HomeMy WebLinkAboutC25570A - Detachment CVRPDContract No. C25770A
CITY OF PALM DESE T
MEETING DATE
DEVELOPMENT SERVIC S qd CONTINUED TO
STAFF REPORT MASSED TO 2ND READING
REQUEST: Authorize the Initiation of the Detachment Process From The
Coachella Valley Recreation and Park District
SUBMITTED BY: Janis Steele, Parks and Recreation Services Manager
DATE: November 16, 2006
CONTENTS: 1. Parks and Recreation Services Memo (May 15, 2006)
2. City of Palm Desert Citizen Survey Presentation
3. City of Palm Desert Parks and Recreation Pro -forma
Plan
4. October 9, 2006 Memo from David. J. Erwin, BBK
5. LAFCO Policies and Procedures
Recommendation:
By Minute Motion:
1. Authorize the preparation of documentation necessary to
initiate the detachment process from the Coachella Valley
Recreation and Park District (CVRPD).
2. Authorize the City to file documentation required for the
detachment process with the Riverside Local Agency
Formation Commission (LAFCO).
3. Authorize the City Manager to approve an extended
agreement with GreenPlay, LLC. in an amount not to exceed
$10,000.00 to develop a detailed implementation plan to
assist with formalizing the detachment process.
Executive Summary:
Over the past year, Staff was directed to review the recreational services
provided to the citizens of Palm Desert. Currently, CVRPD is the main provider of
public recreation services and the City is the main provider of parks services for
the citizens of Palm Desert.
A citizen survey completed in June of 2006 reviewed customer satisfaction and
needs as they relate to current parks and recreation services. The survey
revealed a great deal of valuable information, including a number of unmet
recreational and programming needs.
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November 16, 2006
As a result of the information collected, GreenPlay, LLC. was hired to develop a
business pro -forma plan detailing the provision of parks and recreation services
in the City of Palm Desert. They were asked to evaluate the feasibility of
providing parks and recreation services to Palm Desert residents as a City
function. The plan indicated that the City would be able to provide residents with
higher quality services at about the same cost currently being spent. The City of
Palm Desert currently spends approximately $3.43 million on parks and
recreation services with CVRPD providing recreation services. The business
proposal indicated that the City could provide the same services as a City
function by spending $3.42 million.
Background:
On May 30, 2006, during a City Council Study Session, Staff presented a final
report (see attached memo to the City Manager dated May 15, 2006) that
resulted from a year long evaluation of recreation services provided to the City of
Palm Desert. The results of this report indicated that in recent years, there has
been a reduction in recreational services provided to the citizens of Palm Desert,
yet the population of Palm Desert has continued to grow. The fundamental
observation revealed in this report is a clear misunderstanding between CVRPD
and the City in the general understanding of the purpose of the District. The City
of Palm Desert views CVRPD as a "contractor" to the City, providing recreational
services to its citizens. CVRPD does not view themselves as a "contractor" to the
city and operates as a separate governmental entity that does not report to the
City of Palm Desert. CVRPD's interpretation of service delivery as separate from
the City of Palm Desert has become more apparent in the past three years.
In December 2005, the City hired a consultant to develop and provide a
statistically valid citizen's survey to assist in better understanding the attitudes,
interests, priorities, and support for parks and recreation services, trails, and
facilities by residents in the City of Palm Desert. This survey is also intended to
be used as a key component of the City's ongoing strategic planning process and
integrated into the Parks and Recreation Commission, City Council, and
management's decision -making processes. The needs assessment survey was
comprehensive in nature so as to provide citizen feedback on the key issues
impacting service delivery and park development. See attached citizen survey
presentation.
In July 2006, the City Council directed Staff to hire a consultant to develop a
business plan that would help to determine the cost of start up and operation of a
City run parks and recreation department, specifically; recreation services as the
City already provides park maintenance services. The City Council asked to
review the possibility of providing parks and recreation services to Palm Desert
residents as a City function. See attached Parks and Recreation pro -forma plan.
The City is currently providing funding for 65% of the public parks and recreation
services and CVRPD is providing 35% of the public parks and recreation
services in the Palm Desert Community. Using the funding currently provided to
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Authorize the Initiation of the Detachment Process From CVRPD
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November 16, 2006
CVRPD, the City could provide the current service level provided by CVRPD for
slightly less than what CVRPD is able to provide it, plus provide for equipment
replacement and building renovation. It would require that the City invest an
additional $146,000.00 in capital assets for start up. The City would have more
control over the service provided in order to meet the needs of its citizens and
could direct that service based on results of the citizen's survey.
The results of both the survey and business plan were presented to the City
Council in a Study Session that was held on October 26, 2006.
At the November 7, 2006, Parks and Recreation Commission meeting, the
Commission received a memo from City Attorney, David J. Erwin, explaining the
LAFCO detachment process (see attached). In addition, Executive Officer
George J. Spiliotis of LAFCO addressed the Commission, and provided
information on LAFCO policies and procedures (see attached document), and
more specifically, what items would be reviewed if the City would seek
detachment from CVRPD. The items that Mr. Spiliotis referred to as being most
significant for the review process are in Section 2.1.2.
2.1.2 Where special district boundaries overlap city territory, LAFCO will
support district detachments if the city provides similar services to the
district and can demonstrate one of the following conditions is met:
a. The subject city provides a higher level of service.
b. The subject city provides equivalent service levels at a lower cost.
LAFCO shall also consider the impact of detachment on the ability of the
district to provide services to the remainder of its service area.
The Commission voted unanimously (9-0) to recommend that the City Council
approve the following actions:
1. Initiate the detachment process from CVRPD through LAFCO.
2. Continue to work with GreenPlay, LLC. to finalize the parks and recreation
services business plan, and to assist with developing a more detailed
strategic plan to assist with formalizing the detachment process and
developing a City directed parks and recreation department.
The main purpose of seeking detachment is that it will allow for the City to act as
owner, direct provider, facilitator and partner in maximizing the use of City
resources in an efficient and effective manner.
