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PALM DESERT CITY COUNCIL
STUDY SESSION MEETING
AGENDA
Thursday, February 26, 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 2026 CITY COUNCIL GOAL SETTING 3
RECOMMENDATION:
Review and provide input on the proposed 2026 City Council Goals.
3.ADJOURNMENT
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 26, 2026
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CITY OF PALM DESERT
STAFF REPORT
MEETING DATE: February 26, 2026
PREPARED BY: Anthony J. Mejia, City Clerk
SUBJECT: STUDY SESSION: 2026 CITY COUNCIL GOAL SETTING
RECOMMENDATION:
Review and provide input on the proposed 2026 City Council Goals.
BACKGROUND/ANALYSIS:
On an annual basis, the City Council conducts a Goal Setting Session to review progress on the
prior year’s adopted goals, consider newly submitted ca ndidate goals from individual
Councilmembers, and establish priorities for the upcoming year.
At this year’s session, City staff will present the status of each 2025 City Council Goals, including
accomplishments and next steps. Individual members of the City Council will then present their
proposed candidate goals for 2026. Where feasible, staff will consolidate related proposals into
broader categories to reduce duplication and improve alignment. Staff will seek Council
feedback on any proposed amendments and, if necessary, facilitate straw polling to determine
support for advancing specific goals.
In 2025, the City Council established an Ad Hoc Committee on the 201 3 Strategic Plan,
comprised of Councilmember Quintanilla and Mayor Pro Tem Trubee. At the r equest of the
Committee, staff has developed a Strategic Plan Task Tracker to provide a dashboard -level
status report on implementation efforts. This preliminary dashboard will be presented to the
Committee for feedback and further refinement.
Following this session, City staff will return at an upcoming City Council meeting to present a
resolution adopting the selected 2026 goals and a preliminary work plan for Council review and
feedback.
The order of business for the Goal Setting Session is as follows:
Call to Order / City Manager Comments
Update on 2025 City Council Goals
Councilmember Presentations on 2026 Candidate Goals
Discussion on 2026 Candidate Goals
Straw Poll Voting, if needed
Review of Selected Goals
Conclude
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City of Palm Desert
2026 City Council Goal Setting
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Legal Review:
This report has been reviewed by the City Attorney’s Office.
FINANCIAL IMPACT:
There is no financial impact associated with this Study Session. Costs resulting from adopted
goals will be incorporated into the annual budget.
ATTACHMENTS:
1. 2025 Annual Report on City Council Goals
2. 2026 Goal Setting Presentation
3. Candidate Goal Forms and Supporting Documentation
4. Strategic Plan Task Tracker
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.
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Table of Contents
2025 City Council Goals ............................................................................................................. 3
Cal State University, Palm Desert Campus / Artificial Intelligence, Business Innovation, and
Entrepreneurship Hub ............................................................................................................. 3
North Sphere Development, Infrastructure Planning, and Electrification .................................. 5
Mall Redevelopment/Experience-Based and Family-Friendly Activities ................................... 7
Update to the Development Code/ Fire Prevention by Design ................................................. 9
Crime Prevention Technology ............................................................................................... 11
Assessment of City Medians and Rights of Way .................................................................... 13
2025 Department Highlights ......................................................................................................15
Capital Projects Department .................................................................................................. 15
City Manager’s Office ............................................................................................................ 17
Development Services Department ....................................................................................... 19
Economic Development Department ..................................................................................... 21
Finance Department .............................................................................................................. 23
Library Services Department ................................................................................................. 25
Public Works Department ...................................................................................................... 27
City of Palm Desert
Evan Trubee, Mayor
Joe Pradetto, Mayor Pro Tem
Jan Harnik, Councilmember
Gina Nestande, Councilmember
Karina Quintanilla, Councilmember
City Manager
Chris Escobedo
Assistant City Manager
Richard Cannone
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2025 City Council Goals
Cal State University, Palm Desert Campus / Artificial Intelligence, Business
Innovation, and Entrepreneurship Hub
Goal Focus
Position Palm Desert as a regional center for higher education, workforce development, and
innovation, with an emphasis on artificial intelligence, entrepreneurship, and business growth.
Year in Review
This year, staff focused on advancing opportunities to expand artificial intelligence education and
innovation programming. Efforts centered on maintaining continuity at the Entrepreneur Resource
Center (ERC), coordinating with higher education partners, and preparing for future policy decisions
tied to contract and lease timelines.
Key Progress
Entrepreneur Resource Center Partnership
• Partnered with California State University, San Bernardino (CSUSB) to continue ERC
operations at the former PD iHUB through February 2027.
• Supported ERC programming, including a Mini-MBA in Entrepreneurship and a three-day
Business Startup Training serving local entrepreneurs, small businesses, and students.
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AI and Innovation Programming
• Initiated discussions with CSUSB on integrating artificial intelligence coursework, training,
and educational programs at the ERC to support startup development and workforce
readiness.
• Met with University of California, Riverside (UCR) Palm Desert Campus representatives
to explore alignment with existing AI-focused programs that could benefit Palm Desert
businesses.
Long-Term Partnerships
• Engaged CSUSB leadership on the future of the ERC beyond the current contract term.
CSUSB expressed interest in continuing the partnership and expanding AI offerings, with
a proposal anticipated in Q1 2026.
• Began coordination with regional partners, including the Palm Desert Chamber of
Commerce, to increase awareness of AI and entrepreneurship resources.
Next Steps
• Continue collaboration with CSUSB on AI-focused classes, trainings, and an entrepreneur
certification program at the ERC.
• Coordinate with CSUSB, UCR, and regional partners to increase participation in AI and
innovation programs.
• In Q1 2026, seek City Council direction on extending CSUSB’s ERC operating contract
and evaluating lease extension or relocation options ahead of the February 2027 lease
expiration.
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North Sphere Development, Infrastructure Planning, and Electrification
Goal Focus
Support continued growth in the Northern Sphere by coordinating infrastructure, utilities, and long-
range planning to remove barriers to residential and commercial development.
Year in Review
The Northern Sphere remains the City’s most active growth area, with significant entitlement
activity and ongoing residential and commercial construction. Over the past year, staff advanced
key infrastructure solutions, secured long-term electrification capacity, coordinated water and
sewer improvements, and aligned planning efforts to support sustained growth.
Work also included adopting the Circulation Element update, evaluating long-term park
opportunities within the University Neighborhood Specific Plan (UNSP), and formal agreements
to address utility transmission constraints.
Key Progress
Infrastructure and Utilities
• Continued coordination with Imperial Irrigation District (IID) and property owners to
advance transformer procurement and substation development necessary to support
future electrification.
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• City Council approved funding and a reservation agreement with IID for the Cook Street
Energy Substation on January 8, 2026, securing long-term electrical capacity for the
Northern Sphere.
• Engaged with developers and the Coachella Valley Water District (CVWD) to address
water and sewer capacity constraints, including evaluation of Community Facilities District
(CFD) formation and private financing options.
• Monterey Crossing developer submitted sewer capacity improvement plans to CVWD,
which are currently in plan check. Upon approval, the developer will pursue a cost-sharing
consortium among affected property owners to fund required upgrades.
Development Activity
• Construction and inspections continued for major residential projects, including Agate,
Millennium, Vitalia, Meritage (University Park Phase 3), Explorer, and Phase 1 of Palm
Villas at Millennium.
• Approved additional single-family entitlements, including Catavina (546 lots) and Portola
Springs (156 lots), with construction permits and inspections progressing.
• Processed commercial construction permits for Monterey Crossing projects, while
coordinating with utility providers to address infrastructure timing constraints.
Planning, Circulation, and Regional Facilities
• Goebel Partners facilitated continued Unified Development Code (UDC) Subcommittee
meetings to streamline development standards for the Northern Sphere and citywide.
• City Council approved the Circulation Element update, including incorporation of the
Portola Interchange as part of its evaluation of Northern Sphere impacts.
• Conducted multiple City Council study sessions evaluating potential regional park options
within the UNSP, including consolidated mixed-use park concepts, a dedicated 22-acre
park site, and a potential CSUSB campus location.
• Following Council direction to pursue a park site within the UNSP, staff presented a 28-
acre park proposal to the Parks and Recreation Commission after evaluating opportunities
for a larger contiguous park area.
• Draft updates to the University Neighborhood Specific Plan advanced in coordination with
Interwest, inclusive of park planning considerations.
Next Steps
• Review and finalize draft updates to the University Neighborhood Specific Plan, including
designation of a park area, for City Council consideration.
• Continue coordination with IID and pursue formation of a Community Facilities District to
support the North Sphere Electric Substation.
• Maintain ongoing coordination with CVWD, Southern California Edison, IID, and
developers to address infrastructure capacity and sequencing.
• Continue construction activity and permit processing for approved single-family and multi-
family developments, including Catavina, Portola Springs, Meritage, and Explorer
communities.
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Mall Redevelopment/Experience-Based and Family-Friendly Activities
Goal Focus
Support the redevelopment of the mall properties into a vibrant, experience-driven, and family-
friendly destination that strengthens economic vitality and community engagement.
Year in Review
This year, staff focused on laying the groundwork for comprehensive mall redevelopment by
addressing ownership coordination challenges, advancing the required Specific Plan framework, and
positioning the City-owned Sears property for future sale or redevelopment. Efforts centered on
maintaining momentum despite market and financial constraints affecting the private property owner.
Key Progress
Site Planning and Owner Coordination
• Continued coordination with mall ownership to explore long-term redevelopment concepts
for the full site and advance preparation of a comprehensive Specific Plan.
• Worked with mall ownership to evaluate opportunities to move a residential project forward
on approximately 10 acres in the northern portion of the site.
• Researched potential partnership models to assist mall ownership in overcoming financial
challenges associated with funding the Specific Plan and entitlement process.
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City-Owned Sears Building
• Completed a property appraisal, site survey, and lead and asbestos surveys for the City-
owned Sears building.
• Issued a Notice of Availability as required by the Surplus Land Act and received one
proposal.
Market Outreach and Uses
• Conducted outreach to experience-based and entertainment-focused tenants through
participation in the International Council of Shopping Centers conference.
• Identified interest from potential tenants, including experiential retail, fitness uses, furniture
retail, and theaters, indicating continued market demand for redevelopment of the mall site.
Next Steps
• Continue coordination with mall ownership to move development of the mall's Specific
Plan forward.
• Return to City Council in March 2026 to review options for the sale or redevelopment of
the City-owned Sears building, consistent with Surplus Land Act requirements.
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Update to the Development Code/ Fire Prevention by Design
Goal Focus
Modernize the City’s development regulations to improve clarity, efficiency, and flexibility while
integrating fire prevention by design to enhance public safety and support long-term economic
growth.
Year in Review
This year, staff advanced a comprehensive update to the City’s development regulations by
developing a new Unified Development Code (UDC) and strengthening the City’s approach to
proactive fire risk reduction. Efforts focused on stakeholder engagement, drafting key code
sections, and operational improvements that integrate fire prevention standards early in the
development review process.
Key Progress
Unified Development Code
• Advanced development of a new Unified Development Code to consolidate zoning,
subdivision, grading, and related regulations into a modern, streamlined framework
aligned with the City’s long-term vision.
• Conducted stakeholder outreach with the Architectural Review Commission, Planning
Commission, and members of the development community, along with an online public
survey.
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• Completed an in-depth assessment of existing development regulations and presented
the Draft Regulations Assessment Report during a City Council study session.
• Prepared and presented the draft Administration and Procedures section of the UDC to
the City Council Ad Hoc Subcommittee and City Council for refinement.
• Continued Subcommittee review meetings to refine draft sections and advance the code
framework.
Fire Prevention by Design
• Adopted the 2025 California Building Standards Code, including the California Fire Code
and Wildland-Urban Interface Code, effective January 1, 2026, strengthening fire
prevention and life safety standards.
• Adopted updated Fire Hazard Severity Zone maps to inform residents of wildfire risks and
support mitigation measures such as vegetation management and fire-safe landscaping.
• Implemented an in-house Fire Marshal model, with Fire Marshal services now provided
onsite to strengthen early integration of fire prevention standards during permit review,
project design, and code enforcement.
Next Steps
• Advance additional draft sections of the Unified Development Code through public review
and refinement.
• Bring draft UDC sections forward for Planning Commission consideration and City Council
adoption.
• Complete integration of fire inspection services within the Development Services
Department to support in-house commercial, industrial, and residential inspections.
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Crime Prevention Technology
Goal Focus
Expand the use of technology-driven public safety solutions to enhance crime prevention,
situational awareness, and law enforcement effectiveness.
Year in Review
This year, the City significantly expanded its investment in crime-prevention technology, with a
primary focus on the Automated License Plate Recognition (ALPR) network and improving real-
time operational capabilities. Staff coordinated closely with the Riverside County Sheriff’s
Department (RSO), Flock Safety, and internal departments to advance deployment while
managing permitting, utility coordination, and access constraints.
Key Progress
ALPR Expansion and Deployment
• City Council approved the expansion of the ALPR network by 44 cameras, increasing the
system from 113 to a planned total of 157 cameras citywide.
• Finalized and submitted a coordinated deployment plan with Flock Safety and RSO.
• Installed 144 ALPR cameras to date, with the remaining 13 cameras currently in permitting
for the El Paseo phase.
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• Identified El Paseo camera locations in coordination with RSO to maximize coverage and
public safety outcomes.
• Continued coordination with Public Works on permitting, median access, and utility
requirements to support efficient installation and activation.
Operational Enhancements
• Continued integration and use of ALPR data in partnership with RSO to support real-time
monitoring, investigations, and coordinated response.
• Riverside County Sheriff’s Department implemented electronic citations, improving
efficiency in the field and ensuring timely, accurate citation data and faster processing.
Next Steps
• Complete the El Paseo ALPR phase by securing permits and installing, activating, and
validating the remaining 13 cameras.
• Continue coordination with RSO and internal departments to refine alert, response, and
reporting workflows as additional cameras come online.
• Explore integration of ALPR data with real-time crime analytics tools to enhance proactive
enforcement.
• Evaluate additional public safety technologies, including AI-enabled body camera
analytics, real-time crime center enhancements, and Drone as First Responder
capabilities.
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Assessment of City Medians and Rights of Way
Goal Focus
Conduct a comprehensive review of City medians and rights-of-way to improve maintenance
efficiency, aesthetics, and long-term functionality through a cohesive, cost-effective landscape
strategy.
Year in Review
This year, staff advanced a citywide effort to modernize median landscaping by developing a
phased Landscape Master Plan. Work focused on creating a consistent design framework,
prioritizing aging and high-visibility medians, and positioning the City for efficient long-term
maintenance and capital planning.
Key Progress
Landscape Master Plan Development
• Initiated the Landscape Master Plan Development Project and awarded a professional
services agreement to Hermann Design Group.
• Completed preliminary investigations, including review of existing plans and drone aerial
imagery, and developed base plans for citywide analysis.
• Conducted design coordination meetings to establish plant palettes, materials, and tiered
design concepts.
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• Prepared a draft Landscape Master Plan intended to guide future median construction
and rehabilitation citywide.
Stakeholder Review and Refinement
• Presented the draft Landscape Master Plan to the Architectural Review Committee to
ensure consistency with Palm Desert’s aesthetic goals.
• Conducted a City Council study session to receive policy direction and feedback.
• Updated the plan based on input and presented refinements to the Active Transportation
Subcommittee.
Pilot Project Identification
• Identified three pilot locations representing each landscape design tier to be constructed
prior to final plan adoption.
• Directed the consultant to begin preparing construction documents for the pilot projects.
Next Steps
• Conduct a City Council study session in Q1 2026 to discuss project funding.
• Complete construction documents for the three pilot locations in Q2 2026.
• Complete the final Landscape Master Plan in Q2 2026 and return to City Council for
approval following construction of the pilot designs.
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2025 Department Highlights
Capital Projects Department
Department Role
The Capital Projects Department delivers the City’s most complex and high-impact public
infrastructure investments. The department manages projects from early feasibility and design
through construction, inspection, and closeout, supporting transportation safety, public facilities,
sustainability, and long-term asset management across the City.
Year in Review
This year was a high-delivery period for the Capital Projects Department, with significant
emphasis on completing construction, advancing major facility projects, and expanding
sustainable infrastructure. Staff successfully managed a large and diverse portfolio of projects
while continuing to prepare the next generation of capital improvements.
Major Outcomes Delivered
Public Facilities and Community Assets
• Completed schematic design and awarded a Progressive Design-Build contract for the
new Library Facility.
• Completed Phase 3 of Office Space Improvements and advanced planning for future office
space upgrades.
• Awarded construction contracts for Cahuilla Hills Park Improvements and initiated related
construction activities.
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• Advanced Fire Station 102 improvements, including Gerald Ford Drive street
improvements tied to the project.
Transportation Safety and Mobility
• Completed major roadway rehabilitation projects, including El Paseo Street Rehabilitation,
Eldorado Drive Rehabilitation, University Park Drive Improvements, and the 2025 Slurry
Seal Program.
• Completed multiple safety-focused projects, including High Visibility Crosswalks,
installation of retroreflective traffic signal backplates, and new traffic signal installations at
Vitalia Way and Gerald Ford Drive.
• Completed design and awarded construction for Walk and Roll Phase 2 and advanced
planning for future Walk and Roll improvements.
Sustainability and Infrastructure Resilience
• Constructed solar carports at Parkview Office Complex, Desert Willow, City Hall, the
Aquatic Center, and the Artist Center.
• Completed the Stormwater and Drainage Infrastructure Assessment to support long-term
flood control and infrastructure planning.
• Completed bridge preventative maintenance projects to extend the useful life of critical
transportation assets.
Next Six Months Outlook
Over the next six months, the Capital Projects Department will focus on completing major
construction already underway while advancing design for the next phase of public safety, facility,
transportation, and park improvements.
