mouth 269 55.1 %
Promotions at special events 116 23.8 %
Banners 55 11.3 %
Emails 193 39.5 %
eNewsletter 115 23.6 %
Social media 219 44.9 %
Flyers 65 13.3 %
Parks & Recreation Commission meetings 35 7.2 %
Other 18 3.7 %
Total 1707
Item 3A - Page 173
Q5-10. Other:
Q5-13. Other Number Percent
Palm Springs Post 4 22.2 %
US mail 2 11.1 %
Local news 2 11.1 %
I don't hear about programs 1 5.6 %
PSI meetings 1 5.6 %
Community action meetings at James O Jessie Desert Highland Unity Center 1 5.6 %
NEWS 1 5.6 %
Everbridge 1 5.6 %
ONE-PS 1 5.6 %
Texts 1 5.6 %
Occasionally via TV news broadcasts 1 5.6 %
Online media 1 5.6 %
TV 1 5.6 %
Total 18 100.0 %
Q6. Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities?
Q6. Top choice Number Percent
When participating in programs 29 5.9 %
City website 42 8.6 %
While visiting recreation facilities 24 4.9 %
Newspaper 30 6.1 %
Word of mouth 43 8.8 %
Promotions at special events 9 1.8 %
Banners 6 1.2 %
Emails 108 22.1 %
eNewsletter 69 14.1 %
Social media 84 17.2 %
Flyers 9 1.8 %
Parks & Recreation Commission meetings 2 0.4 %
None chosen 33 6.8 %
Total 488 100.0 %
Item 3A - Page 174
Q6. Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities?
Q6. 2nd choice Number Percent
When participating in programs 25 5.1 %
City website 45 9.2 %
While visiting recreation facilities 38 7.8 %
Newspaper 28 5.7 %
Word of mouth 53 10.9 %
Promotions at special events 20 4.1 %
Banners 16 3.3 %
Emails 69 14.1 %
eNewsletter 44 9.0 %
Social media 70 14.3 %
Flyers 18 3.7 %
Parks & Recreation Commission meetings 1 0.2 %
None chosen 61 12.5 %
Total 488 100.0 %
Q6. Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities?
Q6. 3rd choice Number Percent
When participating in programs 15 3.1 %
City website 39 8.0 %
While visiting recreation facilities 57 11.7 %
Newspaper 18 3.7 %
Word of mouth 68 13.9 %
Promotions at special events 23 4.7 %
Banners 24 4.9 %
Emails 42 8.6 %
eNewsletter 24 4.9 %
Social media 54 11.1 %
Flyers 14 2.9 %
Parks & Recreation Commission meetings 6 1.2 %
None chosen 104 21.3 %
Total 488 100.0 %
Item 3A - Page 175
SUM OF TOP 3 CHOICES
Q6. Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities? (top 3)
Q6. Top choice Number Percent
When participating in programs 69 14.1 %
City website 126 25.8 %
While visiting recreation facilities 119 24.4 %
Newspaper 76 15.6 %
Word of mouth 164 33.6 %
Promotions at special events 52 10.7 %
Banners 46 9.4 %
Emails 219 44.9 %
eNewsletter 137 28.1 %
Social media 208 42.6 %
Flyers 41 8.4 %
Parks & Recreation Commission meetings 9 1.8 %
None chosen 33 6.8 %
Total 1299
Item 3A - Page 176
Q7. Please indicate how well your needs are being met for each of the programs listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=488)
Fully met Mostly met Partly met Not met No need
Q7-1. After-school programs for youth of all
ages 4.3% 2.3% 3.7% 4.1% 85.7%
Q7-2. Biking programs 4.1% 10.2% 14.8% 13.1% 57.8%
Q7-3. Climbing programs 2.3% 2.3% 2.9% 10.2% 82.4%
Q7-4. Community events (Trunk or Treat,
Community Health Day, etc.) 9.6% 14.5% 13.1% 6.8% 55.9% Q7-5. Fitness & wellness programs 11.7% 16.2% 23.8% 14.3% 34.0% Q7-6. Group swim lessons 2.9% 3.3% 7.0% 11.1% 75.8%
Q7-7. Hiking & outdoor recreation programs 9.2% 12.3% 18.4% 15.2% 44.9% Q7-8. Hockey (leagues, clinics, programs) 1.6% 0.6% 2.5% 5.9% 89.3% Q7-9. Online/virtual programs (e.g., fitness
programs, virtual tours/virtual & augmented
reality programs) 1.2% 3.3% 7.0% 13.3% 75.2%
Q7-10. Open lap swimming opportunities 14.3% 12.3% 7.6% 9.4% 56.4% Q7-11. Pickleball lessons & leagues 5.1% 5.9% 12.5% 10.9% 65.6% Q7-12. Preschool programs 2.9% 1.4% 2.3% 4.3% 89.1%
Q7-13. Private swim lessons 1.4% 2.3% 3.7% 10.5% 82.2%
Q7-14. Programs for people with special needs 1.2% 0.4% 3.5% 7.0% 87.9% Q7-15. Public skate (roller skating programs) 1.4% 3.1% 3.3% 8.4% 83.8% Q7-16. Senior (50+) programming 4.5% 9.4% 12.5% 14.8% 58.8% Q7-17. Sports leagues (leagues, classes,
programs) 3.9% 6.6% 9.6% 9.6% 70.3%
Q7-18. Summer camps 3.7% 3.5% 3.1% 2.9% 86.9%
Q7-19. Teen/tween programs 2.0% 2.0% 1.8% 4.7% 89.3%
Q7-20. Tennis lessons & leagues 1.4% 1.6% 5.7% 10.2% 80.9% Q7-21. Water fitness classes (water aerobics) 4.3% 5.3% 8.8% 11.7% 69.9% Item 3A - Page 177
Q7. Please indicate how well your needs are being met for each of the programs listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all.
Fully met Mostly met Partly met Not met No need
Q7-22. Other 0.4% 0.8% 0.4% 2.3% 96.1%
Item 3A - Page 178
WITHOUT NO NEED
Q7. Please indicate how well your needs are being met for each of the programs listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need") (N=488)
Fully met Mostly met Partly met Not met
Q7-1. After-school programs for youth of all
ages 30.0% 15.7% 25.7% 28.6%
Q7-2. Biking programs 9.7% 24.3% 35.0% 31.1%
Q7-3. Climbing programs 12.8% 12.8% 16.3% 58.1%
Q7-4. Community events (Trunk or Treat,
Community Health Day, etc.) 21.9% 33.0% 29.8% 15.3%
Q7-5. Fitness & wellness programs 17.7% 24.5% 36.0% 21.7% Q7-6. Group swim lessons 11.9% 13.6% 28.8% 45.8%
Q7-7. Hiking & outdoor recreation programs 16.7% 22.3% 33.5% 27.5% Q7-8. Hockey (leagues, clinics, programs) 15.4% 5.8% 23.1% 55.8% Q7-9. Online/virtual programs (e.g., fitness
programs, virtual tours/virtual & augmented
reality programs) 5.0% 13.2% 28.1% 53.7%
Q7-10. Open lap swimming opportunities 32.9% 28.2% 17.4% 21.6% Q7-11. Pickleball lessons & leagues 14.9% 17.3% 36.3% 31.5% Q7-12. Preschool programs 26.4% 13.2% 20.8% 39.6%
Q7-13. Private swim lessons 8.0% 12.6% 20.7% 58.6%
Q7-14. Programs for people with special needs 10.2% 3.4% 28.8% 57.6% Q7-15. Public skate (roller skating programs) 8.9% 19.0% 20.3% 51.9% Q7-16. Senior (50+) programming 10.9% 22.9% 30.3% 35.8% Q7-17. Sports leagues (leagues, classes,
programs) 13.1% 22.1% 32.4% 32.4%
Q7-18. Summer camps 28.1% 26.6% 23.4% 21.9%
Q7-19. Teen/tween programs 19.2% 19.2% 17.3% 44.2%
Q7-20. Tennis lessons & leagues 7.5% 8.6% 30.1% 53.8%
Q7-21. Water fitness classes (water aerobics) 14.3% 17.7% 29.3% 38.8% Item 3A - Page 179
WITHOUT NO NEED
Q7. Please indicate how well your needs are being met for each of the programs listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need") Fully met Mostly met Partly met Not met
Q7-22. Other 10.5% 21.1% 10.5% 57.9%
Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? Q8. Top choice Number Percent
After-school programs for youth of all ages 26 5.3 %
Biking programs 41 8.4 %
Climbing programs 4 0.8 %
Community events (Trunk or Treat, Community Health Day, etc.) 29 5.9 % Fitness & wellness programs 72 14.8 %
Group swim lessons 9 1.8 %
Hiking & outdoor recreation programs 33 6.8 %
Online/virtual programs (e.g., fitness programs, virtual tours/ virtual & augmented reality programs) 5 1.0 %
Open lap swimming opportunities 94 19.3 %
Pickleball lessons & leagues 31 6.4 %
Preschool programs 7 1.4 %
Private swim lessons 3 0.6 %
Programs for people with special needs 4 0.8 %
Public skate (roller skating programs) 1 0.2 %
Senior (50+) programming 32 6.6 %
Sports leagues (leagues, classes, programs) 4 0.8 %
Summer camps 4 0.8 %
Teen/tween programs 2 0.4 %
Tennis lessons & leagues 9 1.8 %
Water fitness classes (water aerobics) 12 2.5 %
None chosen 66 13.5 %
Total 488 100.0 %
Item 3A - Page 180
Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? Q8. 2nd choice Number Percent
After-school programs for youth of all ages 11 2.3 %
Biking programs 30 6.1 %
Climbing programs 5 1.0 %
Community events (Trunk or Treat, Community Health Day, etc.) 25 5.1 % Fitness & wellness programs 57 11.7 %
Group swim lessons 9 1.8 %
Hiking & outdoor recreation programs 53 10.9 %
Online/virtual programs (e.g., fitness programs, virtual tours/ virtual & augmented reality programs) 11 2.3 %
Open lap swimming opportunities 28 5.7 %
Pickleball lessons & leagues 23 4.7 %
Preschool programs 9 1.8 %
Private swim lessons 8 1.6 %
Programs for people with special needs 2 0.4 %
Public skate (roller skating programs) 3 0.6 %
Senior (50+) programming 49 10.0 %
Sports leagues (leagues, classes, programs) 7 1.4 %
Summer camps 7 1.4 %
Teen/tween programs 2 0.4 %
Tennis lessons & leagues 9 1.8 %
Water fitness classes (water aerobics) 17 3.5 %
None chosen 123 25.2 %
Total 488 100.0 %
Item 3A - Page 181
Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? Q8. 3rd choice Number Percent
After-school programs for youth of all ages 5 1.0 %
Biking programs 28 5.7 %
Climbing programs 2 0.4 %
Community events (Trunk or Treat, Community Health Day, etc.) 25 5.1 % Fitness & wellness programs 34 7.0 %
Group swim lessons 6 1.2 %
Hiking & outdoor recreation programs 50 10.2 %
Online/virtual programs (e.g., fitness programs, virtual tours/ virtual & augmented reality programs) 10 2.0 %
Open lap swimming opportunities 16 3.3 %
Pickleball lessons & leagues 17 3.5 %
Preschool programs 3 0.6 %
Private swim lessons 7 1.4 %
Programs for people with special needs 6 1.2 %
Public skate (roller skating programs) 4 0.8 %
Senior (50+) programming 49 10.0 %
Sports leagues (leagues, classes, programs) 9 1.8 %
Summer camps 7 1.4 %
Teen/tween programs 7 1.4 %
Tennis lessons & leagues 7 1.4 %
Water fitness classes (water aerobics) 19 3.9 %
None chosen 177 36.3 %
Total 488 100.0 %
Item 3A - Page 182
Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? Q8. 4th choice Number Percent
After-school programs for youth of all ages 5 1.0 %
Biking programs 14 2.9 %
Climbing programs 4 0.8 %
Community events (Trunk or Treat, Community Health Day, etc.) 25 5.1 % Fitness & wellness programs 23 4.7 %
Group swim lessons 5 1.0 %
Hiking & outdoor recreation programs 22 4.5 %
Online/virtual programs (e.g., fitness programs, virtual tours/ virtual & augmented reality programs) 11 2.3 %
Open lap swimming opportunities 9 1.8 %
Pickleball lessons & leagues 16 3.3 %
Preschool programs 3 0.6 %
Private swim lessons 4 0.8 %
Programs for people with special needs 7 1.4 %
Public skate (roller skating programs) 1 0.2 %
Senior (50+) programming 38 7.8 %
Sports leagues (leagues, classes, programs) 6 1.2 %
Summer camps 6 1.2 %
Teen/tween programs 2 0.4 %
Tennis lessons & leagues 7 1.4 %
Water fitness classes (water aerobics) 15 3.1 %
None chosen 265 54.3 %
Total 488 100.0 %
Item 3A - Page 183
SUM OF TOP 4 CHOICES
Q8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? (top 4) Q8. Top choice Number Percent
After-school programs for youth of all ages 47 9.6 %
Biking programs 113 23.2 %
Climbing programs 15 3.1 %
Community events (Trunk or Treat, Community Health Day, etc.) 104 21.3 % Fitness & wellness programs 186 38.1 %
Group swim lessons 29 5.9 %
Hiking & outdoor recreation programs 158 32.4 %
Online/virtual programs (e.g., fitness programs, virtual tours/ virtual & augmented reality programs) 37 7.6 %
Open lap swimming opportunities 147 30.1 %
Pickleball lessons & leagues 87 17.8 %
Preschool programs 22 4.5 %
Private swim lessons 22 4.5 %
Programs for people with special needs 19 3.9 %
Public skate (roller skating programs) 9 1.8 %
Senior (50+) programming 168 34.4 %
Sports leagues (leagues, classes, programs) 26 5.3 %
Summer camps 24 4.9 %
Teen/tween programs 13 2.7 %
Tennis lessons & leagues 32 6.6 %
Water fitness classes (water aerobics) 63 12.9 %
None chosen 66 13.5 %
Total 1387
Item 3A - Page 184
Q9. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=488)
Fully met Mostly met Partly met Not met No need
Q9-1. Aquatic/pool facilities 12.7% 17.0% 14.1% 13.1% 43.0% Q9-2. Archery ranges 1.0% 0.8% 1.8% 8.0% 88.3%
Q9-3. Bike parks (pump/skills tracks) 2.0% 6.1% 8.2% 18.0% 65.6% Q9-4. Biking trails 4.5% 11.1% 21.7% 17.4% 45.3%
Q9-5. Bird watching areas 4.3% 6.8% 10.0% 12.1% 66.8%
Q9-6. Community gardens 5.3% 6.1% 14.3% 21.1% 53.1%
Q9-7. Disc golf courses 1.4% 1.4% 3.3% 9.2% 84.6%
Q9-8. Dog parks 8.6% 10.5% 13.7% 9.0% 58.2%
Q9-9. Fishing areas 0.4% 1.0% 2.3% 12.7% 83.6%
Q9-10. Gymnasium (volleyball, basketball, etc.
