HomeMy WebLinkAboutAgenda Package - StudySession_Feb12_2026
PALM DESERT CITY COUNCIL
STUDY SESSION MEETING
AGENDA
Thursday, February 12, 2026
2:00 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 Senate Bill 707, 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 SUNLINE TRANSIT AGENCY COMPREHENSIVE OPERATIONAL
ANALYSIS
5
RECOMMENDATION:
Receive and file a presentation from SunLine Transit Agency on the
Comprehensive Operational Analysis.
2.b PROVIDE DIRECTION ON FUTURE USES OF THE SHERIFF
SUBSTATION
7
RECOMMENDATION:
Provide direction on future uses of the Sheriff Substation, a City-owned
facility located at 73-520 Fred Waring Drive (APN 622-250-018).
2.c DISCUSSION AND DIRECTION REGARDING POTENTIAL UPDATES TO
TOBACCO RETAILER LICENSING AND SMOKING REGULATIONS,
INCLUDING COMPLIANCE WITH CALIFORNIA FLAVORED TOBACCO
LAWS AND REGULATION OF KRATOM
13
RECOMMENDATION:
Receive a presentation and provide direction regarding potential regulatory
updates related to tobacco retailer licensing and smoking regulations,
including options to regulate kratom sales and possession, prohibit synthetic
kratom products, restrict sales to persons 21 years of age and older, and
align local enforcement with state law and regional standards.
2.d POTENTIAL INDOOR SPORTS COMPLEX PARTNERSHIP 47
RECOMMENDATION:
Receive a presentation on a potential indoor sports complex concept and
provide feedback and direction on proposed next steps for further
evaluation.
3.ADJOURNMENT
City Council Study Session
February 12, 2026
2
4.PUBLIC NOTICES
NOTE: Pursuant to Senate Bill 707, 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 “Meeting Agendas” 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, Michelle Nance, Assistant City 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/ Michelle Nance
Assistant City Clerk
City Council Study Session
February 12, 2026
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Page 1 of 2
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 12, 2026
PREPARED BY: Michelle Nance, Assistant City Clerk
SUBJECT: SUNLINE TRANSIT AGENCY COMPREHENSIVE OPERATIONAL
ANALYSIS
RECOMMENDATION:
Receive and file a presentation from SunLine Transit Agency on the Comprehensive Operational
Analysis.
BACKGROUND:
SunLine Transit Agency will present an overview of its Comprehensive Operational Analysis,
which evaluates current transit operations and identifies opportunities to improve service
efficiency and effectiveness.
ATTACHMENTS:
1. Presentation will be provided prior to the meeting
5
City of Palm Desert
SunLine Comprehensive Operational Analysis
Page 2 of 2
CONFLICT OF INTEREST AWARENESS CHECKLIST:
☐ Site-Specific Property Interest – Councilmembers should check if they own or lease real
property within 1,000 feet of the project site (Gov. Code § 87103(b); FPPC Reg. 18702.2).
☐ SB 1439 Applicability (Campaign Contributions) – Applies to licenses, permits, or other
entitlements for use, and to contracts or franchise agreements other than competitively bid,
labor, or personal employment contracts.
Applicant(s)/Appellant(s): _________________________
Councilmembers should review any campaign contributions received within the last 12 months
from parties or participants to the proceeding and must not accept contributions over $500
from those parties for 12 months following the final decision (Gov. Code § 84308).
Note: These indicators are informational and do not constitute a legal determination. Each
Councilmember is responsible for identifying and disclosing any disqualifying interests in
accordance with the Political Reform Act and FPPC regulations.
6
Page 1 of 5
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 12, 2026
PREPARED BY: Jill Mendoza, Economic Development Manager
SUBJECT: STUDY SESSION: PROVIDE DIRECTION ON FUTURE USES OF THE
SHERIFF SUBSTATION
RECOMMENDATION:
Provide direction on future uses of the Sheriff Substation, a City-owned facility located at 73-520
Fred Waring Drive (APN 622-250-018).
BACKGROUND/ANALYSIS:
The City of Palm Desert contracts the Riverside County Sheriff’s Department (Sheriff) for public
safety services. The Sheriff currently operates out of a state -of-the-art headquarters on Gerald
Ford Drive and maintains an area in a City-owned facility adjacent to City Hall within the Civic
Center campus used for a dispatch and training center. The lease for this area expires on
December 31, 2026, at which time Sheriff operations will relocate to the Gerald Ford
headquarters. In anticipation of this relocation, staff is seeking direction on the future use of the
facility.
The facility was constructed in 1989, renovated in 2007, and received HVAC system upgrades
in 2012. While generally well maintained, the building shows age -related wear that will require
minor repairs. A comprehensive roof evalu ation is recommended to document existing
conditions and inform future recommendations.
Staff conducted a preliminary assessment of the facility’s condition, evaluated estimated costs
associated with varying levels of investment, and reviewed options to ma intain, repurpose, or
remove the structure. This evaluation is intended to identify a course of action that aligns with
long-term City priorities while managing financial risk and preserving operational flexibility.
The approximately 25,393-square-foot building currently includes:
A dispatch center (approximately 10,000 square feet) serving the eastern Coachella
Valley from Riverside to Blythe;
Sheriff operations and investigative units (approximately 9,000 square feet); and
A training facility (approximately 6,000 square feet), including kitchens, locker rooms,
storage areas, and an elevator.
The building is a standalone structure and does not share demising walls with City Hall. It
includes a secure, controlled-access entrance and a dedicated parking lot located east of the
facility. Access to the building requires background clearance, which has been obtained by
certain City staff as needed.
7
City of Palm Desert
Sheriff Substation Future Use
Page 2 of 5
Given the building’s age, condition, and operational limitations associated with its current
configuration as a Sheriff substation, the City must determine a clear path forward and Council
direction is requested to guide next steps. Three viable options have been identified, with
estimated costs ranging from approximately $615,000 to $1.7 million.
Option A: Renovate / Repurpose for City Purposes
(Estimated Cost: $974,000)
Renovation would allow the City to adapt the facility for future operational or public -serving uses
while leveraging its proximity to the Civic Center. Use of the secure parking area for City vehicles
would increase parking availability for both the public and City staff. This option includes
comprehensive interior improvements, ADA-compliant restroom upgrades, and potential roof
replacement, ensuring consistency with the standard being implemented at City Hall. Although
it requires the greatest capital investment, renovation provides the most flexibility, extends the
building’s useful life, and enables the City to achieve the highest and best use of the property
without assuming the risks associated with private leasing.
Future potential City uses may include, but are not limited to:
o City functions (e.g. office space, collaboration areas, wellness uses, storage,
secure fleet parking)
o City Emergency Operations Center (EOC), and dedicated space for possible
television and mixed media space.
o City-approved partners
Option B: Renovate / Repurpose for Market-Rate Uses
(Estimated Cost: $1.7 million)
This option includes comprehensive interior improvements, ADA -compliant restroom upgrades,
and potential roof replacement Costs will vary depending on the user, with higher costs reflecting
the effort required to market the space, attract a new tenant, and complete associated tenant
improvements. Given the unique nature of this building, re -tenanting could require significant
time and cost, as there are no comparable sites in the City. This estimate does not include any
tenant improvements that may be requested by a future tenant.
Future potential market-rate uses may include, but are not limited to:
o Office
o Medical
o Flexible uses (e.g. coworking, event space)
Option C: Demolition
(Estimated Cost: $1.09 million)
This option is not recommended by staff but is included for reference. Demolition would
remove the existing structure, returning the site to a vacant condition. While demolition would
eliminate ongoing maintenance and liability, it would also result in the loss of a City-owned
facility and defer any future benefit until additional investment is made for redevelopment. If
demolished, the site could be reserved for future City or public-serving uses or made available
for market-rate development. This option may be appropriate if the building is determined to
have no viable future use.
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City of Palm Desert
Sheriff Substation Future Use
Page 3 of 5
Next Steps
Upon receiving City Council direction, the following actions are proposed:
1. Confirm the preferred approach and priorities.
2. Conduct further analysis to refine costs, timelines, and constraints.
3. Identify and evaluate potential funding sources and financing options.
4. Return to Council with a recommended plan and implementation strategy for
consideration.
Legal Review:
This report has been reviewed by the City Attorney’s Office.
FINANCIAL IMPACT:
Rental revenue from the Sheriff Substation is deposited into the Palm Desert Office Complex
(PDOC) Enterprise Fund (Fund 510). Upon lease expiration in December 2026, the Fund will
lose its largest revenue source—approximately $570,000 annually, representing nearly half of
total revenues. Under the current lease, operating costs are shared between the City and the
Sheriff; the City’s share is estimated at $200,000 for FY 2025 –26.
The remaining buildings operating under the PDOC Enterprise Fund generate approximately
$543,000 in rent, with $716,500 estimated in expenditures for a Net Operating Loss of about
$173,500 per fiscal year. The current fund balance is approximately $5 million with all budgets
for FY 2025-26 considered.
*There is an additional $750,000 budgeted in FY 2025-26 for Capital Improvements.
Revenues Revenues
Two Story Rent 39,909 Two Story Rent 0
Sheriff Rent 559,710 Sheriff Rent 0
Henderson Rent 25,212 Henderson Rent 25,212
State Building Rent 517,812 State Building Rent 517,812
1,142,643 Total 543,024
Expenditures Expenditures
Two-Story 185,061
State Building 345,500 State Building 345,500
Henderson Building 100,000 Henderson Building 100,000
Sheriff Building 270,965 Sheriff Building 270,965
901,526 Total 716,465
Est. Net Operating Income 241,117 Revised Net Operating Income (173,441)
FY 2025-26 Budget Revised Budget
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City of Palm Desert
Sheriff Substation Future Use
Page 4 of 5
Decision Comparison Matrix
Option Description Estimated Cost Pros Cons Best Use
Case
Option A:
Renovate /
Repurpose for City
Purposes
Comprehensive
interior
renovations,
ADA upgrades,
and potential
~$974,000 • Greatest
flexibility
• Extends useful
life of the building
• Supports future
City uses
• Retains City
ownership/control
• Significant
capital
investment
• Requires
phased
planning/funding
Long-term
preservation
and
adaptive
reuse of a
strategic
City asset
Option B:
Renovate /
Repurpose for
Market-Rate Uses
Comprehensive
interior
renovations,
ADA upgrades,
and potential
roof
replacement
~$1.7 million • Extends useful
life of the building
• Supports future
market-rate uses
• Retains City
ownership/control
• Highest capital
investment
• Requires
phased
planning/funding
Long-term
preservation
and
adaptive
reuse of a
strategic
City asset
Option C:
Demolition
Remove
structure and
return site to
vacant
condition
~$1.09 million • Eliminates
maintenance and
liability
• Clears site for
future
redevelopment
• Loss of City-
owned facility
• No immediate
ROI
• Future
redevelopment
costs deferred
Appropriate
if no viable
future use is
identified
10
City of Palm Desert
Sheriff Substation Future Use
Page 5 of 5
CONFLICT OF INTEREST AWARENESS CHECKLIST:
☐ Site-Specific Property Interest – Councilmembers should check if they own or lease real
property within 1,000 feet of the project site (Gov. Code § 87103(b); FPPC Reg. 18702.2).
☐ SB 1439 Applicability (Campaign Contributions) – Applies to licenses, permits, or other
entitlements for use, and to contracts or franchise agreements other than competitively bid,
labor, or personal employment contracts.
Applicant(s)/Appellant(s): Not Applicable
Councilmembers should review any campaign contributions received within the last 12 months
from parties or participants to the proceeding and must not accept contributions over $500
from those parties for 12 months following the final decision (Gov. Code § 84308).
Note: These indicators are informational and do not constitute a legal determination. Each
Councilmember is responsible for identifying and disclosing any disqualifying interests in
accordance with the Political Reform Act and FPPC regulations.
11
12
Page 1 of 5
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 12, 2026
PREPARED BY: Daniel Hurtado, Public Safety Coordinator
SUBJECT: STUDY SESSION: DISCUSSION AND DIRECTION REGARDING
POTENTIAL UPDATES TO TOBACCO RETAILER LICENSING AND
SMOKING REGULATIONS, INCLUDING COMPLIANCE WITH
CALIFORNIA FLAVORED TOBACCO LAWS AND REGULATION OF
KRATOM
RECOMMENDATION:
Receive a presentation and provide direction regarding potential regulatory updates related to
tobacco retailer licensing and smoking regulations, including options to regulate kratom sales
and possession, prohibit synthetic kratom products, restrict sales to persons 21 years of age
and older, and align local enforcement with state law and regional standards.
BACKGROUND/ANALYSIS:
City staff received a request from City Council at the December 11, 2025 meeting to place kratom
on the agenda for a City Council study session to explore potential options. The purpose of the
study session is to explain why the City is discussing kratom at this time, provide background
information for the public, and receive City Council direction on next steps.
In the absence of a comprehensive statewid e retail framework, local governments retain
authority to regulate the sale and distribution of kratom products to protect public health and
safety. Consistent with California Department of Public Health findings, Palm Desert’s proposed
ordinance would establish clear, enforceable local standards for the retail sale and distribution
of kratom products.
Kratom is derived from the leaves of the plant Mitragyna speciosa, native to Southeast Asia. It
is commonly sold in powdered, capsule, beverage, and extract forms. While some products
consist of traditional dried leaf material, other products contain synthetic or chemically altered
alkaloids, including 7-hydroxymitragynine (7-OH), which can significantly increase potency and
may elevate the risk of adverse effects and misuse compared to traditional leaf products.
Health authorities, including the U.S. Food and Drug Administration (USDA), have raised
concerns regarding kratom products because they can produce opioid -like effects at higher
doses, carry a risk of dependency and withdrawal, and contribute to increased impairment and
driving under the influence-related incidents. These concerns are heightened by the elevated
risks associated with synthetic and highly concentrated kratom products, which have not been
approved for any medical use and are often marketed in flavored or drinkable forms that may
appeal to younger populations.
13
City of Palm Desert
Kratom Ordinance
Page 2 of 5
California permits the sale of kratom but does not maintain a comprehensive statewide
regulatory framework governing potency, synthetic derivatives, or standardized retail controls.
As a result, enforcement and consumer protection responsibilities have increasi ngly fallen to
local jurisdictions, with state agencies providing oversight and guidance where applicable
In January 2026, the California Department of Public Health (CDPH), in coordination with the
California Department of Alcoholic Beverage Control (ABC) and the California Department of
Tax and Fee Administration (CDTFA), issued a statewide warning to retailers and the public
regarding kratom and 7-OH products. CDPH determined that these substances have complex
pharmacological effects, including stimulant, sedative, and opioid-like activity, and that their use
has been associated with addiction, serious harm, overdose, and death. CDPH further
concluded that kratom and 7-OH are not approved as safe food ingredients, dietary
supplements, or drugs, and that products marketed for human consumption are considered
adulterated or misbranded under California’s Sherman Food, Drug, and Cosmetic Act. As a
result, state enforcement actions have led to the seizure of millions of dollars’ worth of illegal
kratom and 7-OH products from retail establishments statewide.
The CDPH advises consumers to avoid kratom products and continues to educate retailers that
these products are not lawfully approved for sale for human consumption in California.
Riverside County has adopted kratom regulations that focus on limiting high-potency 7-
hydroxymitragynine (7-OH) products, restricting youth access, and strengthening retailer
accountability to address public health and safety concerns. Similarly, in January 2026, the City
of La Quinta approved new kratom sales restrictions, citing public health risks, impaired driving
concerns, and the increased presence of synthetic or concentrated 7 -OH products in retail
settings. For clarity, this report uses impaired driving as the broader publi c safety term that
includes suspected impairment, investigations, collisions, and driving under the influence (DUI)
enforcement activity, while DUI is used when referring specifically to arrests, charges, or case
outcomes.
Palm Desert’s proposal aligns with regional efforts to address kratom-related public health
concerns, supports regulatory consistency across jurisdictional boundaries, and reduces
confusion for retailers operating in multiple cities. The proposed ordinance is intentionally
narrow, health-focused, and legally defensible. It incorporates guidance from the CDPH, reflects
regional best practices, and builds on the City’s existing tobacco regulatory authority, while
preserving flexibility to respond to future state or federal action.
At its core, the ordinance will be designed to protect public health by eliminating the sale of high-
risk synthetic kratom products and limiting youth access through age -based restrictions
consistent with existing tobacco laws. It establishes clear, enforceable st andards for retailers
and enforcement staff, avoids criminalizing lawful adult behavior, and maintains consistency with
Riverside County and neighboring jurisdictions. This balanced approach prioritizes safety and
clarity while recognizing the practical realities faced by local businesses.
The ordinance will also be structured to remain adaptive over time. If the State of California or
the federal government adopts a comprehensive regulatory framework or enacts a complete
14
City of Palm Desert
Kratom Ordinance
Page 3 of 5
prohibition on kratom products, the City Council retains the ability to amend or repeal local
provisions accordingly. Likewise, if kratom or any of its active compounds are classified as a
scheduled controlled substance under state or federal law, those la ws would preempt local
regulation, and staff would return to Council with recommended amendments to ensure full
compliance. This framework ensures Palm Desert’s regulations remain legally sound and
aligned with evolving public health policy.
From a regulatory standpoint, the draft ordinance prohibits the sale, offer for sale, or distribution
of synthetic kratom products, while allowing limited sales of natural kratom leaf products only to
persons 21 years of age and older. It requires products to be sold i n original manufacturer
packaging with child-resistant features, prohibits self -service displays, and mandates age
verification and point-of-sale signage. Compliance is enforced through the City’s existing
tobacco retailer licensing and inspection program, allowing for efficient oversight without creating
a new enforcement system.
Enforcement is retailer-focused and education-first, relying on established inspection
procedures and progressive penalties for non-compliance. The City will coordinate enforcement
efforts with Code Compliance, the Riverside County Sheriff’s Office, CDPH, and other relevant
state agencies, with escalation reserved for repeated or willful violations.
The proposed kratom regulations provide a measured, evidence-based response to documented
public health risks identified by state health authorities and regional partners. By prohibiting
synthetic products, restricting youth access, and regulating sales throu gh an established
licensing framework, Palm Desert advances public safety while maintaining fairness, clarity, and
strong legal defensibility.
Legal Review:
This report has been reviewed by the City Attorney’s Office.
FINANCIAL IMPACT:
There is no anticipated direct fiscal impact to the General Fund with this action. Implementation
and enforcement would be absorbed within existing departmental resources and the City’s
current tobacco retailer licensing and inspection program. Palm Desert currently administers an
annual tobacco retailer license at $25 per location and maintains approximately 40 active
tobacco retailer licenses citywide; accordingly, the proposed kratom ordinance would be
implemented primarily through existing compliance workflows, education , and routine
inspections rather than creating a new stand -alone program.
For broader context, a City of Los Angeles Chief Legislative Analyst report estimated the kratom
industry generated approximately $1.3 billion in U.S. sales in 2019, with nearly 25 % of sales
occurring in California (roughly $325 million statewide); this estimate is provided solely to
illustrate the scale of the market in California and does not translate directly to Palm Desert
revenues.
15
City of Palm Desert
Kratom Ordinance
Page 4 of 5
ATTACHMENTS:
1. DEA Kratom Drug Fact Sheet
2. Presentation
3. Draft- Kratom Public FAQ
4. Draft- Kratom Retailer Notice
16
City of Palm Desert
Kratom Ordinance
Page 5 of 5
CONFLICT OF INTEREST AWARENESS CHECKLIST:
☐ Site-Specific Property Interest – Councilmembers should check if they own or lease real
property within 1,000 feet of the project site (Gov. Code § 87103(b); FPPC Reg. 18702.2).
☐ SB 1439 Applicability (Campaign Contributions) – Applies to licenses, permits, or other
entitlements for use, and to contracts or franchise agreements other than competitively bid,
labor, or personal employment contracts.
Applicant(s)/Appellant(s): Not Applicable
Councilmembers should review any campaign contributions received within the last 12 months
from parties or participants to the proceeding and must not accept contributions over $500
from those parties for 12 months following the final decision (Gov. Code § 84308).
Note: These indicators are informational and do not constitute a legal determi nation. Each
Councilmember is responsible for identifying and disclosing any disqualifying interests in
accordance with the Political Reform Act and FPPC regulations.
17
18
Kratom
WHAT IS KRATOM?
Kratom is a tropical tree native to Southeast Asia. Consumption
of its leaves produces both stimulant effects (in low doses) and
sedative effects (in high doses), and can lead to psychotic symptoms,
and psychological and physiological dependence. Kratom leaves
contain two major psychoactive ingredients (mitragynine and
7-hydroxymytragynine). These leaves are crushed and then smoked,
brewed with tea, or placed into gel capsules. Kratom has a long history
of use in Southeast Asia, where it is commonly known as thang,
kakuam, thom, ketum, and biak. In the U.S., the abuse of kratom has
increased markedly in recent years.
How is it abused?
Mostly abused by oral ingestion in the form of a tablet, capsule, or
extract. Kratom leaves may also be dried or powdered and ingested as
a tea, or the kratom leaf may be chewed.
What are the effects?
At low doses, kratom produces stimulant effects with users reporting
increased alertness, physical energy, and talkativeness. At high doses,
users experience sedative effects. Kratom consumption can lead to
addiction.
Several cases of psychosis resulting from use of kratom have been
reported, where individuals addicted to kratom exhibited psychotic
symptoms, including hallucinations, delusion, and confusion.
What does it do to the body?
Kratom’s effects on the body include nausea, itching, sweating, dry
mouth, constipation, increased urination, tachycardia, vomiting,
drowsiness, and loss of appetite. Users of kratom have also
experienced anorexia, weight loss, insomnia, hepatotoxicity, seizure,
and hallucinations.
What is its legal status?
Kratom is not controlled under the Controlled Substances Act; however, there may be some state
regulations or prohibitions against the possession and use of kratom. The FDA has not approved Kratom
for any medical use. In addition, DEA has listed kratom as a Drug and Chemical of Concern.
Leaf of kratom tree
Kratom capsules
Kratom tree
19
20
Kratom in
Palm Desert
Study Session:
Policy Options for
City Council
Daniel Hurtado
Public Safety Coordinator
dhurtado@palmdesert.gov
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Purpose of Today’s Discussion
Understand
kratom and 7-OH
products and
why concerns
are increasing
Review state
guidance and
what local
enforcement is
seeing
Compare
regional
actions and
trends
Discuss Palm
Desert policy
options
Get Council
direction to
move forward
22
WHAT IS KRATOM
Kratom comes from the leaves of the Mitragyna speciosa tree. Native to Southeast
Asia, including Thailand and Malaysia. Has been used for centuries in traditional
settings. Historically used in: Small, unprocessed leaf amounts. Cultural or labor-
related contexts. Traditional use differs significantly from modern retail products sold
today
23
HOW KRATOM IS USED
TODAY
Today’s kratom products are very different from
traditional use.
Common modern forms include:
•Concentrated extracts
•Synthetic or chemically altered compounds
•Drinks, shots, and flavored products
•Vapes
Modern products can be:
•Much more potent
•Inconsistently labeled
•Marketed similarly to energy drinks or
supplements
24
Kratom
Revenue
Snapshot
(Market
Context)
Why this matters:Kratom sales are growing nationally,
which increases retail availability and product variety,
even when local jurisdictions are evaluating restrictions.
U.S. retail sales:
•$441.4 million in kratom sales
(SPINS data, 52 weeks ending Oct. 6, 2024)
•+21.9% year-over-year growth in the same retail channel
Broader market trend:
Global market estimates show continued growth through the
early 2030s (range varies by analyst).
Local relevance (Palm Desert)
City-specific kratom sales are not publicly reported in a
centralized dataset.
•National growth helps explain why kratom products
continue to appear across smoke/vape/tobacco retail
environments.
SPINS reflects the mainstream multi-outlet retail channel
and does not capture all sales (e.g., online/direct-to-
consumer, some specialty shops).
25
WHY
KRATOM
HAS
DRAWN
ATTENTIO
N
Why cities are
examining kratom
-Growth in synthetic
and high-potency
kratom products
-Increased reports
of: Driving
impairment incidents
-Emergency medical
responses
-Adverse health
outcomes
Products often
marketed like:
-Energy drinks
-Supplements
-Flavored
consumables
26
Kratom Leaf vs. Synthetic/High-
Potency (7-OH)
Kratom leaf (natural / whole-
leaf)
• Dried leaf
powder/capsules/tea forms
• Lower relative potency than
extracts; effects vary by
dose
• Still presents documented
health and impairment
concerns
Synthetic / high-potency 7-OH
products
• 7-hydroxymitragynine (7-OH) is
concentrated or added to increase
potency
• Faster onset and stronger
opioid-like effects
• Higher risk of impairment,
dependency/withdrawal, and
overdose
• Potency can vary widely by
product and batch
27
The Effects of Kratom
28
Why 7-OH
Drives
Enforceme
nt
Key differences staff is highlighting
Potency: 7-OH concentrates are
significantly stronger than leaf-based
products
Predictability: labeling and batch
strength vary; users cannot reliably
gauge dose
Product forms: gummies/shots/drinks/vapes
often resemble “supplement” or “energy”
products
Youth appeal: flavors, branding, and
convenience packaging can increase access
risk
Regulatory target: focusing on high-
potency 7-OH aligns with regional
enforcement trends
29
STATE OF
CALIFORNI
A
POSITION
California Department of Public Health
(CDPH)
Kratom and 7-hydroxymitragynine (7-OH):
•Not FDA-approved as food,
supplements, or drugs
•Considered adulterated or misbranded
when sold for consumption
CDPH has:
•Warned retailers and the public
•Conducted enforcement actions
•Removed illegal products from store
shelves
The State has identified health risks,
but local governments regulate retail
activity.
30
REGIONAL AND
LOCAL ACTIONS
Riverside County: Prohibits
synthetic/high-potency kratom
products (7-OH focus)
Coachella Valley cities: Moving
toward retail-based regulation
City of San Diego: Local ordinance
prohibits sale/distribution and
possession of kratom (2016)
San Diego County (unincorporated):
Declared kratom a public nuisance
subject to civil abatement (2020)
Orange County (unincorporated):
Ordinance restricts products with
>2% 7-OH and includes age/packaging
controls (2025)
31
NO SINGLE
STATEWIDE
STATUTE
CURRENTLY
BANS KRATOM
No single statewide statute
currently bans kratom by name
across California
CDPH has stated kratom and 7-OH
products are not FDA-approved as
foods, supplements, or drugs and
may be considered
adulterated/misbranded when sold
for consumption
State agencies have issued
warnings and are conducting
enforcement actions; local
jurisdictions are still
addressing retail activity
through local authority, where
applicable
Local governments must decide:
•Whether kratom is allowed
•How it is sold
•How youth and public health
are protected
32
State Legislation Update: AB
1088 (Bains)
What AB 1088 proposes:
•Adds kratom products and 7-OH products to the Sherman Food, Drug, and Cosmetic Law
•Prohibits sale to persons under 21
•Requires child-resistant packaging and restricts products “attractive to
children.”
Prohibits products with 7-OH levels exceeding 2% of total kratom alkaloids
Where it stands (as of Feb. 3, 2026)
In progress; referred to the Assembly Health Committee on June 11, 2025
City actions
•City staff met with a representative from Assemblymember Bains’office and is
tracking AB 1088
•Using this approach, staff will work to send a letter to CVAG to increase regional
awareness and consistency
The City’s proposed local approach remains workable now and can be quickly aligned
with AB 1088 (age 21+, packaging, and 7-OH potency limits) if the bill is enacted.33
WHY THIS IS
PAIRED WITH
THE TOBACCO
ORDINANCE
Kratom is sold in:
•Smoke shops
•Convenience stores
•Gas Stations
Similar public health issues as
tobacco:
•Youth access
•Flavored products
•Retail marketing
Existing tobacco framework
already provides:
•Licensing
•Inspections
•Progressive enforcement
34
POLICY OPTION
1: COMPLETE
BAN
What a ban would do
•Prohibit all kratom sales in
Palm Desert
•Simplest regulatory approach
•Eliminates local retail
access entirely
Considerations
•Enforcement relies on
prohibition
•Retailers lose lawful product
sales
•Purchases may shift to nearby
cities or online
35
Policy Option
2: Targeted
Regulation
(Leaf
Allowed)
Prohibit synthetic/high-potency kratom
products (including 7-OH)
Allow natural kratom leaf sales with
safeguards:
–21+ only
–Original manufacturer packaging only
–Child-resistant packaging
–Regulated through the Tobacco
Retailer License (TRL) and inspections
Why: keeps legal retail sales
available, identifies where it’s sold,
targets higher-risk products, and
reduces black-market pressure
36
WHAT THE
REGULATED
APPROACH
ACHIEVES
Balanced public health approach
•Targets the highest-risk products,
including synthetic and high-potency
kratom
•Protects youth through age restrictions
and retail controls
•Allows adults who have historically used
natural kratom leaf products to continue
purchasing them lawfully
•Avoids abruptly cutting off access for
individuals who may rely on these
products
•Uses existing enforcement systems
without criminalizing adults
•Aligns with County and regional actions
This approach balances public health
protection with continuity for lawful
adult consumers.
37
REGULATOR
Y
FLEXIBILI
TY
The proposed ordinance can be amended to
remain aligned with state actions and
legal requirements.
Updates may be needed if:
• The State enacts a complete kratom ban
• Kratom, mitragynine, or 7-
hydroxymitragynine (7-OH) becomes a
scheduled controlled substance
• New state law preempts or limits local
regulation
• State agencies adopt new requirements
for sales, packaging, labeling, potency,
or age restrictions
Process:City staff would return to the
City Council with recommended amendments
to ensure local regulations remain
compliant and enforceable.
38
WHAT THE CITY
COUNCIL IS
BEING ASKED
TONIGHT
Council direction requested on whether to pursue:
A.Complete ban on kratom products,
or
B.Regulated retail approach
(prohibiting synthetic/high-
potency products and allowing
limited natural leaf sales 21+)
Council direction will guide:
• Final ordinance drafting and legal
review
• Public hearing materials and
process
• Adoption timeline and
implementation planning
Next step:Staff will return to
Council on Thursday, February 26,
2026, as a public hearing item.39
Thank You
Daniel Hurtado
Public Safety Coordinator
dhurtado@palmdesert.gov
40
PUBLIC FAQ
Synthetic Kratom Products – City of Palm Desert
What action is the City taking?
The City of Palm Desert is prohibiting the sale and distribution of synthetic and semi-
synthetic kratom products. Natural kratom leaf products remain lawful.
Is kratom banned in Palm Desert?
No. Natural kratom leaf products are not banned.
The ordinance applies only to synthetic or chemically altered kratom products, including
products containing synthesized 7-hydroxymitragynine (7-OH).
What are synthetic kratom products?
Synthetic kratom products are products where kratom alkaloids have been chemically
altered, synthesized, concentrated, or modified through processes such as chemical
synthesis, fermentation, or enzymatic processing. These products are often sold as
gummies, tablets, capsules, or liquid “shots.”
Why is the City focusing on synthetic products?
State and local public health agencies, including the California Department of Public
Health, have warned that synthetic and high-potency kratom products pose greater risks
of dependence, overdose, and other adverse health effects and are not approved as
foods, dietary supplements, or drugs.
Is there an age restriction?
Yes. No person under 21 years of age may possess any kratom or kratom-derived
product within the City.
Will adults be cited for possession?
No. Adults 21 years of age and older may possess kratom products, provided the
products are otherwise lawful under the ordinance.
Is this a criminal ordinance?
No. Enforcement is administrative, not criminal, and focuses on retail sales, distribution,
and age-based possession.
When does the ordinance take effect?
The ordinance takes effect 90 days after adoption to allow businesses time to comply.
Will the ordinance be reviewed in the future?
Yes. The City Council will review the ordinance within 12 months of its effective date
and may amend or repeal it based on state law changes or updated public health
guidance.
41
42
Important Notice Regarding Synthetic Kratom Products
Retailer Compliance Information City of Palm Desert
To All Retailers:
The City of Palm Desert has adopted an ordinance regulating the retail sale of kratom
products. This notice is provided to help retailers understand what is prohibited, what
may remain lawful, and how to comply before the ordinance becomes enforceable. The
City’s intent is to protect public health and provide clear, consistent standards for
businesses.
In January 2026, the California Department of Public Health (CDPH), in coordination
with state partners, issued a statewide warning regarding kratom and 7 -
hydroxymitragynine (7-OH) products and associated public health risks. While the state
notice is not a statewide ban, it signals heightened concern and active attention to retail
sales. Palm Desert’s ordinance establishes clear local rules so retailers are not left to
interpret evolving guidance without standards.
What the ordinance prohibits:
The ordinance prohibits the sale, offer for sale, or distribution of synthetic or semi-
synthetic kratom products, including products that contain or are marketed as containing
synthesized, chemically altered, or highly concentrated kratom alkaloids, including 7 -
hydroxymitragynine (7-OH).
These product types are frequently associated with synthetic or high-potency
formulations and may be prohibited depending on ingredients and labeling:
“Kratom shots” or drinkable extracts
Gummies, candies, chews, and flavored drink mixes
“Enhanced” or “fortified” kratom products
Products advertising “7-OH,” “7-Hydroxy,” or “hydroxymitragynine”
Products advertising unusually high potency or rapid onset
Retailers are responsible for ensuring products offered for sale comply with the
ordinance. If a label or supplier materials indicate synthetic, altered, or highly
concentrated alkaloids (including 7-OH), the product should be treated as prohibited.
What may remain lawful
The ordinance allows limited retail sales of natural kratom leaf products that do not
contain synthetic or chemically altered alkaloids, provided all ordinance requirements
are met.
43
Important Notice Regarding Synthetic Kratom Products
Typical lawful product forms (if not enhanced)
Natural leaf powder
Capsules containing only natural leaf powder
Tea-style products made from natural leaf
Important: “Natural” refers to kratom leaf products without added synthetic, chemically
altered, or isolated high-potency alkaloids.
Age restriction (21+)
Kratom products may only be sold to people 21 years of age and older. Retailers
must verify age at the point of sale using a valid government-issued photo ID.
Packaging, display, and sales standards
Retailers who sell kratom products must comply with the ordinance’s sales
requirements, which include:
Original manufacturer packaging only
Child-resistant packaging required
No self-service displays (kratom may not be available for direct customer access)
Point-of-sale signage required (21+ and compliance notice)
Age verification required for every sale
These requirements are intended to reduce youth access, prevent accidental ingestion,
and provide consistent standards for retailers.
Effective date and compliance timeline
The ordinance becomes enforceable 90 days after adoption.
44
Important Notice Regarding Synthetic Kratom Products
RETAILER CHECKLIST
What retailers should do now:
Review your inventory (including all kratom shots, drinkables, gummies, tablets,
extracts, and “enhanced” products).
1. Pull aside any product that:
o Lists or advertises “7-OH,” “7-hydroxymitragynine,” or
“hydroxymitragynine”
o References “synthetic,” “semi-synthetic,” “enhanced,” “fortified,” or
“ultra/high potency”
o Appears to be a concentrated extract or marketed for rapid/strong effects
2. Request documentation from your supplier/manufacturer to see if product
ingredients or alkaloid content are unclear.
3. Remove prohibited products from shelves and storage before the effective date.
4. Train employees on age verification, product handling, and the difference
between natural leaf products and synthetic/high-potency products.
Supplier documentation
To support compliance, retailers should maintain basic documentation for kratom
products offered for sale, such as:
An ingredient list and product specification sheet
A statement from the manufacturer/supplier confirming the product contains
natural kratom leaf only and does not contain synthetic, chemically altered, or
isolated high-potency alkaloids (including 7-OH)
Invoices/pack slips identifying the product purchased
Maintaining documentation helps avoid confusion during inspections and supports
consistent enforcement.
Enforcement approach
Enforcement is retailer-based and handled through established City procedures.
Education-first approach during initial implementation
Progressive penalties for non-compliance
45
Important Notice Regarding Synthetic Kratom Products
Coordination may include Code Compliance, the Riverside County Sheriff’s
Office, and relevant state agencies as needed
The ordinance is intended to regulate retail sales and protect public health. The City is
not seeking to criminalize lawful adult possession.
Questions and assistance
If you have questions about whether a specific product is allowed, contact the City
before ordering or placing new kratom products on shelves. City staff can help clarify
compliance requirements so you can avoid enforcement issues.
City of Palm Desert
760-346-0611
https://www.palmdesert.gov/our-city/contact-us/email-palm-desert
46
Page 1 of 4
CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 12, 2026
PREPARED BY: Richard D. Cannone, AICP, Assistant City Manager
SUBJECT: POTENTIAL INDOOR SPORTS COMPLEX PARTNERSHIP
RECOMMENDATION:
Receive a presentation on a potential indoor sports complex concept and provide feedback and
direction on proposed next steps for further evaluation.
BACKGROUND/ANALYSIS:
The City has been engaged in preliminary discussions regarding the potential development of a
sports complex that could provide recreational, economic development, and regional tourism
benefits. Given the scale of such a facility and the potential fiscal and operational implications,
staff is seeking Council direction before proceeding with any formal agreements or
commitments.
DISCUSSION
At this stage, no project scope, partner, or financing structure has been identified. Staff’s intent
is to take a deliberate, phased approach focused on due diligence, partner vetting, and financial
analysis before determining whether a project should advance. As the City is in the process of
finalizing the University Neighborhood Specific Plan (UNSP) update, the vacant 140 acres
presents an opportunity to explore a sports complex as part of a broader mixed-use development
concept, subject to further analysis and Council direction. Any such concept would complement,
and not replace, the planned regional park envisioned for the site.
Similar multi-use sports facilities are currently under construction in other regions, including
Henderson, Nevada and Williamsburg, Virginia, and provide examples of scale, programming,
and potential community benefits.
Comparable Facilities
Henderson, Nevada – West Henderson Fieldhouse
The West Henderson Fieldhouse is currently under construction and will include a 160,000
square-foot, two-level facility on approximately 18 acres. The facility is designed to support Parks
and Recreation programming, youth sports activities, camps, clinics, and family entertainment.
Planned amenities include:
Four 84’x50’ basketball courts that can be transitioned to eight volleyball courts
Two 200’ x 100’ synthetic turf fields
Multipurpose event spaces
Child watch space
47
City of Palm Desert
Potential Indoor Sports Complex
Page 2 of 4
Laser tag
24 bowling lanes
Redemption arcade
Outdoor mini golf
Axe throwing
Fitness and group fitness rooms
Full-service food and beverage
Williamsburg, Virginia – Greater Williamsburg Sports & Events Center
The Williamsburg sports center is a planned 200,000 square -foot, two-level facility located on
approximately 63 acres. The facility will support local programming Monday through Thursday
and host regional and national tournaments Friday through Sunday. Planned features include:
12 basketball courts that convert to 24 volleyball courts and 36 pickleball courts
Ceiling-mounted basketball goals, volleyball systems and scoreboards
Indoor Conversion Turf System
o 1 Indoor Turf Football Field
o 3 Indoor Turf Multi-Purpose/Soccer Fields
Climbing wall and equipment
Additional gym equipment
Tip & roll bleachers
Curtain dividers
Meeting and event rooms
Food & beverage area
PROPOSED NEXT STEPS
If City Council is supportive of continuing exploration, staff recommends the following next steps:
1. Enter into a Letter of Understanding with Visit Greater Palm Springs (VGPS) to
establish a non-binding framework for cooperation and information sharing related to the
potential sports complex.
2. Prepare and issue a Request for Proposals (RFP) to identify and vet qualified sports
complex development and operations partners.
3. Evaluate capital and ongoing operational costs, including potential funding strategies
and fiscal impacts, and return to City Council with a proposed deal structure, should a
viable option be identified.
4. Confirm the City of Palm Desert as the lead agency for coordinating the evaluation
process, partner engagement, and Council reporting.
5. Identify Palm Desert as the proposed site location for feasibility analysis purposes,
subject to further land use, environmental, and financial review.
Legal Review:
This report has been reviewed by the City Attorney’s Office.
48
City of Palm Desert
Potential Indoor Sports Complex
Page 3 of 4
FINANCIAL IMPACT:
There is no fiscal impact associated with this study session. Any potential future costs or financial
commitments would be brought back to City Council for consideration.
ATTACHMENTS:
1. Indoor sports complex executive summary, April 14, 2025
2. Feasibility study of a new amateur sports complex, April 17, 2024
3. Presentation
49
City of Palm Desert
Potential Indoor Sports Complex
Page 4 of 4
CONFLICT OF INTEREST AWARENESS CHECKLIST:
☐ Site-Specific Property Interest – Councilmembers should check if they own or lease real
property within 1,000 feet of the project site (Gov. Code § 87103(b); FPPC Reg. 18702.2).
☐ SB 1439 Applicability (Campaign Contributions) – Applies to licenses, permits, or other
entitlements for use, and to contracts or franchise agreements other than competitively bid,
labor, or personal employment contracts.
Applicant(s)/Appellant(s): Not Applicable
Councilmembers should review any campaign contributions received within the last 12 months
from parties or participants to the proceeding and must not accept contributions over $500
from those parties for 12 months following the final decision (Gov. Code § 84308).
Note: These indicators are informational and do not constitute a legal determination. Each
Councilmember is responsible for identifying and disclosing any disqualifying interests in
accordance with the Political Reform Act and FPPC regulations.
50
April 14, 2024
Indoor Sports Complex
Executive Summary
%ÛçÛPalm Springs, CA
51
Executive
Summary
52
Summary
The original study was well done. It was very thorough and illustrated the need for an indoor, multi-court facility in the Southern
California region. The previously completed study noted the positive demographics and socioeconomics as well as the relative
lack of competition from other large facilities. Additionally, the previously completed study outlined the key components for
what should be included in a new facility as well as what factors should be considered in site selection. The previous study
NSHQZIJIFHTSHJUYZFQUWTܪYFSIQTXXXYFYJRJSYFSIJHTSTRNHNRUFHYYMFYXMT\JI[NFGNQNY^FSIUTXNYN[JJHTSTRNHNRUFHYKTW
the region.
&X\JFXXJXXJIYMJUWJ[NTZXQ^HTRUQJYJIXYZI^\JGJQNJ[JYMJWJFWJXTRJWJQFYN[JQ^XNLSNܪHFSYXMTWYHTRNSLXYMFYXMTZQIGJ
addressed, including:
z The reach for a complex in ,WJFYJWPalm Springs should extend beyond the 120-minute mark, which was the limitation of
thepreviously completed study. We believe the super-regional reach of a tournament-capable anchor facility is likely 300+
minutes (5.5 hours). <NYMTSQ^YMWJJ
XNLSNKNHFSYHTRUJYNYTWXNSYMJRNSZYJWFINZXFSNSITTWKFHNQNY^NS,WJFYJW
5FQR8UWNSLXMFXYMJUTYJSYNFQYTT[JWYFPJYMJTYMJWKFHNQNYNJXFXFYWZJIJXYNSFYNTSKFHNQNY^
z The competitors cited in the previously completed study are certainly relevant, but national competitors aren’t
LJTLWFUMNHFQQ^XNLSNKNHFSY<JGJQNJ[JYMJYWZJHTRUJYNYTWXYTFUWTUTXJIKFHNQNY^FWJ\NYMNSYMJRNSZYJWFINZX
z 9MJKNSFSHNFQRTIJQYMFY\FXHWJFYJIKTWYMJKFHNQNY^NXQFHPNSLNSIJYFNQFSINXRNXXNSLPJ^HTRUTSJSYXXZHMFXXZGlease
revenue, digital streaming revenue, parking/ gate revenue, membership revenue, etc. We believe that advertisingrevenue is
low, and some expenses are not in line with industry standards. &XXZHM\JGJQNJ[JYMFYYMJKNSFSHNFQRTIJQNX
ZSIJWXYFYJINSYJWRXTKWJ[JSZJFSIYMJWJKTWJUWTKNY&WJ[NXJIUWTKTWRFNXNSHQZIJIGJQT\
z <JIJYJWRNSJIYMFYYMJJHTSTRNHNRUFHYFSFQ^XNX\FXLJSJWFQQ^FHHZWFYJYMTZLMNYFLFNSQFHPJIXUJHNKNHNY^FSIINI
STYNSHQZIJ9'.)WJ[JSZJTW(NY^8FQJX9F]7J[JSZJGTYMTK\MNHMMF[JXNLSNKNHFSYNRUFHYYTGTYM(NY^7J[JSZJFSI;NXNY
Greater Palm Springs Revenue. We believe the model also underestimated non-local visitor days.
z While the previously completed study outlined funding strategies, there was not one that was recommended, nor was there
any commentary on the effect of various funding mechanisms on the P&L or how the proposed facility could meet anydebt
obligation. .YNXTZWWJHTRRJSIFYNTSKTW,WJFYJW5FQR8UWNSLXYTUZWXZJF5ZGQNH5WN[FYJ5FWYSJWXMNUFXIJYFNQJIGJQT\
Scope of Work
In February 2025, Synergy Sports Global (Synergy)
was engaged to review a 2024Ѧ+JFXNGNQNY^8YZI^4K
&3J\&RFYJZW8UTWYX(TRUQJ]NSYMJ,WJFYJW5FQR
8UWNSLX(TFHMJQQF;FQQJ^&WJFѧ completed by CSL, a
SFYNTSFQXUTWYXKFHNQNY^HTSXZQYNSLܪWRWJQFYJIYTYMJ
potential development of a new indoor sports facility
in ,WJFYJWPalm Springs, California, with a goal of
expanding on the community’s access to sports and
recreation amenities in addition to driving new visitor
spending to the region by establishing itself as a
destination for tournaments and events, revise as
necessary, and provide recommendations for next
steps. Below is our Assessment. Included in the
Appendix is the raw data and information used to
inform our assessments.