Key priorities include completing Fire Station 102, Cahuilla Hills Park Improvements, Walk and
Roll Phase 2 bike lane improvements, Gerald Ford Drive street improvements, and several
housing authority site and roof replacement projects. In parallel, staff will complete or advance
design for Fire Stations 33 and 71, Walk and Roll Phase 3, new traffic signals at Mesa
View/Highway 74 and Monterey/Magnesia Falls Drive, Haystack Channel improvements, and
future office space upgrades.
Additional efforts will include demolition of the Parkview Office Building, construction of solar
carports at the Desert Willow overflow parking lot, award of construction contracts for Baja Park
Improvements and the Larkspur Lane mid-block crossing, and continued preparation of projects
to maintain a strong capital delivery pipeline.
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City Manager’s Office
Department Role
The City Manager’s Office provides executive leadership and organizational oversight under the
policy direction of the City Council. The department supports City operations through strategic
coordination, workforce management, communications, legislative compliance, and long-term
organizational capacity building, including oversight of Human Resources, Public Affairs, and the
City Clerk’s Office.
Year in Review
This year, the City Manager’s Office focused on strengthening organizational effectiveness,
workforce development, and operational resilience while advancing major funding, compliance, and
transparency initiatives. Efforts focused on employee engagement, leadership development, grant
acquisition, and modernizing internal processes.
Major Initiatives and Accomplishments
Organizational Leadership and Culture
• Conducted more than a dozen skip-level meetings across the organization to assess
morale and culture, identifying strengths in staff dedication and service as well as
opportunities for improved training, documentation, and communication.
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• Negotiated new Memoranda of Understanding with College of the Desert and Desert
Sands Unified School District to enhance emergency operations center and sheltering
capabilities.
Workforce Development and Human Resources
• Completed 34 recruitments, promoted 32 employees, and onboarded 31 new hires and
8 interns.
• Launched an internship partnership with College of the Desert and expanded employee
development opportunities.
• Revised employee evaluation processes to include supervisor evaluations and
incorporate the City’s “Exceptional Teammate” model.
• Delivered professional development and training on de-escalation, leave administration,
retirement planning, performance evaluations, and supervisory best practices, including
partnership with CJPIA for a supervisor academy.
• Facilitated employee engagement initiatives, including wellness programs, challenges,
and appreciation events.
• Achieved IBCCES Autism Recertification, with more than 80% of City employees
completing required training.
Governance, Compliance, and Transparency
• Coordinated the biennial update to the City’s Records Management Policy and Records
Retention Schedules.
• Ensured City Council and appointed body meeting minutes were consistently presented
for approval at the next regular meeting.
• Led development and adoption of Citywide Generative Artificial Intelligence Guidelines
and delivered staff training on responsible AI use in City operations.
• Supported election operations by collecting more than 3,700 vote-by-mail ballots at the
City Hall drop-off location.
Strategic Funding and Initiatives
• Secured $7.7 million in competitive grant funding year-to-date and advanced applications
totaling more than $20 million for major capital and regional infrastructure projects.
• Advanced Surplus Land Act compliance efforts to position the mall site for future
redevelopment opportunities.
Next Six Months Outlook
Over the next six months, the City Manager’s Office will complete implementation of monthly
emergency management training, finalize Surplus Land Act clearance actions related to the mall
site, and advance several organization-wide workforce initiatives. Key efforts include launching
the Spring 2026 internship program, completing labor negotiations, and implementing the City’s
new Human Resources Information System (Workday). The department will also modernize
Boards and Commissions resources through a consolidated public website, implement new state
requirements for public meeting accessibility and disruption management, and continue staff
training to support compliance and operational effectiveness.
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Development Services Department
Department Role
The Development Services Department serves as the City’s central hub for shaping the built
environment through coordinated planning, permitting, compliance, and regulatory services. The
department supports sustainable growth, public safety, housing delivery, and economic vitality
through an integrated approach that spans development review, policy implementation, and
operational enforcement.
The department includes Development Services Center, Planning, GIS, Historic Preservation,
Cannabis Compliance, Code Compliance, Engineering, Housing, Homelessness and Supportive
Services, Short-Term Rentals, Business Licenses, and Building and Safety.
Year in Review
This year, Development Services advanced major policy updates, strengthened fire and
regulatory integration, modernized permitting systems, and improved development fee and
compliance structures. Staff balanced continued development activity with modernization of code
frameworks, operational improvements, and expanded housing and outreach initiatives.
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Major Initiatives and Accomplishments
Planning and Policy Modernization
• Adopted the General Plan Mobility (Circulation) Element update on December 11, 2025,
aligning transportation policies with state requirements and identifying the Portola Avenue
and Interstate 10 interchange as a long-term priority.
• Advanced Hillside Objective Design Standards through City Council public hearing and
ordinance introduction, strengthening clear and objective hillside development criteria.
• Approved the Downtown Edge–Transition Overlay zoning amendment, updating density
standards, allowing single-family homes by right, and aligning zoning with the General Plan.
• Continued advancement of the Unified Development Code to modernize and consolidate
development regulations.
Permitting and Operational Improvements
• Implemented SolarAPP+ in October 2025, streamlining residential solar photovoltaic
permitting and improving turnaround times.
• Adopted updated Development and Regulatory Services fees on October 27, 2025,
establishing a revised fee schedule to ensure cost recovery and compliance.
• Transitioned Fire Marshal operations to an in-house model in December 2025, housed
within the Building and Safety Division to strengthen coordination and early integration of
fire prevention standards in development review.
Housing, Compliance, and Community Support
• Realigned homelessness outreach services through partnerships with Coachella Valley
Rescue Mission and City Net, increasing access to housing assistance, shelter referrals,
and supportive services.
• Continued implementation of housing-related programs and administrative actions to
support compliance and service delivery.
Next Six Months Outlook
Over the next six months, Development Services will advance regulatory modernization, expand
in-house compliance capabilities, and complete several major planning initiatives that shape long-
term growth and community character. Key efforts include launching commercial code compliance
and in-house fire inspection services, implementing Business License and Fire Fee integration
within the Clariti system, advancing Phase 2 of the Historic Resources Survey, and updating the
University Neighborhood Specific Plan with park allocation. Staff will also finalize and present the
Unified Development Code for adoption, bring forward a comprehensive Downtown Zoning
Update, initiate a Tobacco Grant compliance and education program, identify impediments to
development with targeted ordinance recommendations, present a public area view analysis, and
continue pursuing pro-housing funding and certification opportunities.
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Economic Development Department
Department Role
The Economic Development Department supports business expansion, investment, and
community vitality by providing financing resources, workforce support, and technical assistance.
The department focuses on retail recruitment and business attraction while managing real estate
transactions, business partnerships, public art, waste and recycling compliance, events and
sponsorships, and community engagement and communications initiatives.
Year in Review
This year, Economic Development advanced major housing and real estate initiatives, strengthened
business support and sustainability programs, and expanded community-facing events and
partnerships. Staff balanced complex real estate transactions with regulatory compliance,
placemaking efforts, and regional leadership in food recovery and environmental programs.
Major Initiatives and Accomplishments
Housing, Real Estate, and Redevelopment
• Entered into a Purchase and Sale Agreement with Blieu for Desert Willow Lot E, enabling
construction of a 130-unit multi-family development, including 33 affordable housing units.
• Completed the Surplus Land Act process for the Marrakesh, Wallaroo, and Alessandro
sites, positioning multiple properties for future redevelopment opportunities.
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• Cleared tenants from the Parkview building in preparation for the future library construction
project.
Business Support and Investment
• Secured Invest Palm Desert funding to support the reconstruction of Papa Dan’s.
• Presented the 2025 Brokers Report to City Council, providing insight into market
conditions and commercial real estate trends.
• Processed Autism Certification reimbursements for Palm Desert businesses, supporting
inclusive tourism and customer service.
Sustainability, Compliance, and Environmental Leadership
• Began mandated enforcement of commercial organics recycling and edible food generator
requirements in compliance with SB 1383.
• Diverted more than 807 tons of edible food from landfills, resulting in the delivery of over
2.47 million meals to food-insecure families and establishing Palm Desert as a regional
leader in food donation and recovery.
• Completed the Desert Willow Mountain View Turf Reduction Project.
• Launched an educational campaign on SB 1053, the statewide plastic bag ban, including
distribution of reusable bags at City events.
Community Engagement, Arts, and Events
• Partnered with the McCallum Theatre to transition the City’s Veterans Day event into the
inaugural Veterans Day Eve Celebration.
• Hosted the 38th Annual Student Art & Essay Contest at UCR Palm Desert Center
(relocated from City Hall) and showcased award-winning student artwork in the public
right-of-way.
• Coordinated Civic Engagement Day, Civic Academy programs, HOA community events,
and major special events, including the Run Travis Run 5K.
• Retained a new vendor for the El Paseo Courtesy Cart Program and deaccessioned
outdated public art assets.
Next Six Months Outlook
Over the next six months, Economic Development will focus on advancing major real estate
actions, strengthening the City’s economic identity, and completing key compliance and
modernization initiatives. Priorities include completing Surplus Land Act processes for additional
City-owned properties, seeking City Council direction on the future of the Entrepreneur Resource
Center, finalizing a repurposing strategy for the Sheriff’s Substation, and issuing requests for
proposals for property sales. Staff will also complete the migration and launch of the new City
website, finalize construction waste management procedures, and develop a comprehensive
Economic Development marketing and branding strategy to support business attraction and
investment.
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Finance Department
Department Role
The Finance Department oversees all financial operations of the City, ensuring sound fiscal
management, transparency, and accountability. Core responsibilities include budgeting, financial
reporting, cash and debt management, purchasing, payroll, and compliance. The department also
includes the Information Technology Division, which supports City operations through secure,
reliable, and innovative technology systems.
Year in Review
This year, Finance focused on maintaining fiscal stability, advancing major system modernization
efforts, and strengthening transparency and internal controls. Staff successfully managed multiple
budget cycles, audits, and policy updates while continuing implementation of a new enterprise
resource planning system to support long-term operational efficiency.
Major Initiatives and Accomplishments
Fiscal Stewardship and Budget Management
• Adopted the FY 2025–26 Annual Budget and Five-Year Capital Improvement Program
and approved the midyear budget adjustments without the use of reserves.
• Completed a comprehensive Reserve Policy analysis and presented recommendations to
City Council.
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• Updated the City’s Travel Policy to reflect best practices and changing cost conditions.
Financial Reporting and Transparency
• Filed the FY 2023–24 Annual Comprehensive Financial Report (ACFR), Measure A, Palm
Desert Recreation Facilities Corporation, and Single Audits with no findings.
• Received the GFOA Certificate of Achievement for the FY 2023–24 ACFR and the
CSMFO Award for Operating Budget Excellence for the FY 2024–25 Budget Book.
• Received the GFOA Distinguished Budget Presentation Award for FY 2025–26, including
Special Honors for policy presentation.
• Created a Monthly Procurement Report to enhance contract transparency and oversight.
Systems Modernization and Technology
• Met key milestones in the implementation of the Workday ERP system for Human
Resources and Payroll.
• Collaborated with Development Services to successfully launch the Clariti permitting system.
• Began transitioning contract administration responsibilities to the Procurement team to
improve efficiency, monitoring, and risk management.
Housing and Partner Agency Support
• Selected and awarded a contract to National CORE for Palm Desert Housing Authority
operations.
• Supported housing-related financial coordination and compliance activities across
departments.
Next Six Months Outlook
Over the next six months, Finance will advance citywide system modernization while completing
critical financial reporting and budget development milestones. Key priorities include configuring
and testing the Workday Finance and HR modules in preparation for a citywide launch, completing
FY 2024–25 year-end close and audit activities, and submitting required financial reports for state
and professional award consideration. The department will also prepare and present the FY
2026–27 Annual Budget and a 10-Year Capital Improvement Program, update reserve and
budget policies, and continue collaboration with Development Services to support housing
programs and long-term fiscal planning.
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Library Services Department
Department Role
The Palm Desert Library serves as a welcoming community space that supports lifelong learning,
cultural enrichment, and personal well-being. Through collections, programs, partnerships, and
services, the Library fosters connection, curiosity, and access to resources for residents of all ages.
Year in Review
This year, Library Services focused on expanding and diversifying programming, improving the
relevance of collections and space use, strengthening community partnerships, and enhancing
customer service. These efforts resulted in increased attendance, greater awareness of library
offerings, and improved patron experience.
Major Initiatives and Accomplishments
Programs, Partnerships, and Community Engagement
• Significantly expanded the quantity and diversity of library programs, resulting in increased
attendance and improved patron satisfaction.
• Strengthened partnerships with more than 20 community organizations, including groups
serving older adults, arts organizations, and local businesses.
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2025 Annual Report
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• Improved the quality and consistency of social media and newsletter communications,
leading to increased followers, higher engagement, and greater awareness of library
services and programs.
Collections and Service Improvements
• Completed a comprehensive collection maintenance project to remove outdated and
damaged materials, rebalance collection size, and relocate collections within the building.
• Established an ongoing schedule to maintain the collection and ensure continued relevance.
• Refined the library card mailing process to improve efficiency and reduce wait times for
new cardholders.
Staffing and Volunteer Support
• Expanded the library volunteer program to increase community involvement.
• Planned and implemented the first Library staff training day focused on customer service,
strengthening in-person, phone, and email interactions with patrons.
Next Six Months Outlook
Over the next six months, Library Services will continue to expand access and engagement
through seasonal programming and targeted service enhancements. Priorities include delivering
a robust spring programming schedule, implementing the 2026 Summer Reading Program,
launching a Student Success Card program in partnership with Desert Sands Unified School
District, and expanding services for homebound residents through Zip Books and direct delivery
to retirement communities.
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Public Works Department
Department Role
The Public Works Department is responsible for maintaining and improving the City’s infrastructure
and public spaces. This includes City facilities, streets, sidewalks, traffic systems, landscaping,
parks, fleet, and public rights-of-way. The department also leads select capital improvement
projects and supports City operations through equipment, maintenance, and service delivery.
Year in Review
This year, Public Works focused on improving traffic safety, maintaining City facilities and public
spaces, and advancing major infrastructure and mobility initiatives. Staff balanced day-to-day service
demands with project delivery, grant-funded improvements, and long-term system upgrades.
Major Initiatives and Accomplishments
Traffic Safety and Mobility
• Completed the Cook Street and Market Place Drive traffic signal installation and Dinah
Shore roundabout improvements, enhancing traffic operations and safety.
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• Secured $5.68 million in federal funding for Vision Zero implementation and $885,000
from SCAG for Advanced Traffic Management System replacement.
• Completed citywide striping and school zone improvements to support pedestrian and
traffic safety.
Facilities, Parks, and Public Spaces
• Completed parking lot rehabilitation at Entrada del Paseo, Desert Willow, Historical
Society, and Presidents’ Plaza III.
• Repainted the Desert Willow Clubhouse and renovated lobby restrooms.
• Refreshed and improved multiple park restroom facilities across the City.
Operations and Equipment
• Procured key Public Works equipment, including a new street sweeper and graffiti removal
truck, to improve service efficiency and response times.
Next Six Months Outlook
Over the next six months, Public Works will focus on completing several high-visibility
infrastructure and facility improvements while advancing traffic system upgrades and park
enhancements. Priorities include finalizing the Median Landscape Master Plan, completing
design of the Advanced Traffic Management System and traffic signal hardware updates, and
delivering improvements at the Aquatic Center, Civic Center Park playground, Presidents’ Plaza
III, and key community facilities. Staff will also advance wayfinding and bus stop improvement
projects, complete citywide striping and school zone upgrades, and continue community
engagement and concept planning for future park improvements.