) 3.9% 2.9% 6.8% 8.8% 77.7%
Q9-11. Hiking trails 18.6% 21.5% 18.9% 10.5% 30.5%
Q9-12. Indoor aquatic/swim facility 1.2% 2.7% 5.9% 25.0% 65.2% Q9-13. Indoor classrooms/meeting room
spaces 4.9% 8.0% 9.6% 10.2% 67.2%
Q9-14. Indoor fitness/exercise center 7.4% 6.1% 14.5% 22.5% 49.4% Q9-15. Indoor group exercise studios 4.9% 5.3% 15.0% 19.1% 55.7% Q9-16. Indoor rental spaces (test kitchen,
party rooms, etc.) 3.5% 4.7% 8.2% 11.9% 71.7%
Q9-17. Indoor sports turf fields (football,
lacrosse, etc.) 0.8% 0.6% 3.1% 10.2% 85.2%
Q9-18. Multi-purpose baseball/softball fields 3.5% 4.7% 6.6% 3.9% 81.4% Q9-19. Multi-purpose soccer fields 2.9% 3.1% 4.5% 5.5% 84.0% Q9-20. Natural areas & greenspaces 10.7% 17.2% 28.1% 13.5% 30.5% Q9-21. Nature centers/environmental learning
centers 2.9% 7.4% 18.2% 20.3% 51.2%
Item 3A - Page 185
Q9. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all.
Fully met Mostly met Partly met Not met No need
Q9-22. Outdoor aquatic/swim facilities 12.9% 16.0% 12.1% 9.6% 49.4% Q9-23. Outdoor basketball courts 3.7% 4.1% 4.5% 5.1% 82.6% Q9-24. Outdoor education spaces 1.6% 4.1% 7.2% 11.9% 75.2% Q9-25. Outdoor event rental spaces 3.3% 6.4% 8.6% 9.6% 72.1% Q9-26. Outdoor exercise equipment/courses 2.7% 5.5% 11.5% 18.9% 61.5% Q9-27. Outdoor performance spaces 5.7% 9.6% 17.4% 13.5% 53.7% Q9-28. Park ramadas/pavilions 4.3% 9.2% 15.4% 15.8% 55.3% Q9-29. Pickleball courts 7.4% 9.6% 10.7% 7.6% 64.8%
Q9-30. Playground equipment designed for all
community members 2.7% 4.7% 10.0% 12.7% 69.9%
Q9-31. Rock walls & ropes courses 0.4% 0.8% 1.6% 15.6% 81.6% Q9-32. Sand volleyball courts 1.0% 1.0% 4.3% 11.7% 82.0% Q9-33. Skate park 4.1% 4.3% 3.1% 4.5% 84.0%
Q9-34. Skating rink (roller skating) 0.8% 0.2% 3.5% 15.2% 80.3% Q9-35. Splash pads/spray parks 0.4% 1.4% 4.7% 19.7% 73.8% Q9-36. Tennis courts 6.8% 7.0% 10.7% 6.6% 69.1%
Item 3A - Page 186
WITHOUT NO NEED
Q9. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need") (N=488)
Fully met Mostly met Partly met Not met
Q9-1. Aquatic/pool facilities 22.3% 29.9% 24.8% 23.0%
Q9-2. Archery ranges 8.8% 7.0% 15.8% 68.4%
Q9-3. Bike parks (pump/skills tracks) 6.0% 17.9% 23.8% 52.4% Q9-4. Biking trails 8.2% 20.2% 39.7% 31.8%
Q9-5. Bird watching areas 13.0% 20.4% 30.2% 36.4%
Q9-6. Community gardens 11.4% 13.1% 30.6% 45.0%
Q9-7. Disc golf courses 9.3% 9.3% 21.3% 60.0%
Q9-8. Dog parks 20.6% 25.0% 32.8% 21.6%
Q9-9. Fishing areas 2.5% 6.3% 13.8% 77.5%
Q9-10. Gymnasium (volleyball, basketball, etc.
) 17.4% 12.8% 30.3% 39.4%
Q9-11. Hiking trails 26.8% 31.0% 27.1% 15.0%
Q9-12. Indoor aquatic/swim facility 3.5% 7.6% 17.1% 71.8% Q9-13. Indoor classrooms/meeting room
spaces 15.0% 24.4% 29.4% 31.3%
Q9-14. Indoor fitness/exercise center 14.6% 12.1% 28.7% 44.5% Q9-15. Indoor group exercise studios 11.1% 12.0% 33.8% 43.1% Q9-16. Indoor rental spaces (test kitchen,
party rooms, etc.) 12.3% 16.7% 29.0% 42.0%
Q9-17. Indoor sports turf fields (football,
lacrosse, etc.) 5.6% 4.2% 20.8% 69.4%
Q9-18. Multi-purpose baseball/softball fields 18.7% 25.3% 35.2% 20.9% Q9-19. Multi-purpose soccer fields 17.9% 19.2% 28.2% 34.6% Q9-20. Natural areas & greenspaces 15.3% 24.8% 40.4% 19.5% Q9-21. Nature centers/environmental learning
centers 5.9% 15.1% 37.4% 41.6%
Item 3A - Page 187
WITHOUT NO NEED
Q9. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need") Fully met Mostly met Partly met Not met
Q9-22. Outdoor aquatic/swim facilities 25.5% 31.6% 23.9% 19.0% Q9-23. Outdoor basketball courts 21.2% 23.5% 25.9% 29.4% Q9-24. Outdoor education spaces 6.6% 16.5% 28.9% 47.9%
Q9-25. Outdoor event rental spaces 11.8% 22.8% 30.9% 34.6% Q9-26. Outdoor exercise equipment/courses 6.9% 14.4% 29.8% 48.9% Q9-27. Outdoor performance spaces 12.4% 20.8% 37.6% 29.2% Q9-28. Park ramadas/pavilions 9.6% 20.6% 34.4% 35.3%
Q9-29. Pickleball courts 20.9% 27.3% 30.2% 21.5%
Q9-30. Playground equipment designed for all
community members 8.8% 15.6% 33.3% 42.2%
Q9-31. Rock walls & ropes courses 2.2% 4.4% 8.9% 84.4%
Q9-32. Sand volleyball courts 5.7% 5.7% 23.9% 64.8%
Q9-33. Skate park 25.6% 26.9% 19.2% 28.2%
Q9-34. Skating rink (roller skating) 4.2% 1.0% 17.7% 77.1% Q9-35. Splash pads/spray parks 1.6% 5.5% 18.0% 75.0%
Q9-36. Tennis courts 21.9% 22.5% 34.4% 21.2%
Item 3A - Page 188
Q10. Which FOUR facilities/amenities from the list in Question 9 are MOST IMPORTANT to your household? Q10. Top choice Number Percent
Aquatic/pool facilities 117 24.0 %
Archery ranges 2 0.4 %
Bike parks (pump/skills tracks) 10 2.0 %
Biking trails 37 7.6 %
Bird watching areas 5 1.0 %
Community gardens 19 3.9 %
Disc golf courses 2 0.4 %
Dog parks 36 7.4 %
Fishing areas 1 0.2 %
Gymnasium (volleyball, basketball, etc.) 2 0.4 %
Hiking trails 34 7.0 %
Indoor aquatic/swim facility 7 1.4 %
Indoor classrooms/meeting room spaces 6 1.2 %
Indoor fitness/exercise center 22 4.5 %
Indoor group exercise studios 13 2.7 %
Indoor rental spaces (test kitchen, party rooms, etc.) 1 0.2 % Indoor sports turf fields (football, lacrosse, etc.) 1 0.2 % Multi-purpose baseball/softball fields 8 1.6 %
Natural areas & greenspaces 18 3.7 %
Nature centers/environmental learning centers 6 1.2 %
Outdoor aquatic/swim facilities 22 4.5 %
Outdoor basketball courts 2 0.4 %
Outdoor exercise equipment/courses 1 0.2 %
Outdoor performance spaces 7 1.4 %
Park ramadas/pavilions 3 0.6 %
Pickleball courts 21 4.3 %
Playground equipment designed for all community members 9 1.8 % Skate park 1 0.2 %
Skating rink (roller skating) 1 0.2 %
Splash pads/spray parks 5 1.0 %
Tennis courts 8 1.6 %
None chosen 61 12.5 %
Total 488 100.0 %
Item 3A - Page 189
Q10. Which FOUR facilities/amenities from the list in Question 9 are MOST IMPORTANT to your household? Q10. 2nd choice Number Percent
Aquatic/pool facilities 29 5.9 %
Archery ranges 2 0.4 %
Bike parks (pump/skills tracks) 7 1.4 %
Biking trails 40 8.2 %
Bird watching areas 10 2.0 %
Community gardens 20 4.1 %
Disc golf courses 3 0.6 %
Dog parks 25 5.1 %
Fishing areas 2 0.4 %
Gymnasium (volleyball, basketball, etc.) 7 1.4 %
Hiking trails 37 7.6 %
Indoor aquatic/swim facility 15 3.1 %
Indoor classrooms/meeting room spaces 2 0.4 %
Indoor fitness/exercise center 21 4.3 %
Indoor group exercise studios 13 2.7 %
Indoor rental spaces (test kitchen, party rooms, etc.) 3 0.6 % Indoor sports turf fields (football, lacrosse, etc.) 3 0.6 % Multi-purpose baseball/softball fields 4 0.8 %
Multi-purpose soccer fields 1 0.2 %
Natural areas & greenspaces 20 4.1 %
Nature centers/environmental learning centers 9 1.8 %
Outdoor aquatic/swim facilities 22 4.5 %
Outdoor event rental spaces 1 0.2 %
Outdoor exercise equipment/courses 9 1.8 %
Outdoor performance spaces 10 2.0 %
Park ramadas/pavilions 8 1.6 %
Pickleball courts 12 2.5 %
Playground equipment designed for all community members 12 2.5 % Sand volleyball courts 1 0.2 %
Skate park 2 0.4 %
Skating rink (roller skating) 1 0.2 %
Splash pads/spray parks 5 1.0 %
Tennis courts 12 2.5 %
None chosen 120 24.6 %
Total 488 100.0 %
Item 3A - Page 190
Q10. Which FOUR facilities/amenities from the list in Question 9 are MOST IMPORTANT to your household? Q10. 3rd choice Number Percent
Aquatic/pool facilities 13 2.7 %
Archery ranges 4 0.8 %
Bike parks (pump/skills tracks) 9 1.8 %
Biking trails 24 4.9 %
Bird watching areas 12 2.5 %
Community gardens 19 3.9 %
Disc golf courses 5 1.0 %
Dog parks 18 3.7 %
Fishing areas 1 0.2 %
Gymnasium (volleyball, basketball, etc.) 10 2.0 %
Hiking trails 31 6.4 %
Indoor aquatic/swim facility 14 2.9 %
Indoor classrooms/meeting room spaces 2 0.4 %
Indoor fitness/exercise center 23 4.7 %
Indoor group exercise studios 17 3.5 %
Indoor rental spaces (test kitchen, party rooms, etc.) 10 2.0 % Indoor sports turf fields (football, lacrosse, etc.) 2 0.4 % Multi-purpose baseball/softball fields 2 0.4 %
Multi-purpose soccer fields 3 0.6 %
Natural areas & greenspaces 24 4.9 %
Nature centers/environmental learning centers 8 1.6 %
Outdoor aquatic/swim facilities 7 1.4 %
Outdoor event rental spaces 1 0.2 %
Outdoor exercise equipment/courses 6 1.2 %
Outdoor performance spaces 9 1.8 %
Park ramadas/pavilions 14 2.9 %
Pickleball courts 12 2.5 %
Playground equipment designed for all community members 3 0.6 % Rock walls & ropes courses 2 0.4 %
Sand volleyball courts 1 0.2 %
Skate park 3 0.6 %
Skating rink (roller skating) 2 0.4 %
Splash pads/spray parks 6 1.2 %
Tennis courts 7 1.4 %
None chosen 164 33.6 %
Total 488 100.0 %
Item 3A - Page 191
Q10. Which FOUR facilities/amenities from the list in Question 9 are MOST IMPORTANT to your household? Q10. 4th choice Number Percent
Aquatic/pool facilities 6 1.2 %
Archery ranges 2 0.4 %
Bike parks (pump/skills tracks) 3 0.6 %
Biking trails 10 2.0 %
Bird watching areas 5 1.0 %
Community gardens 21 4.3 %
Dog parks 17 3.5 %
Fishing areas 4 0.8 %
Gymnasium (volleyball, basketball, etc.) 2 0.4 %
Hiking trails 29 5.9 %
Indoor aquatic/swim facility 14 2.9 %
Indoor classrooms/meeting room spaces 4 0.8 %
Indoor fitness/exercise center 14 2.9 %
Indoor group exercise studios 5 1.0 %
Indoor rental spaces (test kitchen, party rooms, etc.) 7 1.4 % Indoor sports turf fields (football, lacrosse, etc.) 2 0.4 % Multi-purpose baseball/softball fields 3 0.6 %
Multi-purpose soccer fields 5 1.0 %
Natural areas & greenspaces 36 7.4 %
Nature centers/environmental learning centers 11 2.3 %
Outdoor aquatic/swim facilities 16 3.3 %
Outdoor education spaces 2 0.4 %
Outdoor event rental spaces 4 0.8 %
Outdoor exercise equipment/courses 10 2.0 %
Outdoor performance spaces 11 2.3 %
Park ramadas/pavilions 9 1.8 %
