CITY COUNCIL STAFF REPORT
DATE: JANUARY 28, 2026 BUSINESS & LEGISLATIVE
SUBJECT: PROVIDE DIRECTION ON RECOMMENDED PARKING MANAGEMENT
STRATEGIES
FROM: Scott C. Stiles, City Manager
BY: Teresa Gallavan, Assistant City Manager
SUMMARY:
This item is a City Council request. Following internal discussions, staff presents key findings from the 2024 Downtown Palm Springs Parking Systems Evaluation and requests City Council direction on recommended parking management improvements.
The study identifies the following areas for improvement:
Inconsistent signage
Underutilization of parking garages
Overutilization of on-street parking
A need for clearer wayfinding and enforcement
RECOMMENDATION:
Staff recommend the City Council review the staff report and provide direction on the proposed parking management strategies.
BACKGROUND:
DIXON Resources Unlimited was retained by Palm Springs Resorts (PS Resorts) to produce an updated Parking Systems Evaluation Report that considers the findings of the 2020 LAZ Parking Study Report. DIXON conducted a comprehensive evaluation of the Downtown Palm Springs parking system in 2024. The purpose of DIXON’s site assessment was to analyze the current public parking operations and infrastructure and to provide updated recommendations. The study included on-street and off-street inventory, occupancy analysis, community outreach, and field assessments of signage and enforcement. Key findings include inconsistent time limits, confusing or unclear signage, lack of enforcement visibility, and underutilization of public parking garages.
City Council Staff Report
January 28, 2026 -- Page 2
Provide Direction on Recommended Parking Management Strategies 7 1
9 STAFF ANALYSIS:
Staff analysis from the departments of Economic Development, Special Program Compliance, and Public Works supports the consultant's recommendations and recognizes the need for a coordinated, phased approach to improving system efficiency.
Recommendations focus on:
Signage and wayfinding improvements
Consistent time-limit policies
Maintenance improvements in the garages
Programs designed to shift employee parking into underutilized off-street facilities Below is a chart summarizing staff recommendations, followed by departmental analysis.
City Council Staff Report
January 28, 2026 -- Page 3
Provide Direction on Recommended Parking Management Strategies 7 1
9 Office of Economic Development:
From an economic development perspective, the Parking Systems Evaluation Report indicates that Downtown Palm Springs’ primary challenge is not overall parking supply, but the efficiency, visibility, and perceived convenience of existing parking assets.
The study documents underutilization of City-owned garages alongside high demand and limited turnover for prime on-street spaces, a pattern that can suppress visitor circulation, shorten dwell time, and reduce discretionary spending at downtown businesses.
Addressing these operational inefficiencies represents an opportunity to better utilize existing infrastructure without immediate expansion of parking supply.
In the short-term (0–12 months), staff recommends implementing low-cost operational actions expected to produce a high return relative to cost by increasing parking turnover, improving customer access, and reducing perceived friction associated with downtown visits. Improved turnover directly supports retail and restaurant activity by increasing the number of customers who can access curbside and nearby parking each day, while clearer wayfinding and enforcement can redirect longer-stay users to underutilized parking garages and lots without new capital investment.
In the mid-term (1–3 years), staff recommends pursuing moderate-cost initiatives anticipated to yield medium-term economic returns by aligning parking behavior with downtown economic priorities, reserving high-visibility spaces for customers, supporting workforce access, and improving the overall visitor experience. Enhanced parking usability and perception can contribute to longer visitor stays, higher spending per visit, and improved competitiveness of Downtown Palm Springs relative to peer destinations.
In the long-term (3+ years), staff recommends evaluating higher-cost policy and to offer long-term fiscal and economic returns through improved system efficiency, revenue generation for reinvestment, and the ability to manage peak demand associated with special events and future development. Over time, a modernized parking management framework can support sustained downtown vitality, protect existing economic assets, and reduce pressure for costly new parking construction.
Office of Special Program Compliance:
The Department of Special Program Compliance has identified two recommendations from Dixon Resources Unlimited that, with direction from City Council, can be implemented to improve areas noted in the Evaluation Report.
Establish a no re-parking ordinance to promote parking turnover and deter abuse of on-street parking regulations
Establish an employee parking permit program that incentivizes the use of off- street parking facilities over prime on-street locations.