353
Demographic & Socioeconomic Factors
z The region is viable as a location for both a community-focused facility and sports tourism driver. Below are the
60-minute, 120-minute, and 300-minute radius populations and the minimum population levels we believe are
necessary to be successful as a sports tourism destination.
{60-minute radius population: 1,884,826 (750,000)
{120-minute radius population: 14,232,252 (1,500,000)
{300-minute radius population: 32,403,747 (4,000,000)
z 9MJQTHFQUTUZQFYNTS
RNSZYJWFINZXNXXZKܪHNJSYYTXZUUTWY\JJPIF^WJ[JSZJ
z The regional (120-minute radius) and super-regional/ national (300-minute) populations will support a sports tourism
destination. Thus, the focus should be on securing large scale tournaments and events, which will effectively subsidize
any lack of weekday revenue. The below infographic illustrates the different drivetime radii
z The initial study focused on drivetime radii of 30 minutes, 60-minutes, and 120-minutes. We believe the drivetime radius
should be expanded to include the 300-minute radius to capture the super-regional market
454
Complex Specifics
The original study recommended an 8-court, indoor facility, which is the minimum number of courts required to be relevant
in the regional/ national conversation as a sports tourism destination. These "anchor facilities" as they're known, are
preferred by regional and national tournament organizers as they actively seek out larger venues with more sports assets
to host 100+ team tournaments.
We believe an 8-court facility would limit the opportunities of a facility in the Greater Palm Springs area. A more viable
facility should feature 10 courts (20 volleyball courts/ 30 pickleball courts) in order to accommodate larger tournaments as
well as provide flexibility to host multiple events/ multiple sports at the same time. In addition to an adequate number of
courts, creating ancillary amenities, entertainment, and food and beverage experiences that are intentional will be a key to
success for a facility in the Greater Palm Springs area.
Based on the above benchmarks and the availability of adequate land, our recommendation for a complex is below.
Indoor
z 10 courts
{20 volleyball courts
{30 pickleball courts
{Adequate dimensions to accommodate an indoor track (future)
z Leasable space for a medical partner
z Strength & Conditioning/ Fitness space
z Food & Beverage
z Family Entertainment space
z Conference space
z Community space/ classrooms
z &)&(TRUQNFSHJ&IFUYN[J8UTWYX.SHQZXNTS\JGJQNJ[JYMJWJNXFSTUUTWYZSNY^YTIJ[JQTUUWTLWFRXXUJHNKNHFQQ^KTW
those with limited mobility and/ or who participate in adaptive sports as noted below:
{Wheelchair Sports:
<MJJQHMFNW'FXPJYGFQQ &UTUZQFWYJFRXUTWYUQF^JITSFHTZWY\NYMRTINKNJIWZQJXFSIXUJHNFQN_JI
\MJJQHMFNWX
<MJJQHMFNW9JSSNX &KFXYUFHJIXUTWYYMFYHFSGJUQF^JITSFXYFSIFWIYJSSNXHTZWY\NYMFIFUYJIJVZNURJSY
<MJJQHMFNW7ZLG^ &KFXYUFHJIKZQQHTSYFHYXUTWYUQF^JITSFHTZWY\NYMXUJHNFQN_JI\MJJQHMFNWX
<MJJQHMFNW-THPJ^ &KFXYUFHJIYJFRXUTWYUQF^JITSFSNHJWNSP\NYMXUJHNFQN_JI\MJJQHMFNWX
{Other Indoor Adaptive Sports:
8NYYNSL;TQQJ^GFQQ &[FWNFYNTSTK[TQQJ^GFQQUQF^JI\MNQJXJFYJIJRUMFXN_NSLXYWFYJL^FSIYJFR\TWP
5T\JW8THHJW &XTHHJWQNPJXUTWYUQF^JI\NYMUT\JW\MJJQHMFNWXKTHZXNSLTSXUJJIFSIXPNQQ
.SITTW7T\NSL &QT\NRUFHYXUTWYYMFYHFSGJFIFUYJIYT[FWNTZXFGNQNYNJX\NYMRTINܪJIJVZNURJSYF[FNQFGQJ
'THHNF &5FWFQ^RUNHXUTWYUQF^JINSITTWXWJVZNWNSLFHHZWFH^FSIXYWFYJL^\NYMFRTINܪJIGFQQ
&WHMJW^ .SITTWFWHMJW^HFSGJFIFUYJIKTWNSIN[NIZFQX\NYMINKKJWJSYUM^XNHFQFGNQNYNJX\NYMRTINܪHFYNTSXYT
JVZNURJSYFSIYJHMSNVZJX
)FSHJ )FSHJTKKJWXFLWJFY\F^YTHTRGNSJܪYSJXX\NYMFWYNXYNHJ]UWJXXNTS\NYM[FWNTZXXY^QJXF[FNQFGQJ
We believe that the previously completed study’s recommendations for size and components are in line with a tournament
friendly facility but limit the facility’s ability to draw large-scale tournaments and events. Additionally, the previous design
QNRNYXYMJUTYJSYNFQKTWMTZXNSLFSNSITTWYWFHPST\TWNSYMJKZYZWJ
IZJYTܫTTWXUFHJHTSXYWFNSYXFSIITJXSѣYNSHQZIJYMJ
necessary infrastructure for Adaptive Sports.
555
Local and
Regional
Competition
56
7
Our research suggests that there are three (3) competitors in the radius of a proposed indoor facility in Greater Palm
Springs. &QQYMWJJHTRUJYNYTWXYMFY\JWJNIJSYNKNJI
&RJWNHFS8UTWYX(JSYJW8FS)NJLT(TS[JSYNTS(JSYJWFSI'JQQ
'FSP5FWPKJFYZWJGJY\JJSHTZWYX\MNHMNXXNLSNKNHFSYQ^RTWJYMFS\MFYNXUWTUTXJINSGreater 5FQR
8UWNSLX4ZW WJHTRRJSIFYNTSis to develop a 10-12-court facility in ,WJFYJWPalm Springs. Developing more than
10-12 courts creates excess supply the majority of the time, increases construction costs, and increases operating
expenses.
Given these competitors, the San Diego Convention Center should be considered an occasional competitor as their
convention space is not exclusively used for sports, nor is it used for sports the majority of the time.
Excluding the San Diego Convention Center, we believe overall competition is low for an indoor facility in ,WJFYJWPalm
Springs.
57
Site Location
58
9
The original CSL study did not specify a potential site, though it did outline the criteria by which a successful site should
meet. We agree with those criteria and have listed the key components that make a particular site successful as a sports
tourism facility. Below are the criteria we feel should be considered when determining an ideal location:
z Adequate acreage for current needs as well as future expansion
z 9TUTLWFUM^FSI-^IWTQTL^XNYJXYMFYFWJRTWJHTSIZHN[JYTIJ[JQTURJSYFWJY^UNHFQQ^ܫFYYJW\NYMQNRNYJIST
XYWJFRXWZSSNSLYMWTZLMNYTWXNLSNܪHFSYQ^\NYMNSYMJܫTTIUQFNS
z Existing infrastructure
z Access to major thoroughfares
z Adequate road capacity bordering the site
z Proximity to public transportation
z Proximity to hotels, retail, and food and beverage
z Location within the future growth pattern of the region
z Proximity of additional available land for complementary development
59
Site Plan
60
11
Based on conversations with key stakeholders, ADA compliance and the ability to cater to Adaptive Sports is a key
opportunity for the proposed facility. Taking that approach into account, while still focusing on sports tourism, we
created FHTSHJUYZFQHTZWYKFHNQNY^UQFS.YXMTZQIGJSTYJIYMFYYMNXXMTZQISTYGJHTSXNIJWJIFKNSFQUQFSKTWF,WJFYJW
5FQR8UWNSLXKFHNQNY^FXadditional site analysis, due diligence, and opportunity for complementary development should
be done.
Estimated Cost
The original CSL study estimated a $275/ sqft cost for construction. We agree with that estimate as current construction
costs range between $250- $350/ sqft. In our opinion, the proposed building would be approximately 200,000 square
feet. Land acquisition, development, and other soft costs are not included. <J\TZQIJ]UJHYFUWTOJHYXZHMFXYMJTSJ
GJNSLUWTUTXJI\TZQIMF[JFYTYFQUWTOJHYHTXYTK 2 2
61
Operations,
Tournaments
& Events
62
13
z As noted previously, given the local population and average median household income, the facility should not be
challenged from a daily operations standpoint. However, care should be taken when considering program pricing
due to local median household income
z With respect to larger tournaments, it is our opinion that the facility should not be challenged to attract adequate
teams/ tournaments to supplement weekday operations for certain sports given the ,WJFYJWPalm Springs climate,
areaattractions, and proximity to family entertainment and activities
z As both a community quality of life amenity and sports tourism facility, a complex in ,WJFYJWPalm Springs would be
well positioned to host events, offer memberships and passes, run leagues, offer privatetraining, host birthday
parties, etc. It should be noted that care should be taken when pricing the above servicesbecause, as stated
previously, the local and sub-regional socio-economic level is equal to the national average.
z Through a management agreement with a private operator, we believe that a combined indoor/ outdoor complex
HFSLJSJWFYJXZKKNHNJSYWJ[JSZJYTXZUUTWYNYXTUJWFYNSLJ]UJSXJXFSIIJUJSINSLTSYMJZQYNRFYJKZSINSLRJYMTI
capital repayment based on our modeling
z 9MJGJQT\HTSHJUYZFQKNSFSHNFQRTIJQXMT\XFSF[JWFLJFSSZFQUWTKNYTKOZXYT[JW 2-T\J[JWFXYMNXNXF
HTSHJUYZFQRTIJQYMJWJFWJѦMTQJXѧYMFY\NQQSJJIYTGJKNQQJIXUJHNKNHFQQ^
{Whether the City will charge for gate and/ or parking
{Will there be a membership option for the public?
{Is there an opportunity for streaming revenue
{If retail is sold, what is the split?
{Real Estate taxes
{&S^KNSFSHNSLJ]UJSXJX
9MJXJKFHYTWX\NQQFKKJHYYMJܪSFSHNFQRTIJQFSIXMTZQIGJXYZINJIRTWJNSIJUYMGJKTWJRT[NSLKTW\FWI&IINYNTSFQQ^
reaching out to local, regional, and national tournament organizers to secure Letters Of Intent will help populate the
model more accurately.
63
14
Financial Model - 10 Court Surface
10 COURT SURFACE - REVENUE YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
Sponsorship / Advertising $250,000 $257,500 $265,225 $273,182 $281,377
Gate / Merch $169,275 $174,353 $179,584 $184,971 $190,521
Tenant $920,000 $947,600 $976,028 $1,005,309 $1,035,468
Medical $480,000 $494,400 $509,232 $524,509 $540,244
PT / S&C $320,000 $329,600 $339,488 $349,673 $360,163
Concessions - F&B Split $120,000 $123,600 $127,308 $131,127 $135,061
10 Court Surface $2,390,750 $2,462,473 $2,536,347 $2,612,437 $2,690,810
Court $1,750,000 $1,802,500 $1,856,575 $1,912,272 $1,969,640
Turf $640,750 $659,973 $679,772 $700,165 $721,170
GROSS POTENTIAL INCOME $3,730,025 $3,841,926 $3,957,184 $4,075,899 $4,198,176
Vacancy 8% 6% 6% 4% 4%
EFFECTIVE GROSS INCOME $3,431,623 $3,611,410 $3,719,753 $3,912,863 $4,030,249
Expenses
Real Estate Taxes $- $- $- $- $-
Insurances $94,000 $95,880 $97,798 $99,754 $101,749
Utilities Electric / Gas / Water $245,000 $249,900 $254,898 $259,996 $265,196
Repairs & Maintenance $48,000 $48,960 $49,939 $50,938 $51,957
Landscaping $15,000 $15,300 $15,606 $15,918 $16,236
Janitorial & Trash Disposal $40,000 $40,800 $41,616 $42,448 $43,297
Management Fee (6%) $205,897 $210,015 $214,216 $218,500 $222,870
5F^WTQQFSI'JSJܪYX
'ZRU $195,000 $198,900 $202,878 $206,936 $211,074
Marketing $20,000 $20,400 $20,808 $21,224 $21,649
Professional Fees $15,000 $15,300 $15,606 $15,918 $16,236
General & Admin. $12,000 $12,240 $12,485 $12,734 $12,989
Program Expenses $150,000 $153,000 $156,060 $159,181 $162,365
TOTAL OPERATING EXPENSES $1,039,897 $1,060,695 $1,081,909 $1,103,547 $1,125,618
Net Operating Income $2,391,726 $2,550,715 $2,637,843 $2,809,316 $2,904,631
Reserves 5% $119,586 $127,536 $131,892 $140,466 $145,232
NOI Less Reserve $2,272,139 $2,423,179 $2,505,951 $2,668,850 $2,759,399
Naming Rights $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,000
Municipality Backstop ($60M) ($4,080,000) ($4,161,600) ($4,244,832) ($4,329,729) ($4,416,323)
NET INCOME $192,139 $261,579 $261,119 $339,121 $343,076
Naming Rights
<MNQJFI[JWYNXNSL\FXWJKQJHYJINSYMJTWNLNSFQXYZI^KFHNQNY^FSIHTRUTSJSYSFRNSLWNLMYX\JWJSTYNSHQZIJI<JGJQNJ[J
there to be as much as $2M/ year in naming rights opportunities within a facility developed in ,WJFYJWPalm Springs. Naming
rights is WJKQJHYJIINKKJWJSYQ^YMFSXUTSXTWXMNUXFSINXWJKQJHYJIFGT[J
64
15
Economic Impact
9MJTWNLNSFQXYZI^JXYNRFYJI*HTSTRNH.RUFHYNSF[JW^GWTFI\F^9MWTZLMTZWUWTHJXX\JGJQNJ[JYMJWJYTGJXNLSNKNHFSY
JHTSTRNHNRUFHYINWJHYXUJSINSLSFRNSLWNLMYXFSISJ\XFQJXYF]FSI9'.)WJ[JSZJ
\MNHM\FXSTYWJKQJHYJINSYMJ
TWNLNSFQstudy). A conceptual economic impact model is below
z Our assessment of the potential visitor impact, sales and hotel tax, and TBID revenue are noted below.
ECONOMIC IMPACT YEAR 1 YEAR 2 YEAR 3 YEAR 4 YEAR 5
Non-Local Participant Days 190,217 199,728 209,715 220,200 231,210
Non-Local Spectator Days 247,283 259,647 272,629 286,261 300,574
Total Non-Local Days 437,500 459,375 482,344 506,461 531,784
Average Daily Spending Per Non-Local Person $70.00 $73.50 $77.18 $81.03 $85.09
Direct Spending by Type:
Hotel 50% $15,312,500 $16,882,031 $18,612,439 $20,520,214 $22,623,536
Restaurant / Meals 30% $9,187,500 $10,129,219 $11,167,464 $12,312,129 $13,574,122
Entertainment/Leisure 10% $3,062,500 $3,376,406 $3,722,488 $4,104,043 $4,524,707
Retail/Shopping 7% $2,143,750 $2,363,484 $2,605,742 $2,872,830 $3,167,295
Transportation 1% $306,250 $337,641 $372,249 $410,404 $452,471
Other 2% $612,500 $675,281 $744,498 $820,809 $904,941
TOTAL 100% $30,625,000 $33,764,063 $37,224,879 $41,040,429 $45,247,073
Annual Economic Impact $30,625,000 $33,764,063 $37,224,879 $41,040,429 $45,247,073
Indirect/Induced Spending 63% $19,293,750 $21,271,359 $23,451,674 $25,855,470 $28,505,656
Total Annual Economic Impact $49,918,750 $55,035,422 $60,676,553 $66,895,899 $73,752,729
Potential Sales Tax Revenue 1.5% $744,188 $820,467 $904,565 $997,282 $1,099,504
Potential Hotel Tax Revenue 12% $1,760,938 $1,941,434 $2,140,431 $2,359,825 $2,601,707
GPS TBID Revenue 1% $153,125 $168,820 $186,124 $205,202 $226,235
Based on our assessment, a facility developed in ,WJFYJWPalm Springs could support its operating expenses and the cost
of capital to develop the facility. The above model illustrates that the region can realize significant sales tax, hotel tax, and
TBID revenue.
65
Funding
Options
66
17
Typically, for large, sports-tourism focused facilities, there are generally four options for funding, as described below
z 'TSINSL historically, bonding has been the primary method of funding for municipality-led sports complexes.
However, with the ever-increasing cost of these facilities, the limited support by the public, the relatively long
development time, and the public procurement requirements, bonding has become a less desirable option
z (FUNYFQ.RUWT[JRJSY5QFS as part of a long-term plan (i.e. 10+ years), some municipalities have included sports
facilities in their capital improvement plans. The general downfall of this strategy is that priorities often change,
and contemplated facilities are typically not developed
z 5WN[FYJ)J[JQTUJW by partnering with a developer, a municipality asks a private entity to pay for, own, and operate
the complex. This approach can lead to creating an elitest facility, thus excluding the public due to the inherent
UWTܪYRTYN[JTKYMJUWN[FYJIJ[JQTUJW&IINYNTSFQQ^IJ[JQTUJWXFWJQJXXQNPJQ^YTNS[JXYNSFXUTWYXHTRUQJ]\MJWJ
74.FSIUWTܪYTSFUJWHJSYFLJGFXNXNXXNLSNܪHFSYQ^QJXXYMFS\NYMTYMJWIJ[JQTURJSYNS[JXYRJSYX
NJMTYJQWJYFNQ
RJINHFQTKܪHJ
z 5ZGQNH5WN[FYJ5FWYSJWXMNU2ZSNHNUFQNY^1JFXJGFHPunder a leaseback agreement, the private side develops the
complex using private funding in partnership with the municipality. Once the complex is developed, it is leased back
to the municipality under a long-term master lease agreement. This arrangement does not use the municipality’s
GTSIHFUFHNY^TWWJVZNWJFXNLSNܪHFSYHFUNYFQTZYQF^G^YMJRZSNHNUFQNY^-T\J[JWKZSINSLNXUWJINHFYJITSYMJ
municipality’s credit rating and balance sheet, so an underfunded municipality, while this is a good option, may
not be able to secure the funding through a P3 partnership. Additionally, under this arrangement, the complex is
operated privately with revenues going to the municipality.
67
18
Recommendations
As a result of our assessment of the initial Study as well as conversations with key stakeholders, we believe the
following are the inherent goals of the project:
z Provide quality of life amenities to the residents of ,WJFYJWPalm Springs
z Provide economic impact through sports tourism
z &YYFNSUTXNYN[JHFXMKQT\FSIUWTKNYFGNQNY^
z Support existing businesses and provide a catalyst for new commercial development
68
19
As such, our recommendations for a successful project are stated below:
z Develop an 10-12 court indoor complex
z Focus on securing large scale tournaments as well as weekday
programming
z &SFUUWTUWNFYJQ^XN_JIKFHNQNY^HFSLJSJWFYJXZKKNHNJSYWJ[JSZJYTGJ
UWTKNYFGQJFSIUWT[NIJVZFQNY^TKQNKJFRJSNYNJXYTYMJHTRRZSNY^
z In order to mitigate risk, a percentage of SJ\ 9'.)revenue along
with naming rights capital can be used as a backstop funding source
for the facility, thereby reducing the potential for an annual City
subsidy
z Pursue a Public-Private Partnership whereby private capital can be
used to fund the development of the complex as part of a Master
Lease Agreement
69
Conclusion
70
21
Conclusion
8^SJWL^MFXGJJSMTSTWJIYTFXXNXY;NXNY,WJFYJW5FQR8UWNSLXNSYMNXWJ[NJ\<JKJJQYMJIJ[JQTURJSYTKFWNLMY
XN_JIcomplex in Greater Palm Springs can have an amazing impact on the community and the region.
We look forward to building on our partnership!
71
72
DRAFT COPY
FEASIBILITY STUDY OF A NEW
AMATEUR SPORTS COMPLEX
in the Greater Palm Springs / Coachella Valley Area
April 17, 2024
73
DRAFT COPY
TABLE OF
CONTENTS
Executive Summary 4
1.Introduction 12
2.Local & Regional Conditions 14
3.Industry Trends 41
4.Comparable Facilities 51
5.Market Demand & Opportunities 76
6.Program, Site & Business Model 89
7.Cost/Benefit Analysis 97
74
DRAFT COPY
ES
EXECUTIVE
SUMMARY
75
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 5
EXECUTIVE SUMMARYES
Background & Methods
Conventions, Sports & Leisure International (CSL) was retained by Visit Greater Palm Springs to conduct a feasibility study of a
potential new Amateur Sports Complex. The purpose of the study is to assist Visit Greater Palm Springs and other stakeholders in
evaluating key market, program, financial, economic and ownership/management aspects of a potential new Amateur Sports
Complex in the Greater Palm Springs / Coachella Valley area. The attached report outlines the findings associated with the analysis.
The full report should be reviewed in its entirety to gain an understanding of analysis methods, limitations and implications.
Sports tourism is one of the fastest growing sectors of tourism. An increasing number of communities throughout the country are
investing in the development and operation of large, multi-sport amateur sports complexes for the purpose of driving new sports
tourism as well as better accommodating local sports and recreation demand. An increase in the number of travel sports programs
and participation has been matched by the recognition by many communities of the often high return-on-investment (ROI) modern
sports complexes can have in host destinations in terms of driving visitation, hotel room nights, and economic impact through new
spending in the community and the creation of new jobs.
A new Amateur Sports Complex would address opportunities and needs related to sports tourism (i.e., tournaments) in the Greater
Palm Springs / Coachella Valley area, while also enhancing opportunities for local amateur sports and recreation users. The
information developed as part of the study outlined herein is intended to assist Visit Greater Palm Springs, constituent local
municipalities, and other stakeholders with the information necessary to make informed decisions regarding the potential
development and operation of a new Amateur Sports Complex.
The study process consisted of detailed research and analysis, including a comprehensive set of market-specific information derived
from the following:
•PROJECT EXPERIENCE: Experience garnered through more than 1,000 planning and benchmarking projects involving sports,
recreation and event facilities throughout the country.
•LOCAL VISIT: Local market visit at the outset of the project, including community and existing sports and recreation facility
tours, and discussions with study stakeholders and community leaders.
•BENCHMARKING: Research and analysis of facility data and interviews conducted with more than 40 competitive/regional
and/or comparable amateur sports facilities.
•INTERVIEWS & OUTREACH: Telephone interviews and virtual meetings with stakeholders and representatives of potential user
groups, including key local, state, regional and national athletic associations, organizations, clubs and leagues that run sports
programs, leagues, tournaments, competitions and meets that could have an interest in a new Amateur Sports Complex in the
Greater Palm Springs / Coachella Valley area.
Local & Regional Conditions
•STRONG TOURISM BRAND: The Greater Palm Springs / Coachella Valley destination is a high-quality, internationally-known
tourist destination. A recent economic impact study completed by Tourism Economics estimated that the destination welcomed
approximately 12.8 million visitors in 2021, generating $6.8 billion in total economic impact. In 2019, prior to the COVID-19
pandemic, the estimated total number of visitors was 14.1 million. Area hospitality infrastructure is robust and mature, including a
wide diversity of lodging products and event and sports facilities, with a notable exception being limitations in modern facilities
appropriate to sufficiently compete within certain sports tourism segments.
•DRIVABLE ACCESS TO REGIONAL MARKETS: Located in southern California, nearly equidistant from San Diego and Los Angeles,
each just less than 125 miles away, the Coachella Valley is situated within three-hours’ drive of approximately 22 million people.
When considering the market potential for new and/or improved sports tourism assets within a destination, access to a significant
population base is an important factor. Many tournament, meet and competition participants target regional drive markets both to
help manage the cost associated with travel and to manage transporting equipment.
•EXTENSIVE LODGING INVENTORY: There are more than 14,600 hotel rooms and a wide array of service levels and price points
within the 54 lodging properties offering at least 100 sleeping rooms. In addition to these primary hotels and resorts, a large
number of vacation rentals, timeshares, and bed and breakfasts exist throughout the destination to complement the overall lodging
capacity. There are clusters of sleeping rooms proximate to much of the existing inventory of youth/amateur sports facilities in the
destination, and a variety of hotels within an estimated 20-minutes’ drive of all primary youth/amateur sports facilities. This is
important, as most non-local visitors participating in tournaments, meets, competitions or other sports tourism activities are willing
to drive up to 20 minutes between their hotel and game/activity location. Additionally, the hotel inventory in the destination is well-
distributed among a variety of price points, service levels and loyalty programs/brands.
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Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 6
EXECUTIVE SUMMARYES
•EXISTING LOCAL FIELD SPORTS FACILITIES: The existing inventory of outdoor youth/amateur sports facilities in the Coachella
Valley is largely limited to individual and small clusters of outdoor fields. Empire Polo Club has periodically hosted large field
tournaments in the past, but it is not a dedicated field sports tournament, game and training complex. While Hovley Soccer Park,
Big League Dreams Cathedral City, and other small field complexes have historically hosted some soccer, baseball and softball
tournament activity, the overall destination lacks the type of tournament-quality rectangle and/or diamond field complex seen in
many other sports tourism destinations (i.e., complexes that offer 10+ high-quality fields in a single location).
•EXISTING LOCAL INDOOR COURT FACILITIES: There is a limited number of indoor amateur sports facilities in the Coachella
Valley, especially in terms of indoor court space with no facilities offering multiple courts within a single facility. The majority of
indoor courts are located in high schools, middle schools, YMCAs, Boys & Girls Clubs, and community centers. As is typical
throughout the country, schools tend to give priority to school and student functions, limiting access to outside rentals. While it is
recognized that a higher than typical amount of demand exists for outdoor courts in the Coachella Valley due to warm climate
conditions throughout the year, the lack of a single indoor complex with a critical mass of courts presents challenges in attracting
and hosting traditional court-based tournaments, competitions, camps and clinics that are regional or national in scope.
•OTHER LOCAL SPORTS & RECREATION FACILITIES: There are a variety of other sports, recreation and leisure facilities and
infrastructure addressing single sports and niche sports throughout the Coachella Valley. One of the most prominent of which is
Indian Wells Tennis Garden, which is an internationally-known tennis destination and hosts a large number of tournaments, training
and activities in the tennis segment. Additionally, the Coachella Valley offers extensive product serving outdoor sports and
recreation, including swimming and watersports, golf, tennis, pickleball, ice hockey, field hockey, biking, hiking, running, extreme
sports, and others.
•COMPETITIVE PRODUCTS IN THE REGIONAL AREA: While there are a number of tournament-quality outdoor rectangle and
diamond field complexes in the greater regional area (especially in and around the greater Los Angeles metropolitan area), there are
relatively few tournament-quality indoor court complexes in the greater region (i.e., Southern California, Nevada and Arizona),
particularly given the very large population base.
Industry Trends
•CONTINUED GROWTH OF THE SPORTS TOURISM SECTOR: An increasing number of communities throughout the country are
investing in the development and operation of large, multi-sport amateur sports complexes for the purpose of driving new sports
tourism, as well as better accommodating local sports and recreation demand. An increase in the number of travel sports
programs and participation has been matched by the recognition by many communities of the oftentimes high ROI modern sports
complexes can have in host destinations in terms of driving visitation, hotel room nights, and economic impact.
•IMPORTANT CONSIDERATIONS FOR LOCAL DEMAND: The ability to activate sports tourism within a destination can oftentimes
be directly tied to the strength of sports and activities within the local market. Most sports tourism occurs on weekends, leaving
four or five days of programming that must be filled by demand from area residents participating in youth and amateur sports
activities. There are an estimated 90,000 frequent sports participants within a 60-minute drive of Palm Desert. Importantly, it is
estimated that there are more 20 million people that reside within a three-hour drive of Coachella Valley. These data suggest both
the strong residential population and the significant opportunity to attract non-local participants for sports tourism events held in
Coachella Valley.
•FACILITY DESIGN TRENDS: Synthetic turf is increasingly utilized for both outdoor and indoor sports facility projects, delivering
significant advantages over other surfaces, particularly for sports tourism activity. Organizers for youth and amateur sports
activities increasingly prefer, and oftentimes demand, modern facility complexes with state-of-the-industry playing surfaces,
equipment, and amenities. However, synthetic turf temperatures at field level during high heat periods is often measured as much
as 10 degrees warmer than ambient off-field air temperature. This can be particularly problematic for hot weather markets (like
Coachella Valley) when deploying synthetic turf fields involving summertime sports. Beyond ensuring a critical mass of courts,
fields or other playing surfaces at one location, an increasingly important focus of tournament, meet or other competition
participants is the strength of a destination in terms of hotel, restaurant, entertainment and other factors. This can help in terms of
a destination’s ability to maximize economic impact capture, minimizing spending leakage to area communities and increasing the
likelihood of participants returning for future years.
•HIGHLY UTILIZED, HIGH-IMPACT FACILTY MODELS: Four primary sports tourism-oriented facility types (indoor hardwood
complex, indoor turf complex, diamond field complex, and rectangle field complex represent the most common and highly-utilized
sports tourism facility products throughout the country that can be most impactful and deliver the highest return-on-investment, in
terms of driving tourism and economic impact relative to costs (development and operating costs). As such, based on the analysis
of local market conditions in the Coachella Valley area (including consideration competitive/regional facility supply), evaluation of
industry trends in terms of participation and tourism volume, and industry experience, the four aforementioned primary facility
models represent the primary product models appropriate for further analysis as logical, high-impact sports tourism facility product
development candidates that would be key concepts of focus for consideration in the Coachella Valley.
77
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 7
EXECUTIVE SUMMARYES
Market Demand & Opportunities
•MARKET FEASIBILITY: Based on the results of the research and analyses conducted under this feasibility study, overall findings
suggest that a distinct market opportunity exists for a new Amateur Sports Complex in the Coachella Valley for the primary
purpose of attracting new sports tourism activity and a secondary purpose of better serving local area user groups.
•PRIMARY DEMAND & FACILITY FOCUS: In general, interest in a potential new Amateur Sports Complex in the Coachella Valley,
measured through interviews with stakeholders and potential nonlocal and local user groups, is considered moderately-strong to
strong for an Indoor Hardcourt Facility. Market research and analysis suggest that a state-of-the-industry Indoor Hardcourt Facility,
suitable to accommodate basketball, volleyball, wrestling, pickleball, dance/cheer, martial arts, table tennis, futsal, gymnastics and
other sports/uses could address key areas of unmet market demand from local and non-local user groups, including weekend
tournaments, meets, and competitions. Hardcourt indoor sports facilities typically have broad-based usage and tend to be highly-
utilized year-round, delivering some of the highest returns-on-investment in terms of utilization, revenue and economic impact per
square foot. This year-round usage can be particularly helpful in generating off-season and shoulder-season hotel room demand.
Additionally, should an indoor turf component be included with this type of facility development, certain operating, marketing, and
branding synergy and efficiencies could be realized and serve to accommodate some unmet demand for indoor turf training and
recreation (particularly in periods of high heat weather conditions).
•SECONDARY DEMAND & FACILITY FOCUS: Additionally, market research and analysis suggest that moderate interest exists for a
multisport rectangle field complex (to accommodate soccer, lacrosse, football, flag football, rugby and other such uses), with
slightly less demand for a diamond field complex (to accommodate baseball and softball). While synthetic playing surfaces are
now industry standard for new field complex developments throughout the country and tend to offer a distinct competitive
advantage for sports tourism activity through minimizing the possibility that tournaments, games or practices are cancelled due to
inclement weather or the need to rest natural grass fields from wear and tear due to overuse, temperatures at field level on
synthetic turf fields during high heat periods is often measured as much as 10 degrees warmer than ambient off-field air
temperature. This can be particularly problematic for hot weather markets (like the Coachella Valley) when deploying synthetic turf
fields involving summertime sports. Furthermore, unlike indoor sports facilities, the impact period of outdoor facilities in any
destination tends to be concentrated during half or less of a calendar year (therefore, often resulting in lower annual financial and
economic performance.
•DEMOGRAPHICS: The goal of any new investment in new youth/amateur sports facilities in the Coachella Valley would be
envisioned to not only meet the needs of Coachella Valley area residents, but also the needs of tournaments, meets and
competitions that draw out-of-town visitors to the area and generate economic and fiscal impacts to the Greater Palm Springs /
Coachella Valley area. As a result, the viability of any potential investment in a new Amateur Sports Complex is dependent, in large
part, on local market demographic and socioeconomic characteristics of both the local and regional area, and the marketability of
the community to potential visiting participants and spectators. A substantial population base exists within both the primary and
secondary markets serving the Coachella Valley (more than one million within an hour’s drive and over 20 million within a three-
hour’s drive).
•VISITOR INDUSTRY INFRASTRUCTURE: The breadth, quality, mix and location of key visitor industry amenities in a local area
significantly contributes to the appeal of a destination and its competitiveness in attracting tournament and other non-local activity.
It is particularly important that an appropriate and appealing hotel supply exists within a 20-minute drive of the sports complex.
There are more than 14,600 hotel rooms and a wide array of service levels and price points within the 54 lodging properties offering
at least 100 sleeping rooms. In addition to these primary hotels and resorts, a large number of vacation rentals, timeshares, and
bed and breakfasts exist throughout the destination to complement the overall lodging capacity.
•LACK OF TOURNAMENT-QUALITY FACILITIES: Research suggests that unmet demand exists in the Coachella Valley for a state-
of-the-industry Amateur Sports Complex that is optimized for sports tourism attraction. The Coachella Valley and the surrounding
region are very limited in terms of facilities offering a critical mass of indoor courts in a single facility/location. While there are a
number of rectangle and diamond fields in the Coachella Valley, existing facilities lack certain elements incorporated in current
state-of-the-industry facilities, such as a critical mass of fields in one location, synthetic turf or tournament-quality grass, lighted
fields, modern food & beverage facilities/offerings, locker rooms, play areas and shade structures.
•OPPORTUNITY TO BETTER SERVE LOCAL USERS: While optimized to attract sports tourism (i.e., tournaments, meets, and
competitions), state-of-the-industry amateur sports facilities, such as a new state-of-the-industry Indoor Hardcourt Facility and/or
a Rectangle and Diamond Field Complexes, would be expected to deliver substantial benefits to local community members through
enhancing the rental, practice, programming, and alternatives available for sports, recreation, leisure and wellness activities. Local
usage and attendance (as opposed to non-local usage and attendance) normally contribute the majority of utilization at
comparable youth/amateur sports facilities—positively contributing to the quality of life for local citizens.
•SUPPLY & DEMAND ISSUES: While it is estimated that local demand for outdoor rectangle and diamond facilities is currently
relatively well-accommodated by existing facility products in the Coachella Valley area, some demand exists from sports tourism
markets for these products. In terms of an indoor court facility complex, estimated local and nonlocal demand is estimated to be
greater than what existing Coachella Valley area facility product can accommodate—therefore, representing a core development
opportunity. From a nonlocal (sports tourism) standpoint, indoor court facility demand is estimated to represent a primary
development opportunity, as Coachella Valley area facilities currently have important limitations in competing for this activity.
78
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 8
EXECUTIVE SUMMARYES
Summary of Estimated Coachella Valley Amateur Sports Supply & Demand by Facility & Demand Type
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Non-Local (Sports Tourism) Demand
Oversupply of
Facilities
Development
Opportunity
Demand Well
Accommodated
Demand Well
Accommodated
Oversupply of
Facilities
Development
Opportunity
Demand Well
Accommodated
Demand Well
Accommodated
Outdoor Rectangle Field Complexes Indoor Court Facilities
Low
High
High Low
High
High
Outdoor Diamond Field Complexes
Facility Concept & Program
The following product concept and associated elements represents an estimated supportable program and key attributes for a
potential new Amateur Sports Complex in the Coachella Valley. This type of product would be expected to deliver the highest
return-on-investment (ROI) to the sports tourism industry among the various product types considered under this analysis, while
also serving to fill important local needs.
•CORE CONCEPT: Indoor Sports Facility, comprising a tournament-quality indoor amateur sports and recreation facility
product offering permanent hardwood courts, indoor turf, and various associated amenities.
•FACILITY SIZE: Approximately 140,000 gross square feet.
•PARKING: Approximately 900 spaces.
•SITE SIZE: Minimum of 10 acres.
•PRIMARY INDOOR ATHLETIC SURFACES:
•Hardwood courts: 8 full-sized basketball courts (95’ x 50’ alleys) or 16 full-sized volleyball courts (60’ x 30’ alleys).
•Synthetic turf: 1 regulation-size indoor field (200’ x 85’).
•CHARACTERISTICS / AMENITIES:
•Minimum 35-foot ceiling height.
•Dropdown nets to separate court and turf spaces (including ability to net individual batting/training cages/spaces).
•Bleachers, athletic equipment, scoreboard, and other such equipment.
•Locker/team rooms and party rooms consistent with industry standards.
•Fitness/wellness spaces and equipment.
•Walking track.
•Play areas.
•Food court / café.
•Performance and esports spaces (optional).
•FUTURE PHASE OPPORTUNITY: The addition of high-quality Rectangle Fields at or proximate to the Indoor Facility site
could be considered as a second phase to better accommodate nonlocal and local needs, while leveraging infrastructure
and the sports destination/brand established by the Indoor Facility. A state-of-the-industry Rectangle Field Complex in a
destination like the Coachella Valley would involve 12 or more fields in a single location with tournament-quality natural
grass plus lights, concessions, shaded areas, field operations buildings, child play areas, and other amenities.
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EXECUTIVE SUMMARYES
Site, Development Opportunities & Business Model
In general, the location and site of an amateur sports facility/complex
can have a significant impact on the asset’s ability to generate
attendance (local and nonlocal), as well as its financial and economic
success. Optimized modern amateur sports complexes tend to be
located in areas with existing sports and recreation facility products or in
areas with a well-established economic base of hotels, restaurants, retail
and other visitor industry infrastructure. (i.e., typically, within a 15- to 20-
minute drive time).
When co-located with other amateur sports facilities, expanded or new
sports and sports tourism assets have an opportunity to create a “sports
destination” through a campus of facilities that leverage operating,
marketing and branding synergies for the purpose of attracting sports
tourism as well as accommodating local demand. Overall, there are a
number of characteristics and factors are typically important when
evaluating the attractiveness of a site location. These include, but are
not limited to:
•Size, cost, and ownership complexity of site.
•Nearby accessibility to major interstates/roadways.
•Centralized location within a target geographic region.
•Driving proximity to primary population
concentrations.
•Ability to leverage existing infrastructure/prior
investment.
•Requirements/preferences of a private partner.
•Proximity to quality hotel inventory.
•Proximity to restaurants, retail, nightlife, and
entertainment.
•Parking availability.
•Ingress/egress.
•Site visibility.
•Synergy with public sector initiatives/master plans.
•Compatibility with surroundings.
Based on the analysis conducted, the following represents recommendations concerning ownership and operation of a potential new
Amateur Sports Complex in the Coachella Valley.
FACILITY OWNER & MODEL
Given the expected sports tourism mission of a potential new Amateur Sports Complex, along with the project’s expected physical and
operational characteristics, it is believed that the appropriate governance and oversight model for a new Sports Complex in the
Coachella Valley would be a hybrid public/private model. This would involve public ownership via some governmental entity or sports
authority (such as the Desert Recreational District or a newly-created sports authority focusing on sports tourism), contracted private
management, and an Oversight Board. Through coordination and collaboration with the facility owner, management team, tenant
groups, and other local area facilities, the Oversight Board would be responsible for the Sports Complex’s schedule and use calendar,
as well as its rates and discounting policies. This type of structure could work to ensure equitable scheduling and rates, as well as
mitigating cannibalization of local user group activity at existing local sports facilities. This would allow for appropriate scaling should
the new Indoor Sports Facility represent one of several phases of development of a larger amateur sports complex destination. The
facility owner outlines facility policies informed by aims and goals for the facility. To refine these policies and ensure that they are
being implemented by the private management firm, the facility owner would establish an Oversight Board populated by appointed
facility and community stakeholders.
OVERSIGHT BOARD
The Oversight Board, a handful of appointed individuals with facility and community ties, has de facto control of the schedule and use
calendar for the Indoor Sports Facility (or greater campus), as well as rates and discounting. The Oversight Board would initially work
the County/City and the selected Private Management Firm to establish a formal booking and scheduling policies, as well as policies
related to rates and discounting. The Oversight Board would be best served if it included a mix of public sector and private sector
members, including representatives of the County/City, the contracted private management firm, key tenants/user groups, other
existing local area athletic facilities, schools, tourism organizations, and/or other local business leaders. The Board would have an
established set of bylaws and would meet monthly.
PRIVATE MANAGEMENT FIRM
The private management firm hired by the Owner would be responsible for operating the Amateur Sports Complex as guided by
defined Owner policies. A firm account executive on the national corporate level would directly report to the Owner’s designee (or the
Oversight Board, if it is organized with expanded responsibilities), and is responsible for hiring and overseeing the on-site complex
staff. The account executive would also act as an intermediary for support functions provided by the firm’s national corporate office,
including human resources, brand and marketing strategy, financial reporting and legal/risk assistance. The firm is typically
compensated with a flat annual management fee, plus incentive payments for producing desired results. Incentives could be based
on achieving specific revenue goals, attendance, events, room night generation or other targets.
ON-SITE FACILITY STAFF
The facility-specific full-time staff is commonly structured as per the diagram below. The facility general manager serves as the on-
site lead and directly reports to the private management firm’s property-specific account executive. The marketing coordinator
oversees all facility marketing and sponsorship efforts, the tournament director works with third-party organizations to schedule
tournaments, the local program director works with local organizations to schedule practices, league play and camps, the office
manager oversees facility bookkeeping and the operations manager runs facility maintenance and food and beverage operations as
well as oversees most of the part-time employees that are hired for event-specific operations. This on-site staff is responsible for
operating the facility within the budget submitted by the private management firm and in coordination with Oversight Board.
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EXECUTIVE SUMMARYES
Construction Costs (order-of-magnitude)
An analysis was conducted associated with order-of-magnitude hard construction costs pursuant to the supportable building
program elements previously presented. Site costs (acquisition and preparation) have not been included. Construction costs tend
to vary widely among comparable sports facility projects. Based on an assumed hard construction cost of $275 per gross square
foot, order-of-magnitude hard construction costs for a new Indoor Sports Facility in the Coachella Valley could approximate $38.5
million. Assuming soft costs (not including site acquisition) of approximately $11.5 million, total order-of-magnitude hard and soft
construction costs associated with a new Indoor Sports Facility in the Coachella Valley could approximate $50.0 million.
If pursued under a future phase, it is estimated that order-of-magnitude hard construction costs for added rectangle fields could
approximate between $1.0 and $2.7 million per field (depending on whether tournament-quality natural grass or synthetic), which
includes a per-field factor for supporting infrastructure such as concession buildings, site/maintenance buildings, parking, lighting,
general sitework and other such elements.
Cost / Benefit Analysis
An analysis was completed to produce key cost/benefit estimates associated with a potential new Amateur Sports Complex in the
Coachella Valley. At this stage, detailed projections have only been developed with respect to the potential Indoor Sports Facility
project (as it represents the core facility concept recommendation). A detailed utilization model was developed to consider a large
number of variables and inputs to analyze each sport/use for a potential new Amateur Sports Complex in the Coachella Valley.