Pickleball courts 5 1.0 %
Playground equipment designed for all community members 9 1.8 % Rock walls & ropes courses 2 0.4 %
Sand volleyball courts 1 0.2 %
Skating rink (roller skating) 4 0.8 %
Splash pads/spray parks 11 2.3 %
Tennis courts 6 1.2 %
None chosen 198 40.6 %
Total 488 100.0 %
Item 3A - Page 192
SUM OF TOP 4 CHOICES
Q10. Which FOUR facilities/amenities from the list in Question 9 are MOST IMPORTANT to your household? (top 4) Q10. Top choice Number Percent
Aquatic/pool facilities 165 33.8 %
Archery ranges 10 2.0 %
Bike parks (pump/skills tracks) 29 5.9 %
Biking trails 111 22.7 %
Bird watching areas 32 6.6 %
Community gardens 79 16.2 %
Disc golf courses 10 2.0 %
Dog parks 96 19.7 %
Fishing areas 8 1.6 %
Gymnasium (volleyball, basketball, etc.) 21 4.3 %
Hiking trails 131 26.8 %
Indoor aquatic/swim facility 50 10.2 %
Indoor classrooms/meeting room spaces 14 2.9 %
Indoor fitness/exercise center 80 16.4 %
Indoor group exercise studios 48 9.8 %
Indoor rental spaces (test kitchen, party rooms, etc.) 21 4.3 % Indoor sports turf fields (football, lacrosse, etc.) 8 1.6 % Multi-purpose baseball/softball fields 17 3.5 %
Multi-purpose soccer fields 9 1.8 %
Natural areas & greenspaces 98 20.1 %
Nature centers/environmental learning centers 34 7.0 %
Outdoor aquatic/swim facilities 67 13.7 %
Outdoor basketball courts 2 0.4 %
Outdoor education spaces 2 0.4 %
Outdoor event rental spaces 6 1.2 %
Outdoor exercise equipment/courses 26 5.3 %
Outdoor performance spaces 37 7.6 %
Park ramadas/pavilions 34 7.0 %
Pickleball courts 50 10.2 %
Playground equipment designed for all community members 33 6.8 % Rock walls & ropes courses 4 0.8 %
Sand volleyball courts 3 0.6 %
Skate park 6 1.2 %
Skating rink (roller skating) 8 1.6 %
Splash pads/spray parks 27 5.5 %
Tennis courts 33 6.8 %
None chosen 61 12.5 %
Total 1470
Item 3A - Page 193
Q11. Please indicate how well your needs are being met for each of the ACTIVE AGING programs and services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (N=488)
Fully met Mostly met Partly met Not met No need
Q11-1. Dance lessons & programs 1.8% 1.8% 5.5% 13.7% 77.0% Q11-2. Senior sports leagues 1.2% 2.0% 6.8% 14.3% 75.6% Q11-3. Music classes & programs 0.8% 1.2% 6.1% 17.4% 74.4% Q11-4. Social gatherings 2.9% 6.1% 14.1% 13.7% 63.1%
Q11-5. Special interest classes (gardening,
writing, book clubs) 2.5% 3.5% 11.9% 19.7% 62.5%
Q11-6. Volunteer opportunities 4.3% 10.2% 13.1% 11.9% 60.5% Q11-7. Other 0.2% 0.0% 0.2% 1.0% 98.6%
WITHOUT NO NEED
Q11. Please indicate how well your needs are being met for each of the ACTIVE AGING programs and services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. (without "no need")
(N=488)
Fully met Mostly met Partly met Not met
Q11-1. Dance lessons & programs 8.0% 8.0% 24.1% 59.8%
Q11-2. Senior sports leagues 5.0% 8.4% 27.7% 58.8%
Q11-3. Music classes & programs 3.2% 4.8% 24.0% 68.0%
Q11-4. Social gatherings 7.8% 16.7% 38.3% 37.2%
Q11-5. Special interest classes (gardening,
writing, book clubs) 6.6% 9.3% 31.7% 52.5%
Q11-6. Volunteer opportunities 10.9% 25.9% 33.2% 30.1%
Q11-7. Other 14.3% 0.0% 14.3% 71.4%
Item 3A - Page 194
Q12. Which TWO ACTIVE AGING programs/services from the list in Question 11 are MOST IMPORTANT to your household?
Q12. Top choice Number Percent
Dance lessons & programs 29 5.9 %
Senior sports leagues 43 8.8 %
Music classes & programs 17 3.5 %
Social gatherings 62 12.7 %
Special interest classes (gardening, writing, book clubs) 52 10.7 % Volunteer opportunities 35 7.2 %
Other 15 3.1 %
None chosen 235 48.2 %
Total 488 100.0 %
Q12. Which TWO ACTIVE AGING programs/services from the list in Question 11 are MOST IMPORTANT to your household?
Q12. 2nd choice Number Percent
Dance lessons & programs 18 3.7 %
Senior sports leagues 21 4.3 %
Music classes & programs 17 3.5 %
Social gatherings 40 8.2 %
Special interest classes (gardening, writing, book clubs) 58 11.9 % Volunteer opportunities 53 10.9 %
Other 6 1.2 %
None chosen 275 56.4 %
Total 488 100.0 %
SUM OF TOP 2 CHOICES
Q12. Which TWO ACTIVE AGING programs/services from the list in Question 11 are MOST IMPORTANT to your household? (top 2)
Q12. Top choice Number Percent
Dance lessons & programs 47 9.6 %
Senior sports leagues 64 13.1 %
Music classes & programs 34 7.0 %
Social gatherings 102 20.9 %
Special interest classes (gardening, writing, book clubs) 110 22.5 % Volunteer opportunities 88 18.0 %
Other 21 4.3 %
None chosen 235 48.2 %
Total 701
Item 3A - Page 195
Q13. Please indicate your level of agreement with the following statements concerning some potential benefits of Palm Springs's recreation facilities, programs, or services. (N=488)
Strongly
Strongly agree Agree Neutral Disagree disagree Don't know Q13-1. Improves my (my
household's) mental health &
reduces stress 32.4% 33.2% 12.7% 3.1% 2.9% 15.8%
Q13-2. Improves my (my
household's) physical health &
fitness 37.1% 30.7% 11.3% 4.1% 2.3% 14.5%
Q13-3. Helps to reduce crime in
my neighborhood & keep kids out
of trouble 19.7% 28.1% 15.8% 5.3% 3.9% 27.3%
Q13-4. Makes Palm Springs a
more desirable place to live 42.0% 32.4% 9.0% 1.2% 2.9% 12.5% Q13-5. Is age-friendly & accessible
to all age groups 24.4% 33.4% 13.5% 7.6% 4.3% 16.8%
Q13-6. Provides positive social
interactions for me (my
household) 24.0% 32.8% 17.6% 3.7% 2.3% 19.7%
Q13-7. Is physically accessible
to all people 18.9% 30.7% 14.3% 6.8% 4.5% 24.8%
Q13-8. Promotes tourism to City &
the region 23.6% 27.3% 18.4% 4.7% 3.7% 22.3%
Q13-9. Provides recreation
services & programs for residents
with special needs 13.3% 17.8% 16.4% 5.9% 4.1% 42.4%
Q13-10. Provides volunteer
opportunities 12.7% 20.5% 19.1% 5.3% 2.9% 39.5%
Q13-11. Other 0.2% 0.4% 0.0% 0.0% 0.0% 99.4%
Item 3A - Page 196
WITHOUT DON’T KNOW
Q13. Please indicate your level of agreement with the following statements concerning some potential benefits of Palm Springs's recreation facilities, programs, or services. (without "don't know") (N=488)
Strongly agree Agree Neutral Disagree Strongly disagree Q13-1. Improves my (my
household's) mental health &
reduces stress 38.4% 39.4% 15.1% 3.6% 3.4%
Q13-2. Improves my (my
household's) physical health &
fitness 43.4% 36.0% 13.2% 4.8% 2.6%
Q13-3. Helps to reduce crime
in my neighborhood & keep
kids out of trouble 27.0% 38.6% 21.7% 7.3% 5.4%
Q13-4. Makes Palm Springs a
more desirable place to live 48.0% 37.0% 10.3% 1.4% 3.3% Q13-5. Is age-friendly &
accessible to all age groups 29.3% 40.1% 16.3% 9.1% 5.2% Q13-6. Provides positive
social interactions for me (my
household) 29.8% 40.8% 21.9% 4.6% 2.8%
Q13-7. Is physically
accessible to all people 25.1% 40.9% 19.1% 9.0% 6.0%
Q13-8. Promotes tourism to
City & the region 30.3% 35.1% 23.7% 6.1% 4.7%
Q13-9. Provides recreation
services & programs for
residents with special needs 23.1% 31.0% 28.5% 10.3% 7.1% Q13-10. Provides volunteer
opportunities 21.0% 33.9% 31.5% 8.8% 4.7%
Q13-11. Other 33.3% 66.7% 0.0% 0.0% 0.0%
Item 3A - Page 197
Q13-11. Other:
Q13-11. Other Number Percent
Anything not offered 1 25.0 %
Easy Yoga 1 25.0 %
Getting reliable cable and wi- 1 25.0 %
Social interaction 1 25.0 %
Total 4 100.0 %
Q14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household?
Q14. Top choice Number Percent
Improves my (my household's) mental health & reduces stress 123 25.2 % Improves my (my household's) physical health & fitness 143 29.3 % Helps to reduce crime in my neighborhood & keep kids out of trouble 26 5.3 %
Makes Palm Springs a more desirable place to live 53 10.9 % Is age-friendly & accessible to all age groups 16 3.3 % Provides positive social interactions for me (my household) 15 3.1 % Is physically accessible to all people 7 1.4 %
Promotes tourism to City & the region 3 0.6 %
Provides recreation services & programs for residents with special needs 6 1.2 %
Provides volunteer opportunities 5 1.0 %
None chosen 91 18.6 %
Total 488 100.0 %
Q14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household?
Q14. 2nd choice Number Percent
Improves my (my household's) mental health & reduces stress 101 20.7 % Improves my (my household's) physical health & fitness 106 21.7 % Helps to reduce crime in my neighborhood & keep kids out of trouble 26 5.3 %
Makes Palm Springs a more desirable place to live 64 13.1 % Is age-friendly & accessible to all age groups 22 4.5 % Provides positive social interactions for me (my household) 24 4.9 % Is physically accessible to all people 12 2.5 %
Promotes tourism to City & the region 18 3.7 %
Provides recreation services & programs for residents with special needs 3 0.6 %
Provides volunteer opportunities 2 0.4 %
None chosen 110 22.5 %
Total 488 100.0 %
Item 3A - Page 198
Q14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household?
Q14. 3rd choice Number Percent
Improves my (my household's) mental health & reduces stress 30 6.1 % Improves my (my household's) physical health & fitness 23 4.7 % Helps to reduce crime in my neighborhood & keep kids out of trouble 27 5.5 %
Makes Palm Springs a more desirable place to live 99 20.3 % Is age-friendly & accessible to all age groups 42 8.6 % Provides positive social interactions for me (my household) 56 11.5 % Is physically accessible to all people 14 2.9 %
Promotes tourism to City & the region 14 2.9 %
Provides recreation services & programs for residents with special needs 9 1.8 %
Provides volunteer opportunities 17 3.5 %
None chosen 157 32.2 %
Total 488 100.0 %
Q14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household?
