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HomeMy WebLinkAbout1979-09-24 PRC Regular Meeting Agenda Packet 1r►✓ Nftwe AGENDA PALM DESERT PARKS AND RECREATION COMMISSION MEETING MONDAY - SEPTEMBER 24 , 1979 7 : 00 P . M . - CITY HALL COUNCIL CHAMBERS I . CALL TO ORDER II . ROLL CALL III . CONSIDERATION OF MINUTES A. Minutes of Commission Meeting of September 5 , 1979 . Action : IV . ORAL COMMUNICATIONS - 1 Any person wishing to discuss any item not otherwise on the Agenda may address the Commission at this point by stepping to the podium and giving their name and address for the record . V . WRITTEN COMMUNICATIONS 1 ) Frederick Thon : Letter attached to Staff Report 2 ) Chamber of Commerce : Packet describing information available to residents and tourists VI . OLD BUSINESS A. Continued consideration of Family Y of the Desert proposal VII NEW BUSINESS A. Discussion of Staff Report on concerns of Commissioners VIII . ORAL COMMUNICATIONS - 2 Any persons wishing to discuss any item not otherwise on the Agenda may address the Commission at• this point by stepping to the podium and giving their name and address for the record . IX . COMMENTS X . ADJOURNMENT TH E Y. M . C . A . in the • USA 1 A • • _ • ,:`,;;, BRIEF HISTORY i v YOUNG MEN'S CHRISTIAN ASSOCIATIONS (YMCA) OF THE UNITED STATES FOUNDING "A fresh embodiment of the Christian ethic has come into being whenever the Christian religion has burst the bonds of institutionalism and over- flowed as a new and vital movement."* Thus the YMCA began in London, England, in 1844. It was founded by a young drapery clerk named George Williams 4nd eleven young men who, like him, were appalled at the corrupt and immoral life which prevailed in 19th century London. Their primary activities were to develop a library and reading room and to conduct dis- cussions, lectures, and Bible study groups. This was their alternative to the immorality and drunkenness of the city streets. Known in.1842-43 as the "Young Men's Missionary Society" and "Young Men's Improvement Society," as the movement spread to other firms and business it adopted its present name 6 June 1844. EARLY NATURE AND DEVELOPMENT The great interest and ability of the YMCA in meeting needs of people resulted in its early spread to other nations. A retired American sea captain, Thomas V. Sullivan, saw the influence the London group was having on young men and decided that Boston young men needed the YMCA. One was established in 1851 in Boston and another in Montreal the same year but with no connection between them. Since almost every American city and town in the 1840's and 1850's had its'Young Men's Library Association, Mechanics Institute, Young Men's Society for Religious Improvement, or a Young Men's Society for Inquiry, it can readily be understood why the new idea of a Young Men's Christian Association could take root as it offered a broader-based organizationc..1 concept. The Boston YMCA was so excited about its own success that it printed and sent 10,000 copies of its constitution across the United States. As a result, in 1853 thirteen new YMCAs were organized from coast to coast; by 1854 there were forty-nine, and by 1860, two hundred and five, with twenty-five thousand members. * This quotation, plus detailed expansion of much of the accompanying pre- 1950 historical data may be found in HISTORY OF THE YMCA IN NORTH AMERICA by C. H. Hopkins, copyright 1951 , National Board of YMCAs. - 2 - *ew, Obviously, during these early years, great emphasis was placed upon religious understanding and relationships with Protestant churches. However, the library, reading room, lecturing, and other educational aspects of the early YMCA movement quickly began to assume major emphasis. During the late 1850's, YMCA classes in language, music and gymnastics were begun. A strong movement to begin building gymnasia was temporarily interrupted by the Civil War. Just as the war was be- ginning, a number of colleges and universities reported organization of student YMCAs. Although many YMCAs permitted membership only to men under 35 to 40 years of age, they developed ladies' auxiliaries to make rooms attractive, raise money, serve in welfare projects , and teach Bible classes. As YMCAs began to serve persons of all religious faiths, their relation- ship to denominational Protestantism began to be more clearly defined. Today the YMCA is regarded as a non-denominational , private, lay Chris- tian organization, buttressed by a strong body of skilled professionals. It has no organic ties to any church, government, or state, although its laymen and professionals are often active in collaboration and communica- tion at all levels of community organization - both as individuals and as representatives of the YMCA. Many years of "cool" relationships with the Roman Catholic Church changed during the 1960's with that church now giving general approval to its adherents' participation in, and support of the YMCA as its many activities consciously reflect the Christian ethic in action. CIVIL WAR With great numbers of their members involved in both the Union and Confederate armies during the Civil War, YMCAs became deeply involved in that conflict. Out of the services rendered to fighting units in provision of social and moral support, aid to wounded, and help to prisoners of war, came the YMCA's Armed Services Department. This unit has provided similar services in every conflict since that time and currently works in 26 centers serving men and women in the United States armed forces. In 1968 it began the process of helping the over 1 ,800 U.S. community YMCAs provide increasing planned services to men and women in uniform when they are off duty. The YMCA Armed Services Department has no organic relationship to any governmental unit. POST WAR EXPANSION During the years following the Civil War, as the nation's development Natio Urhan 1 3 - 0,0 - `ters' accelerated, YMCA growth kept pace with and surpassed it in many ways. - The college student YMCA movement which appeared in Tennessee, Virginia a and Wisconsin and in other widely separated colleges as early as 1856, began an explosive growth which led it to be later described as "a movement destined to become one of the greatest religious influences in modern lifer" Murrary Hall , the first student YMCA building, was ' built at Princeton in 1829, and was soon followed by structures at Hanover, Indiana in 1883 and at Yale in 1886, with many others built in subsequent years. b Beginning in Cleveland in 1872, YMCAs were established to serve the needs of railroad workers. Spreading across the country, they developed f into the present Transportation Department of the National Board of YMCAs. Many Transportation YMCAs provide services to their communities as well as to transportation workers. y I During the latter part of the nineteenth century, a tremendous acquisi- tion of buildings, growth of a professional body of YMCA workers, help ' and sleeping rooms for rural young men who were flocking to the cities, increased emphasis upon serving young men and boys, and the inauguaration of an aggressive program of help to other nations were hallmarks of growth. 