For instance, when considering different types of usage (i.e., use from local leagues/clubs versus non-local tournaments/meets
versus clinics/camps/lessons versus open recreation, etc.), separate assumptions were used to generate usage and attendance
(participants and spectators) estimates. The exhibit below presents a summary of key utilization levels associated with a new
Amateur Sports Complex in the Coachella Valley (recommended Indoor Sports Facility only).
Opening Stabilized 20-Year
UTILIZATION Year 1 Year 2 Year 3 Year 4 Cumulative
LEAGUE TEAMS
Basketball 44 49 54 59 1,150
Volleyball 33 38 43 48 930
Other Court Users 24 28 32 36 696
Indoor Soccer 18 22 26 30 576
Other Turf Users 13 17 21 25 476
Total 132 154 176 198 3,828
LEAGUE GAMES
Basketball 704 784 864 944 18,400
Volleyball 528 608 688 768 14,880
Other Court Users 336 392 448 504 9,744
Indoor Soccer 252 308 364 420 8,064
Other Turf Users 182 238 294 350 6,664
Total 2,002 2,330 2,658 2,986 57,752
TOURNAMENTS
Basketball 9 11 16 18 342
Volleyball 12 16 21 25 474
Other Court Users 6 7 10 11 210
Indoor Soccer 2 4 7 9 166
Other Turf Users 2 4 7 9 166
Total 31 42 61 72 1,358
TOURNAMENT GAMES
Basketball 1,176 1,392 2,208 2,424 45,984
Volleyball 1,056 1,680 2,496 3,120 58,272
Other Court Users 252 288 432 468 8,928
Indoor Soccer 48 120 288 360 6,576
Other Turf Users 48 120 288 360 6,576
Total 2,580 3,600 5,712 6,732 126,336
CAMPS & OTHER RENTALS
Basketball 54 60 66 72 1,404
Volleyball 60 60 60 60 1,200
Other Court Users 12 12 18 18 348
Indoor Soccer 48 60 72 72 1,404
Other Turf Users 30 36 42 48 924
Private Rentals/Practices/Drop-in 2,900 2,900 2,900 2,900 58,000
Total 3,104 3,128 3,158 3,170 63,280
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EXECUTIVE SUMMARYES
Based on analysis results, upon stabilization (assumed fourth full year of operation), a potential new Amateur Sports Complex in
the Coachella Valley (recommended Indoor Sports Facility only) is estimated to generate a net operating profit of approximately
$385,000, before debt service, capital repair/replacement funding and profit sharing. This projected level of operating profit is
consistent with other comparable indoor sports facilities throughout the country.
An investment in a new Amateur Sports Complex project will be expected to provide substantial quantifiable benefits. These
quantifiable benefits often serve as the “return-on-investment” of public dollars that are contributed to develop the facility project
and site. Quantifiable measurements of the effects that facility project could have on the local economy are characterized in
terms of economic impacts.
Based on analysis results, a summary of key cost/benefit projections for a new Amateur Sports Complex in the Coachella Valley
(recommended Indoor Sports Facility only), associated with its construction and annual operations is presented below (upon
stabilization of operations, assumed to occur by the fourth full year of operations).
ANNUAL
PERSONAL
INCOME
$19.1M
ANNUAL
EMPLOYMENT
(FULL & PART-TIME JOBS)
598
ANNUAL
DIRECT
SPENDING
$27.5M
ANNUAL
INDIRECT/INDUCED
SPENDING
$18.8M
ANNUAL
ECONOMIC
OUTPUT
$46.3M+=
SUMMARY OF ESTIMATED KEY PROJECTIONS ASSOCIATED WITH
A NEW AMATEUR SPORTS COMPLEX IN THE COACHELLA VALLEY
(Operating Impacts Reflect Annual Impacts Upon Stabilization, Assumed Fourth Full Year of Operations)
ANNUAL NON-
LOCAL
ATTENDEE DAYS213,200
ANNUAL
ATTENDEE DAYS
561,500
ANNUAL FINANCIAL
OPERATING PROFIT
$384,600
ANNUAL
HOTEL RM NIGHTS
34,300
CONSTRUCTION
ECONOMIC IMPACT
$42.2M
In addition to the quantifiable projections of utilization, financial operations and economic impacts shown above, there are a
number of potential benefits associated with a new Amateur Sports Complex in the Coachella Valley that cannot be quantified.
In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in facilities of
this nature. These qualitative impacts/benefits may include:
•Potential transformative and iconic effects.
•Enhanced quality of life for community residents.
•Inducement of follow-up visitation.
•Spin-off development.
•Anchor for revitalization of targeted areas within a community.
•Various other benefits.
CONSTRUCTION
COSTS
$50.0M
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INTRODUCTION
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INTRODUCTION1
Introduction & Background
Conventions, Sports & Leisure International (CSL) was retained by Visit Greater Palm Springs to
conduct a feasibility study of a potential new Amateur Sports Complex. The purpose of the study is
to assist Visit Greater Palm Springs and other stakeholders in evaluating key market, program,
financial, economic and ownership/management aspects of a potential new Amateur Sports
Complex in the Greater Palm Springs / Coachella Valley area.
Sports tourism is one of the fastest growing sectors of tourism. An increasing number of communities throughout the country
are investing in the development and operation of large, multi-sport amateur sports complexes for the purpose of driving new
sports tourism as well as better accommodating local sports and recreation demand. An increase in the number of travel sports
programs and participation has been matched by the recognition by many communities of the often high return-on-investment
(ROI) modern sports complexes can have in host destinations in terms of driving visitation, hotel room nights, and economic
impact through new spending in the community and the creation of new jobs.
A new Amateur Sports Complex would address opportunities and needs related to sports tourism (i.e., tournaments) in the
Greater Palm Springs / Coachella Valley area, while also enhancing opportunities for local amateur sports and recreation users.
The information developed as part of the study outlined herein is intended to assist Visit Greater Palm Springs, constituent local
municipalities, and other stakeholders with the information necessary to make informed decisions regarding the potential
development and operation of a new Amateur Sports Complex.
The study process consisted of detailed research and analysis, including a comprehensive set of market-specific information
derived from the following:
•PROJECT EXPERIENCE: Experience garnered through more than 1,000 planning and benchmarking projects involving
sports, recreation and event facilities throughout the country.
•LOCAL VISIT: Local market visit at the outset of the project, including community and existing sports and recreation facility
tours, and discussions with study stakeholders and community leaders.
•BENCHMARKING: Research and analysis of facility data and interviews conducted with more than 40 competitive/regional
and/or comparable amateur sports facilities.
•INTERVIEWS & OUTREACH: Telephone interviews and virtual meetings with stakeholders and representatives of potential
user groups, including key local, state, regional and national athletic associations, organizations, clubs and leagues that run
sports programs, leagues, tournaments, competitions and meets that could have an interest in a new Amateur Sports
Complex in the Greater Palm Springs / Coachella Valley area.
An outline of the study’s contracted scope of work is provided below:
1.Kickoff, Project Orientation, and Interviews
2.Local Market Conditions Analysis
3.Industry Characteristics & Trends Analysis
4.Competitive & Comparable Facility Analysis
5.Market Outreach, Interviews & Surveys
6.Program, Site & Preliminary Capital Cost Analysis
7.Financial Operating Analysis
8.Economic Impact Analysis
9.Ownership, Management, Funding & Partnership Options
10.Preparation & Presentation of Final Report
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LOCAL & REGIONAL
CONDITIONS
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LOCAL & REGIONAL CONDITIONS2
Introduction
An important component in assessing the potential success of a new Amateur Sports Complex in the Coachella Valley is the
profile of the local and regional market. The strength of a market in terms of its ability to support and utilize amateur sports and
recreation facilities is measured, to some extent, by the size of the regional market area population, its age, income, and other
characteristics. In addition to the demographic profile of the local and regional market area, other local market characteristics
have relevance when considering the ability of a community to host youth/amateur sports activities and attract sports tourism
tournaments, meets and competitions. Characteristics to be discussed in this chapter include transportation accessibility of the
market, inventory of sleeping rooms to accommodate non-local participants and families, the strength of the local economy as
presented by a summary of the corporate base, the existing/future inventory of local sports facilities and an analysis of state and
regional facilities that may present competition for sports tourism activities.
Greater Palm Springs / Coachella Valley Destination
The Coachella Valley is located in southern California, nearly equidistant
from San Diego and Los Angeles, each just less than 125 miles away.
The Coachella Valley is accessible via I-10 and several US Highways. The
destination is directly served by the Palm Springs International Airport,
offering non-stop service to 35 cities via Southwest, American, United,
Alaska, Delta, Allegiant, WestJet and Air Canada Airlines.
There are nine cities and several unincorporated communities within the
Coachella Valley region, including Palm Springs (population 45,000), Palm
Desert (50,000), Coachella (42,000), Indio (89,000), Cathedral City
(51,000), among several others for a total population of approximately
390,000. The entire Coachella Valley lies within the borders of Riverside
County, which has a total population of approximately 2.5 million and
captures a portion of the Los Angeles suburban market.
The Greater Palm Springs / Coachella Valley destination is a high-quality,
internationally-known tourist destination. A recent economic impact
study completed by Tourism Economics estimated that the destination
welcomed approximately 12.8 million visitors in 2021, generating $6.8
billion in total economic impact. In 2019, prior to the COVID-19 pandemic,
the estimated total number of visitors was 14.1 million.
One of the notable events/attractions in the Coachella Valley is the
Coachella Valley Music and Arts Festival, which is an annual music and
arts festival is held in Indio, drawing thousands of visitors from around
the world. Additionally, the Coachella Valley offers numerous other
attractions, such as golf courses, hiking trails, resorts, spas, museums,
galleries and various cultural institutions.
Indian Wells Tennis Garden, Empire Polo Club, Acrisure Arena, and the
Palm Springs Convention Center are notable existing sports and event
facilities in Coachella Valley. Currently, one of the largest youth lacrosse
tournaments on the West Coast, Sand Storm Lacrosse Festival, takes
place in January each year with over 400 teams and 22,000 attendees. In
past years, the National Field Hockey Festival took place in Greater Palm
Springs in November that included approximately 150 teams and 10,500
attendees. Both of the events took place at the Empire Polo Club in Indio.
The Greater Palm Springs / Coachella Valley area is also host to several
national sporting events, including the PGA American Express Golf
Tournament, the BNP Paribas Open, the PGA Tour Champions
Tournament (Galleri Classic), and the Margaritaville USA Pickleball
National Championships.
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LOCAL & REGIONAL CONDITIONS2
Location & Accessibility
Transportation access is vital to the success of any amateur sports facility or complex. Ease of access is not only important from
the perspective of attracting participants and spectators, but also factors into the site selection process of tournament producers
and other sponsoring organizations. The exhibit and map below illustrates the proximity of the Coachella Valley (using downtown
Palm Springs as a center point) with other nearby markets and the markets/land area captured within 15, 30, 60 and 180 minutes
of drive-time to downtown Palm Springs. These distances will be utilized on the subsequent page and throughout the report for
purposes of comparing demographic and socioeconomic variables.
Source: ESRI, 2023.
Distance to Drive
Palm Springs Time Market
City, State (miles)(hrs:min)Population
San Bernardino, CA 54 0:54 4,605,500
Riverside, CA 59 1:01 4,605,500
Irvine, CA 92 1:41 307,700
Anaheim, CA 92 1:46 18,644,700
Los Angeles, CA 118 2:08 18,644,700
Long Beach, CA 115 2:10 18,644,700
San Diego, CA 139 2:13 3,405,900
Tijuana, MEX 156 2:37 2,221,000
Santa Barbara, CA 203 3:24 457,300
Bakersfield, CA 213 3:35 909,200
Las Vegas, NV 232 4:05 2,530,700
Phoenix, AZ 269 4:16 4,899,100
Tuscon, AZ 379 5:47 1,091,100
Air Accessibility
Airlift accessibility to a destination can be an important decision criteria for certain tournament planners and sports tourism
participants. As previously mentioned, the Palm Springs International Airport (PSP) offers non-stop service to 35 cities via
Southwest, American, United, Alaska, Delta, Allegiant, WestJet and Air Canada Airlines. In conversations with staff at PSP, it was
noted that the airport has been experiencing growth in enplanements post-COVID. PSP management has indicated that in the
coming years, more airport routes and additional airlines will be added. The exhibit on the following page displays the annual
enplaned passengers at the PSP over the past eight years. From 2015 through 2019 enplanements were consistently growing at
approximately 7.2 percent annually. Following the pandemic, the PSP was nearly back to normal levels in 2021 and set a new
enplanement record in 2022. PSP management indicates that this growth rate is expected to increase in upcoming years and
that they do not expect a decrease in the foreseeable future. In addition to expectations for increased passenger throughput, the
staff shared that the airport was in the process of developing a master plan for release in 2023. This master plan is expected to
include a significant expansion to the PSP to support further increases in its enplanement levels. This should positively impact
the destination’s ability to attract non-local fly-in sports tourism activity.
The Coachella Valley is home to the College of the Desert, a two-year community college with an approximate 10,000 student
enrollment. Additionally, the University of California Riverside (Coachella Valley), California State University San Bernardino (Palm
Desert), Santa Barbara Business College, and the San Bernardino Skidron Business School represent other institutions of higher
learning with presence in the Coachella Valley.
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2 LOCAL & REGIONAL CONDITIONS
Climate Conditions
A key consideration in both league play and tournament
organizers’ decisions to book a facility is the climate of the
local area, particularly for outdoor events during times of
extreme temperatures or excessive precipitation. The chart to
the right summarizes the average monthly maximum and
minimum temperatures as well as precipitation for the
Coachella Valley.
Overall, the Coachella Valley has a hot desert climate with
annual temperatures averaging around 73 degrees, with
average monthly temperatures rising to above 90 degrees in
July and August. Maximum monthly temperatures during
summer months are in excess of 100 degrees. As is typical in
warm weather climates with excessive heat patterns, the
marketability of outdoor venues for a variety of summertime
tournament activity would be expected to possess challenges.
For outdoor complexes, synthetic playing surfaces often offer
a distinct competitive advantage for sports tourism activity,
through minimizing the possibility that tournaments, games or
practices are cancelled due to inclement weather or the need
to limit activities in order to protect a natural grass field from
wear and tear due to overuse. However, synthetic turf
temperatures at field level during high heat periods is often
measured as much as 10 degrees warmer than ambient off-
field air temperature. This can be particularly problematic for
hot weather markets (like the Coachella Valley) when deploying
synthetic turf fields involving summertime sports.
Precipitation
Month Maximum Minimum Average Avg (inches)
January 71 42 55 1.1
February 75 46 59 1.4
March 81 52 66 0.8
April 88 58 72 0.2
May 95 65 80 0.1
June 103 72 88 0.0
July 107 78 93 0.2
August 105 77 92 0.3
September 100 70 86 0.2
October 90 60 74 0.3
November 78 48 62 0.5
December 69 41 53 0.9
Average 89 59 73 0.5
Temperature (°F)
Average Temperature & Precipitation by Month –
Coachella Valley Area
The exhibit below presents a summary of the number of annual enplanements reported for the Palm Springs International Airport
since 2015.
Palm Springs International Airport – Total Enplanements by Year
944,625 1,001,971 1,054,766
1,164,307
1,287,474
632,316
1,047,643
1,340,772
2015 2016 2017 2018 2019 2020 2021 2022
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2
Demographic & Socioeconomic Characteristics
The exhibit below presents a summary of key demographic metrics associated with the nine cities that are situated within
Coachella Valley, along with overall Riverside County statistics. As shown, the population base in Indio is the largest
concentration among the cities with an estimated 2022 population of approximately 89,500, followed by Cathedral City at
approximately 51,900. Over the next five years, the city of Palm Springs is projected to experience the highest population growth
at nearly one percent, a rate significantly higher than other municipalities within Coachella Valley and Riverside County.
Source: Esri, 2023.
Household income is an important socioeconomic characteristic of host markets that typically impacts facility performance.
Estimated median household income is over $100,000 in Indian Wells, La Quinta, and Rancho Mirage, with the highest median
income estimated in Indian Wells ($121,100) and the lowest in the city of Desert Hot Springs ($42,100). Household income is
another important socioeconomic characteristic of host markets that typically impacts amateur sports complex/facility
performance. Income levels can serve as an indication of area households’ ability to support sports and recreation in the region
by paying league and registration fees and other costs associated with participation. The affluence of area and nearby
households can also impact the types of programming that will be most successful at a potential new Amateur Sports Complex.
LOCAL & REGIONAL CONDITIONS
Summary of Key Demographic Statistics Associated with the Coachella Valley Area
City of City of City of City of City of City of
Palm City of Indian Palm City of City of Desert Hot Cathedral Rancho Riverside
DEMOGRAPHIC VARIABLE Springs Indio Wells Desert Coachella La Quinta Springs City Mirage County
POPULATION:
2010 Total Population 44,477 79,361 4,923 48,546 40,823 37,427 27,160 51,303 17,123 2,189,641
2022 Total Population 45,935 89,498 4,828 51,638 42,482 38,272 32,539 51,880 17,029 2,451,199
2027 Total Population 47,957 90,702 4,860 52,542 42,932 38,973 32,850 52,589 17,220 2,501,905
Annual Growth Rate (2010-2022)0.3%1.1%-0.2%0.5%0.3%0.2%1.7%0.1%0.0%1.0%
Annual Growth Rate (2022-2027)0.9%0.3%0.1%0.4%0.2%0.4%0.2%0.3%0.2%0.4%
AGE:
Median Age 56.1 33.9 66.4 58.8 26.9 50.2 33.1 38.2 65.7 35.2
Population age 25 to 44 18.3%28.0%10.2%17.9%30.8%20.8%26.9%25.7%9.8%28.2%
AGE DISTRIBUTION:
Under 15 9.9%22.6%6.1%10.4%29.2%13.9%23.3%18.5%7.0%20.9%
15 to 24 7.4%13.6%5.5%7.9%17.0%10.0%14.2%13.1%4.9%13.2%
25 to 34 9.3%15.4%5.4%9.9%17.6%11.1%15.2%14.9%5.0%15.6%
35 to 44 9.1%12.6%4.8%8.0%13.2%9.7%11.8%10.8%4.9%12.6%
45 to 54 12.6%10.4%7.2%8.8%9.4%11.1%11.2%11.4%8.3%11.2%
55 and over 51.8%25.5%71.0%54.9%13.5%44.1%24.4%31.4%70.0%26.5%
HOUSEHOLD INCOME:
Median Household Income $65,530 $63,198 $121,106 $76,812 $44,796 $100,802 $42,134 $61,161 $102,335 $80,680
Per Capita Income $59,651 $28,763 $98,909 $59,256 $14,930 $60,139 $19,034 $32,702 $82,618 $34,659
INCOME DISTRIBUTION:
$0 to $24,999 20.3%18.7%9.8%15.3%28.1%11.1%31.8%20.5%14.3%13.6%
$25,000 to $49,999 18.6%19.8%11.6%16.5%25.7%14.4%25.2%20.4%13.0%16.1%
$50,000 to $74,999 15.8%18.6%11.2%17.3%18.7%13.3%18.6%16.9%12.2%16.5%
$75,000 to $99,999 10.3%12.9%10.0%10.9%12.6%10.8%10.0%11.9%9.4%13.8%
$100,000 to $149,999 14.3%16.1%14.7%15.0%9.5%19.5%10.6%16.5%16.4%19.9%
$150,000 or more 20.6%13.9%42.8%25.1%5.4%31.0%3.9%13.9%34.7%20.2%
POPULATION BY RACE/ETHNICITY:
White/Caucasian 65.8%34.0%82.5%68.6%16.8%61.6%33.1%36.4%77.9%40.3%
Black/African American 4.4%2.3%1.1%2.0%0.5%1.9%7.9%2.4%1.9%6.5%
American Indian 1.2%1.7%0.5%0.8%2.1%0.9%2.4%2.0%0.5%1.9%
Asian 4.8%2.6%3.5%5.0%0.6%4.1%2.5%6.1%4.7%7.3%
Pacific Islander 0.2%0.1%0.1%0.1%0.0%0.2%0.2%0.1%0.2%0.3%
Other Race 13.2%38.3%5.3%11.8%56.1%17.3%36.5%35.1%6.7%26.7%
Two or More Races 10.5%21.1%6.9%11.7%23.9%14.0%17.4%17.9%8.1%17.1%
Hispanic Origin 25.3%69.6%12.1%25.5%96.0%35.1%61.9%59.9%14.2%50.0%
Diversity Index 71.1 82.2 45.7 68.9 63.1 76.5 85.2 84.8 53.1 86.4
BUSINESS:
Total Business 2021 3,329 2,309 312 4,285 687 1,508 583 1,454 1,044 75,455
Total Employees 2021 29,388 21,011 4,150 34,097 7,501 14,306 3,971 12,078 14,337 673,852
Employee to Residential Pop. Ratio 0.64:1 0.23:1 0.86:1 0.66:1 0.18:1 0.37:1 0.12:1 0.23:1 0.84:1 0.27:1
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The regional corporate base (number of companies) also can play an important role in the success of amateur sports
facilities/complexes. Corporate sponsorships and donations are potential sources of capital funding and operating income for
amateur sports and recreation facilities, in the form of sponsorships, banners, scoreboard advertising and other such
opportunities; many of which would be relatively inexpensive.
The maps below detail heat maps by census tract that show the Coachella Valley area. The heat maps display the relative
density of demographic data points as smoothly varying sets of colors ranging from cool (lighter color, indicating a low density of
points) to hot (darker color, indicating a high relative density of points).
LOCAL & REGIONAL CONDITIONS
2022 Number of Businesses 2022 Retail Sales
2022 Entertainment/Recreation Spending 2022 Participant Sports Spending on Trips
2022 Population 2022 Average HH Income
Source: Esri, 2023.
Demographic Heat Maps by Census Tract for the Greater Palm Springs / Coachella Valley Area
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2 LOCAL & REGIONAL CONDITIONS
In addition to the overall market demographic and socioeconomic profile, it is also useful to evaluate the demographics of
submarkets surrounding various existing sports/recreation facility sites or logical potential site locations within the Coachella
Valley that may represent opportunities for a new Amateur Sports Complex.
As presented below, five (5) specific geographic locations have been identified in Coachella Valley that represent geographic
variation in terms of location within the Valley, most of which accommodate existing sports and recreation facility products. At
this point in the analysis, these locations are not necessarily meant to suggest recommended site locations for any product
development; rather, they are intended to demonstrate differences in the demographic profile of distinct areas within Coachella
Valley.
Source: Google Maps, 2023.
1
2
3
4
5
1
2
3
4
5
PALM SPRINGS –Palm Springs Convention Center
PALM DESERT –Acrisure Arena
INDIAN WELLS –Indian Wells Tennis Garden
INDIO –Empire Polo Club
PALM DESERT –Hovley Soccer Park /Aquatic Center
Identified Coachella Valley Demographic Sub-Markets
The exhibit on the following page presents a summary of key demographic metrics associated with a 15-minute drive time of the
given geographic areas identified. On the pages that follow, demographic data is additionally provided for 30-, 60- and 180-
minute drive of the various sub-market locations in the Coachella Valley.
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As shown above, the population base within 15 minutes of Acrisure Arena (Location 2) is the largest concentration among the
sub-locations analyzed. This is significant as the level of population impacts the local utilization of sports/recreation facilities.
Median household income is strongest in the submarket surrounding Hovley Park in Palm Desert (Location 5). Household
income is another important socioeconomic characteristic of host markets that typically impacts facility performance. Income
levels can serve as an indication of area households’ ability to support sports and recreation in the region by paying league and
registration fees and other costs associated with participation, also tending to be correlated with higher levels of involvement in
travel sports by families. The affluence of area households can also impact the types of programming that will be most
successful at a new Amateur Sports Complex.
LOCAL & REGIONAL CONDITIONS
Source: Esri, 2023.
15-Minute Drive Time Submarket Demographics Surrounding Alternate Site Locations
1 - Palm Springs 3 - Indian Wells 4 - Empire 5 - Palm Desert
Convention 2 - Acrisure Tennis Polo Hovley
DEMOGRAPHIC VARIABLE Center Arena Garden Club Park
POPULATION:
2010 Total Population 98,722 228,746 185,248 171,087 151,697
2022 Total Population 101,505 243,077 196,919 182,722 159,253
2027 Total Population 104,353 246,100 198,914 185,020 160,854
Historical Annual Growth Rate (2010 to 2022)0.2%0.5%0.5%0.6%0.4%
Projected Annual Growth Rate (2022 to 2027)0.6%0.2%0.2%0.3%0.2%
AGE:
Median Age 46.3 44.2 44.6 34.9 53.0
Population age 25 to 44 22.8%22.9%22.9%26.7%19.6%
AGE DISTRIBUTION:
Under 15 15.2%16.8%16.6%21.7%13.5%
15 to 24 10.6%11.2%10.9%13.5%9.5%
25 to 34 12.6%12.7%12.6%14.9%10.8%
35 to 44 10.2%10.2%10.3%11.8%8.8%
45 to 54 11.9%9.9%9.8%10.3%9.4%
55 and over 39.6%39.3%39.8%27.8%48.0%
HOUSEHOLD INCOME:
Median Household Income $62,005 $72,348 $73,990 $65,630 $77,204
Per Capita Income $43,304 $43,095 $44,687 $33,030 $51,705
INCOME DISTRIBUTION:
$0 to $24,999 21.0%16.9%15.8%18.5%15.7%
$25,000 to $49,999 19.7%17.8%17.9%19.7%16.9%
$50,000 to $74,999 16.3%16.6%16.8%16.9%16.1%
$75,000 to $99,999 10.8%11.6%11.8%12.2%11.3%
$100,000 to $149,999 15.2%16.5%16.3%15.4%16.2%
$150,000 or more 17.0%20.7%21.4%17.4%23.7%
POPULATION BY RACE/ETHNICITY:
White/Caucasian 48.2%48.7%50.9%36.8%58.3%
Black/African American 3.4%2.1%2.1%1.8%1.9%
American Indian 1.7%1.4%1.2%1.6%1.1%
Asian 5.4%4.3%3.5%2.5%4.1%
Pacific Islander 0.2%0.1%0.1%0.1%0.1%
Other Race 26.5%27.0%25.8%37.3%19.9%
Two or More Races 14.7%16.5%16.4%19.9%14.6%
Hispanic Origin 46.1%49.6%48.4%67.2%38.8%
Diversity Index 83.5 83.0 82.3 82.4 78.8
BUSINESS:
Total Business 2022 4,851 11,289 9,315 5,133 9,300
Total Employees 2022 42,008 107,601 82,231 56,413 83,868
Employee to Residential Population Ratio 0.41:1 0.44:1 0.42:1 0.31:1 0.53:1
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The demographic and socioeconomic comparison of the five identified geographic areas is presented below in terms of drive
time within 30 minutes. This drive time metric is considered particularly relevant for comparison of the most likely “local” base of
sports and recreation participation for traditional sports leagues, clubs and recreation (all important for driving utilization and
revenues in typical amateur sports facilities). As shown, as with the previous submarket metric comparison, the population
within 30 minutes’ drive of Acrisure Arena (Location 2) is strongest. Median household income is highest within 30 minutes’ drive
time of the Empire Polo Club (Location 4). As the driving distance measurements considered increase, the difference among
metrics tends to lessen.
LOCAL & REGIONAL CONDITIONS
Source: Esri, 2023.
30-Minute Drive Time Submarket Demographics Surrounding Alternate Site Locations
1 - Palm Springs 3 - Indian Wells 4 - Empire 5 - Palm Desert
Convention 2 - Acrisure Tennis Polo Hovley
DEMOGRAPHIC VARIABLE Center Arena Garden Club Park
POPULATION:
2010 Total Population 324,413 413,473 391,207 321,527 400,687
2022 Total Population 346,942 437,728 412,405 337,662 426,530
2027 Total Population 352,998 445,417 419,535 342,647 433,765
Historical Annual Growth Rate (2010 to 2022)0.6%0.5%0.5%0.4%0.5%
Projected Annual Growth Rate (2022 to 2027)0.3%0.4%0.3%0.3%0.3%
AGE:
Median Age 45.1 41.7 41.9 40.0 42.1
Population age 25 to 44 22.5%23.6%23.5%24.1%23.5%
AGE DISTRIBUTION:
Under 15 16.5%18.2%18.1%18.9%17.9%
15 to 24 10.9%11.6%11.6%12.1%11.5%
25 to 34 12.4%13.1%13.1%13.5%13.0%
35 to 44 10.1%10.5%10.5%10.6%10.5%
45 to 54 10.4%10.2%10.2%9.8%10.3%
55 and over 39.8%36.4%36.7%35.1%36.8%
HOUSEHOLD INCOME:
Median Household Income $64,276 $64,445 $65,464 $68,848 $65,032
Per Capita Income $41,398 $39,421 $40,131 $39,545 $40,000
INCOME DISTRIBUTION:
$0 to $24,999 19.9%19.9%19.5%18.2%19.6%
$25,000 to $49,999 19.2%19.2%19.0%18.4%19.1%
$50,000 to $74,999 16.6%16.5%16.5%16.5%16.5%
$75,000 to $99,999 11.1%11.5%11.5%11.8%11.5%
$100,000 to $149,999 15.1%14.9%15.0%15.6%15.0%
$150,000 or more 18.1%18.1%18.6%19.6%18.3%
POPULATION BY RACE/ETHNICITY:
White/Caucasian 49.3%45.7%45.9%44.2%46.2%
Black/African American 3.4%2.6%2.4%1.8%2.7%
American Indian 1.8%1.7%1.6%1.7%1.6%
Asian 4.2%3.5%3.5%3.4%3.5%
Pacific Islander 0.1%0.1%0.1%0.1%0.1%
Other Race 25.9%29.9%30.0%31.5%29.5%
Two or More Races 15.4%16.5%16.5%17.3%16.5%
Hispanic Origin 46.8%53.6%53.7%56.8%52.9%
Diversity Index 83.1 83.5 83.4 83.4 83.5
BUSINESS:
Total Business 2022 15,602 16,981 16,546 12,808 16,814
Total Employees 2022 142,290 160,681 157,367 125,764 158,899
Employee to Residential Population Ratio 0.41:1 0.37:1 0.38:1 0.37:1 0.37:1
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As presented below, the population base within 60 minutes’ drive increases considerably for all the sub-locations evaluated.
Being the western-most sub-location, the Palm Springs Convention Center location (Location 1) possesses the highest population
within 60 minutes’ drive. Importantly, projected population growth within all of these geographic regions are projected to be
higher than national and regional averages. This is an important factor to consider when evaluating a potential new Amateur
Sports Complex, as greater populated communities often have a wider array of sport offerings in the form of participants,
leagues and clubs that drive local utilization and are indirectly related to the attraction of nonlocal tournaments/competitions.
LOCAL & REGIONAL CONDITIONS
Source: Esri, 2023.
60-Minute Drive Time Submarket Demographics Surrounding Alternate Site Locations
1 - Palm Springs 3 - Indian Wells 4 - Empire 5 - Palm Desert
Convention 2 - Acrisure Tennis Polo Hovley
DEMOGRAPHIC VARIABLE Center Arena Garden Club Park
POPULATION:
2010 Total Population 1,470,745 1,046,665 603,394 533,197 835,308
2022 Total Population 1,603,238 1,147,322 658,609 580,795 914,357
2027 Total Population 1,629,670 1,169,386 671,141 591,706 932,694
Historical Annual Growth Rate (2010 to 2022)0.8%0.8%0.8%0.7%0.8%
Projected Annual Growth Rate (2022 to 2027)0.3%0.4%0.4%0.4%0.4%
AGE:
Median Age 35.7 38.1 41.3 41.5 39.3
Population age 25 to 44 27.0%26.1%24.0%23.8%25.2%
AGE DISTRIBUTION:
Under 15 20.3%19.4%18.4%18.5%19.0%
15 to 24 13.5%12.3%11.4%11.4%12.1%
25 to 34 15.3%14.5%13.0%12.9%13.8%
35 to 44 11.7%11.6%11.0%10.9%11.4%
45 to 54 10.4%10.4%10.3%10.2%10.5%
55 and over 28.8%31.8%35.9%36.2%33.2%
HOUSEHOLD INCOME:
Median Household Income $65,776 $67,525 $65,483 $64,633 $67,346
Per Capita Income $31,754 $34,257 $37,455 $37,721 $35,692
INCOME DISTRIBUTION:
$0 to $24,999 17.9%17.7%19.2%19.6%18.1%
$25,000 to $49,999 19.8%19.1%19.3%19.4%19.1%
$50,000 to $74,999 17.4%17.1%16.4%16.5%16.7%
$75,000 to $99,999 13.1%13.0%11.9%11.9%12.6%
$100,000 to $149,999 16.8%17.1%16.0%15.7%16.7%
$150,000 or more 15.1%16.0%17.1%17.0%16.8%
POPULATION BY RACE/ETHNICITY:
White/Caucasian 39.3%43.0%47.9%46.7%45.3%
Black/African American 7.5%6.4%3.4%3.4%5.1%
American Indian 2.0%2.0%2.0%1.9%2.0%
Asian 5.5%5.3%4.0%4.0%4.5%
Pacific Islander 0.3%0.3%0.2%0.1%0.2%
Other Race 29.1%26.8%26.6%27.7%26.5%
Two or More Races 16.4%16.4%16.1%16.2%16.4%
Hispanic Origin 53.0%49.9%49.4%50.9%49.6%
Diversity Index 86.2 85.5 83.6 83.8 84.6
BUSINESS:
Total Business 2022 47,489 35,354 22,497 20,591 28,521
Total Employees 2022 499,522 344,045 208,511 193,995 265,396
Employee to Residential Population Ratio 0.31:1 0.30:1 0.32:1 0.33:1 0.29:1
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As presented below, the population base within 180 minutes is very high and similar across each of the evaluated sub-locations.
Three hours’ drive time is considered to represent the periphery of the practical distance for most drive-in tournament activity at
facilities/complexes throughout the country.
LOCAL & REGIONAL CONDITIONS
Source: Esri, 2023.
180-Minute Drive Time Submarket Demographics Surrounding Alternate Site Locations
1 - Palm Springs 3 - Indian Wells 4 - Empire 5 - Palm Desert
Convention 2 - Acrisure Tennis Polo Hovley
DEMOGRAPHIC VARIABLE Center Arena Garden Club Park
POPULATION:
2010 Total Population 20,960,402 21,008,952 20,845,635 20,763,004 20,925,887
2022 Total Population 21,995,607 22,046,954 21,875,084 21,796,705 21,958,604
2027 Total Population 21,875,872 21,928,080 21,756,050 21,679,370 21,839,516
Historical Annual Growth Rate (2010 to 2022)0.4%0.4%0.4%0.4%0.4%
Projected Annual Growth Rate (2022 to 2027)-0.1%-0.1%-0.1%-0.1%-0.1%
AGE:
Median Age 36.2 36.3 36.2 36.2 36.2
Population age 25 to 44 29.2%29.2%29.2%29.2%29.2%
AGE DISTRIBUTION:
Under 15 18.8%18.7%18.8%18.8%18.8%
15 to 24 13.6%13.6%13.6%13.6%13.6%
25 to 34 15.9%15.9%15.9%15.9%15.9%
35 to 44 13.3%13.3%13.3%13.3%13.3%
45 to 54 12.0%12.0%12.0%12.0%12.0%
55 and over 26.4%26.5%26.4%26.4%26.5%
HOUSEHOLD INCOME:
Median Household Income $85,630 $85,390 $85,308 $84,991 $85,406
Per Capita Income $41,375 $41,325 $41,264 $41,114 $41,316
INCOME DISTRIBUTION:
$0 to $24,999 13.2%13.3%13.3%13.3%13.3%
$25,000 to $49,999 15.3%15.3%15.3%15.4%15.3%
$50,000 to $74,999 15.1%15.1%15.1%15.2%15.1%
$75,000 to $99,999 13.0%13.1%13.1%13.1%13.0%
$100,000 to $149,999 19.1%19.0%19.0%19.0%19.0%
$150,000 or more 24.3%24.3%24.2%24.1%24.3%
POPULATION BY RACE/ETHNICITY:
White/Caucasian 37.8%37.9%37.7%37.6%37.8%
Black/African American 6.2%6.2%6.2%6.2%6.2%
American Indian 1.6%1.6%1.6%1.6%1.6%
Asian 14.2%14.1%14.2%14.2%14.2%
Pacific Islander 0.3%0.3%0.3%0.3%0.3%
Other Race 24.3%24.3%24.3%24.4%24.3%
Two or More Races 15.7%15.7%15.7%15.7%15.7%
Hispanic Origin 44.7%44.6%44.7%44.8%44.7%
Diversity Index 87.3 87.3 87.3 87.4 87.3
BUSINESS:
Total Business 2022 979,637 979,545 972,640 968,901 976,106
Total Employees 2022 9,197,988 9,191,246 9,132,525 9,091,766 9,160,435
Employee to Residential Population Ratio 0.42:1 0.42:1 0.42:1 0.42:1 0.42:1
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2 LOCAL & REGIONAL CONDITIONS
The exhibit below highlights a summary comparison of key demographic metrics across the five reviewed locations, showing
similarities and differences in the metrics as the driving distance from each location progresses.
Source: Esri, 2023.
Overall Summary of Submarket Demographics Surrounding Alternate Site Locations
1 - Palm Springs 3 - Indian Wells 4 - Empire 5 - Palm Desert
Convention 2 - Acrisure Tennis Polo Hovley
Demographic Metric by Submarket Center Arena Garden Club Park
15-MIN DRIVE TIME
2022 Total Population 101,505 243,077 196,919 182,722 159,253
Historical Annual Growth Rate (2010 to 2022)0.2%0.5%0.5%0.6%0.4%
Median Age 46.3 44.2 44.6 34.9 53.0
Population age 25 to 44 22.8%22.9%22.9%26.7%19.6%
Median Household Income $62,005 $72,348 $73,990 $65,630 $77,204
30-MIN DRIVE TIME
2022 Total Population 346,942 437,728 412,405 337,662 426,530
Historical Annual Growth Rate (2010 to 2022)0.6%0.5%0.5%0.4%0.5%
Median Age 45.1 41.7 41.9 40.0 42.1
Population age 25 to 44 22.5%23.6%23.5%24.1%23.5%
Median Household Income $64,276 $64,445 $65,464 $68,848 $65,032
60-MIN DRIVE TIME
2022 Total Population 1,603,238 1,147,322 658,609 580,795 914,357
Historical Annual Growth Rate (2010 to 2022)0.8%0.8%0.8%0.7%0.8%
Median Age 35.7 38.1 41.3 41.5 39.3
Population age 25 to 44 27.0%26.1%24.0%23.8%25.2%
Median Household Income $65,776 $67,525 $65,483 $64,633 $67,346
180-MIN DRIVE TIME
2022 Total Population 21,995,607 22,046,954 21,875,084 21,796,705 21,958,604
Historical Annual Growth Rate (2010 to 2022)0.4%0.4%0.4%0.4%0.4%
Median Age 36.2 36.3 36.2 36.2 36.2
Population age 25 to 44 29.2%29.2%29.2%29.2%29.2%
Median Household Income $85,630 $85,390 $85,308 $84,991 $85,406
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LOCAL & REGIONAL CONDITIONS2
Hotel Inventory & Performance
The charts and map below summarize the key lodging facilities located in the Greater Coachella Valley. There are more than
14,600 rooms and a wide array of service levels and price points within the 54 lodging properties offering at least 100 sleeping
rooms. Non-traditional lodging facilities such as bed and breakfasts and other such products were not included in the total
inventory. There are clusters of hotels in each of the eight cities identified below. The city of Palm Desert offers the largest
cluster of sleeping rooms with over 4,400 rooms available at 16 different hotel properties.
Source: Visit Greater Palm Springs, CSL research, facility interviews, Google maps, 2023.
Primary Lodging Properties & Clusters in Greater Palm Springs / Coachella Valley
A
B
C
D
E
F
G
H
Largest Hotel Property DoubleTree by Hilton Hotel Golf Resort
Total Rooms at Largest Property 289
Total Properties 3
Total Rooms 648
A. Cathedral City
Largest Hotel Property Sky Valley Resort
Total Rooms at Largest Property 893
Total Properties 3
Total Rooms 1,689
B. Desert Hot Springs
Largest Hotel Property Renaissance Esmeralda Resort & Spa
Total Rooms at Largest Property 560
Total Properties 4
Total Rooms 1,460
C. Indian Wells
Largest Hotel Property Worldmark Indio by Wyndham
Total Rooms at Largest Property 436
Total Properties 6
Total Rooms 1,178
D. Indio
Largest Hotel Property La Quinta Resort & Club
Total Rooms at Largest Property 785
Total Properties 4
Total Rooms 1,177
E. La Quinta
Largest Hotel Property JW Marriott Desert Springs Resort & Spa
Total Rooms at Largest Property 884
Total Properties 16
Total Rooms 4,431
F. Palm Desert
Largest Hotel Property Renaissance Palm Springs
Total Rooms at Largest Property 410
Total Properties 11
Total Rooms 1,953
G. Palm Springs
Largest Hotel Property The Westin Rancho Mirage Golf Resort & Spa
Total Rooms at Largest Property 512
Total Properties 7
Total Rooms 2,084
H. Rancho Mirage
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As shown below, the Coachella Valley has retained relatively constant hotel occupancy since 2018. Yearly occupancy has
remained between 59 and 62 percent outside of decreases 2020 and 2021. These drops in occupancy can be attributed to the
year of the pandemic and the following recovery year for the tourism industry. Average daily rate also remained generally stable
around $150 throughout the years of 2018 to 2022. Following 2020, the ADR for the Coachella Valley has started to increase to
over $200 in 2022. ADR is likely to continue trending upward as occupancy remains at stable levels.
An analysis into the occupancy and ADR averages for specific months can provide a clearer indication of the sufficiency of the
existing hotel inventory in the Coachella Valley. As shown below, occupancy and ADR reach peak levels in February to April as
well as November, while reaching yearly lows in June through September and December.
In terms of supporting a potential new Amateur Sports Complex, the diversity and volume of available lodging products and
monthly performance statistics suggest opportunities suggest a strong base of hospitality infrastructure, with particular capacity
opportunities in the summer and shoulder seasons. Given temperature conditions in summer months and
tournament/competition demand patterns, these data point to a potential opportunity involving an indoor sports facility product.
Specific demand research and findings to this end will be discussed in a subsequent chapter of this report.
Source: Visit Greater Palm Springs, STR, 2023.
LOCAL & REGIONAL CONDITIONS
Yearly Occupancy & ADR Averages of Coachella Valley Area Hotels
Monthly Occupancy & ADR Averages of Coachella Valley Area Hotels (2018-2022)
62%59%
43%
53%
60%
$0
$50
$100
$150
$200
$250
0%
10%
20%
30%
40%
50%
60%
70%
2018 2019 2020 2021 2022
Occupancy Yearly Avg ADR Yearly Avg
55%
68%67%
61%
54%51%50%45%49%
56%61%
52%
$0
$50
$100
$150
$200
$250
$300
0%
10%
20%
30%
40%
50%
60%
70%
80%
Jan
u
a
r
y
Feb
r
u
a
r
y
Marc
h Apri
l May
Jun
e July
Aug
u
s
t
Sep
t
e
m
b
e
r
Octo
b
e
r
Nov
e
m
b
e
r
Dec
e
m
b
e
r
Occupancy Yearly Avg ADR Yearly Avg
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Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 28
Corporate Base
As previously noted, the breadth and characteristics of the corporate base within a particular market can provide an indication of
the propensity to purchase sponsorship/advertising in sports facilities. Indirectly, the size of a local corporate base tends to be
correlated with the level and breadth of supporting community amenities (i.e., hotels, restaurants, transportation infrastructure,
etc.), which are relevant when considering events, such as tournaments, meets and competitions that draw teams from outside
the Coachella Valley.
The chart below provides a listing of the top 27 employers, all of which have over 2,000 employees within the Riverside County
region. Of the 20 listed, the entities with the highest employment are the County of Riverside, Amazon, the University of California
and the March Air Reserve Base. A significant portion of the employment base is driven by the education industry from the
various unified school districts and colleges in the County. Retail companies like Stater Bros and Walmart are also primary
employers within the County.
2 LOCAL & REGIONAL CONDITIONS
Source: Riverside County Economic Development Agency, 2022.
Note: Employment numbers reflect 2019 data for Riverside County.
