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PALM DESERT CITY COUNCIL
STUDY SESSION MEETING
AGENDA
Thursday, February 27, 2025
1:15 p.m.
Council Chamber, City Hall
73-510 Fred Waring Drive
Palm Desert, California
NOTICE IS HEREBY GIVEN that the purpose of the Study Session is to review the items listed on the
agenda. No action will be taken.
This is a joint meeting of the Palm Desert City Council, Successor Agency to the Palm Desert
Redevelopment Agency, Palm Desert Housing Authority, and Palm Desert Board of Library Trustees.
Pursuant to Assembly Bill 2449, this meeting may be conducted as a hybrid meeting allowing public
access via teleconference or in person, and up to two Councilmembers may attend remotely.
WATCH THE MEETING LIVE: Watch the City Council meeting live at the City’s website:
https://palmdesert.zoom.us/ or on the City's YouTube Channel.
OPTIONS FOR PARTICIPATING IN THIS MEETING:
Send your comments by email to: CityClerk@palmdesert.gov.
Emails received prior to 10:00 a.m. on the day of the City Council meeting will be made part of the
record and distributed to the City Council. Emails will not be read aloud at the meeting.
Pages
1.CALL TO ORDER - STUDY SESSION
2.STUDY SESSION TOPICS
2.a 2025 CITY COUNCIL GOAL SETTING SESSION 3
RECOMMENDATION:
Review and provide input on the proposed 2025 City Council Goals.
2.b CITYWIDE WAYFINDING AND ENTRY MONUMENT SIGNAGE
(PROJECT NO. MST00003)
67
RECOMMENDATION:
Provide feedback on the designs for the citywide wayfinding and entry
monument signage.
3.ADJOURNMENT
4.PUBLIC NOTICES
NOTE: Pursuant to Assembly Bill 2449, this meeting may be conducted by
teleconference. Study Session is accessible in person or on the City’s website:
www.palmdesert.gov under the Council Agenda link at the top of the page.
Agenda Related Materials: Pursuant to Government Code §54957.5(b)(2) the
designated office for inspection of records in connection with this meeting is the
Office of the City Clerk, Palm Desert Civic Center, 73-510 Fred Waring Drive,
Palm Desert. Staff reports for all agenda items considered in open session, and
documents provided to a majority of the legislative bodies are available for
public inspection at City Hall and on the City’s website at www.palmdesert.gov
by clicking “Council Agenda” at the top of the page.
Americans with Disabilities Act: It is the intention of the City of Palm Desert to
comply with the Americans with Disabilities Act (ADA) in all respects. If, as an
attendee or a participant at this meeting, or in meetings on a regular basis, you
will need special assistance beyond what is normally provided, the City will
attempt to accommodate you in every reasonable manner. Please contact the
Office of the City Clerk, (760) 346-0611, at least 48 hours prior to the meeting to
inform us of your needs and to determine if accommodation is feasible.
AFFIDAVIT OF POSTING
I, Monique M. Lomeli, Senior Deputy Clerk of the City of Palm Desert, do hereby
certify, under penalty of perjury under the laws of the State of California, that the
foregoing agenda for the Palm Desert City Council, Successor Agency for the
Palm Desert Redevelopment Agency, and Housing Authority, was posted on the
City Hall bulletin board and City website www.palmdesert.gov no less than 72
hours prior to the meeting.
/S/ Monique M. Lomeli, CMC
Senior Deputy Clerk
City Council Study Session
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Page 1 of 2
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 27, 2025
PREPARED BY: Anthony Mejia, City Clerk
SUBJECT: 2025 CITY COUNCIL GOAL SETTING SESSION
RECOMMENDATION:
Review and provide input on the proposed 2025 City Council Goals.
BACKGROUND/ANALYSIS:
The purpose of this Goal Setting Session is to review the progress made on the 2024 City
Council Goals, assess ongoing projects, and receive direction on priorities for 2025. This session
will provide an opportunity to align City resources and strategic efforts with the evolving needs
of the Palm Desert community.
The agenda for the Goal Setting Session is as follows:
Time Agenda Item
1:15 p.m. Call to Order / City Manager Comments
1:20 p.m. Update on 2024 City Council Goals
1:50 p.m. Councilmember Presentations on 2025 Candidate Goals
2:20 p.m. Discussion on 2025 Candidate Goals
2:30 p.m. Straw Poll Voting
2:45 p.m. Review Results and Confirm Selected Goals
3:00 p.m. Conclude
Following this session, City staff will return at an upcoming City Council meeting to:
1. Present a resolution adopting the selected 2025 goals.
2. Present a preliminary work plan for the City Council’s review and feedback.
Legal Review:
This report has been reviewed by the City Attorney’s Office.
FINANCIAL IMPACT:
There is no direct fiscal impact associated with the 2025 City Council Goal Setting Session.
However, the priorities identified during this session will guide the allocation o f City resources
and may influence future budgetary decisions.
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City of Palm Desert
2025 City Council Goal Setting Session
Page 2 of 2
ATTACHMENTS:
1. 2024 Annual Report on City Council Goals and Department Initiatives
2. 2025 Goal Setting Presentation
3. Supporting Documentation
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City of Palm Desert
2024 Annual Report
City Council Goals and Department Initiatives
Table of Contents
2024 City Council Goals ............................................................................................................. 2
Cal State University Palm Desert Campus: ............................................................................ 2
Desert Willow Strategy: .......................................................................................................... 4
Business Recruitment: ............................................................................................................ 6
North Sphere Planning: .......................................................................................................... 8
Mall Redevelopment: .............................................................................................................10
Sales Tax Initiative/Measure G ..............................................................................................11
Environmental Initiatives: .......................................................................................................12
North Palm Desert Parks: ......................................................................................................14
Public Safety Improvements: .................................................................................................16
Active Transportation Projects: ..............................................................................................18
Capital Projects .........................................................................................................................20
City Manager’s Office ................................................................................................................22
Development Services ..............................................................................................................24
Economic Development ............................................................................................................26
Finance .....................................................................................................................................29
Library Services ........................................................................................................................30
Public Works .............................................................................................................................31
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2024 ANNUAL REPORT ON CITY COUNCIL GOALS AND DEPARTMENT INITIATIVES
CITY OF PALM DESERT PAGE 2
2024 City Council Goals
Cal State University Palm Desert Campus:
Advocate for creating a Cal State University Palm Desert Campus or other education-related uses
on the land donated by the City for this purpose.
2024 Executive Summary:
Recognizing the significant impact of higher education on the City of Palm Desert and the
Coachella Valley region, the City Council prioritized the accelerated build-out of the California
State University, San Bernardino Palm Desert campus. To support this effort, Priority 1 Coachella
Valley (P1CV), a 501(c)(4) organization, was established to pool funds from regional entities and
advocate for additional state funding.
With the support of local State legislators, the State committed $79 million in 2022 for the
development of a 40,000-square-foot Student Services Center, which is scheduled to break
ground in 2025 and open in 2028.
With funding secured, City staff participates in quarterly meetings with campus leadership and
continues to explore opportunities for further campus development. To date, the City has provided
campus leadership with a Letter of Intent (LOI) to develop City park space on campus.
Additionally, campus leadership is exploring public-private partnerships (PPP), particularly for
student housing.
Recap of Past Accomplishments:
• Secured $79 million in state funding for new building improvements at the CSUSB Palm
Desert Campus.
• Priority One Coachella Valley (P1CV) and City staff maintained communication with CSUSB-
PDC leadership to coordinate the timing of improvements and the construction of the new
Student Services Building.
• Staff met with Strategies 360 (S360) to determine the next steps P1CV should take to secure
additional funding for the school’s expansion. S360 recommended a "soft advocacy" approach
as the State balances its 2024/25 fiscal year budget and continues strengthening relationships
with state representatives to secure additional funding. P1CV extended its contract with S360
through 2024 to advocate at the state level and ensure the $79 million allocation remains
secure.
• Established quarterly meetings between the City and campus staff for ongoing coordination
and campus development. Discussions have focused on:
o Student Services Building
o Development of the City’s fire station
o Potential partnerships for flood control, dust mitigation, and future park development
o Rail Station Study and IID/SCE infrastructure issues
• The City and campus staff are discussing options for developing City park space and local
drainage improvements on the Palm Desert campus. A LOI outlining joint/shared use of these
facilities was prepared and provided to CSUSB leadership for consideration. Under this
agreement, approximately 40-60 acres of the campus could be improved.
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Next Steps:
• The Student Services Building is expected to receive State Architect approval in Q1 2025,
allowing construction to begin in Q2 2025.
• The Student Services Advisory Committee is exploring fundraising and sponsorship
opportunities for additional site improvements, including a new clock tower.
• Construction is anticipated to take place from Summer 2025 through late 2027, with
building occupancy expected in 2028.
• City staff will meet with campus leadership on February 6, 2025, to receive an update on
PPP opportunities identified for campus development.
• Campus leadership and City staff are reviewing a LOI for future park development and
drainage improvements. Future City Council action will be required to approve any
agreements for construction.
• Quarterly meetings are scheduled through 2025.
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Desert Willow Strategy:
Develop a strategy for the disposition and development of the remaining undeveloped Desert
Willow properties.
2024 Executive Summary:
In 1994, the Palm Desert Redevelopment Agency (RDA) acquired nearly 600 acres of
undeveloped land for the development of the Desert Willow Golf Resort (DWGR). As part of this
effort, several construction-ready pad sites were designated for future resort development to
enhance the City’s Transient Occupancy Tax (TOT) revenues. With TOT generation in mind, the
City Council established a goal to facilitate the sale of the remaining undeveloped parcels for
resort development.
Currently, three sites (Lots C, D, and E) remain available for development. In 2024, the City
received approval from the State Department of Housing and Community Development (HCD) to
sell Lot E to Blieu Development for affordable housing and to sell Lots C and D outside of the
Surplus Land Act (SLA) process.
With SLA clearance obtained, City staff is now finalizing a Purchase and Sale Agreement (PSA)
for Lot E with Blieu Development. Additionally, the City Council approved an Exclusive Negotiation
Agreement (ENA) with Kam Sang Companies (owners of the JW Marriott Desert Springs) to
explore resort development on Lots C and D.
Recap of Past Accomplishments:
• Lot A: Obtained licensing agreements with SARDA for public parking and open space
improvements on the parcel.
• Lot A: The City officially purchased Lot A from SARDA in Q3 2024. This process included:
o Attending and presenting information to the County Oversight Board
o Receiving approval from the State Department of Finance
o Transferring funds to complete the purchase
o Recording the Grant Deed with the County, officially transferring ownership to the City
• Lot B: DSRT Surf has completed the parcel purchase, and construction permits have been
issued. A groundbreaking ceremony was held in May 2024.
• Lots C/D/E: Parcels released through the Surplus Land Act (SLA).
• Lot B: Staff remains engaged with the DSRT Surf construction team to monitor and inspect
ongoing construction activities. The developer has:
o Contributed $500,000 to Lot A improvements
o Collaborated with staff on the final design of parking improvements on Lot E
o Contributed $375,000+ to the turf-reduction project currently underway at the Firecliff
Course at Desert Willow Golf Resort
• Lots C/D: With HCD’s acceptance of the Lot E affordable housing development, Lots C and
D are now cleared for sale outside of the SLA process. In accordance with SLA requirements,
deed restrictions have been recorded on both parcels, mandating that 10% of any housing
development on these lots be designated for affordable housing.
• Lots C/D: The City has entered into an Exclusive Negotiating Agreement (ENA) with Kam
Sang Company, Inc., owners of the JW Marriott Desert Springs, to explore the development
of a new resort-style project on these lots. The ENA is valid through March 12, 2025.
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• Lot E: HCD has approved the City’s plan to sell Lot E to Blieu Development, an affordable
housing developer, for the construction of a 130-unit affordable housing project. A Purchase
and Sale Agreement (PSA) has been provided to Blieu, outlining the sale of the 8-acre parcel
at market rate for $4,500,000.
Next Steps:
• Site and conceptual plans for a W-branded hotel are expected to be submitted in Q1 2025.
• Pending successful negotiations with Kam Sang Company, Inc., a Purchase and Sale
Agreement (PSA) will be presented to the City Council in Q2 2025.
• Finalization of the PSA with Blieu Development is anticipated in Q2 2025.
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2024 ANNUAL REPORT ON CITY COUNCIL GOALS AND DEPARTMENT INITIATIVES
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Business Recruitment:
Develop a plan to identify and recruit retail, entertainment, and other businesses to contribute to
Palm Desert’s unique shopping and entertainment offerings.
2024 Executive Summary:
To strengthen and expand Palm Desert’s commercial sector, the City Council established a goal
to pursue business recruitment efforts aimed at increasing sales tax revenues. Through the City’s
Economic Development Subcommittee, this goal was further refined to:
• Identify and recruit retailers that complement and enhance the City's existing high-end
apparel, goods/wares, and restaurant offerings.
• Attract activity-based businesses that appeal to a diverse range of residents, students,
families, and visitors.
• Ensure Palm Desert’s recruitment strategy remains aligned with the City's brand, focusing on
expanding unique offerings rather than attracting generic “anywhere in America” retailers.
City staff expanded outreach efforts by working with property owners and commercial brokers to
pursue local and regional recruitment opportunities. Additionally, the City contracted with The
Retail Coach to explore national-level business recruitment.
Recap of Past Accomplishments:
• Executed a contract with The Retail Coach to identify and engage with national retailers for
potential recruitment to Palm Desert.
• The Economic Development Subcommittee met with The Retail Coach to review reports on
the City’s psychographics, retail demand, available retail sites, and retailer profiles.
• Collaborating with Fountainhead Development (developers of Monterey Crossing) on the site
acquisition of 18+ acres of undeveloped land along Monterey Avenue, north of Lowe’s Home
Improvement. The proposed development includes a mix of retail, drive-thru establishments,
and a large food and beverage entertainment facility.
• Engaged with TKB Bakery to establish a new location in Palm Desert, focusing on Highway
111 and San Pablo.
• Welcomed new tenants: Burlington Coat Factory, Boot Barn, and Restoration Hardware.
• Engaged with restaurant concepts seeking to enter California and solicited their interest in
opening a location in Palm Desert.
• Continued outreach with property owners, commercial brokers, and mall owners to explore
potential tenant opportunities.
• Engaged The Retail Coach for targeted outreach to new sit-down restaurant concepts
entering California and to identify compatible retailers for large-format shopping centers and
the El Paseo corridor.
• Initiated the 2024 Brokers Report, with the final report scheduled for presentation to the City
Council in Q1 2025.
• The City Council approved a new business assistance package for businesses impacted by
fire and/or floods, offering relocation assistance, plan check and inspection fee waivers, and
impact fee waivers to expedite reopening.
• The City Council approved new autism certification funding for hospitality and attraction
businesses based in Palm Desert.
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Next Steps:
• Monitor recent bankruptcy filings for retailers in Palm Desert, including 99 Cents Only Stores,
Red Lobster, and Express, while remaining engaged with property owners, brokers, and
leasing agents to identify suitable replacements.
• Continue engaging with local commercial brokers to attract new businesses to the City.
• Continue collaborating with local property owners to explore new development opportunities
throughout the City, focusing on El Paseo, Highway 111, San Pablo, and areas near Interstate 10.
• Continue discussions with Dick’s Sporting Goods regarding the development of a Dick’s
House of Sports at the Palm Desert Mall site.
• Continue engagement with brokers representing IKEA to explore the potential for a concept
store at the Palm Desert Mall site.
• Continue engagement with brokers representing Topgolf to identify a suitable location in Palm
Desert.
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North Sphere Planning:
Analyze market conditions, address infrastructure deficiencies, and identify a strategy for potential
changes in land use patterns in the North Sphere.
2024 Executive Summary:
The Northern Sphere of the City continues to experience the highest level of new development.
Most of this growth consists of residential development on vacant land, including single-family
tract housing and multi-family apartment projects, along with some commercial development near
Monterey Avenue and Cook Street.
In 2024, the City prioritized strategies to streamline the development process by initiating a
comprehensive update to the City’s development code through the Unified Development Code
(UDC). The UDC aims to modernize and simplify regulations to ensure that future development
aligns with community goals, desired land uses, and design standards while proceeding in a
timely and efficient manner.
Additionally, the City continues to collaborate with utility agencies to identify infrastructure
deficiencies early in the development process, allowing sufficient time for planning and resolution.
Recap of Past Accomplishments:
• City staff is collaborating with the Imperial Irrigation District and the Berger Foundation on the
development of a new substation in Thousand Palms to provide electrical infrastructure
supporting growth in northern Palm Desert.
• Planning staff is working with Clarion Associates to develop a comprehensive UDC, aimed at
streamlining development standards for future projects in the northern sphere and citywide.
• Planning staff, in partnership with Interwest Group, to amend the Palm Desert University
Neighborhood Specific Plan (UNSP) to facilitate:
o The development of a 20- to 40-acre park site
o Mixed-residential housing
o A neighborhood-serving retail center
o An updated circulation plan balancing traffic flow and alternative transportation options
o Enhanced streetscape improvements
• City staff has hosted community open house meetings to gather stakeholder feedback and is
preparing updates to the plan’s framework. The revised plan will also designate a site for a
future commercial shopping center, potentially including a grocery store.
• Established quarterly meetings with CSUSB-PD staff to coordinate ongoing campus
development efforts, including discussions on:
o A new public sports park
o New student housing opportunities
o Flood control and dust mitigation measures
• Monterey Crossing Shopping Center received planning approval for the development of
vacant pad sites, including a hotel, electric vehicle charging station, and a drive-through café.
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Next Steps:
• Continue refining the preferred land use plan for the UNSP and prepare updates for
presentation to the City Council, residents, and stakeholders.
• Coordinate meetings with the UDC Subcommittee to review and refine the draft UDC.
• Maintain communication with Southern California Edison and prospective developers to
coordinate new development projects in the northern sphere, while identifying electrical
infrastructure deficiencies and strategies to support growth.
• Provide updates to the City Council on the IID and Berger Foundation proposal for the
Thousand Palms substation, which will supply essential electrical infrastructure for Northern
Palm Desert's growth.
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Mall Redevelopment:
Coordinate with the property owner(s) for adaptive reuse of the mall properties to ensure solid tax
revenue for the city and build upon Palm Desert’s vision.
2024 Executive Summary:
The Palm Desert Mall site encompasses nearly 75 acres of prime real estate in the Coachella
Valley and has historically been a significant sales tax contributor to the City of Palm Desert. In
2021, Unibail-Rodamco-Westfield Group (URW) relinquished ownership of the property, which
was subsequently placed in receivership under Jones Lang LaSalle (JLL). To ensure the site
remains a viable community asset and revenue generator, the City Council established a goal to
pursue its redevelopment.
To ensure the Palm Desert Mall site remains a community asset and sales tax contributor, the
City has taken proactive steps to guide its redevelopment. The City has conducted market studies
to assess the site’s potential, implemented a development moratorium to allow for comprehensive
planning, and purchased 7.4 acres to secure control of the Reciprocal Easement Agreement
(REA). Additionally, the City has hosted a developer forum to generate interest in the site,
maintained relationships with existing tenants, and actively solicited a new buyer for the property.
Now, City staff is collaborating with the mall’s current owners, Pacific Retail Capital Partners
(PRCP), to develop a strategic redevelopment plan that will introduce new uses and significant
capital investment to revitalize the site.
Recap of Past Accomplishments:
• Collaborated extensively with CBRE Real Estate Advisory Services to monitor the sale of the
mall, develop a strategy for engaging potential mall developers, and maintain communication
with current and prospective tenants.
• Acquired 7.4 acres of the mall site in 2022, including the former Sears building and adjacent
parking areas.
• Pacific Retail Capital Partners (PRCP) acquired the mall site in November 2023.
• Met with PRCP at ICSC to discuss their planning efforts for mall redevelopment. Since
acquiring the site, PRCP has focused on stabilizing the property, making strategic hiring
decisions, and engaging with other property owners to incorporate their needs into the
redevelopment plan.
• Met with PRCP in Los Angeles to discuss their redevelopment strategy and tenant
engagement efforts.
• Held a two-day design charrette with PRCP in Palm Desert to review initial concepts for new
housing, open space, and pad buildings. Staff provided feedback on the financial feasibility of
the project.
Next Steps:
• City staff remains engaged with PRCP to monitor the timeline for planning, entitlements, and
site redevelopment.
• A formal planning application is anticipated to be submitted in Q2 2025.
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Sales Tax Initiative/Measure G
Complete public outreach and surveying efforts regarding the City’s budget and financial outlook
related to a potential sales tax initiative. An update was provided to the City Council on June 13,
2024. Following extensive dialogue on related issues, the City Council unanimously approved
placing the measure on the November 5, 2024, ballot.
Measure G will ask voters to determine whether a 1-cent sales tax shall be added to Palm Desert
taxable sales and retained locally for services initially identified in the five-year plan.
2024 Executive Summary:
On November 5, Palm Desert voters approved Measure G, a one-cent sales tax increase. The
new sales tax is scheduled to take effect on April 1, 2025.
Recap of Past Accomplishments:
• In Q2 2024, the City’s consultant conducted a second survey to reassess the community’s
position on a potential sales tax initiative following extensive community outreach efforts. The
survey yielded positive results, with approximately 65% of respondents supporting a one-cent
sales tax increase. Based on the survey findings, staff presented the results to the City
Council, which unanimously approved placing the measure on the November 5 ballot.
• Following voter approval of Measure G, staff returned to the City Council in December with
the required resolutions and agreements for submission to the California Department of Tax
and Fee Administration (CDTFA) to facilitate collection and distribution of the tax.
• Concurrently, staff finalized a five-year spending plan for Measure G tax revenues. The plan
includes funding for:
o Fire prevention and emergency response operations
o Additional sworn law enforcement officers and technology upgrades
o Flood control measures
o North Sphere Regional Park development
o Palm Desert Library construction
o Replenishment of operational reserves
Next Steps:
• CDTFA has confirmed receipt of all necessary documents for the collection and distribution of
the Measure G sales tax, which will take effect on April 1, 2025.
• In alignment with the five-year spending plan, the City Council approved funding for additional
sworn officers and the construction of Fire Station No. 102 at its January 8, 2025, meeting.
• Staff is awaiting further instruction from the CDTFA. Local business owners will receive
information as part of the standard collection process managed by CDTFA.
• Staff is developing a quarterly report for the Finance Committee to monitor the collection and
use of the one-cent sales tax. Upon review by the Finance Committee, the report will be
forwarded to the City Council.
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CITY OF PALM DESERT PAGE 12
Environmental Initiatives:
Implementation of the Environmental Initiatives Plan includes the following: environmentally
friendly landscaping, green building materials, solar, alternative fuel vehicles for the city fleet,
water and energy conservation, recycling, and other sustainability-related projects. Work with the
Resources Preservation and Enhancement Committee (RPEC) to implement initiatives.
2024 Executive Summary:
In 2022, the City Council designated Environmental Initiatives as a priority. In response, staff
developed the Environmental Initiatives Plan (EIP) to track and advance sustainability-focused
projects. Over the past three years, the City Council has continued to prioritize environmental
initiatives, leading to the successful completion of projects focused on water and energy
conservation, active transportation, waste reduction, and more.
Throughout 2024, staff continued progress on key projects, including:
• Photovoltaic system installations
• Traffic calming measures
• Fleet vehicle and EV charging assessments
• Green pavement maintenance
• Edible food recovery education and compliance
Additionally, staff pursued innovative dust control solutions by sourcing organic material, helping
the City meet its annual SB 1383 procurement target. Staff also collaborated with the Coachella
Valley Association of Governments (CVAG) on the regional Comprehensive Climate Action Plan
(CCAP), which includes an updated greenhouse gas (GHG) inventory and a separate climate
action plan specific to Palm Desert.
Recap of Past Accomplishments:
• Adopted an artificial turf policy.
• Completed LED lighting upgrades at Palma Village Park.
• Installed benches made from recycled wind turbines at various locations, including one
wrapped with public art as part of the Mayor’s Monarch Pledge.
• Installed and replaced water bottle fillers in City parks.
• Implemented various intersection modifications.
• Launched a Burrtec truck signage campaign.
• Established a work plan with the Resource Preservation and Enhancement Committee.
• Collaborated with CVAG on Palm Desert’s portion of the regional Comprehensive Climate
Action Plan (CCAP) by completing the following:
o Provided data for the updated Greenhouse Gas (GHG) Inventory.
o Contributed a list of potential GHG reduction measures for inclusion in the plan.
o Distributed a bilingual survey (English and Spanish) to gather community input on local
GHG reduction strategies.
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Next Steps:
Sustainability has long been a priority for Palm Desert, and environmental initiatives will remain a
central focus, with sustainability embedded in future projects.
Key initiatives planned for 2025 include:
• Completion of the Comprehensive Climate Action Plan (CCAP) and the updated Greenhouse
Gas (GHG) Inventory.
• Advancement of active transportation projects and continued planning for North Sphere Park.
• Exploration of reallocating $118,000 in Energy Efficiency and Conservation Block Grant
(EECBG) funding from the U.S. Department of Energy to support energy efficiency upgrades
at City facilities.
• Ongoing collaboration across departments to update the Environmental Initiatives Plan (EIP).
• Quarterly project updates to the City Council to track progress on environmental initiatives.
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North Palm Desert Parks:
Gather community input, design, and build a community park and regional park in North Palm
Desert.
2024 Executive Summary:
Following the initial approval of a conceptual plan for the Community Park, staff engaged a
construction management team to assist with plan review and cost validation. Capital
Improvements staff were included in biweekly discussions, leading to improvements in park
accessibility and traffic flow. Additionally, construction of the Section 29 retention basin was
completed, and survey data was collected to serve as the basis for future construction plans.
A 35-acre regional sports park concept was incorporated into the University Neighborhood
Specific Plan (UNSP) initial designs. Planning and Public Works staff collaborated on conceptual
layouts, housing density zones, and streetscapes. Discussions with California State University
San Bernardino (CSUSB) staff led to considerations of an alternative site for the regional park on
the CSUSB Palm Desert campus. City staff is now developing a conceptual plan for the site to
ensure it meets the needs of both the City and CSUSB.
If the regional sports park is ultimately relocated to the CSUSB campus, a smaller community
park may still be incorporated into the UNSP.
Recap of Past Accomplishments:
• Community Open House meetings were held on December 3, 2022, January 14, 2023, and
August 5, 2023.
• A conceptual design for a community park on Dinah Shore Drive was developed and
presented to the Parks & Recreation Committee, Planning Commission, Architectural Review
Commission, Resource Preservation and Enhancement Committee, Cultural Arts Committee,
and HOAs in the North Sphere, as well as the City Council. Initial feedback was incorporated
into the design.
• Focus meetings were held with stakeholders, including Desert Recreation District, YMCA,
Desert Sands USD, Palm Springs USD, and representatives from dog parks, soccer,
pickleball, baseball, and flag football.
• The City Council approved the conceptual design and cost estimate/budget in December
2023.
• MARRS was engaged in the community park planning process to provide support services,
including final scope of work development, architectural and engineering design, permitting,
bidding, and contract awarding.
• The final as-built survey and CADD files for the Section 29 retention basin were delivered to
Interwest for the development of construction plans.
• Capital Improvement Project staff recommended modifications to the approved conceptual
plan, which was subsequently updated.