6 Development of Negro YMCAs followed the Civil War as the first started in 1873 in Washington, D.C. The first Sioux Indian YMCA was organized by the Indians themselves in 1878 at Flandreau, Dakota Territory. The turn of the century saw the YMCA organizing night schools and technical and vocational classes for industrial education. Also, during this period, many YMCAs began admitting women and girls into membership. By 1975 they comprised over 35% of all YMCA members and nearly 40% of all other registered program participants, while gradually assuming their share of _ policy making and program responsibilities both as laypersons and as professional workers. A PIONEERING MOVEMENT From its formative years, the United States YMCA has pioneered across a wide front and has helped other organizations serving youth, such as Boy Scouts and Camp Fire Girls, to get started. The YMCA's James Naismith, in 1891 invented basketball , and in 1895 a Y physical director, William Morgan,invented volleyball . Short-term capital fund campaigns were another YMCA "first." The YMCA led the way in disaster relief efforts, organized community and public recreation, developed the concept of man's unity of body, mind and spirit, and reinforced it with a nation-wide health education and physical fitness emphasis. Today, it is the nation's 4 .. aniummoso - 4 - leader in such activities. Youth camping was first started by the YMCA in 1884. Today, U. S. YMCAs operate over 600 resident camps and 800 summer day camps, serving over six hundred thousand people IV. ; of all ages each year. Pack and travel and family camping programs are increasing. The YMCA has been the leader in developing - with boards of education - the concept of school camping and is in the forefront of collaborate planning in communities involved in year- V• round schooling. As social concern for the deprived and less-advantaged segments of VI. society became intense in the early 1950's, the YMCA initiated the concept of detached workers, then outreach workers. It followed thes-. VII developments with mobile units and vans which took YMCA services into communities where needs were greatest. The YMCA has been in the forefront of social developments such as educat ion in sexualityfor fathers and sons, mothers and daughters, "crash-pads" for runaways, counseling and "hot-line" emergency service group homes for juveniles, changing juvenile justice systems, family communications skill centers, international camper and counselor ex- changes. Also included is the development of crisis intervention teams such as those of YMCA outreach workers that provided a third • EMI party force in information, referral , and emergency help on the stree0 IN during the 1972 political conventions, during Expo '74 in Spokane and in countless other less publicized but crucial interventions .in com- • WOf munity crises. . PR( • PRI GROUP WORK PH The YMCA is firmly committed to the use of group work principles in . IM' helping youth and adults develop their capacities for leaders1 p and become well-integrated persons. As more insight and newer methods • CR of helping people better understand themselves and how to work with others in groups become available, the YMCA pioneer in providing . ES such experiences as part of its human relations program in group WH ! work. After an 85 year history, the high school age YMCA club progra continues to be a major thrust, with thousands of Hi-Y, Tri-Hi-Y, and a growing number of Co-Ed Hi-Y groups. Many other types of high scho age clubs are organized around specific functions or projects such as Youth and Government, environmental preservation, etc. Parent-child group programs continue to grow rapidly. In 1975 these groups of fathers and sons (Y-Indian Guides) , fathers and daughters (Y-Indian Princesses) , mothers and daughters (Y-Indian Maidens) , and ; National Urhan A( . 5 older boys and their fathers (Y-Trail Blazers) , numbered over 32 thousand. Grade schooljunior and jun or high age boys and girls participate in club programs through Gra-Y, Tri-Gra-Y, Jr. Hi-Y, and Jr. Tri-Hi-Y groups. While largely recreational in nature, these groups provide sound bases for learning the skills of planning, playing, and working with others. t Today, in addition to the above-mentioned activities, YMCAs provide a i wide range of cultural activities, informal education classes, gymnastics, body-building, sports education and competition. All family members are involved in steadily increasing numbers, and, although some local YMCAs provide services largely for teen-agers, most have as members, persons k. of all ages from six on up. Many, in addition, provide special skills instructions for even younger children. Since the late 1950's all new YMCAs were organized as family-serving YMCAs, as the movement gave recognition to the needs of American families, in their attempts to cope v with the increasingly divisive forces which society thrusts upon them. The National Board of YMCAs, in 1970, established a Center for Family Communication Skills and now offers a varie ty of instructor training opportunities in the family program field. MEETING CURRENT SOCIAL NEEDS W The YMCA annually involves over 25,000 teen-agers in depth educational experiences, learning how their state governments and judiciary function. Some YMCAs provide learning experiences in local government and several local , as well as state YMCAs, conduct model United Nations programs. For others, the experience extends to learning operation and concerns of national government. With voting franchise extended to 18 years of age during 1972, the appeal and potential for youth and government pro- grams to influence "adult" government was greatly increased. During the late 1960's, YMCAs began utilizing community outreach workers to contact and involve adolescent youth in relevant and significant acti- vities, enabling them to more truly become effective members of their communities. Utilization of this technique followed a dozen pioneering years of using similar methods for reaching alienated and unemployed youth in urban ghetto areas, through detached workers. In 1969, the National Board of YMCAs opened, in Chicago, a training center for out- reach workers, to serve trainees from all organizations. YMCA outreach workers are freed up from the responsibility of managing "standard" _ - - 6 - programs and facilities, in order to make direct contact with young people wherever they may be in the community. They are concerned with helping young people cope with their world and their problems, whether they be alienation, drug addiction, aimlessness, lack of communication, unemployment, runaway, unwed pregnancies, and/or similar hangups. Outreach workers, while providing evidence of concern, - counsel and guidance, help close the gap between community power points, available resources, and needs of youth. In 1974, outreach workers and health and physical education directors developed guidelines for sup- portive :collaborative in use of each others skills and disciplines. Many YMCAs use mobile units to provide visibility and focus to their outreach services. Several YMCAs have begun to provide housing with public and/or private funds, in serving needs of disadvantaged individuals and families. Others have extended this work in innovative ways into housing complexes. After having developed the concept of drugs action teams, the YMCA in l 1971 moved rapidly to reduce the tragedies compounded by archaic laws and practices relating to juvenile justice. A juvenile justice project was initiated, aimed at changing the conditions that foster alienation, delinquency and crime. A unique venture in international cooperation saw a Japanese motorcycle firm donate thousands of minibikes which were used by hundreds of YMCAs in providing foci for constructive activities involving delinquent and pre-delinquent youth. One outstanding growth development of the 1960's was the huge number (approaching one and one- half million) of non-member YMCA constituents being served as a result of new programs aimed at meeting urgent human needs among previously alienated segments of the population. During recent years, YMCAs have channelled immense resources from both public and private funds into work involving disadvantaged persons, especially young men and young women in poverty areas, in urban slums and ghettos. Through such activitiy, the YMCA has provided leadership and coordination for more effective utilization of available community resources and has opened many avenues leading toward resolution of U. S. racial concern. The YMCA was one of the first national , private or- 1 ganizations to take a firm stand against racial segregation through a constitutional change. YMCAs wishing to be certified members of the � National Council of YMCAs must certify annually that their policy and practice is without regard to race, creed, color or national origin. During the 1960's, the National Board and Council of YMCAs began to move sharply toward dealing with social issues through position taking. r Early in 1970, the Board recommended to the President and Congress, that an all volunteer armed