Recommendation:
Staff recommends that the City Council support the recommendation of the Parks
and Recreation Commission and authorize the following:
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Authorize the Initiation of the Detachment Process From CVRPD
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November 16, 2006
1. Preparation of the documentation necessary to initiate the detachment
process from CVRPD, and file the required documentation with LAFCO.
2. The City Manager to approve an extended agreement with GreenPlay,
LLC. for an amount not to exceed $10,000.00 to expand on the business
pro -forma plan and develop a detailed implementation plan to assist in
formalizing the detachment process.
Submitted By:
J n s Steele
P rks & Recreation Services Manager
Approval:
Carlos L. Ortw
City Manager
�;4110 -
Paul Gibson
Director of Finance / City Treasurer
Department Head:
Homer Croy
ACM for Del ment Services
G OevServicesUanis Steele) Word FileslStaH reports0etachmentRecommendation.doc
CITY OF PALM DESERT
DEVELOPMENT SERVICES
INTEROFFICE MEMORANDUM
To: Carlos L. Ortega, City Manager
From: Janis Steele, Parks and Recreation Services Manager
cc: Homer Croy, ACM for Development Services
Date: May 15, 2006
Subject: Parks and Recreation Services
Contents: 1. March 21, 2006, Coachella Valley Recreation and Park District
Services
2. April 5, 2006, City of Palm Desert Parks and Recreation Budget
3. City and CVRPD Annual Operating Budget — Combined
4. May 16, 2006, Coachella Valley Recreation and Park District
Support to the City of Palm Desert
5. February 24, 2006 — Park Patrol White Paper Request
I have been reviewing the agreements that the City of Palm Desert has with the
Desert Sands Unified School District (DSUSD), the Coachella Valley Recreation
and Park District (CVRPD) and the Family YMCA of the Desert. The following is
an overview of the information collected and recommendations for the future of
parks and recreation services in the City of Palm Desert.
Desert Sands Unified School District
DSUSD presented their official plans for the renovation of Palm Desert Middle
School and Palm Desert High School to City Staff at a 2 x 2 meeting on March
22, 2006. Council members Spiegel and Crites requested that this presentation
be made to the Parks and Recreation Commission. Peggy Reyes, Director of
Facilities Services presented the information at the Tuesday, May 16, 2006,
meeting. The following issues remain outstanding:
1. Palm Desert Middle School Renovation: The renovation presented requires a
land swap of DSUSD owned land that is identified as "tot lot" for the City owned
Parks and Recreation Services
May 15, 2006
Page 2 of 12
Rutledge Strip. An agreement has not yet been developed. There is concern that
an agreement will not be complete before construction is scheduled to begin.
Public Access: Recently, the park has been locked numerous times after school,
at night and on weekends. The agreement with DSUSD indicates that the public
is supposed to have access to the park during these times.
Current area amenities include four t-ball practice fields on the Rutledge Strip
and one baseball field (Oleson Field), along with green space, picnic shelters, tot
lot and bathrooms. Currently the YMCA operates a Teen Center on this site. The
YMCA has been notified that they need to vacate the site no later than July 1,
2006. Representatives from DSUSD have indicated that they are looking for a
site for the YMCA to utilize during the construction period.
DSUSD Staff verbalized a willingness to leave Oleson Field unchanged, so it will
be available even during construction.
My understanding of field usage and future renovations is as follows:
Current:
1. T-ball practices on the four fields on the Rutledge Strip, Monday - Friday,
until dusk. Fields are in use approximately mid-January until June 1, and
October through December.
2. Oleson Field is utilized for 28 games per week, including evenings and
weekends.
3. There are more than 100 teens enrolled in the YMCA Teen Center
program and attendance averages more than 53 participants per day.
Future:
1. The DSUSD renovation plan identifies that behind the tot lot there will be a
track and football field. This is scheduled to be finished by September
2006. DSUSD representatives stated that t-ball practice would be allowed
in this area.
2. DSUSD representatives also indicated that the current t-ball practices held
in the Rutledge Strip area of the site, could be moved to other school
facilities that are not currently used by the City. Per Palm Desert Youth
Baseball representatives, the fields would have to be developed to
"playable" conditions.
3. Oleson Field will remain open and the City will continue to maintain it.
2) Palm Desert Hiqh School Renovation: It appears that renovations on Palm
Desert High School will not begin until at least the summer of 2007. This
allows the three (3) ball fields at the Cook Street Sports Complex to continue
to be utilized for one more year. IYs likely that renovations will not begin until
2008. The two ball fields (three, if we issue a change order) at Freedom Park
Parks and Recreation Services
May 15, 2006
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will be available by Summer 2007. These will replace existing facilities but not
account for the growth of programs.
YMCA of the Desert
Below is a list of the programs that the YMCA offered citizens of the City of Palm
Desert during 2005-06. Services are provided to citizens of Palm Desert at the
same rate or a slightly higher rate (2 — 5%) than YMCA members. Most programs
offered are fee based, with the exception of the Easter Egg Hunt, Family Nights
(with food), Movie night, Healthy Kids Day and other special events, which are
free. Members and citizens are not turned away for inability to pay for programs
as the YMCA has an extensive scholarship program.
YMCA Programs in Palm Desert:
1 Lights on After School - Palm Desert Middle School Teen Center - just
renovated, open year round
2 Healthy Kids Day
3 Family Nights (3 per year, with food)
4 Movie Night
5 Before and After School Programs at various sites / Kindergarten (all day)
C�
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
care
Youth Sports (basketball, track & field, t-ball, soccer, basketball, Home
School PE)
Jr. High Nights
Youth in Government and other Teen Programs
Cabin Leaders in Training (CIT)
Basketball Camp
Winter Basketball League (3 months)
Flag Football - 6- 14 year olds
Golf Academy - 5- 9 year olds.
