PALM SPRINGS STADIUM
Since its construction in the late 1940s, the Palm Springs Stadium has been a central hub for community sports and entertainment.
Every 4th of July, the stadium becomes the heart of the city's celebrations with its fireworks display, and it has also been the venue for various seasonal events, including Halloween carnivals and circuses. However, the stadium's main attraction has always been baseball, having hosted decades of games and spring training sessions for numerous collegiate teams and Pacific Coast Baseball League teams, including the California Angels, San Diego Padres, and Seattle Rainiers. Since the early 2000s, it has served as the home field for the Palm Springs Power Baseball Club.
The partnership between the City of Palm Springs and the Palm Springs Power team has played a significant role in the stadium's ongoing use. In 2006, the City of Palm Springs entered into a rental agreement with Palm Springs Power, granting them exclusive rights to use the on-site facilities for hosting home games and tournaments. While the City oversees repairs and maintenance, Palm Springs Power pays a monthly rent, and contributes to capital improvement costs and the day-to-day upkeep of the stadium facilities. The facilities include the Cerritos Field, three batting cages, eight bullpen mounds, locker rooms, an athletic training room, a clubhouse office, and seating for up to 5,000 spectators.
A recent assessment has underscored the urgent need for renovations at Palm Springs Stadium. In 2023, a third-party consulting firm conducted a Physical Needs Assessment of the Stadium's two concession stands and identified several critical issues, including deteriorated interior finishes, exposed drywall, faulty electrical wiring and plumbing, and non-compliance with ADA accessibility guidelines, as well as damaged sidewalks. In response, the City prioritized repairs, such as installing new sinks and flush valves, applying non-slip paint to walkways and stairs, and initiating the construction of new third-base bleachers, asphalt, and a merchandise booth. The stadium is also set to be repainted in fall 2024.
AVERAGE CONDITIONS OF SELECT AMENITIES*
Building Exterior & Signage
Concession Stands
Good
* Conditions assessment based on 2023 thirdparty assessment of facilities.
Fair
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36 FACILITIES
LEISURE CENTER
SUNRISE PARK
The Leisure Center is also home to the primary Parks and Recreation staff offices. The space is accessible via a courtyard it shares with Sunrise Pavilion and Swim Center. Much of the interior is outdated but functions well today.
The center has an interior courtyard surrounded by a dance studio, multiple multi-purpose rooms, tiny tot space, and rented classroom space.
AVERAGE CONDITIONS OF SELECT AMENITIES
Building Exterior & Signage
Restrooms
Admin Offices & Storage
Lockers
Excellent
Good
Good
N/A
SUNRISE PAVILION 2
The Sunrise Pavilion is a single large multi–purpose room featuring a stage, mirrored walls, and polished wooden floors.
The facility has dressings rooms, storage space, a kitchen for catering services, and a loading dock to support larger events.
The space is accessible via a courtyard it shares with the Leisure Center and Swim Center.
Building Exterior & Signage
Restrooms
Admin Offices & Storage
Lockers
Excellent
Good
Good
N/A
AVERAGE CONDITIONS OF SELECT AMENITIES
What we heard from the Palm
Springs Working Group
“how will we integrate the
different needs of each
neighborhood?”
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37 SUNRISE PLAZA SKATE PARK
Offering around 30,000 square feet of concrete skating area, the park is accessed through a vendor-managed skate shop that has one gender-neutral bathroom. The skate park includes shaded bleachers. Adjacent to the Swim Center, the skate park is only accessible via E Baristo Road in the North. Since the Skate Park abuts Ramon Road and is in the Southeast corner of Sunrise Park, circulation from the Southern edge should be improved to allow for pedestrian access.
AVERAGE CONDITIONS OF SELECT AMENITIES
Building Exterior & Signage
Restrooms
Admin Offices & Storage
Lockers
Good
Good
N/A
condition unknown
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39 South Palm
Springs
1 2
3 4
5 Araby Trailhead
Garstin Trailhead
South Lykken Trailhead
Tahquitz Golf Course
Demuth Park
1 6
Demuth Community Center
2 3
5 6
Demuth Park and Community Center serve a
predominantly AAPI community and the greatest
concentration of very low-income residents. 18%
of households within a 10-minute walk of the park
are living below the federal poverty line.
4 Item 3A - Page 256
40 DEMUTH PARK
PARK SIZE: 61 ACRES
Demuth Park is the City’s largest park and is adjacent to the Tahquitz Golf Course and Prescott Preserve. Heavily used by youth and adult sports leagues, Pickleball players, dog-owners, community farm users, and families, it serves the greatest share of households in the city below the federal poverty level (18%) within a 10-minute walk as well as the greatest share of AAPI residents (26%) within a 10-minute walk.
The park is on the CV link trail and features a shaded trail rest stop. Its sports amenities are largely in need of upgrades; rectangular fields in particular lack the infrastructure needed to support interested leagues, including well-maintained fields and nets, and lighting to enable play at night.