The Department of Special Program Compliance, with direction from City Council, City Council Staff Report
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Provide Direction on Recommended Parking Management Strategies 7 1
9 proposes the implementation of both recommendations at the same time and has identified this as a mid-term (1-3 years) improvement. It would benefit the downtown community by offering a solution for employee parking where implementation of a no-reparking ordinance by itself may impact employee parking, leaving downtown employees without appropriate parking solutions. The Department of Special Program Compliance would present recommendations to Main Street Palm Springs for community feedback.
Re-parking ordinances are local efforts to manage street space, enhance safety, or address nuisance parking, often involving specific distance restrictions and time limits for moving vehicles. It can refer to rules about removing vehicles after a certain amount of time and the restrictions do not allow a driver to re-park in the same vicinity during a specified time. Some cities have a 12-hour period, while others 24 hours.
The Department of Special Program Compliance will also review Palm Springs Municipal Code 5.38, Managed Parking, with respect to current regulations on Employee Parking Permits and Reserved Parking Permits, the Downtown Palm Springs Specific Plan, Resolution No. 24367, and provide an updated solution for employee parking permits that would align with a no-reparking ordinance.
Public Works Department:
The Public Works Department would be involved in signage, and street and structure parking improvements. Public Works will install interim wayfinding signage while partnering with the Convention Center design consultant, engaged by Economic Development, to identify ideal sign locations and create a permanent wayfinding design.
Leveraging the same consultant will help maintain consistency between the Convention Center project and the broader downtown pedestrian connectivity plan. After the design is finalized, Public Works will move forward with budgeting, procurement, and installation of the new wayfinding signage.
Public Works is currently working with a structural engineering firm to provide an analysis of the Belardo parking structure. This analysis will provide an overall assessment of the current condition of the parking structure, to include recommended repairs along with plans and specifications for required repairs. The recommended repairs will be reviewed by Public Works, and an implementation plan will be initiated. After completion of recommended repairs, Public Works can shift its focus to aesthetic and functional upgrades such as lighting, paint, and signage at both the Belardo and Baristo parking structures, pending available funding.
Additional funding requests may be necessary, pending the outcome of the current structural analysis report and the estimated cost of recommended repairs.
Short-Term Solutions:
Public Works to install basic interim wayfinding signage to assist and guide motorists to City Council Staff Report
January 28, 2026 -- Page 5
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9 the City’s parking structures to increase utilization, and completion of the Belardo parking structure structural analysis and review of recommended repairs.
Mid-Term Solutions:
Public Works to engage the Convention Center urban design consultant for wayfinding sign design services and to identify the appropriate sign locations and follow-up on parking structure analysis and recommendations.
Long-Term Solutions:
Public Works will request and budget the necessary funds to implement the consultant- designed permanent way-finding signage and will continue monitoring and maintaining the completed repairs at the Belardo parking structure. Subject to available funding, ongoing efforts will also focus on functional and aesthetic enhancements, such as lighting, paint, and signage at both structures to improve safety, accessibility, and overall cohesion within the downtown area. The department will work collaboratively to explore advanced parking management systems as well.
ENVIRONMENTAL ASSESSMENT:
The requested City Council action is not a “project” as defined by the California Environmental Quality Act (CEQA). Pursuant to Section 15378(a), a “Project” means the whole of an action, which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment. According to Section 15378(b), a Project does not include: (5) Organizational or administrative activities of governments that will not result in direct or indirect physical changes in the environment.
ALIGNMENT WITH STRATEGIC PLANNING:
This item aligns with the following City Council Strategic Plan Broad Goals: Economic Development, Public Safety and Community Services, and Infrastructure and Facilities.
FISCAL IMPACT:
Implementation costs associated with signage, maintenance, and enforcement improvements will be developed following Council direction. No immediate budget appropriations are requested at this time.
REVIEWED BY:
Chief Economic Development Officer: Wayne Olson
Assistant Director of Special Program Compliance: Patrick Clifford Director of Public Works: David McAbee
Assistant City Manager: Teresa Gallavan
City Manager: Scott Stiles
City Council Staff Report
January 28, 2026 -- Page 6
Provide Direction on Recommended Parking Management Strategies 7 1
9 ATTACHMENTS:
A. 2024 Dixon Downtown Parking Systems Evaluation Report