Estimated
Number of
Business Name Employees Industry / Sector
1 County of Riverside 21,672 Government
2 Amazon 10,500 Retail
3 University of California, Riverside 9,770 Education
4 March Air Reserve Base 9,600 Military
5 Stater Bros 8,304 Retail
6 Kaiser Permanente Riverside Medical Ctr.5,700 Healthcare
7 Pechanga Resort & Casino 5,078 Resort/Casino
8 Walmart 4,931 Retail
9 Corona-Norco Unified School District 4,903 Education
10 Ross Dress For Less 4,321 Retail
11 Hemet Unified School District 4,046 Education
12 Riverside Unified School District 4,000 Education
13 Eisenhower Medical Center 3,900 Healthcare
14 Moreno Valley Unified School District 3,755 Education
15 Lake Elsinore Unified School District 3,717 Education
16 Desert Sands Unified School District 3,437 Education
17 Jurupa Unified School District 3,250 Education
18 Temecula Valley Unified School District 3,057 Education
19 Palm Springs Unifified School District 2,737 Education
20 Murrieta Valley Unified Sschool District 2,500 Education
21 City of Riverside 2,470 Government
22 Riverside Community College District 2,342 Education
23 JW Marriot Desert Springs Resort & Spa 2,304 Resort/Casino
24 Agua Caliente Band of Cahuilla Indians 2,300 Native American Org
25 Morongo Casino, Resort, & Spa 2,300 Resort/Casino
26 Cal Baptist University 2,285 Education
27 Riverside Community Hospital 2,200 Healthcare
Top Employers in Riverside County
99
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Top Attractions in the Coachella Valley
Tournament organizers increasingly consider the destination outside of the host facility when selecting sites for their regional and
national events. To evaluate the appeal and vibrancy of the area in the Greater Coachella Valley, the table below displays top
attractions as indicated through the total number of positive reviews placed by travelers on TripAdvisor.com. Considering the
attractions with the most reviews on TripAdvisor’s website helps reflect the leisure visitation to the area, with attractions garnering
more reviews representing more well known and popular sites to the Greater Coachella Valley market.
2 LOCAL & REGIONAL CONDITIONS
Top TripAdvisor Attractions in Coachella Valley
Number of
Positive
TripAdvisor
Attraction Reviews
1 Palm Springs Aerial Tramway 9,346
2 Palm Springs Air Museum 2,045
3 VillageFest 1,751
4 Palm Springs Art Museum 1,705
5 Indian Canyons 1,588
6 El Paseo Shopping District 1,003
7 San Jacinto Mountain 940
8 Shields Date Garden 792
9 Coachella Valley Preserve 740
10 Tahquiz Canyon 729
11 Palm Canyon Drive 669
12 Aqua Caliente Indian Canyons 528
13 Old Town La Quinta 521
14 Moorten Botanical Garden 509
15 Indian Wells Tennis Garden 488
16 Palm Springs Visitor Center 414
17 Palm to Pines Scenic Byway 390
18 Cabot's Pueblo Museum 374
19 Indian Canyons Hiking Trails 330
20 Fantasy Springs Resort Casino 327
21 Bump and Grind Trail 325
22 McCallum Theatre for the Perf. Arts 301
23 Marvyn's Magic Theater 270
24 Palm Canyon 227
25 Painted Canyon 223
TOTAL 26,535
Source: TripAdvisor, 2023.
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LOCAL & REGIONAL CONDITIONS2
Existing Key Local Sports & Recreation Facilities
The number of potentially competitive sports and recreation facilities in the local market is also an important consideration with
respect to the overall viability of any new amateur sports facility/complex project. There are presently a limited number of facilities
within the Greater Palm Springs / Coachella Valley that offer high quality facilities and multiple sports surfaces that could
potentially compete for the types of sports tourism business (i.e., tournaments, meets and competitions) that modern, state-of-the-
industry sports facilities/complexes could. This page highlights the inventory of rectangle fields in the region, and the inventory of
other youth/amateur sports facilities will be presented on subsequent pages. There are 18 facilities listed below; however, only
nine offer two or more multi-sport rectangle fields for soccer, lacrosse, flag football, rugby, and football leagues and
competitions/training. Currently, there are 41 outdoor fields (adult, youth, and other) in the area.
Source: Google Maps, 2022.
Summary of Primary Rectangle Field Facilities in Greater Palm Springs
1
2
5 3
4
1
2
3
4
5
6
7 8
9
1011
121315
16
17
18
14
Facility Name Adult Youth Other Total
1 Dennis Keat Soccer Park 3 3 0 6
2 Demuth Park 4 2 0 6
3 Bagdouma Park 5 0 0 5
4 Hovley Soccer Park 5 0 0 5
5 Rancho Las Flores Park 1 1 0 2
6 Freedom Park 2 0 0 2
7 Magnesia Falls City Park & Oleson Field 1 0 1 2
8 Palm Desert Civic Center Park 0 1 1 2
9 Johnson Street Park 2 0 0 2
10 Big League Dreams Cathedral City 0 0 1 1
11 Ocotillo Park 1 0 0 1
12 South Jackson Park & Davis Sports Complex 0 0 1 1
13 La Quinta Park 0 1 0 1
14 North Shore Community Park 1 0 0 1
15 Washington Charter School Park 0 1 0 1
16 Ruth Hardy Park 0 1 0 1
17 Victoria Park 0 0 1 1
18 Thousand Palms Community Center 1 0 0 1
TOTAL 26 10 5 41
Rectangle Fields
101
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 31
LOCAL & REGIONAL CONDITIONS2
The chart and map below summarize the current inventory of baseball and softball fields located in the Greater Palm Springs /
Coachella Valley area. There are 11 facilities with at least two or more available diamond fields. Fields are categorized specifically
for baseball when there is a grass infield and an elevated pitching mound, as softball fields contain a skinned/dirt infield without a
pitching mound. For instance, Big League Dreams Cathedral City is presently utilized for both softball and baseball its five fields
essentially resemble baseball fields; however, as each of the fields have skinned infields (and utilize portable pitching mounds to
accommodate baseball), the fields are classified as softball diamonds. Currently, there are 51 outdoor diamond fields in the area,
with the vast majority representing softball fields, most of which can also accommodate youth baseball.
Source: Google Maps, 2022.
Summary of Primary Diamond Field Facilities in the Coachella Valley
1
2
5 3
4
1
10
3
4
5
6
7
8
9
2
12
11
13
14
15
16
17
18
19
Facility Name Baseball Softball Total
1 Demuth Park 0 8 8
2 La Quinta Sports Complex 0 6 6
3 Big League Dreams Cathedral City 0 5 5
4 Bagdouma Park 0 4 4
5 South Jackson Park & Davis Sports Complex 0 4 4
6 Palm Desert Civic Center Park 0 4 4
7 Freedom Park 0 3 3
8 Thousand Palms Community Center 0 3 3
9 North Jackson Park 0 2 2
10 La Quinta Park 0 2 2
11 Mecca Community Park 0 2 2
12 Sunrise Plaza 1 0 1
13 Century Park 0 1 1
14 Ocotillo Park 0 1 1
15 Panorama Park 0 1 1
16 Second Street Park 0 1 1
17 La Quinta Community Park 0 1 1
18 Magnesia Falls City Park & Oleson Field 0 1 1
19 Desert Highland Park 0 1 1
TOTAL 1 50 51
Diamonds
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LOCAL & REGIONAL CONDITIONS2
The chart and map below summarize the current inventory of facilities in the Coachella Valley with indoor gym space (i.e.,
basketball and volleyball courts). Currently, there are 13 facilities in this region which offer rentable gymnasium space.
Additionally, like in most communities, there are a number of additional single court gyms located at schools throughout the
Coachella Valley. Relative to other sports tourism destinations throughout the country, there is a distinct lack of multi-court indoor
sports and recreation facilities that exist in the Coachella Valley. This significantly limits the destination’s competitiveness in
attracting any court-based tournaments and competitions, as most of these events require multiple courts in a single location.
Source: Google Maps, 2022.
Summary of Primary Indoor Court Facilities in the Coachella Valley
1
2
5 3
4
1 2
4
5
6
7
8
9,13
10
12
3
Basketball
Facility Name Courts
1 Boys & Girls Club - Palm Springs 1
2 Cathedral City Boys & Girls Club 1
3 Community Health & Wellness Center 1
4 CV Boys & Girls Club - Coachella 1
5 CV Boys & Girls Club - Indio 1
6 CV Boys & Girls Clubs - Mecca 1
7 Demuth Community Center 1
8 Desert Highland Unity Center 1
9 Family YMCA of the Desert 1
10 Indio Community Center 1
11 Indio Teen Center 1
12 La Quinta Boys & Girls Club 1
13 Palm Desert Community Center 1
TOTAL 13
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LOCAL & REGIONAL CONDITIONS2
Additional information pertaining to the eight primary facilities that currently serve local and nonlocal sports and recreational
activities in the Coachella Valley is provided below and on the subsequent pages.
DESERT RECREATION DISTRICT COACHELLA VALLEY
The Desert Recreation District is the largest parks and recreation district within
the state of California. It was formed over 70 years ago with a goal of providing
recreation locations and programming for all Coachella Valley residents
regardless of personal barriers such as finances or disabilities.
The District covers over 1,800 square miles, while providing services to over
300,000 area residents. It manages, maintains and supports maintenance on
over 30 parks and recreation facilities. It creates programming, services, classes
and helps to facilitate partnerships between private and public agencies looking to
support Coachella Valley residents.
The group’s programming aims to offer residents access to physical fitness,
relaxation and revitalization. It offers programs for youth, adolescents, adults and
seniors including arts and music, camps, community events, dance, golf,
gymnastics, fitness, martial arts, movies, online resources, outdoor activities,
swimming, sports, among several other program offerings.
PALM DESERT AQUATIC CENTER
The Palm Desert Aquatic Center is a public swimming facility in Palm Desert,
California. The facility opened in 2011 at a cost of approximately $8 million. The
facility is owned by the City of Palm Desert and is operated by the Family YMCA of
the Desert. The eight-acre facility offers three pools including a large lap pool with
four diving boards, a children’s pool with a low depth and play area and a pool
with two waterslides. The facility also offers concessions, lounging areas, and
indoor locker rooms.
The Center offers year-round use for residents of and visitors to the Coachella
Valley with discounted admission for residents of the Coachella Valley. The
various admissions and programming at the facility include open swimming,
youth & adult swimming classes and exercise programs, among others.
Cabanas can be rented for increased comfort and enjoyment during visits. The
facility can also be partially or fully rented out by private parties or corporate
groups.
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LOCAL & REGIONAL CONDITIONS2
EMPIRE POLO CLUB
The Empire Polo Club is a privately owned, 78-acre polo club located in Indio,
California. It was developed in 1987 to host a range of international polo
tournaments across 12 polo grounds. The grounds also offer a scenic lake, a
rose garden, a 48,000-square foot event hall, and a performance lawn. The
largest outdoor events can host up to 90,000 visitors at one time. The Polo Club
can temporarily program up to 32 rectangle fields for special, large tournaments.
During the January through March polo season, the Club hosts various local,
regional, national and international polo matches, tournaments and activity.
Throughout the year, it also hosts a range of other events including festivals,
weddings, corporate events, sporting events, dog shows, music
performances/festivals. One of the largest youth lacrosse tournaments on the
west coast, Sand Storm Lacrosse Festival, takes place in January each year with
over 400 teams and 22,000 attendees. In the past, the National Field Hockey
Festival took place in Greater Palm Springs in November that included
approximately 150 teams and 10,500 attendees. Empire Polo Club management
indicated that they do not actively pursue field sports tournaments, due to
scheduling and concerns over turf damage.
The MLS hosted its Coachella Valley Invitational at the grounds in 2023 in which
12 professional soccer teams competed in a tournament designed to solidify
team rosters, build excitement and kick off the MLS season. The Club has a lease
with Goldenvoice, the organizers of the Coachella Valley Music and Arts Festival
and the Stagecoach Festival, through 2050 to host these events which have
included acts such as Beyoncé, AC/DC, Phish, Paul McCartney, the Rolling Stones
and many more.
ACRISURE ARENA
Acrisure Arena opened in 2022 and is 11,700-seat state-of-the-industry
sports/entertainment arena located in Palm Desert. With construction occurring
during the COVID-19 pandemic, total construction costs totaled approximately
$290 million, which included the main arena and secondary practice ice sheet.
The project is relatively unique in that it was completely funded by private
sources. Oak View Group, LLC (OVG), a global advisory, development and
investment company for sports and live entertainment industries based in Los
Angeles, led the project team, which also included LiveNation (the concert
industry’s largest promoter) and the NHL Seattle Kraken. Acrisure, a Michigan-
based fintech insurance company, purchased naming rights for the facility in a
substantial 10-year deal (with undisclosed terms).
The main arena offers a concrete floor space of approximately 27,000 square
feet. Its various rentable spaces can host up to 11,700 attendees. In addition to
its concession options, the Arena offers an indoor/outdoor plaza with food, drink
and retail options. The Berger Foundation Iceplex offers a second ice sheet to
supplement the main arena. The Iceplex primarily hosts community events, open
skates, trainings and more.
The Coachella Valley Firebirds of the American Hockey League (AHL), affiliated
with the Seattle Kraken, of the NHL is the primary tenant of the arena. The team
plays approximately 36 home games per year in total. In addition, the venue is
slated to host over 80 performance events per year including shows such as
Lizzo, Chris Rock, Harry Styles, KISS, Madonna, and more high-level performers.
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LOCAL & REGIONAL CONDITIONS2
HOVLEY SOCCER PARK & NORTH PALM DESERT PARK
Hovley Soccer Park is a 21-acre park situated in Palm Desert, California. The
complex is owned by the City of Palm Desert and operated by the Desert
Recreation District and features five full-size, natural grass fields.
Other amenities at the park include three playgrounds, a walking trail, disc golf
course, concession stand, outdoor basketball court, picnic pavilions, and
horseshoe pits.
Palm Desert Youth Soccer and Palm Desert Soccer Club utilize Hovley Soccer
Park for practices, games, and camps. Additional programs that utilize the park
include Desert Ultimate, YMCA Rookies Soccer and Desert United Soccer Club.
Additionally, City of Palm Desert officials indicated that master planning and
design is presently underway for North Palm Desert Park, a new sports and
recreation park in North Palm Desert comprising approximately 30 acres. It is
unclear at this point how many fields and of what type the park will contain.
Design is expected to be completed by the end of 2023.
DESERT INTERNATIONAL HORSE PARK
Located in Thermal, California the Desert International Horse Park offers nearly
1.6 million square feet of competition and riding space. The Horse Park appeals
to riders all over the world with its world-class competition for riders of all ages
and levels in the hunter/jumper and equitation divisions.
In August of 2019, four families from around California purchased the horse park
and took over management with a stated mission of improving the sport in
California by investing in the competition program, hospitality and food program,
and the customer management at the Park.
The Desert International Horse Park hosts competitions for 15 weeks from
October through March. These events attract the best talent and offer VIP
viewing, cocktails, entertainment and restaurant quality food.
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LOCAL & REGIONAL CONDITIONS2
BIG LEAGUE DREAMS CATHEDRAL CITY
Big League Dreams Cathedral City, located in Cathedral City, California, originally
opened in 1998. This diamond field complex offers five youth-sized fields with
skinned infields, three of which are major league replica fields of New York’s
Yankee Stadium, Chicago’s Wrigley Field and Boston’s Fenway Park. The fields
are used for both youth and adult softball plus youth baseball, hosting a variety of
games, tournaments and training.
Each replica field has approximately 200 stadium-style seats. A Stadium Club
restaurant that has a great view of each replica field, an arcade and TVs to watch
other sporting events and relax in between competitions. The restaurant features
an arcade.
Other amenities at the Complex include four slow-pitch and four baseball batting
cages, a kids play area, sand volleyball courts and horseshoe pits.
A 20,000-square foot indoor pavilion accommodates corporate events, birthday
parties, dance competitions and more.
Big League Dreams Cathedral City is the home site for a slow-pitch softball league
which has ten divisions including men's, women’s and co-ed. The complex also
hosts both softball and baseball tournaments.
INDIAN WELLS TENNIS GARDEN
Located 15 miles southeast of Palm Springs, the Indian Wells Tennis Garden is a
state-of-the-art facility owned by Larry Ellison. Opening in March 2000, the 54-
acre tennis mecca features the world's second largest outdoor tennis stadium
seating 16,100 spectators. The internationally-known complex is host to the fifth
largest tennis tournament in the world, the BNP Paribas Open (previously the
Pacific Life Open), a joint event of both the men's ATP World Tour and the
women's WTA Tour. Additionally, Indian Wells Tennis Garden also hosts junior
and adult USTA events year-round, plus weekly recreational and training use by
members.
In addition to the primary stadium, there is also an 8,000-seat stadium and 29
regulation hard courts. The primary stadium hosts the largest combined men’s
and women’s tennis tournament in the world, the BNP Paribas Open. The
Margaritaville USA Pickleball National Championships and the Easter Bowl Junior
Championships are other major events held at the Indian Wells Tennis Garden.
This facility is available to the members and non-members alike, although many
amenities are only accessible by non-members with a daily fee. These amenities
include a fitness center, locker rooms, lounge and ball machines. To utilize courts,
a daily fee is $25 for non-members.
Memberships are offered in various options such as single, couple, family and
seasonal. A single membership requires a $150 monthly fee and a $200 initiation
fee while a family membership is $225 a month with a $300 initiation fee to the
program. The Indian Wells Tennis Garden offers a variety of programs, lessons,
and clinics for adults, juniors, and corporate groups.
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LOCAL & REGIONAL CONDITIONS2
Continuing with an assessment of regional competitive product supply, the chart and map below summarize the current inventory of
primary competitive rectangle field complexes throughout Southern California and the regional area. Many of the listed complexes
have the capability to host major regional and national tournaments. Within this primary facility set, there are a total of 455 fields
including 294 full-size competition fields. The largest facilities include Legacy Sports USA, which offers 36 full-size fields in Mesa,
Lancaster National Soccer Center which offers 35 total fields in Lancaster and the Kem County Soccer Park in Bakersfield features
29 total fields. The complex closest to Coachella Valley is the San Bernadino Sports Complex, which features 17 grass fields and is
an hour away from Coachella Valley.
Summary of Key Rectangle Field Facilities in the Regional Area
Note: Considered facilities offer minimum of 10 or more total fields.
Source: CSL research, interviews with facility management, Google maps, 2023.
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
1920
21
22
23 24
25
2627
Surface
Facility Name Location Adult Youth Other Total Type
1 Legacy Sports USA Mesa, AZ 36 0 0 36 Turf
2 Lancaster National Soccer Center Lancaster, CA 25 10 0 35 Grass
3 Kern County Soccer Park Bakersfield, CA 13 16 0 29 Grass
4 Great Park Sports Complex Irvine, CA 24 1 0 25 Grass & Turf
5 Silverlakes Sports Complex Norco, CA 24 0 0 24 Grass & Turf
6 Gilbert Youth Soccer Association Gilbert, AZ 6 17 0 23 Grass
7 SoCal Sports Complex Oceanside, CA 21 0 0 21 Grass
8 Kino Sports Complex Tucson, AZ 17 4 0 21 Grass
9 Reach 11 Sports Complex Phoenix, AZ 18 0 0 18 Grass & Turf
10 Surf Cup Sports Park Del Mar, CA 18 0 0 18 Grass
11 San Bernardino Sports Complex San Bernardino, CA 17 0 0 17 Grass
12 Legacy Fields Davis, CA 14 3 0 17 Grass
13 James Regional Sports Park Las Vegas, NV 0 16 0 16 Grass
14 Rancho Jurupa Regional Sports Park Jurupa Valley, CA 4 11 0 15 Grass & Turf
15 Phoenix Events Complex Phoenix, AZ 12 1 0 13 Grass
16 Morgan Hill Outdoor Sports Center Morgan Hill, CA 4 8 0 12 Grass & Turf
17 Sofive South Gate South Gate, CA 0 12 0 12 Turf
18 Twin Creeks Sports Complex Sunnyvale, CA 0 12 0 12 Turf
19 Kellogg Zaher Soccer Complex Las Vegas, NV 11 0 0 11 Grass & Turf
20 Bettye Wilson Soccer Complex Las Vegas, NV 10 0 0 10 Grass
21 Cherry Island Sports Complex Rio Linda, CA 10 0 0 10 Grass
22 Scottsdale Sports Complex Scottsdale, AZ 6 4 0 10 Grass
23 Central Park Santa Clarita, CA 4 6 0 10 Grass
24 Sofive Rancho Cucamonga Rancho Cucamonga, CA 0 10 0 10 Turf
25 Sofive Covina Covina, CA 0 10 0 10 Turf
26 Sofive Pomona Pomona, CA 0 10 0 10 Turf
27 Urban Soccer 5 (US5) Center Norwalk, CA 0 10 0 10 Turf
TOTAL 294 161 0 455
AVERAGE 11 6 0 17
Rectangle Fields
108
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 38
1
3
4 5
6
7
2
8
11
12
9
10
13
14
15
16
17
18
19
20
21
22
23
LOCAL & REGIONAL CONDITIONS2
The chart and map below summarize the current inventory of major baseball and softball complexes located in Southern California
and the nearby surrounding region. There are 23 facilities that met the threshold of six or more fields offered at a single site.
Currently, there are 219 outdoor fields (adult and youth) in the area, including 120 softball and 99 baseball fields. The nearest facility
to the Coachella Valley area is Big League Dreams Perris, offering six total diamond fields.
Summary of Key Diamond Field Facilities in the Regional Area
Note: Considered facilities offer a minimum of 6 or more total fields.
Source: CSL research, interviews with facility management, Google maps, 2023.
Facility Name Location Adult Youth Adult Youth Total
1 Surprise Recreation Campus Surprise, AZ 13 5 0 0 18
2 Peoria Sports Complex Peoria, AZ 13 4 0 0 17
3 Salt River Fields at Talking Stick Scottsdale, AZ 13 4 0 0 17
4 Fountain Valley Sports Park Fountain Valley, CA 0 4 11 0 15
5 Great Park Irvine, CA 4 0 8 0 12
6 Golden Eagle Sports Complex Sparks, NV 2 4 6 0 12
7 Majestic Softball Park Las Vegas, NV 0 0 12 0 12
8 Papago Sports Complex Phoenix, AZ 6 0 4 0 10
9 Snedigar Sports Complex Chandler, AZ 2 2 6 0 10
10 Arroyo Grande Sports Complex Henderson, NV 1 8 0 0 9
11 Legacy Sports USA Mesa, AZ 8 0 0 0 8
12 Cactus Yards Gilbert, AZ 0 0 8 0 8
13 Huntington Beach Sports Complex Huntington, CA 0 0 6 2 8
14 Bullhead City Rotary Park Bullhead City, AZ 1 0 6 0 7
15 Red Mountain Softball Complex Mesa, AZ 3 0 4 0 7
16 Best of the West Softball Complex Palmdale, CA 0 0 7 0 7
17 Victoria Lane Sports Park Glendale, AZ 0 0 6 0 6
18 Big League Dreams Perris Perris, CA 0 0 6 0 6
19 Big League Dreams Chino Hills Chino Hills, CA 0 0 6 0 6
20 Rose Mofford Sports Complex Phoenix, AZ 0 0 4 2 6
21 Page Sports Complex Page, AZ 2 0 4 0 6
22 Pioneer Community Park Peoria, AZ 0 0 6 0 6
23 Regional Sports Complex Fresno, CA 0 0 6 0 6
TOTAL 68 31 116 4 219
AVERAGE 3 1 5 0 10
Baseball Fields Softball Fields
109
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 39
LOCAL & REGIONAL CONDITIONS2
The chart and map below summarize the current inventory of indoor court complexes located in Southern California and the nearby
regional area. There are a total of 124 basketball courts and 185 volleyball courts. These are distributed among 13 facilities,
including Momentous Sports Center with 21 basketball courts and 22 volleyball courts and The Map Sports Facility features eight
basketball and eight volleyball courts. The largest facility is situated in Anaheim, California as 25 basketball courts and 34 volleyball
courts are offered at American Sports Center – Anaheim.
Summary of Key Indoor Court Facilities in the Regional Area
Note: Considered facilities offer a minimum of 4 full-sized courts.
Source: CSL research, interviews with facility management, Google maps, 2023.
10
11
12
8
6
9
5 7
4 21 3
13
Facility Name Location Basketball Volleyball
1 American Sports Centers - Anaheim Anaheim, CA 25 34
2 Momentous Sports Center Irvine, CA 21 22
3 Legacy Sports USA Mesa, AZ 19 57
4 The Map Sports Facility Garden Grove, CA 8 8
5 OGP - Ladera Ladera, CA 8 8
6 Hardwood Palace Rocklin, CA 8 16
7 Inspire Courts Gilbert, AZ 7 7
8 Sporting Chance Center Tucson, AZ 5 8
9 Sports Academy Newbury Park, CA 5 5
10 Las Vegas Basketball Center Las Vegas, NV 5 5
11 Dignity Health Sports Complex Bakersfield, CA 5 5
12 American Sports Centers - Avondale Avondale, AZ 4 6
13 Multi-Purpose Athletic Center (MAC)Carson City, NV 4 4
TOTAL 124 185
AVERAGE 10 14
Courts
110
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 40
LOCAL & REGIONAL CONDITIONS2
Summary & Conclusions
•STRONG TOURISM BRAND: The Greater Palm Springs / Coachella Valley destination is a high-quality, internationally-known
tourist destination. A recent economic impact study completed by Tourism Economics estimated that the destination
welcomed approximately 12.8 million visitors in 2021, generating $6.8 billion in total economic impact. In 2019, prior to the
COVID-19 pandemic, the estimated total number of visitors was 14.1 million. Area hospitality infrastructure is robust and
mature, including a wide diversity of lodging products and event and sports facilities, with a notable exception being limitations
in modern facilities appropriate to sufficiently compete within certain sports tourism segments.
•DRIVABLE ACCESS TO REGIONAL MARKETS: Located in southern California, nearly equidistant from San Diego and Los
Angeles, each just less than 125 miles away, the Coachella Valley is situated within three-hours’ drive of approximately 22
million people. When considering the market potential for new and/or improved sports tourism assets within a destination,
access to a significant population base is an important factor. Many tournament, meet and competition participants target
regional drive markets both to help manage the cost associated with travel and to manage transporting equipment.
•EXTENSIVE LODGING INVENTORY: There are more than 14,600 hotel rooms and a wide array of service levels and price
points within the 54 lodging properties offering at least 100 sleeping rooms. In addition to these primary hotels and resorts, a
large number of vacation rentals, timeshares, and bed and breakfasts exist throughout the destination to complement the
overall lodging capacity. There are clusters of sleeping rooms proximate to much of the existing inventory of youth/amateur
sports facilities in the destination, and a variety of hotels within an estimated 20-minutes’ drive of all primary youth/amateur
sports facilities. This is important, as most non-local visitors participating in tournaments, meets, competitions or other sports
tourism activities are willing to drive up to 20 minutes between their hotel and game/activity location. Additionally, the hotel
inventory in the destination is well-distributed among a variety of price points, service levels and loyalty programs/brands.
•EXISTING LOCAL FIELD SPORTS FACILITIES: The existing inventory of outdoor youth/amateur sports facilities in the
Coachella Valley is largely limited to individual and small clusters of outdoor fields. Empire Polo Club has periodically hosted
large field tournaments in the past, but it is not a dedicated field sports tournament, game and training complex. While Hovley
Soccer Park, Big League Dreams Cathedral City, and other small field complexes have historically hosted some soccer,
baseball and softball tournament activity, the overall destination lacks the type of tournament-quality rectangle and/or
diamond field complex seen in many other sports tourism destinations (i.e., complexes that offer 10-plus high-quality fields in a
single location).
•EXISTING LOCAL INDOOR COURT FACILITIES: There is a limited number of indoor amateur sports facilities in the Coachella
Valley, especially in terms of indoor court space with no facilities offering multiple courts within a single facility. The majority of
indoor courts are located in high schools, middle schools, YMCAs, Boys & Girls Clubs, and community centers. As is typical
throughout the country, schools tend to give priority to school and student functions, limiting access to outside rentals. While it
is recognized that a higher than typical amount of demand exists for outdoor courts in the Coachella Valley due to warm
climate conditions throughout the year, the lack of a single indoor complex with a critical mass of courts presents challenges in
attracting and hosting traditional court-based tournaments, competitions, camps and clinics that are regional or national in
scope.
•OTHER LOCAL SPORTS & RECREATION FACILITIES: There are a variety of other sports, recreation and leisure facilities and
infrastructure addressing single sports and niche sports throughout the Coachella Valley. One of the most prominent of which
is Indian Wells Tennis Garden, which is an internationally-known tennis destination and hosts a large number of tournaments,
training and activities in the tennis segment. Additionally, the Coachella Valley offers extensive product serving outdoor sports
and recreation, including swimming and watersports, golf, tennis, pickleball, ice hockey, field hockey, biking, hiking, running,
extreme sports, and others.
•COMPETITIVE PRODUCTS IN THE REGIONAL AREA: While there are a number of tournament-quality outdoor rectangle and
diamond field complexes in the greater regional area (especially in and around the greater Los Angeles metropolitan area),
there are relatively few tournament-quality indoor court complexes in the greater region (i.e., Southern California, Nevada and
Arizona), particularly given the very large population base.
111
DRAFT COPY
3
INDUSTRY TRENDS
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INDUSTRY TRENDS3
Overview
The economy of any destination can be influenced by many factors
outside the control of community leaders. Economic conditions,
corporate relocations, changes in governmental or institutional
presence and other factors will influence employment, income, tax
revenues and other critical aspects of an economy.
In the Coachella Valley, more so than most communities, the visitor
industry plays a critical role in local and regional economic health.
Visitors to a market offer an opportunity to inject new dollars into
the economy, with relatively limited use of public infrastructure.
Visitor spending then generates net new tax revenue, reducing the
tax burden on residents.
At the same time, the competition for visitor industry market share
is fierce. Communities throughout the country, many competing
with the communities comprising the Coachella Valley, continue to
invest in assets and amenities that are designed in part to attract
visitors. Much of this investment involves sports tourism facilities.
The market success of sports tourism facility products can be
partially attributed to broader industry characteristics and trends. In
order to assess the current and future strength of the market with
regard to sports tourism activity that could utilize potential new
sports facility product in the Coachella Valley, it is important to
evaluate prominent and emerging trends from a national
perspective.
Sports tourism is one of the fastest growing sectors of tourism. An
increasing number of communities throughout the country are
investing in the development and operation of large, multi-sport
amateur sports complexes for the purpose of driving new sports
tourism, as well as better accommodating local sports and
recreation demand. An increase in the number of travel sports
programs and participation has been matched by the recognition by
many communities of the oftentimes high return-on-investment
modern sports complexes can have in host destinations in terms of
driving visitation, hotel room nights, and economic impact.
In 2020, Tourism Economics prepared a study of the economic
benefits generated by sports tourism throughout the country. The
study estimated that the number of travelers attending sports
events in the US increased by more than 10 million since 2015, an
increase of 5.9 percent cumulative growth. Additionally, the study
projected total direct spending by sports travelers, event organizers
and venues at $45.1 billion, an increase of 16.7 percent since 2015.
Significant investment in sports facilities and multi-component
sports complexes has occurred throughout the country. Modern
sports and event facilities have significantly evolved in terms of
capabilities, flexibility, amenities, operating efficiencies, and revenue
generation opportunities.
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INDUSTRY TRENDS3
Participation Levels
A summary overview of sports participation trends in the United States and the Pacific region (the region capturing California)
has been assembled. An understanding of these trends at a national, regional and local level provides a framework from which to
begin to assess potential demand for a new Amateur Sports Complex in the Coachella Valley.
The statistical data presented in this section was derived from the National Sporting Goods Association’s Sports Participation
study, which was most recently conducted in 2022. The study measures the annual number of participants in a variety of sports
and recreational activities, and the frequency of participation during the previous calendar year. Research is derived from a study
based on approximately 40,000 interviews encompassing youth and adult sports participation.
National participation levels can provide insights into the overall popularity of a sport or athletic activity, as well as the size of the
base from which to attract new frequent participants. The exhibits below present a summary of the national participation rates
of key outdoor and indoor sports, broken out by participation level (i.e., frequent, infrequent and occasional).
Among traditional field and court team sports, soccer, baseball and softball have the highest participation levels for outdoor
sports with a fairly-balanced range of frequent to infrequent participants. Investing in more of these fields benefits many
communities across the nation.
Beyond swimming with very high occasional and infrequent participation by all age groups, basketball has the highest
participation levels among traditional court-based sports, with a high percentage of infrequent and occasional participants.
Frequent participant data is similar between basketball and volleyball, which has the next highest overall participation levels
noted.
National Participation Levels –
Outdoor Sports (in millions)
National Participation Levels –
Indoor Sports (in millions)
Source: NSGA, 2022.
1.9
2.6
1.6
2.3
3.8
2.0
2.9
4.1
3.8
5.4
5.0
9.7
1.3
2.0
2.5
3.3
3.3
4.8
6.8
7.2
5.5
2.6
3.6
5.4
6.7
9.3
11.3
13.8
14.5
19.0
Lacrosse
Pickleball
Flag Football
Tackle Football
Softball
Baseball
Tennis
Soccer
Golf
Frequent Oocasional Infrequent
7.3
7.6
4.3
8.2
16.5
4.0
5.8
7.1
23.0
3.0
3.1
3.2
5.1
8.3
10.8
22.5
47.2
Cheerleading
Wrestling
Ice Hockey
Gymnastics
Figure Skating
Volleyball
Basketball
Swimming
Frequent Occasional Infrequent
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INDUSTRY TRENDS3
The exhibits below summarize sports participation levels by age group for outdoor and indoor sports. New amateur sports
facility development in the Coachella Valley would be anticipated to be utilized by a variety of age groups, and it is important to
understand which sports and athletic activities appeal to each age group in order to consider appropriate programming.
The largest user groups in almost every sport (with the exception of golf, pickleball and tennis) are ages 7 to 11 and ages 12 to
17. Youth sports dominate the national participation levels; therefore, management of any new amateur sports facility products
can plan on having most of their programming originating from youth sports and athletics.
Importantly, field sizes tend to vary based on the age group competing. For example, two or even three youth soccer fields can
be overlayed on a full-size adult field. Additionally, base plugs at varying lengths on diamond fields with portable fences can
provide opportunities to accommodate multiple age ranges and competitive levels.
Source: NSGA, 2022.
National Participation Levels –
Outdoor & Indoor Sports (percentage participation by age group per sport)
8%
17%
13%
26%
5%
17%
4%
18%
18%
11%
29%
18%
20%
17%
28%
5%
21%
24%
11%
18%
11%
13%
8%
22%
7%
20%
12%
20%
19%
16%
20%
18%
17%
18%
20%
22%
17%
14%
15%
14%
14%
8%
14%
14%
13%
12%
3%
12%
5%
9%
6%
15%
4%
6%
11%
12%
11%
18%
3%
4%
8%
3%
13%
14%
4%
5%
Tennis
Tackle Football
Softball
Soccer
Pickleball
Lacrosse
Golf
Flag Football
Baseball
7-11 12-17 18-24 25-34 35-44 45-54 55-64 65-74 75+
17%
10%
14%
17%
34%
20%
22%
13%
23%
24%
12%
17%
19%
19%
36%
18%
21%
13%
7%
16%
10%
15%
23%
17%
20%
23%
12%
28%
14%
17%
11%
22%
11%
16%
14%
13%
15%
16%
8%
16%
7%
5%
13%
6%
5%
7%
8%
7%
12%
4%
4%
4%
3%
12%4%
Wrestling
Volleyball
Swimming
Ice Hockey
Gymnastics
Figure Skating
Cheerleading
Basketball
7-11 12-17 18-24 25-34 35-44 45-54 55-64 65-74 75+
Outdoor Sports Indoor Sports
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INDUSTRY TRENDS3
The exhibit to the right summarizes the frequent
participation rates nationally and regionally for each
sport indicated. The rate of participation includes only
frequent users and does not account for occasional and
infrequent users.
The exhibit below summarizes the estimated population
base participating in each identified sport based on
participation rates applied to the overall market
population. As previously mentioned, the rate of
participation includes only frequent users and does not
account for occasional and infrequent users. For
purposes of their analysis, as a center point, we used
Acrisure Arena in Palm Desert given its centralized
location within Coachella Valley. Using this type of
extrapolation, the hypothetical number of frequent
participants among all analyzed sports and activities
within a 60-minute drive of Palm Desert is
approximately 89,000 persons. Importantly, this type of
evaluation metric is only one of a number of tools that
are helpful in assessing demand associated with
various sports and activities. Further research, including
interviews with potential user groups, will be presented
and discussed in subsequent sections of this report.
Estimated National & Regional Frequent Participation by Sport
Extrapolated Frequent Participation by Sport Per Geographic Area
Frequent National Adjusted
Participation Frequent Pacific
(times Participation Pacific Participation
annually)Rate Index Rate
Outdoor Sports:
Baseball 50+0.72%75 0.54%
Flag Football 50+0.17%62 0.11%
Golf 40+1.19%73 0.87%
Lacrosse 60+0.07%80 0.06%
Pickleball 30+0.24%90 0.21%
Soccer 40+1.09%92 1.00%
Softball 40+0.35%84 0.29%
Tackle Football 50+0.35%62 0.22%
Tennis 30+0.92%83 0.77%
Indoor Sports:
Basketball 50+1.21%71 0.86%
Cheerleading 70+0.10%84 0.08%
Figure Skating 30+0.22%94 0.21%
Gymnastics 40+0.42%96 0.40%
Ice Hockey 30+0.23%75 0.17%
Swimming 110+1.01%82 0.83%
Volleyball 20+1.16%86 1.00%
Wrestling 50+0.16%85 0.14%
Market Population
National Regional National Regional National Regional National Regional National Regional
Rate Rate Rate Rate Rate Rate Rate Rate Rate Rate
Outdoor Sports:
Baseball 1,747 1,310 3,146 2,360 8,247 6,185 158,476 118,857 17,619 13,215
Flag Football 421 261 758 470 1,986 1,232 38,170 23,665 4,244 2,631
Golf 2,890 2,109 5,203 3,798 13,639 9,956 262,078 191,317 29,138 21,271
Lacrosse 178 142 320 256 840 672 16,137 12,909 1,794 1,435
Pickleball 577 520 1,040 936 2,725 2,453 52,370 47,133 5,822 5,240
Soccer 2,645 2,434 4,763 4,382 12,486 11,487 239,922 220,728 26,675 24,541
Softball 853 717 1,536 1,290 4,027 3,382 77,375 64,995 8,603 7,226
Tackle Football 852 529 1,535 952 4,024 2,495 77,320 47,938 8,596 5,330
Tennis 2,243 1,862 4,039 3,353 10,587 8,787 203,444 168,859 22,619 18,774
Indoor Sports:
Basketball 2,937 2,085 5,289 3,755 13,863 9,843 266,386 189,134 29,617 21,028
Cheerleading 244 205 439 369 1,151 967 22,114 18,575 2,459 2,065
Figure Skating 538 506 969 911 2,541 2,388 48,823 45,894 5,428 5,103
Gymnastics 1,009 969 1,818 1,745 4,764 4,574 91,548 87,887 10,178 9,771
Ice Hockey 559 419 1,006 754 2,637 1,977 50,665 37,999 5,633 4,225
Swimming 2,467 2,023 4,442 3,642 11,642 9,547 223,719 183,449 24,873 20,396
Volleyball 2,824 2,429 5,086 4,374 13,331 11,465 256,166 220,303 28,481 24,493
Wrestling 398 338 716 609 1,877 1,596 36,072 30,661 4,011 3,409
TOTAL 23,383 18,857 42,107 33,957 110,366 89,004 2,120,785 1,710,304 235,791 190,153
15-Minute 30-Minute 60-Minute
Drive Time Drive Time Drive Time Riverside
1,147,322437,728243,077
of Palm Desertof Palm Desertof Palm Desert County
2,451,199
180-Minute
Drive Time
of Palm Desert
22,046,954
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INDUSTRY TRENDS3
CRITICAL MASS OF HIGH QUALITY
PLAYING SURFACES
TURF FIELDS
(INDOOR & OUTDOOR)
EMPHASIS ON PARTNERSHIPS
CREATION/ENHANCEMENT OF QUALITY
SUB-DESTINATIONS
INCORPORATION OF AMENITIES
PERFORMANCE CENTERS
& E-SPORTS
RESTAURANTS/CAFES/FOOD COURTS
COMPLEMENTARY ANCILLARY DEVELOPMENT
•Critical mass of high-quality courts, fields and
playing surfaces in one location.
•Maximization of local uses and sports tourism.
•Flexibility to accommodate the widest variety
of uses.
•Synthetic turf (indoor & outdoor) is increasingly
accepted and expected by most tournament
and local sports/rec activity.
•Growing emphasis on partnerships (equity,
sponsorship and ancillary development).
•Focus on creating/enhancing the quality of
sub-destinations surrounding facility
complexes.
•Incorporation of quality amenities and
specialty components:
o Performance centers.
o eSports capabilities/technology.
o Restaurants/cafes/food courts.
o Fitness and wellness.
o Leisure amenities (child play areas,
mini-golf, AR tech).
o Ancillary development
(hotels, retail, attractions).
Facility Design & Characteristics
The “state-of-the-industry” in terms of the physical product aesthetics and functionality of youth and amateur sports facilities has
continued to advance year-over-year in communities throughout the country. Organizers for youth and amateur sports activities
increasingly prefer, and oftentimes demand, modern facility complexes with state-of-the-industry playing surfaces, equipment,
and amenities. Beyond attracting higher numbers of teams, athletes, tournaments, visitors and economic impact, modern youth
and amateur sports facilities often offer significant advancements in operating efficiencies and enhanced revenue generation
opportunities, as compared to previous generations of facilities. Synthetic turf is increasingly utilized for both outdoor and indoor
sports facility projects, delivering significant advantages over other surfaces, particularly for sports tourism activity. The
following present noteworthy trends relative to design and capabilities for turf facilities (focusing specifically on indoor turf):
1.TURF PRODUCTS: A typical indoor turf facility has a space of at least 75’x185’, with the ability to increase the size of the
playing surface to accommodate a variety of user groups, with a minimum ceiling height of thirty feet. A full-sized indoor
soccer field is typically similar in size to an NHL-sized hockey ice sheet (200’x85’, or 17,000 square feet). The minimum space
allotted to turf in a given facility should be no less than 15x60 feet or 900 square feet of turf space. However, those spaces
can only support training and clinics, and no competitions or leagues because of the lack of space, and, in fact, are typically
located inside of fitness centers as an alternative place to do focused training.
2.UPKEEP: Turf, like any other exercise facility, requires regular cleaning and maintenance should occur to keep the facility
attractive and inviting. In addition, the use of cleats on turf, regardless of type, reduces its lifespan by 50 percent so it is
generally recommended to require use of turf shoes to not need to consistently replace turf padding.
3.COST: There are two primary upfront costs regarding installation of turf, the drainage base, and the turf itself. The drainage
base lies below the turf and allows any liquids to seep through and reach the drainage system without getting trapped. These
systems can last 20 to 30 years, and cost approximately $5 per square foot. The turf panels themselves are laid atop the
drainage base, a conservative price estimate for cost is $5 per square foot of turf space. All in all, for a typically 75’x185’ turf
field, installation costs can range from $130,000 to $190,000.
4.DURABILITY: The industry standard for a given turf field’s life span is between eight and twelve years, though with proper
maintenance and cleaning fields have been shown to last longer.
5.ANCILLARY REVENUES: To generate additional revenues for turf facilities, a variety of programs should be considered such
as membership fees, admissions fees, seniors' programs, in-house tournaments, and mother’s programs. Additionally, more
traditional revenue sources such as corporate partnerships (sponsorship and advertising), food service (concessions and
hospitality) and event space rental for non-sports activities (e.g., consignment sales, meetings, team building events, etc.) can
provide important support to year-round operations.