Sports Social Play
26 27 4
Art / Nature Water Comfort
5 0 20
0 to 9 yrs 20 to 34 yrs 35 to 54 yrs 55 to 69 yrs 70 yrs+ 6%
19%
27%
30%
9%
10 to 19 yrs
9%
Tables
& Benches
Diamond
Fields
Tennis
Courts
Pavillion
Grills
Excellent
Pickleball
Courts
Poor
Rectangular
Fields
Playgrounds
Dog Parks
Art
The Neighborhood
FULL TIME POP 1,314
MEDIAN HH INCOME $80,505
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
AMENITIES BY THE NUMBERS
AVERAGE CONDITIONS OF AMENITIES
PERCENT RENTERS 20%
Latino (30%)
White (42%)
Black (1%)
AAPI (26%)
Other (1%)
30421261
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•
•
•
•
•
41 DEMUTH COMMUNITY CENTER
FACILITY
The Demuth Community Center is a well loved but outdated building with no elevator and minimal ADA accessibility. The center is home to a privately-managed boxing club and karate school. The facility serves as a heating and cooling center yearround and its ground floor multipurpose room is heavily used by regular unhoused guests daily.
The gymnasium, while used for basketballs, has no audience seating and is limited in its multi-used functionality. About a third of the restroom stalls were closed when inventoried and the facility lacks locker rooms. A state of the art AC was installed in 2023.
AVERAGE CONDITIONS OF AMENITIES
AMENITIES
Facility Offerings
Building Exterior & Signage
Restrooms
Admin Offices & Storage
Lockers
Fair
Fair
Good
Poor
Gym/Courts Computer Lab Multipurpose Room
Tiny Tots Space Air Conditioning Outdoor Space
"We need arts / drama camps”
“Increased staff capacity
so we can program more”
What we heard from the Palm
Springs Working Group
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42 ARABY TRAILHEAD
TRAILHEAD
Araby Trailhead is accessible from a small unpaved parking lot off E Palm Canyon Drive, 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. The trailhead provides access to the Araby trail, which meanders through a residential area before continuing its northward climb, connecting to Berns Trail.
Signage & Way finding Shade
Tables/ Benches Restrooms
AMENITIES
Water Fountains Trash Receptacles
Trail path Fair
AVERAGE CONDITIONS
SOUTH LYKKEN TRAILHEAD
TRAILHEAD
Signage at this trailhead is well maintained and includes trail maps. From the trailhead, hikers can access the South Lykken Trail, an approximately 8.9 mile out-and-back hike.
For visitors, the trailhead offers some street parking: there is no bike parking and when inventoried, a hiker had locked their bike to a nearby railing. The trail is next to another trail privately managed by the Owit Canyon Land Trust.
Signage & Way finding Shade
Tables/ Benches Restrooms
AMENITIES
Water Fountains Trash Receptacles
Trail path Excellent
AVERAGE CONDITIONS
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43 GARSTIN TRAILHEAD
TRAILHEAD
The Garstin Trailhead is accessible only via a residential dead end with no explicitly public parking. There is no trailhead or trailhead infrastructure. The trailhead makes the start of Garstin Trail, but signage suggests that the trail is managed by the Santa Rosa San Jacinto National Monument. Continuing along this path, hikers can access Earl Henderson Trail and Shannon Trail.
Signage & Way finding Shade
Tables/ Benches Restrooms
AMENITIES
Water Fountains Trash Receptacles
Trail path Good
AVERAGE CONDITIONS
TAHQUITZ GOLF COURSE
GOLF COURSE
Abutting Demuth Park, the publicly-owned Tahquitz Golf Course has been managed by a third party vendor (Century Golf) since 2008. Today, the course is open from dawn to dusk (6:30am to 7:00pm in the summer), every day of the week.
Tahquitz Golf Course is a well-loved and valued public amenitiy.
Resident golfers use the course for individual practice, group outings, organizational functions, and tournaments. The facility, consists of two 18-hole courses (Legend and Resort), an island fairway, Champions Bar & Grill, full pro shop, all grass driving range, and scenic water features. For access, residents can drive or use the CV Link (Coachella Valley Alternative Transportation Route), which connects the course to other recreational facilities across the city.
The facility has been recognized for its historic value. Its clubhouse, which has welcomed resident golfers since its construction in 1967, was designed by renowned architect Hugh Kaptur. In 2023, its modernist design characteristics helped earn it a Class 1 historic designation. Its courses are also designed by storied architects; the Legend Course by William Francis Bell in 1957 and the Resort Course by Ted Robinson in 1995.