32
P a l m D e s e r t C i t y C o u n c i l
G o a l S e t t i n g S e s s i o n
F e b r u a r y 2 6 , 2 0 2 6
33
R e v i e w o f
2 0 2 5 C i t y C o u n c i l G o a l s
34
C S U P a l m D e s e r t C a m p u s /
A I , B u s i n e s s I n n o v a t i o n & E n t r e p r e n e u r s h i p H u b
P o s i t i o n i ng P a l m D e s e r t a s a re g i o n a l c e n t e r f o r h i g h e r e d u c a t i o n , w o r k f o r c e d e v e l o p me n t , a n d i n n o v a t i o n
S u p p o r t e d t h e E n t r e p r e n e u r R e s o u r c e C e n t e r (E R C )
C S U S B p a r t n e r s h i p m a i n t a i n e d t h r o u g h F e b r u a r y 2 0 2 7
I n f r a s t r u c t u r e i s s u e s r e s o l v e d t o p r e v e n t p r o g r a m d e l a y s
D e l i v e r e d M i n i -M B A a n d B u s i n e s s S t a r t u p T r a i n i n g
A d v a n c e d A I & I n n o v a t i o n P r o g r a m m i n g
I n i t i a t e d A I c o u r s e w o r k a n d w o r k f o r c e t r a i n i n g d i s c u s s i o n s w i t h C S U S B
C o o r d i n a t e d w i t h U C R P a l m D e s e r t o n A I p r o g r a m a l i g n m e n t
E x p a n d e d r e g i o n a l o u t r e a c h w i t h C h a m b e r a n d p a r t n e r s
P o s i t i o n e d f o r C a m p u s E x p a n s i o n & S t r a t e g i c A l i g n m e n t
C o o r d i n a t e d e f f o r t s t o k e e p t h e S t u d e n t S u c c e s s C e n t e r p r o j e c t
o n t r a c k a n d a l i g n e d w i t h c a m p u s d e v e l o p m e n t t i m e l i n e s
C S U S B e x p r e s s e d i n t e r e s t i n e x p a n d i n g A I o f f e r i n g s ; p r o p o s a l
a n t i c i p a t e d Q 1 2 0 2 6
35
N o r t h S p h e r e D e v e l o p m e n t , I n f r a s t r u c t u r e P l a n n i n g & E l e c t r i f i c a t i o n
S u p p o rt con t i n u e d g r o w t h i n t h e N o r t h S p h e r e b y c o o r d i n a t i n g in f r a s tr u c t u r e , u t i l i t i e s , a n d l o n g -r a n g e
p l a n n i n g t o r e m o v e b a r r i e r s t o r e s i d e n t i a l a n d c o m m e r c i a l d e v e l o p m e n t
S e c u r e d L o n g -Te r m E l e c t r i c a l C ap a c i t y
C ou n c i l a p p r o v e d f u n d i n g a n d I I D r e s e rv a t i o n a g r e em e n t f o r C o o k S t r e e t E n e r g y Sub s t a t i o n
A d v an c e d t r a n s fo r m e r p r o c u r e m e n t a n d s u b s t a t i o n c o o r d i n a t i o n
A d d r e s s e d W a t e r & S e we r C o n s t r a i n t s
C oo r d i n a t ed w i t h C V W D a n d d e v e l o p e r s o n c a p a c i t y s o l u t i o n s
M o n t e r e y Cr o s s i n g s e w e r i m p r ov e m e n t s i n p l a n c h e c k
E v a l u at e d C o mm u ni t y F a c i l i t i e s D i s t r i c t a n d p ri v a t e f i n a n c i n g o p t i o ns
C o n t i n u e d R e si d e n t i al & C o m m e r c ia l G r o w t h
M a j o r p r o jec t s u n d e r w a y : A g a t e , M i ll e n ni u m , V i t a l i a , M e r i t a g e , Ex p l o r e r , P a l m V i l l a s
A p p r o v e d Ca t a v i n a (5 4 6 l o t s ) a n d P o r t o l a S p r i n g s (1 5 6 l o t s )
O n g o i n g c o m m e r ci a l p e r m i t t i n g a t M o n t e r e y C r o s s i n g
A d v a n c e d Pl a n n i n g & R e g i o n a l F a c i l i t i e s
C i r c u l a t i o n E lem e nt a d o p t e d , i n c l u d i n g P o r t o l a I n t e r c h a n g e
E v a l ua t e d p a r k o p t i o n s w i t h i n U N S P
A d v a n c e d d r a f t U N S P u p d a t e s i n c l u d i n g p a r k a ll o c a t i o n
36
M a l l R e d e v e l o p m e n t / E x p e r i e n c e -B a s e d & F a m i l y -F r i e n d l y D e s t i n a t i o n
S u p p o r t r e d e v e l o p m e n t o f t he m a l l p r o p e r ti e s i n t o a v i b r a n t , e x p e r ie n c e -d r i v e n , f a m i l y -f r i e n d l y d e s t in a t i o n
t h a t s t r e n g th e n s e c o n o m i c v i t a l i t y a n d c o m m u n i t y e n g a g e m en t
A d v a n c e d S i t e P l a n n i n g & O w n e r C o o r d i n a t i o n
C o n t i n u e d c o o r d i n a t i o n w i t h m a l l o w n e r s h i p o n a c o m p r e h e n s i v e S p e c i f i c P l a n
E v a l u a t e d r e s i d e n t i a l o p p o r t u n i t y o n ~1 0 a c r e s (n o r t h p o r t i o n o f s i t e )
E x p l o r e d p a r t n e r s h i p m o d e l s t o a d d r e s s f i n a n c i a l c o n s t r a i n t s
P o s i t i o n e d C i t y -O w n e d S e a r s P r o p e r t y
C o m p l e t e d a p p r a i s a l , s u r v e y , a n d e n v i r o n m e n t a l r e v i e w s
I s s u e d N o t i c e o f A v a i l a b i l i t y t o c o m p l y w i t h S L A P r o c e s s ; o n e p r o p o s a l r e c e i v e d
S u b m i t t e d N o t i c e o f D e t e r m i n a t i o n f o r t h e S e a r s S i t e t o c l e a r t h e S L A P r o c e s s
M a r k e t O u t r e a c h & T e n a n t I n t e r e s t
C o n d u c t e d I C S C o u t r e a c h t o e x p e r i e n c e -b a s e d t e n a n t s
I d e n t i f i e d i n t e r e s t f r o m e x p e r i e n t i a l r e t a i l , f i t n e s s , f u r n i t u r e , a n d t h e a t e r s
37
U p d a t e t o t h e D e v e l o p m e n t C o d e / F i r e P r e v e n t i o n b y D e s i g n
M o d e r n i z e d e v e l o p m e n t r e g u l a t i o n s t o i m p r o v e c l a r i t y , e f f ic i e n cy , a n d f l e x i b i l i t y w h i l e i n t e g r a t i n g f i r e
p r e v e n t i o n b y d e s i g n t o e n h a n ce p u b l i c s a f e t y
A d v a n c e d U n i f i e d D e v e l o p m e n t C o d e (U D C )
P r o g r e s s e d c o m p r e h e n s i v e U D C c o n s o l i d a t i n g z o n i n g , s u b d i v i s i o n , g r a d i n g , a n d r e l a t e d
r e g u l a t i o n s
C o m p l e t e d D r a f t R e g u l a t i o n s A s s e s s m e n t R e p o r t a n d h e l d C o u n c i l s t u d y s e s s i o n
A d v a n c e d A d m i n i s t r a t i o n & P r o c e d u r e s s e c t i o n t h r o u g h S u b c o m m i t t e e a n d C o u n c i l r e v i e w
C o n d u c t e d s t a k e h o l d e r o u t r e a c h (A R C , P l a n n i n g C o m m i s s i o n , d e v e l o p m e n t c o m m u n i t y )
S t r e n g t h e n e d F i r e P r e v e n t i o n b y D e s i g n
A d o p t e d 2 0 2 5 C a l i f o r n i a B u i l d i n g S t a n d a r d s C o d e (e f f e c t i v e J a n 1 , 2 0 2 6 )
A d o p t e d u p d a t e d F i r e H a z a r d S e v e r i t y Z o n e m a p s
I m p l e m e n t e d i n -h o u s e F i r e M a r s h a l m o d e l t o i n t e g r a t e f i r e r e v i e w e a r l y i n t h e
d e v e l o p m e n t p r o c e s s
38
C r i m e P r e v e n t i o n T e c h n o l o g y
E x p a n d t e c h n o l o g y -d r i v e n p u b l i c s a f e ty s o l u t i o n s t o e n h a n c e c r i m e p r e v e n t i o n , s i tu a t i o n a l a w a r e n e s s , a n d
l a w e n f o r c e m e nt e f f e c ti v e n e s s
E x p a n d e d A LP R N e t w o r k
C ou n c i l a p p r o v e d e x p a n si on o f 4 4 c a m e r a s (1 1 3 → 1 5 7 t o t a l p l a n n e d )
1 4 4 ca m e r a s i n s t a l l e d t o d a t e
1 3 r e m a i n i n g c a me r a s i n p e r m i t t i n g (E l P a s e o p ha s e )
St r en g t h e n e d O p e r a t i o n a l I n te g r at i o n
C o o r d i n a t e d d ep l o y m e n t p l a n w i t h R S O a n d F l o c k S a f e t y
I n t e g r a t e d A L P R d a t a f or r e a l -t i m e m o n i t o r i n g a n d in v e s t i ga t i o n s
R S O i mp l e m e n t e d el e c t r o n i c c it a t i o n s t o i m p r o v e f i e l d e f fi c i e n c y
I n t er d ep a r t m e n t al C o o rd i n a t i o n
W o r k e d w i t h P u b li c W o rk s o n p e r m i t t i n g , m e d i a n a c c e s s , a n d u t i li t i e s
I d e n t i f i e d o p t i m iz e d ca m e r a l o c a t i o n s f o r E l P a s e o
39
A s s e s s m e n t o f C i t y M e d i a n s & R i g h t s -o f -W a y
D e v e l o p a c o h e s i v e , c o s t -e f f e c t i v e l a n d s c ap e s t r a t e g y to i m p r o v e m a i n t e n an ce e f f i c i e n c y , a e s t h e ti c s , a n d
l o n g -t e r m f u n c t i o n a l i t y o f C i t y m e d i a n s a n d r i g h t s -o f -w a y
I n i t i a t e d L a n d s c a p e M a s t e r P l a n
A w a r d e d p r o f e s s i o n a l s e r v i c e s a g r e e m e n t t o H e r m a n n D e s i g n G r o u p
C o m p l e t e d b a s e p l a n s a n d c i t y w i d e a n a l y s i s u s i n g a e r i a l i m a g e r y
D e v e l o p e d t i e r e d d e s i g n c o n c e p t s a n d p l a n t /m a t e r i a l p a l e t t e s
P o l i c y & S t a k e h o l d e r E n g a g e m e n t
P r e s e n t e d d r a f t p l a n t o A r c h i t e c t u r a l R e v i e w C o m m i t t e e
C o n d u c t e d C i t y C o u n c i l s t u d y s e s s i o n f o r p o l i c y d i r e c t i o n
P r e s e n t e d r e f i n e m e n t s t o A c t i v e T r a n s p o r t a t i o n S u b c o m m i t t e e
I d e n t i f i e d P i l o t P r o j e c t s
S e l e c t e d t h r e e p i l o t l o c a t i o n s r e p r e s e n t i n g e a c h d e s i g n t i e r
B e g a n p r e p a r a t i o n o f c o n s t r u c t i o n d o c u m e n t s
40
M em be r P r iority 1 P r iority 2 Priori ty 3 Pri ori t y 4 Pri o r i t y 5
H a r ni k
Chart e r School
C o nce pt at CS U SB
P a l m D es ert Cam pus
U pd a t e Ci t ywi de
Lig h t in g O r di nan ce
B u si ne ss A tt r a ct ion in
Nort h P D/U ni ve rs i t y
Are a
L ev e r a ge U pc om in g
G l o bal E v en ts
N es tan d e N o r th S p h ere P l a nn i n g
& I nf r a st r u c t ure
Mall
R ed eve l o pm en t
Qui nt a ni l l a Ex tre me He a t
Mi t i ga ti o n
P u bli c E n gag em en t
& Com mu ni c a t ion s
St im ula te
E nt r ep r en eurs h ip a nd
L o c a l B us in es se s
Prad ett o N o r th S p h ere P l a nn i n g
& I nf r a st r u c t ure
Mall
R ed eve l o pm en t
Ze r o Bli ght
Challe ng e
T ru be e
En h a nce S up port of
C VD P N (Em erg en cy
Prep a r ed ne ss )
Palm De s ert
His t o r i cal S o ciet y
W elc om e /G a t ew a y
Si gn o n E l Pa s e o F a r mers M a r k e t I nd o o r S po rt s/
E v en t F a c ili ty
2 0 2 6 P r o p o s e d G o a l s S u m m a r y
41
Pr io r it y T it l e D e s c r ip t i on
0 1 Charte r Sc h ool C o nce pt at
C S US B Palm De s ert Cam pu s
A chart er s chool on th e CS U SB P D c a mp us w o uld s erve o ur c o mm un ity a n d re gi o n an d
p r ovi de r e l ev a n t an d a c c e ss i b l e e ducation for s t ud e nt s of a l l a ges a nd a cad em ic track s -
from t h e P r e -K st u de nt s to t h e C SU s t ud en t s w o r ki ng tow a rd s an y a nd a l l d eg r ee s. The
sym bi o ti c re l a ti o ns h ip is evi de nt, an d the b en ef i t s are a b un dan t .
Ju stif ica ti o n:
T h e n o r th (Un iv e r si ty are a ) si de o f P a l m D e s e r t i s e xp e r i e nci ng si gn if i can t gro w th, y et e du cat ion a l o ffe rin gs have not ke pt
p a ce . An ed u c a ted c o mm u ni ty i s a s t r on g c o mm u nity. W e mu st p r o v i de e xt r a o r di nary an d i nn o v a ti v e e duca ti o n t o mai nt a in a
s t r on g , r ele v a nt, a nd v i a b l e com mun it y . A n i nve stm en t i n our s t ud en t s w ill p a y d i v id en ds for the fu t ure .
02 Up dat e C it y wi de
Li ght in g Ord in a nce
P a l m D es ert's li ghti ng o r di nan c es hav e not bee n u p dat ed s i nc e... be fo re L E Ds !
M a in t a in i ng t h e a es the t i c q u a l it y that i s ali gn ed w it h t h e Palm De se r t bran d, a s w ell a s s a fe ty
con si de r a ti o ns , i s f oun dat ion a l t o Palm D es ert 's e mp h a si s on q uali ty of l ivi ng a nd t h e
characte r t h a t i s p r o je ct ed v is u a l l y .
Ju sti f ic a ti o n:
A d r ive t h r o ugh Palm De se r t h ig h l ig h t s t h e ne ed f or up d a te d o r di nan c es . Glari ng n eon in w in dow s, poorly i ns talle d st r in g a nd
t u be lig h t in g, i mp o si ng la m ps she dd in g l i g h t of fe ns i v ely, et c., call ou t the n ee d f o r a r evi ew an d m o de r ni z a t i o n o f
ord in a nces . T h e a mbie n c e o f we l l -ap pli ed li ghti ng at t r a c ts vi si tors , gu e st s, cus tom ers , a nd b u si ne ss i nv e st o r s, an d ge ne r a l l y
re fi ne s a ny lo cat ion . W it h t h e typ es o f l i g h ti ng a v a ilab l e, di r ec ti o nal an d shad in g a pp l icati on s, l ig h t in g c a n e nhan ce
arc h i t ectu r e , l a nd sc a pi ng , an d p r o tect t h e n a t ural em phas is a nd b eau t y of o u r dark ski es . A we l l -w r i t te n l i g h ti ng o r di nan c e i s a
g if t to d eve l o pe r s, de si gn ers , an d b u si ne ss es .
2 0 2 6 P r o p o s e d G o a l s - C o u n c i l m e m b e r H a r n i k
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Pr io r it y T it l e D e s c r ip t i on
03
B u si ne ss A tt r a ct ion in
North P D/U ni v ers it y A r ea De v elop prog r a ms , me ss a gi ng , marke t i n g plan s, e tc ., t o at t r a c t b us in es s es t o f u l fill t h e nee ds
o f the r a pi dly g r o wi ng p opu l a t i o n i n the u ni ve rs i t y/northe r n are a o f Palm De se r t .
Ju stif ica ti o n:
Palm De se r t h a s w o r ke d d ili ge nt ly t o fo s te r a com mu ni t y e n vi r o nm en t that e ncourag es h o me d eve l o pm en t. P a l m D es ert has ,
an d i s, succ es sf ul i n that e f fort . C urre nt an d f u tu re r es id en ts n ee d b u si ne ss es , e .g ., c l o thi ng store s, groce r y st o r es , d r u g s t o r es ,
e t c ., i n the ir n ei ghb o r h o o ds . C r eat in g walkab l e ne ig h borhood s i s i mp o r tan t to the P a l m D es ert com mu ni t y a nd bran d. Cre a ti ng
t h e "15 -m i n ut e ne ig h borhood ' whe r e re s i d en ts can a c ce ss da i l y ne eds , ei t h er b y walk in g or b iki ng , b u i ld s a s u st a in a ble an d
he a l t h y c o mm u nity , b y myri a d d ef in it ion s.
04 Le v era ge U pcom in g Glob a l
E ven ts
The e ve nts c o mi ng t o L o s An ge l es w it h in t h e n ex t f ew ye a r s w ill of fe r in te r na ti o nal
r e c o gn it ion . P eop l e a r o un d the w o r l d are payi ng a t te ntion !
Ju sti f ic a ti o n:
T h e op port u ni ty p r es en t ed by t h e n u mb er of world -clas s e v en t s t h a t wi l l be h o st e d b y L o s A ng e l es i n the im me di a te fut u r e m u s t
b e se i ze d up o n. V i ewi ng gat h e r i n gs a nd parti es , t h em ed e ven ts , cre a t i v e a dve nt u r es a nd e x p eri en c es , e tc ., of fe r mot ivat ion t o
vi si t s u r r o un di ng a re a s an d to e l evat e r ecog ni ti o n of P a l m D es ert . T h is is a ma r k et in g a nd bus i n es s op port u ni ty.
2 0 2 6 P r o p o s e d G o a l s - C o u n c i l m e m b e r H a r n i k
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P r iori ty T itle De s c r ip ti o n
0 1 North S phe r e Plan ni ng &
I nfras t r uc ture
The p o pu l a t i o n i n the Nort h S phe r e i s grow in g q u i ckly wi th m o r e than 6 ,0 0 0 hous in g un i t s
o v er the com i ng y e a r s.
Ju stif ica ti o n: E ns ure t h e N o r th Sp h ere h a s the in fras t r uc tu re ne ed ed t o sup port its grow t h a nd pub l ic a me ni ti es in c l u di ng a r e gion a l p a r k .
02 M a l l R ed eve l o pm en t Con ti nu e to e v a l u a te o p ti o ns fo r ad a pt ive r e us e of t h e Mall.
Ju sti f ic a ti o n:It i s t h e c en t er of o ur re g i o n an d k ey to e c o nom ic s t a bi l it y a nd growt h .
2 0 2 6 P r o p o s e d G o a l s - C o u n c i l m e m b e r N e s t a n d e
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Pr io r it y T it l e De s c ri pt io n
0 1 E xt re m e H e a t M it ig a t ion
U t i l iz e in n o v a t i v e t e c h n o l og ie s t h a t re fra c t h ea t, r e duce sur f a ce te m per a tur es , a n d
m it ig a t e e x t r e m e h ea t in pa r ks , a t bus st op s , a nd b u il d i n g s owne d b y t h e Ci ty of P a lm
De s e r t .
Jus t i f ic a ti on:
P ro po si ti o n 4 , t h e Cli ma te Bo n d, f u n ds ex tr eme he at p ro j e c t s. T h e re v is e d G ove rno r's Bud ge t Summar y all oc a te s $1 1 0
mi lli o n f o r e x t r e m e h eat in 2 0 2 5-2 6 a n d pr op o s es $2 4 1 mi l li on f or 2 026-2 7 . T hi s c a n l ead to g re a t er ene rg y effi c ie ncy,
wi th th e p o t en ti a l t o re duc e t he c os t o f l ivi n g. T h er e a re a var i e t y of p r od u c t s and c o a t ing mate ri a ls th at wi l l inc r e a s e
s a fe t y i n p u bli c s p a c e s a n d i mp ro v e t he o v e r a l l q u a l it y o f li f e .