The following present some noteworthy trends relative to design and capabilities of sports tourism-focused facilities:
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HARDWOOD COMPLEX TURF COMPLEX ICE COMPLEX
Building Size:100,000 to 140,000 GSF 40,000 to 200,000 GSF 80,000 to 120,000 GSF
Playing Surfaces:Courts (6-12 bball or 12-24 vball)Turf space (15,000-80,000 SF)Ice sheets (2 @ 200' x 85' each)
Owner:Public Public or Private Public
Operator:Public or Private Public or Private Public or Private
Private Partner Equity Contribution/Profit Sharing:Sometimes No No
Number of Tenant User Groups:5 to 10 4 to 8 3 to 6
Annual Attendance (athletes + spectators):200,000 to 500,000 75,000 to 200,000 150,000 to 300,000
Annual Operating Profit/Loss:($200,000) to $1,000,000 ($400,000) to $200,000 ($500,000) to ($200,000)
Sports Tourism Impact (per surface):High Moderate Moderate
Use Types:Basketball Soccer Ice Hockey
Volleyball Lacrosse Figure Skating
Cheerleading Rugby Curling
Dance Field Hockey Open Skating / Learn-to-Skate
Wrestling Football (American)
Gymnastics Football (Flag)
Futsal Football (Austrailian Rules)
Pickleball Baseball
Table Tennis Softball
Badminton Running / Walking
Running / Walking Special Events
Fitness / Aerobics Open Leisure / Recreation
Martial Arts
Public / Consumer Shows
Tradeshows
Special Events
Open Leisure / Recreation
INDUSTRY TRENDS3
Typical Characteristics of Indoor Facility Models
Dedicated indoor amateur sports and recreation facilities typically balance the accommodation of both local and non-local sports
and recreation demand within communities. Of all the types of the amateur sports facility products, indoor court and turf
facilities tend to be the most productive in terms of attendance (athletes and spectators) per square foot, as well as revenue
generation per square foot. Additionally, facilities with a critical mass of hardwood courts tend to generate high sports tourism
and economic impacts in host communities (through basketball, volleyball and other types of tournaments). Ice complexes tend
to have higher construction costs per square foot, as well as higher annual operating costs. A minimum of two ice sheets is
normally required for ice complexes to have significant penetration into hockey tournament activity. Typical tournament-quality
hardwood and indoor turf facilities tend to be operationally profitable, while a typical ice facility/complex generates an operating
deficit, requiring an operating subsidy.
Throughout the industry, successful implementation of new amateur sports facility projects are often influenced by a variety of
factors, including:
•Site/location.
•Design collaboration (including advisors, stakeholders, operator, and key user groups).
•Partnerships (operator, naming, sponsorship, use, service provision).
•Best practices approach to amenities, functionality, flexibility and branding.
•Appropriate business plan:
•Inclusiveness to maximize local participation and growth of sports and recreation programs.
•Booking policy, scheduling priorities and rates.
•Balancing local and non-local usage, in-house programming and rentals.
•Quality services and amenities.
The exhibit below presents a summary of the typical characteristics of three primary models of indoor amateur sports facilities.
As shown, ice complexes tend to have a more focused set of uses and user groups, while hardwood and indoor turf complexes
tend to have broader usage mixes and profiles.
Typical Characteristics of Amateur Sports Facility Models – Indoor-Oriented Facilities
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INDUSTRY TRENDS3
Typical Characteristics of Amateur Sports Facility Models – Outdoor-Oriented Facilities
Similarly, the exhibit below presents a summary of the typical characteristics of three primary models of outdoor-focused
amateur sports field facilities/complexes. Similar to ice complexes, diamond fields have a more focused set of uses and user
groups, while rectangle fields and rectangle field complexes with one or more seasonal bubbles tend to have a broader mix of
uses and profiles.
It is important to note that there exists a number of additional types of amateur sports and recreation facility products beyond the
five primary indoor and outdoor facility models (plus the field complex variation with one or more seasonal bubbles) indicated
above and on the previous page. Additional facility types include, but are not limited to, natatoriums/aquatic centers, tennis
centers (outdoor and indoor), gymnastics centers, track and field facilities (outdoor and indoor), cross country courses,
velodromes (cycling), cricket stadium/field complexes, rowing/watersports centers, hiking/biking trail courses,
extreme/adventure sports courses, and other such facilities/complexes. However, the facility types listed on this page and the
previous page represent the most common and highly-utilized sports tourism facility products throughout the country that can be
most impactful and deliver the highest return-on-investment, in terms of driving tourism and economic impact relative to costs
(development and operating costs).
DIAMOND FIELDS RECTANGLE FIELDS FIELDS WITH BUBBLE(S)
Field Size:200,000 to 260,000 GSF per field 200,000 GSF per field 280,000 GSF
Playing Surfaces:Turf or Natural Grass Turf or Natural Grass Turf space (87,000 SF)
Owner:Public Public Public or Private
Operator:Public or Private Public or Private Public or Private
Private Partner Equity Contribution/Profit Sharing:No No No
Number of Tenant User Groups:2 to 6 4 to 8 5 to 10
Annual Attendance (athletes + spectators):300,000 to 600,000 400,000 to 1,000,000 50,000 to 250,000
Annual Operating Profit/Loss:($200,000) to $200,000 ($200,000) to $400,000 ($400,000) to $200,000
Sports Tourism Impact (per surface):Moderate High Moderate
Use Types:Baseball Soccer Soccer
Softball Lacrosse Lacrosse
Kickball Rugby Rugby
Field Hockey Field Hockey
Football (American)Football (American)
Football (Flag)Football (Flag)
Football (Austrailian Rules)Football (Austrailian Rules)
Cheerleading Cheerleading
Special Events Baseball
Open Leisure / Recreation Softball
Running / Walking
Fitness / Aerobics
Special Events
Open Leisure / Recreation
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INDUSTRY TRENDS3
Sports ETA State of the Industry
The Sports Events & Tourism Association (Sports ETA) was established in 1992 to provide education and networking
opportunities to sports tourism destinations, event rights holders and other industry partners. In 2021, Sports ETA partnered with
Northstar Meetings Group and Tourism Economics to develop the second edition of a State of the Industry report with detailed
information about spending, economic impact, tax revenue generation, job creation and destination profile information among
nationwide destinations hosting adult and youth amateur sports events and collegiate tournaments.
Overall, it is estimated that the sports tourism sector generated approximately $39.7 billion in direct spending operating venues
hosting sports tourism activities and through an estimated 174.7 million travelers attending sports tournaments, meets and other
competitions either as a participant or spectator. This spending is estimated to have resulted in a total economic impact of $91.8
billion, which supported approximately 635,000 total full- and part-time jobs and generated $12.9 billion in total tax revenue.
Approximately $9.7 billion in direct spending occurred within the transportation sector on airfare, rental cars, taxis, buses, parking
public transportation and ride share. An estimated $8.4 billion was spent on housing (hotels, motels, private home rentals, etc.)
and $7.5 billion on food and beverage service. Recreation and entertainment spending accounted for approximately $5.3 billion in
spending, while $5.0 billion was generated for the retail sector. An estimated $3.7 billion was generated through tournament
operations on payroll, marketing, general administrative and other expenses. Of the estimated 174.7 million sports tourism
travelers, approximately 94.7 million (54 percent) were overnight visitors to respective event destinations, which resulted in an
estimated 66.5 million room nights. The average sports traveler spent $317 per person trip, while day-trippers were projected to
have spent $75 per person trip. Among the 635,000 estimated jobs supported, the food and beverage industry experienced the
greatest impact, with approximately 135,000 jobs, while the recreation and entertainment industry realized an estimated 108,500
in jobs supported.
In February 2022, Sports ETA distributed an email survey to destination members including convention and visitor bureaus
(CVBs), sports commissions, chambers of commerce and other destination marketing organizations (DMOs), generating
responses from 176 organizations. The goal of the survey was to develop benchmarking metrics to highlight key characteristics
for Sports ETA members. Some of the key findings of this survey are outlined below:
•Approximately half of respondent organizations operate with a budget of $500,000 or less, while just 13 percent of
organizations have a budget in excess of $2.0 million.
•49 percent of organizations reported a budget decrease, while just 23 percent reported an increased budget between 2019
and 2021.
•Full-time sports-related staff by overall organization budget:
o $500,000 or less – 2.3 full-time staff.
o Between $500,000 and $1.0 million – 3.1 full-time staff.
o Between $1.0 and $2.0 million – 5.6 full-time staff.
o Between $2.0 and $5.0 million – 9.3 full-time staff.
o More than $5.0 million – 20.4 full-time staff.
•34 percent of organizations reported staffing level decreases, while just nine percent of organizations increased staffing
between 2019 and 2021.
•Regardless of budget, destinations hosted an average of 52 events in 2021 attracting an average of 2,360 participants and
spectators per event. Events per destination by organization budget include:
o $100,000 or less – 53 events.
o Between $100,000 and $500,000 – 49 events.
o Between $500,000 and $1.0 million – 45 events.
o $1.0 million or more – 61 events.
•Approximately 80 percent of destinations paid bid fees in 2021, with an average funding pool of $200,000. The bid fee
pool increased for 21 percent of organizations and decreased for 30 percent of organizations.
•60 percent of destinations required “stay to play” in 2021.
•44 percent of destinations participated in community-based health and wellness activities.
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INDUSTRY TRENDS3
Summary & Conclusions
•CONTINUED GROWTH OF THE SPORTS TOURISM SECTOR: An increasing number of communities throughout the country
are investing in the development and operation of large, multi-sport amateur sports complexes for the purpose of driving new
sports tourism, as well as better accommodating local sports and recreation demand. An increase in the number of travel
sports programs and participation has been matched by the recognition by many communities of the oftentimes high return-
on-investment modern sports complexes can have in host destinations in terms of driving visitation, hotel room nights, and
economic impact.
•IMPORTANT CONSIDERATIONS FOR LOCAL DEMAND: The ability to activate sports tourism within a destination can
oftentimes be directly tied to the strength of sports and activities within the local market. Most sports tourism occurs on
weekends, leaving four or five days of programming that must be filled by demand from area residents participating in youth
and amateur sports activities. There are an estimated 90,000 frequent sports participants within a 60-minute drive of Palm
Desert. Importantly, it is estimated that there are more 20 million people that reside within a three-hour drive of Coachella
Valley. These data suggest both the strong residential population and the significant opportunity to attract non-local
participants for sports tourism events held in Coachella Valley.
•FACILITY DESIGN TRENDS: Synthetic turf is increasingly utilized for both outdoor and indoor sports facility projects, delivering
significant advantages over other surfaces, particularly for sports tourism activity. Organizers for youth and amateur sports
activities increasingly prefer, and oftentimes demand, modern facility complexes with state-of-the-industry playing surfaces,
equipment, and amenities. However, as mentioned earlier in this report, synthetic turf temperatures at field level during high
heat periods is often measured as much as 10 degrees warmer than ambient off-field air temperature. This can be particularly
problematic for hot weather markets (like Coachella Valley) when deploying synthetic turf fields involving summertime sports.
Beyond ensuring a critical mass of courts, fields or other playing surfaces at one location, an increasingly important focus of
tournament, meet or other competition participants is the strength of a destination in terms of hotel, restaurant, entertainment
and other factors. This can help in terms of a destination’s ability to maximize economic impact capture, minimizing spending
leakage to area communities and increasing the likelihood of participants returning for future years.
•HIGHLY UTILIZED, HIGH-IMPACT FACILTY MODELS: Four primary sports tourism-oriented facility types (indoor hardwood
complex, indoor turf complex, diamond field complex, and rectangle field complex represent the most common and highly-
utilized sports tourism facility products throughout the country that can be most impactful and deliver the highest return-on-
investment, in terms of driving tourism and economic impact relative to costs (development and operating costs). As such,
based on the analysis of local market conditions in the Coachella Valley area (including consideration competitive/regional
facility supply), evaluation of industry trends in terms of participation and tourism volume, and industry experience, the four
aforementioned primary facility models represent the primary product models appropriate for further analysis as logical, high-
impact sports tourism facility product development candidates that would be key concepts of focus for consideration in the
Coachella Valley.
COVID-19 Pandemic Effects & Recovery
Since early 2020, the negative impact of the COVID-19 pandemic on the sports/recreation, event, entertainment, retail, hospitality
and tourism industries cannot be understated. Cancellations and postponements of nearly all events and gatherings through the
end of 2020 and early 2021 occurred. Most live event activity throughout the country was cancelled, postponed or shifted to a
virtual format through mid-2021, while most sports games and tournaments were canceled during this period. Late 2021 and
early 2022 saw a widespread loosening of public assembly restrictions and began to manifest a general return of consumer
confidence, travel and participation in all types of event and sports activities.
From the perspective of a potential new Amateur Sports Complex in Coachella Valley, it is important to consider how any new
facility product will be positioned following this highly-unusual period. Careful planning during this period could lead to significant
and cost-effective product development over the next economic recovery and growth cycle and beyond. Near-term planning,
marketing and sales efforts associated with the proposed sports facility project should be able to capitalize on this unique timing.
Subsequent operational planning will certainly take into account best practices facing such facilities in a post-COVID environment
(including emphasis on outdoor spaces, flex spaces, attendee/participant social distancing, PPE and other health/safety policies,
amenities and operating practices).
Given the timeline of facility development for any major Amateur Sports project in Coachella Valley would most likely represent
construction completion and commencement of operations in 2025 or later, the findings and conclusions presented herein
assume the amateur sports and sports tourism industry will have fully recovered to pre-pandemic levels and growth trends.
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DRAFT COPY
4
COMPARABLE
FACILITIES
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Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 52
COMPARABLE FACILITIES4
Outdoor Rectangle Field Complexes
A benchmarking analysis of selected comparable multi-sport
rectangle field complexes located throughout the country was
conducted. The comparable facilities reviewed were selected
based on their characteristics, space offerings and the size and
location of the markets in which they are located.
The exhibit below presents a summary of the 12 selected
comparable multi-sport rectangle field complexes and markets
analyzed.
Source: CSL research, interviews with facility management, facility websites, 2023.
Characteristics of Selected Comparable Rectangle Field Complexes
Overview
To assist in the market analysis, a set of comparable amateur sports facility products
were identified within a set of four groupings of facility type. A benchmarking
analysis, including selected case studies, was conducted for the identified
comparable facilities/complexes located throughout the country within each of the
product groupings. This chapter provides information on the various physical and
operational characteristics of comparable facilities. The data helps place potential
new amateur sports facility development in Coachella Valley within a comparable
context with respect to facility offerings, demographics and other related host market
features. The four groupings, indicated to the right, are presented herein in sequence
and are denoted with unique color schemes. While there are a wide variety of
amateur sports facility products serving broad-based as well as niche sports, these
groupings represent some of the most common and highly-utilized sports tourism-
oriented amateur sports facility products throughout the country.
Outdoor Rectangle Field Complexes
Outdoor Diamond Field Complexes
Indoor Court Facilities
Other Sports Tourism Assets
The level of population from which sports facilities will draw participants, both short-term and long-term, impacts the
utilization of the facilities. Household income is another important socioeconomic characteristic of host markets that
typically impacts amateur sports facility performance. Income levels can serve as an indication of area households’ ability to
support sports and recreation participation by paying league and registration fees and other costs associated with
participation. The affluence of area households can also impact the types of programming that will be most successful at a
new sports facility. Additionally, the regional corporate base (number of companies) also can play an important role in the
success of sports facilities in terms of sponsorships, advertising and other such opportunities.
Surface
Facility Name Location Adult Youth Total Type
1 James Cownie Soccer Complex Des Moines, IA 12 0 12 Grass
2 Great Park Sports Complex Irvine, CA 24 1 25 Grass / Turf
3 Lancaster National Soccer Center Lancaster, CA 25 10 35 Grass
4 MercyHealth Sportscore Two Loves Park, IL 26 3 29 Grass / Turf
5 Legacy Park Mesa, AZ 36 0 36 Turf
6 Scheels Overland Park Soccer Complex Overland Park, KS 12 0 12 Turf
7 Publix Sports Park Panama City Beach, FL 13 0 13 Grass / Turf
8 Reach 11 Sports Complex Phoenix, AZ 18 0 18 Grass / Turf
9 Phoenix Events Complex Phoenix, AZ (2)12 1 13 Grass
10 San Bernardino Sports Complex San Bernardino, CA 17 0 17 Grass
11 Kino Sports Complex Tucson, AZ 17 4 21 Grass
12 Grand Park Westfield, IN 31 0 31 Grass / Turf
AVERAGE 20 2 22
MEDIAN 18 0 20
Rectangle Fields
1
2
3
4
5
6
7
8,9
10
11
12
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Key demographic metrics associated with the host markets of each of the comparable rectangle field complexes are presented
in the exhibits below, sorted by 60-mile drive distances. Acrisure Arena in Palm Desert was identified as a center point for this
comparison, given its central location within the Coachella Valley. Importantly, Palm Desert ranks within the top three in
comparison to comparable facility markets within a 180-minute drive range which is important to note as that presents an
opportunity to host sports tourism events as Coachella Valley is a nearby location to major markets, such as Los Angeles and
San Diego. The level of population from which sports facilities will draw participants, both short-term and long-term, impacts the
utilization of the facilities. Case studies for the selected comparable facilities are provided on the pages that follow the
demographics comparison.
COMPARABLE FACILITIES4
Market Demographics of Selected Comparable Rectangle Field Complexes
Source: EsrI, 2023.
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
2 Irvine, CA 562,195 2,811,023 10,442,144 22,901,408 2 Irvine, CA $156,723 $147,125 $120,413 $122,421
10 San Bernardino, CA 468,706 1,519,379 5,923,766 23,161,237 10 San Bernardino, CA $84,756 $101,560 $113,480 $122,044
9 Phoenix, AZ 2 665,811 2,546,251 4,733,053 6,851,500 3 Lancaster, CA $83,910 $93,212 $112,954 $121,576
8 Phoenix, AZ 369,337 1,936,303 4,624,961 6,651,611 4 Loves Park, IL $99,690 $84,886 $109,384 $106,527
5 Mesa, AZ 450,180 1,642,424 4,250,569 6,711,853 8 Phoenix, AZ $112,059 $107,196 $106,171 $100,238
6 Overland Park, KS 309,003 1,238,741 2,326,245 5,932,132 9 Phoenix, AZ 2 $82,319 $90,876 $106,143 $99,378
12 Westfield, IN 144,534 644,627 2,268,118 15,438,084 5 Mesa, AZ $118,543 $107,392 $105,099 $100,035
4 Loves Park, IL 140,923 430,589 2,054,399 17,025,992 6 Overland Park, KS $142,730 $108,474 $103,084 $88,806
3 Lancaster, CA 238,424 426,824 1,399,212 21,802,454 Palm Desert, CA $121,031 $104,067 $100,300 $122,276
11 Tuscon, AZ 381,771 940,766 1,139,522 6,359,726 1 Des Moines, IA $69,465 $101,785 $98,562 $90,603
1 Des Moines, IA 152,118 603,448 927,387 4,949,939 12 Westfield, IN $144,582 $122,896 $96,602 $91,709
Palm Desert, CA 159,253 426,530 914,357 21,958,604 7 Panama City Beach, FL $90,537 $89,402 $91,619 $83,072
7 Panama City Beach, FL 56,206 148,202 257,945 2,466,795 11 Tuscon, AZ $62,525 $86,242 $88,377 $100,737
Average 328,300 1,240,700 3,362,300 11,687,700 Average $104,000 $103,400 $104,300 $102,300
Rank (out of 13)9 12 12 3 Rank (out of 13)4 6 9 2
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
2 Irvine, CA 39,312 160,949 453,769 1,017,093 2 Irvine, CA $1,094,504 $4,631,747 $13,237,145 $31,540,647
10 San Bernardino, CA 13,689 49,621 204,950 1,023,937 10 San Bernardino, CA $395,660 $1,577,538 $6,987,550 $31,774,668
9 Phoenix, AZ 2 11,602 68,292 132,083 191,387 9 Phoenix, AZ 2 $587,443 $2,865,878 $6,440,603 $8,965,781
8 Phoenix, AZ 12,334 74,601 130,746 185,520 8 Phoenix, AZ $583,817 $2,859,845 $6,317,025 $8,787,446
5 Mesa, AZ 8,109 43,740 124,135 188,010 5 Mesa, AZ $638,344 $2,278,612 $5,687,427 $8,860,222
6 Overland Park, KS 16,682 50,483 80,847 221,596 6 Overland Park, KS $590,243 $1,892,104 $3,345,633 $7,611,920
12 Westfield, IN 5,328 26,576 75,128 527,296 12 Westfield, IN $272,262 $1,110,570 $3,060,313 $20,159,776
4 Loves Park, IL 5,337 13,310 73,401 598,406 4 Loves Park, IL $202,695 $528,204 $3,033,849 $25,116,743
3 Lancaster, CA 7,309 9,694 38,916 954,490 3 Lancaster, CA $209,438 $408,348 $1,593,847 $29,503,200
1 Des Moines, IA 6,411 21,785 32,725 188,321 11 Tuscon, AZ $329,172 $1,159,499 $1,436,453 $8,379,475
11 Tuscon, AZ 14,286 28,238 31,663 174,866 1 Des Moines, IA $152,027 $851,269 $1,287,983 $6,611,825
Palm Desert, CA 9,300 16,814 28,521 976,106 Palm Desert, CA $286,414 $590,719 $1,133,311 $30,264,408
7 Panama City Beach, FL 4,260 8,414 13,452 99,941 7 Panama City Beach, FL $78,368 $195,301 $342,622 $2,975,425
Average 12,100 46,300 116,000 447,600 Average $427,800 $1,696,600 $4,397,500 $15,857,300
Rank (out of 13)7 10 12 3 Rank (out of 13)8 10 12 3
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
2 Irvine, CA $12,308 $52,810 $149,722 $353,294 2 Irvine, CA 64,976 281,900 887,118 2,090,139
10 San Bernardino, CA $4,175 $17,193 $77,902 $355,679 10 San Bernardino, CA 34,283 127,939 523,143 2,111,039
9 Phoenix, AZ 2 $6,012 $29,616 $68,180 $94,649 9 Phoenix, AZ 2 50,650 228,193 456,088 645,383
8 Phoenix, AZ $6,298 $30,263 $66,867 $92,815 8 Phoenix, AZ 40,287 193,258 446,612 629,001
5 Mesa, AZ $6,886 $24,172 $60,170 $93,577 5 Mesa, AZ 43,752 164,851 401,926 634,875
6 Overland Park, KS $6,641 $20,495 $36,309 $80,151 6 Overland Park, KS 35,772 125,672 238,842 589,963
4 Loves Park, IL $2,219 $5,602 $33,534 $273,889 12 Westfield, IN 16,320 70,438 223,880 1,509,356
12 Westfield, IN $3,126 $12,277 $32,748 $213,438 4 Loves Park, IL 14,700 40,592 217,744 1,723,937
3 Lancaster, CA $2,167 $4,344 $17,616 $330,950 3 Lancaster, CA 18,973 35,039 118,818 1,959,971
11 Tuscon, AZ $3,327 $12,229 $15,160 $88,381 11 Tuscon, AZ 32,446 90,862 107,820 602,432
1 Des Moines, IA $1,595 $9,383 $14,012 $69,937 1 Des Moines, IA 13,164 61,418 96,275 499,333
Palm Desert, CA $3,031 $6,254 $12,003 $338,802 Palm Desert, CA 15,186 35,062 77,328 2,001,663
7 Panama City Beach, FL $846 $2,095 $3,580 $29,271 7 Panama City Beach, FL 5,400 13,518 23,443 234,747
Average $4,600 $18,400 $48,000 $173,000 Average 30,900 119,500 311,800 1,102,500
Rank (out of 13)9 10 12 3 Rank (out of 13)10 11 12 3
Population Average Household Income
Number of Businesses Entertainment/Recreation Spending (in $000s)
Fees for Participant Sports on Trips (in $000s)Attend Sports Events
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James W. Cownie Park, located in Des Moines, represents the local
area’s largest outdoor rectangle field complex. Owned and operated by
Des Moines Parks and Recreation, Cownie Park opened in 1998 and is
located approximately ten minutes southeast of downtown Des Moines
near the Des Moines River.
James W. Cownie Soccer Park sits on over 60 acres and consists of 12
high-quality natural grass, full-sized soccer fields. Field maintenance is
handled by the Iowa Cubs under contract. The quality of Cownie Park
fields are highly regarded as some of the most playable fields in the
country.
There are lights and scoreboards on four fields while there is seating
available at three fields. Field 9 has 2,000 bleacher seats; Field 6
contains 750 bleacher seats; and Field 8 offers 400 bleacher seats.
This available seating is ideal for tournaments, championship games,
and hosting local colleges and high schools.
Fields at James W. Cownie Soccer Park serve as a home field for local
high schools and colleges in Des Moines, including Grand View
University, Drake University and Roosevelt, Lincoln, East high schools.
The facility offers a 1,500 square foot building that has a concessions
stand and indoor restrooms. Additionally, there are 1,200 parking spots
available with 806 of those being paved.
Since Cownie Soccer Park opened, a number of competitive rectangle
field complexes have been developed throughout the region and
country. Many of these complexes offer synthetic turf fields as part of
their complexes. Fast moisture draining, recovery and durability of
synthetic fields result in a significant reduction in cancelled
tournaments and games due to inclement weather relative to natural
grass/dirt fields. In recent years, there have been a number of
indications that Cownie Soccer Park is unable to accommodate a
growing level of local user group and tournament demand. With
respect to tournaments, an increasing number of high-impact
tournaments are selecting other facility complexes in competitive
destinations.
The City commissioned a feasibility study in 2019 to assess the
opportunity for expansion/improvement of Cownie Park. Study
findings indicated market support for an expansion that would add 12
synthetic turf, lighted fields at a nearby parcel walkable from the
existing complex, bringing the total number of fields to 24. The City
paused advanced planning related to the project upon the onset of the
COVID-19 pandemic, but is expected to revisit the expansion strategy in
2023 or 2024.
COMPARABLE FACILITIES4
FACILITY:James W. Cownie Soccer Park
COMP ID #:1
CITY, STATE:Des Moines, IA
OWNER:Des Moines Parks & Recreation
OPERATOR:Des Moines Parks & Recreation
YEAR OPENED:1998
COST (current $, in millions):$14.7
FIELDS (soccer/multisport):12
PLAYING SURFACE:Natural Grass
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The Great Park Sports Complex, located in Irvine, California, represents
one of the largest outdoor and indoor sports complexes in the state.
The complex is owned by the City of Irvine and operated by a non-profit
group, the Great Park Corporation. It opened in 2007 at a construction
cost of $38 million.
Great Park sits on a 1,300-acre site, 500 of which are completely
developed with 300 additional acres under development. The park
consists of 24 full-size adult fields and one youth rectangle field; six of
which are synthetic turf, and one is a championship field capable of
seating 5,000 spectators. Six of the soccer fields have lights and there
are 20-foot safety nets behind each goal.
The Park also offers 25 tennis/pickleball courts, five sand volleyball
courts, outdoor basketball courts, five softball fields and seven baseball
fields. Unique amenities on the grounds include its iconic giant balloon;
Hangar 244, a historical exhibit; an arts complex, a carousel, and a kids
play area. There is also the Great Park Ice & FivePoint Arena structure
which offers four sheets of ice, a restaurant, arcade, pro shop and
more amenities. Additionally, in 2022 the Wild Rivers Water Park
opened on the south end of the campus.
Planned developments at the park include an aviation museum, a
children’s museum, a fire museum, a nature-highlighting area, a
14,000-seat amphitheater, a 125-acre botanical garden, a veteran's
memorial, a library, a farm hub, and other attraction-based options.
Additions to the sports product of the campus will include an aquatics
facility, a field house, and increased food and beverage for these
facilities. Lastly, amenities to add include EV charging stations, shade
structures, community spaces, increased lighting, and general
improvements to grounds.
Tenants of the Park include several local teams, leagues, and
organizations. Regional, nationwide and national teams are attracted to
the grounds for tournaments. The championship soccer field’s primary
tenant is the Orange County SC, a tier 2 team of the USL. The ice
arena’s leading tenant is the Anaheim Ducks NHL team, who use the
arena for practice. The planned aquatics center will be the home of the
USA Olympic Water Polo Team.
COMPARABLE FACILITIES4
FACILITY:Great Park Sports Complex
COMP ID #:2
CITY, STATE:Irvine, CA
OWNER:City of Irvine
OPERATOR:Great Park Corporation
YEAR OPENED:2007
COST (current $, in millions):$68.4
FIELDS (soccer/multisport):25
PLAYING SURFACE:Natural Grass & Synthetic Turf
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Legacy Sports Park, located in Mesa, Arizona, represents one of the
largest private investments into youth and amateur sports facilities in
the country. The facility is owned by Legacy Cares and operated by
Legacy Sports USA. It was opened in 2022 at a construction cost of
$280 million. Legacy Park is on a 320-acre campus and is adjacent to
the Phoenix-Mesa Gateway Airport. The land it sits on offers the
organization capabilities to expand outward as needed in the future.
Outdoors, the Park offers 24 artificial turf rectangle fields, one of which
is a championship field capable of seating 3,000 spectators. It also
offers eight diamond fields that can convert into 16 little league
diamonds. Additionally, there are 41 outdoor pickleball courts, one of
which is a covered stadium with seating for up to 2,000 spectators.
There are 12 beach volleyball courts, a kids play center, and a 2.7-acre
lawn for concerts and large events.
Indoors, Legacy Sports Park offers 19 basketball courts convertible into
57 volleyball courts, 22 indoor futsal courts, a dance studio, cheer
center, gymnastics center, ninja warrior course, wellness center, fitness
center, a restaurant and more. Additionally, the park has a 75,000-
square foot Esports arena with an 80-game arcade and a 1,500-seat
viewing space.
All outdoor fields are lighted, synthetic turf, have scoreboards, PA
systems, and spectator viewing areas. Through the center of the
indoor facility is a zipline for visitors to get a quick look at everything
that is offered. The large lawn allows the group to program sizable
festivals, concerts, corporate events, farmers markets and more.
The Park is estimated to attract 4.3 million annual visitors. Visitors are
attracted through practices, tournaments, leagues, festivals, trainings,
events, shows, restaurant dining and more. Over the first 11 months of
operations, the Park has hosted approximately 250 sports
competitions and 50 special category events.
Planned developments for the grounds include expanding to 50 multi-
purpose rectangle fields, an 8,000-seat multi-purpose stadium, an
amphitheater, a soccer performance playground, 20 more sand
volleyball courts, six sand soccer fields, yoga studios, food courts, and
more.
COMPARABLE FACILITIES4
FACILITY:Legacy Sports Park
COMP ID #:5
CITY, STATE:Mesa, AZ
OWNER:Legacy Cares
OPERATOR:Legacy Sports USA
YEAR OPENED:2022
COST (current $, in millions):$280.0
FIELDS (soccer/multisport):36
PLAYING SURFACE:Synthetic Turf
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COMPARABLE FACILITIES4
Formerly known as Panama City Beach Sports Complex, Publix Sports
Park, located in Panama City Beach, Florida, opened in 2019. The
facility is owned by Panama City Beach and operated by Sports
Facilities Companies. The Park offers 13 configurable multipurpose
fields including nine synthetic turf fields and four natural grass
rectangle fields. The nine synthetic fields include five collegiate
baseball fields, three rectangle fields that can be converted into five
softball/youth baseball fields and one dedicated rectangle field. The
four of the five collegiate baseball fields can be converted into four
youth rectangle fields.
Additionally, the Park offers three concession areas, four bathroom
areas, an umpire/referee locker room and lounge, a warmup area and
over 1,000 parking spaces. Each field offers a scoreboard and lighting.
Two of the fields are championship fields with seating for up to 1,500
spectators each. Also offered are lounging pavilions, seven batting
cages, a scenic boardwalk, and free Wi-Fi spanning the full campus.
The $37 million Park was constructed through a partnership between
Bay County, the Panama City Beach Convention and Visitors Bureau
(PCBCVB) and a private developer. The developer donated the land, as
they have complementary investments in area hotels, restaurants and
other community assets. Bonds were issued by the PCBCVB, which
dedicated hotel/motel tax revenue to support debt service and Park
operations.
In a recent year of operations, the Park hosted tournaments on 46
weekends, attracting nearly 2,500 teams and 113,000 participants. The
Park operates with on an annual budget of approximately $1.8 million
(2023$). The most-hosted sports at the Park include soccer, baseball,
softball, lacrosse, football and field hockey. The operating group also
hosts leagues/programs in adult kickball, softball and flag football. Its
most notable tournaments and events include the Visit PBC College
Baseball Classis, the SpringFling College Women’s Lacrosse Event and
Spring Collegiate Softball. In 2021, the facility hosted an estimated 47
anchor events, with nearly 55 anchor events in 2022. The Park
estimates that it had 208,000 visitors from July 2019 to June 2022 and
generated about $170 million in total economic impact.
In June 2022, the County broke ground on a $2 million outdoor skate
park and is currently planning development of a 112,000-square foot
indoor sports complex that can operate as an emergency operations
center to help with post-disaster response times.
In 2022, Publix Super Markets purchased naming rights for the Park,
investing $100,000 annually over five years.
FACILITY:Publix Sports Park
COMP ID #:7
CITY, STATE:Panama City Beach, FL
OWNER:Panama City Beach
OPERATOR:Sports Facilities Companies
YEAR OPENED:2019
COST (current $, in millions):$41.6
FIELDS (soccer/multisport):13
PLAYING SURFACE:Natural Grass & Synthetic Turf
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COMPARABLE FACILITIES4
Outdoor Diamond Field Complexes
A benchmarking analysis of selected comparable diamond
field complexes located throughout the country was
conducted. The comparable facilities reviewed were selected
based on their characteristics, space offerings and the size
and location of the markets in which they are located.
The exhibit below presents a summary of the 12 selected
comparable diamond field complexes and markets analyzed.
Characteristics of Selected Comparable Diamond Field Complexes
Source: CSL research, interviews with facility management, facility websites, 2023.
As shown above, the median complex among the identified comparable diamond complex reviewed incorporates 12
diamond fields, with a slightly greater number of baseball fields than softball fields represented.
In terms of a comparison of demographic statistics, as shown on the following page, the Palm Desert site location ranks
roughly at the midpoint of the markets hosting the comparable diamond complexes in terms of most demographic metrics
evaluated. As with the previous comparable rectangle field complexes, Palm Desert’s ranking is in the top three within the
180-mile driving distance measurement.
1
2
3
4,5
6
7
8
9
10
11
12
Facility Name Location Adult Youth Adult Youth Total
1 Snedigar Sports Complex Chandler, AZ 2 2 6 0 10
2 Elizabethtown Sports Park Elizabethtown, KY 7 0 6 0 13
3 LakePoint Sports Emerson, GA 8 0 0 0 8
4 Fountain Valley Sports Park Fountain Valley, CA 0 4 11 0 15
5 Great Park Irvine, CA 4 0 8 0 12
6 Majestic Softball Park Las Vegas, NV 0 0 12 0 12
7 Lithia & Driveway Fields Medford, OR 3 0 7 0 10
8 Legacy Park Mesa, AZ 4 0 4 0 8
9 Publix Sports Park Panama City Beach, FL 5 5 0 0 10
10 Golden Eagle Sports Complex Sparks, NV 2 4 6 0 12
11 Kino Sports Complex Tuscon, AZ 8 2 0 0 10
12 Grand Park Sports Campus Westfield, IN 14 12 0 0 26
AVERAGE 5 2 5 0 12
MEDIAN 4 1 6 0 11
Baseball Fields Softball Fields
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Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 59
COMPARABLE FACILITIES4
Market Demographics of Selected Comparable Diamond Field Complexes
Source: Esri, 2023.
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
3 Emerson, GA 56,634 617,345 11,384,184 22,951,698 3 Emerson, GA $93,232 $110,427 $123,456 $122,409
12 Westfield, IN 144,534 644,627 10,442,144 22,901,408 12 Westfield, IN $144,582 $122,896 $120,413 $122,421
8 Mesa, AZ 450,180 1,642,424 4,595,137 6,837,004 6 Las Vegas, NV $111,998 $94,889 $117,828 $96,918
11 Tuscon, AZ 381,771 940,766 4,250,569 6,711,853 8 Mesa, AZ $118,543 $107,392 $105,266 $99,541
6 Las Vegas, NV 499,423 1,877,426 3,686,193 14,332,339 10 Sparks, NV $112,729 $99,938 $105,109 $112,352
1 Chandler, AZ 291,308 1,691,410 2,290,978 2,944,197 11 Tuscon, AZ $62,525 $86,242 $105,099 $100,035
4 Fountain Valley, CA 1,077,890 4,096,876 2,268,118 15,438,084 Palm Desert, CA $121,031 $104,067 $100,300 $122,276
2 Elizabethtown, KY 57,345 140,311 1,321,110 11,534,522 1 Chandler, AZ $128,495 $107,469 $98,180 $93,845
5 Irvine, CA 562,195 2,811,023 1,139,522 6,359,726 4 Fountain Valley, CA $127,662 $131,474 $96,602 $91,709
Palm Desert, CA 159,253 426,530 914,357 21,958,604 9 Panama City Beach, FL $90,537 $89,402 $91,619 $83,072
10 Sparks, NV 101,331 427,942 622,958 3,776,047 5 Irvine, CA $156,723 $147,125 $88,377 $100,737
7 Medford, OR 131,305 196,002 317,304 1,187,425 7 Medford, OR $82,480 $88,266 $84,914 $84,185
9 Panama City Beach, FL 56,206 148,202 257,945 2,466,795 2 Elizabethtown, KY $84,777 $79,334 $82,843 $92,975
Average 317,500 1,269,500 3,548,000 9,786,800 Average $109,500 $105,400 $101,600 $100,000
Rank (out of 13)7 10 10 3 Rank (out of 13)5 7 7 3
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
3 Emerson, GA 3,061 25,114 547,108 1,017,926 3 Emerson, GA $68,768 $870,645 $15,546,918 $31,587,038
12 Westfield, IN 5,328 26,576 453,769 1,017,093 12 Westfield, IN $272,262 $1,110,570 $13,237,145 $31,540,647
6 Las Vegas, NV 13,495 64,013 147,875 485,816 8 Mesa, AZ $638,344 $2,278,612 $6,156,285 $8,981,541
8 Mesa, AZ 8,109 43,740 130,151 191,285 6 Las Vegas, NV $750,106 $2,271,874 $5,835,738 $19,092,547
11 Tuscon, AZ 14,286 28,238 124,135 188,010 11 Tuscon, AZ $329,172 $1,159,499 $5,687,427 $8,860,222
4 Fountain Valley, CA 61,784 210,485 75,128 527,296 4 Fountain Valley, CA $1,469,439 $5,927,237 $3,060,313 $20,159,776
1 Chandler, AZ 7,369 52,642 72,163 91,296 1 Chandler, AZ $475,918 $2,369,759 $2,888,356 $3,613,209
2 Elizabethtown, KY 2,782 4,758 51,774 395,315 2 Elizabethtown, KY $69,071 $156,861 $1,616,717 $15,273,899
5 Irvine, CA 39,312 160,949 31,663 174,866 5 Irvine, CA $1,094,504 $4,631,747 $1,436,453 $8,379,475
Palm Desert, CA 9,300 16,814 28,521 976,106 Palm Desert, CA $286,414 $590,719 $1,133,311 $30,264,408
10 Sparks, NV 1,256 15,661 22,765 138,634 10 Sparks, NV $145,327 $586,135 $900,136 $5,437,772
7 Medford, OR 6,685 9,365 13,882 49,132 7 Medford, OR $154,112 $245,008 $392,057 $1,456,444
9 Panama City Beach, FL 4,260 8,414 13,452 99,941 9 Panama City Beach, FL $78,368 $195,301 $342,622 $2,975,425
Average 14,000 54,200 140,300 364,700 Average $462,100 $1,816,900 $4,758,300 $13,113,200
Rank (out of 13)5 9 10 3 Rank (out of 13)7 9 10 3
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
3 Emerson, GA $745 $9,439 $176,112 $353,821 3 Emerson, GA 5,536 66,217 991,259 2,094,622
12 Westfield, IN $3,126 $12,277 $149,722 $353,294 12 Westfield, IN 16,320 70,438 887,118 2,090,139
8 Mesa, AZ $6,886 $24,172 $65,161 $94,855 8 Mesa, AZ 43,752 164,851 437,435 646,014
6 Las Vegas, NV $8,127 $23,871 $61,866 $195,323 11 Tuscon, AZ 32,446 90,862 401,926 634,875
11 Tuscon, AZ $3,327 $12,229 $60,170 $93,577 6 Las Vegas, NV 51,852 174,368 377,120 1,416,142
4 Fountain Valley, CA $16,718 $67,267 $32,748 $213,438 4 Fountain Valley, CA 96,438 379,917 223,880 1,509,356
1 Chandler, AZ $5,166 $24,933 $30,527 $38,261 1 Chandler, AZ 30,377 169,676 214,931 267,750
2 Elizabethtown, KY $751 $1,622 $16,697 $157,849 2 Elizabethtown, KY 5,588 13,672 125,783 1,157,321
5 Irvine, CA $12,308 $52,810 $15,160 $88,381 5 Irvine, CA 64,976 281,900 107,820 602,432
Palm Desert, CA $3,031 $6,254 $12,003 $338,802 Palm Desert, CA 15,186 35,062 77,328 2,001,663
10 Sparks, NV $1,599 $6,148 $9,610 $59,222 10 Sparks, NV 10,556 41,999 62,581 379,073
7 Medford, OR $1,637 $2,643 $4,256 $15,679 7 Medford, OR 12,670 19,198 29,370 112,821
9 Panama City Beach, FL $846 $2,095 $3,580 $29,271 9 Panama City Beach, FL 5,400 13,518 23,443 234,747
Average $5,100 $20,000 $52,100 $141,100 Average 31,300 123,900 323,600 928,800
Rank (out of 13)8 9 10 3 Rank (out of 13)8 10 10 3
Fees for Participant Sports on Trips (in $000s)Attend Sports Events
Population Average Household Income
Number of Businesses Entertainment/Recreation Spending (in $000s)
130
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 60
LakePoint Sports is a multipurpose sports facility in Emerson, Georgia.
The facility is owned by Rimrock Capital Management and is operated
by LakePoint Sports. Opening in 2014, LakePoint Sports is a 1,300-acre
sports facility equipped to host over 30 sports year-round including
baseball, basketball, volleyball, soccer, lacrosse, football, gymnastics,
and cheer. With both indoor and outdoor sports facilities, hotels,
restaurants, offices, living, and other developments, the entire private
campus is slated to cost a total of $1 billion.
The outdoor facilities consist of eight full-size adult baseball fields, 10
pro-regulation sand volleyball courts, a three-lake wake park, and three
multipurpose rectangular fields. Both the baseball and rectangular
fields offer Shaw Sports synthetic turf, designed to accurately imitate
the bounce of the ball off of real dirt and grass. The rectangular fields
are all equipped with Musco LED lighting.
The sand volleyball complex includes on-site showers and bathrooms
and a cooling area for participants, Musco LED lights, and a state-of-
the-art electronic scoreboard and tournament tracker for the players.
There is a full-service concession stand and shade under a two-level
permanent cabana.
Lastly, the Terminus Wake Park is Georgia’s first cable wake venue
aimed to target any skill level. It consists of two full-sized cable lakes
and a smaller cable lake aimed to train new riders. An inflatable aqua
park can be added as an obstacle course on the water.
The 170,000-square foot indoor facility offers 12 hardwood basketball
courts that can be converted into 24 volleyball courts, each with digital
scoreboards. Additionally, the indoor facilities can host corporate
events, conventions, trade shows, and more. It also contains nine
meeting rooms that can be separated of combined as well as a food
court, and mezzanine seating.
COMPARABLE FACILITIES4
FACILITY:LakePoint Sports
COMP ID #:3
CITY, STATE:Emerson, GA
OWNER:Rimrock Capital Management
OPERATOR:LakePoint Sports
YEAR OPENED:2014
COST (current $, in millions):N/A
FIELDS (diamond):8
FIELDS (rectangle/other):3
131
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 61
The Fountain Valley Sports Park is a multi-purpose recreational facility
located in Fountain Valley, California. The facility is owned by the City
of Fountain Valley and operated by Fountain Valley Parks & Recreation.
The facility features 15 diamond fields, four youth baseball fields and
11 adult softball fields. The baseball fields have a grass infield while
the softball fields contain dirt infields. In addition to the diamond fields,
Fountain Valley Sports Park also offers 12 tennis courts and four
dedicated pickleball courts. On two of the tennis courts, there are
pickleball courts lined as well, resulting in 12 lined pickleball courts
available.
Fountain Valley Sports Park serves athletes of various sports as there
are six lighted outdoor basketball courts and four lined soccer fields.
Also included in the facility is a playground, which is expected to be
renovated as a universally accessible playground is to be built. The
play area is expected to cost about $1.72 million. The play space will
have features such as a sensory garden and musical equipment for
independent play.