Cheerleading
Art Classes
Guitar lessons
Drum lessons
Parenting Classes
Eye on the Y- video production class
Specialty Camps - Magic Camp and American Idol Camp
Spring Break Camps - Skate, Survivor and Explorers Camps
Summer Camps
Swimming lessons
Desert Rose swimming lessons (free)
Recreational Swim, lap swim, and other pool activities
Parks and Recreation Services
May 15, 2006
Page 4 of 12
The YMCA has indicated in writing in a letter dated �4/13/06, their desire to
continue to lease the building in Civic Center Park and their relationship with the
City. They have also expressed their intention to provide an expansion of 10,000
square feet to their existing building in Civic Center Park as per agreement. They
have expressed a desire to review the results of the Palm Desert Parks and
Recreation Needs Assessment Survey when it is complete to assist in designing
their expansion to reflect the needs of the citizens of Palm Desert.
Mr. Rob Ballew, Executive Director of the YMCA, requested that City Staff and a
representative of the Parks and Recreation Commission work with the YMCA
design Committee to develop the space.
Even with their desire to build a new YMCA site in Rancho Mirage, the YMCA
contends that they wish to remain in Palm Desert and operate (and expand) their
facility in Civic Center Park.
Coachella Valley Recreation and Park District
Staff was directed to provide information to the Parks and Recreation
Commission and City Manager regarding the financial records of CVRPD. The
City Manager requested that information be provided on the sources of revenue
that go to the District, attributable to assessed valuation, the taxes collected from
the special assessment in Palm Desert, tax increment pass-through from the
Redevelopment Agency and any other revenue collected by the District for
operations in Palm Desert.
Attached is a copy of the finalized report (dated March 21, 2006) of the expenses
incurred by the District in the City of Palm Desert. Staff provided
The Parks and Recreation Commission also requested that staff provide a
"summary" budget of City parks and recreation expenditures, CVRPD
expenditures in Palm Desert and CVRPD revenues received from Palm Desert
and it's residents. I have attached a copy for your review.
The services that CVRPD currently provides for the City is as follows:
Skate Park monitoring. There is a Skate Park Attendant on duty from
6:00 AM to 10:00 PM daily. The City pays an annual fee for this service.
CVRPD invoices the City monthly for the hours worked at the skate park.
Each year CVRPD requests and receives the same cost of living
adjustment (COLA) that the City provides it's employees. However, this
increase has not been passed on to CVRPD employees.
2 Park Patrol and Park Maintenance. Currently CVRPD opens and closes
bathrooms in all parks and cleans the bathrooms in the morning. They
Parks and Recreation Services
May 15, 2006
Page 5 of 12
also are required by agreement to patrol Civic Center Park every hour,
note, this is the only park that is patrolled. The City also provides an
annual fee for this service to CVRPD. The original agreement with CVRPD
indicated that the City would pay for an equivalent of one staff member 17
hours per day. Currently the City is paying the equivalent of two staff
members at 17 hours per day. CVRPD invoices the City monthly for the
service provided. Each year CVRPD requests and receives the same
COLA that the City provides iYs employees. As with the Skate Park, this
increase has not been shared with the CVRPD employees. The role of
Park Patrol has been described in greater detail in the attached "White
Paper" that requested that park patrol services be moved from CVRPD to
the City.
3 Operations of the Palm Desert Recreation Center. CVRPD leases the
Palm Desert Recreation Center building for $1.00 annually. The center's
hours have been cut back recently (discussed above) and the fitness
equipment sorely needs to be updated. CVRPD did not budget for this but
is requesting $50,000 from the City to replace their equipment.
4 Scheduling Civic Center Park Shelters. The scheduling of Park Shelters
takes place at the Palm Desert Recreation Center. Revenues for shelter
rentals go to the District's revenues. A$20.00 Administrative fee is paid to
the City.
5 Scheduling Sports Fields. CVRPD staff schedules and keeps a master
calendar of sports fields.
Below I have listed CVRPD's program offerings in Palm Desert:
CVRPD Proqrams in Palm Desert:
Belly Dancing, Swing/Salsa, Classic/Ballroom Dance and Yoga - All meet
1 x/wk.
2 Easter Egg Hunt
3 Yoyo tournament
4 Jazzercise - 10 classes / week
5 Beginning Guitar
6 Summer and Winter Youth Basketball (2 month sessions)
7 Golf Center Programs
8 After School Programs - Palm Desert Middle School
9 Youth basketball camp - 1 week
10 Adult Men's Basketball league - 2 month program
11 Senior Games
With the exception of the Easter Egg Hunt, all programs provided by CVRPD are
fee based.
Parks and Recreation Services
May 15, 2006
Page 6 of 12
CVRPD has cut programs that were originally detailed in their agreement with the
City. I have discovered the following in the past year:
1. CVRPD is no longer providing swimming opportunities for the residents of
Palm Desert. The Pool(s) at the College of the Desert closed and CVRPD
gave up the closest pool to Palm Desert, the La Quinta Pool. The indication
from the City of La Quinta Staff was that CVRPD requested additional
operational funding from the City and the City did not want to continue to
increase the subsidy. La Quinta entered into an agreement with the YMCA to
run the facility. The CVRPD Director has indicated that he did not want to
operate the pool based on the fact that it is a rectangular pool.
2. Tennis Programs - The agreement states that CVRPD shall provide
recreation services to the public at the tennis court facility, including adult and
youth tennis lessons, open play tennis and other recreational programs at
their discretion. These programs do not exist.
3. Golf Course. CVRPD is into their third season of operating the golf course
on Cook Street and Sheryl Road. Year one presented a challenge, but each
season the programs have grown, usage has increased and revenues
improved. Midway into the third season (2005-06), revenues were up 40%
from last year. The City has helped in subsidizing the lost revenue. The
CVRPD Centers Superintendent attended a workshop at the National
Recreation and Park Association (NRPA) Congress regarding alternative
sources of revenue for golf courses. He gathered some creative ideas to help
increase revenues at the Golf Center. CVRPD had also approached First Tee
(a national youth golf program) per Councilman Spiegel's request. It appears
that the golf course will be sold before the program gets off the ground. Those
are just two good options, in addition to the time and consistency it takes to
run a good program, that could have helped the course break even.