0 2 P u bl ic Eng ag e ment &
Co mmuni c a t io n s
I m pro v e co m m u n i t y e n g a ge m e n t b y mo de rni zi n g Ci ty c ommuni c a t i ons a n d e xp a n di n g
a cces s i ble pr o g r a m m ing . Ens u re a l l m a t er ial s and pr es e n t a ti o ns a r e A D A co m pl ian t,
re d u c e b a r ri e r s t o par t i c ip at io n o n E n gag e P a l m D e se rt by a l lo w i ng s u b mi s si o n s wi th ou t
re g i s tr a ti on, r e de s i g n t h e B r ig h tSi de to i mp ro v e rel e v a n c e a n d c os t -effect ivene s s, a n d
e x p a n d pub l ic e v ents , ac ti v a ti n g t he n e w L ib rar y as a ce nt ral gath er ing s p a c e
J u st ifi c a t ion :
C u r re n t eng a geme n t t oo l s a re u n de rut ili ze d and c r e a t e u n n e c e ss ary b a r ri er s t o par ti c ip a t ion . Reg i s t r a t i on l imi ts
i n ter a c t i on on Eng a g e P a l m D es e r t , and Bri gh t S id e ’s l ow r e a d er sh ip r a is e s c onc er n s ab out c o s t-e f f e c t iv e n e ss .
St reaml ini n g co m mu n i cat io n and ex pand ing pr o g r a m m ing wi ll s tr eng t hen par t i c ip at io n and c om m u n ity c onnecti o n .
2 0 2 6 P r o p o s e d G o a l s - C o u n c i l m e m b e r Q u i n t a n i l l a
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Pr io r it y T it l e De s c ri pt io n
0 3 S t i m u l a te E nt re p r e n eur sh ip a n d
L ocal B u si n es s es
S t i m u l a te l o cal small bus ine s ses a n d o nl ine e n tr ep rene u rs wi th m o n t hly eveni n g
m a rk ets , fe at u ri n g l i v e mus ic.
Jus t i f ic a ti on:
San P a b lo was d e s i gned to b e "Do w n t o w n " Pal m D e sert. C lo s i n g t he stree t o n c e a m ont h fo r eve n ing m a r k et s g ive s
loc a l ve n d o rs , fa r m e r s , f oo d t r u c k s, a n d onli n e e n t r e pr eneur s t he o pp or tuni ty t o w o rk wi th th e Ec o nomi c D e v elo pme n t
D ep artme n t and i n cr ease th e i r c h a n c e s of s u c c e s s. T hi s w il l b ri n g p eo pl e fr om a c ro ss th e val l e y and v i s i t o rs se e ki n g
loc a l e xp e r ie n ce s . Th is i s an op po r t u n it y to d eve l op Pal m D e sert's c har a c t e r b y bui ld ing a uni que s oc i al , g a s tr o no mi c ,
cult u ral, a n d e c ono m i c e v ent i n th e mi dd l e of t he C oac he l l a V a l ley, a c c e s si b l e t o l o cals a n d gues t s.
2 0 2 6 P r o p o s e d G o a l s - C o u n c i l m e m b e r Q u i n t a n i l l a
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Pr io r it y T it l e D e sc r ip t i on
0 1 No r t h S p he re Pl anni n g &
I n f ras t r u ct u re
W e 'v e m a d e s i g n i fi c a n t p r og res s b y s ig n ing a n ag re e m ent a n d fund ing a p o rti o n o f a
n ew I ID s u b st at io n i n T ho u sand Palms . N ow, w e c an s h if t our at t enti o n to t h e s ewe r
i n fra st ructure in t he a r e a .
Jus t i f ic a ti on: D evel op m e n t in p a r t s of t he C it y 's No r t h S p he re has la n gui sh ed due to a l a c k of s e wer and el e c t r ic a l i n f r as t r u c t u r e . We
h a v e a s o l u ti on f or t h e e lect ri c a l p art of t he eq u a t i on a nd may n ow f ocus m o re a tte n t i on on t he sew e r si de .
0 2
M a l l R e de v e lo pme nt /
I n c re a s e Ex pe ri enc e d
B a se d & F a m ily Fri e n dl y
Act ivi ti e s
C ont inu a ti o n o f l a st y ear 's g o a l o f th e s a m e name
J u st ifi c a t ion :W e have no t yet acc o m pli sh e d th e go a l, a n d i t r e m a ins an i m po r t a n t c omp one nt of th e Ci ty's e con o m ic de v e lo pme nt
p ot e n t i a l .
2 0 2 6 P r o p o s e d G o a l s - M a y o r P r o T e m P r a d e t t o
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Pr io r it y T it l e D e sc r ip t i on
0 3 Z e r o B li gh t C hal l e n ge
A b a n do n e d sh op p i n g car t s, gra f f it i, a n d l i t t er ed tr a sh a r e e xamp l e s o f bli gh t. T h e Z e ro
T h e B l i g ht C h a lle ng e ai m s t o re d u c e and e li m i nat e b l ig ht by p rovi di n g a rap id r e s p onse
to c l e a n or r e pai r b l i g ht re p o rt e d th ro u g h t h e ci ty ap p o r a n y o t her r e po r t i n g m eth od t o
th e ci ty. A t pr es e n t , o u r c it y ap p n ot if i cat io n s t a te s a r e m ed iat io n g oal wi th in 4 8 h our s. I
w o u l d l i k e t o i m pr o v e t h a t t o 2 4 h our s, o r e v en 1 2 h our s.
Jus t i f ic a ti on: A c lean a n d w e l l -mai n ta i n e d c ommuni ty is i n v it ing a n d a t t r a ct s v is ito r s and b u s i n e s se s . It gi v es r e si de nt s p r id e i n t h ei r
co m m u n it y . K ee p i n g p u bli c s p a c e s s a f e and c lean is a co re f u n c t i on of l oca l m u n ici pa l g o v e r n m e n t .
2 0 2 6 P r o p o s e d G o a l s - M a y o r P r o T e m P r a d e t t o
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P rio r ity Title Des cr i p t i on
01 E n han ce S upp ort of C V D PN
(E mer genc y Pr e par e dnes s s)
Pr o vi de m a te rial and /o r fi n a n c i a l su pp ort for this o rg anizatio n so th a t m o re of o ur r eside nts
will be p re p a re d for a n eme rg e n cy s i t uati o n a n d le s s reliant on g ov e rnme n t al hel p dur i ng
times o f c risis w h en ou r e m er gency servic e s wo ul d p otentially be ov e r wh e lmed .
Justificatio n : Res i l i e n t a n d inde p en dent res id en t s ar e th e end go a l s, as wel l as taking t he b ur den of f o f our p ub l i c s af e t y s e rv i c es
02 Pa lm Des e rt
Hi sto r ic a l S o ciety Fold the H i s t o ric al S oc i e t y op e ratio n s into o ur Librar y Ser vice s .
Ju s t i f i ca t i on:
The H i st o ric a l S o c i e t y is cu rrently a t a cross roa ds . Th ey will be withou t leade rs hi p s t arti n g th i s J une, and n o oth e r Bo a rd Memb e rs a re
w i l li n g to s t e p u p to as s ume t he role of P re s i dent or V i ce Presid e n t . Th ei r bo a rd an d s t a f f ar e all v o l unteers, and t he wor k lo a d h a s
be co m e ove rwhel m i n g for their me m ber ship , m o s t o f whom are retir e d and o ver 70 . A co mmu n ity t hat forgets i t s h is t ory ris k s losing i t s
vis ion for fu t ure g rowt h and i t s ide ntity . Th i s is wh a t w e n eed t o a v o i d .
03 Welc o m e /Gatewa y
Sign on E l Paseo
Solicit e s t i m a t e s for a welc o m e sig n t o El Pas e o t ha t w o uld be p lace d acro ss t h e s t ree t a t
one or b oth ends .
Ju s t i f i ca t i on:
El P a s eo i s alread y a well -know n bou l e var d, bu t by a dd ing a cro ss st r e e t w elc ome sign/a rc hw a y, w e c an f urt her e nh a n ce th e se ns e of
pl a c e, a pp e a l , a nd r e cognitio n t hat E l P a seo d e ser ves . F unding so urce s cou l d b e p rivate d o n ors, E l P a seo B I D , th e C ity , or any
comb i nation the reof.
2 0 2 6 P r o p o s e d G o a l s - M a y o r T r u b e e
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P rio r ity Title Des cr i p t i on
0 4 F armers M arket Solicit b i ds and i n t e re s t fr o m far m er s mar kets t o b egin op e ratin g in ou r cit y.
Justificatio n :
A th riving f a rme rs ma r k e t has a mu l t itu de of benef its .... it of f e r s o ur resid e n t s h e a l t hy f o od ch o ic es th a t ma y not b e availabl e i n
tr a d i t i onal g r oc e r y s tor es. I t sup po r t s tr a d i t ionally su stai n a b le f a rming a nd locall y ow n ed and o per a t e d f a rmers, th e i r f a m i l i e s, a n d
emp l o yees . And i t a t t rac t s sh o p pers a nd t o ur i sts f rom ou t si de Palm D e ser t , help i n g ge n e rate rev e n ue a nd foo t tr a f f i c in ou r c i t y.
0 5 I nd o or Sp ort s/Events F a cilit y
Th e VGP S i s s p ea r heading a n e ffor t t o br i n g a 2 0 0,000 sq ua r e foo t i n do o r e vent s p a ce to
th e Va lley to a t t rac t year-rou nd sc ho lastic s por t s to urna ments. Th is w i l l p rovide a positive
e co n om ic i mpac t o n o ur sale s ta x a n d TO T re v enu e str ea ms.
Ju s t i f i ca t i on:
VGP S has a l re ad y c o nd uc t e d a f e a si bilit y s t ud y and a f und i ng stu dy... t hey a re simpl y looki n g for a l og i s t i ca lly so und lo cati o n t o bu i l d
it , a n d I believ e P a l m Dese rt is t hat p l a c e. I h a ve f aith i n S co t t White and his t e a m , a nd I b eliev e t hat Palm Des e rt i s the i d eal l oc a t ion
for t his venu e du e to our p roximi t y to th e in t er st a t e as wel l a s th e nu m ber and q uality o f a menit i e s and service s that we of f e r . Th e
add e d reve n ue will pr o v i de an ind irec t benefit to ou r re s i dents, b ut th e y will al s o enj o y a d i rec t bene f i t by ha ving a venu e w here
Lo cal y o uth can p arti cipate in s por t s y e a r-r ou n d and have o p por t uni t i e s to c o m p ete in tou rnaments close r to h o m e.
2 0 2 6 P r o p o s e d G o a l s - M a y o r T r u b e e
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0 1 Ch a r ter S c ho o l C o n c e p t a t C SU P a l m Des ert Ca m p us
0 2 Up d ate Cit y wide L i gh t i n g O r d i n anc e
0 3 B us i n es s A t trac tio n in No r t h PD /Univ e r s i t y A r e a
0 4 L ev e r a ge U p co ming G l obal Ev e n ts
0 5 No r th S ph e r e Pl anning & I n f r a s t ruc tu r e
0 6 Mall Redev e l op m e n t
0 7 E xtr e me H e a t M i tig a tio n
0 8 P u b l i c Eng a gem ent & C om mu n i cat i ons
2026 City Council Proposed Goals
0 9 S t i m u l a te E n t r e p r eneu r sh i p and L oc a l Bu sine ss es
1 0 Zero B l i gh t C h a l l e n ge
1 1 Enhance Support of CVDPN (Emergency Preparedness)
1 2 Palm Desert Historical Society
1 3 Welcome/Gateway Sign on El Paseo
1 4 Farmers Market
1 5 Indoor Sports/Event Facility
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0 1
No r t h Sphe r e & U n i ve r sit y Area De v el opm e n t
(N e st a n d e #1 , P ra de t to #1, Har n i k #1 & #3 )
Infr a s tr u c tur e read ine s s (ele ct ri c + se w e r )
Re g i onal pa r k a nd ame ni ti es
C har t er s c h o ol f e a si bi li t y at C S U Pal m D e sert
Ind oo r sp orts /eve n t fac i l it y f eas ib ili ty
Bu s ine s s a t tr a c t ion s t r a t eg y f o r t he u n i v e r s i t y /no r t hern ar ea
0 2
M all R ed ev e l o p me n t & Fam i l y -F r i endl y A cti v a tio n
(N e st a n d e #2 , P rad e tto #2 )
A d a pt ive r e u se o f th e Mall
E x p er i e n ce -bas e d re d eve l op m ent
F a m ily -f ri end l y an d c ommuni ty-or i e n t ed us e s
0 3
Cit ywid e Ec o nom i c Ac tiv a tio n & Ev e n t s
(Q u int ani lla #3 , T r u bee #4 & #5, Har n i k #4)
Mo n t hl y eve ni n g m a r k et s /ent re p r e n e u r s h ip a c t i v a t ion
F a rme rs m a r k et ex pl or a t i on
Lev e rag e L A 2 8 , F I F A, a n d P a ralym p i cs f o r t o u ri sm a n d b r and p os it io n ing
2026 City Council Goals - Proposed
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0 4
C om m u ni t y En ga ge me nt & C i vi c I d en tit y
(Qui n tani l la #2 , T rub ee #2 , Tr u be e #3)
M o d er n iz e co m m u n i cat io n s (Br i g ht S id e , Eng ag e P D, A D A c om p li a n ce )
Hi st or i cal S oci e ty int e gr a ti on int o L ib r ary Se rvi c es
E l Pas e o gat e w a y e n h a n c e m e n ts
0 5
Co mm unit y Res ilienc e & Clim ate S trat e gy
(Qui n tani l la #1, T rub e e #1 )
E xt re m e h e a t m it ig a t io n and c l i m a t e fu nd ing s t r at e gy
C VD P N s u p p or t and em e rg e n c y p re p a r e dnes s
0 6
Clea n , S afe & A t tra cti v e C i ty Sta n d a r d s
(Ha r n ik #2, Pr a de t t o #3)
L i g ht ing o rd i nanc e m od e r n iz a t ion
Z e r o B li gh t r a pi d r e s p on se i n it ia ti v e
2026 City Council Goals - Proposed
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54
Jan Harnik: 1/30/26 3:23pm-5:23pm
Priority #1 NEW
1. Add a pre-K through 8 (possibly through 12) charter school concept to the CSU
Palm Desert Campus plans.
A charter school on the CSU PD campus would serve our community and region and
provide relevant and accessible education for students of all ages and academic tracks -
from the Pre-K students to the CSU students working towards any and all degrees. The
symbiotic relationship is evident and the benefits are abundant. The opportunities are
endless.
Justification: The north (University area) side of Palm Desert is experiencing significant
growth, and the educational offerings have not kept pace with the population growth. An
educated community is a strong community. We must provide extraordinary and innovative
education to maintain a strong, relevant, and viable community. An investment in our
students (of all ages) will pay dividends for the future.
Priority #2 Other
2. Updated lighting ordinances for the entire City, both residential and
commercial.
Palm Desert's lighting ordinances have not been updated since . . . before LEDs!
Maintaining the aesthetic quality that is aligned with the Palm Desert brand, as well as
safety considerations, are foundational to Palm Desert's emphasis on quality of living and
the character that is projected visually.
Justification: A drive through Palm Desert highlights the need for updated ordinances.
Glaring neon in windows, poorly installed string and tube lighting, imposing lamps
shedding light offensively, etc., call out the need for a review and modernization of
ordinances. The ambience of well-applied lighting attracts visitors, guests, customers, and
business investors, and generally refines any location. With the types of lighting available,
directional and shading applications, lighting can enhance architecture, landscaping, and
protect the natural emphasis and beauty of our dark skies. A well-written lighting ordinance
is a gift to developers, designers, and businesses.
Priority #3 Other
3. Attract businesses to the university/northern area of Palm Desert.
Develop programs, messaging, marketing plans, etc., to attract businesses to fulfill the
needs of the rapidly growing population in the university/northern area of Palm Desert.
55
Justification: Palm Desert has worked diligently to create a community environment that
encourages development of homes. Palm Desert has, and is, successful in that effort.
Current and future residents need businesses, e.g. clothing stores, grocery stores, drug
stores, etc., in their neighborhoods. Creating walkable neighborhoods is important to the
Palm Desert community and brand. Creating the "15-minute neighborhood' where
residents can access daily needs, either by walking or biking, builds a sustainable and
healthy community - by myriad definitions.
Priority #3 NEW
4. Leverage on the events coming to Los Angeles - FIFA, ParaLympics, LA 28
The events coming to Los Angeles within the next few years will offer international
recognition. People around the world are paying attention!
Justification: The opportunity presented by the number of world class events that will be
hosted by Los Angeles in the immediate future must be seized upon. Viewing gatherings
and parties, themed events, creative adventures and experiences, etc., offer motivation to
visit surrounding areas and to elevate recognition of Palm Desert. This is a marketing and
business opportunity
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Gina Nestande: 1/28/26 5:45pm-5:48pm
Priority #1 Continuation
1. North Sphere Planning & Infrastructure
The population in the North Sphere is growing quickly with more than 6,000 housing units
over the coming years.
Justification: Ensure the North Sphere has the infrastructure needed to support its growth
and public amenities including a regional park.
Priority #2 Continuation
2. Mall Redevelopment
Continue to evaluate options for adaptive reuse of the Mall.
Justification: It is the center of our region and key to economic stability and growth.