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44 APPENDIX
TABLE A: NATIONAL RECREATION AND PARK ASSOCIATION (NRPA)
PEER MEDIAN COMPARISONS
Palm Springs NPRA Peer Median Cities
(20,000 - 49,999 Population)
NPRA Peer Median Cities
(50,000 - 99,999 Population)
Summary of Population and Park Demographics
Population of jurisdiction 45,223 31,552 69,695
Square mileage of incorporated jurisdiction 94.7 17 27.9 Total number of parks 11 20 31
Total park acres 158.8 389.5 795.9
Parkland Ratios
Acres of parks per 1,000 residents 3.5 11.8 11.8
Number of residents per park 4,111 1,705 2,219
Number of acres per park 14.4 20.9 22.9
Effectiveness Ratios
Operating expenditures per capita $ 239.84 $78.88 $118.66 Operating expenditures per acre of parkland $ 68,309 $10,224 $4,568 Operating expenditures per FTE $ 278,106 $101,828 $113,400 FTEs per 10,000 population 8.6 11.7 10.3
Staff Summaries
Number of full-time employees 39 22 45
Number of non-full-time employees 37 56 139
Jurisdiction population per facility or activity areas within Park System Community centers 15,074 26,813 55,605
Playgrounds or play structures 3,769 2,844 3,779
Tot lots primarily dedicated for kids aged 2-5 7,537 11,480 11,951 Community gardens 45,223 29,000 57,000
Basketball courts (indoor and outdoor) 11,306 6,686 8,145 Diamond fields: total 4,522 2,145 3,566
Skateboard Parks 45,223 36,000 65,904
Dog park 11,306 28,945 56,221
Rectangular fields (multi-purpose) 9,045 8,874 13,244
Swimming pools (outdoor only) 45,223 29,018 46,665
Tennis courts (outdoor) 5,025 5,431 5,765
Pickleball (outdoor) 9,045 9,264 11,468
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45 Museum Trail
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Palm Springs Parks & Recreation Master Plan 25
appendix D:
operational
assessment
Item 3A - Page 263
Program And Services Assessment
Overview of Priorities and Core Program Areas
The Palm Springs Parks and Recreation Department has a professional staff that annually delivers a comprehensive parks and recreation program to Palm Springs residents. Department staff are responsible for the management and implementation of a diverse array of recreation programs, special communitywide events, and the operation of multiple facilities. Employees are engaged year-round in planning, implementing, conducting, and evaluating programs and events. All functions within the Department combine to provide hundreds of offerings in the areas of youth camps, aquatics, sports, health, fitness, senior services, and special events. But in addition to the provision of services provided directly by the Department, partnerships with other organizations are utilized throughout the service area. Through formal and informal cooperative relationships, various nonprofit agencies and other community partners assist with delivering select programs and indoor space to provide access for programs.
Core Program Approach
The vision of the Department is to be a premier parks and recreation systems in the region providing all residents access to high-quality programs and experiences. Part of realizing this vision involves identifying Core Program Areas to create a sense of focus around activities and outcomes of greatest importance to the community as informed by current and future needs. However, public recreation is challenged by the premise of being all things to all people, especially in a community such as Palm Springs. The philosophy of the Core Program Area assists staff, policy makers, and the public to focus on what is most important. Program areas are considered as Core if they meet most of the following categories:
• The program area has been provided for a long period of time (over 4-5 years) and/or is expected by the community.
• The program area consumes a relatively large portion (5% or more) of the agency’s overall budget.
• The program area is offered 3-4 seasons per year.
• The program area has wide demographic appeal.
• There is a tiered level of skill development available within the programs area’s offerings. • There is full-time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage (20% or more) of the local market.
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Palm Springs Recreation Core Program Areas
The Department currently offers programs in nine (9) Core Program Areas. These core program areas are listed below:
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 survey results, 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. According to NRPA, those determinants are:
• 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 Department’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 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, Core Program/Service Area
After School
Aquatics
Athletics/Sports
Day Camps
Community Events (Permitted)
Enrichment
Fitness, Health, Wellness
Rentals/Reservations
Special Events (City Operated Run)
Item 3A - Page 265
technology, dress, forms of address, decision-making style, planning processes, and forms of communication.
• Experiences desirable for clientele – Programs and services should be designed to provide the experiences desirable to meet the needs of the participants/clients in a community and identified target markets. This involves not only identifying and understanding the 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.
Age Segment Analysis
The table below depicts each program along with the age segments they serve. Recognizing that many programs serve multiple age segments, Primary and secondary markets were identified.
Age Segment Analysis – Current Segments Served
Findings from the 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 provide 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.
Core Program Area Preschool
(5 and Under)
Elementary
(6-12)
Teens
(13-17) Adult (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/Reservations P P P P
Special Events (City Operated Run) P P P P P P P
Total Primary Market 4 5 3 7 7 7 7
AGES SERVED
Primary Market or Secondary Market
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Lifecycle Analysis
A lifecycle analysis involves reviewing each core program identified by Palm Springs staff to determine the stage of growth or decline for each as a way of informing strategic decisions about the overall recreation program portfolio. The various stages of program lifecycles are as follows:
• Introduction - New program; modest participation.
• 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 based on strict quantitative data, but rather is based on staff’s knowledge of their program areas. The table below shows the percentage distribution of the various lifecycle categories of the Department’s core recreation programs. These percentages were obtained by comparing the number of programs in each individual stage with the total number of core programs.
Recreation Program Lifecycle Analysis - Current Distribution and Recommendations 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 align with trends and help meet the evolving needs of the community, In addition to the need to always introduce new programming to meet 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 Percentage Number Actual
Distribution
Best Practice
Distribution
Introduction 0% 0
Take-Off 22% 2
Growth 44% 4
Mature 33% 3 33.3% 40%
Saturated 0% 0
Decline 0% 0
Total 100% 9
All Core Programs: Lifecycle Stage
66.7% 50-60%
0.0% 0-10%
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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 with the introductory stage 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.