force, under civilian control , be established and recommended needed, interim changes in the Selective Service law. Moving rapidly to increase the number of young people in policy making positions, the Board added a number to its membership, took a position a toward increasing-the practice, and turned its attention to providing increased support to YMCAs working with college and university students and other young adults. The Board also took positive steps to achieve, through an affirmative-action program, equal employment opportunities throughout the organization. Its moves to increase the number of women involved as volunteers and as professional workers are continuing. HEALTH AND PHYSICAL FITNESS The YMCA's leadership in aquatics is well known as it provides more swimming instruction than any other organization. Each spring, free, learn-to-swim campaigns for 9-14 year old boys and girls are held across the country. Over one-half million persons complete_swimming and life saving courses each year. The YMCA is the recognized leader in develop- ment of standards and certification for scuba diving and other aquatic activites. Beginning in the 1960's, YMCAs began providing stepped up guidance and education for youth and adults in drug abuse, physical conditioning and personal health and fitness, including sex education. In most communities, the YMCA is the recognized authority in the fields of recreation, aquatics, health and physical fitness. It increasingly provides community, health-fitness clinics and programs for adults. During 1975 the YMCA secured collaborative support of the National Basket- ball Players' Association to initiate a nationwide YMCA Basketball League and a national YMCA Free Throw Contest for grades through high school . Unique element of this new program thrust was the inclusion of a values training and education component to strongly 'complement the recreational factors. INTERNATIONAL SERVICES YMCAs of the United States raise annually nearly three million dollars which has been used to help develop YMCAs in other countries when the latter request such help. When an indigenous YMCA developed its own leadership, U. S. helpers were withdrawn and financial aid continued on a steadily diminishing basis. While fellowship visits for orienta- tion and exposure to YMCAs in the United States are provided each year to a number of YMCA Directors from other countries, a growing facet of international work during the late 1960's was the World Service Worker program. Approximately twenty young men and women - recent college - 8 - ,. f graduates - serve as assistants in YMCAs in as many countries for two year periods under the plan. The U. S. International Division increasingly involves younger professionals in short-term service abroad. It has provided rapid response in cooperation with the World Alliance of YMCAs, to emergencies that develop in various areas of the world, particularly those related to refugees from war and natural disasters. Many U. S. YMCAs conduct international learning experiences, and ex- changes of constituents with other countries. These activities range from youth or adult, bilateral exchanges and cultural travel to inter- national conferences and the expanding International Camper Exchanges and the International Camp Counselor Exchanges. The latter saw over 4,000 overseas counselors work in U. S. YMCA camps during the decade of the 60's. The YMCA's International Program Service also provides a welcome and guidance to foreign students arriving in the U. S. and helps orient them to this nation in which they plan to pursue courses of study. It also monitors a program of national recognition to YMCAs that meet standards as "International YMCAs." During the late 1960's, the International Division in collaboration with Urban Action and Program Division, initiated annual Statesmanship Pro- jects which enable YMCA laymen and staff to participate in intense international learning experiences in other countries based upon social , cultural and political dialogues. A YMCA-sponsored International Management Council (IMC) involves thousands of managers from business and industry, in educational pro- grams which help participants increase their effective contributions to their communities as well as to the organizations which employ them. A related YMCA activity, the Silver Bay Conference on Human Relations In Industry, in existence for over fifty years, is the oldest and best 'known event of its type. Another YMCA enterprise is the Center for International Management Studies (CIMS). This unit, through bi-lateral exchange, develops seminars between top U. S. business executives and their counterparts in other nations. Seminars have been held' in both North and South America, as well as in Africa, Asia and Europe, in- cluding nearly every country in Eastern Europe. Delegations from these countries have, in turn, visited the United States. CIMS and the World Alliance of YMCAs organized an Environmental Resources Group of key per- sons to observe and provide technical knowhow to delegates to the U. N. sponsored Environmental Forum at Stockholm in 1972. CIMS has subsequently provided leadership for regional , environmental conferences in Yugoslavia and in Egypt. � w - 9 - E NATIONAL ORGANIZATION In 1854, shortly after the YMCA was established in the U. S. , a group representing a number of YMCAs gathered in Buffalo, New York, as a Confederation. This loosely organized, representative body met at first annually, then triennially, to share ideas and concerns. By 1895, twenty- eight states had organized state coordinating bodies. However, it was not until 1923 that a Constitutional Convention, meeting in Cleveland, Ohio, adopted a constitution which established a National Council to act as a coordinating body for the 1 ,083 local YMCAs and their state organi- zations then existing. The National Council was a logical successor to an "International Committee" which involved Canada and the United States, but with its efforts largely devoted to World Service and to development of methods of serving emerging needs of growing nations. Today, the National Council is looked to for directional leadership, development services, skilled specialists, and consultant help. It is assuming in- creasing importance in the life of the YMCA movement as YMCAs demand more communication, coordination, and development planning to meet rapidly changing conditions in American society. Each of the over 1 ,800 YMCA operating units is autonomous and is incor- porated according to the laws of its state. A locally elected board of directors determines the policy and program for each. Local boards elect representatives to Regional Assemblies, which normally meet biennially. Regional Assemblies elect representatives to the National Council . The Council elects a 65 member Board as the corporate body to conduct business between biennial Council meetings. The Board develops national policy, employs professional staff, and determines priorities and use of finances. Staff members employed by the National Board in each Region provide specialist, consultant, and career development services to member Associations. A number of urban YMCAs, as Management Resource Centers, assist in providing these services to YMCAs in their geographic vicinity. In addition the National Board provides such specialized services as plan- ning buildings, furnishings and equipment, planning and directing 'finance campaigns, centralized publishing and corporate development services. Several YMCA national organizations, with nearly three million members, make significant contributions to the lives of those involved: Y's Men International , Y-Indian Guide Longhouse, International Management Council , Armed Services and Transportation Departments. .f. Although many YMCA units and organizations print regular newsletters for their members, the major interpretive publication of the YMCA is the i, 4 magazine: YMCA TODAY, which is published six times annually and the major program resource publication is the CIRCULATOR which is sent to all Y Directors semi-annually. OTHER NATIONAL RELATIONSHIPS The National Council of