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Karina Quintanilla: 1/30/26 1:20pm-2:49pm
Priority #1 Continuation
1. Extreme Heat Mitigation
Utilize innovative technologies that refract heat, reduce surface temperatures, and mitigate
extreme heat in parks, at bus stops, and buildings owned by the City of Palm Desert.
Justification: Proposition 4, the Climate Bond, funds extreme heat projects. The revised
Governor's Budget Summary reflects $110 million allocated for extreme heat in 2025-26,
and $241 million proposed for 2026-27.. This can lead to greater energy efficiency, with the
potential to make a positive impact cost of living. There are a variety of products and
coating materials that will increase safety in public spaces and lead to an overall improved
quality of life.
Priority #2 NEW
2. Increase resident and guest engagement by improving communication about
upcoming events.
• Ensure documents published, including webpages and PowerPoints presented are ADA
compliant.
• Change Engage Palm Desert to allow participants to submit questions or suggestions
without creating an account.
• Modernize the BrightSide. It looks very dated and many people in the community have
shared they throw it away. With the cost of printing and mailing the current BrightSide,
low engagement means the City of Palm Desert is throwing money away.
• Hold more public events, such as "Yoga in the Park," or Wellness Fairs, etc. once the
Library opens. This will create a solidify the Library as active community space.
Justification: The questions feature on Engage Palm Desert is drastically underused.
Requiring registration to facilitate respectful conversations is not productive when there
are no conversations. The majority of projects do not have questions submitted.
Priority #3 NEW
3. Stimulate entrepreneurship and local businesses.
Stimulate local small businesses and online entrepreneurs with monthly evening markets,
featuring live music
Justification: San Pablo was designed to be "Downtown" Palm Desert. Closing the street
once a month for evening markets gives local vendors, farmers, food trucks, and online
entrepreneurs the opportunity to work with Economic Development Department and
58
increase potential success. This will bring people from across the valley, and visitors
seeking local experiences. This is an opportunity to develop Palm Desert's character, by
building a unique social, gastronomic, cultural, economic event in the middle of the
Coachella Valley accessible to locals and guests.
59
prepare workers for the clean transportation economy, and supported in-state
manufacturing, emerging technologies and vehicle-grid integration initiatives.
SIGNIFICANT BUDGET ADJUSTMENT
The Budget maintains California’s commitment to advancing clean transportation by
providing targeted funding to incentivize ZEV adoption, along with additional actions to
accelerate deployment of the infrastructure needed to sustain continued growth.
Additionally, the Administration will propose statutory changes to strengthen California’s
ZEV market.
• ZEV Incentives—$200 million one-time special funds and statutory language to
establish a new light-duty ZEV incentive program. This funding includes $166 million
($81 million GGRF and $85 million Air Pollution Control Fund) that was included in the
2025 Budget as a transfer to the Motor Vehicle Account (MVA) to offset CARB
expenditures and support the MVA's solvency. The MVA is currently projected to be
solvent in 2025-26 and 2026-27 without the transfer. Incentives are a critical part of
the Administration's strategy to keep ZEVs affordable and accessible for all.
CLIMATE BOND
The 2024 Climate Bond invests $10 billion in projects that strengthen communities and
support stewardship of natural resources and the environment—protecting drinking
water, reducing wildfire and flood risks, supporting healthy lands, and expanding
access to parks and outdoor spaces. The Budget allocates $2.1 billion in the second
year of a multi-year investment plan. Implementation mechanisms will provide
transparency, accountability, and equitable access, with a focus on delivering
meaningful benefits to historically underinvested communities.
Versionnumberg7-o@oTredR!-HU5 CLIMATE CHANGE
GOVERNOR'S BUDGET SUMMARY — 2026-27 4160
SAFE DRINKING WATER, DROUGHT, FLOOD, AND WATER RESILIENCE
California continues to experience the adverse impacts of climate change, with
hazardous flooding and record-breaking droughts. A warming and more variable
climate is reducing mountain snowpack, intensifying drought, and driving shorter, more
intense wet seasons that worsen flooding. Existing challenges, such as depleted
groundwater basins and aging infrastructure are magnified by climate change. These
investments in safe drinking water, infrastructure, drought and flood preparedness, and
water resilience will support communities and help Californians adapt to historic
weather whiplash.
The Budget proposes $792 million to continue investments that improve water storage,
replenish groundwater, improve conditions in streams and rivers, and complete various
water resilience and water-related infrastructure projects. Of this amount, the Budget
includes funding for the following significant or new investments:
• Flood Control—$232 million for flood control projects to evaluate, repair, rehabilitate,
reconstruct, expand, or replace levees, weirs, bypasses, and facilities of the State
Plan of Flood Control, Projects in the Sacramento-San Joaquin Delta, and projects
funded through the Flood Control Subventions Program.
• Drinking Water—$173 million for drinking water projects serving small or
disadvantaged communities or tribes and that address failing water systems and
water systems at risk of failing, as well as failing private wells. Funding will also
support wastewater projects serving small or disadvantaged communities that
CLIMATE CHANGE Versionnumberg7-o@oTredR!-HU5
42 GOVERNOR'S BUDGET SUMMARY — 2026-2761
COASTAL RESILIENCE
Climate change is reshaping California’s coast, driving sea level rise, stronger storm
surges, increased flooding and coastal erosion, and habitat loss. These changes put
public health and safety, vital infrastructure, homes and communities, tribal cultural
resources, public access, and coastal economies and ecosystems at risk.
The Budget proposes $107 million to continue investments that help protect coastal
communities against these impacts, safeguard local economies, conserve and restore
biodiversity and natural areas, elevate tribal knowledge and stewardship, and improve
public access to the coast.
EXTREME HEAT MITIGATION
Extreme heat threatens California’s public health and safety, economic resilience, and
natural systems. Summer 2024 was California’s hottest summer on record, and extreme
heat events (unusually hot days or nights compared to average conditions) are
becoming more common, more severe, and longer-lasting—especially in the last
decade.
The Budget proposes $241 million to continue investments that support implementation
of the state’s Extreme Heat Action Plan and build resilience to extreme heat across
California, with a focus on those most vulnerable to its impacts. Of this amount, the
Budget includes funding for the following significant or new investments:
• Transformative Climate Communities Program—$137.4 million to fund community-led
development and infrastructure projects that achieve major environmental, health,
and economic benefits in California’s most disadvantaged communities.
• Community Resilience Centers—$55.3 million to fund new construction and
upgrades of neighborhood-level resilience centers to provide shelter and resources
during climate and other emergencies. This program will also fund year-round
services and ongoing programming that builds overall community resilience.
• Urban Forestry Program—$22.8 million for CAL FIRE’s Urban and Community Forestry
Grant Program, which aims to increase the long-term benefits trees provide,
improve the public’s understanding and appreciation of urban trees, and advance
urban forest management and tree care. Special consideration is given to projects
serving disadvantaged and/or low-income communities.
CLIMATE CHANGE Versionnumberg7-o@oTredR!-HU5
44 GOVERNOR'S BUDGET SUMMARY — 2026-2762
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Yes. Your privacy is absolutely protected and the City of Palm Desert will
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If I don't use this website will I still be able to provide feedback?
Engage Palm Desert provides an exciting new way for the city to engage
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You may also provide feedback directly to the "Who's Listening" contact
listed on each project page if you are more comfortable sharing that way.
Why do I need to register to make a comment?
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attending town hall-style meetings or providing written testimony, which can
often be time-consuming and inconvenient.
The city wanted to add a community engagement approach that is
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Economic Impact of Local Food Marketing
by Placer County Producers
in the Sacramento Region
Spring 2016
Shermain Hardesty, Libby O. Christensen, Jim Muck,
Julia Boorinakis-Harper and Cindy Fake
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ECONOMIC IMPACT OF LOCAL FOOD MARKETING
BY PLACER COUNTY PRODUCERS IN THE SACRAMENTO REGION
Executive Summary
Consumers often cite supporting the local economy as a reason why they purchase locally
produced foods. To determine the size of such an impact, our University of California
Cooperative Extension team interviewed producers engaged in direct marketing to measure the
economic impact of local food marketing in the Sacramento Region (El Dorado, Placer,
Sacramento and Yolo counties). Our key findings indicate that, for every dollar of sales, Placer
County direct marketers are generate twice as much economic activity within the Sacramento
Region, as compared to Sacramento Region producers who are not engaged in direct marketing.
• Placer County direct marketers averaged $80,668 in sales, compared to $568,015 for
producers in the Sacramento Region not engaged in direct marketing.
• Direct marketers in Placer County earned 53 percent of their total revenues through direct
marketing, 45 percent through wholesale channels, and 2 percent from commodity
markets. Farmstand sales were their largest direct market channel with 27 percent of total
sales, followed by farmers markets with 17 percent of total sales. Their largest wholesale
channels was grocery stores (26 percent), followed by distributors (nine percent).
• Placer County direct marketers generated 70 percent of their total revenues in the
Sacramento Region, 22 percent in the Bay Area, and the remaining eight percent in other
parts of California and outside of the state.
• Placer County direct market producers’ annual production and marketing expenses
averaged $60,121 in 2013. Expenses of producers in the Sacramento Region not engaged
in direct marketing totaled $214,486, more than three times higher than the Placer
County’s direct marketers.
• 81% of the inputs used by Placer County direct marketers are purchased within the
Sacramento region. Meanwhile, 45% of the inputs used by producers in the Sacramento
region not engaged in direct marketing are purchased within the region.
• Placer County direct marketers’ output multiplier is 1.86. This means that for every dollar
of production they produce, they generate an additional $0.86 of economic activity within
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the Sacramento region. The total output multiplier for producers in the Sacramento region
not engaged in direct marketing is 1.42. Thus, Placer County direct marketers generate
$0.44 additional output within the Sacramento region for every dollar of sales, when
compared with producers in the region not engaged in direct marketing.
• Placer County direct marketers’ total output multiplier of 1.86 is relatively high. Other
industries in the region competing for land have multipliers ranging from 1.50 (auto
dealers) to 1.77 (building material and garden supply retailers).
• Placer County direct marketers have a job effect of 29.2, compared to 10.5 for the
producers in the region not engaged in direct marketing. This means, that for every $1
million of output they produce, the direct marketers are generating a total of 29 jobs
within the Sacramento Region, compared to only 10.5 jobs for producers not marketing
direct. The difference is primarily due to the fact that Placer County producers rely
heavily on hired labor relative to the value of their total production.
• We created a scenario to test the potential economic impact of a small permanent
collaborative farm store targeted to tourists traveling to the Tahoe region. Placer County
direct marketers would increase their output of produce and meat by $1 million which
they would sell through the Placer Grown Farm Store which is funded by a grant. In
addition to the $1 million increase in the direct marketers’ sales, the grant would also
generate $857,000 of output annually in the Sacramento Region, including 29 new jobs.
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ECONOMIC IMPACT OF LOCAL FOOD MARKETING
BY PLACER COUNTY PRODUCERS IN THE SACRAMENTO REGION
Shermain Hardesty 1, Libby Christensen 2, Jim Muck 3, Julia Boorinakis-Harper 4 and Cindy Fake 5
Growing interest in local foods has raised questions about the extent to which local and regional
food systems promote regional economic development. Consumers often cite supporting the
local economy as a reason why they purchase locally produced foods. To find out whether there
is such an impact and if there is, how much it amounts to, our University of California
Cooperative Extension team interviewed producers engaged in direct marketing to measure the
economic impact of local food marketing in the Sacramento region (El Dorado, Placer,
Sacramento and Yolo counties).
We collected economic information through interviews with 88 local producers (both farmers
and ranchers) regarding their purchases of inputs such as fuel, packaging materials and labor,
services such as insurance and bookkeeping, and the revenues generated from selling their
products both direct to consumers and through other channels. We measured their sales and
expenses during 2013, both within and outside of the Sacramento Region. In Table 1, we present
the overall populations of producers involved in direct marketing and response rates to our
survey by county.
1 Shermain Hardesty is a Cooperative Extension Specialist, Agricultural & Resource Economics, University of
California-Davis, and leads the University of California’s Small Farm Program. She can reached at:
shermain@primal.ucdavis.edu.
2 Libby Christensen is a Graduate Student Researcher, Agricultural & Resource Economics, University of
California-Davis.
3 Jim Muck is a Community Education Specialist, UC Cooperative Extension, Placer and Nevada County.
4 Julia Boorinakis-Harper was a Community Education Specialist, UC Cooperative Extension, Placer and Nevada
County.
5 Cindy Fake is a Farm Advisor, UC Cooperative Extension, Placer and Nevada County.
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Table 1. Survey Responses by County
County Survey respondents farmers in countya Response rate
Total 88 434 20%
aTotal direct market farmers in the county are the actual number who responded to the USDA-NASS 2012 Census of
Agriculture.
We incorporated these data into an economic modeling program to estimate the economic
impacts of producers engaged in direct marketing. Additionally, we assessed the qualitative
impacts of direct food marketing, for example—those related to increasing consumption of
seasonal and high-quality produce, building relationships within the community and creating a
sense of place. We examined thee impacts by interviewing local organizations, such as leaders of
food banks, producer training programs, and regional agricultural marketing organizations.
These broader findings are included in the report, Economic Impact of Local Food Producers in
the Sacramento Region (http://ucanr.edu/econ_impact).
General Results
For our economic analysis, we limited our interviews to producers in the Sacramento Region
who generated at least $1,000 from marketing direct to consumers during 2013.6 We measured
their sales in different market channels, and also the amount and location of their production
expenses. This report relates only to these interviews with 17 Placer County producers—11 fruit
and nut, three livestock, and three vegetable.
During 2013, the 17 Placer County producers averaged $80,668 in sales, ranging from $2,316 to
$390,103; 12 of them had sales under $100,000 (which for the purposes of this report, we
6 We interviewed only producers engaged in direct marketing because they are intentionally involved in marketing
some or all of their production within the Sacramento region. We recognize that other producers who sell
exclusively through wholesale channels, could have some of their production marketed locally; however, they are
not doing this intentionally and are not the focus of this study.
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classify as a “small” farm), four had sales between $100,000 and $250,000 (“medium” farm) and
one had sales over $250,000 (“large" farm).
Forty-seven percent farmed full time. Most of these producers did not have any year-round
employees, but they hired an average of 2.9 seasonal employees. The size of their operation
varied significantly, from one acre to over 500 acres. Fifty-three percent are farmers who
indicated that they were not certified organic but were using organic practices, and 18 percent are
certified organic. Over half have been farming for at least eight years. Most (82 percent) are
structured as sole proprietorships.
Placer County direct marketers used a wide range of marketing channels. Overall, they earned 53
percent of their total revenues through direct marketing, 45 percent from the wholesale channels,
and 2 percent from commodity markets. Individually, the farms generated between 27 percent
and 100 percent of their revenues through direct marketing; five of the 17 producers sold only
direct to consumers. While farmers markets are traditionally the most popular direct market
channel, on-farm farmstands generated the greatest share of direct market revenues for the Placer
County producers (26 percent of total revenues), followed by farmers markets (17 percent).
The Placer County producers generated 70 percent of their revenues in the Sacramento Region,
while 22 percent of their revenues were from sales in the Bay Area and the remaining eight
percent from other parts of California and other states. All but one of the producers selling at
farmers markets sold only in the Sacramento Region. Two-thirds of the producers also sold
through wholesale channels. Most of the wholesale activity was in the Sacramento Region, but
producers also sold to distributors, restaurants, grocers, processors, and farmers in the Bay Area.
Both small- and larger-scale producers sold wholesale; however, wholesale revenues tended to
comprise a higher share of total revenues as their total revenues increased. For Placer County
producers engaged in direct marketing, sales of fresh fruit dominated, generating 62 percent of
the total revenues, followed by 18 percent from vegetables and herbs, and the remaining
revenues from livestock, poultry, processed food products, and agritourism.
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Placer County producers averaged $60,121 in total operating expenses. Their average gross
margin was $20,547. It was calculated by subtracting total operating expenses from gross
revenues. Depreciation, loan interest payments and income taxes were not included as expenses.
producers use their gross margin to cover these expenses and (hopefully) to pay themselves some
profit. Their average gross margin rate was 25.5 percent, calculated by dividing the gross margin
by total revenues. It was the highest for the four country region, with El Dorado County
producers’ average gross margin of -9.2 percent being the lowest.
IMPLAN Model
IMPLAN is a software program that uses input-output (I-O) analysis. It is the most widely used
software for economic impact analysis. I-O models measure how sales in one specific industry
impact a region’s output value and labor income, based on spending patterns previously
established between the industry and other industries in the region. The “region” is a critical
factor. It can be defined as a county, a cluster of counties, the state, or even a larger geographic
area. For this study, we defined the Census Bureau’s four-county Sacramento Metropolitan Area
(consisting of El Dorado, Placer, Sacramento and Yolo counties) as the region. Therefore, only
expenses and sales that are made within the region are considered to be local.
There are three levels of economic impact related to local food marketing that can be measured:
direct, indirect and induced. To explain these concepts it is useful to consider an example.
Imagine a customer goes to the Foothill Farmers’ Market and spends $10 on vegetables. The
direct effect is the $10 in revenue for that farmer. Direct effects take place only for the industry
immediately affected, which in this analysis are Placer County producers who sold at least
$1,000 of product direct to consumers.
There are also ripple effects from the $10 farmers market sale. Indirect effects occur when the
producer purchases inputs from other industries within the region to produce that $10 of
vegetables. For example, the farmer spends $0.40 on fuel, oil, and grease within the Sacramento
Region to generate $10 of vegetables. When the producer purchases goods and services from
suppliers within the region, these local suppliers, in turn, generate demand for additional goods
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and services within the region. With the example of fuel, oil, and grease, increased demand at the
gas station will require the gas station to purchase more gasoline from its supplier. This
additional demand is called the indirect effect; only the demand that is generated locally is
counted.