Additional marketing efforts would also help.
4. Youth Programs. After school programs were cut in 2005-06 and Summer
Day camp will not be hefd in Palm Desert during the summer of 2006.
CVRPD Staff requested "support and approval to take some time off and re-
group and look at the overall youth development program. There is not a clear
vision of what this division should really look like and part-time staff is not
committed to the cause due to the pay, hours and lack of supervision." The
Board granted this request that was presented at their 3/22/06 Board
meeting.
5. Recreation Center Hours. The Recreation Center hours used to be as
follows: Monday - Friday, 6:00 AM to 10:00 PM and Saturday from Noon to
6:00 PM. In February of 2006, the hours were changed to close Monday -
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May 15, 2006
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Friday at 9:00 PM and Saturday the hours are now 10:00 AM to 2:00 PM.
This change was made without involving or notifying the city.
CVRPD Finances
The revenues that CVRPD receives from Palm Desert increase annually. The
expenses the City incurs to pay CVRPD increases annually, yet services offered
by the District have decreased. There is no longer a pool, soon there will be no
golf course, Recreation Center hours have been reduced and many programs
(youth services, day camp, tennis) have been cut.
Staff has met with parks and recreation representatives from Coachella, La
Quinta and Indio. Both Indio and La Quinta are currently providing their own
services in order to meet the needs of their citizens. Both agencies have hired a
Parks and Recreation (or similar title) Director to oversee programs, sports,
parks, youth services, golf courses and special events. Each agency has hired
(or is in the process of hiring) Recreation Supervisors to program for their
respective city. Indio has completed a Youth Services master plan that they
intend to implement. La Quinta is in the process of developing and conducting a
master plan and statistically valid citizen's survey for their residents.
Evaluation
Desert Sands Unified School District (DSUSD)
Staff feels that the City should continue to share resources with DSUSD. The
facilities DSUSD has to offer are currently being under-utilized. For example, with
a shortage of public swimming pool space, Palm Desert High School could help
meet the community needs. As the School District begins construction on Palm
Desert Middle School and Palm Desert High School, alternatives should be
explored to help accommodate the current needs of the citizens of Palm Desert.
Past agreements with DSUSD that provide for a 30-day opt-out option, has
proven, when enacted, to be a major logistical problem. This does not provide for
the necessary amount of time to seek alternatives to replace current
programming requirements.
YMCA of the Desert
To date, the YMCA has been extremely cooperative and open in discussions of
programming, recreation services and facility expansion. Staff has determined
that the YMCA is willing to provid� additional "programs" requested by the City
where space allows.
Parks and Recreation Services
May 15, 2006
Page 8 of 12
The YMCA offers numerous programs (as listed above); and over the years has
expanded or changed them to keep pace with changing trends. The YMCA
continues to provide a variety of youth programs such as before and after school
programs, day camps (various kinds of camps), and youth sports. Based on the
nation-wide emphasis to decrease childhood obesity, the YMCA incorporates
nutrition into youth programs when possible.
The YMCA offers a greater number and variety of programs than CVRPD. They
are providing the number of programs that are expected for a community this
size. They may actually be under-programmed (in parks and recreation terms)
because of their focus on the YMCA's mission and the number of youth
programs that are offered. More programming could occur with additional space
(programmable areas).
Coachella Valley Recreation and Park District (CVRPD)
Staff has determined that the City of Palm Desert is not being provided the
variety and number of services/programs that a community this size should be
receiving (or offering). CVRPD should be the primary recreation service provider
as they are receiving the property tax, redevelopment monies, and special
assessments to do so. The trend in the past year has been to reduce the number
of programs rather than increase them. Other than yoga, jazzercise, golf and
guitar lessons, the only services CVRPD has provided for citizens in the past
year are services they have been contracted to provide (at an additional cost
above and beyond tax, redevelopment and special assessment revenues).
Regarding Recreation Center operational hours being shortened from Monday —
Friday, 6:00 AM — 10:00 PM and Saturday Noon — 6:00 PM to closing at 9:00
Monday through Friday and the only weekend hours of operation being10:00 AM
— 2:00 PM on Saturday is unacceptable. These are very different hours than
most community centers offer. This eliminates any family activity on weekends.
Modifying the hours of operation was also done without informing the Ciry
Council or polling the citizens/users. There were numerous letters of complaint
written to CVRPD regarding the Saturday hours, but CVRPD remains closed.
CVRPD replaced all the weight equipment in the Indio Center this fiscal year, but
did not budget to replace any in Palm Desert. The equipment in Palm Desert is in
worse shape than the Indio equipment. CVRPD requested $50,000 from the City
of Palm Desert, rather than budgeting for this expense either over time or as a
capital improvement project.
CVRPD recently contracted to �have a Master Plan for Coachella Valley
Recreation and Parks completed. The City of Palm Desert Staff provided the
consultant with the City's General plan, information about parks and amenities in
Palm Desert and took part in a general focus group. Staff requested a draft copy
Parks and Recreation Services
May 15, 2006
Page 9 of 12
of the finished master plan on January 26, 2006. Staff was told that once it was
adopted they would receive a copy. This document should have been shared
with City Staff for review and comment prior to adoption. Staff received a copy on
April 26, the night that it was adopted by the CVRPD Board of Directors. Mr. Ford
told the Board that he had given a copy to Staff for their review and comment.
When Staff attempted to provide comments to Mr. Ford, we were informed that it
had already gone out for print. There were numerous errors in the report, one of
the main errors being the population projections for the City of Palm Desert. The
following numbers are presented in the report:
Population Projections for Palm Desert (presented in a chart on page 23):
2010: 36, 008
2015: 36,451
2020: 41,672
On a separate page of the same report (page 20), Palm Desert residents
were listed at 41,155 in 2000.
The NRPA (National Recreation and Park Association) table of national
guidelines for different types of parks (provided on page 52) does not provide
information consistent with what NRPA provides today. The City's General Plan
references the same table but has different information.