Q14. 4th choice Number Percent
Improves my (my household's) mental health & reduces stress 25 5.1 % Improves my (my household's) physical health & fitness 13 2.7 % Helps to reduce crime in my neighborhood & keep kids out of trouble 36 7.4 %
Makes Palm Springs a more desirable place to live 49 10.0 % Is age-friendly & accessible to all age groups 46 9.4 % Provides positive social interactions for me (my household) 49 10.0 % Is physically accessible to all people 21 4.3 %
Promotes tourism to City & the region 23 4.7 %
Provides recreation services & programs for residents with special needs 12 2.5 %
Provides volunteer opportunities 16 3.3 %
None chosen 198 40.6 %
Total 488 100.0 %
Item 3A - Page 199
SUM OF TOP 4 CHOICES
Q14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household? (top 4)
Q14. Top choice Number Percent
Improves my (my household's) mental health & reduces stress 279 57.2 % Improves my (my household's) physical health & fitness 285 58.4 % Helps to reduce crime in my neighborhood & keep kids out of trouble 115 23.6 %
Makes Palm Springs a more desirable place to live 265 54.3 % Is age-friendly & accessible to all age groups 126 25.8 % Provides positive social interactions for me (my household) 144 29.5 % Is physically accessible to all people 54 11.1 %
Promotes tourism to City & the region 58 11.9 %
Provides recreation services & programs for residents with special needs 30 6.1 %
Provides volunteer opportunities 40 8.2 %
None chosen 91 18.6 %
Total 1487
Q15. Please rate your level of satisfaction with the overall value that your household receives from facilities, programs, or services at Palm Springs Recreation.
Q15. Your level of satisfaction with overall value your household receives from facilities, programs, or services Number Percent Very satisfied 77 15.8 %
Satisfied 150 30.7 %
Neutral 136 27.9 %
Dissatisfied 55 11.3 %
Very dissatisfied 21 4.3 %
Don't know 49 10.0 %
Total 488 100.0 %
WITHOUT DON’T KNOW
Q15. Please rate your level of satisfaction with the overall value that your household receives from facilities, programs, or services at Palm Springs Recreation. (without "don't know") Q15. Your level of satisfaction with overall value your household receives from facilities, programs, or services Number Percent Very satisfied 77 17.5 %
Satisfied 150 34.2 %
Neutral 136 31.0 %
Dissatisfied 55 12.5 %
Very dissatisfied 21 4.8 %
Total 439 100.0 %
Item 3A - Page 200
Q16. Based on your perception of value, how would you want the City to fund future recreation needs? Q16. How would you want City to fund future
recreation needs Number Percent
Increase funding 318 65.2 %
Maintain existing funding levels 93 19.1 %
Reduce funding 9 1.8 %
Not sure 53 10.9 %
Not provided 15 3.1 %
Total 488 100.0 %
WITHOUT NOT PROVIDED
Q16. Based on your perception of value, how would you want the City to fund future recreation needs? (without "not provided")
Q16. How would you want City to fund future
recreation needs Number Percent
Increase funding 318 67.2 %
Maintain existing funding levels 93 19.7 %
Reduce funding 9 1.9 %
Not sure 53 11.2 %
Total 473 100.0 %
Item 3A - Page 201
Q17. The following is a list of actions the City of Palm Springs could take to improve its parks and recreation system.
Please indicate your support for each potential action. (N=488)
Very Somewhat
supportive supportive Not sure Not supportive Not provided Q17-1. Develop additional splash pads to
new & existing parks & Swim Center 30.7% 20.9% 33.8% 14.5% 0.0% Q17-2. Develop an additional pool for swim
lessons or therapy programs 38.5% 21.7% 29.5% 10.2% 0.0% Q17-3. Develop aquatic playgrounds 24.6% 22.3% 37.1% 16.0% 0.0% Q17-4. Develop fieldhouse (indoor sports
fields facility) 19.3% 26.0% 39.8% 15.0% 0.0%
Q17-5. Develop larger indoor rental venues 11.5% 18.4% 51.6% 18.4% 0.0% Q17-6. Develop new bike park facility, pump
track 19.9% 24.6% 41.4% 14.1% 0.0%
Q17-7. Develop new multiuse recreation
facilities 23.6% 32.6% 34.2% 9.6% 0.0%
Q17-8. Develop public art opportunities 30.7% 29.7% 30.9% 8.6% 0.0% Q17-9. Expand Swim Center 42.4% 22.7% 27.3% 7.6% 0.0%
Q17-10. Improve existing parks infrastructure
(e.g., benches, shade structures, water
fountains, wi-fi) 58.6% 20.9% 16.8% 3.7% 0.0%
Q17-11. Improve existing playgrounds 36.5% 24.2% 32.2% 7.2% 0.0% Q17-12. Improve existing trail system
(increasing connectivity/accessibility) 47.3% 23.2% 23.4% 6.1% 0.0% Q17-13. Improve inclusion services or
accessibility to programs & facilities 31.6% 26.2% 35.5% 6.8% 0.0% Q17-14. Other 3.5% 0.4% 0.0% 0.0% 96.1%
Item 3A - Page 202
WITHOUT NOT PROVIDED
Q17. The following is a list of actions the City of Palm Springs could take to improve its parks and recreation system.
Please indicate your support for each potential action. (without "not provided") (N=488)
Somewhat
Very supportive supportive Not sure Not supportive
Q17-1. Develop additional splash pads to
new & existing parks & Swim Center 30.7% 20.9% 33.8% 14.5% Q17-2. Develop an additional pool for swim
lessons or therapy programs 38.5% 21.7% 29.5% 10.2%
Q17-3. Develop aquatic playgrounds 24.6% 22.3% 37.1% 16.0% Q17-4. Develop fieldhouse (indoor sports
fields facility) 19.3% 26.0% 39.8% 15.0%
Q17-5. Develop larger indoor rental venues 11.5% 18.4% 51.6% 18.4% Q17-6. Develop new bike park facility, pump
track 19.9% 24.6% 41.4% 14.1%
Q17-7. Develop new multiuse recreation
facilities 23.6% 32.6% 34.2% 9.6%
Q17-8. Develop public art opportunities 30.7% 29.7% 30.9% 8.6% Q17-9. Expand Swim Center 42.4% 22.7% 27.3% 7.6%
Q17-10. Improve existing parks infrastructure
(e.g., benches, shade structures, water
fountains, wi-fi) 58.6% 20.9% 16.8% 3.7%
Q17-11. Improve existing playgrounds 36.5% 24.2% 32.2% 7.2% Q17-12. Improve existing trail system
(increasing connectivity/accessibility) 47.3% 23.2% 23.4% 6.1% Q17-13. Improve inclusion services or
accessibility to programs & facilities 31.6% 26.2% 35.5% 6.8% Q17-14. Other 89.5% 10.5% 0.0% 0.0%
Item 3A - Page 203
Q18. Which THREE improvements from the list in Question 17 are MOST IMPORTANT to your household? Q18. Top choice Number Percent
Develop additional splash pads to new & existing parks & Swim Center 41 8.4 %
Develop an additional pool for swim lessons or therapy
programs 42 8.6 %
Develop aquatic playgrounds 11 2.3 %
Develop fieldhouse (indoor sports fields facility) 22 4.5 % Develop larger indoor rental venues 6 1.2 %
Develop new bike park facility, pump track 25 5.1 %
Develop new multiuse recreation facilities 19 3.9 %
Develop public art opportunities 44 9.0 %
Expand Swim Center 74 15.2 %
Improve existing parks infrastructure (e.g., benches, shade structures, water fountains, wi-fi) 73 15.0 %
Improve existing playgrounds 10 2.0 %
Improve existing trail system (increasing connectivity/ accessibility) 37 7.6 %
Improve inclusion services or accessibility to programs & facilities 8 1.6 %
None chosen 76 15.6 %
Total 488 100.0 %
Q18. Which THREE improvements from the list in Question 17 are MOST IMPORTANT to your household? Q18. 2nd choice Number Percent
Develop additional splash pads to new & existing parks & Swim Center 20 4.1 %
Develop an additional pool for swim lessons or therapy
programs 40 8.2 %
Develop aquatic playgrounds 14 2.9 %
Develop fieldhouse (indoor sports fields facility) 10 2.0 % Develop larger indoor rental venues 7 1.4 %
Develop new bike park facility, pump track 29 5.9 %
Develop new multiuse recreation facilities 20 4.1 %
Develop public art opportunities 31 6.4 %
Expand Swim Center 42 8.6 %
Improve existing parks infrastructure (e.g., benches, shade structures, water fountains, wi-fi) 79 16.2 %
Improve existing playgrounds 25 5.1 %
Improve existing trail system (increasing connectivity/ accessibility) 41 8.4 %
Improve inclusion services or accessibility to programs & facilities 8 1.6 %
None chosen 122 25.0 %
Total 488 100.0 %
Item 3A - Page 204
Q18. Which THREE improvements from the list in Question 17 are MOST IMPORTANT to your household? Q18. 3rd choice Number Percent
Develop additional splash pads to new & existing parks & Swim Center 15 3.1 %
Develop an additional pool for swim lessons or therapy
programs 22 4.5 %
Develop aquatic playgrounds 18 3.7 %
Develop fieldhouse (indoor sports fields facility) 11 2.3 % Develop larger indoor rental venues 4 0.8 %
Develop new bike park facility, pump track 13 2.7 %
Develop new multiuse recreation facilities 28 5.7 %
Develop public art opportunities 35 7.2 %
Expand Swim Center 19 3.9 %
Improve existing parks infrastructure (e.g., benches, shade structures, water fountains, wi-fi) 51 10.5 %
Improve existing playgrounds 19 3.9 %
Improve existing trail system (increasing connectivity/ accessibility) 49 10.0 %
Improve inclusion services or accessibility to programs & facilities 16 3.3 %
None chosen 188 38.5 %
Total 488 100.0 %
SUM OF TOP 3 CHOICES
Q18. Which THREE improvements from the list in Question 17 are MOST IMPORTANT to your household? (top 3) Q18. Top choice Number Percent
Develop additional splash pads to new & existing parks & Swim Center 76 15.6 %
Develop an additional pool for swim lessons or therapy
programs 104 21.3 %
Develop aquatic playgrounds 43 8.8 %
Develop fieldhouse (indoor sports fields facility) 43 8.8 % Develop larger indoor rental venues 17 3.5 %
Develop new bike park facility, pump track 67 13.7 %
Develop new multiuse recreation facilities 67 13.7 %
Develop public art opportunities 110 22.5 %
Expand Swim Center 135 27.7 %
Improve existing parks infrastructure (e.g., benches, shade structures, water fountains, wi-fi) 203 41.6 %
Improve existing playgrounds 54 11.1 %
Improve existing trail system (increasing connectivity/ accessibility) 127 26.0 %
Improve inclusion services or accessibility to programs & facilities 32 6.6 %
None chosen 76 15.6 %
Total 1154
Item 3A - Page 205
Q19. If you had an additional $100, how would you allocate the funds among the categories listed below? Mean
Implement improvements to existing amenities at City's parks & recreation facilities 45.99 Add new passive recreation amenities throughout City 12.91 Hire more City staff to be able to more closely monitor & maintain parks & recreation facilities
22.90 Purchase additional land for conservation 18.19
Q20. Are you a full or part time resident of Palm Springs? Q20. Are you a full or part time resident of Palm Springs Number Percent Full time 400 82.0 %
Part time 83 17.0 %
Not provided 5 1.0 %
Total 488 100.0 %
WITHOUT NOT PROVIDED
Q20. Are you a full or part time resident of Palm Springs? (without "not provided") Q20. Are you a full or part time resident of Palm Springs Number Percent Full time 400 82.8 %
Part time 83 17.2 %
Total 483 100.0 %
Q20a. How many months out of the year do you live in Palm Springs? Q20a. How many months out of the year do you live in
Palm Springs Number Percent
2 6 7.2 %
3 6 7.2 %
4 9 10.8 %
5 22 26.5 %
6 23 27.7 %
7 6 7.2 %
8 4 4.8 %
9 4 4.8 %
10+ 3 3.6 %
Total 83 100.0 %
Item 3A - Page 206
Q21. Your gender:
Q21. Your gender Number Percent
Male 244 50.0 %
Female 239 49.0 %
Non-binary 1 0.2 %
Not provided 4 0.8 %
Total 488 100.0 %
WITHOUT NOT PROVIDED
Q21. Your gender: (without "not provided")
Q21. Your gender Number Percent
Male 244 50.4 %
Female 239 49.4 %
Non-binary 1 0.2 %
Total 484 100.0 %
Q22. Your age:
Q22. Your age Number Percent
18-34 49 10.0 %
35-44 50 10.2 %
45-54 62 12.7 %
55-64 127 26.0 %
65+ 195 40.0 %
Not provided 5 1.0 %
Total 488 100.0 %
WITHOUT NOT PROVIDED
Q22. Your age: (without "not provided")
Q22. Your age Number Percent
18-34 49 10.1 %
35-44 50 10.4 %
45-54 62 12.8 %
55-64 127 26.3 %
65+ 195 40.4 %
Total 483 100.0 %
Q23. Are you or other members of your household of Hispanic, Spanish, or Latino/a/x ancestry? Q23. Are you of Hispanic, Spanish, or Latino/a/x
ancestry Number Percent
Yes 112 23.0 %
No 374 76.6 %
Not provided 2 0.4 %
Total 488 100.0 %
Item 3A - Page 207
WITHOUT NOT PROVIDED
Q23. Are you or other members of your household of Hispanic, Spanish, or Latino/a/x ancestry? (without "not provided")
Q23. Are you of Hispanic, Spanish, or Latino/a/x
ancestry Number Percent
Yes 112 23.0 %
No 374 77.0 %
Total 486 100.0 %
Q24. Which of the following best describes your race/ethnicity? Q24. Your race/ethnicity Number Percent
Asian or Asian Indian 24 4.9 %
Black or African American 27 5.5 %
American Indian or Alaska Native 5 1.0 %
White or Caucasian 334 68.4 %
Native Hawaiian or other Pacific Islander 1 0.2 %
Other 11 2.3 %
Total 402
Q24-6. Self-describe your race/ethnicity:
Q24-6. Self-describe your race/ethnicity Number Percent Hispanic 2 18.2 %
Latino 2 18.2 %
Caribbean 1 9.1 %
Multiple races 1 9.1 %
Mixed 1 9.1 %
Mexican 1 9.1 %
European 1 9.1 %
Spanish, Indigenous Central American, Caucasian 1 9.1 % Jewish 1 9.1 %
Total 11 100.0 %
Q25. What is the primary language spoken in your home?