The facility has hosted several tournaments, league play games, and
serves as a practice facility for various youth organizations. Fountain
Valley Girls Fastpitch Softball and Fountain Valley Pony Baseball utilize
fields for their league games and annual tournaments. National
Championship Sports Baseball hosts three tournaments annually,
which serves athletes 9U to 14U. In addition to baseball and softball
events, the space at Fountain Valley Sports Park is also programmed
for soccer tournaments such as the AYSO Region 5 Holiday Classic.
On the campus of Fountain Valley Sports Park there is a large grass
area with lights, known as the Great Lawn. On an annual basis, major
entertainment events are held on the lawn that draw thousands of
guests for fun activities, live entertainment, local cuisine and more. A
few examples include the OC Cajun Food & Music Celebration, BBQ
Music Fest, Long Beach Crawfish Festival, The Original Lobster
Festival, and Fountain Valley Summerfest.
COMPARABLE FACILITIES4
FACILITY:Fountain Valley Sports Park
COMP ID #:4
CITY, STATE:Fountain Valley, CA
OWNER:City of Fountain Valley
OPERATOR:Fountain Valley Parks & Recreation
YEAR OPENED:N/A
COST (current $, in millions):N/A
FIELDS (diamond):15
FIELDS (rectangle/other):4
132
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 62
The Kino Sports Complex located in Tucson, Arizona is owned by Pima
County and operated by the Pima County Stadium District. The
complex originally opened in 1998 at a cost of $38 million as the
Tucson Electric Park before being renamed to the Kino Sports Complex
in 2010. The facility consists of over 300 acres and offers a variety of
sports fields, amenities, and parking.
The complex contains eight full-size baseball fields and two youth
baseball fields. One of the full-size fields is the Kino Veterans Memorial
Stadium which has seating for 11,500 spectators and can be used for
concerts.
The Complex offers 22 total rectangle fields, 13 of which are full-size
soccer fields. The North Grandstand soccer field has bleacher style
seating for up to 1,000 people and the North Stadium has seating for
3,200, lights, a press box, restrooms, and a scoreboard.
The facilities also include parking for over 5,000 vehicles, an indoor
event center, a basketball court, three clubhouses. In 2020, indoor
batting cages and 20 pickleball courts were included to the list of
facilities.
Kino Sports Complex hosts large events such as the Fort Lowell
Shootout youth soccer tournament, which attracted over 300 youth
teams in 2022. The Pathway Fall Classic youth baseball tournament
drew 30 teams to the complex and the Arizona Pickleball Open is a
weekend pickleball tournament that is growing in popularity.
COMPARABLE FACILITIES4
FACILITY:Kino Sports Complex
COMP ID #:11
CITY, STATE:Tucson, AZ
OWNER:Pima County
OPERATOR:Pima County Stadium District
YEAR OPENED:1998
COST (current $, in millions):$97.4
FIELDS (diamond):10
FIELDS (rectangle/other):22
133
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 63
Grand Park is a multi-purpose sports facility located in Westfield,
Indiana. The facility is owned by the City of Westfield and operated by
the Indiana Bulls and Indiana Sports Properties. Opening in 2014,
Grand Park is situated on 400 acres of land. The $49 million complex
is appealing to sports tourism events as its adjacent to Grand Park
Village, a 220-acre entertainment district. There are construction
projects that began in 2022 for the mixed-use retail district. The
concept for Grand Park Village included a New England-style
community with shops, restaurants, entertainment venues and
multifamily housing surrounding a 15-acre lake with a boardwalk.
The goal was to fund it entirely through TIF and sponsorship revenues,
but the City Council lent the project $6 million from an infrastructure
fund. Ultimately, the $8.5 million fieldhouse opened in January 2016
while the $20 million privately-funded, 370,000 square-foot event center
opened Summer 2016, is being leased by the City for 25 years at $53
million (with interest).
Outside, the facility features 26 diamond fields and 31 multi-purpose
rectangle fields, which are primarily used for soccer. Eight of the multi-
purpose fields are lighted. In addition to lined fields, Grand Park also
offers two unlined field areas, which are ready to use for impromptu
sports purposes. Indoors, the facility houses three more multi-purpose
rectangle fields. There is also a small amount of space for court sports
and athlete development. For customers’ convenience, Grand Park
features seven concession areas spread throughout the park.
It is estimated that Grand Park attracts more than a half million
athletes and spectators annually, hosting in excess of 75 major
tournaments.
One cautionary aspect of the project that is often discussed relates to
the initial mismatch between the large size of the complex when it
opened and the available hotel product support within the city of
Westfield. Hotel room night demand during many tournaments
extended to hotel properties outside Westfield itself, which displaced
economic impact outside of the municipality that provided the funding
for the facility project. In recent years, additional hotels, restaurants
and retail offerings have materialized in Westfield near the site, and
more development is planned.
COMPARABLE FACILITIES4
FACILITY:Grand Park
COMP ID #:12
CITY, STATE:Westfield, IN
OWNER:City of Westfield
OPERATOR:City of Westfield
YEAR OPENED:2014
COST (current $, in millions):$121.0
FIELDS (diamond):26
FIELDS (rectangle/other):31
134
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 64
COMPARABLE FACILITIES4
As shown in the above exhibit, the median indoor court complex among the identified comparable set reviewed incorporates
11 basketball courts and/or 20 volleyball courts. In terms of a comparison of demographic statistics, as shown on the
following page, the Coachella Valley market ranks similarly near the midpoint across various metrics.
Indoor Court Facilities
A benchmarking analysis of selected comparable indoor
court facilities located throughout the country was
conducted. The comparable facilities reviewed were
selected based on their characteristics, space offerings and
the size and location of the markets in which they are
located.
The exhibit below presents a summary of the 12 selected
indoor court facilities and markets analyzed.
Characteristics of Selected Comparable Indoor Court Facilities
Source: CSL Research, Facility Management, 2023.
7
1
2
3
4
5 6
8 9
10 1211
Facility Name Location Basketball Volleyball
1 TBK Bank Sportsplex Bettendorf, IA 8 8
2 LakePoint Sports Emerson, GA 12 24
3 Fieldhouse USA Frisco, TX 12 12
4 Alachua County Sports Complex Gainesville, FL 13 18
5 Rocky Top Sports World Gatlinburg, TN 6 12
6 Greensboro Sportsplex Greensboro, NC 8 8
7 Momentous Sports Center Irvine, CA 21 22
8 Legacy Park Mesa, AZ 19 57
9 Myrtle Beach Sports Center Myrtle Beach, SC 8 16
10 UW Sports Factory Rockford, IL 8 16
11 The Roebbelen Center Roseville, CA 12 24
12 Cedar Point Sports Center Sandusky, OH 10 18
AVERAGE 11 20
MEDIAN 11 17
Courts
135
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 65
COMPARABLE FACILITIES4
Market Demographics of Selected Comparable Indoor Court Facilities
Source: Esri, 2023.
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
7 Irvine, CA 874,315 3,371,619 11,667,054 22,978,800 7 Irvine, CA $143,830 $144,777 $119,779 $122,380
3 Frisco, TX 408,152 1,981,009 6,850,527 11,915,518 2 Emerson, GA $93,232 $110,427 $117,828 $96,918
8 Mesa, AZ 450,180 1,642,424 4,250,569 6,711,853 11 Roseville, CA $130,011 $117,916 $117,023 $146,108
2 Emerson, GA 56,634 617,345 3,686,193 14,332,339 3 Frisco, TX $161,058 $136,935 $113,943 $101,727
11 Roseville, CA 385,714 1,382,244 2,762,767 14,108,338 8 Mesa, AZ $118,543 $107,392 $105,099 $100,035
6 Greensboro, NC 228,391 684,738 2,214,973 12,656,181 Palm Desert, CA $121,031 $104,067 $100,300 $122,276
10 Rockford, IL 199,802 356,139 1,300,387 16,641,786 10 Rockford, IL $74,908 $86,153 $99,054 $106,909
12 Sandusky, OH 46,120 144,807 1,142,518 17,598,981 1 Bettendorf, IA $117,181 $91,064 $86,521 $107,653
Palm Desert, CA 159,253 426,530 914,357 21,958,604 6 Greensboro, NC $79,022 $84,354 $85,499 $90,438
4 Gainesville, FL 142,459 288,153 883,682 13,049,580 12 Sandusky, OH $76,297 $83,765 $85,268 $91,905
1 Bettendorf, IA 95,997 347,163 694,105 15,387,975 9 Myrtle Beach, SC $84,510 $85,035 $83,312 $83,760
9 Myrtle Beach, SC 86,459 286,670 493,561 4,893,955 5 Gaitlinburg, TN $72,633 $73,910 $77,995 $80,995
5 Gaitlinburg, TN 4,883 22,553 182,758 5,577,504 4 Gainesville, FL $79,620 $86,090 $77,280 $91,413
Average 248,259 927,072 3,010,758 12,987,734 Average $102,570 $100,652 $97,383 $101,687
Rank (out of 13)7 7 9 2 Rank (out of 13)4 6 6 3
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
7 Irvine, CA 62,212 185,117 502,022 1,018,777 7 Irvine, CA $1,391,676 $5,457,287 $14,823,548 $31,628,384
3 Frisco, TX 14,972 86,764 256,051 428,613 3 Frisco, TX $777,983 $3,490,582 $9,689,415 $15,664,606
2 Emerson, GA 3,061 25,114 147,875 485,816 2 Emerson, GA $68,768 $870,645 $5,835,738 $19,092,547
8 Mesa, AZ 8,109 43,740 124,135 188,010 8 Mesa, AZ $638,344 $2,278,612 $5,687,427 $8,860,222
11 Roseville, CA 12,979 57,872 99,627 567,219 11 Roseville, CA $617,093 $2,096,649 $3,966,050 $24,960,127
6 Greensboro, NC 10,855 29,272 80,474 455,758 6 Greensboro, NC $246,794 $823,598 $2,741,289 $16,404,893
10 Rockford, IL 6,840 10,851 42,205 582,381 10 Rockford, IL $221,839 $438,017 $1,758,456 $24,591,906
12 Sandusky, OH 2,173 5,864 37,323 600,821 12 Sandusky, OH $55,485 $191,226 $1,487,878 $23,763,370
4 Gainesville, FL 5,145 11,439 30,885 534,934 Palm Desert, CA $286,414 $590,719 $1,133,311 $30,264,408
Palm Desert, CA 9,300 16,814 28,521 976,106 4 Gainesville, FL $156,582 $351,647 $988,043 $16,835,482
1 Bettendorf, IA 4,297 12,754 26,166 545,171 1 Bettendorf, IA $162,115 $472,055 $909,864 $22,901,755
9 Myrtle Beach, SC 5,394 13,061 19,805 170,130 9 Myrtle Beach, SC $112,469 $380,476 $645,693 $5,897,406
5 Gaitlinburg, TN 696 2,172 6,661 193,059 5 Gaitlinburg, TN $5,953 $25,088 $217,638 $6,851,413
Average 11,394 40,335 114,436 480,891 Average $371,258 $1,406,323 $4,062,587 $18,121,009
Rank (out of 13)5 7 10 2 Rank (out of 13)5 7 9 2
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
7 Irvine, CA $15,553 $62,473 $167,280 $354,243 7 Irvine, CA 87,472 335,848 990,940 2,097,496
3 Frisco, TX $8,840 $38,482 $103,769 $162,804 3 Frisco, TX 46,315 223,392 679,180 1,147,857
2 Emerson, GA $745 $9,439 $61,866 $195,323 8 Mesa, AZ 43,752 164,851 401,926 634,875
8 Mesa, AZ $6,886 $24,172 $60,170 $93,577 2 Emerson, GA 5,536 66,217 377,120 1,416,142
11 Roseville, CA $6,872 $22,758 $43,833 $279,875 11 Roseville, CA 41,759 142,404 281,053 1,412,490
6 Greensboro, NC $2,582 $8,636 $28,147 $164,843 6 Greensboro, NC 21,403 68,798 220,962 1,249,733
10 Rockford, IL $2,318 $4,665 $19,109 $268,331 10 Rockford, IL 17,448 34,013 130,433 1,683,629
12 Sandusky, OH $592 $2,052 $15,959 $252,629 12 Sandusky, OH 4,237 14,270 113,949 1,757,682
Palm Desert, CA $3,031 $6,254 $12,003 $338,802 4 Gainesville, FL 17,127 31,716 80,941 1,248,295
4 Gainesville, FL $1,625 $3,737 $9,902 $174,868 Palm Desert, CA 15,186 35,062 77,328 2,001,663
1 Bettendorf, IA $1,820 $5,098 $9,632 $249,583 1 Bettendorf, IA 10,515 33,874 69,151 1,559,938
9 Myrtle Beach, SC $1,179 $4,086 $6,602 $58,394 9 Myrtle Beach, SC 8,576 27,471 45,450 460,482
5 Gaitlinburg, TN $72 $277 $2,134 $66,425 5 Gaitlinburg, TN 408 2,130 17,354 533,146
Average $4,090 $15,490 $44,034 $193,408 Average 25,379 95,415 284,038 1,266,814
Rank (out of 13)5 7 9 2 Rank (out of 13)8 7 10 2
Population Average Household Income
Fees for Participant Sports (in $000s)Attend Sports Events
Number of Businesses Entertainment/Recreation Spending (in $000s)
136
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 66
Fieldhouse USA is an indoor amateur sports complex located in Frisco,
Texas. The facility is owned by the City of Frisco and is operating under
lease by Fieldhouse USA, a private operator of similar facilities
throughout Texas and the region. Fieldhouse USA is operating under an
initial lease term of 22 years plus two 10-year extensions.
Fieldhouse USA is comprised of 12 full-sized basketball courts that can
be reconfigured for 12 or more volleyball courts. It also offers
approximately 20,000 square feet of turf space for field sports games,
training, camps and clinics. The facility includes three-tiered bleachers
on each court that can hold 300 people but can also be adjusted to
have larger capacities on select courts if desired.
Also included in the facility are a 5,000 square-foot food court, retail
space, large screen LCD televisions on each court, a 10,000 square-foot
athletic training facility, and a sporting goods store. The Fieldhouse also
house an EXOS (formerly Athletes’ Performance) training facility. EXOS
is an industry leader in integrated performance training, nutrition and
physical therapy for elite and professional athletes. EXOS offers
programs and services for professional, amateur, tactical, collegiate,
high school and youth athletes, business executives and industry
professionals.
Sports Village USA, LLC (SVUSA), the developer of the project, donated
the acreage for Fieldhouse USA, valued at $5 million. The City of Frisco
issued $12.5 million in municipal bonds for development of the facility.
SVUSA leases the facility from the city for an annual fee that will pay the
debt service on the bonds. SVUSA operates the facility as a for-profit
enterprise and receives all revenue for rentals and concessions.
A new agreement was negotiated in 2011 providing that Sports Village
Holdings, LLC will pay the city $110,000 quarterly. The quarterly
payments increased to $260,150 beginning in 2016. By 2033, the lease
payments to the city are anticipated to total $25.8 million. By the fourth
year of operation, Fieldhouse USA began to generate an operating profit,
meeting the terms of the renegotiated lease agreement.
In a typical pre-pandemic year, Fieldhouse USA Frisco generates
approximately 15,000 in annual hotel bookings through more than 30
tournaments and 25,000 tournament participants hosted annually. In
terms of volleyball tournaments, the facility typically hosts five annual
tournaments with an average of 100 teams and 1,200 spectators. In
terms of basketball tournaments, the facility typically hosts 25
tournaments annually with an average of 80 teams and 1,000
spectators. Overall, the facility is estimated to have generated more
than 150,000 hotel rooms in Frisco since its opening.
COMPARABLE FACILITIES4
FACILITY:Fieldhouse USA
COMP ID #:3
CITY, STATE:Frisco, TX
OWNER:City of Frisco
OPERATOR:Fieldhouse USE
YEAR OPENED:2009
COST (current $, in millions):$29.1
COURTS (bball / vball):45,272
INDOOR TURF (SF):20,000
137
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 67
The Roebbelen Center, located in Roseville, California broke ground in
January of 2019 and opened in February 2020. The Center is owned by
Placer County and operated by Placer Valley Tourism. It is located less
than 30 miles from Sacramento International Airport, just off Interstate
80, conveniently situated roughly halfway between Lake Tahoe and San
Francisco.
The Roebbelen Center is one of the facilities on the campus of @the
Grounds. There are a variety of unique venue rentals available on the 55-
acre campus of @the Grounds such as The All-American Speedway,
Attaway Pavilion, and meeting spaces like Johnson Hall. The spaces are
available for individual rentals as well as a campus-wide rental to
promote a cohesive experience ideal for large trade shows, festivals, or
concerts.
Offering 160,000 square feet of indoor space, the Roebbelen Center
features 12 basketball courts, convertible to 24 volleyball courts. There is
a 10,000 square foot lobby space for players and families to congregate
in-between competitions.
Other facility amenities include eight flexible meeting rooms which can
host meetings up to 6,000 people. A potential future expansion is under
consideration that would add 30,000 square feet of event space.
A variety of volleyball and basketball sports tourism events are brought
to the Roebbelen Center on an annual basis. Under Armour Future Circuit
Basketball, Nor Cal Invitational Volleyball, Hoopin’ at the Grounds, and
WCVBA Girls Power League are a few examples. As a campus, @the
Grounds hosts community events and expos such as the Placer County
Fair, 4th of July Fireworks, Family Farm Expo, and the Sacramento Sports
Card & Autograph Expo. The Johnson Lawn, located adjacent to The
Roebbelen Center is the site of these outdoor events.
Formally known at The Placer Valley Event Center it became The
Roebbelen Center under a naming rights sponsorship with Roebbelen,
the largest general contractor based in the Sacramento Region. The
financial terms of the sponsorship were not released; however, it can be
expected to remain The Roebbelen Center until 2040.
COMPARABLE FACILITIES4
FACILITY:The Roebbelen Center
COMP ID #:11
CITY, STATE:Roseville, CA
OWNER:Placer County
OPERATOR:Placer Valley Tourism
YEAR OPENED:2020
COST (current $, in millions):$36.8
COURTS (bball / vball):12 / 24
INDOOR TURF (SF):--
138
Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 68
Located in Irvine, California, Momentous Sports Center is a major
indoor sports facility owned by Michael Rangel. The Center opened in
2016 and is operated by Momentous Sports Center.
Momentous Sports Center offers 21 basketball courts, 22 volleyball
courts and 21 indoor futsal courts. Out of the 21 basketball courts, 16
are full-size high school courts, two are full-size NBA courts, and 3
courts are flexible where the basketball hoops can be lowered to 8’ tall.
The volleyball courts all have 18’ from the service line to the net or the
wall for maximum jump serving. The complex has 34’ ceiling clearance
which is essential for hosting national and regional sanctioned events.
Other facility amenities include 21 high speed wireless hot spots and
LiveBarn as a partner, which allows for live and on demand streaming
of sporting events. Each court has its own electronic scoreboard that
is viewable anywhere in the facility. Momentous Sports Center has 350
parking spaces on-site and 200 parking spaces across the street at a
company lot.
Additionally, there is a full-service, air-conditioned restaurant inside the
Momentous Sports Center, offering convenience for players and
families during weekend tournaments. The restaurant includes a
coffee/juice bar, food stations and grab-and-go options. Outside the
restaurant is a dining room which seats 500 guests and includes eight
big screen TVs.
Courts at Momentous Sports Center can be rented for $75/hour during
peak weekday hours (4pm to 10pm) and anytime on the weekend.
From 10am to 4pm on weekdays, the rental rates are $60/hour per
court.
Momentous Sports Center is home to Magic Elite Basketball and
Momentous Volleyball Club. In addition to a few primary tenants,
Momentous Sports Center hosts summer sports day camps, beginner
futsal camps, and basketball and volleyball camps for various skills
levels.
COMPARABLE FACILITIES4
FACILITY:Momentous Sports Center
COMP ID #:7
CITY, STATE:Irvine, CA
OWNER:Michael Rangel
OPERATOR:Momentous Sports Center
YEAR OPENED:2016
COST (current $, in millions):N/A
COURTS (bball / vball):21 / 22
INDOOR TURF (SF):--
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The Cedar Point Sports Center in Sandusky, Ohio opened in January of
2020. The facility is owned by Cedar Point Fair, an amusement park
operator, and is operated by Sports Facilities Companies (SFC). The
Center is located adjacent to its outdoor counterpart, Sports Force
Parks, which is oriented around soccer, baseball and softball. The
facility is built on the land which hosted the former Griffing-Sandusky
Airport. Additionally, the facility is three miles east of the Cedar Point
Amusement Park, which shares the same owner.
The 145,000-square foot facility offers 10 basketball courts, which can
be converted in 20 volleyball courts. One of these courts acts as a
Championship Court with higher seating levels. The campus offers a
sports medicine center, which is funded and run by Firelands Regional
Medical Center. Additionally, the facility has a Family Entertainment
Center with climbing walls, an arcade and a Ninja Warrior Course.
The project began construction in summer 2018 and wrapped up
construction in January 2020. The majority of the funding for the
project was public, with $23 million coming from Erie County and $2.25
million from the City of Sandusky. Cedar Fair made a significant capital
contribution (including 25 acres of land), which totaled to $6.75 million.
The facility was designed to host up to 150 volleyball teams at a single
tournament and 100 basketball teams at a single tournament. The
facility targets basketball and volleyball, but has capabilities to host
wrestling, futsal and more.
Sports Force Parks is estimated to generate an economic impact of $40
million annually. With the addition of the Cedar Point Sports Center,
economic impact between the two is expected to reach $60 million
annually. Additionally, the Center is expected to attract 70,000 new
visitors to Sandusky annually. All athletes competing at the facility will
receive a free pass to the Cedar Point Amusement Park, with hopes of
generating additional revenue to the surrounding economy.
COMPARABLE FACILITIES4
FACILITY:Cedar Point Sports Center
COMP ID #:12
CITY, STATE:Sandusky, OH
OWNER:Cedar Point Fair
OPERATOR:Sports Facilities Companies
YEAR OPENED:2020
COST (current $, in millions):$32.4
COURTS (bball / vball):10 / 18
INDOOR TURF (SF):--
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Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 70
COMPARABLE FACILITIES4
Characteristics of Selected Comparable Other Sports Tourism Assets
As shown in the above exhibit, the median indoor turf and/or track facility among the identified comparable set reviewed
integrates just over 31,500 square feet of indoor turf space. The facilities reviewed include an average of three (3) basketball
courts, seven (7) volleyball courts, and four (4) pickleball courts. Four of the facilities incorporate an indoor track—all of which
represent 200-meter tracks, with some offering banked tracks with state-of-the-industry Mondo track surfaces. Three of the
facilities listed above offer pickleball courts at a dedicated facility, with examples of indoor, outdoor, and a mix of
indoor/outdoor courts.
In terms of a comparison of demographic statistics, as shown on the following page, the Coachella Valley market ranks first
in population and number of businesses within a 180-minute drive time. A population base of almost 22 million within a 3-
hours’ drive presents an opportunity to draw teams from nearby major markets to sports tourism events at a new destination,
Coachella Valley.
Other Comparable Facilities
A benchmarking analysis of selected comparable other
facilities (court, turf, track and miscellaneous) located
throughout the country was conducted. The comparable
facilities reviewed were selected based on their
characteristics, space offerings and the size and location of
the markets in which they are located.
The exhibit below presents a summary of the 12 selected
indoor turf and track facilities and markets analyzed.
Source: CSL Research, Facility Management, 2023.
1 2
3 4
5
6,12
7
8
9
10
11
Indoor
Indoor/Indoor Turf Track
Facility Name Location Outdoor Basketball Volleyball Pickleball Space (SF)(length)
1 Community First Champion Center Appleton, WI Indoor 8 14 0 0 none
2 Reggie Lewis Track and Athletic Center Boston, MA Indoor 1 2 0 0 200m
3 SpartaDome Crown Point, IN Indoor 0 0 0 122,000 none
4 The Plex South Fort Wayne, IN Indoor 0 0 0 72,000 none
5 Belknap Park Grand Rapids, MI Outdoor 0 0 21 0 none
6 Boo Williams Sportsplex Hampton, VA Indoor 8 16 0 0 200m
7 Prince George's Sports & Learning Complex Landover, MD Indoor 0 0 0 75,000 200m
8 Lucky Shots Pickleball Club Minneapolis, MN Indoor 0 0 12 0 none
9 Rocky Mount Event Center Rocky Mount, NC Indoor 8 16 0 0 none
10 Pickleball Playground Spokane, WA Indoor/Outdoor 0 0 14 0 none
11 The St. James Springfield, VA Indoor 4 9 0 110,000 none
12 Virginia Beach Sports Center Virginia Beach, VA Indoor 12 24 0 0 200m
AVERAGE 3.4 6.8 3.9 31,600
MEDIAN 0.5 1.0 0 0
Courts
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COMPARABLE FACILITIES4
Market Demographics of Selected Comparable Other Sports Complexes
Source: Esri, 2023.
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
7 Landover, MD 352,265 1,931,513 6,739,474 21,793,788 11 Springfield, VA $162,030 $177,679 $166,204 $128,728
11 Springfield, VA 460,747 1,967,056 5,885,267 17,850,450 7 Landover, MD $103,389 $134,792 $154,154 $126,258
2 Boston, MA 637,457 1,939,581 5,096,472 14,126,712 2 Boston, MA $144,102 $149,734 $146,544 $123,114
8 Minneapolis, MN 433,376 2,123,492 3,730,140 6,367,193 8 Minneapolis, MN $93,682 $116,221 $123,446 $108,739
3 Crown Point, IN 119,620 594,498 2,936,246 20,842,637 6 Hampton, VA $86,048 $92,004 $100,807 $119,921
5 Grand Rapids, MI 406,330 848,586 1,849,504 14,986,893 Palm Desert, CA $121,031 $104,067 $100,300 $122,276
6 Hampton, VA 280,315 661,426 1,785,019 7,870,101 12 Virginia Beach, VA $109,252 $98,415 $98,686 $99,106
12 Virginia Beach, VA 183,661 814,497 1,580,248 4,915,424 10 Spokane, WA $84,202 $88,309 $91,490 $90,560
9 Rocky Mount, NC 66,522 182,880 1,429,800 10,962,547 1 Appleton, WI $90,242 $92,198 $91,303 $105,940
1 Appleton, WI 202,294 433,716 987,610 8,017,615 3 Crown Point, IN $100,174 $91,979 $90,709 $102,370
Palm Desert, CA 159,253 426,530 914,357 21,958,604 5 Grand Rapids, MI $87,198 $96,051 $90,252 $93,030
4 Fort Wayne, IN 161,485 429,115 890,606 17,742,287 9 Rocky Mount, NC $65,010 $68,329 $88,854 $93,035
10 Spokane, WA 161,558 443,390 768,077 1,725,864 4 Fort Wayne, IN $78,037 $84,844 $83,038 $90,114
Average 288,800 1,030,800 2,806,500 12,266,800 Average $100,300 $107,500 $110,500 $106,700
Rank (out of 13)11 12 11 1 Rank (out of 13)3 5 6 4
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
7 Landover, MD 10,576 79,457 257,610 776,762 7 Landover, MD $441,118 $3,430,170 $13,361,812 $36,290,143
11 Springfield, VA 12,949 86,287 214,461 636,970 11 Springfield, VA $934,863 $4,738,637 $12,156,719 $30,321,343
2 Boston, MA 38,447 86,891 212,748 603,980 2 Boston, MA $1,270,258 $3,847,449 $9,659,157 $23,709,995
8 Minneapolis, MN 18,788 79,135 123,950 235,104 8 Minneapolis, MN $568,354 $3,420,896 $6,168,987 $9,869,620
3 Crown Point, IN 5,021 19,447 82,325 707,490 3 Crown Point, IN $161,942 $762,186 $3,596,484 $29,364,588
5 Grand Rapids, MI 16,633 28,652 61,948 507,009 6 Hampton, VA $349,099 $837,533 $2,443,809 $12,673,537
9 Rocky Mount, NC 3,084 7,203 58,551 384,846 5 Grand Rapids, MI $493,564 $1,081,769 $2,307,638 $19,887,620
6 Hampton, VA 8,931 16,782 56,893 267,201 12 Virginia Beach, VA $281,096 $1,088,716 $2,105,061 $6,775,309
12 Virginia Beach, VA 10,522 31,214 50,545 169,123 9 Rocky Mount, NC $66,861 $190,293 $1,808,966 $14,373,783
1 Appleton, WI 8,147 16,013 35,395 301,058 1 Appleton, WI $268,992 $578,251 $1,330,810 $12,054,953
4 Fort Wayne, IN 6,579 15,103 30,388 581,338 Palm Desert, CA $286,414 $590,719 $1,133,311 $30,264,408
Palm Desert, CA 9,300 16,814 28,521 976,106 4 Fort Wayne, IN $181,160 $520,827 $1,078,046 $22,815,869
10 Spokane, WA 4,404 16,614 26,514 58,007 10 Spokane, WA $183,997 $550,255 $978,639 $2,123,451
Average 12,000 40,200 100,900 435,700 Average $433,400 $1,753,900 $4,749,700 $18,355,000
Rank (out of 13)7 8 12 1 Rank (out of 13)7 9 11 3
Market 15-min 30-min 60-min 180-min Market 15-min 30-min 60-min 180-min
7 Landover, MD $4,706 $37,409 $149,430 $401,399 7 Landover, MD 30,795 199,972 751,064 2,365,051
11 Springfield, VA $10,608 $53,453 $137,281 $335,240 11 Springfield, VA 53,296 234,042 668,718 1,959,748
2 Boston, MA $13,939 $43,339 $109,904 $267,627 2 Boston, MA 73,333 213,654 571,266 1,572,064
8 Minneapolis, MN $6,000 $37,407 $68,596 $107,180 8 Minneapolis, MN 44,079 228,665 411,321 680,416
3 Crown Point, IN $1,784 $8,251 $38,461 $317,278 3 Crown Point, IN 12,206 57,725 262,409 2,077,390
6 Hampton, VA $3,673 $8,986 $26,583 $136,582 6 Hampton, VA 28,483 69,295 192,874 856,442
5 Grand Rapids, MI $5,270 $11,747 $24,432 $211,200 5 Grand Rapids, MI 37,178 85,884 185,108 1,440,549
12 Virginia Beach, VA $3,006 $11,703 $22,801 $71,663 12 Virginia Beach, VA 20,282 85,695 169,228 516,914
9 Rocky Mount, NC $650 $1,805 $18,102 $148,037 9 Rocky Mount, NC 5,634 16,041 138,903 1,107,174
1 Appleton, WI $2,946 $6,326 $14,350 $131,895 1 Appleton, WI 20,336 44,819 102,074 840,989
Palm Desert, CA $3,031 $6,254 $12,003 $338,802 4 Fort Wayne, IN 14,068 40,665 86,194 1,725,933
4 Fort Wayne, IN $1,888 $5,557 $11,244 $241,335 10 Spokane, WA 16,247 45,189 78,998 168,671
10 Spokane, WA $2,002 $5,951 $10,708 $22,985 Palm Desert, CA 15,186 35,062 77,328 2,001,663
Average $4,700 $19,300 $52,700 $199,400 Average 29,700 110,100 301,500 1,275,900
Rank (out of 13)7 10 11 2 Rank (out of 13)10 12 13 3
Fees for Participant Sports (in $000s)Attend Sports Events
Population Average Household Income
Number of Businesses Entertainment/Recreation Spending (in $000s)
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Owned by Tom Lapsley and Bobby Poursanidis, the Plex South opened
in 2000 becoming one of the largest and most versatile indoor sports,
recreation, and event facilities in the region. Located in Fort Wayne,
Indiana, the Plex South is comprised of two dome structures,
combining for over 100,000 square feet of indoor sports and
entertainment space. The Large Dome is 72,000 square feet with 70-
foot-high ceilings, one professional-sized multi-sport field with
synthetic, pro-style turf, and batting tunnels. The Mini Dome is 50’x40’
with multi-sport synthetic turf field and six batting cages. The facility
also contains 40 acres of outdoor recreation space.
The Plex South hosts multiple soccer, football, baseball, and softball
leagues and tournaments. In addition, the Plex South Large Dome is
often converted to a driving range for local golfers looking to practice.
Other than sports facilities, there is 10,000 square feet of banquet
space and a concession stand.
Anyone can rent parts of one dome, a whole dome or both domes at
the Plex South for private events or parties. During open hours,
customers can also pay for a single session at the driving range or in
the batting cages for varying prices and packages.
Due to severe weather, the dome collapsed in June of 2022 and had to
undergo a total rebuild but will reopen in October of 2023 with a brand-
new dome facility.
COMPARABLE FACILITIES4
FACILITY:The Plex South
COMP ID #:4
CITY, STATE:Fort Wayne, IN
OWNER:T. Lapsley & B. Poursanidis
OPERATOR:The Plex
YEAR OPENED:2000
COST (current $, in millions):N/A
INDOOR TURF (SF):72,000
INDOOR TRACK (type):N/A
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The Pickleball Playground in Spokane, Washington opened in August of
2022. The first dedicated pickleball facility in Greater Spokane is
owned and operated by private entities.
The facility offers five (5) indoor courts and nine (9) outdoor courts.
Three of the indoor courts are cushion courts surface which is easy on
the knees and joints, and two of them Pickleball Challenge courts, with
hard playing surfaces that align with USA Pickleball standards.
In order to consistently play at The Pickleball Playground, you need to
sign up for a membership, but there are also weekly drop-times for
people to just come in and play. There are currently over 700 active
members at The Pickleball Playground and participation numbers are
growing rapidly. Visiting non-members can register for open play,
organized play and competitive play for $16 per event. Walk-in visitors
may request a same-day reservation for $40 per hour.
Members at The Pickleball Playground can participate in lessons,
clinics, league play, and a variety of tournaments. In May 2023, there
are 10 scheduled tournaments and clinics such as Cinco de Mayo
Fiesta Pickleball Round Robin and Memorial Madness Minor League
Pickleball. There are events for beginner, intermediate and advanced
skill levels.
COMPARABLE FACILITIES4
FACILITY:The Pickleball Playground
COMP ID #:10
CITY, STATE:Spokane, WA
OWNER:Private
OPERATOR:Private
YEAR OPENED:2022
COST (current $, in millions):N/A
COURTS (pickleball):14
COURTS (indoor/outdoor):5 / 9
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The St. James located in Springfield, Virginia, opened in September of
2018. The facility is owned and operated by Kendrick Ashton and Craig
Dixon. This facility is the flagship of the three St. James locations, with
the other two facilities being extensions situated in Reston, Virginia and
Bethesda, Maryland. The St. James is just over 13 miles southwest of
downtown Washington D.C., which improves the facility’s marketability.
The 450,000-square foot facility sits on 20 acres of land and offers a
broad variety of sports, nutrition, wellness, play and retail programs.
The St. James offers 4 basketball courts, which can convert into nine
(9) volleyball courts. Additionally, the facility has 110,000 square feet
of turf space, 50-meter Olympic regulation-length pool, two NHL-
regulation size ice rinks, eight squash courts, seven golf simulators and
six batting cages.
Other facility amenities include a 50,000-square foot health club,
gymnastics center, sports medicine center, and Vim & Victor, a
restaurant on-site. Lastly, there is a children’s amusement center
named Super, Awesome & Amazing which offers over 30,000 square
feet of active entertainment. The entertainment includes unique
climbing structures, obstacle courses, esports gaming theater, virtual
reality center, and an indoor waterpark. This space is utilized often for
special occasions such as birthday parties or any other special
occasions.
The $84 million project was backed by London-based real estate
investment firm, Cain International, which in current dollars would
approximate $98.3 million.
Various camps, clinics, tournaments, and events are held at The St.
James. A few notable annual events include Corporate Games, Adult
Brewery Cup and Gridiron Classic. In addition, training classes and
wellness programming is offered in the form of group classes, personal
training and high-performance strength and conditioning.
The St. James operates on a membership program where members
pay a monthly fee to gain unlimited health club access, group fitness
classes, training center, and complimentary rates for the restaurant,
spa, sports programs, and more. An individual membership costs $169
on a monthly basis where a family membership is $224 a month. If an
individual is only interested in utilizing the children’s amusement center
the entertainment monthly membership is $95.
COMPARABLE FACILITIES4
FACILITY:The St. James
COMP ID #:11
CITY, STATE:Springfield, VA
OWNER:K. Ashton & C. Dixon
OPERATOR:K. Ashton & C. Dixon
YEAR OPENED:2018
COST (current $, in millions):$98.3
INDOOR TURF (SF):110,000
COURTS (basketball/volleyball):4 / 9
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Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 75
The Virginia Beach Sports Center, located in Virginia Beach, Virginia,
opened in October 2020. The facility is owned by the City of Virginia
Beach and operated by Eastern Sports Management. The Center is
directly across the street from the Virginia Beach Convention Center
and is located just a few blocks from the Atlantic Ocean. The facility is
situated near multiple hotels, restaurants and attractions, which
improve the facility’s marketability.
The 285,000-square foot facility offers 12 basketball courts, which can
convert into 24 volleyball courts. Additionally, the facility has a 200-
meter indoor track capable of seating up to 5,000 spectators. In total,
the facility offers 195,000 square feet of sellable/programmable space.
Other facility amenities include locker rooms for both athletes and
officials, warm-up track lanes, concessions, meeting rooms, outdoor
gathering space and an elevated mezzanine to spectate events from
above.
Funding for facility development was approved by the City in 2018 and
construction began almost immediately, in just under two years, with
its first event hosted in November of 2020.
One month before expected in September 2020. The facility was
officially opened in October 2020 and its first event was hosted in
November of 2020. The facility had a total construction cost of
approximately $68 million.
The facility opened in the midst of the COVID-19 pandemic and its
initial utilization was depressed relative to projected baselines.
However, the facility is already being regarded a success, as it booked
54 events in its first year—39 of which would be new to Virginia Beach.
The facility’s focus surrounds basketball, volleyball and track and field;
however, it is also capable and hosting wrestling, gymnastics, field
hockey and more.
In its first two years of operations, the facility generated an operating
deficit of $1.3 million and $1.4 million, respectively—both figures
significantly lower than original projections due to the significant
impact of the COVID-19 pandemic. The facility’s reserve account of
$750,000 was depleted to offset the initial losses and the City covering
the remaining subsidy. The facility is expected to generate positive
cash flow by 2024.
Upon stabilization of operations, the Sports Center is projected to
create a $4 million annual impact on the city’s lodging and
accommodation industry. It is also expected to generate more than
$600,000 annually in tax revenue for the city. The facility employs
more than 100 full-time, part-time, and seasonal employees.
COMPARABLE FACILITIES4
FACILITY:Virginia Beach Sports Center
COMP ID #:12
CITY, STATE:Virginia Beach, VA
OWNER:City of Virginia Beach
OPERATOR:Eastern Sports Management (ESM)
YEAR OPENED:2020
COST (current $, in millions):$76.5
INDOOR TURF (SF):N/A
INDOOR TRACK (type):200m, 6-lane, banked
146
DRAFT COPY
5
MARKET DEMAND
& OPPORTUNITIES
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Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 77
Overview
The potential development of a new Amateur Sports Complex in the
Coachella Valley has the opportunity to better accommodate demand
among Coachella Valley area residents and provide a venue capable of
attracting significant sports tourism activity to the destination. Currently,
Coachella Valley offers a variety of amateur sports and recreation
facilities; however, there are very few existing facilities that can offer a
critical mass of athletic spaces capable of hosting tournaments, meets or
other large competitions.
In order to provide guidance to Visit Greater Palm Sprigs and other
stakeholders, CSL’s project leader completed a kick-off visit in Coachella
Valley, which included facility tours and meetings with local
representatives, involving meetings with key stakeholders, management of
key sports/recreation facilities, and other community leaders.
While understanding demand issues associated with local groups is
critical in a study of this nature, it is also important to research and
analyze non-local demand sources. For nearly all state-of-the-industry
amateur sports facilities, demand sources with significant non-local
participants/spectators are often critical in driving facility utilization,
revenues and community economic impact. Even with providing local
users with priority scheduling and rates, the opportunity to attract and
accommodate tournaments and meets with non-local participant and
spectator composition is important to investigate.
MARKET DEMAND & OPPORTUNITIES5
Further, distinguishing lines between “local” and “non-local” are often not sharply delineated, as a significant portion of events
will have varying degrees of local involvement (direct and indirect) in terms of event procurement and athlete/team
participation by local organizations in tournaments/meets that might normally be described as “non-local”. A full picture of
utilization for potential new youth and amateur facilities cannot be reached without testing both local and non-local markets.
As such, CSL conducted direct outreach to local area user group candidates and regional/national sports team, club,
association and tournament organizers that could represent candidates for use of a potential new Amateur Sports Complex
in the Coachella Valley, both from a local area user group perspective and, importantly, from a non-local sports tourism
perspective in terms of potential tournaments, meets, competitions, camps, clinics and other such activities. Overall, more
than 100 organizations were targeted, and more than 50 in-person and telephone interviews were completed with
organizations representing in excess of 1,000 teams, leagues, tournaments, meets and competitions. These groups were
contacted in order to determine their interest in a potential new Amateur Sports Complex in the Coachella Valley and the
amenities and elements that would be necessary to host a variety of programming essential to the successful operations of
these facilities, including tournaments, leagues, games, practices, camps, clinics, training, recreational programs and other
such uses. Specific stakeholders, user groups, facility management, and organizations contacted as part of this study
process include the following:
5v5 Soccer Tournaments Coachella Youth Sports Association - Soccer Palm Springs Convention Center
AAU Volleyball Davis Legacy Tournament Series Premier Athletic Tournaments
Aces Basketball Desert Holiday Classic Prep Network
Acrisure Arena / Coachella Valley Firebirds Desert Recreation District Riverside County Economic Development Agency
Agua Caliente Band of Cahuilla Indians Elite Sports Group San Diego Women Soccer
Amateur Athletic Union (AAU)Empire Polo Club Sandstorm Lacrosse
Amateur Pickleball Association Exposure Series III Championship Senior Softball USA
Asian Basketball (Volleyball) Championships Gameday USA SoCal Pickleball Academy
Cal South Soccer Indian Wells Tennis Garden Southwest Soccer Club
Cali Elite Basketball National Championship Sports Baseball - California The Sports Facilities Companies (SFC)
City of Coachella National Collegiate Athletic Association (NCAA)Top 3 Promotions
City of Indio National Gay Basketball Association Triple Crown Sports
City of La Quinta Network Karate Unmatched Athlete
City of Palm Desert Northwest Nations Tournaments USA Premier Baseball
City of Palm Springs Parks & Recreation Oak View Group (OVG)USA Youth Hoops
City of Rancho Mirage Palm Desert Aquatic Center USSSA Baseball - Southern California
Coachella Valley LGBT Hockey Association Palm Desert Youth Soccer Visit Greater Palm Springs
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Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 78
MARKET DEMAND & OPPORTUNITIES5
User Group Interviews
A summary of a selection of the telephone interviews completed with potential nonlocal and local user groups of a new Amateur
Sports Complex in Coachella Valley is provided below and on the pages that follow. These groups/organizations represent a
variety of sports, tournaments, leagues and other amateur sports interests. Information concerning potential interest using a
new Amateur Sports Complex in the Coachella Valley, along with their respective participant and team base, seasonality, facility
requirements and preferences, and other such characteristics were collected.
5v5 Soccer Tournaments
5v5 Soccer is a national group that organizes approximately 80 annual, 5-on-5 soccer tournaments
across the country. It recently started offering 5-on-5 open-play soccer leagues that aim to help new
facilities and facilities which need supplemented field utilization during off seasons and time
periods. The group currently does not participate in much tournament activity in the southwest
corner of the US and would like to grow its activity in that region.
5v5 staff indicated that they would definitely utilize a facility that is able to meet their needs in the
Coachella Valley region. The group would be interested in utilizing both an indoor and outdoor
facility in the area. The activity brought by the group would include three to four annual
tournaments approximately with 50 eight-person teams; approximately 20 percent of players would
stay in hotel rooms in the Coachella Valley area. These tournaments are held year-round if indoor
facilities are offered. To attract 5v5 Soccer, a Coachella Valley facility would need to offer at least
three to four full-sized soccer fields (the group would prefer to see 5-on-5 dedicated fields),
affordable pricing, grass, lighting, good bathrooms and access to unique food options, like food
trucks.
Cal South Soccer
Cal South Soccer is the governing body for soccer in the lower half of the state of California for all
age groups; in the coming year, it will be combining with Cal North Soccer to become Cal Soccer.