There are numerous other inaccuracies, which would cause one to question the
validity of the entire report. Questions have arise as to the purpose of a study
that CVRPD Staff is unwilling to share with City Staff prior to its adoption. I also
have questions regarding the recommendations of "future programming and
services" coming from a study that contains conflicting information, and
information that does not accurately describe the community.
During the focus group attended by a Staff member and Commission member,
and of a focus group attended by another Commissioner, a common theme that
kept coming up was that cities in the Coachella Valley have grown to the point
where they should be providing their own recreation services. This theme came
from participants and many of the participants were from Palm Desert. This fact
was not reflected in the plan.
City Staff worked with CVRPD Staff cooperatively for 8 months to gather
accurate information about revenues and expenses of the District in the City of
Palm Desert. Almost two months from the time it was presented to the
Commission, the General Manager of CVRPD provided a handout to the Palm
Desert Parks and Recreation Commission (on May 3) without the review or
knowledge of the Parks and Recreation Services Manager or Finance Director
(see attached). City Staff has provided an explanation of the "handout" without
Parks and Recreation Services
May 15, 2006
Page 10 of 12
receiving any information from Mr. Ford. Included is the� explanation. This report
was presented at the May 16, 2006, Parks and Recreation Commission meeting
(also attached).
CVRPD is not providing the services that most Parks and Recreation
Departments or Special Districts are providing, let alone the City's expectations
of services. The General Manager is also not displaying a desire to work with
City Staff as demonstrated by his bypassing staff and going directly to the City
Manager, Council and Mayor.
Staff has revealed a clear miscommunication between CVRPD and the City in
their general understanding of the purpose of the District. CVRPD operates as a
separate governmental agency. The City of Palm Desert views CVRPD as a
"contractor" for the City of Palm Desert, providing recreational services to its
residents. CVRPD does not view themselves as contractors to the City. They see
themselves as an entirely separate entity that does not want or need to answer to
the city.
Recommendations:
Desert Sands Unified School District (DSUSD)
1. Palm Desert Middle School: If the Parks and Recreation Commission and City
Council recommend going through with the land swap at Palm Desert Middle
School; the agreement entered into with DSUSD should provide for the following:
1. Public restrooms.
2. Public access after school and during weekend hours.
3. Public access to parking lot.
4. O(eson Field should remain availabie for public usage.
5. The football/track area should be made available for t-ball starting in
September of 2006.
6. The school district provides space for the YMCA to run the Teen Center at
the Middle School.
7. Backstops are installed at Washington Charter Park by September 2006,
to accommodate t-ball practice.
8. The agreement should not have a 30-day "opt out" clause. It should
provide for a minimum of six months
2. Ball Fields: Staff's recommendation is to determine where to develop (and
develop) more ball fields within the next finro years, to account for the loss of
fields at Palm Desert High School in the future.
Parks and Recreation Services
May 15, 2006
Page 11 of 12
3. Future Agreements: Staff recommends that the �City enter into further
discussions with DSUSD Staff regarding potential agreements for green space,
ball fields and swimming in Palm Desert.
YMCA of ihe Desert
Staff recommends the following in relationship to the YMCA:
1. The YMCA should continue to operate out of their building in Civic Center
Park.
2. The YMCA continue with expansion planning (10,000 square feet) for their
building in Civic Center Park.
3. Staff and a Parks and Recreation Commission Representative be part of
the YMCA planning/design committee for the expansion of their building.
4. The YMCA should continue to provide youth services to for the City of
Palm Desert in the schools and at their Palm Desert site. They have
always provided services for children and teens and are already licensed
to do so. They have verbalized a willingness to provide additional services
as needed.
Coachella Valley Recreation and Park District (CVRPD)
The City of Palm Desert has relied on CVRPD to provide recreational services for
the residents of the City of Palm Desert for many years. In recent years, the
service provided to the citizens of Palm Desert has decreased or been
eliminated. Programs and opportunities have been cut. Special Districts, and
CVRPD specifically, are generally created to serve the needs of smaller and
more spread out communities who cannot meet these needs on their own. The
Coachella Valley has grown to the point that CVRPD has not been able to keep
up with the changing demographics and population growth. The City of Palm
Desert recognized this or my position would not have been created. La Quinta
and Indio have also recognized the need to provide their own services. Coachella
will be hiring a Parks and Recreation Services Manager within the next four
months. Based on this information, Staff recommends that a change in recreation
service providers be considered.
The following are Staff's recommendations for the future of parks and recreation
services in the City of Palm Desert.
1. Park Patrol Services should be relocated to the City. Immediately pull Park
Patrol from CVRPD and run them through the City Parks and Recreation
department for reasons stated in the white paper.
Parks and Recreation Services
May 15, 2006
Page l2 of 12
2. Identify that the City will operate the new aquatic center and move forward
with a plan to do so.
3. Investigate the possibility of de-annexing Palm Desert from CVRPD and
recapturing some of the taxes and assessments. Review the findings and
make recommendations.
4. Consider the YMCA as a potential partner to the City. Their involvement
might better compliment a partial involvement by the City. The City could
take over Park Patrol immediately, the pool in the near future, community
center, sports and programming services and the YMCA could provide the
youth and family services they are currently providing and be ready to
accommodate additional participants.
5. Consider the organizational chart and budget I've provided you.
6. If the City is concerned with the continual funding of operating expenses,
Staff can investigate the development of endowments, planned giving,
foundations, and "Friends of the Parks" organizations. This type of funding
can assist with ensuring that funds are available in the future.
7. Work closely with the YMCA to design and develop a 10,000 square foot
expansion of their facility in Civic Center Park to ensure that it meets the
needs of the citizens of Palm Desert.
If Council's recommendation is that everything remains the same, at a minimum,
the following steps need to be implemented:
2.
3
Review and re-write the CVRPD contract. This would include detailing
services we would expect, and requesting that staff review their operations
and be part of the decision making (operational) process. The contract
needs to be tightened up to ensure the accountability of the District to the
City. The District will probably request more funding to do this.