• A 170-acre parcel within the University Neighborhood Specific Plan (UNSP) was identified as
a potential location for a 40-acre regional sports park.
• Interwest Consulting was contracted by the Planning Division to incorporate a regional sports
park into the UNSP. Biweekly meetings, which included Public Works staff, are currently on
hold pending the potential relocation of the regional sports park to the CSUSB Palm Desert
campus.
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CITY OF PALM DESERT PAGE 15
Next Steps:
• The updated community park conceptual plan will be presented to the Parks & Recreation
Committee for approval to proceed.
• A community engagement meeting is planned for February or March 2025 to gather input on
the updated design.
• The final park design, cost estimate, and project timeline will be presented to the City Council.
Upon final approval, construction documents will be drafted.
• An updated conceptual plan for the regional sports park at the CSUSB Palm Desert campus
will be developed and presented to college staff for consideration. City and college staff will
continue collaborating on a Letter of Intent outlining the arrangement for the mutually
beneficial park.
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Public Safety Improvements:
Explore new technology, review budgets, and gain efficiencies for improved public safety
services.
2024 Executive Summary:
In 2024, the City of Palm Desert made significant strides in public safety and emergency
preparedness, with a focus on crime reduction, emergency readiness, and pedestrian safety
improvements. By collaborating closely with the Public Safety Committee (PSC), the Riverside
County Sheriff’s Department, and Cal Fire, the City effectively addressed community concerns
and implemented strategic initiatives to strengthen public safety services.
Key accomplishments included:
• Partnering with the Sheriff’s Department to address high-priority areas and enhance law
enforcement capabilities.
• Expanding outreach efforts to improve emergency preparedness and community
engagement.
• Implementing innovative solutions to support homelessness intervention through targeted
outreach and partnerships.
Through its partnership with Cal Fire, the City ensures comprehensive fire protection and all-risk
emergency services. Progress continues on the development of Fire Station 102 and the
renovations of Fire Stations 33 and 71, with the facilities currently in construction and planning
phases, respectively. Once operational, Fire Station 102 will help alleviate high call volumes,
improve response times, and enhance the City’s emergency response capacity.
Recap of Past Accomplishments:
• Amended the Law Enforcement Services Agreement with the Riverside County Sheriff’s
Department to add six sworn officers, implemented in two phases.
• Awarded a design contract for the fourth fire station. Bidding for Fire Station 102 was
completed in December 2024, and construction remains on track.
• Established a Memorandum of Understanding (MOU) with the local school district to use its
facility as an emergency shelter. Additionally, an MOU was created with the Joslyn Center to
designate it as an emergency cooling/warming center.
• Awarded a contract for Phase 3 of the Automated License Plate Recognition (ALPR) system,
increasing the total number of cameras to 115. Phase 3 installation has been successfully
completed.
• Developed the Student Homelessness Initiative, providing students and families experiencing
homelessness with housing resources, housing vouchers, and connections to Rapid Re-
Housing programs.
• Partnered with the Joslyn Center and Riverside County to connect at-risk seniors to housing
resources, helping to prevent homelessness.
• Collaborated with CVAG’s CV Housing First Program to permanently house nine individuals
in 2024.
• Partnered with City Net to secure stable housing for 17 individuals in 2024.
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Next Steps:
• In 2025, the City of Palm Desert will prioritize strengthening public safety services and
community preparedness through strategic initiatives, technological advancements, and
comprehensive program evaluations. These efforts will include the exploration and
implementation of innovative technologies to enhance the efficiency and effectiveness of
public safety operations. Emergency Preparedness Training will be focused on instruction for
leadership and key roles in emergency operations, including Director and Position-Specific
EOC Training to enhance decision-making and coordination. Tabletop Exercises facilitate
scenario-based discussions to improve response effectiveness. Annual Staff Training ensures
personnel are equipped with essential skills, covering Disaster Service Worker roles, First Aid,
CPR, Active Shooter response, Fire Extinguisher Use, Earthquake Preparedness, and Stop
the Bleed techniques, strengthening overall emergency readiness.
• City staff will provide updates to the City Council on the performance metrics and overall
effectiveness of the Automated License Plate Recognition (ALPR) system, ensuring continued
alignment with the City’s public safety goals. Building on recent accomplishments, the City will
evaluate opportunities to expand the ALPR system by installing additional cameras to further
support law enforcement efforts.
• Outreach initiatives will expand to include an increased focus on crime prevention, community
safety, and emergency preparedness, emphasizing disaster readiness education and raising
awareness of available local resources to empower residents.
• The City will enhance street outreach by incorporating case management, connections to
permanent supportive housing, and addressing community hotspots. Shelter services will
improve through a partnership with Coachella Valley Rescue Mission (CVRM), including
transportation access. Collaborations with CVAG’s CV Housing First program will focus on
refining bridge housing metrics. Crisis intervention efforts will be expanded in partnership with
Riverside County Behavioral Health System to connect individuals to essential services.
Community programs will enhance resource access through improved websites and service
directories. The Housing Authority will support low-income housing communities with
prevention resources like rental assistance and financial counseling to reduce homelessness
risks.
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Active Transportation Projects:
Continue to implement the Active Transportation Projects (ATP) plan, by designing and
constructing bike lanes and sidewalks to provide pedestrians and cyclists greater access to all
areas of the City and incorporate these projects into the 5-year CIP budget.
2024 Executive Summary:
In 2024, significant progress was made on various Active Transportation Program (ATP) projects.
Notable milestones include the substantial completion of construction on the Haystack Road
Traffic Calming Improvements (Phase II) and PD Link (Phase II) projects, both of which are
expected to be fully completed in Q1 2025.
The Walk and Roll PD project, a key initiative aimed at enhancing the City's bike and pedestrian
connectivity, also advanced significantly. Conceptual designs for Walk and Roll PD Phase II (Bike
Lane Improvements) and Phase III (Pedestrian Improvements) were finalized. Following
extensive public outreach and feedback, both phases progressed to schematic design, setting
the stage for construction and implementation in 2025.
Public engagement remained a key priority throughout 2024 to ensure these projects met the
needs of the community. Several community meetings were held across Palm Desert, allowing
residents, cyclists, and stakeholders to provide valuable input. This feedback was instrumental in
refining the project scope to align with community preferences while supporting broader goals for
sustainable and equitable transportation.
Recap of Past Accomplishments:
• Increased the frequency and emphasis on community outreach, with several community
meetings held.
• Incorporated community feedback to redesign multiple ATP projects based on stakeholder
input.
• Initiated schematic design for Walk and Roll PD Phase II (Bike Lane Improvements).
• Initiated schematic design for Walk and Roll PD Phase III (Pedestrian Improvements).
• Completed design, bid, and awarded construction contracts for PD Link (Phase II) and
Haystack Road Traffic Calming Improvements (Phase II).
• Started and completed construction of the Monterey & Fred Waring and Haystack & Hwy 74
Intersection Improvements project.
• Started and substantially completed construction of PD Link (Phase II).
• Started and substantially completed construction of Haystack Road Traffic Calming
Improvements (Phase II).
Next Steps:
In 2025, the City will continue advancing key Active Transportation Program (ATP) projects, with
a primary focus on finalizing construction of PD Link (Phase II) and Haystack Road Traffic Calming
Improvements (Phase II). While both of these projects are expected to be completed in early
2025, the design and construction of Walk and Roll PD project phases will continue throughout
the year.
To ensure these projects align with community needs, City staff will maintain public engagement
through community meetings, providing updates, addressing concerns, and gathering feedback
to refine project details. Additionally, staff will assess and prioritize future ATP improvements,
potentially identifying new projects for future implementation.
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Key initiatives planned for 2025 include:
• Complete construction of Haystack Road Traffic Calming Improvements (Phase II).
• Complete construction of PD Link (Phase II).
• Complete construction of the CV Link Enhancements project.
• Complete the design and construction of Eldorado Drive bike lanes.
• Complete design of Walk and Roll PD Phase II (Bike Lane Improvements).
• Complete design of Walk and Roll PD Phase III (Pedestrian Improvements).
• Begin construction of Walk and Roll PD Phase II (Bike Lane Improvements).
• Begin construction of Walk and Roll PD Phase III (Pedestrian Improvements).
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Capital Projects
Department Description:
The Capital Projects Department oversees the management and delivery of some of the City’s
most complex, diverse, and large-scale Capital Improvement Projects (CIP) related to city
infrastructure. The department’s responsibilities include feasibility studies, site design, document
preparation, construction management, inspection, and other key components of the capital
project delivery process.
2024 Top Accomplishments:
1. Completed design and bidding for Fire Station 102.
2. Completed construction of the Desert Willow Overflow Parking Lot.
3. Completed the El Paseo Curb Ramp Modification project.
4. Completed the Section 29 Retention Basin Expansion project.
5. Completed the One Quail Place Parking Lot and Carport Rehabilitation project.
Other Significant Accomplishments:
• Completed the Civic Center Parking Lot Rehabilitation project.
• Completed the City Hall ADA Parking Lot Improvements project.
• Completed the multi-phase office space improvements for FY 2023/24.
• Awarded contract for the installation of the Vitalia Way & Gerald Ford Traffic Signal.
• Awarded contract for Conceptual Design Services for the new Library Facility.
• Awarded contract for the design of the Eldorado Drive Rehabilitation project.
• Awarded contract for the design of the Mountain View Retention Basin project.
• Awarded contract for the HSIP-Crosswalks project.
• Held multiple community outreach meetings and obtained Planning Commission approval
for the Haystack Road Channel Improvements project.
• Awarded architectural design contract for Fire Stations 33 and 71 in July 2024.
Looking Ahead:
Capital Projects
Anticipated
Timeline for
Completion
Fire Station 102 Onsite Construction Q1 2026
Fire Station 102 Offsite Design Q1 2025
FS 33 and 71 Design Q4 2025
Haystack Road Traffic Calming Improvements Phase II Construction Q1 2025
PD Link Phase II Construction Q12025
HSIP High Visibility Crosswalks Q2 2025
Stormwater and Drainage Infrastructure Assessment Q2 2025
Bridge Preventative Maintenance Project Q3 2025
New Library Facility Conceptual Design Q1 2025
Photovoltaic Carport Project – Phase I Q1 2025
Photovoltaic Carport Project – Phase II Q1 2026
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CV Link Enhancements and Slurry Seal Project Q1 2025
El Paseo Street Rehabilitation Q3 2025
Vitalia Way & Gerald Ford Traffic Signal Q2 2025
Office Space Improvements Phase 3 Q3 2025
Haystack Road Channel Improvement Project Design Q2 2025
Eldorado Street Rehab Q3 2025
HSIP Retroreflective Traffic Signal Backplates Q3 2025
Walk and Roll PD Phase II – Bike Lane Schematic Design Q1 2025
Walk and Roll PD Phase III – Pedestrian Improvements Schematic Design Q3 2025
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City Manager’s Office
Department Description:
The City Manager’s Office operates under the policy direction of the City Council, providing
leadership and management over day-to-day operations to ensure that residents and businesses
receive exceptional City services. The department also oversees Human Resources and the City
Clerk’s Office.
2024 Top Accomplishments:
City Manager’s Office:
1. Presented energy infrastructure options for the north sphere in partnership with Imperial
Irrigation District, with the City Council directing staff to proceed with the partnership solution.
2. Secured City Council authorization to implement Measure G’s spending priorities following
its passage, which included hiring additional police officers, expanding Public Works staff,
and advancing the construction of Fire Station 102.
City Clerk’s Office:
1. Facilitated the transition to a five-district electoral system and successfully eliminated
ranked choice voting for future municipal elections.
2. Facilitated the elections for Districts 1, 2, and 3 and the Measure G Sales Tax Initiative.
Human Resources:
1. Launched the Employee Wellness Program with the October Walking Challenge,
encouraging employees across departments to connect, establish healthy habits, and
foster a fun and engaging work environment. The challenge resulted in City employees
collectively walking over 15 million steps in October.
2. Promoted 29 employees, completed 28 recruitments, and onboarded 41 new employees,
including new library staff.
Other Significant Accomplishments:
• Transitioned all appointed bodies to the City's centralized agenda management system
and consolidated all agenda postings onto a single webpage to enhance efficiency,
accessibility, and transparency.
• Joined the SECURE program to streamline the submission and retrieval of recorded
documents with the Riverside County Recorder’s Office.
• Completed PDU Cohorts 4 and 5, achieving an 82% completion rate (119 full-time staff)
in the Palm Desert University (PDU) program.
• Completed Workplace Violence Prevention Plan assessments at all three City employee
workplaces, conducted all-employee training, and established a Workplace Violence
Prevention Committee.
• Implemented the "Exceptional Teammate" expectations for all employees, setting a
workplace standard and recognizing employees who demonstrate exceptional teamwork.
• Assisted in the revision and launch of the City’s new intranet page, designed to be user-
friendly, information-focused, and to facilitate peer recognition.
• Successfully negotiated a Memorandum of Understanding (MOU) with the Palm Desert
Employee Organization regarding part-time employees.
• Organized and hosted employee appreciation and internal professional networking
events, fostering employee engagement and professional connections.
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Looking Ahead:
City Manager’s Office Anticipated Timeline
for Completion
Commence RFP for City Council Strategic Planning Effort and present
to City Council for their consideration. Q1 2025
Completed amendment to law enforcement services agreement and
fire services cooperative agreement. Q2 2025
Human Resources
Host CalPERS Educational and Retirement Seminars Q1 2025
Employee Development and Succession Planning Programs
(Mentorship, Ride-Along, Supervisor Academy Cohort 1, PDU II
Cohort 1)
Q2 2025
City Clerk’s Office
Expand live streaming and captioning to all Boards, Commissions,
Committees, and Task Forces Q1 2025
Biennial update of the City’s Records Retention Schedule Q1 2025
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Development Services
Department Description:
The Development Services Department oversees the implementation of the community's vision
as outlined in the City of Palm Desert’s General Plan, Specific Plans, and Municipal Codes. It
reviews new development proposals to ensure compliance with the City’s design standards,
goals, and policies while also maintaining existing structures and properties to uphold community
expectations and City Council-adopted standards. Additionally, the department reviews all code
standards and recommends changes based on City Council’s goals.
The department includes the following workgroups: Planning & GIS, Building & Safety, Code
Compliance, Land Development Engineering, and the Development Services Center
2024 Top Accomplishments:
1. Enhanced Short-Term Rental Oversight – Updated regulations and implemented new
software, significantly reducing complaints by proactively addressing unlicensed rentals.
2. Established Design Standards & Secured Grant Funding – Developed the Multifamily
Residential and Mixed-Use Objective Design Standards and successfully obtained grant
funding to cover implementation costs.
3. Streamlined Permitting Process – Expanded express permitting for walls, pools, and
interior remodels after Q2, cutting staff processing time by an average of 25 hours per
month. This improvement expedited the applicant experience and reduced the backlog of
applications, allowing for more efficient processing of larger permits.
4. Improved Customer Experience with E-Trakit – Launched the e-Trakit portal, allowing
users to track permits, monitor project status, and make electronic payments.
5. Rebranded the Development Services Center – Transformed the department’s lobby into
the "Development Services Center," enhancing operational efficiency and public
accessibility. Additionally, consolidated all regulatory licensing and permitting into a single
workgroup, reinforcing the one-stop-shop approach.
6. Optimized Planning Inspections – Developed a standardized planning inspection template
for landscaping and architectural reviews, ensuring projects align with approved plans and
improving documentation and tracking.
Other Significant Accomplishments:
• New Permitting Software – Began the testing phase of the Clairti Permitting Software to
enhance efficiency in permit processing.
• Business Licensing Program Review – Completed an analysis of the Business Licensing
Program, with recommended changes scheduled for implementation in Q4 2025.
• Downtown Zoning Code Evaluation – Conducted an analysis of the Downtown Zoning
Code and established a City Council subcommittee to guide necessary updates.
• Regulatory & Policy Updates:
o Initiated the update to the Hillside Ordinance.
o Adopted and implemented the HOA’s Permit Notification Policy
o Updated the Mills Act Program to enhance historic property preservation incentives.
o Adopted updated Engineering Standards and Guidelines.
o Revised grading regulations to improve development oversight.
o Updated business license regulations to streamline processes.
o Updated ADU (Accessory Dwelling Unit) regulations.
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o Updated Building Board of Appeals regulations for improved clarity and function.
• Citywide Historical Resource Survey – Launched a comprehensive survey to assess and
document historical resources across the city.
• Expanded GIS Capabilities – Enhanced the department’s GIS tools, reducing analysis
time and improving public access to key information.
• Code Compliance Initiatives:
o Hosted a spay and neuter clinic for residents at the renovated Civic Center dog park.
o Increased proactive code compliance cases by 31% this year.
• Zoning & Development Code Modernization – Initiated the Zoning Code Update and
development of a Unified Development Code to streamline and modernize zoning and
development regulations.
• Innovative GIS-Based Applications:
o Developed a GIS-based app to assist staff with business licensing, addressing, and
inspections.
o Created a GIS-based app to track and document homeless individuals and
encampments.
o Launched a GIS-based app for code enforcement staff to support commercial
landscape compliance.
• Cultural & Historic Preservation:
o Adopted the Cultural Preservation Resources Committee work plan to advance
historic and cultural resource initiatives.
o Launched a city-wide Historical Resource Survey to assess and document historical
resources across the city.
Looking Ahead:
Development Services Anticipated Timeline
for Completion
Finalize Department fee schedule update Q1 2025
Cross-training of Permit Center staff to build internal capacity to
learn formal plan reviews (12-week sessions) Q2 2025
Implementation of Solar App+ solar permitting Q3 2025
Implement Clariti Land Management Software Q3 2025
Complete Historical Resource Survey Q1 2025
Update to General Plan Mobility/Circulation Element Q3 2025
Update to the University Neighborhood Specific Plan Q3 2025
Create Downtown Objective Design Standards Q1 2026
Update Hillside Ordinance Q3 2025
Update Downtown Zoning Q4 2025
Update to Zoning Code/Create Unified Development Code Q4 2025
Transition Business Licensing In house Q1 2026
GIS Integration On-Going
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Economic Development
Department Description:
The Economic Development Department plays a vital role in supporting businesses that are
expanding within or relocating to Palm Desert. By providing financing options, workforce solutions,
and technical assistance, the department fosters investment in the community to enhance the
quality of life for residents.
Beyond business support, the department manages real estate transactions, business
partnerships, and outreach efforts to strengthen the local economy. It also oversees several key
programs, including public art initiatives, waste and recycling programming and compliance, and
City-sponsored events and sponsorships. Additionally, the department houses the Public Affairs
division, which leads efforts in civic engagement, communications, marketing, tourism, and visitor
services, ensuring Palm Desert remains a vibrant and thriving destination.
2024 Top Accomplishments:
1. Completed the Surplus Land Act (SLA) process for Desert Willow Lots C, D, and E.
2. Transitioned operators at the Palm Desert iHUB and expanded strategic partnerships.
3. Expanded Business Incentive Programs to include the Autism Certificate Reimbursement
Program (ACRP) and the Business Emergency Assistance Program (BEAP).
Other Significant Accomplishments:
• Completed the acquisition of Desert Willow Lot A from SARDA to the City.
• Entered into an Exclusive Negotiation Agreement (ENA) with Kam Sang Companies for
resort development on Desert Willow Lots C/D.
• Collaborated with Toll Brothers on their Shadow Ridge development, securing $1.6 million
from the land sale price.
• Adopted the Palm Desert Broadband Feasibility Study and released an RFP to solicit a
partner for network build-out.
• Drafted a Letter of Intent (LOI) for future park development at the CSU Palm Desert
campus and established quarterly coordination meetings with campus leadership.
• Executed a contract with The Retail Coach for business recruitment and attraction.
• Facilitated the sale of the Mountain View home for historic preservation.
• Hosted the DSRT Surf groundbreaking ceremony and initiated construction monitoring.
• Held a ceremony and officially received 10 acres of land from the Slaughter family.
• Organized and hosted a San Pablo Merchants meeting and prepared a response to long-
term business concerns.
• Extended a modified contract with the Coachella Valley Economic Partnership (CVEP).
• Collaborated with farmers market operators to evaluate market performance, locations,
and operational expectations.
• Coordinated with Pacific Realty Capital Partners on the redevelopment of the Palm Desert
Mall site.
• Adopted the Rail Station Feasibility Study and submitted it to the Riverside County
Transportation Commission.
• Completed a Transient Occupancy Tax (TOT) Agreement with JW Marriott to support the
expansion of ballroom space.
• Negotiated new leases for The Artist Council and established month-to-month leases for
the remaining Parkview tenants.
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• Facilitated updates for the Dining Deck program and planned for future El Paseo roadway
improvements.
• Completed the Outdoor Worker Appreciation Mural Community Project.
• Hosted the 37th Annual Student Art and Essay Contest and Awards Ceremony and
installed selected artworks on traffic signal cabinets and bottle fillers.
• Coordinated and installed the 2026/2027 El Paseo Sculpture Exhibition.
• Purchased two sculptures from the El Paseo Sculpture Exhibition and arranged for
installation, including the relocation of the Recycle sculpture to Burrtec’s Recycle Center.
• Installed artwork on a bench at Civic Center Park in collaboration with the Mayor’s
Monarch Pledge.
• Installed artwork in the Development Services and Administrative lobbies at City Hall.
• Extended the Poet Laureate contract to include community workshops at the Palm Desert
Library.
• Held five organics recycling assemblies at Palm Desert elementary schools, reaching over
1,800 students in partnership with EcoHero, funded by a CalRecycle grant.
• Continued education and outreach for edible food recovery generators through a
partnership with FIND Food Bank to promote compliance with SB 1383 requirements.
• Updated community event sponsorship guidelines and applications to align with the
Outside Agency Funding timeline and review process.
• Produced the annual Independence Day Celebration featuring a new pyrotechnics launch
location at the College of the Desert’s driving range.
• Added an accessibility widget to the City website to enhance ADA accessibility and
language translation capabilities.
• Hosted the first-ever City-wide HOA community meeting and the 2nd Annual San Pablo
Merchants meeting.
• Hosted the second and third Palm Desert Civic Academy programs.
• Organized 23 community engagement events for various City projects.
• Held six Coffee with the Mayor events.
• Hosted three Palm Desert Discussion events on key topics:
o Water management in partnership with the Coachella Valley Water District (CVWD).
o The inaugural Emergency Readiness Expo, featuring participation from six partner
organizations.
o Homelessness and public safety, with insights from City staff, the Riverside County
Sheriff’s Department, and the Coachella Valley Rescue Mission.
• Won a Desert AdFed award for the Palm Desert Pocket Guide social media initiative.
• Relocated the Discover Palm Desert Visitor Center to the Library.
• Collaborated with Library staff to develop a visual identity for the new library, including
website design, printed materials, and interior wall wraps.
• Worked closely with the PDAC team to enhance marketing efforts, expand outreach, and
attract new visitors to the center.
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Looking Ahead:
Economic Development Anticipated Timeline
for Completion
Disposition of the Alessandro properties Q2 2025
2024 Commercial Broker’s Report Q1 2025
Disposition of the Wallaroo site Q2 2025
Disposition of the property adjacent to the Joslyn Center Q2 2025
Move 38th Annual Student Art and Essay Contest and Awards
Ceremony at UCR Palm Desert Center Q1 2025
Begin commercial organics and edible food recovery enforcement
in conjunction with SB 1383 mandate Q1 2025
Use of BEAP Funds for Papa Dan’s re-location Q1 2025
CSUSB-PD Campus Student Services Groundbreaking Q2 2025
Disposition of Desert Willow Lots C, D, E Q2 2025
Hold the spring 2025 Civic Academy program Q2 2025
Launch a new municipal website Q2 2025
Development of a Climate Action Plan in conjunction with CVAG Q3 2025
Publish a new municipal website with updated navigation and
increased ADA compliance Q3 2025
El Paseo Entry Artwork/Sign Commission Q4 2025
Installation of Dueling Palms Sculpture Q4 2025
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Finance
Department Description:
The Finance Department is responsible for managing financial operations that impact all City
departments and activities. Core functions include cash management, debt management,
budgeting, purchasing, accounts payable, accounts receivable, financial reporting, general ledger
maintenance, loan administration, and payroll. The department is committed to ensuring financial
transparency, accountability, and effective fiscal management.
The Finance Department also oversees Information Technology (IT) and the Housing Division. IT
provides technical support and innovative solutions to assist all departments with processing,
storing, securing, and exchanging electronic data. The Housing Division manages Housing
Authority oversight, property management, rental assistance programs, affordable housing
initiatives, financial support for new affordable housing developments, and enforcement of the
City’s Rent Review Ordinance.
2024 Top Accomplishments:
1. Led community outreach, education efforts, and secured approval of Measure G, a one-
cent sales tax initiative.
2. Assisted partners in implementing the new Library POS system and restructuring
operations at the Aquatic Facility.
3. Initiated the transition to Workday, the City’s new Enterprise Resource Planning (ERP)
system for finance and payroll management.
4. Facilitated bond issuance for the next phase of infrastructure development at University
Park.
Other Significant Accomplishments:
• Executed a Disposition and Development Loan Agreement (DDLA) with Palm
Communities and secured approvals for Arc Village TCAC and the Bravo Agreement.
• Received Government Finance Officers Association (GFOA) and California Society of
Municipal Finance Officers (CSMFO) awards for both the 2024-25 Budget and the 2022-
23 Annual Comprehensive Financial Report (ACFR).
Looking Ahead:
Finance Anticipated Timeline
for Completion
Implementation of ERP System for Payroll Q3 2024 thru Q3, 2025
Implementation of ERP System for Finance & Human Resources Q3 2025 thru Q2, 2026
Receipt of GFOA and CSMFO awards for 2025-26 Budget and
2023-24 ACFR Q4 2025
Receipt of CMTA certification for our Investment Policy Q4 2025
Transition to a new management company at PDHA Q3 2025
Provide IT Support Implementing LMS System Q3 2025
Provide IT Support Implementing ERP System Q2 2026
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Library Services
Department Description:
The Palm Desert Library strives to create a community enriched with promise, progress, play, and
prosperity. Through a variety of social, cultural, and learning experiences, the Library nurtures
community well-being while fostering values of curiosity, discovery, exploration, imagination, and
health & happiness.
2024 Top Accomplishments:
1. Opened the Palm Desert Library on July 1, 2024. In its first six months, the library:
• Welcomed 46,076 visitors
• Was open for a total of 1,440 hours
• Issued 7,452 library cards
2. Maintained a collection of approximately 57,000 items, which were checked out 77,849
times. Additionally:
• 5,859 books were downloaded
• The library's website received 47,893 visits
3. Hosted 252 programs since July 2024, attracting 5,545 attendees.
4. Established 11 ongoing and recurring partnerships with organizations in the arts, local
business, and education sectors.
Other Significant Accomplishments:
• Expanded access to 9 million unique items through Link+, a consortium of California
libraries, providing residents with tremendous additional access to books and materials.
• Launched the Library of Things service, a specialized collection of high-interest, non-
traditional items designed to meet the recreational and technological needs of Palm Desert
residents.
• Opened a new department, revamped the library facility, and hired all library staff.
• Initiated volunteer recruitment in Q4 2024.
• Launched Tech Tutor, a volunteer-driven service that assists adults 55+ with basic
computer troubleshooting.