Program and Service Classification Methodology
The Parks and Recreation Department currently does not classify its programs and services. Classifying programs and services is an important process for an agency to follow to remain aligned with the community’s interests and needs, the mission of the organization, and to sustainably operate within the bounds of the financial resources that support it. The criteria utilized and recommended in program classification stems from the concept detailed by Dr. John Crompton, Distinguished University Professor in the Recreation, Park and Tourism Sciences Department at Texas A&M University and Dr. Charles W.
Lamb, Chair, Department of Information Systems and Supply Chain Management at Texas Christian University. In Marketing Government and Social Services, they purport that programs need to be evaluated on the criteria of type, who benefits, and who bears the cost of the program. This is illustrated below:
The approach taken in this analysis expands classifying services in the following ways:
• For whom the program is targeted?
• For what purpose?
• For what benefits?
• For what cost?
• For what outcome?
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•Public service
•Meritservice
• Private service
• 11 the pu lie
•Individuals who participate benefit but all members of the community benefit • The public through the tax system, no user charges
•Individual users pay partial costs
•Individual users pay full costs
Parameters for Classifying Program Types
The first milestone is to develop a classification system for the services and functions of the Department of Palm Springs Parks and Recreation Department. These systems need to reflect the statutory obligations of the Department, the support functions performed, and the value-added programs that enrich both the customer’s experience and generate earned revenues in mission-aligned ways to help support operating costs. To identify how the costs of services are supported and by what funding source, the programs are to be classified by their intended purpose and what benefits they provide. Then funding source expectations can then be assigned, and this data used in future cost analysis. The results of this process are a summary of classification definitions and criteria, classification of programs within the Department of Palm Springs Parks and Recreation Department and recommended cost recovery targets for each service based on these assumptions.
Program classification is important as financial performance (cost recovery) goals are established for each category of services. This is then linked to the recommendations and strategies for each program.
These classifications need to be organized to correspond with cost recovery expectations defined for each category. For the Master Plan effort, each program area is assigned a specific cost recovery target that aligns to these expectations.
Service Classification Process
The service classification process consists of the following steps:
1. Develop a definition for each program classification that fits the legislative intent and expectations of the Department; the ability of the Department to meet public needs within the appropriate areas of service; and the mission and core values of Department of Palm Springs’s Parks and Recreation Department.
2. Develop criteria that can be used to evaluate each program, function within the Department, and determine the classification that best fits.
Program Classification Descriptions
The program classification matrix was developed as a guide for the Department staff to follow when classifying programs, and how that program needs to be managed with respect to cost recovery. By establishing clarification of what constitutes a “Essential Public Service,” “Important Public Service,” and “Value Added Service” will provide the Department and its stakeholders a better understanding of why and how to manage each program area as it applies to public and private value.
Additionally, the effectiveness of the criteria linked to performance management expectations relies on the true cost of programs (direct and indirect cost) being identified. Where a program falls within this matrix can help to determine the most appropriate cost recovery rate that should be pursued and measured. This includes being able to determine what level of public and private benefit exists as they apply to each program area. Public benefit is described as, “everyone receives the same level of benefit with equal access.” Private benefit is described as “the user receives exclusive benefit above what a general taxpayer receives for their personal benefit.”
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Program Classifications
Program
Characteristics
ESSENTIAL
Programs
IMPORTANT
Programs
VALUE-ADDED
Programs
Public interest.
Legal Mandate.
Mission Alignment
• High public expectation • High public expectation • High individual and interest group expectation
Financial Sustainability • Free, nominal or fee
tailored to public needs.
• Requires public funding
• Fees cover some direct
costs.
• Requires a balance of public
funding and a cost recovery
target
• Fees cover most direct and
indirect costs.
• Some public funding as
appropriate
Benefits (i.e., health,
safety, protection of
assets).
• Substantial public benefit
(negative consequence if
not provided)
• Public and individual benefit • Primarily individual benefit Competition in the
Market
• Limited or no alternative
providers
• Alternative providers unable
to meet demand or need
• Alternative providers readily
available
Access • Open access by all • Open access
• Limited access to users
• Limited access to users
Classification of Services – Key Recommendations
The following recommendations should be considered to track fiscal performance and the delivery of programs and services.
• Classification of Services and the Assignment of Cost Recovery Goals: Core program areas should be classified based on the criteria identified earlier in this section. This process includes determining which programs and services within each core program area fit into each classification criteria. Then cost recovery goals can be established based on the guidelines included in this plan. The percentage of cost recovery is based on the classification of services and will typically fall within these ranges, although anomalies will exist:
Essential 0-25%.
Important 25-75%.
Value Added 75%+.
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Program and Service Financial Analysis – Fiscal Year 2024-25 The following operational financial analysis summarizes the Palm Springs Parks and Recreation Department’s fiscal performance benchmarked against communities across the country with populations of 20,000-49,999.