The group runs tournaments such as its State Cup and assists its affiliated leagues in tournament
creation and operation. Interviewed staff referenced the biggest challenge with California soccer,
specifically in the southern half of the state, is access to fields; the second most problem is access
to referees, which may be a highlighted issue in Palm Springs, according to Cal South staff. In total,
Cal South has 70,000 participants among all age groups.
Cal South indicated that it would definitely utilize a Coachella Valley complex if it were able to meet
its needs for its State Cup and affiliate tournaments. The State Cup, the group’s largest tournament,
would rotate one age group to Coachella Valley per year and three or more affiliate tournaments
would rotate to Coachella Valley per year. The optimum number of fields for the group would be 16
fields with a preference for two of these fields to be indoor turf fields. It would also rotate futsal
activity to a complex that could offer six hardwood, indoor courts. Utilization by the group would
include league play, practices, and/or camps during the weekdays, and tournaments during the
weekends. Its State Cup takes place in January and brings over 900 teams over three weekends.
The Cup would attract approximately 15,000 players and 30,000 spectators. Its affiliate
tournaments at the complex would attract approximately 300 teams over one weekend. These
tournaments would bring about 5,000 players and 10,000 spectators. Futsal tournaments at a six-
court facility would bring about 150 teams over a weekend with 1,500 players and 3,000 spectators.
In all tournaments, about 95 percent of attendees would require hotel accommodation.
Additional complex requirements and suggestions of the group are outlined below. The facility
should offer a championship field that can seat at least 2,000 spectators. Food options at the
facility should be unique, high-quality and inclusive to attract the best caliber of players. Lighting
and a sound system are helpful to improve visitor experiences. Streaming capabilities and a top-of-
the-line watering system are also cited to be greatly important. Locker rooms can help to bring back
international and professional teams. Those attending the facility desire experiences outside of
playing and/or watching soccer, these amenities can include inflatables, water parks, go-karts, social
gathering areas, air-conditioned areas, barbershops, among other experiential offerings.
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Coachella Youth Sport Association - Soccer
Coachella Youth Sport Association (CYSA) offers a soccer program that serves 110 teams with age
groups ranging from 5U to 16U. There are 16 age divisions and each one has three tournaments
during a given season. CYSA offers programming from September to June. All participants in CYSA
are local to Coachella or nearby cities. CYSA uses six grass fields at Bagdouma Park in Coachella.
In 2023, CYSA was given priority to those six fields for free where in the past CYSA had to pay
$45,000 on an annual basis. This partnership came about due to The City of Coachella observing
the positive impact CYSA had on the community through promoting youth sport for years.
Representatives of CYSA mentioned a major challenge with their current fields is the maintenance,
or lack thereof as the fields may be a safety risk. CYSA would consider paying for access to higher
quality fields that are well-maintained, although the complex would need to be in Coachella.
CYSA expressed interest in utilizing a new sports complex if there were seven to eight outdoor grass
fields. The nature of use would be tournaments and championship league games. Leadership
expressed interest in potentially hosting eight to 10 tournaments at a new complex. The
tournaments are on a smaller scale, typically hosting six to 10 teams where 40 percent of teams are
non-local. Their primary focus is serving the youth in the City of Coachella, therefore, for their regular
utilization and a potential home site it would have to be situated in Coachella.
Palm Desert Youth Soccer
Palm Desert Youth Soccer is a Coachella Valley local league that offers recreational and club play for
youth boys and girls aged five to twenty. Currently, the league has approximately 1,000 players in
recreational ball and 350 in club ball. Interviewed staff from the organization cited a lack of fields as
a limitation to sporting activity in the Coachella Valley region. Also cited was a potential soccer
complex development project in Palm Desert.
Organization staff indicated the possible use of a new facility in the Coachella Valley region, on the
condition that the facility is in Palm Desert proper. The group also referenced a challenge to attract
regional California teams to the Coachella Valley area. The group hosts an annual, 48-team
tournament in January, which has historically been held in Palm Desert; however, due to negative
feedback of facility quality, they have rotated it to other markets throughout the state.
Recommended facility elements for a potential Coachella Valley development include shaded
seating for players, shaded areas for spectators and an effective watering & field maintenance
system. Cited suggestions to supplement facility utilization included a concept for creating a
homebase for the array of club/traveling teams in the Coachella Valley.
San Diego Soccer Women (Inclusivity & LGBTQ+)
San Diego Soccer Women is an advocacy organization which is designed to connect adult women
soccer players with recreational teams, leagues, training, tournaments, and other soccer-related
resources. It also acts as an advocate for inclusivity and equitable opportunity in sports and works
alongside the LGBTQ+ community. The group does not directly generate soccer activity such as
leagues or tournaments but offered insight into the need for and design of an inclusive sports facility
in the Coachella Valley area.
Interviewed staff from the group cited a significant need for facilities in which people of all genders,
generations, cultures, ethnicities and disabilities feel welcomed and included. In terms of
programming, it is recommended to offer dedicated opportunities for LGBTQ+ play, adult-exclusive
play, and disability-friendly play. Suggestions include tournaments, leagues, or open play for
LGBTQ+, age-specific groupings, and disability-oriented categories. Facility design elements should
include broad and diverse imagery which provides representation for all groups of people; disability-
oriented design such as ADA ramps, shorter walking distances, shorter steps and railings; and
gender-neutral restrooms. It was noted that a strong focus on general inclusivity is highlighted in the
facility’s branding and online media. Food onsite should have options for all dietary restrictions for
religious, moral and health reasons.
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Southwest Soccer Club
Southwest Soccer Club is a soccer group based out of Temecula; CA that offers developmental
programs designed to cultivate high level youth players of all genders. It offers leagues, camps,
training and six annual tournaments. Its largest annual tournament generates $350 million in
economic impact and has been held in countries such as Spain and Argentina. The group
referenced a lack of high-quality soccer facilities to be a significant challenge for bringing its most
sizable tournaments to California.
Group staff indicated that they would utilize a facility in Coachella Valley if it was able to meet their
needs; however, concerns were cited regarding the potential complex’s ability to support the group’s
tournaments. The group generally aims to utilize facilities near the ocean to help sell the destination.
They indicated that attracting tournaments to the Coachella Valley would require the complex and/or
destination to have some major selling points in terms of additional activities and attractions to
incorporate into attendants’ trips to the tournaments. Examples of these attractions include nearby
shopping, casinos, amusement parks, water activities, among other options. The group also shared
that specific facility elements can significantly impact their willingness to utilize and their affiliates’
interest in attending a Coachella Valley sports complex. These elements include rotating sunshades
on some fields to keep them consistently shaded, water misters around the complex, air-conditioned
areas, covered arenas, barbershops, Wi-Fi, high end food options, a 5,000 to 7,000-seat
championship arena, and any elements that create a wholly unique experience for attendees. The
group indicated an interest in bringing two of their tournaments to a 30-field facility in the Coachella
Valley area. They also desired six of these fields to be either indoor, covered, or sun shaded. With a
30-field facility, the group anticipated attendance of 600 teams over 3-days with nearly 11,000
players and approximately 27,000 spectators. Approximately 85 percent of visitors would be
expected to utilize hotels, campsites, and vacation rentals.
Coachella Valley LGBT Hockey Association
Coachella Valley LGBT Hockey Association was founded in 2022 where the primary goal is to
provide LGBTQ+ members and allies with the opportunity to play hockey in a safe and inclusive
environment. The association serves mainly adults (18+), however, kids that are 17 and interested in
playing are welcome to join. Currently, the organization utilizes the ice rink at Berger Foundation
Iceplex in Palm Desert as it’s the sole ice facility in Coachella Valley. They rely on open hockey ice
time for practice, which is free of charge. They must take advantage of this opportunity as the
hourly rental fees are expensive and there are minimal openings in the booking schedule. It was
noted that popularity and interest to watch and play hockey is increasing in Coachella Valley as the
Coachella Valley Firebirds, a member of the AHL, began play in the 2022 to 2023 season at Acrisure
Arena.
Coachella Valley LGBT Hockey Association has hosted one 4-day tournament since beginning this
organization. The tournament hosted 10 teams and took place in March. Eight teams were non-
local overnight guests that traveled to Palm Springs from around the country. The event attracted a
lot of sponsors, as their most notable sponsor was the Coachella Valley Firebirds. The average
attendance was 1.5 spectators per player. If there were more ice rinks available in the Coachella
Valley area, there is an opportunity to host an annual tournament that would serve between 20 and
25 teams. In addition, there is interest in creating a league that would include four teams that would
require four to five hours of rental time a week.
Staff of Coachella Valley LGBT Hockey Association expressed the need for two sheets of ice at a
new sports facility. A few preferred amenities include a snack bar, hockey pro shop, four locker
rooms per sheet of ice and a scoreboard on each rink.
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AAU Volleyball
Amateur Athletic Union (AAU) Volleyball holds youth tournaments nationwide. Palm Springs aligns
well with their normal determining destination factors such as a desire for warm climates, tourist-
friendly destinations, and “cool” states like California, Hawaii, or Florida. The leader of AAU Volleyball
expressed interest in potentially hosting up to three tournaments on an annual basis. The AAU
volleyball season runs from January to April and most tournaments are two days and would take
place on the weekend. The group would run approximately one tournament in Palm Springs per
month during its season. Tournaments would draw up to 500 teams, each with approximately eight
players per team, to a Palm Springs facility. The group estimates 1.5 spectators attend
tournaments per player. Approximately 90 percent of teams would be nonlocal overnight guests.
A facility that offers 12 to 16 volleyball courts is sufficient to accommodate the major AAU events.
Hardwood floors are preferred and it’s beneficial to have the capability to stream games, utilize a PA
system, and guide participants and spectators by electronic signage. The group would not be willing
to utilize multiple facilities to host their events. Additional facility preferences include high quality
concessions, activities to participate in for families and players, and entertainment amenities nearby.
Asian Basketball and Asian Volleyball Championships
Asian Basketball Championships of North America (ABCNA) hosts youth and adult competitive
championships across the country at high schools. Representatives of ABCNA are interested in the
Palm Springs market as it’s coastal nearby a player base while offering various attractions and hotel
options. The concern is attracting players from Los Angeles, San Diego, and other major cities in
Southern California as these players often do not prefer to make sizeable drives or flights for
tournaments. The group generally hosts its events in large high schools (due to price constraints)
across the country in states such as California, Arizona, New Jersey and more.
ABCNA expressed interest in hosting one to two basketball and one to four volleyball tournaments in
the summer where 95 percent of participants would be nonlocal to Palm Springs. Basketball
tournaments host approximately 500 players where volleyball tournaments draw around 2,000
participants; these tournaments typically attract two spectators per player. The group requires at
least six basketball courts with a preference for 10 to 12. It also requires 24 volleyball courts with a
preference of 30 courts. A hotel attached to the sports complex is preferred by ABCNA, additionally
locker room and meeting facilities are critical to their operations.
Aces Basketball
Aces Basketball hosts a variety of national AAU basketball tournaments, with a few being NCAA-
sanctioned events. Aces Basketball serves both boys and girls basketball, ranging from 7U to 17U,
offering both competitive club teams and recreational academy teams. Their primary market base
is boys’ competitive teams. There are eight tournaments organized by Aces Basketball in 2023,
situated in California, Arizona, and Nevada. In Southern California, leadership is currently utilizing
courts at The MAP Sports Facility and Momentous Sports Center. It was noted the configuration of
21 basketball courts at Momentous Sports Center isn’t ideal as teams are crammed in the space.
Representatives of Aces Basketball emphasized how the facility would need to have a minimum of
16 courts to consider using a new facility in Palm Springs. The ideal scenario for Aces Basketball is
to exclusively host a Memorial Day weekend tournament in Palm Springs, attracting 300 teams
where 70 percent of participants are nonlocal.
A few design components that are essential for Aces Basketball include: hospitality room for college
coaches, meeting room for officials, scoreboard on each court, and a food court space with multiple
food vendors. Portable bleachers at each court would be sufficient for their tournament. Lastly, a
daily parking charge of $5 to $10 can be expected at their events.
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Cali Elite Basketball
Cali Elite Basketball is an AAU-organization situated in Moreno Valley serving 180 players, boys, and
girls from 8U to 17U. Most players come from cities in Riverside such as Corona, Nuevo, and
Moreno Valley, although five percent of players commute from the Coachella Valley Area. Their
home facility for practices and training is March Mountain High School in Moreno Valley. Currently,
Cali Elite is hosting a two-day tournament in Palm Springs in March while utilizing the local high
school court space. It was noted by the leadership that Palm Springs is an ideal location for a
holiday weekend tournament. It’s a central location between Southern California and Arizona while
also being a destination. Cali Elite would be interested in the opportunity to host three to four
tournaments on an annual basis that would draw between 100 to 130 teams, depending on the
available court space. At a Palm Springs tournament, it would be expected that 40 percent of
teams would be overnight guests. Holiday weekend tournaments would run Saturday to Monday
where a typical weekend tournament would have games scheduled Saturday and Sunday. The
spectator base at holiday tournaments is greater at 2.5 spectators per player whereas Cali Elite
expects to attract 1.5 spectators per player at a typical weekend event.
Representatives suggested they would like to see six to eight basketball courts developed at a new
facility in Coachella Valley. A few design components suggested including charging stations, sky
view cameras for film and streaming, volleyball nets stored in the ceiling, lobby space with couches,
and no obstructions in court space which would allow dance, wrestling, cheer, and other sports to
host at a potential new facility in Palm Springs. The seating set-up preferred would be portable,
three-row bleachers at each court with space between courts for one row of portable chairs.
Exposure Basketball
A variety of tournaments are hosted throughout the country by Exposure Basketball in their “Junior
Exposure Series”. Events are held in all regions of the country hosting at various facilities such as
Myrtle Beach Sports Center, Rocky Mount Event Center, Virginia Beach Sports Center, Hoover Met
Complex, Fieldhouse USA, and others. Leadership mentioned their preference is whatever facility
offers the greatest court inventory, with 12 hardwood courts preferred. Exposure Basketball noted
the opportunity to host one to two weekend tournaments annually that would draw 175 teams on
average with 90 percent of teams being overnight guests. The tournaments would take place
during AAU season which falls in the spring and summer months. Tournaments typically run for
three days with games beginning on Friday night and championship play concluding on Sunday
afternoon. Teams have an average of 11 players and the estimated attendance per player is three
spectators per participant.
The unique destination of the Greater Palm Springs marketplace was noted as there are a variety of
noteworthy attractions, great weather, and a robust hotel inventory. The concerns mentioned were
being a non-centralized location and airport accessibility. A playground space right outside the
venue and an indoor walking path were recognized as amenities that would give players and
families entertainment options while at the facility.
Davis Legacy Tournament Series
Davis Legacy Soccer Club is a 16-field, lighted soccer complex in Davis, California, twelve miles
west of Sacramento. The facility hosts a range of youth leagues, camps, clinics, tournaments,
practices among other soccer and lacrosse activities. Facility representatives noted a significant
need for new and updated facilities in the southern California region and the entire Southwest.
While the Davis Legacy brand would not move to Coachella Valley, its tournament director indicated
a strong interest in bringing four to six weekend tournaments to the area. The minimum number of
fields desired would be 12, with a preference for 20 fields. These tournaments would take place in
Spring, late Summer, and early Fall. A three-day tournament at a 12-field facility in Coachella Valley
could host approximately 125 teams for an approximate total of 2,250 players and 2,250 spectators
per day. Approximately 1,600 daily hotel rooms would be utilized by the group. It was noted that
reaching out to club and traveling teams of all sport types will be helpful to supplementing facility
utilization in winter and off seasons.
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National Gay Basketball Association
The National Gay Basketball Association (NGBA) organizes basketball tournaments for LGBTQ+
community members and allies ranging from 18 to 45 years old. On an annual basis, NGBA
organizes three to five tournaments, one being a national tournament while the others are on a
regional level. In the past they have hosted in San Diego, Los Angeles, and Las Vegas.
Representatives of NGBA expressed their excitement in a potential sports facility in Coachella Valley
as there are various LGBTQ+ friendly establishments and LGBTQ+ members in the region already
travel to Coachella Valley as a vacation destination. NGBA is interested in the opportunity to host
one national tournament every other year sometime between February and April. The tournament
would attract 50 teams, with an average of eight players on a roster. The average spectator
attendance at the national event is approximately two spectators per player and 95 percent of
teams are non-local to the Coachella Valley area. Participants typically travel to the destination on
Thursday and leave on Monday while games are scheduled on Saturday and Sunday. NGBA works
with the local CVB to create an itinerary from Thursday to Monday for guests to explore bars,
restaurants and nightlife that are LGBTQ+ safe spaces.
If a new sports facility were to be built in Coachella Valley NGBA would prefer eight to 12 hardwood
basketball courts. Staff also shared that specific facility elements can significantly impact their
willingness to utilize a Coachella Valley sports complex. These elements include portable bleachers,
players lounge, conference room, storage room, covered parking, capability to stream games,
scoreboard on each court, and an air-conditioned facility.
National Championship Sports Baseball - California
The California division of National Championship Sports Baseball (NCSB) hosts a variety of
tournaments throughout the state of California in Temecula, San Diego, Orange County, Fresno, and
other cities. The organization serves athletes from 8U to 17U with various competition levels
spanning from amateur to elite travel teams. Participants are majority from California and attract a
bit from western Arizona.
Representatives of NCSB expressed their need for seven to 10 fields at a complex with a preference
of natural grass fields, dirt infields and lights. NCSB sees an opportunity to host multiple 2-day
tournaments year-round at a facility in Palm Springs bringing 65 teams on average. Each team has
an average of 14 players on the roster where the average spectator attendance is four spectators
per player. The specific number of tournaments NCSB will bring to Palm Springs is dependent on
demand in the local marketplace. A few design components that should be considered include a
walking path, ability to provide food trucks, and seating options other than bleachers as the metal
seats become dangerously hot during the baseball season.
Senior Softball USA
Senior Softball USA produces softball tournaments for participants in the age range of 40 to 85
years old. It’s divided into two leagues: 40 to 65-year-olds and 65 to 85-year-olds. Their events are
hosted all over the country and are separated into two sessions, one per age group, each running
over three days. Senior Softball typically draws approximately 80 teams per tournament, the
majority located in Southern California. Currently, Senior Softball USA hosts a tournament in June at
Big League Dreams in Cathedral City which is a great facility, although only offers five fields.
Senior Softball USA looks for complexes with 10 fields and have all the standard amenities near the
playing fields. Leadership stressed the importance of parking, field lights, clean bathrooms, easily
accessible water fountains, and streaming capabilities. They mentioned that if a newly built facility
in the Greater Palm Springs area fully met their needs, they would be interested in utilizing the space
to host two to three tournaments on an annual basis. Tournaments would run in January, June and
August.
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MARKET DEMAND & OPPORTUNITIES5
Northwest Nations Baseball
Based in Portland, Northwest Nations Baseball (NWN Baseball) hosts youth baseball (10U-16U)
tournaments in Oregon, Washington, Idaho, Montana, and Northern California. Leadership of NWN
Baseball expressed interest in hosting a maximum of three regional tournaments at a Palm Springs
sports complex, specifically during pre-season months (March and April) as the weather is
appealing in Palm Springs compared to the Northwest. NWN Baseball draws between 60 and 80
teams for a two-day tournament and approximately 80 to 100 teams for a four-day event. As they
would be beginning to host in the Southern California market, these events would start as two-day
tournaments. NWM Baseball approximates that 25 percent of teams would be non-local.
Eight diamond fields would be the ideal inventory for NWN Baseball to successfully meet their
demand. Leadership of NWN Baseball does not have a preference between grass and dirt infields,
either would work, although, turf infields are not ideal in the hot Southern California climate. The
typical attendance per player at these events is 1.5 spectators per player and the average team size
is 12 players. Representatives of NWN Baseball emphasized the need for shaded areas and
concrete stairs for spectators to set up portable chairs as bleachers become very hot in the Palm
Springs climate. In addition, two meeting rooms, one for equipment and one for umpires is critical
to the ease of their operations.
USSSA Baseball – Southern California
USSSA Baseball – Southern California serves players from 6U to 14U. USSSA also has a prominent
fastpitch and slo-pitch softball sector of their organization. It was noted that fastpitch softball may
be more apt to host in Palm Springs compared to baseball because softball parents are typically
more willing to travel for events. Currently, USSSA hosts 10 to 12 fastpitch softball tournaments in
the Greater Palm Springs area. Big League Dreams facilities in Chino Hills and Jurupa Valley are the
primary facilities utilized in Greater Palm Springs.
Greater Palm Springs is an extremely appealing market for USSSA as non-local teams enjoy the
warm weather, golf is a major draw for parents and the hotel and entertainment accommodations
are great. USSSA expressed interest in hosting four to eight baseball tournaments and four to eight
softball tournaments. The tournaments would take place in two seasons—January to April and
October to December. USSSA voiced their concern for hosting any events from May to September
due to the extreme heat. Most of the tournaments would be two-day weekend events that would
draw 65 teams on average. The average attendance at tournaments is 1.75 spectators per player.
USSSA would need seven to eight diamond fields with grass infields on half of the fields. The field
configuration needs to have flexible bases and mounds to accommodate various age groups.
Staff also shared that specific facility elements can significantly impact their willingness to utilize a
Coachella Valley sports complex. These elements include covered bleachers, a conference room,
air-conditioned lounge space overlooking fields, Wi-Fi, and an outdoor playground.
National Karate
National Karate holds two karate tournaments annually, one local intramural tournament and the
Diamond National Karate Championships is a two- to three-day national event in late October.
Network Karate would consider using a sports complex in the Greater Palm Springs area once every
few years. The group is concerned about its ability to attract its typical attendance base to a
location like Palm Springs, when moving from the Midwest. The group would desire marketing and
promotional support from the potential facility to feel comfortable moving to Palm Springs.
The national competition attracts 1,500 to 1,700 participants, 80 percent of those nonlocals. It
typically attracts 2.5 spectators per participant. To host at a sports facility, there must be a space to
set up 44, 20’x20’ competition rings, a PA system, LED screen, and streaming capabilities. The
space must also be able to host 1,000 spectators during the championship fights. This competition
could realistically be held at the Palm Springs Convention Center or Acrisure Arena but would likely
constrain the budget of the group.
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Prep Network
Prep Network is a national sport group that organizes approximately 200 competitive youth
tournaments across the nation each year. It produces tournaments and camps/clinics for youth
basketball, volleyball, football, baseball, and soccer. These tournaments attract 50 to 400 teams per
tournament. The group has never held a tournament in the Coachella Valley area in the past. The
group indicated that it would likely bring several national tournaments to the Coachella Valley if its
needs were met. It sees Palm Springs as a prime destination for attracting athletes and families
that want to do tourist activities outside of game time.
Staff indicated a desire to bring approximately two basketball, two volleyball, two baseball and two
soccer tournaments to the area. Its football would be much less likely to use the facility and would
only possibly bring a few camps or clinics to the proposed facility. The group requires at least eight
fields, eight diamonds, eight basketball and eight volleyball courts, with a preference for twelve of
each. The group requires its courts to be hardwood and its fields to be grass (it would seek turf in a
market outside of Palm Springs). April through July is the busiest season for the group’s
tournaments; however, it would utilize the facility year-round, if possible. Basketball and volleyball
would attract approximately 1,000 to 4,000 players with an equal number of spectators; baseball
and soccer would attract approximately 1,600 to 4,800 players with an equal number of spectators.
Approximately 60 percent of attendees would require hotel rooms or campsites. The group prefers
to locate itself at facilities that have a championship court with at least 1,000 seats and/or
championship field with 2,000 seats.
Triple Crown Sports
Triple Crown Sports offers major events in multiple sports across the country for youth and
collegiate play. Most of their tournaments yield a 90 percent nonlocal attendance rate. Triple Crown
has hosted in San Diego and Reno in the past; although, the tourism aspect of Palm Springs is
appealing. Representatives of Triple Crown envision utilizing a sports complex in Palm Springs 8 to
10 times annually: twice for baseball, twice for softball, twice for basketball, twice for volleyball and
one or two pickleball tournaments.
Triple Crown representatives indicated the number of teams they could bring to a facility would
depend entirely on the number of courts a facility offers. For volleyball per day, eight teams with 10
players per team could utilize the facility. For basketball, six teams per day could utilize a court with
10 people per team. For softball and baseball, eight teams could utilize a field per day with 15
players per team. In pickleball, 10 teams could use a court per day with two players on each team. In
all sports, the group indicates approximately three spectators will attend per player. 90 percent of
teams would be nonlocal in every tournament; one hotel room can be assumed to be booked per
nonlocal player.
To host at a new facility, staff of Triple Crown conveyed the importance of hardwood flooring and
grass and lights for diamond fields. Ideally, the leadership of Triple Crown wants to see 16
basketball courts, eight to 12 diamonds, where six of those fields should be dedicated softball fields.
Other on-site amenities that would directly impact the interest of Triple Crown include
indoor/outdoor PA system, Wi-Fi, streaming capabilities, indoor meeting spaces and higher end food
options. Additionally, the group referenced the importance of a facility offering entertainment
experiences for families and players who are not currently playing their respective sport.
MARKET DEMAND & OPPORTUNITIES5
Market Demand Summary by Facility Type
A discussion of the demand for youth/amateur sports facilities in the Coachella Valley by facility type is presented on the
following pages. The findings and conclusions are based on conversations with existing user groups, analysis of existing
demand and induced demand opportunities, interviews with national/regional tournament producers, and other research and
analysis steps completed for this study.
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Indoor Court Facilities
Historically, games and practices associated with court sports (i.e., basketball, volleyball, etc.) in the Coachella Valley area have
largely been held in gymnasium space found in local high schools, middle schools and elementary schools, as well as in other
community facilities such as churches and health and fitness clubs (e.g., YMCAs, etc.). However, increasing utilization of school
gymnasium space, coupled with rising costs of labor, security, utilities, insurance and other costs to operate school gymnasiums
and growing demand among sports organizations for practice and game spaces have increased demand for purpose-built court
facilities to accommodate current and unmet demand. The community facilities and other fitness clubs in the area offer one
basketball court which can typically be converted into two volleyball courts.
Conversations with basketball, volleyball, and other indoor court sports user groups, as well as tournament producers, generally
indicated a strong level of demand for new indoor court space in Coachella Valley. Offering a multi-court complex with adequate
ceiling heights and state-of-the-industry support amenities (e.g., concessions, hospitality space, seating, locker rooms/team rooms,
etc.) would provide opportunities to host additional local sports activities and new opportunities to attract weekend tournaments.
Pickleball is one of the fastest growing sports over the past few years and communities are rushing to keep up with demand within
their own local communities. However, most pickleball participants prefer to play at free community parks. Additionally, most
pickleball tournaments attract participants from the local community with some drive-in participants; there are limited opportunities
currently to leverage these tournaments into significant economic impact generating events. Nevertheless, modern indoor
hardcourt facilities often have the flexibility to accommodate pickleball among many other sports, would could prove to be another
important usage for any new indoor facility development in the Coachella Valley.
Outdoor Rectangle Fields
Multi-sport rectangle fields can accommodate a variety of amateur sports and activities such as soccer, football, lacrosse, flag
football, rugby and ultimate frisbee, among others. In order to attract significant sports tourism activity, a rectangle field complex
requires a critical mass of fields with which to host tournaments, meets, competitions and other such events. Currently, there are
four primary complexes in the Coachella Valley that offer five or more fields at a single complex (Dennis Keat Soccer Park, Demuth
Park, Bagdouma Park, and Hovley Soccer Park). Additionally, the Empire Polo Club periodically hosts large field sports tournaments,
but accommodation of outside sports tournament activity tends not to be prioritized.
Demand among local soccer organizations is largely accommodated by existing local facilities. Based on interviews with key
existing local area soccer groups, in addition to interviews with prominent soccer tournament promoters, moderate to strong
demand exists for new tournament activity, should a modern, tournament-quality rectangle field complex exist. In order to capture
this incremental demand, additional staffing may be needed to organize and manage tournaments. Additional investment at key
existing complexes could include added fields, upgraded equipment such as goals, scoreboards and netting, or improved
concessions, shade structures and team rooms. Other user groups such as youth football, flag football and lacrosse groups noted
moderate demand for additional fields. These groups cited a lack of dedicated field space or complexes with multiple fields at
which to host practices, games, camps, clinics and tournament activity.
Outdoor Diamond Fields
Based on conversations with local user groups and tournament producers, demand for baseball and softball fields in the Coachella
Valley remains moderate. Fields at Demuth Park, La Quinta Sports Complex and Big League Dreams Cathedral City are largely able
to accommodate local demand and some tournament demand; however, additional investment in improving field/facility quality
may be necessary to retain interest levels moving forward. Ensuring a high level of field maintenance, grass infields, access to
concession stands, covered dugouts, lighting and fencing that encloses the entire field present opportunities to enhance the
experience of baseball and softball players. Due to the Coachella Valley climate, it is recommended to offer an indoor air-conditioned
space for spectators, covered parking, concrete bleachers for portable chairs, and shaded outdoor areas as these amenities cater to
a positive spectator experience. Various tournament organizers expressed interest in hosting weekend tournaments that run in
March and April as pre-season events in the Coachella Valley.
Other Facilities Types
Beyond the facility types mentioned on the previous page, existing facilities and facility complexes within the Coachella Valley
currently accommodate a variety of other youth/amateur sports and recreational activities, including golf, tennis, outdoor pickleball,
swimming, ice hockey, polo, running/hiking, and more. While these types of sports activities–and the facilities that have been
developed to accommodate them—are important to many local residents, it is not believed that additional facility product
investment in these areas would deliver a substantial return-on-investment (ROI) to the tourism industry, especially relative to
potential facility product investment in indoor court/turf and rectangle/diamond field complexes.
MARKET DEMAND & OPPORTUNITIES5
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MARKET DEMAND & OPPORTUNITIES5
Supply & Demand Issues
The exhibit below presents a graphical summary of estimated amateur sports facility supply and demand in the Coachella Valley
related to local user groups (lefthand side) and nonlocal, or sports tourism, user groups (righthand side). The diagonal dashed line
indicates estimated relative equilibrium between supply and demand. As shown in the exhibit, from a local demand standpoint, it
is estimated that demand for outdoor rectangle and diamond facilities is currently relatively well-accommodated by existing
facility product in the Coachella Valley area. Conversely, estimated local demand for indoor court facilities is estimated to be
greater than what existing Coachella Valley area facility product can accommodate—therefore, representing a development
opportunity.
Summary of Estimated Coachella Valley Amateur Sports Supply & Demand by Facility & Demand Type
From a nonlocal (sports tourism) standpoint, indoor court, outdoor rectangle and outdoor diamond facility demand are all
estimated to represent development opportunities, as Coachella Valley facilities currently have important limitations in
successfully competing for this activity, as well as there being limited multi-court, tournament-quality complexes in the greater
regional area. Importantly, the indoor court facility product type is the only variety that is estimated to represent a development
opportunity addressing significant unmet needs in both local and nonlocal demand segments (and also representing the purest
year-round facility type). A new Indoor Sports Facility in the Coachella Valley would be expected to provide very limited
competition to other existing court-based sports facilities within Riverside County. None of the identified primary regional
competitive facility products shown earlier in this report (i.e., hardcourt facilities offering four or more basketball courts in one
location that host significant tournament activity) are facilities that exist within Riverside County. Further, the vast majority of local
demand for a new facility is expected to be limited to the Coachella Valley area (i.e., within 45 minutes’ drive time), given the
relatively geographically-isolated nature of the destination.
With regard to outdoor field complex products, the existing local supply of both rectangle fields and diamond fields is believed to
roughly match local demand for these products. For non-local demand (i.e., tournaments), both product type categories are
lacking in the Coachella Valley in terms of state-of-the-industry complexes positioned to effectively compete for estimated
tournament demand. From a broad perspective, in many markets, demand is often higher for rectangle field products, as there
are a greater number of sports and activities accommodated by rectangle fields than diamond fields. For instance, rectangle
fields normally accommodate six or more sports and activities (soccer, lacrosse, football, field hockey, cheerleading, rugby, general
recreation, etc.), while diamond fields tend to only accommodate two sports (baseball and softball). The overall level of local area
rectangle field sport participation is estimated to be greater than local area diamond field sport participation. Regionally-adjusted
industry trend data also supports this. The sum of the regionally-adjusted frequent participation for soccer + lacrosse + tackle
football + flag football is greater than the sum of regional frequent participation for baseball + softball. Most importantly,
interviews with tournament producers conducted as a part of this study indicated stronger overall interest and estimated net new
demand levels for a new rectangle field complex than a new diamond field complex.
Finally, it is important to note that it is believed that a material level of unmet sports tourism demand exists for all three product
types (indoor court facility, rectangle field complex, and diamond field complex)—the case is just most compelling in the Coachella
Valley for a new court-based Indoor Sports Facility (in terms of financial and economic ROI) relative to the other two product types.
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5 MARKET DEMAND & OPPORTUNITIES
Summary & Conclusions
•MARKET FEASIBILITY: Based on the results of the research and analyses conducted under this feasibility study, overall findings
suggest that a distinct market opportunity exists for a new Amateur Sports Complex in the Coachella Valley for the primary purpose
of attracting new sports tourism activity and a secondary purpose of better serving local area user groups.
•PRIMARY DEMAND & FACILITY FOCUS: In general, interest in a potential new Amateur Sports Complex in the Coachella Valley,
measured through interviews with stakeholders and potential nonlocal and local user groups, is considered moderately-strong to
strong for an Indoor Hardcourt Facility. Market research and analysis suggest that a state-of-the-industry Indoor Hardcourt Facility,
suitable to accommodate basketball, volleyball, wrestling, pickleball, dance/cheer, martial arts, table tennis, futsal, gymnastics and
other sports/uses could address key areas of unmet market demand from local and non-local user groups, including weekend
tournaments, meets, and competitions. Hardcourt indoor sports facilities typically have broad-based usage and tend to be highly-
utilized year-round, delivering some of the highest returns-on-investment in terms of utilization, revenue and economic impact per
square foot. This year-round usage can be particularly helpful in generating off-season and shoulder-season hotel room demand.
Additionally, should an indoor turf component be included with this type of facility development, certain operating, marketing, and
branding synergy and efficiencies could be realized and serve to accommodate some unmet demand for indoor turf training and
recreation (particularly in periods of high heat weather conditions).
•SECONDARY DEMAND & FACILITY FOCUS: Additionally, market research and analysis suggest that moderate interest exists for a
multisport rectangle field complex (to accommodate soccer, lacrosse, football, flag football, rugby and other such uses), with slightly
less demand for a diamond field complex (to accommodate baseball and softball). While synthetic playing surfaces are now
industry standard for new field complex developments throughout the country and tend to offer a distinct competitive advantage for
sports tourism activity through minimizing the possibility that tournaments, games or practices are cancelled due to inclement
weather or the need to rest natural grass fields from wear and tear due to overuse, temperatures at field level on synthetic turf fields
during high heat periods is often measured as much as 10 degrees warmer than ambient off-field air temperature. This can be
particularly problematic for hot weather markets (like the Coachella Valley) when deploying synthetic turf fields involving
summertime sports. Furthermore, unlike indoor sports facilities, the impact period of outdoor facilities in any destination tends to be
concentrated during half or less of a calendar year (therefore, often resulting in lower annual financial and economic performance.
•DEMOGRAPHICS: The goal of any new investment in new youth/amateur sports facilities in the Coachella Valley would be
envisioned to not only meet the needs of Coachella Valley area residents, but also the needs of tournaments, meets and
competitions that draw out-of-town visitors to the area and generate economic and fiscal impacts to the Greater Palm Springs /
Coachella Valley area. As a result, the viability of any potential investment in a new Amateur Sports Complex is dependent, in large
part, on local market demographic and socioeconomic characteristics of both the local and regional area, and the marketability of
the community to potential visiting participants and spectators. A substantial population base exists within both the primary and
secondary markets serving the Coachella Valley (more than one million within an hour’s drive and over 20 million within a three-
hour’s drive).
•VISITOR INDUSTRY INFRASTRUCTURE: The breadth, quality, mix and location of key visitor industry amenities in a local area
significantly contributes to the appeal of a destination and its competitiveness in attracting tournament and other non-local activity.
It is particularly important that an appropriate and appealing hotel supply exists within a 20-minute drive of the sports complex.
There are more than 14,600 hotel rooms and a wide array of service levels and price points within the 54 lodging properties offering
at least 100 sleeping rooms. In addition to these primary hotels and resorts, a large number of vacation rentals, timeshares, and bed
and breakfasts exist throughout the destination to complement the overall lodging capacity.
•LACK OF TOURNAMENT-QUALITY FACILITIES: Research suggests that unmet demand exists in the Coachella Valley for a state-
of-the-industry Amateur Sports Complex that is optimized for sports tourism attraction. The Coachella Valley and the surrounding
region are very limited in terms of facilities offering a critical mass of indoor courts in a single facility/location. While there are a
number of rectangle and diamond fields in the Coachella Valley, existing facilities lack certain elements incorporated in current state-
of-the-industry facilities, such as a critical mass of fields in one location, synthetic turf or tournament-quality grass, lighted fields, and
supporting amenities, such as modern food and beverage facilities/offerings, locker rooms, play areas and shade structures.
•OPPORTUNITY TO BETTER SERVE LOCAL USERS: While optimized to attract sports tourism (i.e., tournaments, meets, and
competitions), state-of-the-industry amateur sports facilities, such as a new state-of-the-industry Indoor Hardcourt Facility and/or a
Rectangle and Diamond Field Complexes, would be expected to deliver substantial benefits to local community members through
enhancing the rental, practice, programming, and alternatives available for sports, recreation, leisure and wellness activities. Local
usage and attendance (as opposed to non-local usage and attendance) normally contribute the majority of utilization at comparable
youth/amateur sports facilities—positively contributing to the quality of life for local citizens.
•SUPPLY & DEMAND ISSUES: While it is estimated that local demand for outdoor rectangle and diamond facilities is currently
relatively well-accommodated by existing facility products in the Coachella Valley area, some demand exists from sports tourism
markets for these products. In terms of an indoor court facility complex, estimated local and nonlocal demand is estimated to be
greater than what existing Coachella Valley area facility product can accommodate—therefore, representing a core development
opportunity. From a nonlocal (sports tourism) standpoint, indoor court facility demand is estimated to represent a primary
development opportunity, as Coachella Valley area facilities currently have important limitations in successfully competing for this
activity.
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DRAFT COPY
6
PROGRAM, SITE &
BUSINESS MODEL
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Facility Concept & Program
The purpose of this chapter is to build off the market demand research, analysis and conclusions related to a potential new
Amateur Sports Complex market demand in the Coachella Valley to identify and define a strategy of new product development
that would be estimated to deliver the highest ROI to the sports tourism industry, while also serving to fill important local needs.
Recommendations regarding an Amateur Sports Complex development strategy, specific facility components and amenities, and
other aspects are those determined to be market supportable in the Coachella Valley and are based on the results of the market
analysis, including the historical, current and projected demographic and socioeconomic characteristics of the market area, an
assessment of existing sports and recreation facilities in the marketplace, characteristics of comparable sports facility
developments throughout the country, and discussions with potential users of a potential new Amateur Sports Complex in the
Coachella Valley. Specifically, the following elements represent a target market supportable program and key attributes for a
potential new Amateur Sports Complex (with an example of a hypothetical program layout of the Indoor Facility shown below):
•CORE CONCEPT: Indoor Sports Facility, comprising a tournament-quality indoor amateur sports and recreation facility
product offering permanent hardwood courts, indoor turf, and various associated amenities.
•FACILITY SIZE: Approximately 140,000 gross square feet.
•PARKING: Approximately 900 spaces.
•SITE SIZE: Minimum of 10 acres.
•PRIMARY INDOOR ATHLETIC SURFACES:
•Hardwood courts: 8 full-sized basketball courts (95’ x 50’ alleys) or 16 full-sized volleyball courts (60’ x 30’ alleys).
•Synthetic turf: 1 regulation-size indoor field (200’ x 85’).
•CHARACTERISTICS / AMENITIES:
•Minimum 35-foot ceiling height.
•Dropdown nets to separate court and turf spaces (including ability to net individual batting/training cages/spaces).
•Bleachers, athletic equipment, scoreboard, and other such equipment.
•Locker/team rooms and party rooms consistent with industry standards.
•Fitness/wellness spaces and equipment.
•Walking track.
•Play areas.
•Food court / café.
•Performance and esports spaces (optional).
•FUTURE PHASE OPPORTUNITY: The addition of high-quality Rectangle Fields at or proximate to the Indoor Facility site
could be considered as a second phase to better accommodate nonlocal and local needs, while leveraging infrastructure
and the sports destination/brand established by the Indoor Facility. A state-of-the-industry Rectangle Field Complex in a
destination like the Coachella Valley would involve 12 or more fields in a single location with tournament-quality natural
grass plus lights, concessions, shaded areas, field operations buildings, child play areas, and other amenities.
6 PROGRAM, SITE & BUSINESS MODEL
Hypothetical Layout of a Potential New Indoor Sports Facility in the Coachella Valley
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6 PROGRAM, SITE & BUSINESS MODEL
Site & Development Opportunities
As important as size and configuration, the location and site of an amateur sports
facility/complex can have a significant impact on the asset’s ability to generate
attendance (local and nonlocal), as well as its financial and economic success.
Optimized modern amateur sports complexes tend to be located in areas with existing
sports and recreation facility products or in areas with a well-established economic
base of hotels, restaurants, retail and other visitor industry infrastructure.
When co-located with other amateur sports facilities, expanded or new sports and
sports tourism assets have an opportunity to create a “sports destination” through a
campus of facilities that leverage operating, marketing and branding synergies for the
purpose of attracting sports tourism as well as accommodating local demand.
Further, developing additional outdoor fields at or near the site of an indoor sports
facility has the potential to develop a more year-round destination and create
marketing and operational synergy. Extending seasons and creating a more
consistent flow of foot traffic at amateur sports facilities can be appealing to existing
and potential new private sector investors looking to avoid the peaks and valleys of
economic activity surrounding seasonal traffic generators.
Additionally, while youth/amateur sports complexes have the opportunity to
supplement (sometimes significantly) economic activity at nearby hotels, restaurants,
retail outlets and other establishments, the hours of peak operation for these
complexes can present challenges for sustainably supporting economic activity
independent of other traffic generators. As such, optimized amateur sports facilities
often locate in areas with drivable access (typically within 15 to 20 minutes) of
established visitor industry infrastructure to maximize economic impact capture. A by-
product of locating an amateur sports complex within these general areas is that
existing amateur sports facilities and visitor industry infrastructure tend to be
developed near population centers. These locations help to encourage usage among
local area residents as they tend to prefer driving 15 minutes or less for regular
weekday or weekday evening activities such as practices, games, camps or clinics.
There are a number of characteristics and factors are typically important when
evaluating the attractiveness of a site location, including those shown to the right:
Construction Costs (order-of-magnitude)
An analysis was conducted associated with order-of-magnitude hard construction costs pursuant to the supportable building
program elements presented on the previous page. Site costs (acquisition and preparation) have not been included. Construction
costs tend to vary widely among comparable sports facility projects. Many variables exist that influence actual realized
construction costs, including type of facility, size, components, level of finish, integrated amenities, costs of goods and services in
the local market, location and topography of the site, ingress/egress issues, and other such aspects. Importantly, a detailed
architectural concept, design and costing study would be required to specifically estimate construction costs for a potential new
Amateur Sports Complex (i.e., indoor hardcourt-focused facility) in the Coachella Valley.
Based on an assumed hard construction cost of $275 per gross square foot, order-of-magnitude hard construction costs for a new
Indoor Sports Facility in the Coachella Valley could approximate $38.5 million. Assuming soft costs (not including site acquisition)
of approximately $11.5 million, total order-of-magnitude hard and soft construction costs associated with a new Indoor Sports
Facility in the Coachella Valley could approximate $50.0 million.
If pursued under a future phase, it is estimated that order-of-magnitude hard construction costs for added rectangle fields could
approximate between $1.0 and $2.7 million per field (depending on whether tournament-quality natural grass or synthetic), which
includes a per-field factor for supporting infrastructure such as concession buildings, site/maintenance buildings, parking, lighting,
general sitework and other such elements.
•Size, cost, and ownership
complexity of site.
•Nearby accessibility to major
interstates/roadways.
•Centralized location within a
target geographic region.
•Driving proximity to primary
population concentrations.
•Ability to leverage existing
infrastructure/prior investment.
•Requirements/preferences of a
private partner.
•Proximity to quality hotel
inventory.