Looking Ahead
Library Anticipated Timeline
for Completion
Expand programming with our yearly One Book – One Palm Desert
community reading program. The book, Finding Gobi; will build
community through a collective reading effort
Q1 2025
Establish a local 501(c)(3) foundation Q2 2025
Complete a thorough assessment of every item in the collection,
ensuring each item's quality, catalog record, and inventory tag Q2 2025
Increase participation in our Summer Reading Program, a literacy
program to help mitigate learning loss during the summer Q2 2025
Increase volunteer recruitment and participation by 50% Q1 2025
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Public Works
Department Description:
The Public Works Department is responsible for maintaining and improving the City’s
infrastructure, including traffic management, engineering, capital improvement project delivery,
and the operations and maintenance of facilities, streets, and the storm drainage system.
Additionally, the department oversees community services, such as parks, recreation, and public-
private partnerships.
2024 Top Accomplishments:
1. Completed re-roofing projects at Desert Willow, Fire Station 67, and the State Building.
2. Completed Phase II of Traffic Signal Modifications and Upgrades at nine intersections.
3. Completed improvements at Civic Center Dog Park.
4. Initiated Phase III of perimeter landscape improvements at Desert Willow.
5. Completed ADA upgrades at the State Building.
Other Significant Accomplishments:
• Completed improvements at the Palm Desert Aquatic Center, including new concrete and
seat walls, starting blocks, shade structure lighting, and other upgrades.
• Repaired damage from Tropical Storm Hilary at Section 29, Haystack Channel, and
Freedom Park.
• Initiated development of a five-year Landscape Master Plan.
• Completed grant-funded upgrades to Palma Village Park.
Looking Ahead:
Public Works Anticipated Timeline
for Completion
Complete interior improvements at State Building Q1 2025
Complete (install) community garden boxes at San Nicholas Q1 2025
Complete (install) benches and waste bins on El Paseo Q1 2025
Complete renovations to Fire Station 67 Restroom Q1 2025
Complete Cook Street / Market Place Traffic Signal Installation Q1 2025
Issue Notice inviting Bids for construction of Cahuilla Hills Park ADA
Improvements Q1 2025
Initiate replacement of the Traffic Management System Q1 2025
Complete design of Traffic Signal Modifications and Upgrades
(Phase III) Q2 2025
Receive proposals for new access gates at Corporation Yard Q2 2025
Dinah Shore Drive Corridor traffic and pedestrian improvements Q2 2025
Complete 5-Year Landscape Master Plan Q2 2025
Complete design for PDAC pump room renovations Q2 2025
Complete design and initiate construction of fleet charging stations
at City Hall Q2 2025
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36
P a l m D e s e r t C i t y C o u n c i l
G o a l S e t t i n g S e s s i o n
F e b r u a r y 2 7 , 2 0 2 5
37
WHY ARE WE HERE?
R e v i e w p r o g r e s s o n
2 0 2 4 G o a l s
R e c e i v e i n p u t & d i r e c t i o n
f o r 2 0 2 5 G o a l s
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RECAP 2024: CSU Palm Desert Campus
A d v o c a t e f o r c r e a t i n g a C a l S t a t e U n i v e r s i t y P a l m D e s e r t C a m p u s o r o t h e r e d u c a t i o n -
r e l a t e d u s e s o n t h e l a n d d o n a t e d b y t h e C i t y f o r t h i s p u r p o s e .
N E X T S T E P S
P 1 CV a n d C it y staf f ma intai n e d co m muni cati on w ith
CSU S B Le ad e rs h ip to c oo rd ina te t he t imi n g o f
imp ro v e m e n t s an d t he co n s t r u cti o n of t h e new
S t u d en t Ser v i ces Bui l di ng .
The S t u d en t Se rv ic e B u ildin g i s ex p ec t e d to
recei ve Sta t e Ar c h it ec t a p p r ov al in Q 1 20 25,
allow in g co nstr uc t ion t o begi n i n Q 2 2025.
Es t abl i shed q u a r te r ly me e tin g s wit h CS US B le ader ship
f or o ngo i ng coo rdin at i o n a nd ca mp u s d e v el opmen t
o n : S t u d e nt S e r v i c e s B u i ldi n g ; d evel o p me nt o f the
C i ty ’s fire st a tio n; pa rt nersh i ps f o r flood c o nt r o l, d u s t
m i tiga tion , a nd p ark d e v e lopmen t; a nd r ail s ta tion
st udy an d II D /SCE in f r ast r u c tur e .
Th e S tu dent S e rvi c e s A d v is or y C omm i t t ee is
e x p l o ri n g f u nd ra i s ing fo r add iti o nal site
imp ro v e m e n t s, in c l u d i ng a n ew clo ck to w e r.
Di s c u s si on s ar e und e rwa y fo r d e v e lo p i ng pa r k
s pac e a n d d rai n ag e i m p ro v e m e n t s. A l ett e r of
inte nt out l in i ng j oi n t /sh ar ed u s e o f th e s e fac iliti e s
w a s sub mitte d to C S U SB L ea der shi p. U n der th is
a g re e m e n t , a pp ro xi m a t e l y 20 -25 a cr e s o f th e
campus c ould be impr ove d .
Co n t i nue pur s u ing a co l l a b or a t i on o n fu tur e p ar k
develo pment a n d d r ai n a g e imp ro v e m e n t s .
Quar t er l y m eeti n gs ar e s ch e duled f or 20 2 5.
A C C O M P L IS H M E N T S
39
D e v e l o p a s t r a t e g y f o r t h e d i s p o s i t i o n a n d d e v e l o p m e n t o f t h e r e m a i n i n g u n d e v e l o p e d
D e s e r t W i l l o w p r o p e r t i e s .
RECAP 2024: Desert Willow Strategy
N E X T S T E P S
Lo t s A/B : L ot A is u n der co n t ru ct i o n f or pa rk in g lo t
i m pr ov e men ts t o suppor t D e s e rt W il lo w a n d DSRT Sur f .
S taff rem ains e nga g ed wi t h DSRT Su rf t o monit o r and
i n s p e ct o ngo i n g c onstruc tion activ i ties.
L ot s C /D: Ho u si n g an d Co m m u ni ty D ev elo pm en t
(HC D) cl e ared L ots C/D fo r s al e out s id e th e S L A
pr oc e ss. A d e ed r e s tr icti on ha s been reco rd e d ,
m and at in g t h a t 1 0 % o f a n y ho u s ing d ev elo pm en t
be d e si gn a t e d fo r a f fo rd a b l e h ousi n g.
L ot E : HC D a p pr oved th e C ity’s p la n to s e l l Lo t E
t o Bli e u D e v e l op m e n t f o r t h e co ns t r ucti on of a
1 3 0-uni t af f or da ble ho u s ing pr oj ec t .
A C C O M P L IS H M E N T S
L ots C /D: Pen di n g neg oti a t io n s wi th Ka m Sa n g
Co m p a n y , a Pu r ch as e a n d S a l e A g re e m e n t f or a
n e w r e s ort s tyle p r oj e c t wi l l b e pr esente d to t h e
Ci ty C ounc il in Q2 2 025.
L ot E: F inali z a t i on o f t h e Pur c h a s e a n d S a l e
Agr eement wi th B l i e u Develo pment fo r t h e sale of
t he 8-acr e pa r cel at m ar ket rate in Q 2 2 0 2 5 . T hi s
a g re e m e nt w il l f aci l it at e the co n s tr u ct io n of a 130 -
u nit affo rdab l e ho u si n g pr o jec t.
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D e v e l o p a p l a n t o i d e n t i f y a n d r e c r u i t r e t a i l , e n t e r t a i n m e n t , a n d o t h e r b u s i n e s s e s t o
c o n t r i b u t e t o P a l m D e s e r t ’s u n i q u e s h o p p i n g a n d e n t e r t a i n m e n t o f f e r i n g s .
RECAP 2024: Business Recruitment
N E X T S T E P S
Co llabo ra t i n g w it h Fo unta i n he ad D ev e lo p ment on
si t e acqu isi ti on of 18+ ac re s o f unde v eloped land
a lo n g Mo nter e y Ave , n or t h of L ow e’s Ho me
Im prove m ent. T he p r o p ose d d eve l o p ment inc lud e s a
m ix o f retai l, d ri ve -thru es ta b li s h m ents, an d a l a rge
f ood and be v er age ente rta in m ent fac i l i t y .
M on i t or r ec e n t b a nk rupt cy f ili n g s f or r e ta i l e rs i n Pa lm
Des e rt a n d r e m a in eng ag e d wi th p r ope rty own e r s ,
br ok e rs , and leasi n g a g en t s to ide nt if y s u i t ab l e
re p l a ce me nt s .
The Cit y C o u nc i l app r o v e d a new b us i nes s
as s i st an ce p a ck ag e fo r bu sin e sses impa ct ed b y f i re
an d /o r fl o od s, o f f e ring rel o ca ti on a ssis ta nc e , p lan
chec k a nd i n s p e ct i o n f e e wa i v e rs , and im p a ct fee
waiver s t o ex p e dit e reope n i ng.
E n g a g ed Th e Retai l Co ach f or t ar geted ou t reac h t o
n ew si t-do wn re s t au ra n t conc epts ent e ri n g
C a l ifo rni a a n d to i d e nti f y c om p a t ib l e r e t a il e rs fo r
la rge -fo rmat s ho ppi ng c e n t er s a n d t he E l P ase o
c or r i d or .
A C C O M P L IS H M E N T S
Co n t inue co l la bo ra ti n g wi t h p r ope rty own e r s to
e x p l o re new d e v e lo p m e n t o p po rtuni t i e s th ro u g ho u t
t he Ci t y , f ocu si n g o n E l Pase o, H igh w ay 111, Sa n Pa blo ,
a nd a re as n e a r I n t e rs t a t e 10 .
C onti n u e d isc u ssi o n w it h r e pr e sentati v e s of D i ck ’s
Spo rt ing G oo ds and I K E A f or n e w c on c e p ts s t or es
an d c ollab o r at e w ith T o p Go l f t o i den ti f y a sui ta ble
lo c at io n in P a l m Des e rt .
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A n a l y z e m a r k e t c o n d i t i o n s , a d d r e s s i n f r a s t r u c t u r e d e f i c i e n c i e s , a n d i d e n t i f y a s t r a t e g y f o r
p o t e n t i a l c h a n g e s i n l a n d u s e p a t t e r n s i n t h e N o r t h S p h e r e .
RECAP 2024: North Sphere Planning
N E X T S T E P S
Co n t i n u ed work on th e d e ve l op m ent of a
c o m pr e he n s iv e Unif ie d D eve l op ment Co d e (U D C ),
a i m ed a t str e a m li n i n g d e ve l op m ent s t a n d a r ds f or
f utu r e p ro j e c t s .
Co n t i nue r ef i ni n g the p re fe rr e d la n d u se p l a n fo r t h e
U N SP a nd pr e pa r e u pdate s f or th e C it y Co u nci l ,
re s id e n t s, and stake h old e rs .
C o nt i n ued w o r k i ng o n a m e ndm en ts to the
Un i v e rs i ty N e i g h b o r h ood S p ec i f i c Pl an (UN SP) t o
f ac i lit ate: 1 ) d e v elopmen t of a 20- t o 40-a cre p ar k
sit e, 2) mix e d -r e s i d e nt i al hous i ng, 3) n eighbo rho o d -
se r v i ng r et ail c e nt er, 4 ) u p d a ted cir cul at i o n p la n,
an d 5) enha nc ed st r e et sc a p e im p ro vemen ts .
C ol l a b or a t e d wi th I ID a n d B erg e r F ou n da t ion on th e
dev e lo p men t of a n e w el e c t ri c al s u bsta t i on in
T ho usa n d P a l ms.
A C C O M P L IS H M E N T S
M ai n t a in c ommun i ca ti on wi t h SC E an d p ro s pecti v e
develo per s t o co or d i nate n e w devel opment p r o j e c t s
in t he no rt h er n sph e re .
Pr ovi d e up d a t e s t o t he C i t y C ou n c il o n th e IID a n d
Ber ger F oun da ti on p ro po s a l fo r t he Th ousan d P a l m s
subs t a t io n , w h i ch wi ll sup p l y e ss e nt ia l elec tr ica l
infr as t ructur e fo r no rt h er n P D’s g r o w th.
Co or di n at e meet in gs w ith th e U DC C it y Co u n ci l
S u b c om m it t e e t o revi e w an d ref i ne the dr a ft U DC .
42
C o o r d i n a t e w i t h t h e p r o p e r t y o w n e r (s ) f o r a d a p t i v e r e u s e o f t h e m a l l p r o p e r t i e s t o e n s u r e
s o l i d t a x r e v e n u e f o r t h e c i t y a n d b u i l d u p o n P a l m D e s e r t ’s v i s i o n .
RECAP 2024: Mall Redevelopment
N E X T S T E P S
M e t w it h P a cif ic Ret ai l Cap ital Par t n e rs (PRC P ) a t
I C SC to d is cuss th e ir p l ann i ng ef f or ts f or ma l l
re d e v e lo p m e n t . PRC P fo c us h as b e e n st ab ili zi n g t h e
pr ope rty, mak in g st ra teg ic hi ri n g deci s i o n s, a n d
e n g a gi ng wi t h ot h er p ro p er t y o w n e rs to in c o r p or a t e
t hei r n e e ds into t h e r edeve l opme nt pla n .
Ci ty st aff r e m a in s engag e d w i t h PRC P to m o ni to r t h e
t i m e l ine f or p l a n ni n g , e n t i t l em en ts, a n d s i t e
re d e v e lo p m e n t . A fo rma l p l a nni n g a pp l ic a t io n i s
a nt ic ip a t e d t o b e s u b m it t e d in Q 2 20 2 5 .
M e t wi th P RC P to d iscu ss the ir po ssi ble a cq u isi ti on
of the ma ll a n d t o en sur e t he C ity’s a n d P R CP vi si on
f or u se a nd r e d ev elo pm en t o f th e si te are ali gned .
Held a two -da y d esi gn c h a rr e tte wi t h PRC P i n Palm
Des e rt t o revi ew i n itia l c onc e pts f or n e w h ou si n g ,
op e n spac e , and p a d b u ild in gs .
A C C O M P L IS H M E N T S
Co n t inue t o i d e n t i fy l a rg e -f or m at r e ta il e rs to c ommi t
t o t he s i t e a n d wo rk th ro u g h t h e Sur p l u s L and Ac t
(S L A) f or d isp osi ti on o f th e c it y -own ed pa rcels a s
n e e ded to f a ci l i t a t e r e devel opment.
43
Co m p le t e pu b l i c o u tre a c h an d s u r v ey i n g eff o r t s r e g ard in g t h e C i t y’s bu d ge t a n d f i n a nc i a l o ut l o o k re l at e d to a p o t en t i a l
s a l e s ta x i n i t i at i v e. A n u p da t e wa s p r ov i de d t o t h e Cit y C ou nc i l on J un e 1 3 , 2 0 2 4 . F o ll o win g ext e n siv e d i a l o g u e on
r el a te d i ssu e s , t h e C i ty C o u n cil u n a n i m ou sl y a ppr o v e d pl a c i ng t h e m ea s u r e o n t h e N ov e m b er 5 , 2 0 24, b a l lo t .
RECAP 2024: Sales Tax Initiative/Measure G
N E X T S T E P S
Th e Ci t y Co u n c il u n a n imo u sly a pp ro v ed p l a ci n g
M e a sur e G on t he N o v e mb e r 5, 2 0 2 4 , b a l l o t .
Th e C i t y Co u nc i l ado pte d a f i v e -y e a r sp e n d ing pl an f or
M e a s u re G t a x reve nues :
F ir e p reventi on and e m e r g e n cy res p o ns e o p e r at io ns
A d di t i on a l swo rn l aw e nfo rc em en t o f f ic e r s a n d
te ch no l og y u pg ra des
F l oo d co nt ro l mea sur e s
N orth S p her e R e gi on a l Par k d e v e l o p m e n t
Palm D eser t L ibr a ry co n s tr u ct io n
Rep l e n is h m e n t o f o p e r at io nal res e rves
Upo n pa ss age o f M ea s u r e G, i n Dec embe r 2 0 2 4 ,
the Cit y C o un c i l a d o p ted t h e re q uired r e so l u ti on s
an d a g r e eme nt s f o r su b mis s i o n to t h e C D T F A to
f ac i l i t a t e t h e co l lect i on a n d d i st r i b ut i o n of t h e t ax.
In a l ig nment wi t h th e s pend in g plan, th e Ci t y Co u n ci l
a p pr oved f u n d i ng f or ad d it io nal s w o rn o f fic e rs a n d
c on str u ct io n of Fi re S t a t io n N o. 1 0 2 .
St af f is d e v e lopin g a q u art e r ly report f o r the F i n a n ce
Comm i t te e t o m o nit o r t h e col le ct i o n and us e of the
o ne-ce nt s al es t a x. U p o n r e vie w , t h e re p ort w il l be
f orw a r d ed t o t h e C i ty C o u n cil .
A C C O M P L IS H M E N T S
Vo te rs a pp ro v ed M eas u re G w i t h 6 5.5 2% s u pp or t,
w i t h v ot e r tur n o u t r ea c hi n g 8 0.9 6 %
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I m p l e m e n t a t i o n o f t h e E n v i r o n m e n t a l I n i t i a t i v e s P l a n i n c l u d e s t h e f o l l ow i n g: e n v ir o n m e n t a l l y f r i e n d l y
l a n d s c a pi n g , g r e e n b u i l d i n g m at e r i a l s , s o l a r , a l t e r na t i v e f u e l v e h i c l e s f o r t h e c i t y f l e e t , w a t e r a n d e n e r g y
c o n s e r v at i o n , r e c y c l i n g , a n d o t h e r s u s t a i n a b i l i t y -r e l a t e d p r o j e c t s . W o r k w i t h t h e R e s o u r c e s P r e s e r v a t i o n
a n d E n h an c e m e n t C o m m i t t e e (R PE C ) t o i mp l e m e n t i n i t i a t i v e s .
RECAP 2024: Environmental Initiatives
NE X T S T E P S
Th r o ug h o u t 20 24, s t a ff c o n t inu ed prog re ss on k e y
p r o je c t s, i n c l ud ing :
Pho t o vo l t a ic s yste m i ns t a l l a t i o n s
T r a ff ic calmi n g m eas ur es
F l e et v ehicle a nd E V c har gi n g a sse s sme nt s
Gr ee n p a ve m ent mai n t ena n c e
E di ble fo o d r ecov ery ed ucati on a nd c o m plia n c e
Co m plet io n of t he Co m p re h e n s i v e C l ima te Ac t i on
P la n a n d th e upd a t e d Gr e e n h o us e G a s Inven to ry.
A CC O M P L I S H M E NT S
Ex plo r e r e a l l oc a t i on o f $1 1 8 ,00 0 in En er g y E f f ic ie nc y
a nd C onse rv a t i on B l oc k Gra n t fun di n g t o su pp or t
e n e rg y ef f ici e n cy up gr ad e s at Ci ty fa c ili ti e s.
Quar t e r l y p ro j e ct u p da tes t o th e Ci ty C oun c il to
t r ack pr ogr ess o n e n v ir onm en ta l i n it ia ti v e s .
Es t a b li she d a w or k plan f or t h e Re sou r c e
P r ese r vati on a nd E n h a n ce m ent C o m m itt ee .
C o l la bo rate d w it h C V AG on P a l m D ese r t ’s p o rt ion
of the r eg ional Co m p r eh e n s i ve C li m a t e A ct ion P l a n.
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G a t h e r c o m m u n i t y i n p u t , d e s i g n , a n d b u i l d c o m m u n i t y a n d r e g i o n a l p a r k s i n n o r t h P a l m D e s e r t .
RECAP 2024: North Palm Desert Parks
NE X T S T E P S
Comm u nity P a rk : Fol l o w ing i nitia l ap pr ov a l , st a ff
en gag ed a con stru c t i o n man a ge m en t te a m to
a s s i s t w i t h plan r ev ie w a nd c o s t v al id a t io n. Cap it al
Pr oj ects staf f i np ut le d t o i m prov eme n t s in p a rk
a c c essibility and tr a ff i c f l o w . Ad di ti o n a l l y ,
c o n s t r uction o f Se c t io n 2 9 re t ention basi n was
c o m ple t ed , a n d s ur v e y data was co l l ecte d t o se r ve
a s a b a si s fo r f ut ur e co ns t ruc ti o n plan s.
Co m m u ni ty Par k: T he up d a t e d c o mmuni t y pa r k
co n ce p tu a l plans wi ll b e pr e sente d to the P a rk s a n d
R ec reati o n C ommi t tee an d a c ommu n it y e ng a g e m e n t
m e e ti n g is pl ann e d f or F ebr u a ry o r M ar c h 2 025.
Fo l l o wi n g outr e a ch , t h e u p da ted c onc e ptual p la n s
w ill b e p r e s e n t ed to t he C it y C ounc il fo r f i nali z a t i on
t o m ove into c onst ruc ti on d oc u m e n t s p h a s e.
R e gi ona l P a rk: A 35-ac r e r e gi on a l s p or ts pa r k
co n ce p t wa s i n co rp or at e d i n t o t h e U n iver si t y
N e ig h bo rh o o d S pec i fi c Pla n i ni ti a l des ig ns .
Di s c u s si on s wi th CSU S B s t aff le d to c on si der a t io n s
of an a l ter n a t ive s it e o n CS U S B Pa lm D e s er t
campus . Ci t y s ta f f i s n o w d ev elo pi ng a c on c e p tu a l
pla n fo r t h e si te to e n s u re i t m eets t he n eeds of
bo t h t h e C i t y a n d C S U SB .
R e gi ona l P ar k: An upd a t e d co nc ept u al pla n f or th e
reg io n al sp or t s p a rk a t t he CSUS B P a l m D e s er t
campus w ill b e p res e nt e d to th e c olle g e st aff . Ci t y
a nd co l l e ge st aff w il l co nt inu e c ollabo r atin g on a
L e tter o f Inte nt o u t l ini n g t h e ar ran gement f or th e
m u t u a l l y benefi ci a l p ar k.
A CC O M P L I S H M E NT S
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E x p l o r e n e w t e c h n o l o g y , r e v i e w b u d g e t s , a n d g a i n e f f i c i e n c y f o r i m p r o v e d p u b l i c s a f e t y s e r v i c e s .
RECAP 2024: Public Safety Improvements
N E X T S T E P S
Amen ded th e L a w E nfo rc em en t Ser v ices Ag reement
t o a d d s ix s w or n off i cer s, imp l e m e n t e d in t wo p h a s es.
O u tr e a ch i n it ia ti v e s w il l e xp and t o i nc lu de an
inc re as e d f oc u s o n cr ime p reventi on, co m muni t y
s a f e t y , and e m e r g e n cy p r e p a red n e s s, e m phasi zi n g
di s a s ter readi n e ss a n d a w ar en e ss o f ava i l ab l e l oc a l
res our ce s to emp ow er r e si d en t s.
Awa r d a c ontr a ct fo r Ph a s e 3 of t he A u t omated
L ic en se P l at e R e c og ni ti on (A L P R ) s y s t em , i n cr e a s i ng
t he t o t al n u m b e r of cam er as to 11 5. C ity s ta f f w i l l pr o v id e u pd a t es t o t he Ci ty C o u nci l o n
pe rf o rmanc e me t ric s a n d o v er a l l effectivene s s o f t he
ALP R sys t em and w il l evaluate op po r t u n it ie s to ex pand
th e ALP R syst e m to f u rt her sup po rt l a w e n f orc ement
ef f o rts .
Awa r d e d a design co n t rac t fo r t he f ou r t h fi r e
s ta ti on. B id d i ng f or Fi re S t a t io n 1 02 was co m p l e ted
in De cemb e r 20 2 4, an d c on str u c t io n r ema ins o n
t r ac k.E nha nce st r e et ou t r ea ch by i nc o r p o r a ti ng c ase
m an a g e m en t, con ne ct i o ns t o perm an e n t su p p ort i ve
h o usi ng, a nd a ddres s i n g c om m un it y hot spot s .
A C C O M P L IS H M E N T S
47
A n a l y z e r e l e v a n t s t u d i es t o d e v e l o p a 5 -y e a r A c t iv e T r a n s p o r t a t i o n P r o j e c t p l a n t h a t i n c l u d e s o p p o r t u n i t i e s
t o e n h a n c e CV L i n k , P D L i n k /b i k e l a n e s , a n d i n c o r p o r a t e t h e s e p r o j e c t s i n t o t h e 5 -y e a r C I P b u d ge t .
RECAP 2024: Active Transportation Projects
NE X T S T E P S
S u b sta n t i al c ompl e t io n o f c ons t ruc ti on on t h e
Ha y s ta c k Ro ad Tr affi c C a l m in g Imp ro v e m e n t s
(Ph as e II) a n d PD Li n k (P ha se I I ) p r oj e c t s .
Co n ti n ue pu bl ic e nga geme n t thro ugh c ommu n it y m eet ings ,
pro vi d ing u pdate s, a d dr ess i ng co n c e r n s, a nd gat heri n g
fe e dba c k to re f ine p roje ct det ai ls .
C on c e p tua l d e si gn s fo r Walk a n d R oll P D Phase II
(B ik e L a ne I m pr ovements ) a n d Ph as e I II
(P e d est ri a n I m pr ovements ) we re f in a l iz e d and
pr o g re s s ed t o sc hema ti c d esi gn .
C ompl e t e d esi gn and c onst ruc t i on of Wa l k a n d R oll
PD Ph as e II (Bi ke L a ne Im pr ovements ).
Co m p l eted co n s t r ucti on o f th e Mo n t er e y & F r e d
Wa ri n g a n d Hay stac k & H w y 74 In ter s ec t i on
I m p r ovemen ts pr oj ec t .
C o m p l e te de s i g n an d con st r u c tion of W al k an d Ro l l
P D P h as e I II (P e d est r i an I m p r o ve m e n t s)
A CC O M P L I S H M E NT S
Ex pa n d ed c o m m u n ity outr ea c h effo rts a n d
in c or po ra ted co m m u nity feed ba ck to r e d esi gn
m ul t ip l e A TP p r oj e c t s .
C o m p l e te t h e d e sign an d co n s tru c t io n of El do r ado
Driv e bike l an e s.
48
M em b er P r i o r i ty 1 P r i orit y 2 P r iori t y 3
N e st a nd e N ort h S p h e r e De ve l o p m e nt &
I n f r ast r uct ure P l a nn in g
AI , Bu s i n ess I n n o v a tio n, a n d
E n tre pre n eu r s h i p Hu b Ma l l R e d ev el o p me n t
P r ade t t o Up d at e D e v e l o p m e n t C o d e to
S t r ea ml i n e P r o c e sse s
E n e r gy f o r N o r th P a lm
D e s e r t/II D T e r r i t ory
Q uin t an il la I n cre a s e Ex p eri e n c e d B ase d /
F am i l y F r i e n d l y A c t iv i tie s C S U P al m D e s ert C am p us G r a n t Fu n d i n g to In c r e ase
L o c al E l e c t r ica l S t o r a g e
T r u be e M o n t hl y R e p o r ti ng o f
Co nt r act Procu r e m e nt
A l t e r n a t i v es t o
C i ty F o u nd at i o n
Ha r n i k C r i m e Pre ve n tio n Te c h n o l o g y
(AL P R , Sp ee d D e t e c t ion , e t c.)