Q25. Primary language spoken in your home Number Percent English 459 94.1 %
Spanish 17 3.5 %
Vietnamese 3 0.6 %
Other 2 0.4 %
Not provided 7 1.4 %
Total 488 100.0 %
Item 3A - Page 208
WITHOUT NOT PROVIDED
Q25. What is the primary language spoken in your home? (without "not provided") Q25. Primary language spoken in your home Number Percent English 459 95.4 %
Spanish 17 3.5 %
Vietnamese 3 0.6 %
Other 2 0.4 %
Total 481 100.0 %
Q25-4. Other:
Q25-4. Other Number Percent
French 1 50.0 %
Chinese 1 50.0 %
Total 2 100.0 %
Item 3A - Page 209
5 Survey Instrument
Item 3A - Page 210
City of Palm Springs
Jeffrey Bernstein, Mayor
3200 E. Tahquitz Canyon Way • Palm Springs, California 92262 Tel: 760.323.8200 • Fax: 760.323.8207 • E-Mail: [email protected] Post Office Box 2743 • Palm Springs, California 92263-2743 April 2, 2024
Dear Palm Springs Resident:
It is with great pleasure I announce the City of Palm Springs Parks & Recreation Department’s strategy to conduct a citywide survey in conjunction with our parks master planning consultant, Kounkuey Design Initiative, Inc. (KDI). This survey is designed to collect data on where, how, and why people from all walks of life use our parks, recreational programming, and recreational facilities throughout the City. The data will be used to help determine the recreational priorities for our community. Parks & Recreation programs and facilities contribute significantly to our quality of life in Palm Springs, and your opinions are very important to us.
We appreciate your time as this survey will take approximately 10-15 minutes to complete.
The time you invest in completing this survey will aid the City in taking a resident-driven approach to recreation planning to enhance our community and improve the quality of life for all residents.
You have been randomly selected. Your response to this survey will remain confidential and will be reported in group form only. Please return your completed survey within the next two weeks using the enclosed postage-paid return-reply envelope addressed to ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061. If you prefer to take the survey online, please visit PalmSpringsSurvey.org.
If you have any questions about the survey, please contact ETC Institute’s project manager Ryan Murray at 913-254-4598 or at [email protected].
The Parks & Recreation Department has already held their first Community Outreach Meeting and have plans for more meetings. Be sure to check www.engagepalmsprings.com for more information.
On behalf of the City of Palm Springs Parks & Recreation department, we thank you for making Palm Springs “Like No Place Else!”
Sincerely,
Jeffrey Bernstein
Mayor, City of Palm Springs
Item 3A - Page 211
©2024 ETC Institute Page 1
2024 Palm Springs Parks and Recreation Needs Assessment Survey The City of Palm Springs would like your input to help determine parks and recreation priorities for the community.
This survey will take approximately 10-15 minutes to complete. When you are finished, please return your survey in the enclosed postage-paid, return-reply envelope. If you prefer, you can complete the survey online at PalmSpringsSurvey.org. As a way to say thank you, at the end of the survey you will have a chance to opt-in for a chance to win a $500 prepaid Visa gift card for fully completing your survey. We greatly appreciate and value your time!
1. Please complete this survey with ALL household members in mind. Including yourself, how many people in your household are...
Under age 5: ____
Ages 5-9: ____
Ages 10-14: ____
Ages 15-19: ____
Ages 20-24: ____
Ages 25-34: ____
Ages 35-44: ____
Ages 45-54: ____
Ages 55-59: ____
Ages 60-64: ____
Ages 65-74: ____
Ages 75+: ____
2. During a typical year, do you or any member of your household visit any City of Palm Springs parks and recreation facilities?
____(1) Yes ____(2) No [Answer Q2a.]
2a. If your household does NOT visit any City of Palm Springs parks and recreation facilities in a typical year, please CHECK ALL of the following reasons why you do NOT visit. ____(01) Use other city, state, private or HOA facilities ____(02) Too far from home
____(03) Not aware of park or facility locations
____(04) Parks/Facilities are not well maintained
____(05) Old and outdated facilities
____(06) Lack of features we want to use
____(07) Lack of parking to access parks/facilities
____(08) Do not feel safe using parks/facilities
____(09) Facility equipment doesn't meet my needs
____(10) Lack of ADA accessibility
____(11) Do not feel welcomed/accommodated
____(12) Lack of transportation
____(13) Lack of restrooms
____(14) Language/Cultural barriers/age barriers
____(15) Fees are too high/lack of financial assistance ____(16) Pandemic-related concerns
____(17) Other:
3. During a typical year, do you or any member of your household participate in any arts, parks, and recreation programs or events offered and/or hosted by any of the recreation buildings? ____(1) Yes ____(2) No [Answer Q3a.]
3a. If your household does NOT participate in any City of Palm Springs, parks and recreation programs or community events during a typical year, please CHECK ALL of the following reasons why you have NOT participated.
____(01) I don't know what is offered
____(02) Use programs of other agencies
____(03) Lack of quality instructors
____(04) Lack of quality programs
____(05) Prefer individual activities
____(06) Too far from home
____(07) Program times are not convenient
____(08) Classes are full
____(09) Safety concerns
____(10) Fees are too high/lack of financial assistance ____(11) Prefer virtual programming
____(12) Do not feel welcomed/accommodated
____(13) Program not offered
____(14) Registration is difficult
____(15) Lack of transportation
____(16) Too busy/not interested
____(17) Language/Cultural/Age barriers
____(18) Parking issues
4. From the following list, please CHECK ALL of the non-City organizations that you or members of your household have used for recreation and/or sports activities during the last 12 months. [Check all that apply.]
____(01) Public schools
____(02) Private schools
____(03) Private and non-profit youth sports
____(04) Private summer camps
____(05) Personal workout facilities
____(06) County, State and National Parks and facilities ____(07) Private clubs (tennis, health, swim, fitness,
soccer, softball, baseball)
____(08) Surrounding cities and towns
____(09) Places of worship (e.g., synagogues, churches) ____(10) Other:
Item 3A - Page 212
©2024 ETC Institute Page 2
5. From the following list, please CHECK ALL the ways YOU CURRENTLY LEARN about Palm Springs parks and recreation programs and services.
____(01) When participating in programs
____(02) City website
____(03) While visiting recreation facilities
____(04) Newspaper
____(05) Word of mouth
____(06) Promotions at special events
____(07) Banners
____(08) Emails
____(09) E-newsletter
____(10) Social media
____(11) Flyers
____(12) Parks & Recreation Commission Meetings
____(13) Other:
6. Which THREE sources from the list in Question 5 are YOUR MOST PREFERRED SOURCES for learning about recreation programs and activities? [Write in your answers below using the numbers from the list in Question 5, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ NONE
7. Please indicate how well your needs are being met for each of the programs listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Programs Fully Met Mostly Met Partly Met Not Met No Need
01. After-school programs for youth of all ages 4 3 2 1 9
02. Biking programs 4 3 2 1 9
03. Climbing programs 4 3 2 1 9
04. Community events (Trunk or Treat, Community Health Day, etc.) 4 3 2 1 9
05. Fitness and wellness programs 4 3 2 1 9
06. Group swim lessons 4 3 2 1 9
07. Hiking and outdoor recreation programs 4 3 2 1 9
08. Hockey (leagues, clinics, programs) 4 3 2 1 9
09. Online/virtual programs (e.g., fitness programs, virtual tours/virtual and augmented reality programs) 4 3 2 1 9
10. Open lap swimming opportunities 4 3 2 1 9
11. Pickleball lessons and leagues 4 3 2 1 9
12. Preschool programs 4 3 2 1 9
13. Private swim lessons 4 3 2 1 9
14. Programs for people with special needs 4 3 2 1 9
15. Public skate (roller skating programs) 4 3 2 1 9
16. Senior (50+) programming 4 3 2 1 9
17. Sports leagues (leagues, classes, programs) 4 3 2 1 9
18. Summer camps 4 3 2 1 9
19. Teen/Tween programs 4 3 2 1 9
20. Tennis lessons and leagues 4 3 2 1 9
21. Water fitness classes (water aerobics) 4 3 2 1 9
22. Other: _______________________________________________ 4 3 2 1 9
8. Which FOUR programs from the list in Question 7 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the first column in Question 7, or circle "NONE."] 1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE
Item 3A - Page 213
©2024 ETC Institute Page 3
9. Please indicate how well your needs are being met for each of the facilities/amenities listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need." Facilities and Amenities Fully Met Mostly Met Partly Met Not Met No Need
01. Aquatic/pool facilities 4 3 2 1 9
02. Archery ranges 4 3 2 1 9
03. Bike parks (pump/skills tracks) 4 3 2 1 9
04. Biking trails 4 3 2 1 9
05. Bird watching areas 4 3 2 1 9
06. Community gardens 4 3 2 1 9
07. Disc golf courses 4 3 2 1 9
08. Dog parks 4 3 2 1 9
09. Fishing areas 4 3 2 1 9
10. Gymnasium (volleyball, basketball, etc.) 4 3 2 1 9
11. Hiking trails 4 3 2 1 9
12. Indoor aquatic/swim facility 4 3 2 1 9
13. Indoor classrooms/meeting room spaces 4 3 2 1 9
14. Indoor fitness/exercise center 4 3 2 1 9
15. Indoor group exercise studios 4 3 2 1 9
16. Indoor rental spaces (test kitchen, party rooms, etc.) 4 3 2 1 9
17. Indoor sports turf fields (football, lacrosse, etc.) 4 3 2 1 9
18. Multi-purpose baseball/softball fields 4 3 2 1 9
19. Multi-purpose soccer fields 4 3 2 1 9
20. Natural areas and greenspaces 4 3 2 1 9
21. Nature centers/environmental learning centers 4 3 2 1 9
22. Outdoor aquatic/swim facilities 4 3 2 1 9
23. Outdoor basketball courts 4 3 2 1 9
24. Outdoor education spaces 4 3 2 1 9
25. Outdoor event rental spaces 4 3 2 1 9
26. Outdoor exercise equipment/courses 4 3 2 1 9
27. Outdoor performance spaces 4 3 2 1 9
28. Park ramadas/pavilions 4 3 2 1 9
29. Pickleball courts 4 3 2 1 9
30. Playground equipment designed for all community members 4 3 2 1 9
31. Rock walls and ropes courses 4 3 2 1 9
32. Sand volleyball courts 4 3 2 1 9
33. Skate park 4 3 2 1 9
34. Skating rink (roller skating) 4 3 2 1 9
35. Splash pads/spray parks 4 3 2 1 9
36. Tennis courts 4 3 2 1 9
10. Which FOUR facilities/amenities from the list in Question 9 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the first column in Question 9, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE
Item 3A - Page 214
©2024 ETC Institute Page 4
11. Please indicate how well your needs are being met for each of the ACTIVE AGING programs and services listed below on a scale of 4 to 1, where 4 means your needs are "Fully Met," and 1 means your needs are "Not Met" at all. If you do not have a need for an item listed, please circle "9" for "No Need."
Active Aging Programs and Services Fully Met Mostly Met Partly Met Not Met No Need
1. Dance lessons and programs 4 3 2 1 9
2. Senior sports leagues 4 3 2 1 9
3. Music classes and programs 4 3 2 1 9
4. Social gatherings 4 3 2 1 9
5. Special interest classes (gardening, writing, book clubs) 4 3 2 1 9
6. Volunteer opportunities 4 3 2 1 9
7. Other: ___________________________________________ 4 3 2 1 9
12. Which TWO ACTIVE AGING programs/services from the list in Question 11 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the list in Question 11, or circle "NONE."]
1st: ____ 2nd: ____ NONE
13. Please indicate your level of agreement with the following statements concerning some potential benefits of Palm Springs's recreation facilities, programs, or services by circling the corresponding number.
The recreation system in Palm Springs... Strongly
Agree Agree Neutral Disagree Strongly Disagree Don't Know
01. Improves my (my household's) mental health and reduces stress 5 4 3 2 1 9
02. Improves my (my household's) physical health and fitness 5 4 3 2 1 9
03. Helps to reduce crime in my neighborhood and keep kids out of trouble 5 4 3 2 1 9
04. Makes Palm Springs a more desirable place to live 5 4 3 2 1 9
05. Is age-friendly and accessible to all age groups 5 4 3 2 1 9
06. Provides positive social interactions for me (my household) 5 4 3 2 1 9
07. Is physically accessible to all people 5 4 3 2 1 9
08. Promotes tourism to the City and the region 5 4 3 2 1 9
09. Provides recreation services and programs for residents with special needs 5 4 3 2 1 9
10. Provides volunteer opportunities 5 4 3 2 1 9
11. Other: _______________________________________________ 5 4 3 2 1 9
14. Which FOUR of the benefits from the list in Question 13 are MOST IMPORTANT to you and members of your household? [Write in your answers below using the numbers from the list in Question 13, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ 4th: ____ NONE
15. Please rate your level of satisfaction with the overall value that your household receives from facilities, programs, or services at Palm Springs Recreation. ____(5) Very satisfied
____(4) Satisfied
____(3) Neutral
____(2) Dissatisfied
____(1) Very dissatisfied
____(9) Don't know
16. Based on your perception of value, how would you want the City to fund future recreation needs? ____(1) Increase funding
____(2) Maintain existing funding levels
____(3) Reduce funding
____(4) Not sure
Item 3A - Page 215
©2024 ETC Institute Page 5
17. The following is a list of actions the City of Palm Springs could take to improve its parks and recreation system. Please indicate your support for each potential action by circling the corresponding number to the right.