YMCAs, through laymen and professional staff across the nation, maintains relationships with over one hundred other national organizations. Such relationships assume one or more of the following dimensions: a. Periodic meetings with other organizational representatives. b. Communicating through correspondence. c. Contacts through exchanges of literature. d. Co-sponsoring of special activities or events. An important force in maintaining many key, national relationships is the National Board's office in Washington, D.C. established in the late 1960's. This office monitors developments relating to federal and state govern- mental and legislative activities, interprets their implications for member Associations, publishing such information in a monthly bulletin, Capital Briefs and takes appropriate initiatives to protect and develop YMCA OF interests in government related areas. The United States YMCA is a voluntary member of, helps in financial support of, and cooperates with the World Alliance of YMCAs, with headquarters in Geneva, Switzerland. FOCUS WORK The YMCA, in policy and practice, supports all activities which help men, women, boys and girls realize their full potential as persons. This means that no one approach can be the only answer for its members (who number 9 million) . Therefore, a wide variety of opportunities exist as deemed most important by the different local YMCAs. Financed almost entirely by income from membership, rentals, program fees, and private contributions, YMCAs are challenged to offer the kinds of meaningful and significant programs which will attract increasing numbers of members and other constituents. - 11 - ,,, A Corporate Planning Process, developed by the National Board, enables member Associations to more effectively plan their futures in ways that are most likely to see fulfilment of YMCA purpose, as it is reflected in the lives of people who are involved in YMCA program and activities and who experience growth in terms of the Seven Program Guidelines adopted by the National Council of YMCAs in 1963. Through such YMCA program participation, constituents and members can move steadily towards achieve- ment of the YMCA's National Program Goals. The Corporate Planning Process, in less than two years (by 1975) , was in use by 46% of all member Asso- ciations and results reflected high congruence (72%) among goals of member Associations and the National organization as each looked to the future, collaborating in a common process to truly be "IN THE PEOPLE BUSINESS." To more surely move in these directions, the National Board of YMCAs in the mid-1970's launched a massive effort called a Quantum Leap into The 80's which envisioned a nationwide increase of YMCA income by 2 1/2 times in twelve years. Six major program development areas related to this repositioning included: Family, Health-Physical Education, inter- national Understanding, Juvenile Justice, Racism, and Values. YMCA PURPOSE The Young Men's Christian Association we regard as being, in its essential genius, a world-wide fellowship united by a common loyalty to Jesus Christ for the purpose of developing Christian personality and building a Chris- tian society. . . . Constitution: National Council of YMCAs YMCA PROGRAM GUIDELINES In giving effect to Christian ideals and values, YMCAs offer to the men, women, boys and girls who participate in their programs, opportunities for experiences that will help them. I. DEVELOP SELF-CONFIDENCE AND SELF-RESPECT AND AN APPRECIATION OF THEIR OWN WORTH AS INDIVIDUALS. II. DEVELOP A FAITH FOR DAILY LIVING BASED UPON THE TEACHINGS OF JESUS, THAT THEY MAY THEREBY BE HELPED IN ACHIEVING THEIR HIGHEST POTENTIAL AS CHILDREN OF GOD. • III.GROW AS RESPONSIBLE MEMBERS OF THEIR FAMILIES AND CITIZENS OF A - 12 - ) THEIR COMMUNITIES. IV. APPRECIATE THAT HEALTH OF MIND AND BODY IS A SACRED GIFT AND THAT PHYSCIAL FITNESS AND MENTAL WELL-BEING ARE CONDITIONS TO BE ACHIEVED AND MAINTAINED. V. RECOGNIZE THE WORTH OF ALL PERSONS, AND WORK FOR INTERRACIAL AND INTERGROUP UNDERSTANDING. VI. DEVELOP A SENSE OF WORLD-MINDEDNESS, AND WORK FOR WORLD-WIDE UNDERSTANDING. VII.DEVELOP THEIR CAPACITIES FOR LEADERSHIP AND USE THEM RESPON- SIBLY IN THEIR OWN GROUP AND IN COMMUNITY LIFE. NATIONAL YMCA GOALS 1979-1984 . EMPHASIZE AND DEMONSTRATE CHRISTIAN PRINCIPLES AND VALUES EDUCATION IN TODAY'S PLURALISTIC SOCIETY. ) . WORK WORLDWIDE FOR HARMONIOUS INTERDEPENDENCE AND WORLD PEACE. ) . PROVIDE LEADERSHIP TOWARDS UNIVERSAL HUMAN RIGHTS. . PROVIDE MOTIVATION AND OPPORTUNITY FOR THE PURSUIT OF MENTAL AND PHYSICAL HEALTH. . IMPROVE THE QUALITY OF FAMILY RELATIONSHIPS. . CHANGE CONDITIONS THAT FOSTER ALIENATION AND ANTI-SOCIAL BEHAVIOR. . ESTABLISH THE IMPORTANCE OF THE YMCA AS A VIABLE VOLUNTARY ORGANIZATION WHICH FUNCTIONS COLLABORATIVELY WITH OTHER COMMUNITY AGENCIES. ) ) National Board of YMCAs Urban Action and Program Division •"WHY THE Y?" (A position statement written by Hal Marckwardt) For one hundred thirty-three years, now, there have been YMCA' s around. . . . Actually the YMCA, when it's working at its best is an Association of people. Some persons think the YMCA is a building, but it really isn' t. Buildings are just tools in which people can do things together. Because the YMCA is an Association of people, down through its history it has invented all kinds of innovative ways to do things together. For example, the YMCA invented night school for adults, organized camping, basketball, volleyball, founded the Campfire Girls. . .and even put together the first organized intensive campaign to raise funds for a building. The "Y" still continues to be innovative; if it stops serving the needs of people it will disintegrate and die. It continues to set up ways in which folks can relate together meaningfully because it is a voluntary association. There is no reason for anyone to stay in it unless they want to. No one is forced to be a part of the Association. Another feature of the "Y" is that persons who join it ought to emerge as better for having been in its programs. They tend to be healthier, mentally or physi- cally, or more joyful or with a greater sense of worth than persons who didn' t join. This is the real measure of whether the Y is doing anything important. . .are its members better persons? The unique quality of the "Y" is that it is different than almost any other world- wide organization. If it were a business, it would gain its support by producing a product, or a service. In a business, one group of people gather together with tools and technology and produce products or services which another group will buy. In the "Y" both the producers and what is produced are the same people. They are simply better for having associated with each other in meaningful ways. Why is association so important? As the song says, "People need people." Sociologists tell us that two of the largest problems in an urban society are alienation and boredom, especially for those living in the more dense areas of our cities. So, our "Y" must "reach out" and invite the community to become a part of our association. The campaign is a program event. Each campaign call we make is really a form of "reaching out," of widening our association circle. When we do it well, others grow, our "Y" grows, and we grow, too! *ftioie ',woe • ,*' fs• I Vto • t s ,zk FAMILY } } b OF THE DESERT yf u 74-004 HIGHWAY 111 o PALM DESERT a CALIFORNIA 92260 a 714/ 568-4333 • ADDITIONAL INFORMATION TO THE PROPOSAL BY 'DIE FAMILY YMCA OF THE DESERT TO THE PALM DESERT PARKS AND RECREATION COMMISSION • • _ I i + err+'' 1) BUILDING PROGRAMS YOUTH ACTIVITIES FACILITY NEEDED Preschool movement education MP,Gym Karate/Judo MP,Gym Gymnastics, individual and team MP,Gym YBA (Basketball) MR,Gym Dance classes MP Camps MP, MR, Gym Racquetball / Handball RB / HB courts Tennis, lessons, play, tournaments Tennis courts Swim lessons, basic, lifeguard, WSI MR, Pool, MP Scuba MR, Pool Recreational; Swimming Pool Youth and Government MR ADULT PROGRAMS AND ACTIVITIES Stress Programs MP, MR, Gym Healthy Back Programs MP Cardio Respiratory Exercises Gym Jazz Exercise MP, Gym Jogging Outdoor or Gym track Swim Lessons Pool Nutrition