Asse s s m e n t o f
C i t y M e d i a ns
B u i ld i ng an d L an d s c a p e F i r e
Pre v e n ti o n b y D e s i g n
2 0 2 5 C a n d i d a t e G o a l s S u m m a r y
49
P r iori ty T itle Des c r ip ti o n
0 1 North S phe r e D e velo p me nt &
I nf r a stru ct ure P l a nn in g
Focus on b u ild i ng F ire S t a ti o n 1 0 2, a Re gi o nal Park , D o w nt o wn C o mm erci a l Cen te r , a nd
b eau t ifyi ng t h e p u bli c sp a ce s with art s c u l pt u r es a nd lan ds c a pi ng .
Ju stif ica ti o n: T h e pop u l a ti o n in the N o r th Sphe r e is g r o w i ng qu ic k l y w it h more t h a n 6,00 0 hou si ng un it s o v er t h e com i ng ye ars . I nfrast r uc ture
i s n ee d ed . Th i s i nf r a stru ct u r e i s f o un dati on a l t o h ig h quali ty of l if e an d c h a r a c t er of o ur c o mm un it y .
02
Re gi on al Hub for AI, B u si ne ss
I nn o v a ti o n, a nd
En tre pre neu r shi p
Collab o r a te a nd s u pp o r t ef fort s w it h C SUS B P a l m De se r t Cam pus an d t h e En tre pre ne u r
R es o urc e Cen te r t o f o ste r en t r ep r en eurial a nd A I te chn o l o gy b us in es s de v elop me nt .
Ju sti f ic a ti o n:
C i t ie s t h a t e mbrace E ntre pre ne u r shi p an d A I t echn o l o gy w ill p o si ti o n t h em se l v es a s le a de r s i n e me r gi ng in dus tri es , a t trac ti ng
i nve st me nt an d t a l en t, whi c h wi l l st im ulate & di v ers ify ou r econ o mi c grow t h whi c h r es ults i n i mp r o v ed qu a l it y o f l ife for o u r
re si de nts .
03 M a l l R ed eve l o pm en t Con ti nue to e v a l u a te o p ti o ns for ad a pt ive r e us e of t h e Mall.
Ju sti f ic a ti o n:It i s t h e c en t er of o ur re g i o n an d k ey to e c o nom ic s t a bi l it y a nd growt h .
2 0 2 5 C a n d i d a t e G o a l s - C o u n c i l m e m b e r N e s t a n d e
50
Pr ior it y T it l e D e sc r ip t i on
0 1 Ex pe d i t e U p dat e
D e v elo pme n t C o d e
W e ar e i n th e p r oces s of u pd a t i ng our d evel op m e n t c od e . I w o u l d l i ke to co m pl e te th is
pr o je ct t hi s ye ar a n d i n cl u de c hang e s th a t st re aml ine t h e d e v elo pm e n t pr o ce s s to be
m o re b u si n ess f ri end l y . I d eas in c l u de n ot req u iri n g p l a n ni n g co m m i s si o n h ea r ing s f o r p l ot
pl ans an d ex pand ing r etai l u s es (s u c h a s al l owin g go lf car t sa les and se rvic e in re t a i l
zo n es).
Jus t i f ic a ti on: W e are a l re a d y d o ing th is w o rk a n d e x ped it ing i t t o s tr ea mli n e d evel op m e n t w ill m a ke Palm De s er t m or e co m pe t i t iv e i n
at t racti n g bus ines s in ves t m ent.
0 2 Ene rg y f o r N or th Palm
D ese rt /II D Ter r it or y
A l a c k of e n e r g y t ransm iss ion i n I I D t er r it or y , w h i ch i n c l u des N o rt h P a l m D e se rt, has
c re a t e d a n ef f ec ti v e b u il d i n g mo r a t o ri u m o f a lo n g and un kno wn d u rat io n . A s Cali f o rni a
ex pe ri en c es a ho usi n g c ri si s, bui l di n g m or e h o u s i n g i s a n im p o rt ant par t of t he f ix , and
w e n e ed to fi n d a pr o a ct ive so lutio n to p r ovi de po wer t o f a ci li ta te de v e lo pme nt
J ust ifi c a t ion :
C A i s in a h o u s i n g cri si s , a n d bui l din g mo re h om e s w i l l in c re a s e sup p ly to s ta bili ze c o s ts . Th is i s a c ri ti c al p ro bl e m t hat has
s t a l led d eve l op m en t, and , w it h o u t p r oac ti v e so lut io n s , i t c ould t a ke mo r e t han a d ec a de t o r e so l ve, b a s ed on t he
p re s ent ti m e fr a m e t o bu y a n d re ce ive par ts a n d bui l d sub s tati o n s .
2 0 2 5 C a n d i d a t e G o a l s - C o u n c i l m e m b e r P r a d e t t o
51
Pr ior it y T it l e De s c ri pt io n
0 1 I ncr ease E x p er ie n ce Bas e d/
Fami ly Fr i e n dly Ac ti v i t i e s
S e c ond re q u es t to includ e sp a ce a t th e PD M a l l f o r fami l y f r iend l y a c t i v it ie s suc h as
bo w l i n g and k ara o ke bo ot hs .
Jus t i f ic a ti on:
1. E c ono m i c gr o w t h op po r t u n it y f o r m e r c h a n t s in t he a r e a as de m ons t r at e d. (S e e 2 024 s u bm is s ion )
2. In c re a s e f a m i l y f ri en dl y act ivi ti e s t h a t do n ot h a v e c o m p et it or s i n t he ar ea , o r wo u ld e n ha n c e quali ty o f t he acti vi t i e s.
Near es t k a rao ke b oo th s ar e ou t si de o f a 60-m ile r a di u s. Bowli n g a t Fa n tasy S pr i n g s C as ino in I n di o f r e quent l y h a s l ong
wai t ti m es and fami li es d o n o t w a n t t o b e wa i t i ng in a c a s ino to p a ss t ime . Palm Sp ri n gs Lanes is i n n e ed o f m a n y
up gr a des an d r e t r ofi ttin g th at h as r ed u ce d v isits .
0 2 CS U P a l m D es e rt C a m pus Exp and lo bb y i s ts eff o rt s t o a pp ro v e a n d fund C S U P al m D e se rt th ro u gh s t u de n t fo c u s ed
camp a ig n .
J ust ifi c a t ion :
T hi s r e i n fo r ce s par t o f th e o ng oin g g oals and Mas t er P la n . By i n c re as ing s tud e n t v o ic es , l e gi slat or s wi l l u n de rst a n d t he
e s sent ial ne e d. W e n eed to es t a bli sh a gr o u p o f stu d en ts f ro m C S U S B-P DC , C o l l eg e o f t he De s er t , and hi gh sc ho o l
s t u de n t s. F e w l e gi sl at or s have di r e c t e xp er ie n ce wi th a dm iss ion s, a r t i cul at io n s a n d t rans fe r, c o ncur r e n t e n ro llme n t , and
d is pr op o rtio n a t e co sts o f tuiti o n a n d h o u s i n g . Th e s y m bi o t ic re l a t i onsh ip wi ll a l so g ive st u d ents r e lev ant ex pe ri enc e fo r
i n ter n sh ip s, sc ho la r s hi ps an d a dmi ss io n o pp or tuni ti e s f or s e c ond a ry a n d p o s t-s e c ond a ry deg r e e p r og rams .
2 0 2 5 C a n d i d a t e G o a l s - C o u n c i l m e m b e r Q u i n t a n i l l a
52
Pr ior it y T it l e De s c ri pt io n
0 3 Se e k G ra n t Fund ing to I ncr ease
L ocal El e c t ric a l St or a ge
E xp l ore op p o rt u n ities f or el e c t r ic a l b a t ter y s t o rag e , i n place of c o m m u n it y
a gg reg a te syst e m .
Jus t i f ic a ti on:
So C al Ed is on a n d Imp er ial I rr i g a ti o n D is tr ict ar e year s a wa y f r om b u ild ing s u bs t a ti ons t o me e t o u r g ro wi n g n eed s. T he
Lo s Ang e les wi ld f ir e s have o n l y e xp a n d ed th e t im e l i n e o f 6-8 year s pr i or t o th e natur a l di s a st e r. T he C o ach e l la Va lle y
g e n er a t es a s u bst a n t ial so u r ce o f power for SC E, a n d dur i ng t h e S u m m e r , we a r e no t immune f r om br ow n-out s .
W i t h t he gr ow ing u se of A I, t he re i s a n i n c reas e d d emand f or p owe r a nd we m u st be p r e par ed i n t he event o f a n a t u r a l
d is a s ter of our o w n .
2 0 2 5 C a n d i d a t e G o a l s - C o u n c i l m e m b e r Q u i n t a n i l l a
53
Pr ior it y T it l e D e sc r ip t i on
0 1
M o n t hly Rep orti n g of
Co n tr a ct Pro c u re m e n t fr o m
O u tsid e A genci e s
M o n t hly Rep orti n g of Co n tr a c t P ro c u re m e n t fro m O u t si de A g en c ie s
Jus t i f ic a ti on: T r ans pa r e n c y a n d a cco u n t a bi li ty t o tax paye rs.
0 2 Alt e r nat ive s t o
Ci ty Fo u n datio n Lo ok i n to an alt e r n at ive met ho d f or fund rai s i n g fo r C it y p ro j e c t s.
J ust ifi c a t ion :Le s s dem and o n st a f f ti m e and o v er a l l co st . D es e rt C o m m u n it y F ound at io n co m es to mi n d a s an al t er n a t i v e .
2 0 2 5 C a n d i d a t e G o a l s - M a y o r P r o T e m T r u b e e
54
P r iori ty T itle Des c r ip ti o n
0 1 Cri me P r eve ntion
Techn o l o gy
Con ti nue e f fort s t o cre a te a City w id e se c u r it y , s a fe ty, a nd c r im e pre v en ti o n sy ste m throug h
im plem en tation o f ALPR s, sp ee d d ete c t in g cam e r a s, an d st a t e-of -t h e-a r t te chn olog y .
Ju stif ica ti o n: T h e cam era s ys t em s h a v e s h o wn to be ef f e c ti v e in o ur com mu ni t y an d furt h er u se wi l l n o t on l y b u o y t h e s ecuri ty, p r o te ct
c om mun it y me mb ers an d g u es ts , an d pre v en t an d de te r cri me , all w h ile u si ng t h e m o st cos t e ff ec ti v e m et h o ds .
02 As se ssm en t of
Ci ty Med i an s
Fac tori ng in ex tre me w eat he r eve nt s, em erg en cy con di ti o ns , lin e -o f-sight , an d ae sthe ti c s,
re vi ew n ee ds , lan ds cap in g, pos si ble a ss ets o r de fi c it s i n the P D i nve nt o r y .
Ju sti f ic a ti o n:
T h e be a u ty o f Palm D es ert is cri ti cal to it s succ es s. Ve h icle s, p ed es t r ian s, a nd a l te r native m o bi l it ie s, all mus t be s a fe on Palm
D es ert's r o a d sys te m a nd t h e me d i a ns are i mp o r ta nt i n ac h ie v i ng that . Add it ion a l l y gi v en t h e ex t r em e h eat , wi nd s, sto r ms, a nd
wild fi r es w e have w it ne ss ed , Palm De se r t i s be st s erve d b y a dd r es s i ng iss ue s proact ive l y .
03 Bu ild in g an d L a nd sca pe
Fi r e Pre v en t i o n by De si gn
Dev elop a p r o gram si mi l a r to RivC o She r iff 's Cri me P r eve nt ion th r oug h En v i r o nm en t a l De si gn
(C P T ED ) p r o gra m b ut ad dre ssin g f ire is sue s.
Ju sti f ic a ti o n:
W h a t S o C a l h a s e xp eri en ce d r e c en tly i s a n i l l us t r a ti o n o f t h e d is a stro u s p o ss ib iliti es wi l dfi r es pre se nt. If a l l bu ild in gs - in c l u di ng
hom es , b u sin e ss es , sc h o o l s, have t h e kn o w l ed ge provi de d b y fi r e p r o fe ss ion a l s, an d take a p r o a c ti v e ap p r oa c h , d i s a st er m a y
b e a voi de d .
2 0 2 5 C a n d i d a t e G o a l s - M a y o r H a r n i k
55
0 1 No r th Sph e r e D e velo p ment & I n f r a s t ruc tu r e P l anning
0 2 AI , B u s i n e s s I n n ov a tio n , a n d Ent r e p r e n eu r sh i p H u b
0 3 Mall Redev e l op m e n t
0 4 E xp ed ite Upd at e t o t he Dev e l op m e n t C ode
0 5 E n e r g y fo r N o rth P a l m De sert /II D T e r rit o r y
0 6 I n c r e a s e E xper i e n ced B a s e d /Fa mily F r i e n d l y Ac tiv i t ies
0 7 CS U P alm De se r t C a mpu s
2025 City Council Candidate Goals
0 8 S e e k G r a n ts t o I n crea se L oc al El ec t ric a l S to r a ge
0 9 Mo n t h l y R e p o r ting o f C o n tra ct P r o c u r e m e n t
1 0 Alt e r n a tiv e s t o C i ty F o undat i on
1 1 Crime Prevention Technology (ALPR, Speed Detection)
1 2 Assessment of City Medians
1 3 Building and Landscaping Fire Prevention by Design
Staff Recommendations
If supported by the City Council, a Monthly Report of Contract Procurement can be addressed administratively with follow-up to the City Council.
If supported by the City Council, alternatives to a City Foundation can be addressed administratively with follow-up to the City Council.
56
0 1 C S U Palm D e s e r t C am p u s /AI, B u s i n e s s I n n ov a tio n , a n d E n t r ep r eneu r s h i p H ub
0 2 N o r th S p h e r e D eve l o p me n t , Infr a st r uc t ure P l a n n i n g, and Elec trific a tio n
(inc l u d i n g grant s fo r B at t e ry S to r a ge)
0 3 Ma l l Re de v el opm e n t/I n cre a s e E xperie n ced Ba se d & F a m i l y Friendly A ct i v iti e s
0 4 E xpedit e Updat e t o D ev e l o p me n t C od es /F i r e Prev e n tio n by D e s i g n
0 5 C r i me P r e vent i o n T e ch n o l og y (A L PR, S pe e d De t ec t i on)
0 6 A sses s men t o f C i ty M e d i a n s
2025 City Council Goals - Proposed
To be addressed administratively:
Monthly Report of Contract Procurement.
Alternatives to a City Foundation.
57
1. CS U P a l m Desert C a mpus
2 . D e s e r t W il l ow St r a teg y
3. B u s i n e s s Re crui t me n t
4 . N ort h S p h ere P l a n n i n g
5 . M a l l R e d e velo pm ent
Reference - 2024 City Council Goals
6. S a l e s Ta x I n i t i at i v e/M e as ure G
7. Env i r onm e n ta l I n i tia t i ve s
8 . No r th P a l m Desert P a rks
9. P u b l i c S a f e ty Im p r ov e me n t s
10 . A ct i ve T r ans p ort a t ion P r ojec ts
58
Entity: San Bernardino Council of Governments, San Bernardino County Transportation
Authority
Minute Action
AGENDA ITEM: 2
Date: August 14, 2024
Subject:
June and July 2024 Procurement Report
Recommendation:
Receive the June 2024 and July 2024 Procurement Report.
Background:
The Board of Directors adopted the Contracting and Procurement Policy (Policy No. 11000) on
January 3, 1997, and approved the last revision on January 4, 2023. The Board of Directors
authorized the Executive Director, or his designee, to approve: a) contracts and purchase orders
up to $100,000; b) Contract Task Orders (CTO) up to $500,000 and for CTOs originally
$500,000 or more, increasing the CTO amount up to $250,000; c) amendments with a zero dollar
value; d) amendments to exercise the option term if the option term was approved by the Board
of Directors in the original contract; e) amendments that cumulatively do-not-exceed 50% of the
original contract or purchase order value or $100,000, whichever is less; f) amendments that
do-not-exceed contingency amounts authorized by the Board of Directors; and g) release Request
for Proposals (RFP), Request for Qualifications (RFQ), and Invitation for Bids (IFB) for
proposed contracts from which funding has been approved and the solicitation has been listed in
the Annual Budget, and are estimated not-to-exceed $1,000,000.
The Board of Directors further authorized General Counsel to award and execute legal services
contracts up to $100,000 with outside counsel as needed, and authorized Department Directors to
approve and execute Contingency Amendments that do-not-exceed contingency amounts
authorized by the Board of Directors.
Lastly, the Board of Directors authorized CityCom Real Estate Services, Inc. (CityCom) to issue
contracts and purchase orders.
Below is a summary of the actions taken by SBCTA authorized staff:
• Five new contracts were executed.
• Four contract amendments were executed.
• One CTO was executed.
• No CTO amendments were executed.
• Two contingency amendments were executed.
• Ten purchase orders were executed.
• One purchase order amendment was executed.
• No IFB’s or RFP’s were released.
Below is a summary of the actions taken by CityCom:
• No new contracts were executed.
• Two purchase orders were executed.
2
Packet Pg. 1159
General Policy Committee Agenda Item
August 14, 2024
Page 2
San Bernardino Council of Governments
San Bernardino County Transportation Authority
A list of all Contracts and Purchase Orders that were executed by the Executive Director,
Department Director, and/or General Counsel during the month of June and July 2024 are
presented herein as Attachment A, all RFPs and IFBs are presented in Attachment B, and all
CityCom’s contracts and purchase orders are presented in Attachment C.
Financial Impact:
This item is consistent with the adopted Budget for Fiscal Year 2024/2025. Presentation of the
monthly procurement report demonstrates compliance with the Contracting and Procurement
Policy.
Reviewed By:
This item is not scheduled for review by any other policy committee or technical advisory
committee.
Responsible Staff:
Jeffery Hill, Project Controls Analyst III
Approved
General Policy Committee
Date: August 14, 2024
Witnessed By:
2
Packet Pg. 1260
Attachment A - 1
June and July 2024 Contract/Amendment/CTO Actions
Type Contract
Number Amendment/CTO Vendor Name Contract Description Original Amount Prior
Amendments
Current
Amendment Total Amount
Total On-Call
Contract
Amount*
New
Agreement 24-1003152 Nossaman LLP
Legal services relating to the ONT
Connector Project. $ 100,000.00 $ - $ - $ 100,000.00 N/A
New
Agreement 24-1003153 Southern California
Shredding, Inc.Paper shredding services. $ 5,000.00 $ - $ - $ 5,000.00 N/A
New
Agreement 24-1003174 Woodruff & Smart, APC
General Governmental legal
services. $ 25,000.00 $ - $ - $ 25,000.00 N/A
New
Agreement 24-1003109 Kaplan Kirsch, LLP On-Call legal services. $ 100,000.00 $ - $ - $ 100,000.00 N/A
New
Agreement 24-1003182 Donovan Bros. Golf, Inc.
Banquet Hall rental and catering
services for December 13, 2024;
December 12, 2025, and December
11, 2026.
$ 33,943.92 $ - $ - $ 33,943.92 N/A
Contract
Amendment 20-1002389 1
Whistleblower Security,
Inc.
To increase the not-to-exceed
amount for subscription that allows
employees the ability to report
ethical concerns anonymously.
$ 6,375.00 $ - $ 493.82 $ 6,868.82 N/A
Contract
Amendment 23-1002949 1 Best Best & Krieger LLP
To increase contract amount for
legal services relating to
government operations.
$ 5,000.00 $ - $ 50,000.00 $ 55,000.00 N/A
Contract
Amendment 23-1002949 2 Best Best & Krieger LLP
To increase hourly billing rates and
provide for annual escalation tied to
Consumer Price Index (CPI), upon
request and approval, for the
duration of the contract period.
$ 5,000.00 $ 50,000.00 $ - $ 55,000.00 N/A
Contract
Amendment 21-1002447 2
DesertXpress
Enterprises, LLC
Memorandum of Understanding
Contract to extend the term of the
agreement through July 6, 2025.
$ - $ - $ - $ - N/A
CTO 23-1002904 CTO No. 8
Mott MacDonald Group,
Inc.
Engineering services for the Santa
Fe Depot Bus Stop Improvement
Project.
$ 145,437.00 $ - $ - $ 145,437.00
$20,000,000.00
(available
$8,940,536.99)
*Total amount authorized for the associated on‐call services bench which is typically shared with multiple vendors and controlled via
contract task orders (CTO).
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Attachment A - 2
June and July 2024 Contingency Released Actions
Contract No. &
Contingency
No.
Reason for Contingency
Amendment (Include a Description
of the Contingency Amendment)
Vendor Name Original Contract
Amount
Prior
Amendments
Prior
Contingencies
Current
Contingencies
Amended Contract
Amount
22-1002736 No.
1B
Additional project construction activity
and support costs for Construction
Freeway Service Patrol (CFSP)
Support for I-10 Express Lanes
Corridor Project for Beat No. 9.
Royal Coaches Auto
Body & Towing $ 3,102,514.00 $ - $ 510,000.00 $ 26,604.12 $ 3,639,118.12
22-1002727 No.
0A
Additional resources needed to meet
project deadlines and additional
coorindation with Caltrans needed for
the SR-210 Waterman Design
Contract.
EXP U.S. Services,
Inc. $ 644,666.32 $ - $ - $ 64,466.63 $ 709,132.95
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Attachment A - 3
June and July 2024 Purchase Order and Purchase Order Amendment Actions
Type PO No.PO Posting
Date Vendor Name Description of Services
Original Purchase
Order Amount
Prior
Amendments
Current
Amendment
Total Purchase
Order Amount
New PO 4002483 6/30/24
Inland Empire 66ers Baseball, Club
San Bernardino SB Connect Marketing. $ 10,000.00 $ - $ - $ 10,000.00
New PO 4002484 6/19/24 Golden Star Technology, Inc.
MS surfaces, docks and type
covers. $ 21,045.71 $ - $ - $ 21,045.71
New PO 4002485 6/19/24 Lock & Leave Storage Lock & leave callbox storage. $ 5,808.00 $ - $ - $ 5,808.00
New PO 4002490 6/18/24 AT&T Mobility
FSP GPS tracking units Fiscal
Year 2025. $ 11,700.00 $ - $ - $ 11,700.00
New PO 4002491 6/19/24 Verizon Wireless
Callbox cellular services Fiscal
Year 2024-2025. $ 16,900.00 $ - $ - $ 16,900.00
New PO 4002494 6/12/24 Copperfasten Technologies, Limited SpamTitan Renewal. $ 8,800.00 $ - $ - $ 8,800.00
New PO 4002498 6/25/24 Beauchamp, Paula
SBCTA representative at MVSG
litigation proceedings. $ 10,000.00 $ - $ - $ 10,000.00
New PO 4002498 6/23/24 Calolympic Safety 160 FSP Driver Safety Vests. $ 10,440.00 $ - $ - $ 10,440.00
New PO 4002509 7/31/24 CityCom Real Estate Services
SB Depot HVAC upgrade phase II -
capital improvement HVAC. $ 3,847.87 $ - $ - $ 3,847.87
New PO 4002505 7/2/24 Fifth Asset, Inc.
Lease and subscription based info
tech agreement software. $ 80,000.00 $ 80,000.00
PO
Amendment 4002393 Unitrend
Zero-cost purchase order
extension to the existing backup
systems.
$ - $ - $ - $ -
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Attachment B
June and July 2024 RFP's, RFQ's and IFB's
Release Date RFP/RFQ/IFB No. Anticipated Dollar Amount Anticipated Award Date Description of Overall Program and Program Budget
None
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Attachment C
June and July 2024 CityCom's Issued Purchase Orders/Contracts
PO/Contract No. Vendor Name Description of Services Total Amount
PO No. SBCTA50108 Weatherite Corp.
Replace VFD controller for pump room
cooler.6,996.14$
PO No. SBCTA50206 Jubilee Plumbing Inc.
Replace damaged water heater on 2nd
floor.3,825.00$
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Page 1 of 3
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 27, 2025
PREPARED BY: Randy Chavez, Deputy Director of Public Works
SUBJECT: CITYWIDE WAYFINDING AND ENTRY MONUMENT SIGNAGE
(PROJECT NO. MST00003)
RECOMMENDATION:
Provide feedback on the designs for the citywide wayfinding and entry monument signage.
BACKGROUND/ANALYSIS:
Background
In March 2023, the City Council held a study session to evaluate citywide wayfinding and entry
monument signage. Wayfinding signage includes approximately 76 existing directional signs
distributed throughout Palm Desert, originally approved in March 2008. Entry monument signs
refer to more prominent signage installed at five locations, serving as landmarks at the City's
gateways to welcome visitors and reinforcing Palm Desert’s identity. The presentation can be
found as Attachment 1.
During a previous study session, the City Council provided feedback to staff regarding both types
of signage. First, the City Council requested that staff develop a new wayfinding master plan
(Plan) for consideration. Second, they directed staff to design three entry monument signs,
including two replacements at existing locations and one at a new location, as identified below:
Washington Street and Fred Waring Drive (replace)
Monterey Avenue and Dinah Shore Drive (replace)
Cook Street and Dinah Shore Drive / Interstate 10 (new)
Request for Proposal
In November 2023, the City issued a Request for Proposal (RFP) to design the Wayfinding
Master Plan (Project ID: 2023-RFP-221) and received seven proposals. In January 2024, the
City executed an agreement with Selbert Perkins Design (Consultant) to develop the Plan to
replace the existing system. The agreement can be found as Attachment 2.
In January 2024, the City issued an RFP for the design of new entry monument signs (Project
ID: 2023-RFP-223), receiving five proposals. Initially, the City considered the potential benefits
of issuing separate RFPs for wayfinding and entry monument signage. However, selecting the
same consultant for both projects proved to be the more practical choice with ensuring greater
design consistency. Therefore, the City executed an additional agreement with the Consultant
in March 2024. The agreement can be found as Attachment 3.
67
City of Palm Desert
Wayfinding and Monument Signage
Page 2 of 3
Community Survey: Initial Feedback
In March 2024, the City conducted a community survey to gather feedback regarding the existing
wayfinding system. The City received 73 responses. The survey results displayed that 71% of
respondents found the current wayfinding signage useful, highlighting its clear visibility, helpful
directional guidance, and alignment with key destinations. However, 29% indicated concerns,
citing issues with readability, lack of signage for certain areas, and the need for improved district
identification. The results can be found as Attachment 4.
Active Transportation Program Subcommittee: Initial Design Concepts
Taking into consideration City Council and community feedback, the City and Consultant have
undergone a thorough review and design process, resulting in the creation of several design
concepts for initial consideration. In October 2024, those designs concepts were presented to
the Active Transportation Program (ATP) Subcommittee for preliminary feedback. Based upon
those comments, the Consultant reduced and revised the concepts for further public
consideration. The agenda item and presentation can be found as Attachment 5.
Community Survey: Design Concept Input
In November 2024, the City released an additional community survey to receive input on three
design sets of wayfinding and monument signage. The City received 603 responses. The survey
results showed that Design 1A (monument signs) and Design 1B (wayfinding) have the strongest
community preference trends (i.e., most likes, fewest dislikes). The results can be found as
Attachment 6.