Enter into discussions with CVRPD regarding improving services at no
increase in cost to the City. Possibly involve the Board.
Shift support of Youth Services from CVRPD to the YMCA as the CVRPD
does not desire to provide these services any longer.
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Cit�y of Palm Desert Parks and Recreation Department
Pro-Forma Business Plan - DRAFT
INTRODUCTION
The City of Palm Desert, CA is determining the feasibility of taking on the responsibility
for full service parks and recreation operations, either as a department of the City or as a
special district. Currently the City has responsibility for parks operations and the
Coachella Valley Recreation and Park District (CVRPD) is the provider of public
recreation services, including the operation of the Palm Desert Community Center, a
facility owned by the City of Palm Desert. These services are supplemented by other
non-profit offered recreation opportunities such as those provided by the Family YMCA
of the Desert.
The feasibility of providing parks and recreation services to Palm Desert residents as a
City function will be explored through a business plan that will determine the cost of
start up and operation of a City run parks and recreation department. The pro-forma
business plan will add the recreation element to the existing information regarding park
services. The plan will address both start-up and ongoing operations and take into
account anticipated capital development.
The business plan is intended to identify existing parks and recreation services, identify
new programs and services, and address long-term parks and recreation goals. The plan
identifies the following in detail:
Staffing plan
Operating cost projections
Revenue generation projections
General Funding requirements
GreenPlay, LLC is a parks and recreation management consulting firm. In order to
develop the pro-forma business plan, GreenPlay reviewed and summarized pertinent
parts of all relevant existing plans and operational documents for background
information, and researched or visited recreation facilities in and around Palm Desert.
Additional information was gathered by interviewing City staff and representatives of
other providers including the Directors of the Coachella Valley Recreation and Park
District and the Family YMCA of the Desert.
He/ping You Achieve Your Goa/s Page 1 GREENP[AY«
;`:� � �
EXECUTIVE SUMMARY
The City of Palm Desert, California, incorporated in 1973, is Iocated in Riverside Counfy
and centered in the heart of the Coachella Valley. Ii has approximately 50,000 year
rouna residents and covers an area of 26 square miles. The City Manager appoints staff
and supervises the daily administration of municipal affairs. Citizen conunissions,
including the Parks and Recreation Commission aid the City Council by making
recommendations on parks and recreation issues.
Parks and Recreation staff currently consist of a Parks and Recreation Services Manager,
a Parks Supervisor and four maintenance workers. Parks are maintained through a
combination of employee effort and contract management. The City has a relarionship
for praviaing recreation services with two other major service providers including the
Coachella Valley Recreation and Park District (CVPRD) and the Family YMCA of the
Desert (YMCA). The Desert Sands Unified School District (DSUSD) is also a significant
provider of recreation amenities for the community through joint use agreements with
the City.
Vision and Mission
The Parks and Recreation effort of the City is guided by the current statement of
purpose found in the Recreation Element of the City's Comprehensive General Plan.
This statement has been revised as indicated in bold typeface:
Si���ested Mission Statei►ient:
To assure a diverse and integrated parks and recreation system which
creates active and passive recreational amenities and programs
promoting good health, well being, and a strong sense of community,
and that reflect and are responsive to the needs and standards of the City.
In doing so, the City will act as owner, direct provider, facilitator and
partner maximizing the use of City resources in an efficient and
effective manner.
Demographics
The City of Palm Desert is forecasted to experience steady growth from 52,193 in 2006 to
65,006 in 2011, at a rate of 4.49% annually, which is significantly higher than the national
average of 1.30%. It is also higher than the annual growth rate of 3.49% experienced in
Palm Desert from 1990 to 2000. Growth in the number of families is very strong, nearly
keeping pace with overall population growth. Although meaian household income has
steadily increased, it is slightly less than the percentage of growth experienced on
He/ping You Achieve Yvur Goa/s Page 2 GREENpLAY«
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average across the country. Median home value has experienced substantial growth and
is expected to continue the upward climb. Median age is 53.6 in 2006 as compared to
nearby La Quinta with a 2006 median age of 39.9, and a national median age of 36.5,
reflecting the retirement community draw of Palm Desert. The City of Palm Desert is
becoming more diverse and is expected to continue that trend.
There is steady or declining numbers in all age groupings under the age of 55. It is
important to remember that because of overall population growth the actual numbers of
those in each age group are growing even when percent of the total population is
declining. Very strong increases are anHcipated in the future for age groups from 55 to
74. Nationally, it is predicted that the number of those ages 65 years and older will be
doubling in 14 years, having a significant impact on the planning and implementation of
park and recreation facilities and programming. In addition to aging of the community,
heath issues related to overweight and obesity experienced across the country also
drives the type of recreation programming that would be beneficial to Palm Desert.
A full inventory of outdoor and indoor park and recreation facilities is found in the body
of this document. The City-owned park system is composed of 11 parks encompassing
over 200 acres.
Outdoor facilities include: neighborhood, community and regional parks; baseball and
soccer fields; tennis, basketball, and volleyball courts; dog parks; a skateboard park;
amphitheater; playground facilities, horseshoe pits, shuffleboard courts, picnic pavilions
and restrooms, a disc golf course, natural areas, a date grove; community gardens,
concessions, and hiking trails.
Indoor facilities include the Palm Desert Community Center and the Portola
Community Center operated by the Coachella Valley Parks and Recreation District, and
YMCA building operated by the Family YMCA of the Desert
Other Providers
The Palm Desert community is served by a variety of recreation providers, including the
YMCA or other non-profit entiries and private fiMess or health clubs, typical of many
communities across the country. It is also served by limited programs and facilities of
private country clubs and gated communities, more typical of resort areas. Joint use
agreements with the school district, Ehat are also typical in most communities, maximize
the use of public resources. Private, non-profit sports associations serve youth sports
needs in the community. Residents of the City are also residents of the Coachella Valley
Recreation & Park District (CVRPD) that collects both a mil levy and special assessment
in exchange for providing public parks and recreation service. In addition, the City
contracts with CVRPD to provide specific services.