•Proximity to restaurants, retail,
nightlife, and entertainment.
•Parking availability.
•Ingress/egress.
•Site visibility.
•Synergy with public sector
initiatives/master plans.
•Compatibility with surroundings.
Typical Important Site Attributes
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Governance & Oversight Model
The purpose of this section is to evaluate and provide recommendations concerning governance for the recommended new
Amateur Sports Complex in the Coachella Valley. Governance includes both facility/complex ownership, as well as
management/operating structure and approach with regard to booking/scheduling/discounting policies and rates.
The following presents a summary of typical industry model groupings relating to owner/operator models utilized in the amateur
sports facility industry:
PUBLIC MODEL:
Under the public model, the land and facility are owned and operated by a public entity, such as municipal government’s
parks and recreation department (i.e., City or County). Typically, the primary goal is to first and foremost provide access
to residents of the municipality. Facilities that operate under this model generally attract the greatest percentage of local
participation and attendance. Publicly-operated facilities are typically funded through the municipal government owner’s
general fund and/or other dedicated public sector monies. Additionally, these facilities typically rely on an annual
financial operating subsidy provided by the public sector owner.
PRIVATE MODEL:
Under the private model, both the land and the complex are privately-owned, developed, maintained and operated.
Facilities under this model tend to be more specialized and cater to a narrower segment of the marketplace. This
operational model is designed for profit, with pricing and booking strategies that often limit interest and use by most local
community and neighborhood leagues and tournaments. The funding for such facilities usually comes from private
equity and revenue generated through programmed tournaments, training, camps and league play.
PUBLIC/PRIVATE MODEL:
Under the public/private model, the land, and often the facility as well, are typically owned by a public entity and leased or
contracted to a third-party private entity responsible for operating and maintaining the complex. The goals and
objectives of this model can vary widely in examples throughout the country; however, many attempt to balance
objectives of (1) economic impact generation, (2) local community use opportunities, and (3) operational self-sufficiency.
Under an industry best practices approach, these issues are negotiated and agreed upon by the parties in advance and
appropriate booking, pricing, and operational guidance is memorialized within the ultimate lease/management
agreement. Similar to the private model, many facilities under this model tend to be more specialized and cater to a
narrower segment of the marketplace than the public model or the public/non-profit model. Some facilities under this
model are operationally self-sufficient and do not require annual subsidy or external funding support, while some still
require annual financial operating support by the public sector facility owner.
PUBLIC/NON-PROFIT MODEL:
Under the public/non-profit model, the land and facility are generally owned by a public entity and the complex is leased
and operated by a 501(c)3 non-profit. The non-profit operator often utilizes relationships with local sports organizations
to generate strategic partnerships, serving to share operating/maintenance responsibilities and expand revenue-
generating and use opportunities. The non-profit entity typically gives first priority to its partnerships, with public use
given a secondary priority. This model generally serves more of a public utility than that of a public/private model and
relies on public funding, as well as the access that non-profit organizations have to a number of applicable grant
programs that can either contribute to the construction of the complex or offset operating expenses.
SPORTS AUTHORITY MODEL:
In some cases throughout the country, independent sports authorities have been established to govern and oversee all or
a subset of facilities in a community. The Desert Recreational District currently serves this role for a number of sports
and recreational facilities and programming throughout the Coachella Valley. Sports Authorities are often established via
local or state enacting legislation and tend to operate in both sports tourism and local sports/recreational realms. Many
operate as quasi-public, nonprofit organizations that are not constrained by the traditional rules, policies, regulations, and
operating procedures that exist with local government agencies/departments. Many authorities own their own facilities
and have their own independent funding source (i.e., dedicated tax), including the ability to issue dedicated bonds or debt
to fund construction and/or operations.
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6 PROGRAM, SITE & BUSINESS MODEL
There are several reasons why the Sports Authority model can be advantageous. Specifically:
1.Opportunity to create a “regional community” venue – In some communities, the “destination” (from the
perspective of tourism and travelers) may encompass a number of cities, towns and even counties. The
Coachella Valley is a clear example of this, comprising of nine cities and several unincorporated communities.
The boundaries of specific municipalities are often irrelevant from the perspective of travelers and tournaments.
2.Lack of a Powerful Local Private Sports Association – A number of privately-owned complexes (or those
involving public/private partnerships) are owned and/or operated by a very prominent local sports association
or organization with substantial resources. For example, a number of sports complexes in the Southeast U.S.
are owned/operated by large, mature soccer associations that have thousands of members.
3.Insulation from municipal politics and funding – Authorities typically are independent, quasi-governmental
agencies, often with their own Board of Directors and possessing their own taxing authority. This tends to be
more advantageous on a host of levels, providing protection against municipal politics and annual allocation of
funding, as well as offering more flexibility than provided under sometimes strict employment and operating
codes pertaining to municipally-owned facilities. Furthermore, most amateur sports complexes develop “in-
house” sports programming and leagues, which could limit the ability to non-city residents to participate.
4.Dedicated sports / tourism focus – Authorities that own and operate complexes of this nature often are
dedicated in focus and mission. In most cases, this means that their purpose is to develop, market and operate
Sports and Recreation programs and facilities within a given area. Their Boards tend to be carefully selected
with a mix of governmental representatives, community/business leaders and representatives of various local
athletic organizations. Many of the most successful case studies of local sports and recreation
programs/facilities involved dedicated authorities that continue to build resources and regional participation
levels over time. A smaller, but growing, number of authorities have a “sports tourism” focus, rather than the
broader sports, recreation and leisure focus of typical parks, sports and recreation authorities in many markets.
Based on the analysis conducted, the following represents recommendations concerning ownership and operation of a potential
new Amateur Sports Complex in the Coachella Valley.
FACILITY OWNER & MODEL
Given the expected sports tourism mission of a potential new Amateur Sports Complex, along with the project’s expected
physical and operational characteristics, it is believed that the appropriate governance and oversight model for a new
Sports Complex in the Coachella Valley would be a hybrid public/private model. This would involve public ownership via
some governmental entity or sports authority (such as the Desert Recreational District or a newly-created sports
authority focusing on sports tourism), contracted private management, and an Oversight Board. Through coordination
and collaboration with the facility owner, management team, tenant groups, and other local area facilities, the Oversight
Board would be responsible for the Sports Complex’s schedule and use calendar, as well as its rates and discounting
policies. This type of structure could work to ensure equitable scheduling and rates, as well as mitigating cannibalization
of local user group activity at existing local sports facilities. This would allow for appropriate scaling should the new
Indoor Sports Facility represent one of several phases of development of a larger amateur sports complex destination.
The facility owner outlines facility policies informed by aims and goals for the facility. To refine these policies and ensure
that they are being implemented by the private management firm, the facility owner would establish an Oversight Board
populated by appointed facility and community stakeholders.
OVERSIGHT BOARD
The Oversight Board, a handful of appointed individuals with facility and community ties, has de facto control of the
schedule and use calendar for the Indoor Sports Facility (or greater campus), as well as rates and discounting. The
Oversight Board would initially work the County/City and the selected Private Management Firm to establish a formal
booking and scheduling policies, as well as policies related to rates and discounting. The Oversight Board would be best
served if it included a mix of public sector and private sector members, including representatives of the County/City, the
contracted private management firm, key tenants/user groups, other existing local area athletic facilities, schools,
tourism organizations, and/or other local business leaders. The Board would have an established set of bylaws and
would meet monthly.
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COMMON ON-SITE FACILITY
STAFFING STRUCTURE
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6 PROGRAM, SITE & BUSINESS MODEL
PRIVATE MANAGEMENT FIRM
The private management firm hired by the Owner would be responsible for operating the Amateur Sports Complex as
guided by defined Owner policies. A firm account executive on the national corporate level would directly report to the
Owner’s designee (or the Oversight Board, if it is organized with expanded responsibilities), and is responsible for hiring
and overseeing the on-site complex staff. The account executive would also act as an intermediary for support functions
provided by the firm’s national corporate office, including human resources, brand and marketing strategy, financial
reporting and legal/risk assistance. The firm is typically compensated with a flat annual management fee, plus incentive
payments for producing desired results. Incentives could be based on achieving specific revenue goals, attendance,
events, room night generation or other targets.
ON-SITE FACILITY STAFF
The facility-specific full-time staff is commonly structured as per the diagram below. The facility general manager serves
as the on-site lead and directly reports to the private management firm’s property-specific account executive. The
marketing coordinator oversees all facility marketing and sponsorship efforts, the tournament director works with third-
party organizations to schedule tournaments, the local program director works with local organizations to schedule
practices, league play and camps, the office manager oversees facility bookkeeping and the operations manager runs
facility maintenance and food and beverage operations as well as oversees most of the part-time employees that are
hired for event-specific operations. This on-site staff is responsible for operating the facility within the budget submitted
by the private management firm and in coordination with Oversight Board.
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6 PROGRAM, SITE & BUSINESS MODEL
Funding & Partnership Options
For comparable amateur sports facility and sports tourism facility projects throughout the country, public sector revenue sources
typically fund all or a majority of the capital development of municipally-owned facilities comparable to the identified projects in
this study. While a majority of the construction costs associated with the recommended Amateur Sports Complex in the
Coachella Valley would likely need to be funded through public sector sources, private sector sources via public/private
partnership (P3) could help contribute to capital funding for the projects. The ultimate financing structure of any new sports
facility is dependent on political, economic and other issues of various parties that may be involved in developing potential new
sports complexes.
While certain private sector partners (such as Sports Facilities Companies [SFC], Ripken Sports, FieldhouseUSA, and Eastern
Sports Management [ESM]) have historically contributed a portion of upfront capital to defray public sector construction funding
obligations in past years, upfront participation in capital construction by private sector parties has become significantly less
prevalent. In recent years, most sports tourism and amateur sports complexes involving P3 frameworks/partners involve private
sector management and operating revenue/profit sharing with the public sector facility owner, rather than upfront capital to assist
with construction funding.
Booking / Scheduling Policy
The booking and scheduling policy should emphasize the attraction and accommodation of sports tourism as its foremost
priority. The Oversight Board will ensure that the policy is adhered to, would be able to vote on policy adjustments, and would
provide strategic direction to facility management. The Board would have the ability to view the scheduling calendar for each of
its subject facilities. Key elements of the booking and scheduling policy is recommended to include the following prioritization:
TIER ONE: NON-LOCAL TOURNAMENTS
Booking Access Beyond 12 Months
Visit Greater Palm Springs, tournament producers, and other organizations would have priority access to reserve facility
space at the new Amateur Sports Complex for tournaments, meets, competitions and other events exhibiting a proven
track-record of generating a minimum threshold of hotel room nights and new economic spending in the Coachella
Valley. In addition, first-time events with the strong potential of generating a minimum threshold of room nights and
economic spending would also receive priority consideration.
TIER TWO: LOCAL TOURNAMENTS & MAJOR EVENTS
Booking Access Within 12 Months
Local leagues, camps, clinics, and other organizations would have access to reserve facility space at the new Amateur
Sports Complex for tournaments, meets, competitions and other events for local/league activity that do not meet a
minimum threshold for hotel room nights (e.g., year-end tournaments by local leagues, tournaments/meets that generate
revenue for league activity, competitions that generate somewhat less than the minimum threshold to book earlier, etc.).
While tentative booking could be made at any time, licensed booking would not be allowed until 12 months before the
tournament/meet start. Tier One events that meet hotel room night and economic spending thresholds would receive
priority over tentative bookings.
TIER THREE: LOCAL USE
Booking Access Within 3 Months
Local leagues (in-house or third-party) or other organizations could reserve facility space at the new Sports Complex for
games, camps, clinics or other non-practice events up to three months out from the desired dates and/or start of their
respective season(s). As with Tier Two, tentative bookings within Tier Three can be made at any time, but are subject to
rescheduling or termination to accommodate a conflicting Tier One or Two booking until a period of three months prior
to the requested date.
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6 PROGRAM, SITE & BUSINESS MODEL
Public sector mechanisms and sources that are most often utilized to fund comparable sports complexes located throughout the
region and country include:
•General Obligation Bonds
•Revenue Bonds
•Tax Increment Financing (TIF)
•Tourism Improvement District (TID)
•Pay-As-You-Go Financing
•Certificates of Participation
•State/Federal Assistance
•Private/Public Equity & Grants
Under situations where bonds have been issued, debt service is often supported by local tax revenue, which has tended to include
the following:
•Property taxes
•Sales and use taxes
•Hotel/motel taxes
•Restaurant/food & beverage taxes
•Sin taxes (alcohol, cigarette, etc.)
•Admissions/entertainment taxes
Potential sources of private sector funding for the potential new sports complexes could include, but are not limited to:
•Naming rights/sponsorships
•Equity contributions (with or without a formalized P3)
•Grants/Donations
•Vendor rights
•Facility use agreements
•Registration fee surcharge
•Parking fees
•Other sources
Oftentimes, communities that are considering major amateur sports facility projects, such as the potential new Amateur Sports
Complex studied herein, have explored private partner interest through the issuance of an RFEI (request for expressions of
interest) and/or RFP (request for proposals) for a potential public/private partnership (P3) opportunity for the project in order to
better gauge private sector interest in the project and potential private sector capital that may be available to contribute to the
project.
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DRAFT COPY
7
COST / BENEFIT
ANALYSIS
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COST / BENEFIT ANALYSIS7
Overview & Key Assumptions
An analysis was completed to produce key cost/benefit estimates associated with a potential new Amateur Sports Complex in the
Coachella Valley. For purposes of this cost/benefit analysis, at this stage, detailed projections have only been developed with respect
to the potential Indoor Sports Facility project (as it represents the core facility concept recommendation). A cost/benefit analysis has
not been completed regarding a possible future phase of development (i.e., outdoor rectangle fields). Performance estimates for the
Indoor Sports Facility have been presented over a 20-year projection period. For purposes of this analysis, construction is assumed to
commence in 2024 and be completed in 2025, while the first full year of operations is assumed to be 2026. A stabilized year of
operation is assumed to occur by the fourth full year of operation (assumed 2029). The assumptions used in this analysis are based
on the market research and analysis, past experience with hundreds of similar sports facility projects, local market visits and Visit
Greater Palm Springs, various local stakeholders, and stakeholder-provided data, industry trends, knowledge of the marketplace, and
use/financial results from comparable facilities. Additional planning (i.e., site selection, soil and environmental testing, architectural
design, etc.) must be completed before more precise estimations of the Amateur Sports Complex’s ultimate construction and
operating costs can be made. Also, upon completion of further planning, revenue and expense assumptions should be updated to
reflect changes to the assumptions made herein.
These estimates are designed to assist project representatives in assessing the financial and economic effects of a new Indoor
Sports Facility (as the core component of a new Amateur Sports Complex) and cannot be considered a presentation of expected
future results. Accordingly, the analysis of potential financial operating results and economic impacts may not be useful for other
purposes. The assumptions disclosed herein are not all inclusive, but are those deemed to be significant. Because events and
circumstances frequently do not occur as expected, there usually will be differences between estimated and actual results and these
differences may be material.
COSTS (Construction & Operations)
Preliminary analyses were completed to estimate order-of-magnitude construction costs and the annual financial operating
performance associated with a new Indoor Sports Facility in the Coachella Valley. Construction cost estimates were generated using
industry per-unit data adjusted for conditions in the Coachella Valley and cost data of comparable amateur sports facility projects,
modified for time and locations.
To produce the financial operating estimates, a computer-based model was developed incorporating comparable facility data and the
estimated levels of utilization and attendance derived from the market analysis to generate estimates with regard to potential annual
facility operations. Revenues including registrations, rentals, concessions, advertising and sponsorship revenues, and other such
sources were estimated. Expenses including salaries/wages/benefits (including contracted services costs), utilities, maintenance &
repair, materials & supplies, insurance, general & administrative, programming, and others were estimated. The comparison of
revenues and expenses enables stakeholders to evaluate the level of facility-supportable revenues or public subsidies that may be
required for annual Amateur Sports Complex operations.
It has been assumed that the new Amateur Sports Complex in the Coachella Valley would be publicly-owned and privately-operated.
Figures only represent the annual operations of the Indoor Sports Facility (and not potential associated future phases, such as
outdoor field development) and do not include construction debt service payments, capital repair/replacement reserve funding, or
other non-operating income and expenses.
BENEFITS (Economic Impacts & Other)
The ability of an amateur sports facility to generate new spending and associated economic impact in a community is often one of
the primary determinants regarding a decision by a public sector entity to participate in investing in the development and/or operation
of such facilities. Beyond generating new visitation and associated spending in local communities, amateur sports complexes also
benefit a community in other important ways, such as providing venues for athletic and recreation activities attended and participated
in by local community members and drawing new visitation/traffic into target areas.
The impact of an amateur sports facility project is maximized when out-of-town athletes/participants and family members or guests
spend money in a community while visiting. This spending by visitors represents new money to the community hosting the event.
This new money then creates multiplier effects as the initial spending is circulated throughout the local economy.
It is important to note that spending estimates associated with the potential new sports complex only represent spending that is
estimated to be new to the Coachella Valley (net new spending), directly attributable to the operation (and existence) of the potential
new Indoor Sports Facility.
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COST / BENEFIT ANALYSIS7
Economic Impact Concepts & Methods
The investment in a new Amateur Sports Complex project will be expected to provide substantial quantifiable benefits. These
quantifiable benefits often serve as the “return on investment” of public dollars that are contributed to develop the facility project
and site. Quantifiable measurements of the effects that facility project could have on the local economy are characterized in
terms of economic impacts and fiscal impacts. Direct spending represents the primary spending that would occur as a result of
the construction and operations of the Amateur Sports Complex. Direct spending occurs in three ways:
A primary intent of this analysis is to estimate the direct spending that could occur directly at the Indoor Sports Facility itself, in
order to approximate the potential associated tax revenues generated from such spending. The vast majority of Construction
and In-Facility Spending will be estimated to occur within the Coachella Valley area. Additionally, net new impacts will be
generated throughout the Coachella Valley, primarily relating to Out-of-Facility Spending (i.e., spending occurring off the Amateur
Sports Complex site by visitors to the Coachella Valley area on items such as hotels, restaurants, retail, transportation, etc.).
From a broad perspective, gross direct spending would flow to various economic entities, including applicable municipal
government(s), restaurants, hotel operators, retail businesses and other such entities. However, some of the spending that
occurs in connection with the ongoing operations of the Amateur Sports Complex project would not fully impact the local area.
As such, reductions must be made to gross direct spending to reflect the amount of direct spending associated with the Indoor
Sports Facility project and site improvements that are considered net new to Coachella Valley. These adjustments include:
CONSTRUCTION SPENDING
Construction materials, labor, design
and professional fees, and other soft
cost spending are generated during the
planning and construction of the new
amateur sports facility.
IN-FACILITY SPENDING
Direct spending is generated by
visitors and participants at the new
sports facility during the course of
annual operations. This spending occurs
with respect to both event and non-event
items, such as admissions, facility
rentals, food and beverage, merchandise,
sponsorship and advertising, and
retail leases.
OUT-OF-FACILITY SPENDING
Outside the amateur sports facility itself,
additional direct spending is generated in
city, county and regional areas by
visitors, spectators, attendees,
participants, event staff, and visiting
facility users on lodging, food and
beverage, retail, entertainment,
transportation, and other such items in
connection with their
visit to the area.
LEAKAGE represents the portion of gross spending estimated to occur outside the larger geographic area
considered for this analysis (Coachella Valley). Immediate leakage occurs when initial direct expenditures occur
outside the area, such as an out-of-town Amateur Sports Complex visitor that patronizes a hotel or restaurant
located outside of the Coachella Valley. Leakage also occurs when initial local spending is used immediately to
pay for goods, services, etc. outside of Coachella Valley. Examples of this type of secondary leakage include food
and beverage profits retained by companies based outside of Coachella Valley.
DISPLACEMENT refers to spending that would have likely occurred anyway in the Coachella Valley without the
presence of the Amateur Sports Complex. Examples of displaced spending would include spending by Coachella
Valley area residents in connection with their visit to the new Indoor Sports Facility site (registrations, food and
beverage, retail items, etc.) that would have been spent within the Coachella Valley anyway on other items (e.g.,
movies, restaurants, shopping, etc.) if they did not visit the Indoor Sports Facility site. Another example of
displaced spending would include out-of-facility spending by non-local individuals visiting from outside of
Coachella Valley whose primary purpose for visiting the area was something other than visiting or participating in
activities at the Amateur Sports Complex itself, and who would have spent their money in some other form in the
Coachella Valley. The concept of displacement is oftentimes referred to as the substitution effect.
The flow of gross direct spending is adjusted to reflect only the spending that is considered net new to the local economy (i.e., the
Coachella Valley). The resulting spending after all adjustments is referred to throughout the remainder of this analysis as net new
direct spending.
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COST / BENEFIT ANALYSIS7
Economic impacts are further increased through re-spending of the direct spending. The total impact is estimated by applying an
economic multiplier to initial direct spending to account for the total economic impact. The total output multiplier is used to
estimate the aggregate total spending that takes place beginning with direct spending and continuing through each successive
round of re-spending. Successive rounds of re-spending are generally discussed in terms of their indirect and induced effects on
the area economy. Each is discussed in more detail below.
INDIRECT EFFECTS consist of the re-spending of the initial or direct expenditures. These indirect impacts extend further as the
dollars constituting the direct expenditures continue to change hands. This process, in principle, could continue indefinitely.
However, recipients of these expenditures may spend all or part of it on goods and services outside the market area, put part of
these earnings into savings, or pay taxes. This spending halts the process of subsequent expenditure flows and does not
generate additional spending or impact within the community after a period of time. This progression is termed leakage and
reduces the overall economic impact.
Indirect impacts occur in a number of areas including the following:
•Wholesale industry as purchases of food and merchandise products are made.
•Transportation industry as the products are shipped from purchaser to buyer.
•Manufacturing industry as products used to service the Amateur Sports Complex and site, vendors and others are produced.
•Utility industry as the power to produce goods and services is consumed.
•Other such industries.
INDUCED EFFECTS consist of the positive changes in spending, employment, earnings and tax collections generated by
personal income associated with the operations of the Amateur Sports Complex and other related facilities. Specifically, as the
economic impact process continues, wages and salaries are earned, increased employment and population are generated, and
spending occurs in virtually all business, household and governmental sectors. This represents the induced spending impacts
generated by direct expenditures.
Indirect and induced effects are calculated by applying the appropriate multipliers to the net new direct spending estimates. The
appropriate multipliers to be used are dependent upon certain regional characteristics and also the nature of the expenditure.
Generally, an area which is capable of producing a wide range of goods and services within its borders will have high multipliers,
a positive correlation existing between the self-sufficiency of an area's economy and the higher probability of re-spending
occurring within the region. If a high proportion of the expenditures must be imported from another geographical region, lower
multipliers will result.
The multiplier estimates used in this analysis are based on the IMPLAN system. IMPLAN, which stands for Impact Analyses and
Planning, is a computer software package that consists of procedures for estimating local input-output models and associated
databases. Input-output models are a technique for quantifying interactions between firms, industries and social institutions
within a local economy. IMPLAN was originally developed by the U.S. Forest Service in cooperation with the Federal Emergency
Management Agency and the U.S. Department of the Interior's Bureau of Land Management to assist in land and resource
management planning. Since 1993, the IMPLAN system has been developed under exclusive rights by the Minnesota Implan
Group, Inc., which licenses and distributes the software to users. Currently, there are thousands of licensed users in the United
States including universities, government agencies, and private companies.
The economic data for IMPLAN comes from the system of national accounts for the United States based on data collected by
the U.S. Department of Commerce, the U.S. Bureau of Labor Statistics, and other federal and state government agencies. Data
are collected for 440 distinct producing industry sectors of the national economy corresponding to the Standard Industrial
Categories (SICs). Industry sectors are classified on the basis of the primary commodity or service produced. Corresponding
data sets are also produced for each county and zip code in the United States, allowing analyses at both the city and county level
and for geographic aggregations such as clusters of contiguous cities, counties, individual states, or groups of states.
Data provided for each industry sector include outputs and inputs from other sectors; value added, employment, wages and
business taxes paid; imports and exports; final demand by households and government; capital investment; business inventories;
marketing margins and inflation factors (deflators). These data are provided both for the 440 producing sectors at the national
level and for the corresponding sectors at the local level. Data on the technological mix of inputs and levels of transactions
between producing sectors are taken from detailed input-output tables of the national economy. National and local level data are
the basis for IMPLAN calculations of input-output tables and multipliers for geographic areas. The IMPLAN software package
allows the estimation of the multiplier effects of changes in final demand for one industry on all other industries within a local
economic area.
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COST / BENEFIT ANALYSIS7
In addition to the economic impacts that could be generated by the new Amateur Sports Complex, fiscal revenues could be
generated to various municipal/governmental entities from a variety of sources.
•TOTAL OUTPUT represents the total direct, indirect, and induced spending effects generated by the new
Amateur Sports Complex. Total output is calculated by multiplying the appropriate total output multiplier by the
estimated direct spending within each industry.
•PERSONAL INCOME (EARNINGS) represent the wages and salaries earned by employees of businesses
impacted by the new Amateur Sports Complex. Personal earnings are calculated by multiplying the appropriate
personal earnings multiplier by the estimated direct spending within each industry.
•EMPLOYMENT is expressed in terms of total jobs and includes both full and part-time jobs. Employment is
calculated by dividing the appropriate employment multiplier by one million, and then multiplying by the
estimated direct spending within each industry.
The multiplier effects estimated in this analysis include:
The graphic to the right illustrates key
measurements of economic and tax impacts
utilized in this analysis. Commencing with the
estimation of net new direct spending associated
with the Amateur Sports Complex project,
successive rounds of re-spending generate indirect
and induced effects. The sum of all this net new
spending in the Coachella Valley’s economy
represents total Economic Output. This new
economic output, in turn, likewise generates added
earnings (personal income), jobs (employment),
and tax revenues.
In addition to the quantifiable benefits associated
with a new Amateur Sports Complex, there are a
number of existing and potential benefits that
cannot be quantified. In fact, these qualitative
benefits tend to be a critical factor in the
consideration of public and private investment in
facilities of this nature. These include issues
pertaining to quality of life, ancillary economic
development facilitation, employment
opportunities, community pride, complementing
the greater project site, and other such items.
ECONOMIC
OUTPUT
Personal Income
Employment
Taxes
DIRECT
SPENDING
Construction
In-Facility
Out-of-Facility
Business Services
Household Spending
Governmental
Other Sectors
Food & Merchandise
Transport Company
Manufacturers
Energy/Utilities
The quantitative impact figures do not include economic impact that could be generated by other greater project elements
associated with any master plan for a larger sports complex/campus or mixed-use project and other ancillary private sector
development/investment that may occur as result of the new Amateur Sports Complex (i.e., hotels, restaurants, etc.). Some of
the impacts associated with the new Amateur Sports Complex would be quantitatively captured by these other developments
and improvements, but substantial additional economic impact could be generated by any new public or private investment that
occurs at, or near, the site. The net effect of a calculation of quantified economic impact could hypothetically be several times
greater in magnitude (depending on the level of investment and development outcomes that are ultimately realized at, or near,
the site).
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1,880 2,176
3,072 3,368
1,584
2,288
3,184
3,888
588
680
880
972
300
428
652
780
230
358
582
710
4,582
5,930
8,370
9,718
Year 1 Year 2 Year 3 Year 4
Total Games (Tournaments & Leagues)
Basketball
Volleyball
Other Court Users
Indoor Soccer
Other Turf Users
Total
Opening Stabilized 20-Year
UTILIZATION Year 1 Year 2 Year 3 Year 4 Cumulative
LEAGUE TEAMS
Basketball 44 49 54 59 1,150
Volleyball 33 38 43 48 930
Other Court Users 24 28 32 36 696
Indoor Soccer 18 22 26 30 576
Other Turf Users 13 17 21 25 476
Total 132 154 176 198 3,828
LEAGUE GAMES
Basketball 704 784 864 944 18,400
Volleyball 528 608 688 768 14,880
Other Court Users 336 392 448 504 9,744
Indoor Soccer 252 308 364 420 8,064
Other Turf Users 182 238 294 350 6,664
Total 2,002 2,330 2,658 2,986 57,752
TOURNAMENTS
Basketball 9 11 16 18 342
Volleyball 12 16 21 25 474
Other Court Users 6 7 10 11 210
Indoor Soccer 2 4 7 9 166
Other Turf Users 2 4 7 9 166
Total 31 42 61 72 1,358
TOURNAMENT GAMES
Basketball 1,176 1,392 2,208 2,424 45,984
Volleyball 1,056 1,680 2,496 3,120 58,272
Other Court Users 252 288 432 468 8,928
Indoor Soccer 48 120 288 360 6,576
Other Turf Users 48 120 288 360 6,576
Total 2,580 3,600 5,712 6,732 126,336
CAMPS & OTHER RENTALS
Basketball 54 60 66 72 1,404
Volleyball 60 60 60 60 1,200
Other Court Users 12 12 18 18 348
Indoor Soccer 48 60 72 72 1,404
Other Turf Users 30 36 42 48 924
Private Rentals/Practices/Drop-in 2,900 2,900 2,900 2,900 58,000
Total 3,104 3,128 3,158 3,170 63,280
7
Estimated Utilization
A detailed utilization model was developed to consider a large number of variables and inputs to analyze each sport/use for a
potential new Amateur Sports Complex in the Coachella Valley. For instance, when considering different types of usage (i.e., use
from local leagues/clubs versus non-local tournaments/meets versus clinics/camps/lessons versus open recreation, etc.),
separate assumptions were used to generate usage and attendance (participants and spectators) estimates. The exhibit below
presents a summary of key utilization levels associated with a new Amateur Sports Complex in the Coachella Valley
(recommended Indoor Sports Facility only), pursuant to the previously outlined facility program and assumptions.
COST / BENEFIT ANALYSIS
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99,474 115,380 164,886 180,792
85,812
124,116
173,172
211,476
23,580
27,108
35,622
39,150
12,456
17,880
27,336
32,040
9,276
14,340
23,436
28,500
69,525
69,525
69,525
69,525
300,123
368,349
493,977
561,483
Year 1 Year 2 Year 3 Year 4
Total Attendance
Private Rentals/Practices/Drop-in
Other Turf Users
Indoor Soccer
Other Court Users
Volleyball
Basketball
Opening Stabilized 20-Year
ATTENDANCE Year 1 Year 2 Year 3 Year 4 Cumulative
LEAGUES
Basketball 9,856 10,976 12,096 13,216 257,600
Volleyball 7,392 8,512 9,632 10,752 208,320
Other Court Users 4,032 4,704 5,376 6,048 116,928
Indoor Soccer 3,024 3,696 4,368 5,040 96,768
Other Turf Users 2,184 2,856 3,528 4,200 79,968
Total 26,488 30,744 35,000 39,256 759,584
TOURNAMENTS
Basketball 18,816 22,272 35,328 38,784 735,744
Volleyball 16,896 26,880 39,936 49,920 932,352
Other Court Users 3,024 3,456 5,184 5,616 107,136
Indoor Soccer 672 1,680 4,032 5,040 92,064
Other Turf Users 672 1,680 4,032 5,040 92,064
Total 40,080 55,968 88,512 104,400 1,959,360
CAMPS & OTHER RENTALS
Basketball 2,700 3,000 3,300 3,600 70,200
Volleyball 3,000 3,000 3,000 3,000 60,000
Other Court Users 600 600 900 900 17,400
Indoor Soccer 1,920 2,400 2,880 2,880 56,160
Other Turf Users 1,200 1,440 1,680 1,920 36,960
Private Rentals/Practices/Drop-in 69,525 69,525 69,525 69,525 1,390,500
Total 78,945 79,965 81,285 81,825 1,631,220
SPECTATORS
Basketball 68,102 79,132 114,162 125,192 2,389,660
Volleyball 58,524 85,724 120,604 147,804 2,777,520
Other Court Users 15,924 18,348 24,162 26,586 510,396
Indoor Soccer 6,840 10,104 16,056 19,080 357,360
Other Turf Users 5,220 8,364 14,196 17,340 322,560
Total 154,610 201,672 289,180 336,002 6,357,496
TOTAL ATTENDANCE
Basketball 99,474 115,380 164,886 180,792 3,453,204
Volleyball 85,812 124,116 173,172 211,476 3,978,192
Other Court Users 23,580 27,108 35,622 39,150 751,860
Indoor Soccer 12,456 17,880 27,336 32,040 602,352
Other Turf Users 9,276 14,340 23,436 28,500 531,552
Private Rentals/Practices/Drop-in 69,525 69,525 69,525 69,525 1,390,500
Total 300,123 368,349 493,977 561,483 10,707,660
7 COST / BENEFIT ANALYSIS
Estimated Attendance
The exhibit below presents a summary of estimated attendance levels associated with a potential new Amateur Sports Complex in
the Coachella Valley (recommended Indoor Sports Facility only).
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($1,000,000)
($500,000)
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
Year 1 Year 2 Year 3 Year 4
Financial Operating Results
Op. Revenue
Op. Expenses
Net Income
Opening Stabilized 20-Year
FINANCIAL OPERATIONS Year 1 Year 2 Year 3 Year 4 Cumulative
OPERATING REVENUES
In-House League Registration $59,400 $70,200 $81,500 $93,400 $2,238,700
In-House Tournament Registration $142,656 $211,140 $340,416 $418,992 $9,811,932
Rental Income $798,200 $918,200 $1,079,600 $1,212,700 $29,222,900
Camps/Clinics $251,200 $287,100 $333,200 $358,800 $8,666,100
Concessions $523,700 $681,000 $970,100 $1,147,900 $27,154,700
Advertising/Sponsorship $197,200 $210,800 $224,600 $238,500 $5,822,400
Other $127,815 $134,736 $141,833 $149,115 $3,649,361
Subtotal $2,100,171 $2,513,176 $3,171,249 $3,619,407 $86,566,093
OPERATING EXPENSES
Salaries, Wages and Benefits $943,500 $980,600 $1,018,500 $1,057,300 $25,950,500
Utilities $383,000 $394,500 $406,400 $418,600 $10,292,500
Maintenance and Repair $140,400 $144,700 $149,000 $153,500 $3,773,800
Materials and Supplies $86,800 $89,400 $92,100 $94,900 $2,333,000
Insurance $146,800 $151,200 $155,800 $160,400 $3,945,300
Concessions $340,400 $442,700 $630,600 $746,100 $17,650,500
General and Administrative $135,000 $137,500 $140,000 $142,500 $3,513,700
Tournament Expenses $57,062 $84,456 $136,166 $167,597 $3,924,773
League Operations/Programming $201,900 $232,200 $269,600 $293,900 $7,088,300
Subtotal $2,434,862 $2,657,256 $2,998,166 $3,234,797 $78,472,373
NET OPERATING INCOME ($334,691)($144,080)$173,083 $384,610 $8,093,720
COST / BENEFIT ANALYSIS7
Financial Operating Projections
Many indoor amateur sports facilities of this nature involve public sector funding participation (both in terms of construction and
operations). Many publicly-owned and publicly-operated hardcourt/turf sports facilities throughout the country operate at an
annual financial deficit, while a greater number of facilities that are publicly-owned, but privately-operated under lease or
management agreement can be operationally-profitable on an annual basis.
The exhibit below presents a summary of projected annual financial operating results associated with a potential new Amateur
Sports Complex in the Coachella Valley (recommended Indoor Sports Facility only). Based on the preliminary analysis, upon
stabilization (assumed fourth full year of operation), a new Indoor Sports Facility is estimated to generate a net operating profit of
approximately $385,000, before debt service, capital repair/replacement funding and profit sharing. This projected level of
operating profit is consistent with other comparable indoor sports facilities throughout the country.
Efforts were made to appropriately tailor assumptions and projections by utilizing actual operating data from comparable
facilities located in similar geographic areas. As an example, with respect to utilities expenses, a review of comparable facility
data indicates most similar indoor sports facilities have annual utilities expenses that fall within a range of $1.20 and $2.20 per
GSF (gross square foot). When focusing only on facilities located in warm, southern US markets, the average utilities expense
ranges between $1.50 and $2.50 per GSF. To account for the extreme seasonal conditions in the Coachella Valley, a factor of
$3.00 per GSF was utilized in the projections shown below.
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COST / BENEFIT ANALYSIS7
Economic Impacts
The exhibit below presents a summary of the annual, and 20-year cumulative total of projected economic impacts generated in
the Coachella Valley by the potential new Amateur Sports Complex, pursuant to the recommendations and assumptions outlined
herein. The economic impact estimates additionally assume the following:
•Construction impacts occur during the construction period, prior to the first year of operation—these impacts are shown under
the 20-year cumulative estimates. •In-facility impacts are driven by the gross spending occurring at the sports complex itself and represent a percentage of gross
operating revenues that are estimated to be net new to the Coachella Valley.•Out-of-facility impacts are generated across a variety of industries within the Coachella Valley by athletes, families and
sponsoring organizations that do not reside within the Coachella Valley. Out-of-facility spending by residents who reside in the
Coachella Valley is not counted for this analysis, as such spending is assumed to represent displaced spending that would
have otherwise occurred locally. Reductions have been made to account for certain spending (i.e., hotel) that is assumed to
leak to areas outside the Coachella Valley.
Opening Stabilized 20-Year
ECONOMIC IMPACT Year 1 Year 2 Year 3 Year 4 Cumulative
A) Construction Impacts
Net New Hotel Room Nights 0 0 0 0 0
Total Attendee Days 0 0 0 0 0
Net New Non Local Visitor Days 0 0 0 0 0
Direct Spending $0 $0 $0 $0 $25,000,000
Indirect/Induced Spending $0 $0 $0 $0 $17,165,454
Economic Output $0 $0 $0 $0 $42,165,454
Personal Income $0 $0 $0 $0 $14,199,313
Employment (full & part-time jobs)0 0 0 0 300
B) In-Facility Impacts
Net New Hotel Room Nights 0 0 0 0 0
Total Attendee Days 0 0 0 0 0
Net New Non Local Visitor Days 0 0 0 0 0
Direct Spending $1,260,103 $1,507,905 $1,902,750 $2,171,644 $51,939,656
Indirect/Induced Spending $865,304 $1,035,818 $1,307,762 $1,492,836 $35,702,519
Economic Output $2,125,406 $2,543,724 $3,210,511 $3,664,480 $87,642,175
Personal Income $903,944 $1,079,531 $1,357,767 $1,548,014 $37,036,191
Employment (full & part-time jobs)30 36 45 51 1,222
C) Out-of-Facility Impacts
Net New Hotel Room Nights 14,880 19,742 29,421 34,266 646,564
Total Attendee Days 300,123 368,349 493,977 561,483 10,707,660
Net New Non Local Visitor Days 92,585 122,840 183,063 213,210 4,023,064
Direct Spending $10,067,916 $13,758,684 $21,119,004 $25,334,845 $596,272,050
Indirect/Induced Spending $6,883,707 $9,407,184 $14,439,634 $17,322,118 $407,687,326
Economic Output $16,951,623 $23,165,868 $35,558,638 $42,656,963 $1,003,959,376
Personal Income $6,957,132 $9,507,527 $14,593,656 $17,506,887 $412,035,971
Employment (full & part-time jobs)217 297 456 547 12,866
TOTAL NET NEW IMPACTS
Net New Hotel Room Nights 14,880 19,742 29,421 34,266 646,564
Total Attendee Days 300,123 368,349 493,977 561,483 10,707,660
Net New Non Local Visitor Days 92,585 122,840 183,063 213,210 4,023,064
Direct Spending $11,328,019 $15,266,589 $23,021,753 $27,506,489 $673,211,706
Indirect/Induced Spending $7,749,010 $10,443,003 $15,747,396 $18,814,954 $460,555,299
Economic Output $19,077,029 $25,709,592 $38,769,149 $46,321,443 $1,133,767,005
Personal Income $7,861,077 $10,587,058 $15,951,423 $19,054,901 $463,271,475
Employment (full & part-time jobs)247 333 501 598 14,387
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Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 106
Qualitative Impacts / Other Benefits
In addition to the more quantifiable benefits, some benefits related to the construction and operation of a new Amateur Sports
Complex in the Coachella Valley cannot be quantitatively measured. Beyond the economic activity and jobs indirectly provided,
these types of non-quantifiable impacts of a project of this nature and scope can serve to elevate Greater Palm Springs and the
Coachella Valley’s profile and brand as a sports tourism destination and as a quality place to live, work, learn and play.
In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in projects of
this nature, particularly those involving a major investment in community assets and infrastructure. These include issues
pertaining to quality of life (through accommodating local events that would otherwise not be able to visit the Coachella Valley
itself), ancillary economic development facilitation, employment opportunities, community pride and other such issues.
Potential non-quantifiable benefits could include:
•Potential Transformative and Iconic Effects – High profile, sports facility projects, like the proposed Amateur Sports
Complex, can have extensive, long-lasting transformative impacts for Coachella Valley communities and overall destination, in
terms of quality of life, community prestige, perception by visitors and non-locals, and other such effects.
•Quality of Life for Residents – New/enhanced sports, recreation and special event facilities provide diversified activities for
local residents and families, which can make communities in the Coachella Valley more attractive and enjoyable places to
reside. Quality public assembly facilities can contribute to enhancing community pride, self-image, exposure and reputation.
All these items can assist in retaining and attracting an educated workforce, particularly younger adults who often desire
quality sports, recreational, meeting, entertainment, cultural, and leisure amenities.
•New Visitation – New visitors will be attracted to the area because of an athletic tournament, meet, competition, clinic or
camp. These attendees, in turn, may elect to return to the area later with their families, etc. for a leisure visit after visiting the
area for the first time.
•Spin-Off Development – New retail/business tend to invariably sprout up near major new sports facility developments,
spurred by the operations and activities associated with the facilities, representing additions to the local tax base. Enhanced
economic growth and ancillary private sector development (or improvement) surrounding the ultimate site for a new Amateur
Sports Complex in the Coachella Valley may be spurred by the investment in the project
•Anchor for Revitalization – Major sports facility and other tourism facility developments can oftentimes serve as an anchor
for larger master plans and revitalization efforts. Indoor sports facilities, like the proposed project, can attract hundreds of
thousands of attendees annually. This added visitation to an area or district can be critical to the health and vitality of existing
nearby businesses, as well as providing the incentive for future investment by the private sector in business improvements and
expansions.
•Other Benefits – Increased synergy with the other athletic, event, hospitality and entertainment facilities can lead to increased
tourism activity to the Coachella Valley.
COST / BENEFIT ANALYSIS7
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Feasibility Study of a New Amateur Sports Complex in the Greater Palm Springs / Coachella Valley Area ● Page 107
COST / BENEFIT ANALYSIS7
Summary & Key Projections
Based on analysis results, a summary of key cost/benefit projections for a new Amateur Sports Complex in the Coachella Valley
(recommended Indoor Sports Facility only), associated with its construction and annual operations is presented below (upon
stabilization of operations, assumed to occur by the fourth full year of operations).
ANNUAL
PERSONAL
INCOME
$19.1M
ANNUAL
EMPLOYMENT
(FULL & PART-TIME JOBS)
598
ANNUAL
DIRECT
SPENDING
$27.5M
ANNUAL
INDIRECT/INDUCED
SPENDING
$18.8M
ANNUAL
ECONOMIC
OUTPUT
$46.3M+=
SUMMARY OF ESTIMATED KEY PROJECTIONS ASSOCIATED WITH
A NEW AMATEUR SPORTS COMPLEX IN THE COACHELLA VALLEY
(Operating Impacts Reflect Annual Impacts Upon Stabilization, Assumed Fourth Full Year of Operations)
ANNUAL NON-LOCAL
ATTENDEE DAYS
213,200
ANNUAL
ATTENDEE DAYS
561,500
ANNUAL FINANCIAL
OPERATING PROFIT
$384,600
ANNUAL
HOTEL RM NIGHTS
34,300
CONSTRUCTION
ECONOMIC IMPACT
$42.2M
In addition to the quantifiable projections of utilization, financial operations and economic impacts shown above, there are a
number of potential benefits associated with a new Amateur Sports Complex in the Coachella Valley that cannot be quantified.
In fact, these qualitative benefits tend to be a critical factor in the consideration of public and private investment in facilities of
this nature. These qualitative impacts/benefits may include:
•Potential transformative and iconic effects.
•Enhanced quality of life for community residents.
•Inducement of follow-up visitation.
•Spin-off development.
•Anchor for revitalization of targeted areas within a community.
•Various other benefits.
CONSTRUCTION
COSTS
$50.0M
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