The second ripple effect is called the induced effect. It occurs when households spend their
income on goods and services within the region. In this example, the producer spends money to
hire labor and purchases inputs. Her spending generates income for her farm, her employees, her
suppliers, and the employees of her suppliers--including that gas station attendant. The induced
effect occurs when these households spend some of their income on consumer goods and
services within the region, such as food, clothing, health care, dining out, recreational activities
and other products and services.
Using IMPLAN to Assess Economic Impacts
As part of our analysis of the economic impact of Placer County direct market producers, we
compare their total expenses with that of other producers in the Sacramento Region. These
production expenses were aggregated to include only vegetable, fruit, tree nut, and livestock
operations for the entire four-county region. The expense information for producers in the Sacramento Region not engaged in direct marketing was accessed through IMPLAN, which derives its estimates from the USDA’s Census of Agriculture and the Bureau of Economic Analysis. For lack of a better term, we refer to producers who do not engage in direct marketing
as “nondirect marketers”.
Placer County direct market producers’ expenses averaged $60,121 in 2013 (Table 2). The
expense proportions displayed in Table 2 are critical data used in IMPLAN to calculate the
indirect and induced effects for both production systems. The expenses of nondirect marketers in
the Sacramento Region totaled $214,484, which is more than three and half times greater and
reflects considerably larger operations. Another stark contrast is that 81 percent of the Placer
County producers’ expenses were incurred in the Sacramento Region, compared to 45 percent
for the nondirect marketers.
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Although only 41% of the Placer County direct marketers had any year-round employees, hired
labor was their highest expense category. It averaged $16,104 and comprised 27% of total
expenses, compared to 25% for the region’s nondirect marketers. All of the employees resided in
the Sacramento Region.
Table 2. Average Production Expenses and Local Purchasing Ratio by Categorya
EXPENSES % local total
($) total
expenses
% local total
($) total
expenses
98 3,526 6 21 2,831 1
31 242 0 77 5,193 2
66 393 1 9 2,094 1
79 650 1 - - -
Total Expenses 81 60,121 45 214,486
aA dash indicates that information about the particular expenditure category could not be broken out from existing
IMPLAN data.
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When compared with the region’s nondirect marketers, several other expense categories also
comprised a noticeably higher proportion of total expenses for Placer County producers; they
included repairs, insurance, marketing costs and services (such as farmers market fees,
certifications and packaging) and office supplies. Most of these higher expenses (except for
marketing costs) are likely to be attributable to the direct marketers’ smaller scale.
Compared to Placer County direct marketers, livestock feeding and bedding expenses
represented a significantly higher proportion of the Sacramento Region nondirect marketers’
total expenses. This difference is attributable to the fact that livestock operations comprised only
17 percent of the direct marketers in our sample of Placer County direct marketers, compared to
44 percent of the nondirect marketers in the Sacramento Region.
IMPLAN Results
Using IMPLAN, we estimated a 1.86 total output multiplier for Placer County direct marketers.
This implies that every $100 of sales generated by these producers also creates an additional $86
of output produced in the Sacramento Region. It includes $42 of indirect effect, from the
additional demand for inputs from other industry sectors that supply Placer County direct
marketers. It also includes $44 of consumer goods and services purchased (induced effect) which
is generated by household spending within the Sacramento Region by the Placer County direct
marketers, their employees and their suppliers’ owners and employees. Both the indirect effect
and induced effect involve only purchases made within the Sacramento Region.
According to IMPLAN, farms in the Sacramento Region not engaged in direct marketing have a
smaller output multiplier of 1.42, consisting of an indirect effect of 0.09 for additional input
purchases and an induced effect of 0.33 for additional household spending in the Sacramento
Region. Therefore, each $100 of sales generated by a Placer County producer engaged in direct
marketing creates $44 more economic activity in the Sacramento region, when compared with an
additional dollar of sales generated by a Sacramento Region nondirect marketer. The higher
economic impact of the direct marketing farms is due primarily to their extensive purchasing of
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inputs within the region (81 percent) for all inputs, compared to the 45 percent of inputs used by
nondirect marketers being purchased within the region.
The following example illustrates the implications of the differences between the direct
marketers’ total output multiplier with that of the nondirect marketers. Assume that Farmer
Green, a Placer County farmer, had sales totaling $200,000 in 2013; she generated 80 percent of
her sales at farmers markets, and 20 percent selling to restaurants. Applying the 1.86 multiplier,
her $200,000 of production generated $372,000 of economic activity in the Sacramento Region.
Meanwhile, her neighbor, Farmer Brown does no direct marketing; she sells all of her crops to a
produce distributor for $200,000 in 2013. Applying the 1.42 total output multiplier, Farmer
Brown’s production generated $284,000 of economic activity in the Sacramento Region. The
economic activity generated by Farmer Green is $88,000 greater than that generated by Farmer
Brown.
There are also large differences in the job effect IMPLAN generates for the two producer groups.
Placer County direct marketers have a job effect of 29.2; this means that for every $1 million of
output produced by the direct marketers they are generating a total of 29.2 jobs within the
Sacramento Region. These jobs include on-farm labor, as well as jobs related to the farms’
indirect effects, which involve the farms’ suppliers, and jobs created by the direct marketers’
induced effects involving household expenditures. The Sacramento Region nondirect marketers
have a job effect of 10.5. The difference is primarily due to the fact that Placer County direct
marketers rely more heavily on labor relative to the value of their total output.
Another important difference between these two producer groups is related to their gross
margins, which is used to cover the producers’ depreciation and loan interest expenses, income
taxes and profit. In Placer County, only 25.5% ($20,547) of the revenues generated by the direct
marketing producers remains in their pockets, compared to 62.2% ($353,529) for the Sacramento
Region nondirect marketers. Since the nondirect marketers tend to have larger operations, their
depreciation and loan interest expenses and income taxes are likely to be higher, as well as their
profit levels. According to economic theory, the proportion of disposable income spent by
households decreases as their disposable income increases. Therefore, the profits generated by
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higher income producers (nondirect marketers in this case) do not circulate in the local economy
to the same extent as money that goes to a wage worker or producer with less disposable income.
This decreases the induced effect and the overall economic impact of the nondirect marketers in
the Sacramento Region. However, the direct marketers’ considerably higher rate of purchasing
inputs locally also contributes to their higher output multiplier.
While supporting the local economy is often cited by consumers as a primary reason for buying
locally grown foods, only two other economic impact studies in the United States are known of
that also used data collected from producers engaged in direct marketing. The differences
between the output multipliers for direct and nondirect marketers in these studies were not as
large as that in our study, but values of their direct marketers’ output multipliers were similar to
ours. One study was conducted in upstate New York by Schmit et al. (2013). Their total output
multipliers were 1.87 for small-scale direct marketers and 1.94 for not small-scale direct
marketers, compared to 1.90 for the nondirect marketers. The other study involved producers
throughout the state of New York marketing through a food hub (a business that aggregates and
distributes local food) with a 1.75 output multiplier, compared to the nondirect marketers with a
1.68 output multiplier (Jablonski et al. 2016).
Table 3. Total Output Multipliers in the Sacramento Region for Selected Industries, 2013
Farming-vegetable, fruit, nuts and livestock--direct market, Placer County 1.86
Restaurants-full service 1.77
Retail-building materials/garden supplies 1.77
Retail-general merchandise 1.76
Construction-single family 1.72
Hotels and motels 1.71
Construction-various nonresidential 1.61-1.67
Restaurants-limited service 1.62
Farming-vegetable, fruit, nuts and livestock--nondirect market, Sacramento
Region
1.42
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Placer County direct marketers’ total output multiplier of 1.86 is relatively high (Table 3).
IMPLAN’s total output multipliers in the four county region range from a high of 2.91 associated
with local government passenger transit to a low of 1.0. Various nonresidential construction
sectors have multipliers ranging from 1.50 to 1.66, while single-family residential construction
has a 1.71 multiplier. Other industries in the region competing for land have multipliers ranging
from 1.61 (auto dealers) to 1.77 (building material/garden supply retailers, such as Home Depot).
Thus, an additional sales dollar generated by a direct marketer creates a larger economic ripple
effect when compared to other industries that are often identified as key to regional economic
development and that compete with agriculture for land, such as new housing developments and
big box stores. But, on a per acre basis, the direct marketers’ higher multiplier effect is offset by
the “big box” retailers’ higher revenues. Walmart stores (fitting the retail-general merchandise
category in Table 3) have annual sales averaging about $400 per square foot of store space.
However, this square foot measure is misleading because the stores need large parking lots.
Currently, there is a 155,000 square foot Walmart store planned in Auburn on an 18.6 acre
parcel. Since there are 43,560 square feet per acre, a 155,000 square foot store produces
approximately $62 million in sales annually. The store averages $3.33 million per acre, which is
still considerably higher annual revenues than any farm is likely to produce (of legal crops!)
On the other hand, many residents believe that farmland is more esthetically pleasing than a
Walmart store and its parking lot. We can also cite the qualitative benefits of direct marketing
that are reviewed in our report for the entire Sacramento region. When speaking of local
economic benefits and examples, interviewees said that the local food system creates
connections by building social networks and relationships and building a sense of place. This
“place making” was every bit as important to interviewees as the additional dollars generated in
the economy.
One additional quantitative effect is that the 1.82 total output multiplier does not capture all of
the economic activity generated by Placer County’s direct marketers. In particular, researchers
have found that farmers market customers also shop at other businesses during their visit
downtown to the farmers market. The proportion of customers spending outside of a farmers
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11 | P a g e
market to inside of a farmers market ranged from .31 to .92 based on customer surveys at five
farmers markets in Oregon. Of the 4,200 farmers market shoppers in Kirkland, Washington
surveyed by Washington State University, 57 percent came downtown primarily for the farmers’
market, and spent an average of $13.47 at the farmers market and $16.03 at downtown
businesses. Similar results were obtained for farmers market shoppers in New Orleans,
Wisconsin and Idaho. In a study of three farmers markets in three cities (Baltimore, Cleveland,
and Los Angeles), the estimated annual economic impact of the farmers market on nearby
businesses ranged from $19,900 to more than $1,000,000 per market. No such studies are known
to have been conducted in Northern California. However, we can conclude that the 1.86
multiplier understates the economic activity in the Sacramento Region generated by Placer
County direct marketers.
Readers should be cautioned that these results, the multipliers and other economic impacts that
were estimated only apply to the Placer County and the Sacramento Region. Other regions would
need to conduct their own survey of their direct marketing producers to determine their expense
proportions and local sourcing purchasing practices, and use these data when running their
IMPLAN models.
Looking Into the Future
Participants in our qualitative interviews most frequently identified the positive economic impact
of direct market producers in their communities and stressed that these impacts could be greater.
To build on past success, participants highlighted financial investment and education as key
drivers to expanding the impact. With this in mind, we developed a scenario to test what the
impact of additional financial investment and education would look like in the form of expanded
market outlets for locally grown food.
To illustrate the potential impacts of an investment in direct market agriculture, we tested a
scenario. Our Placer County stakeholder advisory team mentioned growing interest in building a
small permanent collaborative farm store. The store would feature products grown by Placer
County producers. Rather than having individual stalls, producers would share responsibility for
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staffing. The site would be strategically located off of I-80, and would be marketed to tourists
traveling to the Tahoe region. To get the project off the ground, we assumed that the stakeholders
secure a grant from the USDA’s Local Food Promotion Program to purchase $1 million worth of
crops and meat products to stock the Placer Grown Farm Store. Placer County direct marketers
would increase their output of produce and meat by $1 million which they would sell through the
Farm Store.
Due to Placer County’s high multiplier for direct market agriculture, the $1 million grant does
not just increase the direct marketers’ sales by $1 million. The investment would also generate an
additional $857,000 circulating in the community ($425,711 from the indirect effect and
$431,190 from the induced effect), including 29.2 new jobs. Most of the new jobs (23 FTE)
would come directly from the increased production by the direct market producers, but the
indirect and induced effects would create 6.2 FTE jobs.
This scenario demonstrates how Placer County producers who are engaged in direct marketing
contribute to economic development in the Sacramento Region. However, it also poses a
challenge: ten of the 17 Placer County producers interviewed for this study farmed less than ten
acres, and do not have access to additional farmland nearby. Expanding the economic
contributions of local food producers would be facilitated if the county preserved its existing
farmland and developed programs to enable them to expand their operations.
Conclusions
The two groups of producers, Placer County direct marketers and Sacramento Region nondirect
marketers, have very different approaches to growing, distributing, and marketing their products.
Those engaged in direct marketing tend to be smaller, are more labor-intensive, and source more
of their inputs locally. When the sums of the indirect and induced effects for the two producer
groups are compared, Placer County direct marketers generate double the economic impact on
the Sacramento Region’s economy for every dollar of product they sell. Furthermore, the direct
marketers’ output has a larger economic ripple effect when compared to other industries that are
often identified as key to regional economic development and that compete with agriculture for
land.
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13 | P a g e
As is the case throughout of the Sacramento Region, the direct market producers in Placer
County are a small segment of the total agricultural sector; they account for 23 percent of the
county’s farms but only seven percent of its agricultural production. Among the counties in
California reported as having 1,000 or more farms in the USDA 2012 Census of Agriculture,
Placer County has the highest percentage of farms involved in direct marketing. Clearly, direct
marketing is important to Placer County’s agriculture.
This analysis assesses the impact that Placer County producers who are engaged in direct
marketing have on the region’s economy. For every dollar of product that they sell, their 1.86
output multiplier generates ripple effects on the Sacramento Region’s economy that are double
that of the nondirect marketers’ 1.42 output multiplier. We recognize that direct marketers
comprise a relatively small part of Placer County’s agricultural sector. Nevertheless, they do
generate both economic and qualitative benefits for the Sacramento Region, and warrant
policymakers’ support to nurture their growth.
Acknowledgments
This project was funded by a grant from the University of California--Division of Agriculture
and Natural Resources’ Competitive Grant Program. We are also very grateful to all of the
farmers and ranchers who shared their time and information with us to participate in this study.
The cover photo was provided by Hillview Farms in Auburn.
References
Brown, C., and S. Miller. 2008. "The Impacts of Local Markets: A Review of Research on
Farmers Markets and Community Supported Agriculture (CSA)." American Journal of
Agricultural Economics 90, no. 5: 1298–302.
Bubinas, K. (2011). Farmers Markets in the Post‐Industrial City. City & Society, 23(2), 154-172.
Corum, Vance. 2003. Kirkland Wednesday Market Rapid Market Assessment. August 20, 2003.
Small Farms Program, Washington State University.
www.nwdirect.wsu.edu/markets/KirklandRMAaug20-2003.pdf (accessed 9/14/15)
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14 | P a g e
Gunter, A., and D. Thilmany. "Economic Implications of Farm to School for a Rural Colorado
Community." Rural Connections, no. May (2012): 13–16.
Jablonski, B.B.R., T.M. Schmit, and D. Kay (2016). Assessing the Economic Impacts of Food
Hubs on Regional Economies: A Framework that Includes Opportunity Cost.
Agricultural and Resource Economics Review. 45(1): 143-172.
Lev, L., Brewer, L., & Stephenson, G. 2003. How Do Farmers’ Markets Affect Neighboring
Businesses (No. 16). Oregon Small Farms Technical Report.
Lev, L. and J. Potter. 2003. Moscow Farmers’ Market Rapid Market Assessment. July 19, 2003.
http://www.nwdirect.wsu.edu/markets/MoscowRMA2003.pdf (accessed 9/14/15).
marketumbrella.org. 2012. Measuring the Financial Impact of a Public Market. Crescent City
Farmers Market (X3) 2012.
http://www.crescentcityfarmersmarket.org/uploads/file/Crescent_City_Farmers_Market_
x3_2012-20121021.pdf (accessed 9/19/15)
marketumbrella.org. 2012. News: Farmers Markets Contribute Millions to Local, Regional
Economies.
http://www.marketumbrella.org/index.php?mact=News,cntnt01,detail,0&cntnt01articleid
=163&cntnt01returnid=83 (accessed 3/9/16).
Polson, Burt. 2013. The Simplicity of Sales per Square Foot. Napa Valley Register. December 9,
2013. http://www.fool.com/investing/general/2015/05/12/the-largest-retailer-in-history-
how-walmart-sales.aspx (accessed 3/9/16).
Schmit, T.M., B.B.R. Jablonski, and Y. Mansury. (in press). Assessing the Economic Impacts of
Local Food System Producers by Scale: A Case Study from New York. Economic
Development Quarterly.
The Motley Fool. 2015. The Largest Retailer in History: How Walmart Sales Reached $500
billion. http://www.fool.com/investing/general/2015/05/12/the-largest-retailer-in-history-
how-walmart-sales.aspx (accessed 3/9/16)
Thomson, Gus. 2015. North Auburn Walmart Still a Go as Costco Falters. Auburn Journal.
2/15/15. http://www.auburnjournal.com/article/2/13/15/north-auburn-wal-mart-still-go-
costco-falters (accessed 3/9/16)
US Department of Agriculture-National Agricultural Statistics Service. 2012 Census of
Agriculture.
https://www.agcensus.usda.gov/Publications/2012/Full_Report/Volume_1,_Chapter_2_C
ounty_Level/ (accessed 7/12/15)
82
Joe Pradetto: 1/28/26 10:39am-11:10am
Priority #1 Continuation
1. North Sphere Development, Infrastructure Planning
We've made significant progress by signing an agreement and funding a portion of a new IID
substation in Thousand Palms. Now, we can shift our attention to sewer infrastructure in
the area.
Justification: Development in parts of the City's North Sphere have languished due to a lack
of sewer and electrical infrastructure. We have a solution for the electrical part of the
equation and may now focus more attention to the sewer side.
Priority #2 Continuation
2. Mall Redevelopment/Increase Experienced Based & Family Friendly Activities
Continuation of last year's goal of the same name.
Justification: We have not yet accomplished the goal, and it remains an important
component of the City's economic development potential.