He/ping You Achieve Your Goa/s Page 3 GREENpLAY«
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Community Input
The development of this business pro-forma follows on the heels of a Community
Attitude and Interest Survey conducted during April and May of 2006 to help establish
priorities for the future improvement of parks and recreation facilities, programs and
services within the community. This information as well as interviews with staff and
other service providers is integral to the development of this report.
Major survey findings include:
Perceived Value: A slight majority (55%) of respondents are somewhat or very
satisfied with the overall value they receive from parks and
recreation services in Palm Desert.
Parks: Usage of parks is above average with high satisfaction.
Maintenance of Palm Desert parks and the number of Palm Desert
parks are current services for which respondents are most
satisfied.
Facilities: Residents have a need for a wide range of parks and recreation
facilities and these needs are not fully met. Walking and biking
trails, performing arts center, and small neighborhood parks are
the most important facilities. Quality of outdoor swimming pools
received the lowest satisfaction ratings.
Programs: Participation in current programs is very low with high
satisfaction from those who participate. Respondents have a need
for a wide range of programs and these needs are not fully met.
There is room to grow programs. Adult fitness and weliness, city-
wide special events and water fitness programs are identified as
the most important programs.
Awareness: "I do not know what is being offered," is the #1 reason preventing
respondent households from using parks, recreation facilities and
programs more often.
Priorities: The number of walking and biking trails and maintenance of Palm
Desert parks are current parks and recreation services that should
receive the most attention over the next fwo years.
Improvements/maintenance of parks, development of new
outdoor aquatic facilities, new indoor recreation facilities, and
acquisition/development of walking and biking trails were the
top categories for funding.
New Facilities: Indoor program spaces preferred by residents would be heavily
used. 74% of respondent households would use a new indoor
community center with the features they most prefer at a much
higher level than current use of indoor community centers. These
features include a walking and jogging track, weight
He/ping You Achieve You� Goa/s Page 4 GRfENPLAY«
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room/ cardiovascular equipment, aerobics/ fitness area and other
program spaces. Lazy river, water slides, leisure pool, and lap
lanes are aquatic features respondents would use the most at a
new outdoor aquatic center.
Service Model
The provision of park and recreation services through special districts is somewhat less
typical, but not at all uncommon. A variety of circumstances may exist in a community.
A special district may share a similar boundary with an incorporated municipality, or it
may be much larger and have several incorporated areas within its boundaries. It may
simply collect its mil levy and any assessments anci provide for the public park and
recreaiion facility and program needs, or it may also have a contractual agreement with
a municipality to provide certain services. Or, it may be the operator of facilities owned
by the municipality.
Critical to the success of relarionships between collaborating agencies is the written
agreements between them, for "good fences make good neighbors." Equally important
is the spirit of intent of the agreements, mutual goals and cooperative approach and
effort. And finally, exit strategies should be determined in advance to provide an
orderly and log-ical end to relationships that are no longer meeting their purpose.
In comparison to the approximately 100 public recreation programs offered to Palm
Desert residents, the 2006 National Gold Medal Awardl Winners, for excellence in parks
and recreation management, in Class IV, population 25,001-50,000, report a range of 700
- 1800 program offerings in addition to numerous community events each year. In
addition to numerous outdoor facilities, these communities have invested in significant
indoor recreation space and use these facilities plus school district facilities to host
programs. The next popuIation category, popuIaHon 50,001 - 100,000 reports well over
2000 program offerings annually.
The creation of a full-fledged Parks and Recreation Department will require a significant
change to the minimal staffing available to manage the current parks and recreation
services. This change should be envisioned in two waves; the first is merely a shift of
the existing service level provision from the CVRPD to the City, and the second would
be a change to lead and manage the higher level of service more typical for a growing
community of 50,000 residents.
Evaluation of Cost of Services
The current cost of parks and recreation service delivery through City-owned facilities is
$3,430,549 annually. If the City were to take over the services provided by CVRPD at
City-owned facilities, the annual cost would be sIightly less at $3,422,300, but with an
enhanced service level as indicated in the body of this report.
' 2006 Nationul Gold Medu( Ax�ards_fvr Excel/ence in Park and Recreutinn Manugement presented by the
American Academy for Park and Recreation Administration in partnership with the National Recreation
and Park Association, Seattle, WA, October 2006.
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Of the �3,430,549 cost to provide services at City-owned facilities, plus the $432,438 cost
to provide service at the CVRPD owned Golf Center and the Before and After school
program at Palm Desert Middle School, the City is currently providing 65% of the public
parks and recreation service and CVRPD is providing 35% of the public parks and
recreation service in the Palm Desert community.
Using the funding currently provided to the CVRPD, the City could provide the current
service level provided by the CVRPD for slightly less than what CVRPD is able to
provide it, plus provide for equipment replacement and building renovation. It would
require that the City also invest an additional $146,000 in capital assets including
vehicles, office equipment, cleaning equipment and program equipment. The City
would have more control over the service provided to meet the needs of its citizens.
The CVRPD appears to collect $1,961,388 in the Palm Desert community (excluding
recreation program revenues) and appears to reinvest $1,333,324 through the provision
of parks and recreation service. The CVRPD also provides special events including the
recent Rock Concerts.
It is important to note that this budget is for facility operations and maintenance only,
and does not include existing programs, which are assumed to recover their costs
through fees and charges, or new activities that might be offered by the Parks and
Recreation Department.
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PROFORMA BUSINESS PLAN
The City Organization
The City of Palm Desert, California, a Southern California City incorporated November
1973, is located in Riverside County and centered in the heart of the Coachella Valley. It
has approximately 50,000 year round residents and covers an area of 26 square miles.
The City organization is a Council-Manager form of government with a five member
City Council elected by the residents of Palm Desert. The City Manager appoints staff
and supervises the daily administration of municipal affairs. Citizen-commissions,
including the Parks and Recreation Commission aid the Council by making
recommendations on parks and recreation issues.