Architectural Review Commission
In January 2025, the City and Consultant presented to the Architectural Review Commission
(Commission) the three design sets of wayfinding and monument signage. The Commission
provided valuable feedback on the concepts. Based upon those comments, the Consultant
revised the concepts which are presented today. The minutes and presentation can be found as
Attachment 7.
Revised Design Concept Feedback
Based on the design development process, community input, and previous City Council
feedback, staff request the City Council to review and provide input on the three revised design
sets for citywide wayfinding and entry monument signage. Specifically, staff seeks guidance on
preferred design elements and modifications before finalizing the next iteration, which will then
be presented to the City Council in the future. The presentation can be found as Attachme nt 8.
Legal Review:
This report has been reviewed by the City Attorney’s Office.
68
City of Palm Desert
Wayfinding and Monument Signage
Page 3 of 3
FINANCIAL IMPACT:
There is no direct fiscial impact associated with providing design input at this stage. The City
and Consultant have preliminary Rough Order of Magnitude (ROM) cost estimates, which will
be refined as design preferences are finalized and the Plan is completed. Cost projections will
become clearer with the indication of a preferred design and detailed specifications. Future
financial considerations, including fabrication, installation, and maintenance, will be presented
to the City Council for review and approval before implement ation. The Consultant will discuss
ROM cost estimates and considerations during the study session.
The following table illustrates current project design expenses:
Description Budget Expenses Balance
2134300-5000910 $250,000
Design Wayfinding Master Plan – A46980 $87,500
Contingency – A46980 $20,000
Design Entry Monument – A47210 $50,000
Contingency – A47210 $5,000
Total $250,000 $162,500 $87,500
ATTACHMENTS:
1. Study Session Presentation (March 2023)
2. Professional Services Agreement: Wayfinding (January 2024)
3. Professional Services Agreement: Monument Signs (March 2024)
4. Community Survey: Initial Feedback (March 2024)
5. ATP Subcommittee: Agenda Item and Presentation (October 2024)
6. Community Survey: Design Concept Input (November 2024)
7. Architectural Review Commission: Minutes and Presentation (January 2025)
8. Study Session Presentation
69
70
City of Palm Desert
Wayfinding Sign Program
Study Session
March 23, 2023
71
•Review of Existing Wayfinding Signs and locations
•Review current Art Monument Signs
•Refresh or Update Existing Wayfinding Signs
2
Overview of the
Wayfinding Sign Program
72
Current Sign
Locations
Map Legend
73
Art Monument Signs
•Five Located at main entrances to the city
•Funded by the Art in Public Places Program
•2004 Art Sign Restoration pending
approval of Fiscal Year 2023/24 Budget
4
19961995
2006
1993
2004
74
Wayfinding Signs
•Wayfinding Program Approved March 2008
•76 located around the City
•Signs Reserved for Civic Locations and Major
Community Attractions:
•Parks/Desert Willow
•CSUSB-PDC/UCR
•College of the Desert
•Visitor Center/Chamber of Commerce
•El Paseo
•The Living Desert Zoo and Gardens
•Historical Society
•McCallum Theater
575
City Limit Signs
•14 Located around the City
•Standardized Signs (MUTCD)Code G9-5
•Identify City Limits, population, and elevation
676
Request for Input
•Consider the following options:
•Update Wayfinding Design/Branding
•Update Current locations for consistency
•Add new City Points of Interest
•San Pablo
•Trailheads
•Lupine Plaza
•Discover Palm Desert
•CV/PD Link
•Future North PD Destinations
•Review and Assess Existing Art Monument Signs
•Changes to existing may have to go through a
formal deaccession process
•Consider adding an Art Monument Sign on Cook
Street
•Update the City Limits Signs
777
Questions/
Discussion
78
Contract No. ___________
1
Revised 07-2023
BBK 72500.00001\32374915.1
CITY OF PALM DESERT
PROFESSIONAL SERVICES AGREEMENT
1.Parties and Date. This Agreement is made and entered into this 22nd day of January,
2024, by and between the City of Palm Desert, a municipal corporation organized under the laws
of the State of California with its principal place of business at 73-510 Fred Waring Drive, Palm
Desert, California 92260-2578 (“City”) and Selbert Perkins Design, an S Corporation, with its
principal place of business at 432 Culver Boulevard, Playa Del Rey, CA 90293 ("Vendor"). The
City and Vendor are sometimes individually referred to herein as "Party" and collectively as
"Parties."
2. Recitals.
2.1 Project.
The City is a public agency of the State of California and is in need of professional services
for the following project:
Wayfinding Master Plan (Planning & Design Services)
(hereinafter referred to as “the Project”).
2.2 Consultant.
Consultant desires to perform and assume responsibility for the provision of certain
professional services required by the City on the terms and conditions set forth in this Agreement.
Consultant is duly licensed and has the necessary qualifications to provide such services.
3.Terms.
3.1 Scope of Services and Term.
3.1.1 General Scope of Services. Consultant promises and agrees to furnish to
the City all labor, materials, tools, equipment, services, and incidental and customary work
necessary to fully and adequately supply the services necessary for the Project ("Services"). The
Services are more particularly described in Exhibit "A" attached hereto and incorporated herein
by reference. All Services shall be subject to, and performed in accordance with, this Agreement,
the exhibits attached hereto and incorporated herein by reference, and all applicable local, state
and federal laws, rules and regulations.
3.1.2 Term. The term of this Agreement shall be from January 29, 2024,
to June 30, 2025, unless earlier terminated as provided herein. Contractor shall complete the
Services within the term of this Agreement and shall meet any other established schedules and
deadlines.
3.2 Responsibilities of Consultant.
3.2.1 Independent Contractor; Control and Payment of Subordinates.
The Services shall be performed by Consultant or under its supervision. Consultant will determine
the means, methods, and details of performing the Services subject to the requirements of this
Agreement. City retains Consultant on an independent contractor basis and not as an employee.
Any personnel performing the Services shall not be employees of City and shall at all times be
under Consultant's exclusive direction and control. Neither City, or any of its officials, officers,
directors, employees, or agents shall have control over the conduct of Consultant or any of
Consultants officers, employees or agents, except as set forth in this Agreement. Consultant shall
pay all wages, salaries, and other amounts due such personnel in connection with their
performance of Services under this Agreement and as required by law. Consultant shall be
responsible for all reports and obligations respecting such additional personnel, including, but not
limited to: social security taxes, income tax withholding, unemployment insurance, disability
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BBK 72500.00001\32374915.1
insurance, and workers' compensation insurance.
3.2.2 Schedule of Services. Consultant shall perform the Services in a
prompt and timely manner in accordance with the Schedule of Services set forth in Exhibit "B"
attached hereto and incorporated herein by reference. Consultant represents that it has the
professional and technical personnel required to perform the Services expeditiously. Upon
request of City, Consultant shall provide a more detailed schedule of anticipated performance to
meet the Schedule of Services.
3.2.3 Conformance to Applicable Requirements. All work prepared by
Consultant shall be subject to the approval of City.
3.2.4 Substitution of Key Personnel. Consultant has represented to City
that certain key personnel will perform and coordinate the Services. Should one or more of such
personnel become unavailable, Consultant may substitute other personnel of at least equal
competence upon written approval of City. In the event that City and Consultant cannot agree as
to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause.
The key personnel for performance of this Agreement are as follows: ROBIN PERKINS, CO-
FOUNDER / PARTNER.
3.2.5 City's Representative. The City hereby designates CHRIS GERRY,
PROJECT MANAGER, or his/her designee, to act as its representative in all matters pertaining
to the administration and performance of this Agreement ("City's Representative"). City's
Representative shall have the power to act on behalf of the City for review and approval of all
products submitted by Consultant but not the authority to enlarge the scope of Services or change
the total compensation due to Consultant under this Agreement. The City Manager shall be
authorized to act on City's behalf and to execute all necessary documents which enlarge the
scope of services or change the Consultant's total compensation subject to the provisions
contained in Section 3.3 of this Agreement. Consultant shall not accept direction or orders from
any person other than the City Manager, City's Representative or his/her designee.
3.2.6 Consultant's Representative. Consultant hereby designates ROBIN
PERKINS, CO-FOUNDER/PARTNER, or his/her designee, to act as its representative for the
performance of this Agreement ("Consultant's Representative"). Consultant's Representative
shall have full authority to represent and act on behalf of the Consultant for all purposes under
this Agreement. The Consultant's Representative shall supervise and direct the Services, using
his/her best skill and attention, and shall be responsible for all means, methods, techniques,
sequences, and procedures and for the satisfactory coordination of all portions of the Services
under this Agreement.
3.2.7 Coordination of Services. Consultant agrees to work closely with
City staff in the performance of Services and shall be available to City's staff, consultants, and
other staff at all reasonable times.
3.2.8 Standard of Care; Performance of Employees. Consultant shall
perform all Services under this Agreement in a skillful and competent manner, consistent with the
standards generally recognized as being employed by professionals in the same discipline in the
State of California. Consultant represents and maintains that it is skilled in the professional calling
necessary to perform the Services. Consultant warrants that all employees and subconsultants
shall have sufficient skill and experience to perform the Services assigned to them. Consultant
represents that it, its employees and subconsultants have all licenses, permits, qualifications and
approvals of whatever nature that are legally required to perform the Services, and that such
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Contract No. ___________
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BBK 72500.00001\32374915.1
licenses and approvals shall be maintained throughout the term of this Agreement. Consultant
shall perform, at its own cost and expense and without reimbursement from the City, any services
necessary to correct errors or omissions which are caused by the Consultant's failure to comply
with the standard of care provided herein. Any employee of the Consultant or its sub-consultants
who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely
completion of the Project, a threat to the safety of persons or property, or any employee who fails
or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed
from the Project by the Consultant and shall not be re-employed to perform any of the Services
or to work on the Project.
3.2.9 Period of Performance. Consultant shall perform and complete all
Services under this Agreement within the term set forth in Section 3.1.2 above (“Performance
Time”). Consultant shall also perform the Services in strict accordance with any completion
schedule or Project milestones described in Exhibits “A” or “B” attached hereto, or which may be
separately agreed upon in writing by the City and Consultant (“Performance Milestones”).
Consultant agrees that if the Services are not completed within the aforementioned Performance
Time and/or pursuant to any such Performance Milestones developed pursuant to provisions of
this Agreement, it is understood, acknowledged and agreed that the City will suffer damage.
Neither City nor Consultant shall be considered in default of this Agreement for delays in
performance caused by circumstances beyond the reasonable control of the non-performing
Party. For purposes of this Agreement, such circumstances include a Force Majeure Event. A
Force Majeure Event shall mean an event that materially affects a Party’s performance and is one
or more of the following: (1) Acts of God or other natural disasters; (2) terrorism or other acts of a
public enemy; (3) orders of governmental authorities (including, without limitation, unreasonable
and unforeseeable delay in the issuance of permits or approvals by governmental authorities that
are required for the services); (4) strikes and other organized labor action occurring at the site
and the effects thereof on the services, only to the extent such strikes and other organized labor
action are beyond the control of Consultant and its subcontractors, and to the extent the effects
thereof cannot be avoided by use of replacement workers; and (5) pandemics, epidemics or
quarantine restrictions. For purposes of this section, “orders of governmental authorities,” includes
ordinances, emergency proclamations and orders, rules to protect the public health, welfare and
safety, and other actions of a public agency applicable to the services and Agreement.
Should a Force Majeure Event occur, the non-performing Party shall, within a reasonable time of
being prevented from performing, give written notice to the other Party describing the
circumstances preventing continued performance and the efforts being made to resume
performance of this Agreement. Force Majeure Events and/or delays, regardless of the Party
responsible for the delay, shall not entitle Consultant to any additional compensation.
Notwithstanding the foregoing in this section, the City may still terminate this Agreement in
accordance with the termination provisions of this Agreement.
3.2.10 Laws and Regulations; Employee/Labor Certification. Consultant shall
keep itself fully informed of and in compliance with all local, state and federal laws, rules and
regulations in any manner affecting the performance of the Project or the Services and shall give
all notices required by law. Consultant shall be liable for all violations of such laws and regulations
in connection with the Services and this Agreement. All violations of such laws and regulations
shall be grounds for the City to terminate the Agreement for cause.
3.2.10.1 Employment Eligibility; Consultant. Consultant
certifies that it fully complies with all requirements and restrictions of state and federal law
respecting the employment of undocumented aliens, including, but not limited to, the Immigration
DocuSign Envelope ID: E07757A0-20DA-4F9E-903B-127F065F7F07
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Contract No. ___________
4
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BBK 72500.00001\32374915.1
Reform and Control Act of 1986, as may be amended from time to time and shall require all
subconsultants and sub-subconsultants to comply with the same. Consultant certifies that it has
not committed a violation of any such law within the five (5) years immediately preceding the date
of execution of this Agreement and shall not violate any such law at any time during the term of
the Agreement.
3.2.10.2 Equal Opportunity Employment. Consultant represents that
it is an equal opportunity employer, and it shall not discriminate against any subconsultant,
employee or applicant for employment because of race, religion, color, national origin, physical
disability, ancestry, sex, age, marital status, gender, gender identity, gender expression, sexual
orientation, reproductive health decision making, veteran or military status, or any other
consideration made unlawful by federal, state, or local laws. Such non-discrimination shall
include, but not be limited to, all activities related to initial employment, upgrading, demotion,
transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply
with all relevant provisions of City's Minority Business Enterprise program, Affirmative Action Plan
or other related programs or guidelines currently in effect or hereinafter enacted.
3.2.10.3 Safety. Consultant shall execute and maintain its work so as
to avoid injury or damage to any person or property. In carrying out its Services, the Consultant
shall at all times be in compliance with all applicable local, state and federal laws, rules and
regulations, and shall exercise all necessary precautions for the safety of employees appropriate
to the nature of the work and the conditions under which the work is to be performed.
3.2.11 Insurance.
3.2.11.1 Minimum Requirements. Without limiting Consultant’s
indemnification of City, and prior to commencement of the Services, Consultant shall obtain,
provide, and maintain at its own expense during the term of this Agreement, policies of insurance
of the type and amounts described below and in a form that is satisfactory to City.
(A) General Liability Insurance. Consultant shall maintain
commercial general liability insurance with coverage at least as broad as Insurance Services
Office form CG 00 01, in an amount not less than $1,000,000 per occurrence, $2,000,000 general
aggregate, for bodily injury, personal injury, and property damage. The policy must include
contractual liability that has not been amended. Any endorsement restricting standard ISO
“insured contract” language will not be accepted.
(B) Automobile Liability Insurance. Consultant shall maintain
automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering
bodily injury and property damage for all activities of the Consultant arising out of or in connection
with Work to be performed under this Agreement, including coverage for any owned, hired, non-
owned or rented vehicles, in an amount not less than $1,000,000 combined single limit for each
accident. The City’s Risk Manger may modify this requirement if it is determined that Consultant
will not be utilizing a vehicle in the performance of his/her duties under this Agreement.
(C) Professional Liability (Errors & Omissions) Insurance.
Consultant shall maintain professional liability insurance that covers the Services to be performed
in connection with this Agreement, in the minimum amount of $1,000,000 per claim and in the
aggregate. Any policy inception date, continuity date, or retroactive date must be before the
effective date of this Agreement and Consultant agrees to maintain continuous coverage through
a period no less than three years after completion of the Services required by this Agreement.
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BBK 72500.00001\32374915.1
(D) Workers’ Compensation Insurance. Consultant shall
maintain Workers’ Compensation Insurance (Statutory Limits) and Employer’s Liability Insurance
(with limits of at least $1,000,000). Consultant shall submit to City, along with the certificate of
insurance, a Waiver of Subrogation endorsement in favor of the City, its officers, agents,
employees, volunteers, and representatives.
(E) Umbrella or Excess Liability Insurance. Consultant may opt
to utilize umbrella or excess liability insurance in meeting insurance requirements. In such
circumstances, Consultant shall obtain and maintain an umbrella or excess liability insurance
policy with limits that will provide bodily injury, personal injury and property damage liability
coverage at least as broad as the primary coverages set forth above, including commercial
general liability and employer’s liability. Such policy or policies shall include the following terms
and conditions:
(1) A drop-down feature requiring the policy to respond if
any primary insurance that would otherwise have
applied proves to be uncollectible in whole or in part for
any reason;
(2) Pay on behalf of wording as opposed to reimbursement;
(3) Concurrency of effective dates with primary policies; and
(4) Policies shall “follow form” to the underlying primary
policies.
(5) Insureds under primary policies shall also be insureds
under the umbrella or excess policies.
(F) Fidelity Coverage. [Reserved]
(G) Cyber Liability Insurance. [Reserved]
3.2.11.2 Other Provisions or Requirements.
(A) Proof of Insurance. Consultant shall provide certificates of
insurance to City as evidence of the insurance coverage required herein, along with a waiver of
subrogation endorsement for workers’ compensation. Insurance certificates and endorsements
must be approved by City’s Risk Manager prior to commencement of performance. Current
certification of insurance shall be kept on file with City at all times during the term of this
Agreement. City reserves the right to require complete, certified copies of all required insurance
policies, at any time.
(B) Duration of Coverage. Consultant shall procure and
maintain for the duration of the Agreement insurance against claims for injuries to persons or
damages to property, which may arise from or in connection with the performance of the Services
hereunder by Consultant, his/her agents, representatives, employees or subconsultants.
(C) Primary/Non-Contributing. Coverage provided by
Consultant shall be primary and any insurance or self-insurance procured or maintained by City
shall not be required to contribute with it. The limits of insurance required herein may be satisfied
by a combination of primary and umbrella or excess insurance. Any umbrella or excess insurance
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shall contain or be endorsed to contain a provision that such coverage shall also apply on a
primary and non-contributory basis for the benefit of City before the City’s own insurance or self-
insurance shall be called upon to protect it as a named insured.
(D) City’s Rights of Enforcement. In the event any policy of
insurance required under this Agreement does not comply with these specifications, or is
canceled and not replaced, City has the right, but not the duty, to obtain the insurance it deems
necessary, and any premium paid by City will be promptly reimbursed by Consultant, or City will
withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City
may terminate this Agreement.
(E) Acceptable Insurers. All insurance policies shall be issued
by an insurance company currently authorized by the Insurance Commissioner to transact
business of insurance or is on the List of Approved Surplus Line Insurers in the State of California,
with an assigned policyholders’ Rating of A- (or higher) and Financial Size Category Class VII (or
larger) in accordance with the latest edition of Best’s Key Rating Guide, unless otherwise
approved by the City’s Risk Manager.
(F) Waiver of Subrogation. All insurance coverage maintained
or procured pursuant to this agreement shall be endorsed to waive subrogation against the City,
its elected or appointed officers, agents, officials, employees, volunteers, and representatives or
shall specifically allow Consultant or others providing insurance evidence in compliance with
these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its
own right of recovery against the City, its elected or appointed officers, agents, officials,
employees, volunteers and representatives and shall require similar written express waivers and
insurance clauses from each of its subconsultants.
(G) Enforcement of Contract Provisions (non estoppel).
Consultant acknowledges and agrees that any actual or alleged failure on the part of the City to
inform Consultant of non-compliance with any requirement imposes no additional obligations on
the City nor does it waive any rights hereunder.
(H) Requirements Not Limiting. Requirements of specific
coverage features or limits contained in this Section are not intended as a limitation on coverage,
limits or other requirements, or a waiver of any coverage normally provided by any insurance.
Specific reference to a given coverage feature is for purposes of clarification only as it pertains to
a given issue and is not intended by any party or insured to be all inclusive, or to the exclusion of
other coverage, or a waiver of any type. If the Consultant maintains higher limits than the
minimums shown above, the City requires and shall be entitled to coverage for the higher limits
maintained by the Consultant. Any available insurance proceeds in excess of the specified
minimum limits of insurance and coverage shall be available to the City.
(I) Notice of Cancellation. Consultant agrees to oblige its
insurance agent or broker and insurers to provide City with a thirty (30) day notice of cancellation
(except for nonpayment for which a ten (10) day notice is required) or nonrenewal of coverage for
each required coverage.
(J) Additional Insured Status. General liability, automobile
liability, and if applicable, pollution liability and cyber liability, policies shall provide or be endorsed
to provide that the City and its officers, officials, employees, agents, volunteers and
representatives shall be additional insureds with regard to liability and defense of suits or claims
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arising out of the performance of the Agreement, under such policies. This provision shall also
apply to any excess/umbrella liability policies.
(K) Prohibition of Undisclosed Coverage Limitations. None of
the coverages required herein will be in compliance with these requirements if they include any
limiting endorsement of any kind that has not been first submitted to City and approved of in
writing.
(L) Separation of Insureds. A severability of interests provision
must apply for all additional insureds ensuring that Consultant’s insurance shall apply separately
to each insured against whom claim is made or suit is brought, except with respect to the insurer’s
limits of liability. The policy(ies) shall not contain any cross-liability exclusions.
(M) Pass Through Clause. Consultant agrees to ensure that its
subconsultants, subcontractors, and any other party involved with the Project who is brought onto
or involved in the Project by Consultant, provide the same minimum insurance coverage and
endorsements required of Consultant. Consultant agrees to monitor and review all such coverage
and assumes all responsibility for ensuring that such coverage is provided in conformity with the
requirements of this section. Consultant agrees that upon request, all agreements with
subconsultants, subcontractors, and others engaged in the Project will be submitted to City for
review.
(N) City’s Right to Revise Specifications. The City and the City’s
Risk Manager reserve the right at any time during the term of the Agreement to change the
amounts and types of insurance required by giving the Consultant ninety (90) days advance
written notice of such change. If such change results in additional cost to the Consultant, the City
and Consultant may renegotiate Consultant’s compensation. If the City reduces the insurance
requirements, the change shall go into effect immediately and require no advanced written notice.
(O) Self-Insured Retentions. Any self-insured retentions must
be declared to and approved by City. City reserves the right to require that self-insured retentions
be eliminated, lowered, or replaced by a deductible. Self-insurance will not be considered to
comply with these specifications unless approved by City.
(P) Timely Notice of Claims. Consultant shall give City prompt
and timely notice of claims made or suits instituted that arise out of or result from Consultant’s
performance under this Agreement, and that involve or may involve coverage under any of the
required liability policies.
(Q) Additional Insurance. Consultant shall also procure and
maintain, at its own cost and expense, any additional kinds of insurance, which in its own
judgment may be necessary for its proper protection and prosecution of the Services.
3.2.12 Water Quality Management and Compliance. Consultant shall keep itself
and all subcontractors, staff, and employees fully informed of and in compliance with all local,
state and federal laws, rules and regulations that may impact, or be implicated by the performance
of the Services including, without limitation, all applicable provisions of the City’s ordinances
regulating water quality and storm water; the Federal Water Pollution Control Act (33 U.S.C.
§ 1251, et seq.); the California Porter-Cologne Water Quality Control Act (Water Code § 13000
et seq.); and any and all regulations, policies, or permits issued pursuant to any such authority.
Consultant must comply with the lawful requirements of the City, and any other municipality,
drainage district, or other local agency with jurisdiction over the location where the Services are
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to be conducted, regulating water quality and storm water discharges. Failure to comply with laws,
regulations, and ordinances listed in this Section is a violation of federal and state law. Consultant
warrants that all employees and subcontractors shall have sufficient skill and experience to
perform the work assigned to them without impacting water quality in violation of the laws,
regulations, and policies of this Section.
3.3 Fees and Payments.
3.3.1 Compensation. Contractor shall receive compensation, including
authorized reimbursements, for all Services rendered under this Agreement at the rates set forth
in Exhibit “C” attached hereto and incorporated herein by reference. The total compensation shall
not exceed EIGHTY-SEVEN THOUSAND FIVE HUNDRED DOLLARS ($87,500) without written
approval of the City Council or City Manager, as applicable.
3.3.2 Payment of Compensation. Consultant shall submit to City monthly
invoices which provide a detailed description of the Services and hours rendered by Consultant.
City shall, within 30 days of receiving such invoice, review the invoice and pay all non-disputed
and approved charges. If the City disputes any of Consultant's fees, the City shall give written
notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth
therein. Consultant shall submit its final invoice to City within thirty (30) days from the last date of
provided Services or termination of this Agreement and failure by the Consultant to submit a timely
invoice may constitute a waiver of its right to final payment. Payment shall not constitute
acceptance of any Services completed by Consultant. The making of final payment shall not
constitute a waiver of any claims by the City for any reason whatsoever.
3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any
expenses unless authorized in writing by City or included in Exhibit "C" of this Agreement.
3.3.4 Extra Work. At any time during the term of this Agreement, City may
request that Consultant perform Extra Work. As used herein, "Extra Work" means any work which
is determined by City to be necessary for the proper completion of the Project, but which the
Parties did not reasonably anticipate would be necessary at the execution of this Agreement.
Consultant shall not perform, nor be compensated for, Extra Work without written authorization
from the City.
3.4 Labor Code Requirements.
3.4.1 Prevailing Wages. Consultant is aware of the requirements of California
Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations,
Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing
wage rates and the performance of other requirements on "public works" and "maintenance"
projects. If the Services are being performed as part of an applicable "public works" or
"maintenance" project, as defined by the Prevailing Wage Laws, Consultant agrees to fully comply
with such Prevailing Wage Laws. City shall provide Consultant with a copy of the prevailing rates
of per diem wages in effect at the commencement of this Agreement. Consultant shall make
copies of the prevailing rates of per diem wages for each craft, classification or type of worker
needed to execute the Services available to interested parties upon request and shall post copies
at the Consultant's principal place of business and at the project site. It is the intent of the parties
to effectuate the requirements of sections 1771, 1774, 1775, 1776, 1777.5, 1813, and 1815 of the
Labor Code within this Agreement, and Consultant shall therefore comply with such Labor Code
sections to the fullest extent required by law. Consultant shall defend, indemnify, and hold the
City, its officials, officers, employees, agents, volunteers, and representatives, free and harmless
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from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing
Wage Laws.
3.4.2 Registration/DIR Compliance. If the Services are being performed on a
public works project of over $25,000 when the project is for construction, alteration, demolition,
installation, or repair work, or a public works project of over $15,000 when the project is for
maintenance work, in addition to the foregoing, then pursuant to Labor Code sections 1725.5 and
1771.1, the Consultant and all subconsultants must be registered with the Department of
Industrial Relations (“DIR”). Consultant shall maintain registration for the duration of the Project
and require the same of any subconsultants. This Project may also be subject to compliance
monitoring and enforcement by the DIR. It shall be Consultant’s sole responsibility to comply with
all applicable registration and labor compliance requirements, including the submission of payroll
records directly to the DIR. Any stop orders issued by the DIR against Consultant or any
subconsultant that affect Consultant’s performance of Services, including any delay, shall be
Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall
be considered Consultant caused delay and shall not be compensable by the City. Consultant
shall defend, indemnify, and hold the City, its officials, officers, employees, agents, volunteers
and representatives free and harmless from any claim or liability arising out of stop orders issued
by the DIR against Consultant or any subconsultant.
3.4.3 Labor Certification. By its signature hereunder, Consultant certifies that it
is aware of the provisions of Section 3700 of the California Labor Code which require every
employer to be insured against liability for Worker's Compensation or to undertake self-insurance
in accordance with the provisions of that Code and agrees to comply with such provisions before
commencing the performance of the Services.