Types of Improvements Very
Supportive
Somewhat
Supportive Not Sure Not Supportive
01. Develop additional splash pads to new and existing parks and the Swim Center 4 3 2 1
02. Develop an additional pool for swim lessons or therapy programs 4 3 2 1
03. Develop aquatic playgrounds 4 3 2 1
04. Develop fieldhouse (indoor sports fields facility) 4 3 2 1
05. Develop larger indoor rental venues 4 3 2 1
06. Develop new bike park facility, pump track 4 3 2 1
07. Develop new multiuse recreation facilities 4 3 2 1
08. Develop public art opportunities 4 3 2 1
09. Expand the Swim Center 4 3 2 1
10. Improve existing parks infrastructure (e.g., benches, shade structures, water fountains, wi-fi) 4 3 2 1
11. Improve existing playgrounds 4 3 2 1
12. Improve existing trail system (increasing connectivity/accessibility) 4 3 2 1
13. Improve inclusion services or accessibility to programs and facilities 4 3 2 1
14. Other: __________________________________________________________ 4 3 2 1
18. Which THREE improvements from the list in Question 17 are MOST IMPORTANT to your household? [Write in your answers below using the numbers from the list in Question 17, or circle "NONE."]
1st: ____ 2nd: ____ 3rd: ____ NONE
19. If you had an additional $100, how would you allocate the funds among the categories listed below? [Please be sure your total adds up to $100.]
$_______ Implement improvements to existing amenities at the City's parks and recreation facilities $_______ Add new passive recreation amenities throughout the City $_______ Hire more City staff to be able to more closely monitor and maintain parks and recreation facilities $_______ Purchase additional land for conservation
$100 TOTAL
Demographics
20. Are you a full or part time resident of Palm Springs? ____(1) Full time ____(2) Part time [Answer Q20a.]
20a. How many months out of the year do you live in Palm Springs? _______ months
21. Your gender: ____(1) Male ____(2) Female ____(3) Non-binary
22. Your age: _______ years
23. Are you or other members of your household of Hispanic, Spanish, or Latino/a/x ancestry? ____(1) Yes ____(2) No
24. Which of the following best describes your race/ethnicity? ____(01) Asian or Asian Indian
____(02) Black or African American
____(03) American Indian or Alaska Native
____(04) White or Caucasian
____(05) Native Hawaiian or other Pacific Islander
____(99) Other:
Item 3A - Page 216
©2024 ETC Institute Page 6
25. What is the primary language spoken in your home?
____(1) English
____(2) Spanish
____(3) Vietnamese
____(4) Other:
26. Please share any additional comments that could assist us in improving recreational facilities and programs/services.
27. RESEARCH PANEL AND FUTURE PARTICIPATION: Would you be willing to participate in future surveys or focus groups sponsored by the City of Palm Springs? [You will only be contacted by ETC Institute, and your information will NOT be shared with the City.] ____(1) Yes [Please answer Q27a.] ____(2) No
27a. Please provide your contact information.
Your Name:
Mobile Phone Number:
Email Address:
Providing your contact information does not automatically sign you up for the Research Panel. ETC Institute will first provide interested residents with additional information about the panel and then residents can decide whether or not they would like to participate.
28. Would you like to opt-in to a drawing for a chance to win one of five $100 prepaid Visa gift card for fully completing your survey? [Gift cards are only sent via email and limited to one entry per household.]
____(1) Yes [Please answer Q28a.] ____(2) No
28a. Please provide your contact information.
Email Address:
This concludes the survey. Thank you for your time!
Please return your completed survey in the enclosed return-reply envelope address to:
ETC Institute, 725 W. Frontier Circle, Olathe, KS 66061 Your responses will remain completely confidential.
The information to the right will ONLY be used to help
identify the level of need in your area. Thank you!
Item 3A - Page 217
Palm Springs Parks & Recreation Master Plan 23
appendix C:
understanding
the system today
Item 3A - Page 218
1 Understanding
the System Today
July 2024
Item 3A - Page 219
1~1111'1\ I
1111, ldf?' 1111
Agency
Landscape + Planning
pal rin
parks & recreation
ma plan
2 Sunrise Park
Item 3A - Page 220
1 Table of Contents
03 System Overview
14 Emerging Gaps & Opportunities
19 Parks, Trails, & Facilities Profiles
19 North Palm Springs
25 Central Palm Springs
39 South Palm Springs
Item 3A - Page 221
2 Sunrise Park
Deuth Park
Palm Springs
Arts Museum
Desert
Highland Park
City Hall
Public Library
Ruth Hardy Park
Palm Springs
High School
Vista Del Monte
Elementary School
Cielo Vista
Charter School
Cahuilla
Elementary School
Raymond Cree
Middle School
Katherine Finchy
Elementary School
North Palm Springs
Pg. 19
Central Palm Springs
Pg. 25
South Palm Springs
Pg. 39
Tahquitz Creek Golf Course
Baristo Park
Frances Stevens Park
Downtown Park
Victoria Park
Gateway Park
David H. Ready Dog Park
Wellness Park
34%
of residents are within a
10-minute walk of a park
(The Trust for Public Land’s
standard for park access
is 60%)
Less than $45K
$45K - $65K
$65K - $85
$85K - $105K
Over 105K
MEDIAN HOUSEHOLD INCOME
BY CENSUS TRACT (2021)
10 minute walk
5 minute walk
WALKING DISTANCE
TO A PARK
Park Access in Palm Springs
Condo Communities
Item 3A - Page 222
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3 The Palm Springs Parks &
Recreation System
Map Data Source: Palm Springs Condo locations estimated using Palm Springs Homes, "Map of Condo Communities in Palm Springs, CA," accessed on May 11, 2024, available online.
INTRODUCTION
Palm Springs is a unique community. Located at the foot of the San Jacinto mountains, the City sits on the land of the Agua Caliente Band of Cahuilla Indians. While the 2020 Census estimates a resident population of 44,000, Palm Springs welcomes 14 million tourists annually, with a large number of seasonal and part-time residents.
Today and historically, Palm Springs has been a relatively racially segregated city, and work is ongoing to address both real and perceived inequity in the distribution of public resources in the City. In September 2021, the City issued a formal apology for the destruction and displacement of a primarily black-owned neighborhood, known as Section 14, in the 1950s and 1960s. The City is undergoing numerous transformations to improve its walkability, bikeability, sustainability, and enhance and activate its Downtown. Parks and recreation will play a critical role in addressing the community’s needs as the City evolves in the coming years.
The City’s largest revenue source is sales taxes, followed by a Transient Occupancy Tax (TOT). Palm Springs Parks and Recreation has been historically underfunded in the City; the City’s budget has increased substantially in the last three years, allowing for a substantial increase in Parks and Recreation allocations.
This report considers the physical assets owned and managed by the Palm Springs Parks and Recreation Department today and does not include analysis of recreation programming, which is analyzed in a separate report.
Item 3A - Page 223
4 Mini Parks
Neighborhood Parks
Community Parks
Size: 0.25-2 acres
Experience: Short visits, social places, curb
appeal. May incorporate city infrastructure.
Users: Residents within 0.25 miles
Size: 2-20 acres
Experience: Play, active recreation,
gathering, events programming.
Users: Residents within 0.5 - 1 mile
Size: 20+ acres
Experience: Larger recreational amenities,
athletic fields, open spaces, nature areas.
Users: City-Wide, sometimes Regional
CLASSIFYING PALM SPRINGS PARKS
The City of Palm Springs does not use formal park classifications internally today. Park classifications can provide guidelines for future development options and ensure that program and facilities are appropriately suited to park types. The following standard classifications have been tailored to Palm Springs parks based on their size and program today and will be further adapted and expanded on in the final plan.
Specialized Parks
Size: Varies Widely
Experience: Serve a single purpose or
specific user group.
Users: Regional
Open Spaces
Size: Varies Widely
Experience: Nature experiences that may
include natural or paved trails.
Users: Regional
DESERT
HIGHLAND
VICTORIA
PARK
DOWNTOWN
PARK
WELLNESS
PARK
DAVID. H READY
DOG PARK
RUTH HARDY
PARK
SUNRISE
PARK
DEMUTH
PARK
BARISTO
PARK
FRANCES
STEVENS
PARK
GATEWAY
PARK
SOUTH LYKKEN TRAILHEAD
MUSEUM TRAILHEAD GARSTIN TRAILHEAD
ARABY TRAILHEAD
Item 3A - Page 224
I
- • I
-
.. I -
5 CONDITION ASSESSMENT METHODOLOGY
To complete this assessment, the team conducted site visits of all parks, facilities, trails, and amenities managed by the Palm Springs Parks and Recreation Department in February 2024. The team developed an inventory framework in collaboration with city staff, then inventoried the presence of and condition of all relevant amenities throughout the parks and recreation system.
The team then analyzed that data in relation to level of service data, qualitative information gathered in the stakeholder working group kickoff and community engagement workshops, and
demographic data, with a particular focus on social vulnerability.
CONDITION ASSESSMENT CATEGORIES
Poor: Beyond useful life; visible major defects or significant repair needed (material/equipment condition and surfaces condition); safety concern; or other conditions that limit its use; not ADA compliant; repair or replacement needed as soon as possible.
Fair: 50-100% of useful life, greater number of minor defects and visible wear (material/equipment condition and surfaces condition), use still possible.
Good: 25-50% of useful life, only minor defects or wear visible (material/equipment condition and surfaces condition), that do not affect use.
Excellent: With first quartile of useful life, no visible defects (material/equipment condition and surfaces condition),
updated or relatively new.
The rating for each element was determined by the lowest grade of any part. ADA compliance was also evaluated based on the city’s criteria and guidelines. The data is summarized first by four topic areas: Parks, Facilities, Trails, and Connectivity. Additional detail is then provided for each site, organized into three subchapters for North, Central, and South Palm Springs.
Poor Excellent
Amenities here are
beyond their useful
life and in need of
replacement.
Amenities here are
usable but nearing the
end of their useful life.
UNDERSTANDING CONDITION ASSESSMENTS
Amenities here have
only minor wear and
tear that does not
affect their use.
Amenities here are
new with no visible
defects.
Fair Good
Item 3A - Page 225
-
-
-
-
6 Sports Social Play
51 120 19
Art / Nature Water Comfort
22 5 70
11 Parks
Amenities
Sports
Social
9 Tennis Courts
12 Pickleball Courts
5 Rectangular Fields
10 Diamond Fields
Volleyball Courts
3.5 Basketball Courts*
5 Outdoor Fitness
Equipment
1 Skateboard Park
6 Playgrounds for
5 - 12 year olds
6 Playgrounds for
2 - 5 year olds
3 Pavillions
58 Benches
15 Grills
44 Picnic Tables
5 Total Amenities
2 Bocce Pit
1 RX Pit
4 Dog Areas
Parks Summary
* Sunrise Park has a half basketball court
Play
Item 3A - Page 226
7 Art/Nature
1 Community Garden
20 Art Pieces
1 Interpretative
Garden/ Nature Walk
Water
4 Water Features
1 Pool
Comfort
18 Shade Structures
23 Restroom Stalls
13 Drinking Fountains
7 Dog Poop Bag
Stations
9 Parks w/
Lights
Peer Comparisons
PARK ACREAGE PER 1,000 RESIDENTS
RESIDENTS PER
RECTANGULAR FIELD
RESIDENTS PER
PLAYGROUND
RESIDENTS PER
DOG PARK
Could be Improved! At Par with Peers! Leading among its Peers!
11.8 Acres
3.5 Acres
11.8 Acres
Comparable peer cities tend to have more acres
of park per 1,000 residents than Palm Springs.
Palm Springs
Data Source: National Recreation and Parks Association (NPRA) Parks Metrics for Median Peer city park systems and in-house research. * Small Peer Cities are localites with a 20,000 to 49,999 population ** Medium Peer Cities are localities with a 50,000 to 99,999 population Palm Springs, CA
Small Peer City Median*
Medium Peers City Median**
9,045
8,874 13,244
3,769
2,844 3,779
28,945 56,221
11,306
Small Cities Medium Cities
Palm Springs
NPRA Peer Median NPRA Peer Median
Small Cities Medium Cities
Palm Springs
NPRA Peer Median
Small Cities Medium Cities
Item 3A - Page 227
8 James O Jessie.
Desert Highland
Unity Center
Gyms/Courts Computer Labs Locker Areas
4 1 3
Tiny Tots Spaces Fitness Centers Restroom Facilities
3 2 6
7 Facilities
Amenities
Total Amenities
Admin Offices/Storage
7 Multipurpose Rooms
6 Air Conditioned Facilities
6 DeMuth
Community
Center
Sunrise Plaza
Leisure Center
Sunrise Plaza
Pavillion
Gyms or
Courts
Computer
Labs
Tiny Tots
Spaces
Fitness
Centers
Restrooms Admin Offices
/Storage
Air
Conditioned
Multipurpose
Rooms
Facilities Summary
Item 3A - Page 228
9 Peer Comparisons
RESIDENTS PER OUTDOOR
SWIMMING POOL
RESIDENTS PER
SKATE BOARD PARK
Could be Improved! Could be Improved!