classes Kit. , MR, MP Volleyball Gym Basketball Gym Scuba SIP, MR, Pool Karate / Judo MP, Gym Parent-Child programs NIP, MR, Gym Racquetball / Handball RB / HB courts Tennis Tennis courts Special Interest Classes MP, MR, Kit CPR MP, MR SENIOR-CITIZEN ACTIVITIES • Healthy Back Programs MP Cardio-Respiratory Exercises MP, Gym CPR MP, MR Social Service Classes MP, MR Social Events MR, MP, Gym Swim Exercises Classes Pool Special Interest Classes Kit, MP, MR Tennis Tennis courts Racquetball / Handball RB / HB courts MP- Multi-purpose room MR- Meeting room • 2) FACILITY Administration offices 1000 sq. ft. Executive Director Secretary Receptionist Physical Director Conference Room Office Equipment work-space Storage Lobby and Restrooms 1000 sq. ft. Gymnasium with Jogging Track and Weight Room 7500 sq. ft. Locker Rooms 80 men's 80 women's 2000 sq. ft. (showers, restrooms, saunas, dressing areas) Multi-Purpose Room 2000 sq. ft. Kitchen (optional) 250 sq. ft. Two Meeting Rooms total of 680 sq. ft. Six Racquetball / Handball courts 4800 sq. ft. Pool 7150 sq. ft. Tennis courts 6400 sq. ft. 3) COST OF OPERATING FACILITY 4) YMCA MEMBERSHIP POLICY See Article II Section I of Organization By-Laws 5) EXAMPLE OF MEMBERSHIP FEES See attached sheets Membership fees are charged to provide operational income and to expand programs. Fees are not to be restrictive or to exclude any person. Annual fees provide members with a sense of belonging to the organization and a respect for the facility because they share in the ownership. It is the belief of the Family YMCA that some amount of membership fee be charged, however minimal. It is YMCA policy that persons who would bone- . fit from a program or class that cannot afford the class or program be provided with a subsidized or temporary membership. 6) CONTROL OF FACILITY Control of the YMCA facility will he through policies established by the Family YMCA Board of Managers. Membership of the Board of Managers and their duties are outlined in Article III of the By-Laws. 7) Capital Fund Raising Special Events Individual and Corporate Donations Foundations . See Enclosure Flow Chart * e y x FAMILY A OF THE DESERT ,t* 74-004 HIGHWAY 111 o PALM DESERT o CALIFORNIA 92260 o 714/ 568-4333 BOARD OF MANAGERS FAMILY YMCA OF THE DESERT 1 . ART BENDER, PhD 39- 138 Desert Greens E . 346-5461I1 PD 92260 2 . BILL BOLLMAN 74- 513 Old Prospector Tr. 347-5533B PD 02260 346-403911 3. LES CIIAUDOIN 74 - 070 Desert Star 346-278411 PD 92260 4 . JAKE DURAN, PASTOR (Seventh Day Advent . ) 620 So. Sunrise Way 327- 5112B Palm Springs , 92262 5 . RICK (HOLDEN 44 -615 Santa Margarita 346- 5088B PD 92260 346- 092811 6. BETTY IIORKO 70 - 340 Chappel Rd. 342 - 8283B Rancho Mirage , 92270 328- 580411 7 . HIAROLD IIOUSLEY 73-893 Hwy 111 568- 9393B PD 92260 345- 5044II 8 . JOHN KENNEDY P .O . Box 255 346-43671I PD 92260 9 . COLIN McDERMOTT P .O. Box 163 346-0745II PD 92260 10. DON McNEILLY 74- 004 Hwy 111 346-6111B PD 92260 346-652111 11 . BEN PICKELL 72- 814 Tampico Dr . 346- 71 4 711 PD 92260 12 . .JIM WALSH Eldorado Country Club 346- 8081B Indian Wells , 92260 13. ELIZABETH WOLFF 2800 McCallum Way 11209 327-424411 Palm Springs , 92262 STAFF CLIFF LARSON 74- 150 Vclardo 568- 9226 PD 92260 • YOUNG MEN ' S CHRISTIAN ASSOCIATION FAMILY YMCA OF THE DESERT A Branch of Riverside BY-LAWS • ARTICLE I - NAME AND PURPOSE Section 1 : The name of the Branch shall be "Family YMCA of the Desert" ; herein referred to as "Family YMCA" . Section 2 : The purpose of the Association shall be : To develop and improve the spiritual , social , mental and physical life of youth and adults in accordance with the spirit and teachings of Judeo-Christian principles ; and to render such services , in cooperation with other organ- izations and individuals in the Community , as will secure better economic , social and moral conditions for youth and adults . ARTICLE II - MEMBERSHIP AND VOTING RIGHTS Section 1 : Qualifications of Members : Membership in this Association shall be open to any person who subscribes to the purpose of the Association. Section 2r All voting members shall be persons 18 years of age or over. Every voting member shall quality as a voting member by signifying that he is in accord with , and will cooperate in the achieve- ment of the purpose , ideals , and spirit of the Association as stated in Article I , Section 2 , of these By- Laws , and by payment of such annual dues as may be set by the Board of Managers . Only voting members shall vote at meetings of the Association , hold elective office , or be members of the Board of Directors , and/or Branch Board of Management . Section 3 : Founding Members : Those persons who joined the Family YMCA of the Desert during early development stages and who helped organize the Family YMCA of the Desert . Rights and privileges of Founding Members shall coincide with General Members . - 1 - • • Section 4 : Sponsoring Members: Sponsoring members shall be a non-participating and non-voting member who • desires to contribute the amount of a membership for a youth who is financially in need. . Section 5 : General Members : Those persons who enj.oy all rights and privileges available to members of ' the Family YMCA. Section 6 : Family Members : • Family members shall have the same privileges as general members, at a reduced overall rate as may be determined by the Board of Managers . Voting privileges shall, however, be limited to head of household. Section 7 : Youth Membership : Youth members shall have unlimited participation in the program and • activities . There shall be age classifactions as determined and defined by the Board of Managers from time to time. Section 8 : Special Membership Privilege Arrangements : The Board of Managers, upon recommendation of the Membership Committee, may from time to time grant, revise or withdraw special member- ship privilege arrangements , upon such terms as it deems advisable, for members of other Associations, transferees from other Assocations or Branches, guests, members of the United States Armed Forces , Branch employees and volunteer workers, Ministers, Priests and Rabbis , Non-Member persons or groups. Section 9 : Rates and Activity Fees : Except as otherwise provided herein, the rates and activity fees for the several types of memberships of this Association shall, upon recommendation of the Membership Committee, be fixed by the Board of • Managers from time to time by majority vote of such Board. Section 10 : There shall be such other classes of members, with appropriate fees and dues, as may from time to time be created by the Board of Managers , which other classes •of members shall have such rights and obligations as shall be granted to them by the Board of Managers, subject to the limitations of Section 2 of the Article II . -2- *wee *woe • Section 11 : Resignations : Cancellation: Expulsion : Any member may resign at • any time upon written or verbal notification to the Membership office . Any membership may be cancelled if dues remain delinquent for thirty days . • ARTICLE III - BOARD OF MANAGERS Section 1: The management of this Association shall be vested in a Board of Managers of not less than 12 nor more than 40 persons who represent a cross section of the community served by this Association and who are at least 18 years of age, and who possess the qualifications for voting membership in this Association, plus the Executive Director, who shall be employed by the Board of Managers. New members of the Board of Managers shall be recommended by the Board of Managers and elected by the voting membership at the Annual Meeting of the Association. Additional Board Members may be nominated by the Voting Member- ship at the Annual Meeting . Board members shall be elected by the voting membership for terms of three (3) years. Nothing in these By-Laws shall be held to prevent re-election to the Board. In the annual election for the Board of Managers for the year 1978 , one-third of the managers shall be elected for three years; one-third for two years; and one-third for one year. The determination of who shall serve for what period shall be determined by lot or as otherwise agree by the