PLEASE NOTE: The following demographic factors impact the operating budget of the City of Palm Springs Parks and Recreation budget:
• Palm Springs has a cost of living index that is:
o 20% greater than the national average.
o 14% greater than the Phoenix, Arizona Metro Area.
o 18% greater than the Las Vegas, Nevada Metro Area.
• The population of Palm Springs is currently estimated at 46,347. • 14.1 million people visit Palm Springs annually.
System Comparison
To provide context for the financial analysis, it is important to compare 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.
TOTAL PARK ACREAGE
3.50 acres per 1,000 11.80 acres per 1,000 (8.30) acres per 1,000
AMENITIES AND FACILITIES
Playgrounds or play structures 1.00 Site per 15,449 1.00 Site per 3,105 1.00 Site per (12,344) Diamond fields 1.00 Site per 4,635 1.00 Site per 3,007 1.00 Site per (1,628) Basketball courts,standalone 1.00 Site per 11,587 1.00 Site per 7,501 1.00 Site per (4,086) Rectangular fields 1.00 Site per 9,269 1.00 Site per 3,333 1.00 Site per (5,936) Tennis courts 1.00 Site per 5,150 1.00 Site per 5,461 1.00 Site per 311 Dog parks 1.00 Site per 23,174 1.00 Site per 27,508 1.00 Site per 4,335 Tot lots 1.00 Site per 46,347 1.00 Site per 12,744 1.00 Site per (33,603) Swimming pools 1.00 Site per 46,347 1.00 Site per 27,081 1.00 Site per (19,266) Skateboard parks 1.00 Site per 46,347 1.00 Site per 33,167 1.00 Site per (13,180) Pickleball 1.00 Site per 3,862 1.00 Site per 7,737 1.00 Site per 3,875 18-hole golf courses 1.00 Site per 23,174 1.00 Site per 32,812 1.00 Site per 9,639 Driving range stations 1.00 Site per 927 1.00 Site per 12,700 1.00 Site per 11,773 Community Centers 1.00 Site per 15,449 1.00 Site per 27,858 1.00 Site per 12,409 Volleyball courts, standalone 1.00 Site per 11,587 1.00 Site per 14,280 1.00 Site per 2,693 Gymnasiums 1.00 Site per 23,174 1.00 Site per 24,486 1.00 Site per 1,313 Fitness zones/Exercise stations 1.00 Site per 11,587 1.00 Site per 27,262 1.00 Site per 15,675 Service Level Deltas
Delta Between Palm Springs and National
Averages
Service Level Less than National Average
Service Level Greater than National Average
Service Levels Averages for Benchmark
Agencies
Median Service Level
SOURCE: 2024 National Recreation and
Parks Association
Agency Performance Report
Communities with Populations
20,000-49,999
Service Levels
Current Palm Springs Service Level
based upon Current City Population
(46,347)
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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, pickleball courts, community centers and gymnasiums.
Operating Budget
The table below provides a comparison of Palm Springs against the lower quartile, median and upper quartile of communities across the country with populations 20,000-49,999 for the following fiscal metrics:
• Annual operating budget per capita
• Annual operating revenue per capita
• Annual cost recovery percentage
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 provides services to a percentage of the 14.1 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
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%.
Annual
Operating
Budget per
capita
Annual
Operating
Revenue per
Capita
Annual Cost
Recovery
Percentagte
Palm Springs $ 209 $ 34 16%
Communities populations 20,000-49,999
Lower Quartile $ 62 $ 12 19%
Median $ 115 $ 26 23%
Upper Quartile $ 226 $ 85 38%
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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.
Cost of Service Recommendations
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:
1. 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/off-season 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 2019/2020.
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.
2. 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 Item 3A - Page 273
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 are as follows:
• Primetime/Non-primetime • 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 Other Key Program and Service Assessment Findings
• Program Evaluation: Assessment and evaluation tools to measure the success of programs and services are not in place.
• Customer Satisfaction and Retention: The Department does not currently track customer satisfaction ratings or retention.
• Staff Training/Evaluation: The Department has a staff training program and solid evaluation methods in place.
• Public Input: The Department does not utilize survey tools to continually gather feedback on needs and unmet needs for programming on a regular basis. • Marketing: The Department utilizes several marketing strategies to inform Department residents of the offerings of the community; however, it lacks a formalized Marketing Plan which can be utilized to create target marketing strategies.
• Volunteers: The Department utilizes the city’s volunteer program that is managed by the Human Resources Department.
• Partnerships: The Department utilizes several partner providers to deliver programs to Palm Springs residents and is currently in the process of developing a formal partnership policy and updating the partnership agreement for the operations of the stadium. • Competition: The Department has a general understanding of other service providers but does not track this information regularly.
Other Key Program and Service Assessment Recommendations • Participation Data Analysis: Through ongoing participation data analysis, refine recreation program offerings to reduce low enrollment or cancelled programs due to no enrollment. • Expand programs and services in the areas of greatest demand: Ongoing analysis of the participation trends of programming and services in Palm Springs is significant when delivering high quality programs and services. By doing so, staff will be able to focus their efforts on the programs and services of the greatest need and reduce or eliminate programs and services where interest is declining. Specific efforts should be made to increase programming in the areas of greatest UNMET need as identified in the statistically valid survey.