3.5 Accounting Records.
3.5.1 Maintenance and Inspection. Consultant shall maintain complete and
accurate records with respect to all costs and expenses incurred under this Agreement. All such
records shall be clearly identifiable. Consultant shall allow a representative of City during normal
business hours to examine, audit, and make transcripts or copies of such records and any other
documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data,
documents, proceedings, and activities related to the Agreement for a period of three (3) years
from the date of final payment under this Agreement.
3.6 General Provisions.
3.6.1 Termination of Agreement.
3.6.1.1 Grounds for Termination. City may, by written notice to
Consultant, terminate the whole or any part of this Agreement at any time and without cause by
giving written notice to Consultant of such termination, and specifying the effective date thereof,
at least seven (7) days before the effective date of such termination. Upon termination, Consultant
shall be compensated only for those Services which have been adequately rendered to City, and
Consultant shall be entitled to no further compensation. Consultant may not terminate this
Agreement except for cause. The rights and remedies of the City provided in this section shall not
be exclusive and are in addition to any other rights and remedies provided by law, equity or under
this Agreement.
3.6.1.2 Effect of Termination. If this Agreement is terminated as
provided herein, City may require Consultant to provide all finished or unfinished Documents and
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Data and other information of any kind prepared by Consultant in connection with the performance
of Services under this Agreement. Consultant shall be required to provide such document and
other information within fifteen (15) days of the request.
3.6.1.3 Early Termination. Notwithstanding any provision herein to
the contrary, if for any fiscal year of this Agreement the City Council fails to appropriate or allocate
funds for future payment under the Agreement after exercising reasonable efforts to do so, the
City may upon seven (7) days’ written notice, order work on the Project to cease. Upon
termination, Consultant shall be compensated only for those Services which have been
adequately rendered to City, and Consultant shall be entitled to no further compensation.
3.6.1.4 Additional Services. In the event this Agreement is
terminated in whole or in part as provided herein, City may procure, upon such terms and in such
manner as it may determine appropriate, services similar to those terminated.
3.6.2 Delivery of Notices. All notices permitted or required under this Agreement
shall be given to the respective parties at the following address, or at such other address as the
respective parties may provide in writing for this purpose:
Consultant: SELBERT PERKINS DESIGN
432 CULVER BLVD
PLAYA DEL REY
ATTN: ROBIN PERKINS, CO-FOUNDER/PARTNER
City: City of Palm Desert
73-510 Fred Waring Drive
Palm Desert, CA 92260-2578
ATTN: CHRIS GERRY, PUBLIC WORKS
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48)
hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its
applicable address. Actual notice shall be deemed adequate notice on the date actual notice
occurred, regardless of the method of service.
3.6.3 Ownership of Materials and Confidentiality.
3.6.3.1 Documents & Data; Licensing of Intellectual Property. This
Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or
sublicense any and all copyrights, designs, and other intellectual property embodied in plans,
specifications, studies, drawings, estimates, and other documents or works of authorship fixed in
any tangible medium of expression, including but not limited to, physical drawings or data
magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be
prepared by Consultant under this Agreement ("Documents & Data"). All Documents & Data shall
be and remain the property of City and shall not be used in whole or in substantial part by
Consultant on other projects without the City’s express written permission. Within thirty (30) days
following the completion, suspension, abandonment or termination of this Agreement, Consultant
shall provide to City reproducible copies of all Documents & Data, in a form and amount required
by City. City reserves the right to select the method of document reproduction and to establish
where the reproduction will be accomplished. The reproduction expense shall be borne by City at
the actual cost of duplication. In the event of a dispute regarding the amount of compensation to
which the Consultant is entitled under the termination provisions of this Agreement, Consultant
shall provide all Documents & Data to City upon payment of the undisputed amount. Consultant
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shall have no right to retain or fail to provide to City any such documents pending resolution of
the dispute. In addition, Consultant shall retain copies of all Documents & Data on file for a
minimum of fifteen (15) years following completion of the Project and shall make copies available
to City upon the payment of actual reasonable duplication costs. Before destroying the
Documents & Data following this retention period, Consultant shall make a reasonable effort to
notify City and provide City with the opportunity to obtain the documents.
3.6.3.2 Subconsultants. Consultant shall require all subconsultants
to agree in writing that City is granted a non-exclusive and perpetual license for any Documents
& Data the subconsultant prepares under this Agreement. Consultant represents and warrants
that Consultant has the legal right to license any and all Documents & Data. Consultant makes
no such representation and warranty in regard to Documents & Data which were prepared by
professionals other than Consultant or its subconsultants, or those provided to Consultant by the
City.
3.6.3.3 Right to Use. City shall not be limited in any way in its use
or reuse of the Documents and Data or any part of them at any time for purposes of this Project
or another project, provided that any such use not within the purposes intended by this Agreement
or on a project other than this Project without employing the services of Consultant shall be at
City’s sole risk. If City uses or reuses the Documents & Data on any project other than this Project,
it shall remove the Consultant’s seal from the Documents & Data and indemnify and hold harmless
Consultant and its officers, directors, agents, and employees from claims arising out of the
negligent use or re-use of the Documents & Data on such other project. Consultant shall be
responsible and liable for its Documents & Data, pursuant to the terms of this Agreement, only
with respect to the condition of the Documents & Data at the time they are provided to the City
upon completion, suspension, abandonment, or termination. Consultant shall not be responsible
or liable for any revisions to the Documents & Data made by any party other than Consultant, a
party for whom the Consultant is legally responsible or liable, or anyone approved by the
Consultant.
3.6.3.4 Indemnification – Documents and Data. Consultant shall
defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers, agents
and representatives free and harmless, pursuant to the indemnification provisions of this
Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name,
trademark, or any other proprietary right of any person or entity in consequence of the use on the
Project by City of the Documents & Data, including any method, process, product, or concept
specified or depicted.
3.6.3.5 Confidentiality. All ideas, memoranda, specifications, plans,
procedures, drawings, descriptions, computer program data, input record data, written
information, and other Documents & Data either created by or provided to Consultant in
connection with the performance of this Agreement shall be held confidential by Consultant. Such
materials shall not, without the prior written consent of City, be used by Consultant for any
purposes other than the performance of the Services. Nor shall such materials be disclosed to
any person or entity not connected with the performance of the Services or the Project. Nothing
furnished to Consultant which is otherwise known to Consultant or is generally known, or has
become known, to the related industry shall be deemed confidential. Consultant shall not use
City's name or insignia, photographs of the Project, or any publicity pertaining to the Services or
the Project in any magazine, trade paper, newspaper, television or radio production or other
similar medium without the prior written consent of City.
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3.6.3.6 Confidential Information. The City shall refrain from
releasing Consultant’s proprietary information ("Proprietary Information") unless the City's legal
counsel determines that the release of the Proprietary Information is required by the California
Public Records Act or other applicable state or federal law, or order of a court of competent
jurisdiction, in which case the City shall notify Consultant of its intention to release Proprietary
Information. Consultant shall have five (5) working days after receipt of the release notice to give
City written notice of Consultant's objection to the City's release of Proprietary Information.
Consultant shall indemnify, defend, and hold harmless the City, and its officers, directors,
employees, agents, volunteers and representatives from and against all liability, loss, cost or
expense (including attorney’s fees) arising out of a legal action brought to compel the release of
Proprietary Information. City shall not release the Proprietary Information after receipt of an
objection notice unless either: (1) Consultant fails to fully indemnify, defend (with City's choice of
legal counsel), and hold City harmless from any legal action brought to compel such release;
and/or (2) a final and non-appealable order by a court of competent jurisdiction requires that City
release such information.
3.6.4 Cooperation; Further Acts. The Parties shall fully cooperate with one
another and shall take any additional acts or sign any additional documents as may be necessary,
appropriate, or convenient to attain the purposes of this Agreement.
3.6.5 [Reserved]
3.6.6 Indemnification.
3.6.6.1 To the fullest extent permitted by law, Consultant shall
defend (with counsel of City’s choosing), indemnify and hold the City, its officials, officers,
employees, volunteers, agents, and representatives free and harmless from any and all claims,
demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or
equity, to property or persons, including wrongful death, in any manner arising out of, pertaining
to, or incident to any acts, errors or omissions, or willful misconduct of Consultant, its officials,
officers, employees, subconsultants or agents in connection with the performance of the
Consultant’s Services, the Project or this Agreement, including without limitation the payment of
all expert witness fees, attorney’s fees and other related costs and expenses except such loss or
damage caused by the sole negligence or willful misconduct of the City. Consultant's obligation
to indemnify shall survive expiration or termination of this Agreement and shall not be restricted
to insurance proceeds, if any, received by Consultant, the City, its officials, officers, employees,
agents, volunteers, or representatives.
3.6.6.2 If Consultant’s obligation to defend, indemnify, and/or hold
harmless arises out of Consultant’s performance as a “design professional” (as that term is
defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code
section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be
limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful
misconduct of the Consultant, and, upon Consultant obtaining a final adjudication by a court of
competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not
exceed the Consultant’s proportionate percentage of fault.
3.6.7 Entire Agreement. This Agreement contains the entire agreement of the
Parties with respect to the subject matter hereof, and supersedes all prior negotiations,
understandings, or agreements.
3.6.8 Governing Law. This Agreement shall be governed by the laws of the State
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of California. Venue shall be in Riverside County.
3.6.9 Time of Essence. Time is of the essence for each and every provision of
this Agreement.
3.6.10 City's Right to Employ Other Consultants. City reserves right to employ
other consultants in connection with this Project.
3.6.11 Successors and Assigns. This Agreement shall be binding on the
successors and assigns of the Parties.
3.6.12 Assignment; Subcontracting. Consultant shall not assign, sublet, or
transfer this Agreement or any rights under or interest in this Agreement without the written
consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer
without such consent shall be void and without legal effect and shall constitute grounds for
termination. Consultant shall not subcontract any portion of the Services required by this
Agreement, except as expressly stated herein, without prior written approval of City.
Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in
this Agreement.
3.6.13 Construction; References; Captions. Since the Parties or their agents have
participated fully in the preparation of this Agreement, the language of this Agreement shall be
construed simply, according to its fair meaning, and not strictly for or against any Party. Any term
referencing time, days or period for performance shall be deemed calendar days and not
workdays. All references to Consultant include all personnel, employees, agents, and
subconsultants of Consultant, except as otherwise specified in this Agreement. All references to
City include its elected officials, officers, employees, agents, volunteers, and representatives
except as otherwise specified in this Agreement. The captions of the various articles and
paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or
describe the scope, content, or intent of this Agreement.
3.6.14 Amendment; Modification. No supplement, modification, or amendment of
this Agreement shall be binding unless executed in writing and signed by both Parties.
3.6.15 Waiver. No waiver of any default shall constitute a waiver of any other
default or breach, whether of the same or other covenant or condition. No waiver, benefit,
privilege, or service voluntarily given or performed by a Party shall give the other Party any
contractual rights by custom, estoppel, or otherwise.
3.6.16 No Third-Party Beneficiaries. There are no intended third-party
beneficiaries of any right or obligation assumed by the Parties.
3.6.17 Invalidity; Severability. If any portion of this Agreement is declared invalid,
illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions
shall continue in full force and effect.
3.6.18 Prohibited Interests. Consultant maintains and warrants that it has not
employed nor retained any company or person, other than a bona fide employee working solely
for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not
paid, nor has it agreed to pay any company or person, other than a bona fide employee working
solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration
contingent upon or resulting from the award or making of this Agreement. For breach or violation
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of this warranty, City shall have the right to rescind this Agreement without liability. For the term
of this Agreement, no member, officer, or employee of City, during the term of his or her service
with City, shall have any direct interest in this Agreement, or obtain any present or anticipated
material benefit arising therefrom.
3.6.19 Authority to Enter Agreement. Consultant has all requisite power and
authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party
warrants that the individuals who have signed this Agreement have the legal power, right, and
authority to make this Agreement and bind each respective Party.
3.6.20 Counterparts. This Agreement may be signed in counterparts, each of
which shall constitute an original.
3.6.21 Survival. All rights and obligations hereunder that by their nature are to
continue after any expiration or termination of this Agreement, including, but not limited to, the
indemnification obligations, shall survive any such expiration or termination.
[SIGNATURES ON NEXT PAGE]
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Contract No. ___________
15
Revised 07-2023
BBK 72500.00001\32374915.1
SIGNATURE PAGE TO PROFESSIONAL SERVICES AGREEMENT
BY AND BETWEEN THE CITY OF PALM DESERT
AND SELBERT PERKINS DESIGN
IN WITNESS WHEREOF, each of the Parties has caused this Agreement to be
executed on the day and year first above written.
CITY OF PALM DESERT
By:
L. Todd Hileman
City Manager
Attest:
By:
Anthony J. Mejia
City Clerk
Approved as to form:
By:
Isra Shah
Best Best & Krieger LLP
City Attorney
SELBERT PERKINS DESIGN, AN S
CORPORATION
By:
Robin Perkins
President
By:
Robin Perkins
Secretary
QC: _____
Insurance:
_____
Initial Review
_____
Final Approval
DocuSign Envelope ID: E07757A0-20DA-4F9E-903B-127F065F7F07
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Contract No. ___________
Exhibit “A”
Revised 07-2023
BBK 72500.00001\32374915.1
EXHIBIT “A”
SCOPE OF SERVICES
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Wayfinding Master Plan Planning & Design Services 29
Selbert Perkins Design.
Scope of Work
Task 1: Assess Existing Conditions, Needs & Current Practices
Meetings: (3) with Client Team, Bi-Weekly Team Meetings
1. Hold kick-off meeting with the project team and relevant project stakeholders to review project
needs, concerns, goals. Confirm project schedule and goals. Review pertinent project plans, plan
and potential design revision, all related architectural elevations, landscape plan, any existing
brand identity and brand criteria, applicable sign code ordinances and regulations, to confirm
requirements.
2. Review and assess the City inventory of wayfinding signage. SPD will conduct an extensive
on-site analysis of the City’s existing vehicle and pedestrian signage conditions of key entrance
locations and the greater Downtown and the travel routes leading to it. This analysis is to include
ecommendations for the consolidation, removal, or other solutions to make all signage more
effective.
3. Review and assess the potential wayfinding destinations in Palm Desert, taking into account its
unique characteristics and demands. Evaluate potential and existing site and building locations
including site entries/edges/corners, vehicular and pedestrian circulation routes, decision points
and destination generators, land and building uses, ingress and egress points to destinations,
lines of sight, environmental factors, building materials, and interrelationships.
4. Identify user groups, specific needs and potential wayfinding difficulties (e.g., affecting individuals
with disabilities, senior citizens and visitors).
5. Research and analyze industry best practices and current trends in the field of wayfinding
signage, considering advancements in technology, design, and user experience to ensure the
implementation of modern and effective solutions.
Deliverables
• Assessment Report
• User Needs and Difficulties Analysis
• Best Practices and Trends Report
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Wayfinding Master Plan Planning & Design Services 30
Selbert Perkins Design.
Scope of Work
Task 2: Design Signage Elements
Meetings: (3) with Client Team, Bi-Weekly Team Meetings
1. Prepare and confirm Signage and Wayfinding Master Plan outline of sign type diagrams.
2. Develop (3) conceptual approaches based on the confirmed Signage and Wayfinding Master Plan
outline of sign types. Each design concept shall be developed and presented to City staff in detail,
emphasizing key aspects and features of the proposed signage solutions. The presentation will
provide comprehensive visuals and descriptions to facilitate an in-depth review by the City. The
goal is to ensure that the City gains a comprehensive understanding of the proposed designs and
can make informed decisions regarding the selection of the desired design concept.
3. Recommend universal and cohesive design standards for wayfinding elements that reflect
the City’s character consistent in color, font, materials, architectural elements, and graphics.
Recommendations should also consider street-level visibility (i.e., lighting options), safety,
maintenance, and replacement costs.
4. Obtain community input based on methods confirmed in Task 5.
5. Present preliminary signage & wayfinding concepts to client team. The presentation will include
preliminary concept design for signage elements, preliminary location plans. Client team to select
1 direction to refine.
6. After review of the schematic proposals and selection of the desired proposal by the City, submit
one (1) complete design package that includes final design concept drawings in AutoCAD Format,
including: exact dimensions, letter heights, materials, mounting details, color specifications and
material performance standards with written statements regarding the rationale for design choices
selected. Consultant shall ensure that all signage will be designed to Caltrans requirements.
Deliverables
• Design Standards Recommendation Report
• Design Concepts
• Complete Design Package
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Wayfinding Master Plan Planning & Design Services 31
Selbert Perkins Design.
Scope of Work
Task 3: Develop Recommendations for Signage Type & Placement
Meetings: (3) with Client Team, Bi-Weekly Team Meetings
1. Based on the audit and analysis completed in Task 1, recommend wayfinding signage types that
should be added, replaced and/or consolidated. Develop a Signage Recommendations report that
includes:
• A detailed analysis of the existing wayfinding signage, offering recommendations for the
addition, replacement, or consolidation of specific sign types. The report will highlight the
rationale behind each recommendation, taking into account the unique characteristics and
demands of Palm Desert. It will also outline how the proposed signage will contribute to the
enhancement of the City’s wayfinding system.
2. In collaboration with MIG, our team will utilize GIS resources and/or aerial imagery to develop
a map of recommended wayfinding signage locations. A comprehensive map will be created
using GIS resources or aerial imagery, illustrating the proposed locations for the recommended
wayfinding signage. The map will clearly depict the optimal placements, taking into consideration
factors such as visibility, accessibility, and practicality.
3. Identify design options to incorporate changeable directional signage for special events,
community messaging, or marketing (Desert X, Fashion Week, etc.)| This includes
recommendations on how to integrate dynamic signage elements for special events, community
messaging, or city marketing initiatives, such as Desert X, Fashion Week, Concerts in the Park,
and other similar events.
4. Prepare a cost estimate for the fabrication, installation, and maintenance, including the number
of sign types and locations. The cost estimate report will provide a detailed breakdown of the
projected expenses for the fabrication, installation, and maintenance of the recommended
wayfinding signage. The report will include an analysis of the number of sign types and their
respective locations, as well as potential cost-saving measures. It will also consider the
incorporation of existing base posts, if applicable, into the project budget, ensuring the efficient
allocation of resources.
Deliverables
• Signage Recommendations Report
• Wayfinding Signage Map
• Changeable Signage Design Options
• Cost Estimate Report
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Wayfinding Master Plan Planning & Design Services 32
Selbert Perkins Design.
Scope of Work
Task 4: Wayfinding Master Plan
Meetings: (3) with Client Team, Bi-Weekly Team Meetings
1. Develop all analysis, assessments, and recommendations into a comprehensive Wayfinding
Master Plan document. The Master Plan document includes:
• A detailed report that systematically outlines the standardized wayfinding plan for Palm Desert.
It will encompass easily understandable and comprehensive directions, catering to both visitors
and residents, thus providing a clear, well-defined roadmap for the successful implementation
of the Wayfinding Master Plan. The document will specify the proposed locations for various
wayfinding classification types, thereby serving as a practical guide for the implementation of
the Wayfinding Master Plan across different regions within the city.
2. Develop of a comprehensive set of presentation materials, including visual aids and informative
content, to facilitate effective communication of the Wayfinding Master Plan to relevant
stakeholders during public meetings, ensuring a thorough understanding of the plan’s objectives
and strategies.
3. Develop a tailored set of presentation materials to support joint presentations by the Consultant
and staff to committees and the Palm Desert City Council, effectively highlighting the key
points of the Wayfinding Master Plan, emphasizing its significance and benefits for the city, and
encouraging informed decision-making among council members and committee stakeholders.
Deliverables
• Wayfinding Master Plan Document
• Consolidated Presentation Materials
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Wayfinding Master Plan Planning & Design Services 33
Selbert Perkins Design.
Scope of Work
Task 5: Community Outreach & Presentations
Meetings: (8) with Client Team, Bi-Weekly Team Meetings
1. Develop and confirm Community Engagement Strategy and Schedule for the project. This
includes comprehensive communication plans, stakeholder involvement, and digital and in-person
public outreach initiatives to ensure the signage and wayfinding elements effectively meet the
community’s expectations and enhance overall navigation experiences.
2. Engage in community outreach during the creation of the Wayfinding Sign Program, incorporating
public feedback into the final recommendations. Seek community input on needs, design
elements, and subsequently final design recommendations. SPD will issue digital surveys and
provide results and recommendation reports during:
• (1) Survey during Task 1 to confirm community needs and perceptions of the current Wayfinding
Systems.
• (1) Survey During Task 2 to determine the community preference of the (3) Design Concepts
confirmed by the City commission and committee.
3. Participate in presenting the final Wayfinding Sign Program to the Palm Desert City Council.
Deliverables
• Solicit feedback identifying user groups and specific wayfinding needs at up to two (2) City
commission and committee meetings.
• Present three (3) design recommendations for feedback at up to two (2) City commission and
committee meetings.
• Present three (3) design recommendations for feedback to the Palm Desert City Council for
consideration.
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Wayfinding Master Plan Planning & Design Services 34
Selbert Perkins Design.
Scope of Work
Task 6: Construction Support
Meetings: As Needed Site and Fabricator Visits
Schedule: TBD
1.Provide the project team with bidding documents and specifications.
2.Provide client team with list of qualified fabricators and assist in selection of fabricator.
3.Attend pre-bid meetings, as required, and review questions and RFI’s from bidders. Assist in ne-
gotiation of services, as necessary.
4.Attend a pre-construction meeting to establish quality standards, schedule requirements and
inspection procedures.
5.Conduct shop visit inspection to ensure conformance with the design intent.
6.Provide project status reports, as required.
7.Provide consultation to the selected fabricator in their development of shop drawings.
8.Review shop drawings to ensure fabricator conformance with the design intent.
9.Issue clarification drawings and respond to RFIs.
10.Attend project construction meetings, as required.
11.Review any samples, mock-ups, and prototypes, as provided by the fabricator.
12.Review installation on-site at substantial completion points (50%, 75%,100%).
13.Prepare punch list for submittal to client team.
Deliverables:
•Electronic artwork to fabricator, as required
•Final fabrication/installation schedule & budget
•Final fabricated/installed signage and wayfinding elements (by fabricator)
•Punch list
Exhibit "A"
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100
Contract No. ___________
Exhibit “B”
Revised 07-2023
BBK 72500.00001\32374915.1
EXHIBIT "B"
SCHEDULE OF SERVICES
Task FEB MAR APR MAY JUN JLY AUG
Task 1: Assess Existing Conditions, Needs, &
Current Practices
X X
Task 2: Design Signage Elements X X X
Task 3: Develop Recommendations for
Signage Type & Placement
X X
Task: 4 Wayfinding Master Plan X X
Task 5: Community Outreach & Presentations X X X X
Task 6: Construction Support (TBD)
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Contract No. ___________
Exhibit “C”
Revised 07-2023
BBK 72500.00001\32374915.1
EXHIBIT "C"
COMPENSATION
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Selbert Perkins Design.
Fee Proposal
Scope Fee
Task 1: Assess Existing Conditions,
Needs & Current Practices $10,000
Task 2: Design Signage Elements $20,000
Task 3: Develop Recommendations for Signage
Type & Placement $20,000
Task 4: Wayfinding Master Plan $15,000
Task 5: Community Outreach & Presentations $10,000
Task 6: Construction Support $10,000
Estimated Expenses $2,500
Total $87,500
SPD Hourly Rates
Partner $250 Production Designer $160
Principal $200 Senior Designer $150
Design Director $175 Designer $135
Project Manager $160
MIG Hourly Rates
Principal/Project Manager $260 GIS Analyst $135
Director GIS Services $175 Project Administrator $150
Expenses
All expenses such as color copies, material samples, travel and related costs, etc. are reimbursable for
this project and will be billed at cost.
Payment Schedule
SPD invoices fees and expenses monthly. Terms are net 30.
Sub-Consultant Agreement
SPD will enter a Master Agreement with The City of Palm Desert. MIG will enter a separate sub-
consultant agreement with SPD. MIG will submit all invoices to SPD for submittal to the City. SPD will
issue payment to MIG within 15 business days of reciept of payment from the City.
Exhibit “C”
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104
ATTN: PUBLIC WORKSSELBERT PERKINS DESIGN INC
PLAYA DEL REY, CA 90293
432 CULVER BLVD
A47210
0
Contract Number:
Phone (760) 346-0611 FAX (760) 341-4564
Palm Desert, California 92260-2578
73-510 Fred Waring Drive
City of Palm Desert
Expiration Date 06/30/24
04/18/24
P117032
V0016150
PO #
Vendor
Order Date
PURCHASE ORDER
PALM DESERT, CA 92260
73510 FRED WARING DRIVE
O
T
P
I
S
N
D
E
V
R
H
O
ITEM#EXTENSIONUNIT PRICEDESCRIPTIONUOMQUANTITY
ENTRY MONUMENT SIGNS DESIGNDL0001 50,000.001.0050,000.00
DESIGN OF CITY ENTRY MONUMENT SIGNS
PROJECT NO. MST00003
TERM: 03/18/2024 TO 03/18/2025
2134300-5000910 MST00003-4301000
CONTINGENCY - MST00003DL0002 5,000.001.005,000.00
2134300-5000910 MST00003-4301000
TOTAL 55,000.00
A
FOLLOW LINK FOR PURCHASE ORDER TERMS AND CONDITIONS
DATEAPPROVED BYpackages, invoices, and shipping
The Purchase Order number must appear on 04/18/24
https://www.palmdesert.gov/home/showdocument?id=34205&t=638288994030133114
105
106
Wayfinding Master Plan
How do you classify yourself in Palm Desert?
Answered: 73 Skipped: 0
0
10
20
30
40
50
60
Full-time Resi...Local Visitor ...Part-time Resi...Other Visitor ...
Full-time Resident (live in Palm Desert more than 6 months an
nually)
56 76.71%
Local Visitor (live in Coachella Valley, but not in Palm Desert)10 13.7%
Part-time Resident (live in Palm Desert less than 6 months an
nually)
5 6.85%
Other Visitor (live outside of Coachella Valley)2 2.74%
If a resident, how long have you lived in Palm Desert?
Answers Count Percentage
107
Answered: 60 Skipped: 13
0
5
10
15
20
25
Less than 1 ye...1-5 years 6-10 years 11-15 years More than 15 y...
Less than 1 year 6 8.22%
1-5 years 21 28.77%
6-10 years 12 16.44%
11-15 years 0 0%
More than 15 years 21 28.77%
What is your age?
Answers Count Percentage
108
Answered: 73 Skipped: 0
0
5
10
15
20
25
30
40 to 59 Over 60 20 to 39 Under 20
40 to 59 29 39.73%
Over 60 27 36.99%
20 to 39 17 23.29%
Under 20 0 0%
Do you find the current wayfinding signs useful and accessible?
Yes
No
Answers Count Percentage
109
Answered: 73 Skipped: 0
Yes 52 71.23%
No 21 28.77%
If yes, explain why.
Easy
signs ndread street
colorgood
mccallum
city
they’re
font size
helpful
love
point
attractions.sign
hard
helpful.
I’m
helps
signage.
make
Desertdesign
Well-placed
read.
Provided
destinations.
back
home
live
Theaterpark.
colorful
gps
help.
visible
highly
trafficked
locations.
phone
googleawareness
building
taking
front door
attraction
direction
destination.
clear
straightforward
uniform
size.distinctive
larger.
match
branding.
be.
navigating
PD.
key
places
locate
learning
area..they
handy
identify shape.
it’s
trail
systems
turn
speci c
place.