existing Board of Managers . Board Members absent for three (3) consecutive Board meetings , without valid reason, will be considered resigned from the Board. Section 2 : Vacancies in the membership of the Family YMCA Board of Managers shall be filled by its own _ Board. Each appointee to fill a vacancy shall serve the unexpired term of the member replaced. Vacancies shall be filled at the first regular meeting following the occurrence. • -3- • Section 3 : Responsibility: The Board of Managers is charged with full responsibility to the Board of Directors of the YMCA of Riverside for the conduct of the work of the Branch and shall report regularly to the Board of Managers on the progress and condition of the Branch, and all matters under consideration. ARTICLE IV - MEETINGS Section 1 : All meetings , whether regular or special and whether for members or managers, shall be conducted pursuant to Roberts Rules of Order, . except where otherwise provided in these By-Laws. Section 2 : Regular Meetings of the Board of Managers : The Board of Managers shall meet once a month, except in July and August of each year, at such regular or stated place as the Board from time to time by resolution may determine. One- third of the total number of Managers shall • constitute a quorum. Section 3 : Special Meetings of Board of Managers : Special meetings of the Board of Managers for any purpose or purposes may be called at any time by the Chairman of the Board or upon written request to the Chairman of the Board signed by at least four members of the Board. Section 4 : Annual Meeting : The Annual Meeting of Family YMCA will be held in the month of January. At this meeting, the new chairman and new members of the Board take office . • Section 5 : Notice of Board Meetings : The Secretary shall give or cause to be given, written notice of the time and place of all regular meetings and all special meetings of the Board of Managers to be mailed, postpaid, to each member of the Board of Managers at least four (4) days before the time of the regular meetings and at least two (2) days before the time of the special meetings. The notices of the special meetings shall state, in general terms, the purpose or purposes thereof. -4- ARTICLE V - OFFICERS AND THEIR DUTIES Section 1 : Officers : At the December meeting, the Board of Managers shall elect from among its own members a Chairman, a Vice Chairman, a Secretary and a Treasurer of the Board who shall hold office for one (1) year. These officers shall perform such duties as are prescribed by the By-Laws and such additional duties as the Board of Managers shall from time to time determine. No manager shall serve more than two consecutive terms as an officer in the same position. Section 2 : Duties of the Chairman: The Chairman shall preside at meetings of the Board of Managers . He shall be responsible for the agenda. He, or his representative, ' shall represent the Family YMCA at the meetings of the Board of Directors of the YMCA of Riverside. He shall appoint the members of the Standing Committees and carry out all the responsibilities usually pertaining to the office of Chairman. He shall be ex-officio member of all standing committees. Section 3 : Duties of the Vice Chairman: In the absence of the Chairman, the Vice CC ha rman shall have all the authority and perform all the duties of the Chairman. The Chairman may, with the approval of the Board, assign the Vice • Chairman a special administrative relationship to certain committes of. the Board. The Vice • ,. Chairman will act as Parlimentarian. Section 4 : Duties of the Secretary: The Secretary shall keep careful records of the minutes of the • meetings of the Board of Managers; of the attendance at these meetings; and shall perform any other duties assigned by these By-Laws . The Secretary shall write letters of recommendation and thanks for Board personnel. Section 5 : Duties of the Treasurer : The Treasurer shall coordinate the receiving and disbursing of all monies at the order of the Board of Managers . Co-signatures shall be required on all checks. -5- *two' ARTICLE VI - STANDING COMMITTEES AND COMMITTEE ORGANIZATION Section 1: Appointments : The Chairman shall appoint the • following standing committees and their chair- persons, subject to the approval of the Board: Program, Budget and Finance , Public Relations, Site and Building and Membership . The Chairman of the Standing Committees specified above shall be named from among the members of the Board of Managers. Non-Board members may be appointed to various committees. Section 2 : Meetings : Each Standing Committee shall meet at least once a month, or, upon reasonable notice by call of the Chairman of the committee, or when requested to do so by the Chairman of the Board. Section 3 : Program Committee : The Program Committee is • responsible for studying the needs and problems throughout the committee and in cooperation with other committees, for planning, organizing and conducting the Assocation work, using whatever facilities are available in the community. Section 4 : Public Relations and Publicity Committee : This committee shall be responsible for developing ways and means of interpreting the Assocation - its work and its needs - to the community. • Section 5 : Site and Building Committee : This committee shall be responsible for submitting recommen- dations concerning site location and permanent facilities construction. When facilities are available, said committee shall be responsible for the operation of the physical plant, including the cleaning maintenance, repairs, rehabilitation and renovating work of the building, and also the operations of the engine room, plant, and other mechanical equipment . -6- Niawie ARTICLE VII - STAFF Section 1 : Staff Personnel : The Executive Director shall be appointed by the Board of Managers of Family YMCA. The Executive Director shall serve at the pleasure of the Board • of Managers. Part-time staff and employees may be hired by the Executive Director with prior approval of the Board of Managers. Section 2 : Staff Responsibilites : The Executive Director shall direct the program of the Association and the activities of the staff. He shall administer the policies of the Board of Managers of the Family YMCA. ARTICLE IX - AMENDMENTS , EXCEPTIONS and ADOPTIONS Section l:• Amendments : These By-Laws may be amended by two-thirds (2/3) vote of the members present at any regular or special meeting of the Board of Managers providing written notice has been given of the proposed change at least one week in advance, and provided further that a quorum of the Board of Managers is present. Section 2 : Exceptions : Three-fourths (3/4) of the members of the Board of Managers present at a regular or special meeting may authorize non-compliance for a specified time with any provisions of these By-Laws when, in the opinion c•f the Board of Managers, such non-compliance will enable the branch to better carry out its general purposes; provided, however, that such non-compliance shall not continue beyond one year from the date of authorization by the Board of Managers . Notwithstanding other provisions of this Section, in no event may the By-Laws he suspended or excepted at a meeting where less than a quorum of the Board of Managers is present. Section 3: Adoption : These By-Laws shall take effect when adopted by a two (2/3) vote of the members of the Board of Managers present at a regular meeting, and when approved by the Board of Managers of the YMCA of Riverside. Once adopted, these By-Laws will supersede any By-Laws previously adopted by the Family YMCA of the Desert. -7- *towel *00,0 • ARTICLE X - MISCELLANEOUS Section 1: Boundaries : The territory served by the Family YMCA shall encompass the area included from Whitewater to Blythe. • Section 2 : Program & Fiscal Year: The program and fiscal year of the Family YMCA shall he from January 1 through December 31. -8- . rn .(� 0 ri iI 1-4 e O 1°rf G/�Pr • Z .. 