FULL-TIME EMPLOYEES (FTE) PER 10,000 RESIDENTS
10.3 FTE
Palm Springs
NRPA Peer Median
RESIDENTS PER
COMMUNITY CENTERS
Leading among its Peers!
Palm Springs
NRPA Peer Median
Palm Springs
NRPA Peer Median
Data Source: National Recreation and Parks Association (NPRA) Parks Metrics for Median Peer city park systems and in-house research. 45,223
11.7 FTE
* Small Peer Cities are localites with a 20,000 to 49,999 population ** Medium Peer Cities are localities with a 50,000 to 99,999 population Palm Springs, CA 8.6 FTE
Small Peer City Median*
Medium Peers City Median**
15,074 45,223
Small Cities Medium Cities
29,018 46,665 26,813 55,605
Small Cities Medium Cities
36,000 65,904
Small Cities Medium Cities
Sunrise Skate
Park
Sunrise Swim
Center
Palm Springs
Stadium
Gyms or
Courts
Computer
Labs
Tiny Tots
Spaces
Fitness
Centers
Restrooms Admin Offices
/Storage
Air
Conditioned
Multipurpose
Rooms
Item 3A - Page 229
10 Diamond
Fields
Basketball Courts
Pickleball Courts
Skateboard Park
Outdoor Fitness Equipment
Poor Excellent
Rectangular
Fields
Tennis
Courts
Picnic
Tables
Pavillions
Benches
Grills
Shade
Structures
Restooms
2 to 5 yr old
Playgrounds
Dog Parks
Community
Garden
Water
Features
5 to 10 yr old
Playgrounds
Average Conditions of Select Amenities in Parks
All Spray Pads, located
across 6 parks, are out
of commision.
All Shade Structures were
recently installed & are in
excellent condition. They’ve
been placed across 6 parks.
James O. Jessie Community Center at Desert Highland Park Item 3A - Page 230
11 Average Conditions of Select Amenities in Facilities Admin
Offices
Exterior
Signage
Lobbies
Entrance Walking
Paths
Restrooms
AV Equipment
Locker
Areas
Poor Excellent
Entrance walk ways to facilities are on
average in good condition. The walking
path for the James O Jessie Center
was recently renovated & is in
excellent condition.
The City is working to address
digital equity with signficant
computer lab investments.
Concession
Stands
Lockers are located in
the Palm Spring Stadium,
Demuth Community Center
& Sunrise Swim Center.
They all need renovations.
All facilities have admin offices.
However, James O Jessie &
Demuth Community Center
need more offices in order to
accomodate current staff.
Item 3A - Page 231
12 15*
Trailheads
Number of Trailheads with ....
Signage & Way finding Shade Tables/ Benches
Restrooms Drinking Fountains Trash Receptacles
3 0 0
0 0 3
Garstin Trailhead Signage
Araby Trailhead Car Parking
Museum Trailhead
“Create places to enjoy
views - look outs”
"More way finding from
Trails to the City!"
"Interpretive signage should
share the tribal / original people's
history, the area's plants!"
"Need drinking fountains
at trailheads"
"Need bathrooms
at trail-heads
Note: Community quotes come from first Working Group
Session for Palm Springs Parks and Recreation Plan.
*Only four trailheads were inventoried during the condition assessment; Araby, Museum, Garstin, and South Lykken.
Trails Summary
Item 3A - Page 232
13 Parks
Facilities
Trails
Overall Connectivity
Overall Connectivity
Overall Connectivity
Good
Fair
Poor
CAR PARKING
9 out of 11 parks
have on-street or
dedicated Parking
9 BIKE RACKS
16+ bike racks located
across Demuth, Sunrise
& Desert Highland
Parks, but they are all
non-standard designs.
3 BIKE REPAIR STATIONS
2 ADA ACCESSIBLE
6 Gateway Park and
Victoria park need
improvements to their
walking paths.
Located at Demuth
Center & the Sunrise
Public Library.
Both are broken!
CAR PARKING
All 6 facilities
have on-street or
dedicated Parking
6 BIKE RACKS
6 BIKE REPAIR STATIONS
0 ADA ACCESSIBLE
5 Recent renovations at
James O Jessie. Dessert
Highland Unity Center
removed ADA ramps
from the parking.
There are 8+ bike racks
located across all 6
facilities, but they are all
non-standard designs.
CAR PARKING
All 4 trails
have on-street
or dedicated
Parking
4 BIKE RACKS
No trailhead has bike
racks!
0 BIKE REPAIR STATIONS
0 ADA ACCESSIBLE
0 No trail is ADA
accessible.
Connectivity Summary
Item 3A - Page 233
14 The majority of residents are not
in walking distance to a park
There is room to grow to
meet current needs
14 Parks + Recreation
Gaps Today
34% of residents are within a 10-minute walk to a park. The Trust for Public Lands' recommended goal is 60%, with 100% being ideal. In hotter months, even a 10-minute walk to a park feels challenging, and open space plays a critical role in mitigating the impacts of heat waves. Increasing accessibly to parks can happen in two ways: increasing the number or size of parks and improving walkability to existing park land.
Palm Springs has fewer acres of park land than peers its size.
While privately-owned public space plays a role in serving the community, there are gaps. Based on today's resident population alone, Palm Springs could support additional park acreage.
Palm Springs has more
recreation facilities than peers
The City has just over 15,000 residents per community center, many fewer than its peers. That means residents enjoy more community center space per person! This also means staff capacity may be stretched across facilities.
Item 3A - Page 234
15 Sunrise Park
DeMuth Park
Palm Springs
Arts Museum
Desert
Highland Park
City Hall
Public Library
Ruth Hardy Park
Palm Springs
High School
Vista Del Monte
Elementary School
Cielo Vista
Charter School
Cahuilla
Elementary School
Raymond Cree
Middle School
Katherine Finchy
Elementary School
Tahquitz Creek Golf Course
Baristo Park
Frances Stevens Park
Downtown Park
Victoria Park
Gateway Park
David H. Ready Dog Park
Wellness Park
Potential Gaps in Level of Service
Based on level of service analysis, social
vulnerability, and absence of privatelyowned open space, areas highlighted in blue may be underserved by park land today.
Less than $45K
$45K - $65K
$65K - $85
$85K - $105K
Over 105K
MEDIAN HOUSEHOLD INCOME
BY CENSUS TRACT (2021)
10 minute walk
5 minute walk
WALKING DISTANCE
TO A PARK
Park Access in Palm Springs
Condo Communities
Item 3A - Page 235
' '
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+-
Increase access for youth
and families
16 Emerging
Opportunities
Areas with high youth populations are undeserved by
parks today, and parks and facilities in those areas
are in particular need of upgrades.
Trends in recreation for teens are evolving; many cities provide too few spaces for the specific needs of teens.
Community centers are in need of major repairs
and renovations, and the communities within a
10-minute walk of those facilities today represent a
higher percentage of residents experiencing social
vulnerability than Palm Springs as a whole.
Community engagement insights substantiate this
theme: for example, parents express frustration that
the aquatic center prioritizes lap swimmers over
family play time.
Item 3A - Page 236
+
+
+
+
Build on climate responsiveness
Enhance a sense of place
Adapt with evolving
recreation interests
17 Shade structures are all in excellent or good condition, indicating the City's responsiveness to that need.
Water amenities are lacking, but access to water is a
continuous concern in Palm Springs. Today there are more decorative water features in parks than recreation-focused water amenities.
A key opportunity identified by the Working Group is
the need for more flexible programming spaces (both
indoors and outdoors) to support diverse events and
activities.
The growth of Pickleball highlights the need to be
adaptable to shifting trends and preferences.
The Parks and Recreation Department has the opportunity to thoughtfully connect the broader public to Palm Springs' beloved arts and cultural resources.
Newer parks indicate a trend towards desert landscaping and could establish new standards for lighting and public art that enhance a sense of place and local character.
While public art exists in parks today, parks could better serve as a platform for storytelling about the rich histories of Palm Springs.
Item 3A - Page 237
+
+
19 1 2
3 North Palm
Springs
1 2
3 4
Desert Highland Park
Victoria Park
Gateway Park
James O. Jessie Desert
Highland Unity Center
Desert Highland Park and the James O.
Jessie Center serve a historically Black
community and one of the most youthful
populations. 23% of its residents within a
10-minute walk of are below 19 years of age.
Note regarding demographic data on
following spreads:
For Race and Ethnicity breakdowns
"AAPI" stands for Asian American
Pacific Islander and "Other" represents
individuals identified as another race
than listed, or two more more races.
4 Item 3A - Page 238
20 Sports Social Play
2 18 2
Art / Nature Water Comfort
5 0 9
Race and Ethnicity, 2021
Age Groups, 2021
AVERAGE CONDITIONS OF AMENITIES
AMENITIES BY THE NUMBERS
Latino (37%)
White (27%)
Black (31%)
AAPI (3%)
Other (2%)
37273132
0 to 9 yrs 10 to 19 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 13%
10%
25% 24%
19%
9%
Grills
Diamond
Fields
Basketball
Courts
Pavillions
Tables & Benches
Bathrooms
Excellent
Playgrounds
Poor
Lighting
Source: ACS 2017-2021 Data (reflects 2021 data)
Park Offerings The Neighborhood
FULL TIME POP 1,098
$44,058
41%
MEDIAN HH INCOME
PERCENT RENTERS
Who lives within a 10-minute walk of the park?
PARK SIZE: 18.1 ACRES
DESERT HIGHLAND PARK
Palm Springs’ northernmost park, Desert Highland is a vital community resource and home to the James O. Jessie
Community Center. Featuring a small stage and numerous
shaded grilling areas, it offers ample gathering space but lacks intention in how that space is organized.
According to the 2021 ACS, Desert Highland Park has the greatest share of youth under 19 and Black or African-American residents within a 10-minute walk. Nearby residents have the second lowest median income of any city park. 10 min walk
5 min walk
Item 3A - Page 239
le
•
•
•
•
•
flJ II
21 JAMES O. JESSIE DESERT
HIGHLAND UNITY CENTER
FACILITY
Building Exterior & Signage
Restrooms
Admin Offices & Storage
Lockers
Poor
Fair
Fair
N/A
Gym/Courts Computer Lab Multipurpose Room
Tiny Tots Space Air Conditioning Outdoor Space
AVERAGE CONDITIONS OF AMENITIES
AMENITIES
Facility Offerings
This well-used facility's indoor spaces are in need of renovation and redesign to accommodate their many uses. Students are currently congregating in the sparse library and one multipurpose room, both of which lack comfortable furniture.
The Center has a sizable computer lab but AV systems, including projector and audio setup, are in need of repair. During the walk through, staff reported a need for additional administrative office space and storage options (which is currently supplemented by a freight container outside the facility). “facilities are sooo old, not designed for modern
needs”
“We need more event areas,
band stage like Palm Desert”
What we heard
Springs Working Group
from the Palm
Item 3A - Page 240
22 VICTORIA PARK
PARK SIZE: 8.7 ACRES
Victoria Park is a rectangular park directly adjacent to the Vista Del Monte Elementary School. Located on a corner, it has great visibility from the neighborhood and could act as a beloved neighborhood green. It currently lacks a clear gateway, path network, or way finding that advertises it as a public park, and its green space is under programmed. The absence of lighting makes it inaccessible for evening use.
While the population within a 10-minute walk skews older, Victoria Park is within a 20-minute walk of younger and more vulnerable communities that could benefit from additional amenities.
Sports Social Play
2 11 2
Art / Nature Water Comfort
5 7 Latino (25%)
White (58%)
Black (10%)
AAPI (4%)
Other (2%)
255810412
0 to 9 yrs 10 to 19 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 7% 5%
14%
22%
31%
21%
American Indian &
Art Alaskan Native (1%)
Tables
Benches
Grills
Shade
Structures
Excellent
Bathrooms
Poor
Diamond
Fields
AMENITIES BY THE NUMBERS
AVERAGE CONDITIONS OF AMENITIES
Park Offerings The Neighborhood
FULL TIME POP 1,753
$60,305
36%
MEDIAN HH INCOME
PERCENT RENTERS
Who lives within a 10-minute walk of the park?
Race and Ethnicity, 2021
Age Groups, 2021
Source: ACS 2017-2021 Data (reflects 2021 data)
10 min walk
5 min walk
0 Item 3A - Page 241
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•
•
•
•
•
23 GATEWAY PARK
PARK SIZE: 1.8 ACRES
Gateway Park, just north of the Palm Springs Airport, is on the corner of Gene Autry Trail and E Vista Chino, two high-speed roadways flanked by narrow sidewalks. There is no parking at the park, so the primary entrance is through the adjacent neighborhood, a bucolic, small, and wealthy enclave with three neighborhood streets that dead-end at Gateway Park.
Gateway Park’s desert landscaping creates a well designed pocket park despite its hard-to-reach location. Currently featuring bocce ball, the park could likely support additional outdoor fitness equipment.