Priority #3 NEW
3. Zero Blight Challenge
Abandoned shopping carts, graffiti, and littered trash are examples of blight. The Zero
Blight Challenge aims to reduce and eliminate blight through an effort to provide rapid
response to clean or repair blight reported through the city app or any method of reporting
to the city. At present, our city app notification notes a goal of remediation within 48 hours.
I would like to improve that to 24 hours, or even 12.
Justification: A clean and well-maintained community is inviting and attracts visitors and
businesses. It gives residents pride in their community. Keeping public spaces safe and
clean is a core function of local municipal government.
83
Evan Trubee: 1/23/26 10:52am-11:18am
Priority #1 NEW
1. Enhance our support of CVDPN
Provide material and or financial support for this organization so that more of our residents
will be prepared for emergency situation and less reliant on governmental help during
times of crisis when our emergency services would potentially be overwhelmed.
Justification: Resilient and independent residents are the end goals as well as taking the
burden off of our public safety services.
Priority #2 NEW
2. Bringing Palm Desert Historical Society under city control
Fold the Historical Society operations into our Library Services.
Justification: The Historical Society is currently at a cross roads. They will be without
leadership starting this June and there are no other Board Members willing to step up to
assume the role of President or Vice President of their board. Their board and staffing is
made up of all volunteers and the work load has become overwhelming for their
membership...most of whom are retired and over 70 years old. A community that forgets
their history risks losing their vision for future growth and their identity. This is what we
need to avoid.
Priority #3 NEW
3. Solicit proposals for the installation of a welcome sign/gateway on El Paseo
Solicit estimates for a welcome sign to El Paseo that would be placed across the street at
one or both ends
Justification: El Paseo is already a well-known boulevard but by adding a cross street
welcome sign/archway we can further enhance the sense of place, appeal and recognition
that El Paseo deserves. Funding sources could be private donors, El Paseo BID, the City or
any combination thereof.
84
Priority #4 Continuation
4. Farmers Market
Solicit bids and interest from farmers markets to begin operating in our city.
Justification: A thriving farmers market has a multitude of benefits....it offers our residents
healthy food choices that may not be available in traditional grocery stores. It supports
traditionally sustainable farming and locally owned and operated farmers and their families
and employees. And, it attracts shoppers and tourists from outside of Palm Desert, helping
to generate revenue and foot traffic in our city.
Priority #5 NEW
5. Indoor Sports/Event Facility
The VGPS is spearheading an effort to bring a 200,000 square foot indoor event space to
the Valley to attract year round scholastic sports tournaments. This will provide positive
economic impact to our sales tax and tot revenue streams.
Justification: VGPS has already done a feasibility study as well as a funding study...they are
simply looking for a logistically sound place to have it built and I believe Palm Desert is that
place. I have faith in Scott White and his team and I believe that Palm Desert is the ideal
location for this venue due to our proximity to the interstate as well as the number and
quality of amenities and services that we offer. The added revenue will provide an indirect
benefit to our residents but they will also enjoy a direct benefit by having a venue where
local youth can participate in sports year round as well as having opportunities to
participate in competitions and tournaments closer to home.
85
86
2013 Strategic Plan Task Tracker
ID Priority Area Action Step(s) Lead Timeline Lead Department Status
AC-1-000 Art & Culture Assess the current arts and cultural landscape.
AC-1-001 Art & Culture Assess the current arts and cultural landscape.City staff in concert with Americans for
the Arts (or similar organization)1 Year EDD Completed by External Partner
AC-1-002 Art & Culture Conduct economic impact study.City staff in concert with Americans for
the Arts (or similar organization)1 Year EDD Completed by External Partner
AC-2-000 Art & Culture Explore the viability of creating and designating a Palm Desert arts and cultural district, whether it be geographic or economic.
AC-2-001 Art & Culture Present evidence of how arts and cultural districts affect cities. City staff 1-2 Years EDD Not Started – Recommended to Delete
AC-2-002 Art & Culture Create an arts and culture map.City staff 2 Years EDD Completed
AC-2-003 Art & Culture Define what kind of district it will be, i.e. funding, marketing, etc.City staff 2.5 Years EDD Not Started – Recommended to Delete
AC-2-004 Art & Culture Publicize that an evaluation is being done.City Marketing Department & Public
Art Department 2.5 Years EDD Not Started – Recommended to Delete
AC-3-000 Art & Culture Develop and secure a sustainable source of funding for arts and culture
AC-3-001 Art & Culture Determine what type of district it would be, i.e., an assessment district,
a geographic district, or some other mechanism.City staff and City Attorney 2.5 years EDD Not Started – Recommended to Delete
AC-3-002 Art & Culture Create oversight committee to oversee distribution of funding and
marketing City Council 3-4 years EDD Not Started – Recommended to Delete
AC-3-003 Art & Culture If an assessment district, there would be an oversight board comprised
of those who are assessed.Members of Assessment District 3-4 years EDD Not Started – Recommended to Delete
AC-3-004 Art & Culture Implement a law, election, or some kind of mechanism to put funding
source in place City staff and City Council Within 5 years EDD Not Started – Recommended to Delete
ED-1-000 Economic Development Expand job and business creation opportunities.
ED-1-001 Economic Development Inventory existing jobs to find what current categories exist, what gaps
to fill and the best categories for high-paying jobs.
Economic Development Department
Staff
Within first year and periodically when PD Economic
Strategic Plan is revised EDD Completed – No Longer Ongoing
ED-1-002 Economic Development
Develop a plan to encourage businesses to relocate to Palm Desert to
bridge the gap between June and September with year-round residents
and jobs.
Economic Development Department
Staff 2 Years EDD
In Progress / Ongoing
ED-1-003 Economic Development Attract businesses that generate additional revenue for city programs
(TOT and retail sales tax).
Economic Development Department
Staff Ongoing EDD In Progress / Ongoing
ED-1-004 Economic Development Revitalize Hwy 111; Look at the possibility of creating a City Center
atmosphere.Development Community 5-10 Years EDD/DS Completed
ED-2-000 Economic Development Expand quality education so that people are prepared for the workplace of the future.
ED-2-001 Economic Development Develop incubators for medical and agriculture industries. CVEP 2 Years EDD Not Started – Recommended to Keep
ED-2-002 Economic Development Partner with two-year schools and workforce development groups -
focus on key industries like energy, medical, and interior desing/décor College of the Desert 5 Years EDD
Not Started – Recommended to Keep
ED-2-003 Economic Development Partner with four-year schools to focus on key industries like business,
medical, and research specifically related to agriculture.Universities Ongoing EDD Not Started – Recommended to Keep
ED-2-004 Economic Development Develop a plan to increase college enrollment, completion rates, and
opportunities that will keep our local students here after graduation.CVEP/workforce development Ongoing EDD
Not Started – Recommended to Delete
ED-3-000 Economic Development Create and attract entertainments and events to enhance and expand the Palm Desert economy and lifestyle.
ED-3-001 Economic Development
Create a task force/committee to bridge the summer gap and market to
families and youth by identifying other attractions in addition to golf,
exploring nighttime and youth-oriented activities, creating a monthly
signature event during the spring and summer seasons, and assisting
hotels in attracting conventions and tourist groups (possibly through
installing a water park).
Economic Development Dept. 5 Years EDD
Not Started – Recommended to Keep
ED-3-002 Economic Development Explore the possibility of creating a venue. Determine whether
underground parking will be needed for events.Economic Development Dept. 1 Year EDD Not Started – Recommended to Delete
ED-3-003 Economic Development Make event permit fees competitive with other cities. Planning Department Staff 6 Months EDD/DS Completed
ED-4-000 Economic Development Expand and raise awareness of business-friendly services in order to retain and attract business.
ED-4-001 Economic Development Develop a five-point creed focused on supporting business and
economic vitality that all departments in City Hall embrace.City Council, City Manager, and Staff 1 Year EDD Not Started – Recommended to Keep
ED-4-002 Economic Development
Streamline permit process. Palm Desert's Building & Safety Department
will review the city's permit processing for comparisons with other
California cities.
Planning Department, Building &
Safety, and Public Works Staff 1 Year EDD/DS/PW
Completed
ED-4-003 Economic Development
Prepare resource information and make it accessible to local
businesses and to attract new businesses. Market that resource and
the City's business-friendly atmosphere to the community.
Economic Development Dept. 2 Years EDD
In Progress / Ongoing
Printed 2/18/2026 1 of 787
2013 Strategic Plan Task Tracker
ED-4-004 Economic Development Develop a small business expo for new and expanding businesses.
Include existing businesses. Economic Development Dept. 3 Years EDD Not Started – Recommended to Delete
ED-4-005 Economic Development Develop additional Business Area Network Systems (BANS). Sheriff's Department 3 Years CMO
EDU-1-000 Education Create and support a community-based Education Coalition in which all necessary community organizations come together to communicate and focus their efforts on improving measures of student success such as graduation r
EDU-1-001 Education Convene the parties to kick off the program. City Staff Within 1 Year EDD Pending Council Direction
EDU-1-002 Education Create the organization as a 501(c)3 with a board of directors. City Staff Within 18 Months EDD Pending Council Direction
EDU-1-003 Education Inventory what's available right now in the community; Who are the
partners?City Staff Ongoing EDD Pending Council Direction
EDU-1-004 Education
Host an education summit/symposium to bring regional and national
speakers to the Coachella Valley. This will spread recognition of what
Palm Desert has to offer and bring new innovative ideas to our
community.
City Staff Ongoing EDD
Pending Council Direction
EDU-1-005 Education Encourage advanced cooperation and coordination of information on all
levels of educational entities.City Staff Ongoing EDD Pending Council Direction
EDU-1-006 Education Provide public access to technological resources in libraries, civic
buildings, public spaces, schools, community centers, etc.City Staff Ongoing EDD Pending Council Direction
EDU-2-000 Education Become an "education destination" which is successful in attracting and retaining students of all ages by providing outstanding academic and cultural programs and demonstrating high levels of career readiness.
EDU-2-001 Education Host a periodic education summit wiitih regional/national speakers.
Develop an iconic event that draws educators from outside the region. City Staff Within 1-2 Years EDD
Pending Council Direction
EDU-2-002 Education
Support existing signature education programs such as arts & culture
(including programs in dance, theater, etc.), medical (including
pathways for physicians, nurses, and medical technologists), energy
(i.e. wind, geothermal, solar) and including two-year technical and
vocational programs. Explore the development of new programs.
City (including Community
Development/Affordable Housing),
school districts, post-secondary
schools, pre-school provider,
conference center/hotels, private and
public institutions of higher learning.
Ongoing - Subject to Regular Review EDD
Pending Council Direction
EDU-2-003 Education Encourage development of incubators for research and development in
agriculture, medicine, and alternative energy.CVEP, COD, UCR Within 18 months EDD In Progress / Ongoing
EDU-2-004 Education Support collegiate sports programs and facilities (i.e. CSUSB-PD could
field a golf team, a tennis team, etc.)CSUSB-PD, COD Within 6-24 months for initiation at CSUSB-PD EDD In Progress / Ongoing
EDU-2-005 Education
Encourage developers through city land use decisions to ensure that
there is adequate and affordable housing available for students and
faculty.
Planning Commission, CSUSB, COD,
city, private operators Ongoing, especially within the next 24 months as developmen
DS
In Progress / Ongoing
EDU-2-006 Education
Encourage the community to create endowments for targeted
professions such as medicine, energy, and agriculture (to fill needs as
determined through annual economic forecasts) by providing
scholarships to those who commit to stay and work in the valley.
CVEP's Pathways to Success in
cooperation with local educational
institutions and local industry (such as
hospitals, energy companies, etc)
Ongoing - with annual review EDD
Pending Council Direction
EDU-3-000 Education Create community awareness of, and support for, the building blocks of student success, including academic, vocational, and career success.
EDU-3-001 Education Facilitate partnerships with COD, CSUSB, and K-12 to provide
innovative tutoring programs.ASAP - within one year EDD Not Started – Recommended to Keep
EDU-3-002 Education Expand the Guided Pathways High School Academies by providing
more access and new fields of concentration.CVEP, local industries, K-12 Continue to expand as funding becomes available EDD Discontinued – No Longer Relevant
EDU-3-003 Education Encourage the development and implementation of parent education
programs.
Parent teacher associations,
foundations, local K-12 schools,
YMCA, service organizations, faith-
based organizations, Joslyn Center
Reinforce and review within 12 months EDD
Pending Council Direction
EDU-3-004 Education Encourage organized tours of local institutions for primary and middle
school students. Get them excited about college and local schools.
COD/CSUSB/UCR/DSUSD, other
valley school districts, private
schools, CVEP Academies, McCallum
Theatre
Assess Annually EDD
Pending Council Direction
ES-1-000 Energy & Sustainability Reduce per capita consumption of energy and water.
ES-1-001 Energy & Sustainability Enact education programs encouraging schools to teach water and
energy conservation.City, County, Schools, Utilities Launch by Fall 2015 PW Not Started – Recommended to Keep
ES-1-002 Energy & Sustainability Increase awareness and expand incentives for energy and water
conservation for all.City, County, Schools, Utilities 6 months after plan adoption PW In Progress / Ongoing
ES-2-000 Energy & Sustainability Promote greater usage of more sustainable materials.
ES-2-001 Energy & Sustainability Encourage use of building and paving materials that are sustainable
and rapidly renewable.City, Builders Ongoing PW Not Started – Recommended to Keep
Printed 2/18/2026 2 of 788
2013 Strategic Plan Task Tracker
ES-2-002 Energy & Sustainabilit Develop early youth education outreach programs. City Schools, YMCA, Media Ongoin EDD Not Started – Recommended to Delete
ES-2-003 Energy & Sustainability Explore community renewable generation of electricity. City Schools, YMCA, Media Ongoin PW
ES-2-004 Energy & Sustainability Pursue feed-in tariff adoption by the California Public Utilities
Commission (CPUC)CPUC, City Staff Ongoing PW
ES-3-000 Energy & Sustainability Encourage all new construction to be net zero energy in design and exceed the current Coachella Valley Water District (CVWD) efficiency standards.
ES-3-001 Energy & Sustainability Require the use of renewable energy sources in operation of new
properties.
City, Builders, private sector, county
state law and regulations Within 5 years of adoption of strategic plan DS Completed
ES-3-002 Energy & Sustainability Require water efficient fixtures, appliances, and landscaping. City, Water District 2015 DS Completed
ES-3-003 Energy & Sustainability Require all golf course and public areas to use reclaimed water as it
becomes available.
Hotels, building industry, homeowners
associations 2014 DS Completed
ES-3-004 Energy & Sustainability Require new hotel rooms and new timeshare units to have occupancy
sensors (motion sensors that control lights and HVAC).CVWD, City, private sector 2014 DS Completed
ES-3-005 Energy & Sustainability Work with CVWD to develop more rigorous efficiency standards. City, CVWD Ongoin DS Completed
ES-4-000 Energy & Sustainability Encourage owners of all existing properties to voluntarily retrofit them to obtain reductions in water and energy usage.
ES-4-001 Energy & Sustainability Develop education and outreach programs within the building industry.
Residents, property owners, City,
utilities, private sector, school
districts, chamber of commerce,
Property Assessed, Clean Energy
Administrator (PACE)
Launch by Fall 2015 PW
ES-4-002 Energy & Sustainability Find funding for retrofits and energy audits. City Staff, Utilities Ongoin PW In Progress / Ongoing
ES-4-003 Energy & Sustainability Develop funding sources for continuing and expanding existing city
programs for sustainability.City Staff, Utilities Ongoing PW/Finance
ES-4-004 Energy & Sustainability Encourage schools to develop energy education programs. City, School District Ongoin PW
ES-4-005 Energy & Sustainability Require existing hotels to have occupancy sensors.City, Greater Palm Springs Convention
and Visitors Bureau EDD/DS Completed
LUH-1-000 Land Use, Housing & Open Space Enhance Palm Desert as a first- class destination for premier shopping and national retail business
LUH-1-001 Land Use, Housing & Open Space
Develop a specific plan for the Highway 111 corridor that includes
residential and retail uses in greater intensities with separate planning
areas on the north and south sides of the road, connected by pedestrian
bridges and public transportation.
General Plan Advisory Committee,
staff, private developers, planning
consultants
2 Years to Develop Specific Plan DS
In Progress / Ongoing
LUH-1-002 Land Use, Housing & Open Space
Implement a comprehensive incentive program including business
retention programs, cooperative marketing programs, flexible design
standards, coordinated sign programs, and retailer education
resources.
Property management, Economic
Development Staff, developers,
commercial brokers, business owners
1-3 years EDD
In Progress / Ongoing
LUH-2-000 Land Use, Housing & Open Space Facilitate development of high-quality housing for people of all income levels.
LUH-2-001 Land Use, Housing & Open Space Review development fees to identify opportunities for incentivizing
'small' development.City Staff & City Council 6 months DS Completed
LUH-2-002 Land Use, Housing & Open Space Review design and approval processes to identify ways to expedite
developments through entitlements.City Staff & Development Community 6 months - 1 Year DS Completed
LUH-2-003 Land Use, Housing & Open Space Review and revise zoning to encourage inclusive residential housing
products.City Staff 1-2 Years DS Completed
LUH-2-004 Land Use, Housing & Open Space Rehabilitate aging and substandard existing housing. Private Developers Ongoing DS
In Progress / Ongoing
LUH-3-000 Land Use, Housing & Open Space Facilitate development of multiple universities and colleges with full campuses including student housing
LUH-3-001 Land Use, Housing & Open Space Encourage and facilitate the expansion of the college campuses and
promote campus life through the University Planning Committee (UPC).UPC Ongoing EDD
In Progress / Ongoing
LUH-3-002 Land Use, Housing & Open Space The City will allow flexible development standards in the university area
to encourage a campus community.Private Developers Ongoing DS Completed
LUH-3-003 Land Use, Housing & Open Space Encourage development of on-campus dormitories through the UPC. UPC Ongoing DS Superseded by New Direction
LUH-4-000 Land Use, Housing & Open Space Create a mixed-use city core integrating shopping, lodging, dining, and housing.