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D m n t m o O O7 -, D D z m r U • cc ti w 1- W co _ r i s . __-. -------- --- w a . I- iw m P ry a > 2 ` !Li .1 u 0 Cl 4. J Lc.' N N Q I I- (N 3 E g1 u. F — iQ W ^ `n Q ^_' 13E I - W - co s F w t i; M O Q Il 2 C 1- T Q j - -ID fp ~ m b _ a I.. J o W T ,z ? E[ S .. �; -p 0 MQ 1_ s O O I Y O Cu. G T ! - S m$ C i a U r ag z G a -1 t ' 40 Q O 0 . ! Y p OM co n M �Q 7_ Om o ; - D f -_.. LL I 1 Q llh Txr .2 H - -Q ¢ � ° g d m 3 n. a CC W L W T 2 j� o a) c D ° i . _ > :-.. t--- � „ a o 9g1 - CD q . ua W -- -, 1 o W 1 . . F W t w 4 .J c P ; al E Q LL+ O l _ ° ,g a ! M- O O ° u - Z co n a. L--- Cr k W cc F r mr • O o U W w ^-' = co cou O t = pIli /- 7 a b f V.. g o n a I- ; .. a }� V W Cr w N ~ m E M n O f L' i R ATIONAL NEEDS „ e, • The following list of recreational needs represent the findings of the 14-member City of Palm Desert Citizen ' s Recreation Advisory Committee. The needs are defined and listed in order of priority. • 1 . Money - medium of exchange. For the purpose of this report and as a recreational need it is the medium of exchange for acquiring land and facilities. It may also be considered the means by which re- creational programs and facilities are administered , operated , and maintained. 2. Community Sports Center - a multi-purpose facility intended to pro- vide space , both indoor and outdoor , for active sports related ac- tivities such as baseball , soccer , gymnastics, swimming, etc. • 3. Community Level Park - a multi-purpose facility to be used for pas- sive and/or low organized active games. Recreational and/or leisure time activities would include: socials, picnicing, playgrounds, out- door table games, gardens, etc . 4 . Community Center - a multi-purpose facility for use as a teen and/or senior center; recreation administration center; theatre; arts and crafts center ; and other passive indoor activities. Provides a meet- ing place for people with similar interests but often of varying social , religious, and political backgrounds, who come to play, to learn, or to work together for personal satisfaction and/or community improvements. 5. Multi-Purpope Trail System - an integrated City-wide system of trails for bicycling, hiking, and horseback riding. The system would be comprised of both exclusive and shared rights-of-way and provide the opportunity for linking together various valley-wide trail systems . 6. Mini-Parks and Rest Areas - small open space areas intended to pro- vide visual as well as physical links between major recreation facili- ties. Composed largely of natural vegetation and benches, the mini- parks provide a bit of nature in a congested neighborhood , a restful breathing spot in a business area, or a temporary substitute for lack- ing or inadequate public recreation areas. 7. Natural Areas - areas where flora, fauna , and land forms are protected in their natural environment for the purpose of scientific and human • _enjoyment . Relatively large tracts of land with sections made avail- able for hiking, camping, and nature study . 8 . Youth Camp - open space area provided for overnight recreational camp- ing for youth. It is intended that this facility would be located out of the City of Palm Desert , and used primarily during the summer months. Nowe STAFF REPORT TO : CHAIRWOMAN AND MEMBERS OF THE PARK AND RECREATION COMMISSION FROM : DEPARTMENT OF ENVIRONMENTAL SERVICES SUBJECT : RESPONSE TO CONCERNS EXPRESSED BY COMMISSIONERS I . INTRODUCTION At the conclusion of the September 5 , 1979 Parks and Recreation Commission meeting , several Commissioners expressed concern about the direction and activities of the Commission . (See minutes of the meeting for further detail . ) Essentially , Commissioners felt they are not an active participant in the decision-making process . Further concerns were expressed by Commissioner Frederick Thon in a letter dated September 7 , 1979 ( see attachment A) and by Chairwoman Doloris Driskel in a meeting with Staff on September 17 , 1979 . The concerns expressed by Commissioners fall into five general areas : 1 ) What are the duties , responsibilities , powers , and limitations of the Commission? 2 ) What are the major accomplishments and activi - ties of the Commission? 3 ) What are the problems inhibiting the operation of the Commission? 4) How is communication between the Commission and the City Council conducted? 5 ) What is the future work program of the Commis- sion? This Staff report is in response to the concerns expressed by Commissioners . The report is divided to answer each of the above questions . In addition , a section describing various options available to the Commission concerning fu- ture activities and actions is included . II . WHAT ARE THE DUTIES , RESPONSIBILITIES , POWERS AND LIMITA- TIONS OF THE COMMISSION? The duties , responsibilities , and powers of the Commission have been addressed by City Council resolution and the By-laws of the Commission . The City Council created the Parks and Recreation Commis- sion , by resolution number 76-145 , on December 9 , 1976 , to act as "an advisory body to assist the City in develop- ing positive recommendations to meet the needs of the com- munity in the area of Parks and Recreation " .1 ( Emphasis added by Staff) The By-laws of the Commission also addressed the question of duties , stating : 1By-laws , Parks and Recreation Commission, p . 1 STAFF REPORT Page -2- The Parks and Recreation Commission shall have the power , and it shall be the duty of the Commission , to make recommendations to the City Council and to advise the Council in matters pertaining to the crea- tion , operation , maintenance , and control of commu- nity recreation programs , of playgrounds and indoor and outdoor recreation , activities , and facilities . 2 ( Emphasis added by Staff) Finally , City Manager Marty Bouman , at the first meeting of the Commission , stated that the "Commission would have a limited amount of authority ; although their recommenda- tions would be strongly considered by the City Council . "3 As indicated by the three statements , the Commission ' s responsibilities and duties are to advise and make recom- mendations to the City Council regarding recreation issues . The powers of the Commission are limited to recreational matters only. Although it is not within the scope of the Commission to determine or make policy , the Commission plays an impor- tant and significant role in the decision-making process . Each member of the Commission has an individual interest in the development of a strong and viable recreation pro- gram in the Community which existed before appointment to the Commission . The City Council recognized this special awareness when appointing members to serve on the Commis- sion . The Council sees the role of the Commission as pro- viding significant input in determining policy . Because such input is important , the City Council and the Parks and Recreation Commission have held several joint meetings to discuss City Policy regarding recreational issues . III . WHAT ARE THE MAJOR ACCOMPLISHMENTS OF THE COMMISSION? In it ' s two and one half years of existence the Commission has accomplished much . The following is a list of accom- plishments and activities : 1 ) The development of a Parks Master Plan . 2 ) Recommended to the Planning Commission and the City Council potential geographical location of park sites for each neighborhood . Attachment "B" indicates park site recommendations . The City has already purchased some of these sites includ- ing Ironwood , Civic Center , Date Preserve , San Pascual and Haystack . 3) Reviewed the range of types of park development and possible application in various neighborhoods . 4) Reviewed and commented on the Conservation , Open Space and Recreation Elements of the College of the Desert Area and the Palm Valley Storm Water Channel Area Specific Plans . 5) Worked with Recreation Advisory Committee in the creation and prioritizing of recreation need . The City Council unanimously adopted the needs list as policy on November 9 , 1978. 6 ) Reviewed and commented on the Parks and Recrea- tion Element to the General Plan . The Element was adopted by the City Council in July , 1978 . 2IBID, p . 4 3Minutes , Park and Recreation Commission, February 28 , 1977 STAFF REPORT Page -3- 7 ) Annually review the proposed Parks and Recrea- tion portion of the City ' s budget . In the past , the Commission has recommended changes . 