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• Evaluation: Implement the program assessment and evaluation tools as recommended. • Marketing: Develop a formal marketing program that aligns with how residents would most like to receive information from the Department per the statistically valid survey.
Program Plan Summary
The Department is delivering quality programs, services, and events to the community, however, does have opportunity for improvement. The chart below provides a summary of the recommended actions that the Department should implement in developing a program plan to meet the needs of residents.
PROGRAMS AND SERVICES COMMUNITY NEED
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
Community events High Expand Next 2 years
Water fitness classes Medium Continue Immediately
Online/virtual programs 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 NA After-school programs for youth of all ages Low Continue Immediately Climbing programs Low Offer Only If Need Increases NA
Programs for people with special needs Low Offer Immediately Public skate Low Offer Only If Need Increases NA
Preschool programs Low Offer Only If Need Increases NA
Summer camps Low Continue Immediately
Teen/tween programs Low Continue Immediately
Hockey Low Offer Only If Need Increases NA
Recreation Programs and Services
Action Time Frame
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Staffing Assessment
Current Functional Organizational Structure
The following is the existing functional organizational structure of the City of Palm Springs Parks and Recreation Department.
Staffing Assessment Key Findings
The following summarizes the staffing assessment key findings as gleaned through the evaluation of data and workshops with staff.
• The current organizational structure is a hybrid of functional alignment (administration, youth programs, special events) and location based alignment (Demuth Park, Desert Highland Park, Palm Springs Swim Center).
o Location based alignment can create operational silos. • This type of organizational structure can create operational challenges for the Department.
Multiple Hat Wearing Syndrome
Wearing multiple hats in the workplace is a phenomenon that has gained increasing recognition in recent years. Within the Palm Springs Parks and Recreation Department, “multiple hats wearing” has developed in response to the creation of the city as a city, the department as a department and the quickly evolving/expansion of programs and services offerings to the community. The following provides an overview of the advantages and disadvantages of this practice. • Pros of Multiple Hat Wearing
o Employees who wear different hats often exhibit exceptional adaptability and versatility.
They possess a broader skill set and can seamlessly transition between various tasks and Item 3A - Page 276
ADMINISTRATION
Finance/Gronts/Proiects/Council RECREATION DIVISION
Filming/Banners/Commission/Public Demuth Park
ASSISTANT DIRECTOR MANAGER
Parks & Recreation Parks & Recreation
PROJECT MANAGER
Parks & Recreation
MAINTENANCE
WORKER
Parks & Recreation
PROJECT MANAGER
FY25 ADDITION
Parks & Recreation
PARK RANGER
Parks & Recreation
ADMINISTRATIVE
SPECIALIST
Parks & Recreation
PARK RANGER
Park s & Recreation
ACCOUNT SPECIALIST
FY25 ADDITION
Parks & Recreation
PARK RANGER
Parks & Recreation
ADMINISTRATIVE
ASSISTANT
Parks & Recreation
PARK RANGER
Parks & Recreation
ADMINISTRATIVE ASST
FY25 ADDITION
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
DIRECTOR
Parks & Recreation
RECREATION DIVISION
Desert Highland Park
MANAGER
Parks & Recreation
PROGRAM
COORDINATOR
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
SPECIAL EVENTS &
PARK PERMITTING
MANAGER
Parks & Recreation
PROGRAM
COORDINATOR
Parks & Recreation
PROGRAM
COORDINATOR
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
PARKS & RECREATION parksardrec@palmsµingsca.gov
YOUTH PROGRAMS
DIVISION
RECREATION
SUPERVISOR
Park s & Recreation
REC PROGRAM ASST
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
REC PROGRAM ASST
Parks & Recreation
REC PROGRAM ASST
Park s & Recreation
REC PROGRAM ASST
Parks & Recreation
SEASONAL STAFF
20~30, as needed
Parks & Recreation
AQUATICS DIVISION
AQUATICS MANAGER
Parks & Recreation
AQUATICS SUPERVISOR
Parks & Recreation
LEAD LIFEGUARD
Parks & Recreation
FT LIFEGUARDS x4-5
Parks & Recreation
PT LIFEGUARD, x4-7
Parks & Recreation
roles. This flexibility can be invaluable in fast-paced work environments where agility and multitasking are highly valued.
o Wearing multiple hats allows employees to gain exposure to different areas of the business, enabling them to develop a comprehensive understanding of the organization.
This expanded knowledge base can contribute to enhanced problem-solving abilities and a more comprehensive approach to decision-making.
o Donning different hats can lead to increased job satisfaction. Employees who can engage in diverse tasks are less likely to experience monotony or boredom. This variety keeps them intellectually stimulated and motivated, resulting in higher levels of engagement and productivity.
o Wearing multiple hats can foster a sense of autonomy and ownership over one's work.