LUH-4-001 Land Use, Housing & Open Space Form a City Core Commission to begin the planning process. City Council 2-3 months to form the Commission DS Superseded by New Direction
LUH-4-002 Land Use, Housing & Open Space Define the vision, including the core's location, elements and
pedestrian and vehicular circulation.City Core Commission 9-10 months for Commission to define vision DS Superseded by New Direction
LUH-4-003 Land Use, Housing & Open Space Implement the plan. Private Developers 5-10 Years to make meaningful progress on contruction. DS Superseded by New Direction
LUH-5-000 Land Use, Housing & Open Space Utilize progressive land-use policies and standards to support ongoing and future needs.
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LUH-5-001 Land Use, Housing & Open Space Update the General Plan City Staff 2 Years DS Completed
LUH-5-002 Land Use, Housing & Open Space Preserve hillsides and open space view corridors and recreation areas. City Staff Ongoing DS In Progress / Ongoing
LUH-5-003 Land Use, Housing & Open Space Hotel development that includes family, boutique, and resort hotels. Private Developers 5-10 Years DS Superseded by New Direction
LUH-5-004 Land Use, Housing & Open Space Repurpose existing development including golf courses. Private Developers 5-20 Years DS Completed
PR-1-000 Parks & Recreation Prepare for the financial requirements of maintaining existing parks to the highest level of service. Planning efforts shall also address future costs of replacement and growth of the parks capital improvement fund.
PR-1-001 Parks & Recreation Make conversation of aging park facilities part of the annual budget
process.
City Staff, Parks and Recreation
Committee, City Council, and
community input
Annually PW
In Progress / Ongoing
PR-1-002 Parks & Recreation Explore the creation of a foundation for fundraising and promotion.
City Staff, Parks and Recreation
Committee, City Council, and
community input
Annually PW
Not Started – Recommended to Delete
PR-1-003 Parks & Recreation Identify new partners including private and corporate partnerships.
City Staff, Parks and Recreation
Committee, City Council, and
community input
Annually PW
In Progress / Ongoing
PR-1-004 Parks & Recreation Explore events at parks: food festivals, vintage car festivals, etc.
City Staff, Parks and Recreation
Committee, City Council, and
community input
Annually EDD
In Progress / Ongoing
PR-1-005 Parks & Recreation Include revenue generators in parks.
City Staff, Parks and Recreation
Committee, City Council, and
community input
Annually PW
Insufficient Records – Needs Policy Review
PR-1-006 Parks & Recreation Explore the appropriateness and amount of use fees.
City Staff, Parks and Recreation
Committee, City Council, and
community input
Annually PW
Completed
PR-1-007 Parks & Recreation Make staffing resources part of annual budget process.
City Staff, Parks and Recreation
Committee, City Council, and
community input
Annually PW
In Progress / Ongoing
PR-2-000 Parks & Recreation Ensure a continuing flow of innovative ideas by seeking creative partnerships, ensuring adequate staffing, and encouraging resident input.
PR-2-001 Parks & Recreation Create a culture of openness to new ideas. City Staff, Partner Agencies Ongoin PW In Progress / Ongoing
PR-2-002 Parks & Recreation Ensure that staff continues to participate in parks and recreation
professional organizations.City Staff, Partner Agencies Annually PW In Progress / Ongoing
PR-2-003 Parks & Recreation Keep parks and recreation in a prominent leadership position, focused
on community, and providing top notch customer service.City Manager, City Council Ongoing PW In Progress / Ongoing
PR-3-000 Parks & Recreation Make recreational and exercise opportunities pervasive in all public spaces.
PR-3-001 Parks & Recreation Integrate cultural and environmental awareness into parks.City Staff, Commissions, Partner
Agencies Ongoing EDD/PW In Progress / Ongoing
PR-3-002 Parks & Recreation
Integrate recreation opportunities into areas such as public spaces,
residential subdivisions, or additional areas where feasible and
sensible.
City Staff, Planning Department,
Commissions, City Council Ongoing DS
Completed
PR-3-003 Parks & Recreation Promote recreational awareness through the community.Marketing and Tourism, Partner
Agencies, School Districts Ongoing PW In Progress / Ongoing
PR-3-004 Parks & Recreation Encourage recreational opportunities in the El Paseo corridor. El Paseo Merchants Evaluate in January 2016 PW Completed
PR-4-000 Parks & Recreation Develop the North Sphere Regional Park, which will be bordered by Portola Drive to the west, Dinah Shore Drive to the south, and I-10 to the North.
PR-4-001 Parks & Recreation Identify revenue generators for the North Sphere Regional Park.City Staff, Partners, Commissions,
City Council During the development phase PW/Finance In Progress / Ongoing
PR-4-002 Parks & Recreation Identify recreational needs and wants, by engaging the community.
City Staff, Parks and Recreation
Committee, Survey Conference
Attendees
During the development phase PW
Completed
PR-4-003 Parks & Recreation Identify environmental constraints.
City Staff, Parks and Recreation
Committee, Survey Conference
Attendees
During the development phase PW
Completed
PR-4-004 Parks & Recreation Explore integration of housing, publicly owned garden space and
recreational facilities.
City Staff, Parks and Recreation
Committee, Survey Conference
Attendees, Land Use Staff
During the development phase PW
In Progress / Ongoing
PR-4-005 Parks & Recreation Break ground on park. City Staff, Commissions, City Council When growth in the north justifies the need for the facility PW Not Started – Recommended to Keep
PR-5-000 Parks & Recreation Examine the need for expansion of the Palm Desert Aquatics Center.
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PR-5-001 Parks & Recreation Chart and analyze usage data and track user groups that cannot be
accomodated.City Staff, Partner Agencies Assess Annually PW In Progress / Ongoing
PR-5-002 Parks & Recreation Examine whether other Coachella Valley cities or private developers
plan to develop aquatic centers to determine demand. City Staff Assess Periodically PW In Progress / Ongoing
PR-5-003 Parks & Recreation Learn from other similar facilities. Consultants, City Staff Assess Annually PW In Progress / Ongoing
PR-5-004 Parks & Recreation Develop a business/operations plan including special events.Consultants, City Staff, commissions,
Community Input Assess Annually PW/EDD In Progress / Ongoing
PSES-1-000 Public Safety & Emergency Services Enhance the delivery of public safety services.
PSES-1-001 Public Safety & Emergency Services
Work with the Fire and Police Departments, during the annual budget
process, to identify any new public safety needs to account for
population growth. Consider these needs: new equipment, facilities,
training, technology, among others.
City Staff As Needed (Annual Review) CMO/FINANCE
In Progress / Ongoing
PSES-2-000 Public Safety & Emergency Services Increase methods of preventing crime, especially through expanded community participation.
PSES-2-001 Public Safety & Emergency Services
Increase participation in community-based programs, such as
Neighborhood Watch & Crime Free Multi-Housing Program, also, take
advantage of existing/developing technologies to enhance these
programs.
Police Department/ City Staff 18 months - 2 Years CMO
Completed
PSES-2-002 Public Safety & Emergency Services Expand Citizens on Patrol Program (COPS). City Staff 1 Year CMO
In Progress / Ongoing
PSES-2-003 Public Safety & Emergency Services Increase participation in the Business Alert Networks (BANS) or similar
programs.
Businesses/Chamber of Commerce
and Police Department 1-2 Years CMO
In Progress / Ongoing
PSES-2-004 Public Safety & Emergency Services Evaluate and make a recommendation to the City Council on a Security
Camera Incentive Program for businesses. City Staff, Public Safety Committee 2-3 Years CMO
In Progress / Ongoing
PSES-3-000 Public Safety & Emergency Services Help the community become more prepared for disasters and public safety emergencies.
PSES-3-001 Public Safety & Emergency Services
Ensure a viable Community Emergency Response Team (CERTS)
Program by hosting a minimum of four CERT classes per year and
examine program needs annually based on population & community
interest.
City Staff 6 months once funding is secured in the budget. CMO
In Progress / Ongoing
PSES-3-002 Public Safety & Emergency Services
Expand cardiopulmonary resuscitation/ automated external defibulator
(CPR/AED) and fire safety training available for residents and
businesses as needed.
Fire Department, Risk Manager 6 months once funding is secured in the budget. CMO
In Progress / Ongoing
TM-1-000 Tourism & Marketing Improve access to Palm Desert and its attractions to enhance the ease of lifestyle.
TM-1-001 Tourism & Marketing Investigate the use of clean transportation options to support ease of
access to critical tourist areas (e.g. golf carts, Vespas, bicycles, etc.)City of Palm Desert Implement within 5 years PA
In Progress / Ongoing
TM-1-002 Tourism & Marketing
Further develop El Paseo and core commercial areas as tourist
clusters; providing an array of businesses that allow for hotel visitors to
easily access amenities and activities while reducing the use of
personal vehicles.
City of Palm Desert Implement within 5 years EDD
In Progress / Ongoing
TM-1-003 Tourism & Marketing
Initiate and support efforts to increase ease of access to Palm Desert
from areas inside and outside the Coachella Valley. This could include
air access, passenger rail, directional and image signage.
City of Palm Desert Ongoing PA
Not Started – Recommended to Delete
TM-2-000 Tourism & Marketing Grow existing events and develop new events to enhance desirability as a year-round destination.
TM-2-001 Tourism & Marketing Hire an events consultant to help identify appropriate signature events
for Palm Desert.
Consultant, City of Palm Desert, and a
new committee By Late 2015 PA
Partially Completed
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TM-2-002 Tourism & Marketing Identify & better utilize existing venues/areas for potential events.Consultant, City of Palm Desert, and a
new committee List of potential venues prepared by end of 2015 PA
Partially Completed
TM-2-003 Tourism & Marketing Develop one signature event each month from May to October.Consultant, City of Palm Desert, and a
new committee Add one event every 2 years PA
Not Started – Recommended to Delete
TM-2-004 Tourism & Marketing Identify current home for Fashion Week that allows for future growth.Consultant, City of Palm Desert, and a
new committee Mid 2014 PA
Completed
TM-2-005 Tourism & Marketing Dedicate staff to support the concepts developed above.Consultant, City of Palm Desert, and a
new committee Mid 2014 PA
Pending Council Direction
TM-3-000 Tourism & Marketing Attract new and developing travel/tourism markets.
TM-3-001 Tourism & Marketing Dedicate staff and resources as needed.City of Palm Desert, Marketing
Committee 18 Months PA
Not Started – Recommended to Delete
TM-3-002 Tourism & Marketing Prioritize the developing markets in order of importance.City of Palm Desert, Marketing
Committee 2 Years PA Not Started – Recommended to Delete
TM-3-003 Tourism & Marketing Identify and establish partnerships with committees and organizations
in order to implement identified priorities.
City of Palm Desert, Marketing
Committee 3 Years PA Not Started – Recommended to Delete
TM-3-004 Tourism & Marketing Develop and utilize supporting marketing materials.City of Palm Desert, Marketing
Committee 3 Years PA Not Started – Recommended to Delete
TM-3-005 Tourism & Marketing Identify and attract education and medical symposia.Consultant, City of Palm Desert, and a
new committee Within 5 Years PA Not Started – Recommended to Delete
TM-3-006 Tourism & Marketing Engage travel writers and bloggers that can reach the prioritized new
and developing markets.
City of Palm Desert, Marketing
Committee 3 Years PA Not Started – Recommended to Delete
TM-4-000 Tourism & Marketing Support the City's tourism industry through enhancement of its marketing efforts within allocation of additional City resources, the development of partnerships, and coordination of existing efforts.
TM-4-001 Tourism & Marketing Ensure appropriate staff resources to take advantage of the
opportunities as outlined within this plan.City of Palm Desert Early 2015 PA In Progress / Ongoing
TM-4-002 Tourism & Marketing Budget additional resources to fund the goals as outlined. City of Palm Desert Fiscal Year 2015-2016 Budget PA In Progress / Ongoing
TM-4-003 Tourism & Marketing
Work with local agencies to develop marketing seminars to educate
local businesses on community branding, cooperative marketing
opportunities, etc.
City of Palm Desert Ongoing PA/EDD
Not Started – Recommended to Delete
TM-4-004 Tourism & Marketing
Strengthen relationships with the Greater Palm Springs Convention &
Visitors Bureau (GPSCVB), state tourism, and other travel industry
partners in order to develop complimentary marketing programs.
City of Palm Desert Ongoing PA
In Progress / Ongoing
TM-4-005 Tourism & Marketing Utilize opportunities to partner with existing agencies to promote Palm
Desert (e.g. state tourism, GPSCVB, national tourism agencies). City of Palm Desert Ongoing PA
In Progress / Ongoing
TM-4-006 Tourism & Marketing Develop additional cooperative marketing programs for local business
industries.City of Palm Desert Ongoing PA Completed – No Longer Ongoing
TM-4-007 Tourism & Marketing
Implement an annual strategy which outlines the City's participation in
local tourist driven events and at regional and national level travel
industry shows.
City of Palm Desert Ongoing Annually PA
Not Started – Recommended to Delete
TM-4-008 Tourism & Marketing Better utilize existing volunteer resources to support marketing
outreach efforts.City of Palm Desert Ongoing PA Completed – No Longer Ongoing
TM-4-009 Tourism & Marketing
Create a plan that leverages the success of the existing Palm Desert
Visitor Center location and allows for innovative and flexible methods of
information delivery to our visitors, including mobile outreach concepts.
City of Palm Desert Implement transition within 5 years PA
In Progress / Ongoing
TM-4-010 Tourism & Marketing Develop programs that enhance public relations, social media, photo
gallery, travel writer and blogger outreach efforts.City of Palm Desert Implement transition within 5 years PA In Progress / Ongoing
TM-4-011 Tourism & Marketing
Make an ongoing commitment to embracing and utilizing technological
advancements to enhance the City's tourism website and other
marketing resources.
City of Palm Desert Implement transition within 5 years PA
In Progress / Ongoing
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TR-1-000 Transportation Create walkable neighborhoods and areas within Palm Desert that would include residential, retail, services and employment centers, and parks, recreation and open space to reduce the use of low occupancy vehicles
TR-1-001 Transportation Modify Zoning & Land Use Maps, standards and guidelines to encourage
mixed-use development immediately and on an ongoing basis.
City, development and business
community, Chamber of Commerce,
community at large.
Ongoing DS
Completed
TR-1-002 Transportation
Change City development policies to encourage and facilitate mixed
use development, such as tax incentives, city participation, fee
reduction.
City, development community,
business owners 2 Years DS
In Progress / Ongoing
TR-1-003 Transportation Provide height and density bonuses to developments based on the
services and amenities they provide to residents and the neighborhood.City, development community Ongoing DS
In Progress / Ongoing
TR-1-004 Transportation Educate the public about the advantages or mixed-use development. City, development community,
Chamber of Commerce Ongoing DS In Progress / Ongoing
TR-1-005 Transportation Facilitate establishment of a Hwy 111 business district as a self-funded
and self-managed business promotion entity.
City, Chamber of Commerce,
business community Ongoing PA
TR-1-006 Transportation TOD sites were identified and mapped through the 2025 Circulation
Element.
Planning Department, Public Works
Department 2 Years DS In Progress / Ongoing
TR-2-000 Transportation Revitalize the Hwy 111 corridor through land use and travel corridor evolution and visual improvement.
TR-2-001 Transportation
Evaluate Hwy 111 land use, ownership and roadway network pattern,
and identify areas for redesignation for a mixed-use and/or TOD
development.
Planning Department, Public Works
Department, property and business
owners, Chamber of Commerce
Ongoing DS/PW
Completed
TR-2-002 Transportation Aggregate or assemble properties along Hwy 111 to allow for the
creation of mixed-use and TOD developments. Property owners and developers 5 Years DS In Progress / Ongoing
TR-2-003 Transportation
Assist/incentivize developers willing to pursue mixed-use developments
through sales tax rebates, vested entitlements that would lock-in long
term rights and responsibilities to facilitate such developments.
Economic Development Dept. Ongoing EDD
In Progress / Ongoing
TR-2-004 Transportation
Provide better bus service along Hwy 111 corridor-Express Bus (Bus
Rapid Transit - BRT between Palm Desert and neighboring
communities).
SunLine Trasit Agency, Public Works
Department, Economic Development
Department
Complete within 5 years EDD/PW
In Progress / Ongoing
TR-2-005 Transportation Explore creation of a merchants group on Hwy 111.
City of Palm Desert, Chamber of
Commerce, property and business
owners
Ongoing EDD
Not Started – Recommended to Keep
TR-3-000 Transportation De-emphasize single/low-occupancy vehicles and optimize multiple modes of travel (bus, carpool, golf cart, bicycle, and pedestrian).
TR-3-001 Transportation Assist and facilitate development of CV Link project.
Coachella Valley Association of
Governments (CVAG), City of Palm
Desert
Ongoing PW
In Progress / Ongoing
TR-3-002 Transportation Explore and assist in opportunities for expanded rail service in Palm
Desert and neighboring communities.
Riverside County Transportation
Commission (RCTC), City of Palm
Desert
2 Years EDD
In Progress / Ongoing
TR-3-003 Transportation Conduct community education about the advantages of alternate
transportation.
City of Palm Desert, CVAG, RCTC,
SunLine Transit Ongoing PW In Progress / Ongoing
TR-3-004 Transportation Facilitate development planning that integrates synergistic land uses
and reduces vehicle trips.
Planning Department, Public Works
Department, SunLine Transit 1 Year DS/PW Completed
TR-3-005 Transportation
Consult and coordinate with SunLine Transit, GPSCVB, hotels, and
others on the use of private and public para-transit services (smaller
buses and shuttles) that connect residents and visitors to major
shopping, entertainment, and recreational venues in the city.
City of Palm Desert, SunLine Transit,
GPSCVB, Marriott Desert Springs,
McCallum Theatre, Westfield, Living
Desert, Gardens, etc.
1 Year EDD
Not Started – Recommended to Delete
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