Sports Social Play
0 6 2
Art / Nature Water Comfort
0 0 3
Latino (20%)
White (62%)
Black (4%)
AAPI (9%)
Other (5%)
2062495
0 to 9 yrs 10 to 19 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 3%
7%
18%
23%
32%
17%
Walking
Path
Shade
Structures
Excellent
Benches
Poor
10 min walk
5 min walk
AMENITIES BY THE NUMBERS
AVERAGE CONDITIONS OF AMENITIES
Park Offerings The Neighborhood
FULL TIME POP 445
$86,539
14%
MEDIAN HH INCOME
PERCENT RENTERS
Who lives within a 10-minute walk of the park?
Race and Ethnicity, 2021
Age Groups, 2021
Source: ACS 2017-2021 Data (reflects 2021 data)
Item 3A - Page 242
•
•
•
•
•
25 Central
Palm Springs
1 2
3 4
5 6
Downtown Park
Frances Stevens Park
Baristo Park
Sunrise Park
Sunrise Park Facilities
Museum Trail
8 David H. Ready Dog Park
1 2
3 4
5 6
7 8
Wellness Park
Ruth Hardy Park
9 9
Downtown
Park serves
predominantly
seniors. 72% of those
within a 10-minute
walk of the park are
55 years or older.
David H Ready Dog Park
serves a predominantly
Latino population and the
greatest share of renters.
73% of those within a
10-minute walk of the
park are renters.
Baristo Park serves the greatest
number of residents. An estimated
2,626 people live within a 10-minute
walk of the park.
Item 3A - Page 243
E Ta qulh: Can on
26 WELLNESS PARK
PARK SIZE: 4.9 ACRES
Sports Social Play
5 11 0
Art / Nature Water Comfort
1 1 3 Latino (17%)
White (69%)
Black (7%)
AAPI (4%)
Other (3%)
1769743
0 to 9 yrs 10 to 19 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 7% 8% 10%
30%
27%
18% Walking
Path
Garden &
Nature Walk
Fitness
Equipment
Water
Feature
Excellent
Benches
Poor
AMENITIES BY THE NUMBERS
AVERAGE CONDITIONS OF AMENITIES
10 min walk
5 min walk
Park Offerings The Neighborhood
FULL TIME POP 1,305
$48,343
56%
MEDIAN HH INCOME
PERCENT RENTERS
Who lives within a 10-minute walk of the park?
Race and Ethnicity, 2021
Age Groups, 2021
Source: ACS 2017-2021 Data (reflects 2021 data)
This specialty park directly adjacent to Ruth Hardy Park was developed as a community benefit by the Desert Healthcare District in collaboration with the City of Palm Springs, the Desert Water Agency, and Palm Springs Unified School District. Inspired by the federal government’s Healthy People 2020 program, the park encourages fitness, meditation, and disease prevention with multiple gardens, interpretive signage, and walking loops.
The park functions well today and serves as an interesting precedent for how wellness might integrate into other elements of the parks system.
Item 3A - Page 244
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•
•
•
•
27 RUTH HARDY PARK
PARK SIZE: 21.7 ACRES
Ruth Hardy Park is one of the City's largest parks and serves one of the largest populations within a 10-minute walk. That said, the park also attracts visitors city-wide for its tennis courts, ample shaded lawn space, and unique amenities like an RC remote controlled car racing track.
Most amenities are in good or excellent condition: grills should be renovated and the popularity of tennis could make the park a good candidate for additional Pickleball courts.
Sports Social Play
12 25 3
Art / Nature Water Comfort
1 0 3 Latino (15%)
White (73%)
Black (4%)
AAPI (4%)
Other (4%)
1573444
0 to 9 yrs 10 to 19 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 7% 6% 7%
27%
32%
21%
Grills
Tables &
Benches
Tennis
Courts
Excellent
Playgrounds
Basketball Court
Poor
Lighting
AMENITIES BY THE NUMBERS
AVERAGE CONDITIONS OF AMENITIES
Park Offerings The Neighborhood
Who lives within a 10-minute walk of the park?
FULL TIME POP 2,080
$65,026
41%
MEDIAN HH INCOME
PERCENT RENTERS
Race and Ethnicity, 2021
Age Groups, 2021
Source: ACS 2017-2021 Data (reflects 2021 data)
Item 3A - Page 245
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•
•
•
•
28 DOWNTOWN PARK
PARK SIZE: 2.0 ACRES
Opened in 2021, Downtown Park was designed as a gathering place and urban oasis in the heart of the City’s busiest district.
Adjacent to the Palm Springs Art Museum and iconic Forever Marilyn statue, the park attracts many of the City’s visitors in addition to local residents. The park features beautiful lighting amenities and moveable furniture that could be adopted in other city parks and facilities, with passive seating and relaxation areas thoughtfully integrated into the park’s fabric.
A large water feature works in conjunction with shade to cool the park and was inspired by the Agua Caliente Band of Cahuilla Indians' famed Tahquitz Canyon waterfall.
Sports Social Play
0 1 0
Art / Nature Water Comfort
1 1 8
Latino (17%)
White (78%)
Black (1%)
AAPI (2%)
Other (2%)
1778122
0 to 9 yrs 10 to 19 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 0% 0%
14% 14%
33%
38%
Lighting
Pavillion &
Shade Structures
Excellent
Tables, Benches
& Bathrooms
Poor
Signage
AMENITIES BY THE NUMBERS
AVERAGE CONDITIONS OF AMENITIES
The Neighborhood
FULL TIME POP 532
$83,901
39%
MEDIAN HH INCOME
PERCENT RENTERS
Who lives within a 10-minute walk of the park?
Race and Ethnicity, 2021
Age Groups, 2021
Park Offerings
Source: ACS 2017-2021 Data (reflects 2021 data)
Item 3A - Page 246
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•
•
•
•
29 MUSEUM TRAIL & TRAILHEAD
TRAIL
This trailhead gives access to the Museum Trail, a 1.7 miles and 1,000 feet out-and-back path into the San Jacinto Mountains.
Hikers can also extend their hike to the mountain peak, continuing from Museum into Skyline Trail. Starting behind the Palm Springs Art Museum and culminating in iconic views of the valley below, the trail is highly accessible to the City’s main tourist areas and offers a resting point with picnic tables for those who brave the climb.
The trail is extremely popular: free parking is available at the garage nearby, but bike parking is limited. The trail is partially maintained by volunteers and was recently improved to remove potentially dangerous shortcuts.
AMENITIES
Trail Offerings
Signage & Way finding Shade
Tables/ Benches Restrooms
Water Fountains Trash Receptacles
Trail path Excellent
AVERAGE CONDITIONS
"More way finding from
Trails to the city!"
"Need drinking fountains
at trailheads"
"Need bathrooms
at trail-heads
What we heard from the Palm
Springs Working Group
Item 3A - Page 247
30 FRANCES STEVENS PARK
PARK SIZE: 3.3 ACRES
Located on a corner on North Palm Canyon Drive, the park acts as an oasis and art hub along one of the City’s main commercial avenues. While mature trees and a large water feature reduce temperatures, the park could benefit from additional shade options and movable furniture.
Home to the Desert Art Center, the park hosts numerous
events throughout the year in the sunken stage adjacent to the fountain. A semi-interior courtyard within the art center offers a cooling refuge but its public access and relationship to the main park is ambiguous.
0 to 9 yrs 10 to 19 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 2% 0%
11%
17%
40%
13 29%
79143 Latino (13%)
White (78%)
Black (1%)
AAPI (4%)
Other (3%)
The Neighborhood
FULL TIME POP 683
$84,263
28%
MEDIAN HH INCOME
PERCENT RENTERS
Who lives within a 10-minute walk of the park?
Race and Ethnicity, 2021
Age Groups, 2021
Source: ACS 2017-2021 Data (reflects 2021 data)
Park Offerings
Sports Social Play
0 0 0
Art / Nature Water Comfort
2 2 1
Water
Feature
Walking
Path Benches
Excellent
Art
Poor
Lighting
AMENITIES BY THE NUMBERS
AVERAGE CONDITIONS OF AMENITIES
Item 3A - Page 248
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31 Basketball
Court
Grills Tables
BARISTO PARK
PARK SIZE: 1.9 ACRES
Baristo Park serves the greatest number of people within a 10-minute walk of all city parks due to the density of housing in the neighborhood. It serves the second largest share of both households in poverty and renters. The parcel the park is on is bisected by the Baristo Flood Control Channel, restricting contiguous space. Fences dividing the park from the flood control channel are run down and broken in numerous places.
Most amenities are in fair or poor condition and in need of repair or replacement. The northwestern corner should be redesigned and programmed and the interface with the channel redesigned to maximize space and enhance the sense of place.
Sports Social Play
1 8 2
Art / Nature Water Comfort
0 0 3
0 to 9 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 7%
24% 25%
22%
15%
Latino (39%)
White (50%)
Black (6%)
AAPI (2%)
Other (2%)
39506212
American Indian &
Alaskan Native (1%)
10 to 19 yrs
7%
Benches
Excellent
Playgrounds
Poor
Park Offerings The Neighborhood
Who lives within a 10-minute walk of the park?
FULL TIME POP 2,626
$47,316
67%
MEDIAN HH INCOME
PERCENT RENTERS
Race and Ethnicity, 2021
Age Groups, 2021
Source: ACS 2017-2021 Data (reflects 2021 data)
AVERAGE CONDITIONS OF AMENITIES
AMENITIES BY THE NUMBERS
Item 3A - Page 249
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•
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•
32 DAVID H. READY DOG PARK
PARK SIZE: 1.6 ACRES
This specialty park offers fenced off-leash areas for both large and small dogs. With movable furniture, shade, and public art, the park is a destination for dog-owners in the area. The park serves the third largest population within a 10-minute walkshed (tied with Victoria Park) in an area that is generally lacking in public parkland.
The population within a 10-minute walk represents the highest share of Latinos of any park walkshed in the City as well as the lowest median income. Space might allow for more general amenities for the surrounding population in addition to the dog park.
Sports Social Play
0 32 2
Art / Nature Water Comfort
2 0 10
0 to 9 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 10%
21%
29%
16% 16%
10 to 19 yrs
8%
Latino (46%)
White (45%)
Black (2%)
AAPI (4%)
Other (3%)
4645243
Art
Benches
Walking
Path
Shade
Structures
Poor Excellent
Picnic
Tables
The Neighborhood
FULL TIME POP 1,716
$38,814
73%
MEDIAN HH INCOME
PERCENT RENTERS
Who lives within a 10-minute walk of the park?
Park Offerings
AMENITIES BY THE NUMBERS
AVERAGE CONDITIONS OF AMENITIES
Race and Ethnicity, 2021
Age Groups, 2021
Source: ACS 2017-2021 Data (reflects 2021 data)
Item 3A - Page 250
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•
•
33 Walking
Path
SUNRISE PARK
PARK SIZE: 34.6 ACRES
Serving as the City’s central park or hub, Sunrise Park is most defined by the facilities that surround it on all sides, including the High School, Baseball Stadium, Library, Aquatic Center, Pavilion, Leisure Center, and Skate Park. The park itself lacks clear way finding or internal organization and it is hard to navigate on foot.
The park has large grassy areas, a playground, a volleyball pit, and grills that need to be replaced or upgraded. As the library is redesigned, the park could use a refresh to consider its role as a connector between the various well-loved facilities that surround it and a “town green” for the city as a whole.
Sports Social Play
3 11 2
Art / Nature Water Comfort
0 1 3
0 to 9 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 3%
15%
28% 28%
23%
Latino (21%)
White (69%)
Black (2%)
AAPI (5%)
Other (2%)
21692512
American Indian &
Alaskan Native (1%)
10 to 19 yrs
3%
Grills Benches Tables
Excellent
Playgrounds
Skateboard Park
Poor
Signage
The Neighborhood
Who lives within a 10-minute walk of the park?
FULL TIME POP 1,392
$52,630
49%
MEDIAN HH INCOME
PERCENT RENTERS
Race and Ethnicity, 2021
Age Groups, 2021
Source: ACS 2017-2021 Data (reflects 2021 data)
Park Offerings
AVERAGE CONDITIONS OF AMENITIES
AMENITIES BY THE NUMBERS
Item 3A - Page 251
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34 SWIM CENTER
FACILITIES
The Swim Center, originally designed with a focus on lap swimming, features 22 lanes. However, due to Palm Springs’ high temperatures and the limited availability of public aquatic facilities, the center now serves a diverse range of users. It is cherished by dedicated lap swimmers, regularly used by the Palm Springs High School swim teams for after-school practices on weekdays, and popular among families with children for recreational water play. In fact, a statistically valid community survey conducted in 2024 for this Master Plan identified aquatic/ pool facilities as the most important recreational resource for Palm Springs residents, highlighting the need for prioritizing future investments in this area.
Today, the Swim Center is in need of significant renovations and expansion. Over the past year, it has faced public scrutiny due to unexpected closures, under-staffing, delayed maintenance, and concerns over unsanitary conditions. Today, the center is open from 7AM-3PM Monday-Saturday and 8AM-3PM on Sundays.
SUNRISE PARK
AVERAGE CONDITIONS OF SELECT AMENITIES
Building Exterior & Signage
Restrooms
Admin Offices & Storage
Lockers
Fair
Good
Fair
Fair
What we heard from the Palm
Springs Working Group
“pool seems only for adults - not kids or families”
“we need another pool”
Item 3A - Page 252
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