Employees feel empowered when they have the freedom to contribute to various aspects of a project or initiative, leading to a greater sense of fulfillment and personal growth. • Cons of Multiple Hat Wearing
o Managing multiple responsibilities can lead to increased stress levels. o Juggling numerous tasks simultaneously requires exceptional time management and organizational skills. Employees may face the challenge of prioritizing their workload and meeting deadlines, leading to heightened pressure and potential burnout. o The quality of work may be compromised when individuals are stretched too thin, as they may struggle to devote sufficient time and attention to each task. o Evaluating the performance and contributions of employees wearing different hats can be a complex process. Traditional performance metrics and evaluation methods may not adequately capture the multifaceted nature of their responsibilities. It becomes challenging for employers to assess individual contributions accurately and reward employees accordingly. This can create a sense of ambiguity and hinder career progression opportunities for those who excel in their multifunctional roles. o Though wearing multiple hats can enhance operational efficiency by reducing the need for specialized roles, it may also lead to a lack of expertise in certain areas.
Organizations need to ensure that critical functions receive sufficient attention and expertise to maintain high-quality outcomes. Businesses must carefully manage workload distribution to prevent overburdening employees and ensure that each task receives the necessary level of attention.
Operational Silos
• Operational silos occur when business units do not interact with each other and, in turn, can create operational challenges for the Department. The following provides an overview of these challenges.
o Silo Mentality – The operational silos can create an organizational way of thinking often described as Silo Mentality within the Department. This mentality results in management groups not sharing information, goals, tools, priorities, and processes with each other.
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o Duplication of Services and Programs – The operational silos can contribute to a lack of collaboration and communication in the development of programs and services that meet the needs of the residents of Palm Springs. This can lead to not only a duplication of services and an inefficient use of funding.
o Inconsistent Facility Management – The operational silos can contribute to a lack of consistent standards in managing and maintaining recreation facilities. o Program Standards – The silos can hinder the Department in developing consistent standards that guide the delivery of programs and services. o Customer Service – Though the Department strives to provide excellent customer service, operational silos can lead to the development of customer service standards that are personality driven as opposed to outcome driven.
This challenge is most apparent with the siloed operations of DeMuth Community Center and Desert Highlands Recreation Center.
Facility Operating Hours
The following provides a summary of the operating hours of the Palm Springs recreation facilities. • DeMuth Community Center
o Monday - Friday - 7:30 a.m. - 6:30 p.m.
o Closed Saturday & Sunday (available for rentals)
• James O. Jessie Desert Highland Unity Center
o Monday – Friday 9:00 a.m. to 7:00 p.m.
o Closed Saturday & Sunday (available for rentals)
• Leisure Center/Pavilion
o Monday, Tuesday, Thursday – 7:30 a.m. to 9:00 p.m.
o Wednesday, Friday - 7:30 a.m. to 6:00 p.m.
o Saturday – 8:00 a.m. to 12:00 p.m.
o Closed Sunday
• Swim Center
o Monday – Saturday - 6:00 a.m. to 3:00 p.m. Open to Public. o Monday – Saturday - 4:00 p.m. to 8:00 p.m. Swim Team Utilization. o Sunday – 8:00 a.m. to 3:00 p.m. Open to Public
As noted above,
• The only facility available to the public for programming and drop-in use on Sundays is the Swim Center.
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• DeMuth and Desert Highland Centers each have gymnasiums and fitness facilities and are open to the public 5 days per week, 55 and 60 hours per week, respectively. o Best practice operations for community/recreation centers are 7 days per week and 80- 90 hours per week.
The lack of an assistant manager staffing level for DeMuth and Desert Highlands directly contributes to the limited operational hours of each facility which in turn limits the ability to offer programs and services to the community in the evenings and weekends.
Additionally, operational redundancy at the Swim Center is recommended given the 7 day per week, year round operation of the facility.
STAFFING PRIORITIES
To achieve improved organizational functionality, the Consulting Team recommends the following actions:
1. Create one Facility Operations Manager to oversee the operations of the DeMuth Community Center and the Desert Highlands Recreation Center.
2. Creation of three Assistant Manager Positions; one for each of the following facilities:
a. DeMuth Community Center.
b. Desert Highlands Recreation Center.
c. Palm Springs Swim Center.
3. The following chart provides a summary of these positions and the timeline for implementing:
Other Key Staffing Assessment Findings
• Wages – Though a compensation study was not a task within the scope of services, a review of current salaries and hourly wages indicate that overall compensation is on the lower end of the spectrum, which is exacerbated by the high cost of living (20% above the national average) in Palm Springs. This is turn has an impact on not only employee retention, but also employee recruitment.
• Part-Time Staff Recruitment – The backbone of parks and recreation department staffing is parttime and seasonal employees. This unlike most every other department within local government and is due to the need to provide programs and services 7 days per week and up to 15 hours per day. Currently, the City of Palm Springs is contracting with a temporary employment agency for the hiring of part-time and seasonal employees. This arrangement can create a lack of awareness by the public as to the availability of this type of employment and create bottlenecks in the
STAFF POSITION FTE CLASSIFICATION STATUS TIMELINE
Recreation Facility Operations Superintendent 1 Full-time NEW FY 26-27 Assistant Manager - DeMuth 1 Full-time NEW FY 25-26
Assistant Manager - Desert Highlands 1 Full-time NEW FY 25-26 Assistant Manager - Swim Center 1 Full-time NEW FY 25-26 Recreation Services
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hiring process, thereby leaving the Parks and Recreation understaffed, especially during the department’s busiest season - summer.