8) Provide input and advice on various issues - s+ich as the ordinance on regulating park use - for consideration by the City Council . IV . WHAT ARE THE PROBLEMS INHIBITING THE OPERATION OF THE COMMISSION? There are many problems inhibiting the operation of the Commission . Some of the problems , such as staffing , were present at the time the Commission was created while other problems , such as flood control , are of recent vintage . The major problems include staffing , funding and flood control . A brief description of each follows : STAFFING : The City Council , at the time the Commission was created , made it clear that no additional staff would be added to accomplish the required work . At present , the Director of Environmental Services and the Assistant Planner are the two individuals involved with the Parks and Recreation Commission . However , due to the work load of the Department , a limited amount of Staff time is spent on recreation issues . Presently , the Department is involved in the revision of the General Plan which will include the Conservation/Open Space and Parks and Recreation Elements . As the work load lessens , more time could be allotted to other recreation issues . FUNDING : Funds for park and recreation activities are lim- ited from either local , State or Federal sources . Federal and State funds are available but , the competition is fierced . Assistant City Manager Carlos Ortega recently looked into the availability of park and recreation funds . He informed the Department that in order to qualify for funds a preliminary design of the park site must accompany the application . The hiring of consultants would have ac- complished this requirement . FLOOD CONTROL : After the recent flooding , the City Council decided to hold in abeyance the hiring of consultants to design park sites until the matter of financing flood con- trol has been analyzed and determined . Basically , the Council is reluctant to provide funds until money for drain- age is made available . Council said that Staff could under- take this task if it so desires . V . HOW IS COMMUNICATION BETWEEN THE COMMISSION AND THE COUNCIL CONDUCTED? The Commission and the Council are kept abreast of the activities and actions of each body regarding recreation issues . Commission minutes are placed into Council mem- bers boxes as soon as possible after a Commission meeting . Also , the Department informs the appropriate individuals , such as the City Manager , of any decisions or requests made by the Commission . As an example , attachment "C" illustrates a memorandum sent to the City Manager regard- ing the concerns of the Commission about the Family Y of the Desert proposal . STAFF REPORT Page -4- At the same time , the Department informs the Commission of any decisions by the Council ; usually by memorandum. Finally , as already indicated , the Commission and the Council have held joint meetings to discuss recreation issues . Some of the past joint meetings have included discussions on the location of the Christina Sinatra Teen Center and the location of park sites . However , improvement in the communication between the two groups is possible . As stated in the minutes of the September 5 , 1979 meeting , minutes of the two groups will be exchanged . Also , the Commission decided to send a re- presentative to the Council meetings . It should be em- phasized that this individual does not speak for the Com- mission on non-recreational issues . VI . WHAT IS THE FUTURE WORK PROGRAM OF THE COMMISSION? The Commission will be quite active in the near future . The following discusses the activities facing the Com- mission : 1 ) Continue working with the Y on their proposal to locate a facility in Palm Desert . The Com- mission will have to consider how it will effect and/or meet the recreational needs of the Com- munity. The Commission will have to decide whether or not to recommend the approval of leas- ing City land . 2 ) In November or December the Commission will be asked to comment on the design for the Civic Center site . 3 ) As Staff concludes the preliminary drafts of the Conservation/Open Space and Parks and Recreation Elements , the Commission will be asked to review and provide comments for further revisions . 4 ) Early next year , when the preliminary drafts to the General Plan are completed , assist Staff in the design of park sites . VII . RECOMMENDATION : Staff recommends that the Commission requests a joint ' meeting with the City Council to discuss other possible projects which the Commission may want to become involved . . err► '� —' �,.�,,,,,..1�` FREDERICK THON x 45-390 GARDEN SQUARE J PALM DESERT, CALIFORNIA 92260 V 191 September 7, 1979 John De Santos City Hall Palm Desert Dear John: I see in the By-Laws that a matter can be placed on the agenda for a meeting of the Parks and Recreation Commission if it is forwarded to you at least seven days in ad- vance . As we begin this current year, I think it would be useful if we paused a moment for the following, and I would find it helpful as a new member. Therefore may I suggest that the agenda for the next meeting, September 24, or as soon thereafter as agreeable, include an opportunity for the Commission to have ( 1 ) a brief review of the Commission' s major past issues and actions. What has it accomplished? What have been problem areas? ( 2) a brief definition of its responsibilities, powers, and limitations. Can it hold public hearings and invite participants? Does it decide , or only recommend? ( 3) a few moments for members of the Commission to indicate their backgrounds and areas of their individual involvement . Who represents what? Thank you for your good offices, John . Sincerely, CIA/0:A 71#1#fr' Undoubtedly you will want to check with Dolores about this . .. PARS AAspe RE REAT/DN tAC/L/ S PALM PESL`RT CITY LIMIT 1 t __ . 1 y, 120 AG. _ coUN TY of RiVER;IDE _ ,�'. 1. I �_ ▪ f t } w u , V • ; / et t w � 1 _ ,, ``. j___Ic_il_i UJ�!`lt % lath* 31° �r TZiii p `VJ a xA . • \\li e GPO1 Pu C, N • \ I177Y OF R0. 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LE45.ED 1„` 11,T !I .. t j.' f __ti_ice-Jt�iy / > FACJ/JT/ES =R q,r. �� II v 1-- i mr • �= > MAJOR !aP/uv7E REceF.4nav ".as OT,u`-> c )g1)11. tA)tA) New 'two INTEROFFICE MEMORANDUM City of Palm Desert TO: City Manager FROM: Department of Environmental Services SUBJECT: Comments expressed by Parks and DATE: July 31 , 1979 Recreation Commission regarding the possible location of the Family Y of the Desert Facility on Park Land The Parks and Recreation Commission , at their July 30 , 1979 meeting , discussed the request by the Family Y of the Desert to locate a facility on park land in Palm Desert. It was explained to the Commission that the organization has money to construct a facility, but no money to purchase property. The following is a summary of the comments and concerns expressed by the Commission . 1 . The Commission felt that not enough information was presented to adequately discuss site location . They requested that the following information be presented to them so a recommendation could be made: a . The specification , i . e . , the needed acreage , square footage , etc . , of the facility ; b . The programs and/or activities envisioned ; c . The implication of using City land for private use ; d . The access to the facility by the general public ; and e. The relationship of this facility to the proposed Civic Center facility. 2 . The Commission felt that a precedent could be set , allowing other organizations to make similar requests . 3 . The Commission expressed an interest in having the Family Y make a presentation at a future Commission meeting (next available meeting date September 5 , 1979 ) . This Department , at your request , will work with the Family Y organization to bring this information forward to the Commission , but elements of this item require City policy to be established , before proceeding a great deal further . Assistant Planner , Mr. John Dos Santos , will be the Staff member available for contact on this matter .