Signage
correct
route.
color.
Brighter
backgroundmajor
attractions
highlighted
easily
recognized
Living
local
venues
inadequate
level
Large
succinct
text
location
recognize
big
brown
info
useful.
marking
streets
coming
Fred
Waring
Hwy111.
terri c
ideauniformity
consistentcolors
lettering
red car
passing
by.
COD
theater.
navigated
food
wine
week
zoo.
part
yes.
spot.
located
spots.
fairlyPalm
resident
“right”
turns
neighborhood.spot
recognize.
there.
driving.
Directs
visitors
main
admit
needed
myself.
Easy 13
signs 8
find 4
read 4
street 3
color 3
good 3
mccallum 2
Answers Count Percentage
Word Count
110
Answered: 19 Skipped: 54
towns 1
though.1
Rank these 10 destinations of community importance in Palm Desert, with 1…
0
2
4
6
8
Ci
v
i
c
C
e
n
t
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r
(
.
.
.
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.
.
1
Civic Center (includes
park and facilities)
2
The Living Desert Zoo
and Gardens
3 El Paseo
4 McCallum Theatre
5 College of the Desert
6
CSU - Palm Desert
Campus
38.89%
28
15.28%
11
9.72%
7
12.5%
9
9.72%
7
4.17%
3
5.56%
4
25%
18
26.39%
19
9.72%
7
8.33%
6
2.78%
2
8.33%
6
6.94%
5
22.22%
16
12.5%
9
19.44%
14
13.89%
10
11.11%
8
2.78%
2
8.33%
6
4.17%
3
12.5%
9
19.44%
14
15.28%
11
18.06%
13
6.94%
5
6.94%
5
5.56%
4
11.11%
8
8.33%
6
12.5%
9
13.89%
10
12.5%
9
8.33%
6
0%
0
8.33%
6
9.72%
7
5.56%
4
8.33%
6
9.72%
7
25%
18
8.00
7.32
7.19
6.33
5.53
4.61
Rank Answers 1 2 3 4 5 6 7Average
score
111
Answered: 72 Skipped: 1
Rank these 5 parks and trails of community importance in Palm Desert, with 1…
Answered: 70 Skipped: 3
0
1
2
3
4
Mike Schuler T...Hovley Soccer ...Freedom Park Cahuilla Hills...Cap Homme / Ra...
1
Mike Schuler Trail (Bump
and Grind Trail)
2 Hovley Soccer Park
3 Freedom Park
4 Cahuilla Hills Park
5
Cap Homme / Ralph
Adams Park
48.57%
34
17.14%
12
10%
7
11.43%
8
12.86%
9
18.57%
13
25.71%
18
18.57%
13
24.29%
17
12.86%
9
18.57%
13
20%
14
18.57%
13
15.71%
11
27.14%
19
5.71%
4
25.71%
18
28.57%
20
18.57%
13
21.43%
15
8.57%
6
11.43%
8
24.29%
17
30%
21
25.71%
18
3.77
3.13
2.87
2.76
2.47
Are there other destinations, parks or trails that should be mentioned?
The word cloud requires at least 20 answers to show.
Rank Answers 1 2 3 4 5Average
score
112
What wayfinding ideas would you find most helpful? Select your top 3.
Answered: 72 Skipped: 1
0
10
20
30
40
50
W
eb
&
M
o
b
i
l
e
A.
.
.
Ph
y
s
i
c
a
l
M
a
p
s
/
.
.
.
Ci
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y
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a
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s
.
.
.
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g
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a
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o
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a
r
...
Si
g
n
a
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e
I
d
e
n
t
i
.
.
.
Veh
i
c
u
l
a
r
S
i
g
n
.
.
.
Pe
d
e
s
t
r
i
a
n
S
i
g
.
.
.
Ot
h
e
r
Web & Mobile App Directions 47 64.38%
Physical Maps/Guides 15 20.55%
City Gateways & Landmarks 32 43.84%
Signage to Parking 33 45.21%
Signage Identifying City Districts 19 26.03%
Vehicular Signage to Destinations 36 49.32%
Pedestrian Signage to Destinations 18 24.66%
Other 0 0%
Answers Count Percentage
113
114
1.Raised Mid-Block Crosswalk Study
2.Raised Mid-Block Crosswalk Designs
3.Wayfinding and Monument Sign Designs
Agenda
Active Transporr tation Subcommittee
October 2, 2024 (4:00 p.m.)
Administrative Conference Room
115
CITY OF PALM DESERT
INTEROFFICE MEMORANDUM
To: Active Transportation Subcommittee
From: Chris Gerry, Senior Project Manager
Date: October 2, 2024
Subject: Wayfinding and Monument Sign Designs
In January 2024, the City executed an agreement with Selbert Perkins Design (Consultant) to
develop a Wayfinding Master Plan to replace the existing system. In March 2024, the City
executed a separate agreement with Consultant to design three new entry monument signs at
the following locations:
•Washington Street and Fred Waring Drive
•Monterey Avenue and Dinah Shore Drive
•Cook Street and Dinah Shore Drive / Interstate 10
Since then, the City and Consultant have undergone an intensive review and design process,
resulting in the creation of several design concepts for further consideration. The City and
Consultant will provide a presentation on the design concepts for wayfinding and monument
signs, followed by discussing the proposed next steps in the design process.
Attachment:
1.Wayfinding and Monument Sign Presentation
116
City of Palm Desert Wayfinding Master Plan
Brand GuideMAY 28, 2020
Task 2: Design Signage Elements
October 2, 2024
117
1 Survey
118
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 3
Signage and Wayfinding S.W.O.T. Analysis
Following our analysis and survey findings, we crafted a S.W.O.T.
report.
Strengths
-Consistent, branded signage.
-Signs are helpful.
Weaknesses
- Messaging is inconsistent.
- Too many signs in some areas.
- Entry monuments are inconsistent.
- Lack of pedestrian signage in walkable areas.
- Existing signage blends in with environment.
- Existing signage not visible at night.
Opportunities
- Include new and existing destinations.
- Develop branded signage that will appeal to visitors,
residents and businesses.
- Use technology to enhance the wayfinding experience.
Threats
- Some residents, visitors, businesses do not want to
see signage change.
- Concerns why some businesses are included and not others.
119
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 4
Signage and Wayfinding Recommendations
Based on the analysis, community outreach survey, and S.W.O.T. Report,
the following signage and wayfinding approaches are recommended for the
City of Palm Desert:
- Develop a branded signage and wayfinding system that will
be visible day or night.
- Coordinate with City team to develop consistent messaging
throughout sign system.
- Create a streamlined sign location plan,
eliminating sign blight.
- Add pedestrian level signage in walkable areas.
- Add new destinations to wayfinding.
- Design a versatile digital sign suitable for various events,
or incorporate QR codes into the proposed signage.
120
02 Concept Design
121
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 6
Summary of Signs Proposed
PALM DESERT
IDENTITY DIRECTION
AMENITY
GATEWAY MONUMENTA01 GATEWAY MONUMENTA02 GATEWAY MONUMENTA03 VEHICLE DIRECTION
LARGE
B01 VEHICLE DIRECTION
MEDIUM
B02 VEHICLE DIRECTION
SMALL
B03 PEDESTRIAN DIRECTION
W/ MAP
B04
ART TOTEM - EXISTINGE01 PLACEMAKINGE03BANNERE02
122
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 7
CONCEPT 1 MOOD BOARD
123
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 8
CONCEPT 1A DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
GATEWAY MONUMENT
LOCATION 1
A01
GATEWAY MONUMENT
LOCATION 2
A02 GATEWAY MONUMENT
LOCATION 3
A03
124
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 9
CONCEPT 1A DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
Free
Parking
Parking
Directory
Shops & Dining
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
Living Desert
El Paseo
Visitor Center
El Paseo
Living Desert
Civic Center/ Park
McCallum Theater
College of the Desert
VEHICLE DIRECTION LARGE
B01 VEHICLE DIRECTION MEDIUM
B02 B03 B04VEHICULAR DIRECTIONAL
SMALL
PEDESTRIAN DIRECTORY
STATIC
125
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 10
CONCEPT 1B DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”GATEWAY MONUMENTLOCATION 1
A01
GATEWAY MONUMENT
LOCATION 2
A02 GATEWAY MONUMENT
LOCATION 3
A03
126
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 11
CONCEPT 1B DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
Parking
Shops & Dining
Parking
Shops & Dining
Directory
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
Living Desert
El Paseo
Civic Center/ Park
McCallum Theater
College of the
Desert
Free
Parking
Visitor Center
El Paseo
Living Desert
VEHICLE DIRECTION
LARGE
B01 VEHICLE DIRECTION
MEDIUM
B02 B03 B04VEHICULAR DIRECTIONALSMALL PEDESTRIAN DIRECTORYSTATIC
127
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 12
CONCEPT 2 MOOD BOARD
128
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 13
CONCEPT 2 DESIGN
3’- 6”
5’-10”
10’-0”
CITY OF
CITY OF
GATEWAY MONUMENT
LOCATION 1
A01
GATEWAY MONUMENT
LOCATION 2
A02 GATEWAY MONUMENTLOCATION 3
A03
129
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 14
CONCEPT 2A DESIGN
3’- 6”
5’-10”
10’-0”
Civic Center
McCallum T
h
e
a
t
e
r
College of t
h
e
Desert
Living Deser
t
El Paseo
Directory
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
Civic Center
McCallum Theater
College of the
Desert
Living Desert
El Paseo
Visitor Center
El Paseo
Living Desert
Free
Parking
VEHICLE DIRECTION
LARGE
ALTERNATE OPTION
B01 VEHICLE DIRECTION
MEDIUM
B02 B03 B04VEHICULAR DIRECTIONALSMALL PEDESTRIAN DIRECTORYSTATIC
130
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 15
CONCEPT 2B DESIGN
Visitor Center
El Paseo
Living Desert Free
Parking
3’- 6”
5’-10”
10’-0”
Civic Center
McCallum Theater
College of the
Desert
Living Desert
El Paseo
Directory
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
Visitor Center
El Paseo
Living Desert
VEHICLE DIRECTION
LARGE
B01 VEHICLE DIRECTION
MEDIUM
B02 B03 B04VEHICULAR DIRECTIONALSMALL PEDESTRIAN DIRECTORYSTATIC
ALTERNATE OPTION
131
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 16
CONCEPT 3 MOOD BOARD
132
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 17
CONCEPT 3 DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
GATEWAY MONUMENT
LOCATION 1
A01 GATEWAY MONUMENT
LOCATION 2
A02
133
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 18
CONCEPT 3 DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
Living Desert
El Paseo
Civic Center/ Park
McCallum Theater
College of
the Desert
Free
Parking
Visitor Center
El Paseo
Living Desert
VEHICLE DIRECTION
LARGE
B01 VEHICLE DIRECTION
MEDIUM
B02 B03 B04VEHICULAR DIRECTIONAL
SMALL
PEDESTRIAN DIRECTORY
STATIC
Directory
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
134
3 Placemaking
135
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 20
CONCEPT PLACEMAKING OPPORTUNITIES
GATEWAY MONUMENTLOCATION 2
A02
136
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 21
CONCEPT PLACEMAKING OPPORTUNITIES
137
138
4 Appendix
139
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 24
CONCEPT MONUMENT SIGN SUMMARY
CONCEPT 1A
CONCEPT 1B
CONCEPT 2
CONCEPT 3
140
PHASE:
TASK 2
OCTOBER 2, 2024
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 25
CONCEPT WAYFINDING SIGN SUMMARY
CONCEPT 1A
CONCEPT 1B
CONCEPT 2A
CONCEPT 2B
CONCEPT 3
141
142
Wayfinding & Monument Sign Designs
Participant Information
How do you classify yourself in Palm Desert?
Answered: 603 Skipped: 0
Full-time Resident (live in
Palm Desert more than 6
months annually)
Local Visitor (live in
Coachella Valley, but not in
Palm Desert)
Part-time Resident (live in
Palm Desert less than 6
months annually)
Other Visitor (live outside of
Full-time Resident (live in Palm Desert more than 6 months an
nually)
421 69.82%
Local Visitor (live in Coachella Valley, but not in Palm Desert)102 16.92%
Part-time Resident (live in Palm Desert less than 6 months an
nually)
71 11.77%
Other Visitor (live outside of Coachella Valley)9 1.49%
If a resident, how long have you lived in Palm Desert?
Answers Count Percentage
143
Answered: 476 Skipped: 127
0
50
100
150
200
Less than 1 ye...1-5 years 6-10 years 11-15 years More than 15 y...
Less than 1 year 21 3.48%
1-5 years 133 22.06%
6-10 years 105 17.41%
11-15 years 47 7.79%
More than 15 years 170 28.19%
What is your age?
Answers Count Percentage
144
Monument Signs
Answered: 598 Skipped: 5
0
50
100
150
200
250
300
Under 20 20 to 39 40 to 59 Over 60
Under 20 4 0.66%
20 to 39 128 21.23%
40 to 59 185 30.68%
Over 60 281 46.6%
What is your level of preference for this monument sign?
Answers Count Percentage
145
Answered: 598 Skipped: 5
0
50
100
150
200
250
Strongly Like Like Neutral Dislike Strongly Disli...
Strongly Like 222 36.82%
Like 158 26.2%
Neutral 130 21.56%
Dislike 61 10.12%
Strongly Dislike 27 4.48%
What is your level of preference for this monument sign?
Answers Count Percentage
146
Answered: 592 Skipped: 11
0
200
100
150
50
Strongly Like Like Neutral Dislike Strongly Disli...
Strongly Like 153 25.37%
Like 118 19.57%
Neutral 86 14.26%
Dislike 147 24.38%
Strongly Dislike 88 14.59%
What is your level of preference for this monument sign?
Answers Count Percentage
147
Wayfinding Signs
Answered: 596 Skipped: 7
0
100
150
50
Strongly Like Like Neutral Dislike Strongly Disli...
Strongly Like 102 16.92%
Like 147 24.38%
Neutral 115 19.07%
Dislike 146 24.21%
Strongly Dislike 86 14.26%
What is your level of preference for these wayfinding signs?
Answers Count Percentage
148
Answered: 581 Skipped: 22
0
50
100
150
200
Strongly Like Like Neutral Dislike Strongly Disli...
Strongly Like 55 9.12%
Like 157 26.04%
Neutral 175 29.02%
Dislike 140 23.22%
Strongly Dislike 54 8.96%
What is your level of preference for these wayfinding signs?
Answers Count Percentage
149
Answered: 597 Skipped: 6
0
50
100
150
200
250
Strongly Like Like Neutral Dislike Strongly Disli...
Strongly Like 226 37.48%
Like 154 25.54%
Neutral 89 14.76%
Dislike 81 13.43%
Strongly Dislike 47 7.79%
What is your level of preference for these wayfinding signs?
Answers Count Percentage
150
Comments
Answered: 590 Skipped: 13
0
50
100
150
200
Strongly Like Like Neutral Dislike Strongly Disli...
Strongly Like 56 9.29%
Like 107 17.74%
Neutral 107 17.74%
Dislike 152 25.21%
Strongly Dislike 168 27.86%
Do you have any additional comments?
Answers Count Percentage
151
152
ARCHITECTURAL REVIEW COMMISSION
CITY OF PALM DESERT
REGULAR MEETING MINUTES
January 28, 2025, 12:30 p.m.
Present: Commissioner James Blakeley, Commissioner Dean Wallace
Colvard, Commissioner Nicholas Latkovic, Commissioner Michael
McAuliffe, Commissioner Francisco Sanchez, Chair John Vuksic
Absent: Commissioner James McIntosh
Staff Present: Principal Planner Carlos Flores, Associate Planner Kenny Taylor,
Recording Secretary Melinda Gonzalez
1. CALL TO ORDER
A Regular Meeting of the Architectural Review Commission was called to order by Chair
Vuksic on January 28, 2025, at 12:30 p.m. in the Development Services Conference
Room, City Hall, located at 73-510 Fred Waring Drive, Palm Desert, California.
It should be noted that due to technical difficulties the Zoom option for this meeting was
unavailable to the public until approximately 2:20 p.m. starting at item 7.b.2.
2. ROLL CALL
3. NON--AGENDA PUBLIC COMMENT
Chair Vuksic opened and closed the public comment period for Non-Agenda public
comment. No public comments were provided.
4. CONSENT CALENDAR
The Consent Calendar was approved as presented.
Motion by: Commissioner Colvard
Seconded by: Commissioner McAuliffe
Motion Carried (6 to 0)
4.a APPROVAL OF MINUTES
The Architectural Review Commission (ARC) regular meeting minutes of
December 10, 2024, were approved as presented.
Motion by: Commissioner Colvard
Seconded by: Commissioner McAuliffe
Motion Carried (6 to 0)
153
Architectural Review Commission Minutes
January 28, 2025
2
5. CONSENT ITEMS HELD OVER
None
6. ACTION CALENDAR
6.a CONSIDERATION OF DESIGN REVIEW FOR A FAÇADE MODIFICATION TO
EXISTING STOREFRONT FOR O’REILLY AUTO PARTS LOCATED AT 72875
HIGHWAY 111. (CONTINUED FROM DECEMBER 10, 2024)
Associate Planner, Kenny Taylor, narrated a PowerPoint presentation on the item
and responded to Commission inquiries.
Chair Vuksic opened the public comment period. With no members of the public
wishing to comment, Chair Vuksic closed the public comment period. Discussion
on the item ensued with Commissioners providing comments on the project.
Motion by: Commissioner McAuliffe
Seconded by: Commissioner Blakeley
Motion carried to approve Case No. MISC24-0017 as presented, subject to the
following conditions:
1. The “Red Powder Coat” shown on the northern and southern elevations
shall be restricted to the proposed sign area.
2. The applicant shall apply for a separate sign permit prior to construction of
O’Reilly signage onsite.
Motion Carried (6 to 0)
6.b CONSIDERATION TO APPROVE A DESIGN REVIEW TO DEVELOP 146
DETACHED RESIDENTIAL UNITS WITHIN UNIVERSITY PARK (CONTINUED
FROM DECEMBER 10, 2024)
Commissioner Sanchez advised the need to recuse himself from the item as his
firm is the Landscape Architect on record for the project and left the conference
room.
Principal Planner, Carlos Flores, provided a brief introduction noting this item was
continued by the ARC on December 10, 2024; subsequently the Applicant met with
Commissioners Colvard and McAuliffe to go over comments provided by the
Commission. Principal Planner Flores narrated a PowerPoint presentation on the
item and responded to Commission inquiries. Efrem Joelson, Applicant
Representative, Kevin Crook, Architect, and Jose Estrada, Landscape Architect,
were present in person.
Chair Vuksic opened the public comment period and invited the applicant to speak.
Efrem Joelson, Applicant Representative, Jose Estrada, Landscape Architect, and
Kevin Crook, Architect, introduced themselves and answered questions from the
Commission.
154
Architectural Review Commission Minutes
January 28, 2025
3
With no other members of the public wishing to comment, Chair Vuksic closed the
public comment period. Discussion on the item ensued with Commissioners
providing comments on the project.
Motion by: Chair Vuksic
Seconded by: Commissioner Colvard
Motion carried to approve Case No. MISC24-0049 as presented, subject to the
following condition:
1. Windows located on front elevations that are not already recessed shall be
recessed by installing 2” x 8” walls, with exception to instances where there are
strong architectural reasons which were discussed in the meeting. (e.g. where the
siding is next to the window)
RECUSED (1): Commissioner Sanchez
Motion Carried (5 to 0)
Commissioner Sanchez returned to the meeting at the conclusion of this item.
7. REPORTS & REMARKS
7.a ARCHITECTURAL REVIEW COMMISSIONERS
None
7.b CITY STAFF
7.b.1 PROVIDE FEEDBACK ON NEW WAYFINDING SIGNS
Principal Planner Flores briefly introduced the item, noting the City has hired
a consultant, Selbert Perkins Design, to provide a design concept for new
wayfinding signs for the City. City staff members, Erica Powell,
Management Analyst, and Chris Gerry, Senior Project Manager, were
present for this item. Brandon Reeves, Design Director with Selbert Perkins
Design, narrated a presentation on the proposed new City wayfinding signs.
Mr. Reeves reviewed the three design options under consideration, each of
which included identity monuments signs, direction signs, and amenity
signs. The following comments were provided regarding the design
concepts:
1. Materials should be durable enough to withstand high winds
experienced in certain areas of the City.
2. The pole style direction signs from options 1A and 1C do not stand
out like the direction signs from option 1B which are more elegant
and present like street art.
3. If option 1A is selected, be mindful of the image proportions and how
they overlap.
4. Mountain theme is very overused throughout the Coachella Valley.
155
Architectural Review Commission Minutes
January 28, 2025
4
5. Actual lighting versus relying on reflective material for illumination of
signs in the nighttime is preferred.
6. Consider removing "City of" and having just "Palm Desert" on
monument signs.
7. The smaller horizontal monument sign in option 1B may not be
legible enough.
8. The Yellow color in option 1C is obtrusive and not used much in the
City. The green color in option 1B is pleasant, soft and is similar to
cactus color.
9. The palm frond logo on option 1A monument sign appears oddly
placed; consider lightening the paint color of the palm frond.
10. At night the 1B option has great contrast, but the contrast of the palm
fronds and details are lost in the daytime.
11. Option 1B may be high maintenance because of the cutout pattern
which may collect debris.
12. Consideration will need to be given for option 1B signs that are in
pedestrian locations as children may put their hands and items in the
cutouts which could pose a safety concern.
13. Option 1C presents as a good compromise which compliments
already existing signage for the City and introduces a new element
to move forward in design. Consider changing the stone from
emulating a mountain to regular stone shape. The vertical element
on the monument sign adds a contemporary feel and the color
reaching to the ground works well giving it a strong design.
The majority of Commissioners agreed they liked the stone monument signs
concept of option 1A but preferred the non-pole design of the directional
and amenity signs for option 1B. They discouraged the use of the pole sign
designs or mountain themed design.
7.b.2 PROVIDE FEEDBACK ON PROPOSED DESIGNS FOR FIRE STATIONS
33 AND 71
Principal Planner Flores provided a brief introduction to the item, noting the
City has hired consultant PBK to design two new Fire Stations for the City.
City staff, Lucero Leyva, Senior Project Manager, and Fire Chief Mike
Beverlin, were present for this item. Jaime Moreno, Architect for PBK,
narrated a PowerPoint presentation.
Mr. Moreno presented elevations and details for Fire Station 33 first. The
following comments were provided by Commissioners:
1. Consider a heavy metal frame for the proposed Gabion baskets to
give it a better design.
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Architectural Review Commission Minutes
January 28, 2025
5
2. Consider the continuation of the same type of architecture over the
entry, the stepped slab element, instead of incorporating a new
metal brow.
3. Revisit the use of an angled brow over windows when compared to
straight angled brow used at entry.
Mr. Moreno presented elevations and details for Fire Station 71 second.
Commissioners were pleased with the design concept for this station and
did not offer design comments for consideration.
7.c ATTENDANCE REPORT
The attendance report was provided with the agenda materials. The Commission
took no action on this item.
8. ADJOURNMENT
The Architectural Review Commission adjourned at 2:59 p.m.
Respectfully submitted,
____________________________________________
Melinda Gonzalez, Executive Administrative Assistant
Recording Secretary
ATTEST:
____________________________________________
Carlos Flores, Principal Planner
Secretary
APPROVED BY ARC: __/__/2025
157
City of Palm Desert Wayfinding Master Plan
Brand GuideMAY 28, 2020
Signage & Wayfinding Concept Design
January 28, 2025
158
1 Survey
159
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 3
Signage and Wayfinding S.W.O.T. Analysis
Following our analysis and survey findings, we crafted a S.W.O.T.
report.
Strengths
-Consistent, branded signage.
-Signs are helpful.
Weaknesses
- Messaging is inconsistent.
- Too many signs in some areas.
- Entry monuments are inconsistent.
- Lack of pedestrian signage in walkable areas.
- Existing signage blends in with environment.
- Existing signage not visible at night.
Opportunities
- Include new and existing destinations.
- Develop branded signage that will appeal to visitors,
residents and businesses.
- Use technology to enhance the wayfinding experience.
Threats
- Some residents, visitors, businesses do not want to
see signage change.
- Concerns why some businesses are included and not others.
160
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 4
Signage and Wayfinding Recommendations
Based on the analysis, community outreach survey, and S.W.O.T. Report,
the following signage and wayfinding approaches are recommended for the
City of Palm Desert:
- Develop a branded signage and wayfinding system that will
be visible day or night.
- Coordinate with City team to develop consistent messaging
throughout sign system.
- Create a streamlined sign location plan,
eliminating sign blight.
- Add pedestrian level signage in walkable areas.
- Add new destinations to wayfinding.
- Design a versatile digital sign suitable for various events,
or incorporate QR codes into the proposed signage.
161
02 Concept Design
162
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 6
Summary of Signs Proposed
PALM DESERT
IDENTITY DIRECTION
AMENITY
GATEWAY MONUMENTA01 GATEWAY MONUMENTA02 GATEWAY MONUMENTA03 VEHICLE DIRECTION
LARGE
B01 VEHICLE DIRECTION
MEDIUM
B02 VEHICLE DIRECTION
SMALL
B03 PEDESTRIAN DIRECTION
W/ MAP
B04
ART TOTEM - EXISTINGE01 PLACEMAKINGE03BANNERE02
163
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 7
CONCEPT 1 MOOD BOARD
164
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 8
CONCEPT 1A DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
GATEWAY MONUMENT
LOCATION 1
A01
GATEWAY MONUMENT
LOCATION 2
A02 GATEWAY MONUMENT
LOCATION 3
A03
165
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 9
CONCEPT 1A DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
Free
Parking
Parking
Directory
Shops & Dining
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
Living Desert
El Paseo
Visitor Center
El Paseo
Living Desert
Civic Center/ Park
McCallum Theater
College of the Desert
VEHICLE DIRECTION LARGE
B01 VEHICLE DIRECTION MEDIUM
B02 B03 B04VEHICULAR DIRECTIONAL
SMALL
PEDESTRIAN DIRECTORY
STATIC
166
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 10
CONCEPT 1A DESIGN
167
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 11
CONCEPT 1A DESIGN
168
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 12
CONCEPT 1B DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”GATEWAY MONUMENTLOCATION 1
A01
GATEWAY MONUMENT
LOCATION 2
A02 GATEWAY MONUMENT
LOCATION 3
A03
169
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 13
CONCEPT 1B DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
Parking
Shops & Dining
Parking
Shops & Dining
Directory
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
Living Desert
El Paseo
Civic Center/ Park
McCallum Theater
College of the
Desert
Free
Parking
Visitor Center
El Paseo
Living Desert
VEHICLE DIRECTION
LARGE
B01 VEHICLE DIRECTION
MEDIUM
B02 B03 B04VEHICULAR DIRECTIONALSMALL PEDESTRIAN DIRECTORYSTATIC
170
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 14
CONCEPT 1B DESIGN
171
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 15
CONCEPT 1B DESIGN
172
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 16
CONCEPT 2 MOOD BOARD
173
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 17
CONCEPT 2 DESIGN
3’- 6”
5’-10”
10’-0”
CITY OF
CITY OF
GATEWAY MONUMENT
LOCATION 1
A01
GATEWAY MONUMENT
LOCATION 2
A02 GATEWAY MONUMENTLOCATION 3
A03
174
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 18
CONCEPT 2 DESIGN
3’- 6”
5’-10”
10’-0”
Civic Center
McCallum T
h
e
a
t
e
r
College of t
h
e
Desert
Living Deser
t
El Paseo
Directory
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
Civic Center
McCallum Theater
College of the
Desert
Living Desert
El Paseo
Visitor Center
El Paseo
Living Desert
Free
Parking
VEHICLE DIRECTION
LARGE
ALTERNATE OPTION
B01 VEHICLE DIRECTION
MEDIUM
B02 B03 B04VEHICULAR DIRECTIONALSMALL PEDESTRIAN DIRECTORYSTATIC
175
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 19
CONCEPT 2 DESIGN
176
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 20
CONCEPT 2 DESIGN
177
178
4 Appendix
179
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 23
CONCEPT MONUMENT SIGN SUMMARY
CONCEPT 1A
CONCEPT 1B
CONCEPT 2
180
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 24
CONCEPT WAYFINDING SIGN SUMMARY
CONCEPT 1A
CONCEPT 1B
CONCEPT 2
181
5 Survey
182
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 26
Digital Survey
Centered on distributing the survey widely across
the community, the City prioritized obtaining a broad
understanding of wayfinding needs, rather than focusing
solely on specific industries. This inclusive approach
ensured a comprehensive assessment of navigation
requirements throughout Palm Desert. With 72 responses
received, reflecting diverse perspectives, participants'
input will play a crucial role in shaping the future of Palm
Desert's wayfinding sign program.