Other Key Staffing Assessment Recommendations
• Wages – Consider conducting a limited wage and compensation study for park and recreation department employees to determine if any wage increases are needed to improve employee recruitment and retention.
• Part-Time and Seasonal Staff Recruitment and Hiring – Evaluate the possibility of bringing the part-time and seasonal staff recruitment and hiring process back in-house or another process that proves to be more efficient and effective.
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Palm Springs Parks & Recreation Master Plan 27
appendix E:
funding strategies
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FUNDING STRATEGIES
Park and recreation agencies across the United States today have learned to manage revenue options to support parks and recreation, especially with the limited availability of tax dollars. Local park and recreation systems can no longer rely on taxes as their sole revenue option and have developed new revenue sources/options to help support capital and operational needs.
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 also have 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. Localities have also learned to recognize that people will drive to their community for quality recreation facilities such as sports complexes, pools, and tournaments, if the facilities/events are professionally managed and properly marketed.
To continue to build and maintain the Palm Springs Parks and Recreation system, funding should be pursued for capital investments, such as those presented in this plan. The following section provide fundings strategies for the City to consider for improving its parks and recreation system.
HIGHLY IMPLEMENTABLE 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 are little operational revenues 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 Item 3A - Page 282
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 within developments to meet the park and recreation needs of the new residents often have provisions allowing cash contribution to substitute for the land requirement.
User Fees: User fees are fees paid by a user of recreational facilities or programs to offset the costs 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 not-for-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, added to these permits would generate more dollars for the City for these special use areas. These dollars are applied to the 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 Item 3A - Page 283
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: Nonprofit 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, marina, 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.
FUNDING STRATEGY OPPORTUNITIES 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 focus 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 (FLAP) 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 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. Federal Housing Grants can also help support parks near federal housing areas and should be pursued if appropriate. Several communities have used HUD funds to develop greenways, including the Boscobel Heights’ “Safe Walk” Greenway in Nashville, Tennessee. Watershed Protection and Flood Prevention (Small Watersheds) Grants: The USDA Natural Resource Conservation Service (NRCS) provides funding to state and local agencies or nonprofit organizations authorized to conduct, maintain, and operate watershed improvements involving less than 250,000 acres. The NRCS provides financial and technical assistance to eligible projects to improve watershed protection, flood prevention, sedimentation control, public water-based fish and wildlife enhancements, and recreation planning. The NRCS requires a 50-percent local match for public recreation, and fish and wildlife projects.
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Tax Abatement. The governing body of a political subdivision may grant a current or prospective abatement, by contract or otherwise, of the taxes imposed by the political subdivision on a parcel of property, which may include personal property and machinery, or defer the payments of the taxes and abate the interest and penalty that otherwise would apply, if:
o it expects the benefits to the political subdivision of the proposed abatement agreement to at least equal the costs to the political subdivision of the proposed agreement or intends the abatement to phase in a property tax increase, and o it finds that doing so is in the public interest because it will:
increase or preserve tax base.
provide employment opportunities in the political subdivision. provide or help acquire or construct public facilities. help redevelop or renew blighted areas.
help provide access to services for residents of the political subdivision. finance or provide public infrastructure.
phase in a property tax increase on the parcel resulting from an increase of 50 percent or more in one year on the estimated market value of the parcel, other than increase attributable to improvement of the parcel; or stabilize the tax base through equalization of property tax revenues for a specified period with respect to a taxpayer whose real and personal property is subject to valuation.
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 nonprofit 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.
Innovative Grants: This funding can help pay for the administrative costs for projects including planning, technical assistance, legal and other costs to facilitate the acquisition of critical lands; retaining consultants and other experts; and preparing visual presentations and brochures or other conservation activities. The maximum award for a single grant is typically $10,000.
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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.
Partnership Development Agreement: Each partner would develop their respective facilities based on set design guidelines with the City managing all the site elements. Partners would work collectively to promote the site versus individual amenities. This process was successful for Papago Park, located in the City of Phoenix, Arizona. The site included a major league spring training facility and minor league baseball complex, zoo, botanical gardens, history museum, and other attractions on site.
Community Forest and Open Space Program: Federal Grant with Estimated Total Program Funding of $3,150,000. Individual grant applications may not exceed $400,000. The program pays up to 50% of the project costs and requires a 50% non-federal match. Eligible lands for grants funded under this program are private forests that are at least five acres in size, suitable to sustain natural vegetation, and at least 75% forested.
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.
Community Facilities Grant and Loan Program-Grant 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-for-profit offices, childcare, community education, theater, senior centers, youth centers, and after school programs. CFP match requirements for requests up to $250,000 are 10- % eligible project costs. For requests over $250,000 to $1 million, the match is 15%. American Hiking Society: Fund 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.
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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%.
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