Digital Survey
183
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 27
Survey
184
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 28
Survey
185
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 29
Survey ResultsWayfinding Master Plan
How do you classify yourself in Palm Desert?
Answered: 72 Skipped: 0
Full-time Resident (live in
Palm Desert more than 6
months annually)
Local Visitor (live in
Coachella Valley, but not in
Palm Desert)
Part-time Resident (live in
Palm Desert less than 6
months annually)
Other Visitor (live outside of
Coachella Valley)
Full-time Resident (live in Palm Desert more than 6 months an
nually)
55 76.39%
Local Visitor (live in Coachella Valley, but not in Palm Desert)10 13.89%
Part-time Resident (live in Palm Desert less than 6 months an
nually)
5 6.94%
Other Visitor (live outside of Coachella Valley)2 2.78%
If a resident, how long have you lived in Palm Desert?
Answers Count Percentage
How do you classify yourself in Palm Desert?
The majority, about 76% are full-time residents of Palm Desert.
~76%
~14%
~7%
~3%
186
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 30
Answered: 59 Skipped: 13
0
5
10
15
20
25
Less than 1 ye...1-5 years 6-10 years 11-15 years More than 15 y...
Less than 1 year 6 8.33%
1-5 years 21 29.17%
6-10 years 12 16.67%
11-15 years 0 0%
More than 15 years 20 27.78%
What is your age?
Answers Count Percentage
If a resident, how long have you lived in Palm Desert?
Of the 59 people who answered, 21 people have been residents
of Palm Desert between 1-5 years.
0
6
21
12
20
Survey Results
187
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 31
Of the 72 people who answered, about 39% are between 40 and 59
years of age.
Answered: 72 Skipped: 0
40 to 59
Over 60
20 to 39
Under 20
40 to 59 28 38.89%
Over 60 27 37.5%
20 to 39 17 23.61%
Under 20 0 0%
Do you find the current wayfinding signs useful and accessible?
Yes
No
Answers Count Percentage
What is your age?
~39%
~38%
~23%
Survey Results
188
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 32
Of the 72 people who answered, about 72% say the current wayfinding
signs are useful and accessible.
Answered: 72 Skipped: 040 to 59Over 6020 to 39Under 2040 to 59 28 38.89%Over 60 27 37.5%20 to 39 17 23.61%Under 20 0 0%
Do you find the current wayfinding signs useful and accessible?
Yes
No
Answers Count Percentage
Do you find the current wayfinding signs useful and accessible?
~72%
~28%
Survey Results
189
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 33
Of those who answered 'Yes', they mentioned the current wayfinding
signs are easy, helpful, and visible.
Easy
good love helpful
Well-placed
visible
straightforward uniform
distinctive
match
consistent branding
handy
recognizable
useful
terrific
consistent
needed
If yes, explain why:
Survey Results
190
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 34
Of those who answered 'No', they mentioned the current wayfinding
signs are hard to see, need to be more colorful, and messaging is
too condesned.
hard to see
more colors
blend in with environment
Not visible at night
words too close together
invisible
Don’t need them Needs to be reflective at night
Use phone
If no, explain why:
Survey Results
191
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 35
The most important locations are Civic Center, The Living Desert,
El Paseo, McCallum Theatre, College of the Desert, CSU Palm Desert,
Chamber of Commerce/Artist Center at the Galen, UCR Palm Desert
Campus, Desert Willow Golf Resort and The Joslyn Center.
Rank these 10 destinations of community importance in Palm Desert, with 1 being the most significant.
Answered: 71 Skipped: 1
0
2
4
6
8
Ci
v
i
c
C
e
n
t
e
r
(
.
.
.
Th
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L
i
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i
n
g
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s
.
.
.
El
P
a
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e
o
Mc
C
a
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.
.
.
Co
l
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.
.
.
CS
U
-
P
a
l
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D
e
s
.
.
.
Ch
a
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b
e
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C
o
m
.
.
.
UC
R
-
P
a
l
m
D
e
s
.
.
.
De
s
e
r
t
W
i
l
l
o
w
.
.
.
Th
e
J
o
s
l
y
n
C
e
n
.
.
.
1 Civic Center (includes
park and facilities)
2 The Living Desert Zoo
and Gardens
3 El Paseo
4 McCallum Theatre
5 College of the Desert
6 CSU - Palm Desert
Campus
38.03%
27
15.49%
11
9.86%
7
12.68%
9
9.86%
7
4.23%
3
5.63%
4
25.35%
18
26.76%
19
9.86%
7
8.45%
6
2.82%
2
7.04%
5
7.04%
5
22.54%
16
12.68%
9
19.72%
14
14.08%
10
9.86%
7
2.82%
2
8.45%
6
4.23%
3
12.68%
9
19.72%
14
15.49%
11
18.31%
13
7.04%
5
5.63%
4
5.63%
4
9.86%
7
8.45%
6
12.68%
9
14.08%
10
12.68%
9
8.45%
6
0%
0
8.45%
6
8.45%
6
5.63%
4
8.45%
6
9.86%
7
25.35%
18
7.97
7.35
7.21
6.37
5.48
4.56
Rank these 5 parks and trails of community importance in Palm Desert, with 1…
Rank Answers 1 2 3 4 5 6 7Average
score
~8 ~7.5 7.21
6.4 5.5
4.5 4.14.2 4 3
Civic Center
(Includes park
and facilities)
The Living
Desert Zoo
and Gardens
El Paseo McCallum
Theatre
College of the
Desert
CSU Palm
Desert
Chamber of
Commerce/
Artist Center
at the Galen
UCR Palm
Desert Campus
Desert Willow
Golf Resort
The Joslyn
Center
Survey Results
192
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 36
The most important parks are Mike Schuler Trail, Hovely Soccer Park,
and Freedom Park.
Rank these 5 parks and trails of community importance in Palm Desert, with 1 being the most significant.
Answered: 69 Skipped: 3
0
1
2
3
4
Mike Schuler T...Hovley Soccer ...Freedom Park Cahuilla Hills...Cap Homme / Ra...
1 Mike Schuler Trail (Bump
and Grind Trail)
2 Hovley Soccer Park
3 Freedom Park
4 Cahuilla Hills Park
5 Cap Homme / Ralph
Adams Park
47.83%
33
17.39%
12
10.14%
7
11.59%
8
13.04%
9
18.84%
13
26.09%
18
18.84%
13
24.64%
17
11.59%
8
18.84%
13
20.29%
14
18.84%
13
14.49%
10
27.54%
19
5.8%
4
26.09%
18
27.54%
19
18.84%
13
21.74%
15
8.7%
6
10.14%
7
24.64%
17
30.43%
21
26.09%
18
3.75
3.16
2.88
2.75
2.45
Are there other destinations, parks or trails that should be mentioned?
The word cloud requires at least 20 answers to show.
center 7
Rank Answers 1 2 3 4 5Average
score
Word Count
Mike Schuler Trail
(Bump and Grind
Trail)
Hovely Soccer Park Cahuilla Hills Park Cap Homme/ Ralph
Adams Park
3.16
~3.7
2.88 2.75
2.45
Survey Results
193
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 37
Are there other destinations, parks or trails that should be mentioned?
• Acrisure Arena
• Santa Rosa and San Jacinto Mountains National Monument Visitor Center
• Art Smith Trail
• San Pablo Avenue
• Palm Desert Aquatic Center
• Ironwood Park
• Painter's Path
• Historical Society Museum
• Desert Cross Trail
• CV Link
Survey Results
194
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 38
What wayfinding ideas would you find most helpful? Select your top 3.
Answered: 71 Skipped: 1
0
10
20
30
40
50
Web
&
M
o
b
i
l
e
A.
.
.
Ph
y
s
i
c
a
l
M
a
p
s
/
.
.
.
Ci
t
y
G
a
t
e
w
a
y
s
.
.
.
Sig
n
a
g
e
t
o
P
a
r
...
Sig
n
a
g
e
I
d
e
n
t
i
.
.
.
Veh
i
c
u
l
a
r
S
i
g
n
.
.
.
Pe
d
e
s
t
r
i
a
n
S
i
g
.
.
.
Ot
h
e
r
Web & Mobile App Directions 46 63.89%
Physical Maps/Guides 15 20.83%
City Gateways & Landmarks 32 44.44%
Signage to Parking 33 45.83%
Signage Identifying City Districts 19 26.39%
Vehicular Signage to Destinations 35 48.61%
Pedestrian Signage to Destinations 17 23.61%
Other 0 0%
Do you believe technology (e.g., digital signs) should be used to enhance…
Answers Count PercentageThe top 3 wayfinding ideas are Web & mobile app directions,
vehicular signage to destinations, and signage to parking.
46
15
32 33
19
35
17
Web & Mobile
App Directions
Physical Maps/
Guides City Gateways
& Landmarks
Signage to
Parking
Signage
Identifying
City Districts
Vehicular
Signage to
Destinations
Pedestrian
Signage to
Destinations
Other
Survey Results
195
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 39
Do you believe technology (e.g., digital signs) should be used to enhance wayfinding in Palm Desert?
Answered: 72 Skipped: 0
Yes
No
Yes 44 61.11%
No 28 38.89%
Do you have any further comments about wayfinding in Palm Desert?
The word cloud requires at least 20 answers to show.
work!3
find 3
city 2
map 2
low 2
vehicle 2
visitors 2
Answers Count Percentage
Word Count
The majority of people believe technology should be used to enhance
wayfinding in Palm Desert.
44
28
Survey Results
196
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 40
Do you have any further comments about wayfinding in Palm Desert?
"I think digital is great for temporary events and traffic control but
would look tacky for everyday signage. I again think that more
entrance monuments/signage would be very beneficial. Your parks
are fantastic, call them out loud and proud."
"If you go digital, I would talk to other cities that are using them
currently and see if they like the equipment they are using. See
what kind of feedback is received and also if they are visibly pleasing."
"What about Murals that tell the city history. Also you could have a
barcode people could scan with their phone that would help them to
a map of locations or history of the specific site. Also With the new
bike trails what about an audio tour."
"Parking signage would be a huge help around El Paseo. Some of
the lots are well hidden if you don’t know the area."
Survey Results
197
6 Precedent Images
198
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 42
Coachella Valley City Signs
199
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 43
Competitive City Signs
200
PHASE:
TASK 2: CONCEPT DESIGN
JANUARY 28, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 44
DIGITAL/ SLIDING SIGN PRECEDENTS
201
202
City of Palm Desert Wayfinding Master Plan
Brand GuideMAY 28, 2020
Signage & Wayfinding Concept Design
February 18, 2025
203
1 Survey
204
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 3
Signage and Wayfinding S.W.O.T. Analysis
Following our analysis and survey findings, we crafted a S.W.O.T.
report.
Strengths
-Consistent, branded signage.
-Signs are helpful.
Weaknesses
- Messaging is inconsistent.
- Too many signs in some areas.
- Entry monuments are inconsistent.
- Lack of pedestrian signage in walkable areas.
- Existing signage blends in with environment.
- Existing signage not visible at night.
Opportunities
- Include new and existing destinations.
- Develop branded signage that will appeal to visitors,
residents and businesses.
- Use technology to enhance the wayfinding experience.
Threats
- Some residents, visitors, businesses do not want to
see signage change.
- Concerns why some businesses are included and not others.
205
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 4
Signage and Wayfinding Recommendations
Based on the analysis, community outreach survey, and S.W.O.T. Report,
the following signage and wayfinding approaches are recommended for the
City of Palm Desert:
- Develop a branded signage and wayfinding system that will
be visible day or night.
- Coordinate with City team to develop consistent messaging
throughout sign system.
- Create a streamlined sign location plan,
eliminating sign blight.
- Add pedestrian level signage in walkable areas.
- Add new destinations to wayfinding.
- Design a versatile digital sign suitable for various events,
or incorporate QR codes into the proposed signage.
206
02 Concept Design
207
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 6
Summary of Signs Proposed
PALM DESERT
IDENTITY DIRECTION
AMENITY
GATEWAY MONUMENTA01 GATEWAY MONUMENTA02 GATEWAY MONUMENTA03 VEHICLE DIRECTION
LARGE
B01 VEHICLE DIRECTION
MEDIUM
B02 VEHICLE DIRECTION
SMALL
B03 PEDESTRIAN DIRECTION
W/ MAP
B04
ART TOTEM - EXISTINGE01 PLACEMAKINGE03BANNERE02
208
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 7
CONCEPT 1 MOOD BOARD
209
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 8
CONCEPT 1A DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
GATEWAY MONUMENT
LOCATION 1
A01
GATEWAY MONUMENT
LOCATION 2
A02 GATEWAY MONUMENT
LOCATION 3
A03
210
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 9
CONCEPT 1A DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
Free
Parking
Parking
Directory
Shops & Dining
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
Living Desert
El Paseo
Visitor Center
El Paseo
Living Desert
Civic Center/ Park
McCallum Theater
College of the Desert
VEHICLE DIRECTION LARGE
B01 VEHICLE DIRECTION MEDIUM
B02 B03 B04VEHICULAR DIRECTIONAL
SMALL
PEDESTRIAN DIRECTORY
STATIC
211
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 10
CONCEPT 1A DESIGN
212
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 11
CONCEPT 1A DESIGN
213
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 12
CONCEPT 1B DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”GATEWAY MONUMENTLOCATION 1
A01
GATEWAY MONUMENT
LOCATION 2
A02 GATEWAY MONUMENT
LOCATION 3
A03
214
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 13
CONCEPT 1B DESIGN
3’- 6”
5’-10”
10’-0”
15’-0”
Parking
Shops & Dining
Parking
Shops & Dining
Directory
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
Living Desert
El Paseo
Civic Center/ Park
McCallum Theater
College of the
Desert
Free
Parking
Visitor Center
El Paseo
Living Desert
VEHICLE DIRECTION
LARGE
B01 VEHICLE DIRECTION
MEDIUM
B02 B03 B04VEHICULAR DIRECTIONALSMALL PEDESTRIAN DIRECTORYSTATIC
215
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 14
CONCEPT 1B DESIGN
216
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 15
CONCEPT 1B DESIGN
217
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 16
CONCEPT 2 MOOD BOARD
218
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 17
CONCEPT 2 DESIGN
3’- 6”
5’-10”
10’-0”
GATEWAY MONUMENTLOCATION 1
A01
GATEWAY MONUMENTLOCATION 2
A02 GATEWAY MONUMENT
LOCATION 3
A03
219
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 18
CONCEPT 2 DESIGN
3’- 6”
5’-10”
10’-0”
Civic Center
McCallum T
h
e
a
t
e
r
College of t
h
e
Desert
Living Deser
t
El Paseo
Directory
DINING
SHOPS
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
TENANT
Civic Center
McCallum Theater
College of the
Desert
Living Desert
El Paseo
Visitor Center
El Paseo
Living Desert
Free
Parking
VEHICLE DIRECTION
LARGE
ALTERNATE OPTION
B01 VEHICLE DIRECTION
MEDIUM
B02 B03 B04VEHICULAR DIRECTIONALSMALL PEDESTRIAN DIRECTORYSTATIC
220
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 19
CONCEPT 2 DESIGN
221
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 20
CONCEPT 2 DESIGN
222
223
4 Appendix
224
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 23
CONCEPT MONUMENT SIGN SUMMARY
CONCEPT 1A
CONCEPT 1B
CONCEPT 2
225
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 24
CONCEPT WAYFINDING SIGN SUMMARY
CONCEPT 1A
CONCEPT 1B
CONCEPT 2
226
5 Survey
227
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 26
Digital Survey
Centered on distributing the survey widely across
the community, the City prioritized obtaining a broad
understanding of wayfinding needs, rather than focusing
solely on specific industries. This inclusive approach
ensured a comprehensive assessment of navigation
requirements throughout Palm Desert. With 72 responses
received, reflecting diverse perspectives, participants'
input will play a crucial role in shaping the future of Palm
Desert's wayfinding sign program.
Digital Survey
228
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 27
Survey
229
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 28
Survey
230
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 29
Survey ResultsWayfinding Master Plan
How do you classify yourself in Palm Desert?
Answered: 72 Skipped: 0
Full-time Resident (live in
Palm Desert more than 6
months annually)
Local Visitor (live in
Coachella Valley, but not in
Palm Desert)
Part-time Resident (live in
Palm Desert less than 6
months annually)
Other Visitor (live outside of
Coachella Valley)
Full-time Resident (live in Palm Desert more than 6 months an
nually)
55 76.39%
Local Visitor (live in Coachella Valley, but not in Palm Desert)10 13.89%
Part-time Resident (live in Palm Desert less than 6 months an
nually)
5 6.94%
Other Visitor (live outside of Coachella Valley)2 2.78%
If a resident, how long have you lived in Palm Desert?
Answers Count Percentage
How do you classify yourself in Palm Desert?
The majority, about 76% are full-time residents of Palm Desert.
~76%
~14%
~7%
~3%
231
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 30
Answered: 59 Skipped: 13
0
5
10
15
20
25
Less than 1 ye...1-5 years 6-10 years 11-15 years More than 15 y...
Less than 1 year 6 8.33%
1-5 years 21 29.17%
6-10 years 12 16.67%
11-15 years 0 0%
More than 15 years 20 27.78%
What is your age?
Answers Count Percentage
If a resident, how long have you lived in Palm Desert?
Of the 59 people who answered, 21 people have been residents
of Palm Desert between 1-5 years.
0
6
21
12
20
Survey Results
232
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 31
Of the 72 people who answered, about 39% are between 40 and 59
years of age.
Answered: 72 Skipped: 0
40 to 59
Over 60
20 to 39
Under 20
40 to 59 28 38.89%
Over 60 27 37.5%
20 to 39 17 23.61%
Under 20 0 0%
Do you find the current wayfinding signs useful and accessible?
Yes
No
Answers Count Percentage
What is your age?
~39%
~38%
~23%
Survey Results
233
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 32
Of the 72 people who answered, about 72% say the current wayfinding
signs are useful and accessible.
Answered: 72 Skipped: 040 to 59Over 6020 to 39Under 2040 to 59 28 38.89%Over 60 27 37.5%20 to 39 17 23.61%Under 20 0 0%
Do you find the current wayfinding signs useful and accessible?
Yes
No
Answers Count Percentage
Do you find the current wayfinding signs useful and accessible?
~72%
~28%
Survey Results
234
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 33
Of those who answered 'Yes', they mentioned the current wayfinding
signs are easy, helpful, and visible.
Easy
good love helpful
Well-placed
visible
straightforward uniform
distinctive
match
consistent branding
handy
recognizable
useful
terrific
consistent
needed
If yes, explain why:
Survey Results
235
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 34
Of those who answered 'No', they mentioned the current wayfinding
signs are hard to see, need to be more colorful, and messaging is
too condesned.
hard to see
more colors
blend in with environment
Not visible at night
words too close together
invisible
Don’t need them Needs to be reflective at night
Use phone
If no, explain why:
Survey Results
236
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 35
The most important locations are Civic Center, The Living Desert,
El Paseo, McCallum Theatre, College of the Desert, CSU Palm Desert,
Chamber of Commerce/Artist Center at the Galen, UCR Palm Desert
Campus, Desert Willow Golf Resort and The Joslyn Center.
Rank these 10 destinations of community importance in Palm Desert, with 1 being the most significant.
Answered: 71 Skipped: 1
0
2
4
6
8
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.
1 Civic Center (includes
park and facilities)
2 The Living Desert Zoo
and Gardens
3 El Paseo
4 McCallum Theatre
5 College of the Desert
6 CSU - Palm Desert
Campus
38.03%
27
15.49%
11
9.86%
7
12.68%
9
9.86%
7
4.23%
3
5.63%
4
25.35%
18
26.76%
19
9.86%
7
8.45%
6
2.82%
2
7.04%
5
7.04%
5
22.54%
16
12.68%
9
19.72%
14
14.08%
10
9.86%
7
2.82%
2
8.45%
6
4.23%
3
12.68%
9
19.72%
14
15.49%
11
18.31%
13
7.04%
5
5.63%
4
5.63%
4
9.86%
7
8.45%
6
12.68%
9
14.08%
10
12.68%
9
8.45%
6
0%
0
8.45%
6
8.45%
6
5.63%
4
8.45%
6
9.86%
7
25.35%
18
7.97
7.35
7.21
6.37
5.48
4.56
Rank these 5 parks and trails of community importance in Palm Desert, with 1…
Rank Answers 1 2 3 4 5 6 7Average
score
~8 ~7.5 7.21
6.4 5.5
4.5 4.14.2 4 3
Civic Center
(Includes park
and facilities)
The Living
Desert Zoo
and Gardens
El Paseo McCallum
Theatre
College of the
Desert
CSU Palm
Desert
Chamber of
Commerce/
Artist Center
at the Galen
UCR Palm
Desert Campus
Desert Willow
Golf Resort
The Joslyn
Center
Survey Results
237
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 36
The most important parks are Mike Schuler Trail, Hovely Soccer Park,
and Freedom Park.
Rank these 5 parks and trails of community importance in Palm Desert, with 1 being the most significant.
Answered: 69 Skipped: 3
0
1
2
3
4
Mike Schuler T...Hovley Soccer ...Freedom Park Cahuilla Hills...Cap Homme / Ra...
1 Mike Schuler Trail (Bump
and Grind Trail)
2 Hovley Soccer Park
3 Freedom Park
4 Cahuilla Hills Park
5 Cap Homme / Ralph
Adams Park
47.83%
33
17.39%
12
10.14%
7
11.59%
8
13.04%
9
18.84%
13
26.09%
18
18.84%
13
24.64%
17
11.59%
8
18.84%
13
20.29%
14
18.84%
13
14.49%
10
27.54%
19
5.8%
4
26.09%
18
27.54%
19
18.84%
13
21.74%
15
8.7%
6
10.14%
7
24.64%
17
30.43%
21
26.09%
18
3.75
3.16
2.88
2.75
2.45
Are there other destinations, parks or trails that should be mentioned?
The word cloud requires at least 20 answers to show.
center 7
Rank Answers 1 2 3 4 5Average
score
Word Count
Mike Schuler Trail
(Bump and Grind
Trail)
Hovely Soccer Park Cahuilla Hills Park Cap Homme/ Ralph
Adams Park
3.16
~3.7
2.88 2.75
2.45
Survey Results
238
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 37
Are there other destinations, parks or trails that should be mentioned?
• Acrisure Arena
• Santa Rosa and San Jacinto Mountains National Monument Visitor Center
• Art Smith Trail
• San Pablo Avenue
• Palm Desert Aquatic Center
• Ironwood Park
• Painter's Path
• Historical Society Museum
• Desert Cross Trail
• CV Link
Survey Results
239
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 38
What wayfinding ideas would you find most helpful? Select your top 3.
Answered: 71 Skipped: 1
0
10
20
30
40
50
Web
&
M
o
b
i
l
e
A.
.
.
Ph
y
s
i
c
a
l
M
a
p
s
/
.
.
.
Ci
t
y
G
a
t
e
w
a
y
s
.
.
.
Sig
n
a
g
e
t
o
P
a
r
...
Sig
n
a
g
e
I
d
e
n
t
i
.
.
.
Veh
i
c
u
l
a
r
S
i
g
n
.
.
.
Pe
d
e
s
t
r
i
a
n
S
i
g
.
.
.
Ot
h
e
r
Web & Mobile App Directions 46 63.89%
Physical Maps/Guides 15 20.83%
City Gateways & Landmarks 32 44.44%
Signage to Parking 33 45.83%
Signage Identifying City Districts 19 26.39%
Vehicular Signage to Destinations 35 48.61%
Pedestrian Signage to Destinations 17 23.61%
Other 0 0%
Do you believe technology (e.g., digital signs) should be used to enhance…
Answers Count PercentageThe top 3 wayfinding ideas are Web & mobile app directions,
vehicular signage to destinations, and signage to parking.
46
15
32 33
19
35
17
Web & Mobile
App Directions
Physical Maps/
Guides City Gateways
& Landmarks
Signage to
Parking
Signage
Identifying
City Districts
Vehicular
Signage to
Destinations
Pedestrian
Signage to
Destinations
Other
Survey Results
240
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 39
Do you believe technology (e.g., digital signs) should be used to enhance wayfinding in Palm Desert?
Answered: 72 Skipped: 0
Yes
No
Yes 44 61.11%
No 28 38.89%
Do you have any further comments about wayfinding in Palm Desert?
The word cloud requires at least 20 answers to show.
work!3
find 3
city 2
map 2
low 2
vehicle 2
visitors 2
Answers Count Percentage
Word Count
The majority of people believe technology should be used to enhance
wayfinding in Palm Desert.
44
28
Survey Results
241
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 40
Do you have any further comments about wayfinding in Palm Desert?
"I think digital is great for temporary events and traffic control but
would look tacky for everyday signage. I again think that more
entrance monuments/signage would be very beneficial. Your parks
are fantastic, call them out loud and proud."
"If you go digital, I would talk to other cities that are using them
currently and see if they like the equipment they are using. See
what kind of feedback is received and also if they are visibly pleasing."
"What about Murals that tell the city history. Also you could have a
barcode people could scan with their phone that would help them to
a map of locations or history of the specific site. Also With the new
bike trails what about an audio tour."
"Parking signage would be a huge help around El Paseo. Some of
the lots are well hidden if you don’t know the area."
Survey Results
242
6 Precedent Images
243
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 42
Coachella Valley City Signs
244
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 43
Competitive City Signs
245
PHASE:
TASK 2: CONCEPT DESIGN
FEBRUARY 12, 2025
PROJECT:
CITY OF PALM DESERT
WAYFINDING MASTER PLAN 44
DIGITAL/ SLIDING SIGN PRECEDENTS
246