It is not uncommon for the City to contract services. The Police Department is
contracted through the Riverside County Sheriff's Deparhnent, and fire and paramedic
service is similarly contracted. The Parks and Recreation Department oversees contracts
for many of its operations with much of the landscape maintenance in the park system
contracted to the private sector.
City Parks and Recreation Services
The City's parks and recreation services have been guided by the Parks nnd Recrentinn
Element of the City's Co�nprehensit�e Genernl Plrrn. The Pnrk nnd Recreation Element is
focused on the physical attributes of the system including parks, trails, paths, and
bikeways, and highlights several sources of funding. The latest update, in 2004, also
discusses fi�ture directions and the need to prepare a Parks and Recreation Master Plan in
light of anticipated growth and the important role that parks play in attracting families
with children, retirees and tourists. The Pnrks nnrl Recrention Element is intended to serve
as the basis for preparing a Parks and Recreation Master Plan.
Parks and Recreation staff currently consist of a Parks and Recreation Services Manager,
a Parks Supervisor and four maintenance workers. Parks are maintained through a
combination of employee effort and contract management. T'he City has a relationship
for providing recrearion services with two other major service providers including the
Coachella Valley Recreation and Park District (CVPRD) and the Family YMCA of the
Desert (YMCA). The Desert Sands Unified School District (DSUSD) is also a significant
provider of recreation amenities for the community through joint use agreements with
the City.
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Vision and Mission
The Parks and Recreation Element of the Comprehensive General Plan provicies the
following statement of purpose:
To provide for a diverse and integrated parks and recreation system
which creates important active and passive recreational amenities that
reflect and are responsive to the needs and standards of the City.
It is the desire of the City to explore the aevelopment of a full service parks and
recreation depariment to best serve the needs of the growing and changing community.
Service Area and Information Source
The primary service area for this business plan is the City of Palm Desert. All
demographic information for this report was derived from ESRI Business Information
Solutions for the City of Palm Desert, California.
Demographics
Although we can never know the future with certainty, it is helpful to make
assumptions about it for planning purposes. As shown in Table 1, the City of Palm
Desert is forecasted to experience steady growth from 52,193 in 2006 to 65,006 in 2011, at
a rate of 4.49% annually, which is significantly higher than the national average of
].30%. It is also higher than the annual growth rate of 3.49°/o experienced in Palm Desert
from 1990 to 2000. Growth in the number of families is very strong, nearly keeping pace
with overall population growth. Although median household income has steadily
increased, it is slightly less than the percentage of growth experienced on average across
the country. Median home value has experienced substantial growth and is expected to
continue the upward climb. Median age is 53.6 in 2006 as compared to nearby La
Quinta with a 2006 median age of 39.9, and a national median age of 36.5, reflecting the
retirement community draw of Palm Desert.
Total Population
� Number of Households
� Average Household Size
� Number of Families
� Average Family Size
� Median Household Income
� Median Home Value
I Median Age _ _
41,155
19,184
2.13
11,405
2.67
$48,144
$176,430
48.1 _
52,193
23,982
2.17
14,113
2.73
$ 57, 399
$483,172
53.6
65, 006
29, 646
2.18
17, 376
2.76
$67,126
$620,900
54_6
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4.49%
4.33%
4.25%
3.18°/a
1.30%
1.33% �
�
1.08% �
�
3.32% �
_ 36.5 (2006) I
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Table 1: Trends in Population and Household Inforrnation
Table 2 shows a more specific brcakdown of population by age groupings reflecting the
steady or declining numbers in all age groupings under the age of 55. It is important to
remember that because of overall population growth the actual numbers of those in each
age group are growing even when percent of the total population is declining. Very
strong increases are anticipated in the future for age groups from 55 to 74. NationaIly, it
is predicted that the number of those ages 65 years and older will be doubling in 14
years, having a significant impact on the planning and implementation of park and
recreation faciliHes and programming.
<5
5-9
10 - 14
15 -19
20 - 24
25 - 34
35 - 44
45 - 54
55-64
65-74
75-84
g� +
4.5%
5.0%
5.0%
4.6%
4.4%
10.1%
12.5%
12.8%
13.4%
14.6%
10.1%
2.8%
3.9%
3.7%
4.5%
4.4%
4.2%
8.5%
10.1 %
12.6%
16.6%
14.8%
12.6%
4.1 %
4.0%
3.4%
3.9%
4.2%
4.6%
8.4%
9.0%
13.0%
17.0%
16.1 %
11.2%
5.2%
q
b
�
a
q
�
�
q
4
4
q
Q
The City of Palm Desert is becoming more diverse and is expected to continue thai trend
as shown in Table 3. Substantial growth is seen in the percent increase of single races
other than White, Black, American Indian, and Asian or Pacific Islander. The growth of
those who consider themselves of Hispanic origin, regardless of race has also increased
substantially as a percent of the total population.
Race
� White alone
� Black alone
� American Indian alone
I Asian or Pacific Islander
alone
� Some other race alone
� Two or more races
� Hispanic Origin
� Diversity Index
86.8%
1.2%
.5%
2.7%
8.5%
2.4°/a
17.1 %
45.9
84.4% 82.0% �
1.4% 1.5% 4
.5% .5% q
3.1% 3.5% Q
7.8% 9.1 % 4
3.0% 3.4% Q
20.3% 23.8% � 4
51.8 57.0 � Q
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Table 2: Trends in Age Groupings as a Percentage of the Total Population
Table 3: Trends in Make-up of Community by Race,/Ethnicity
Health and Obesity
The National Center for Disease Control's (CDC) Behavioral Risk Factor Surveillance
System (BRFSS) has found that the obesity prevalence rate in California is between 20
and 24% of the total population.z
The United Health Foundation has ranked California 22"a in its 2005 State Health
Rankings, unchanged from 2004.�
The State's biggest strengths include:
■ low prevalence of smoking
■ a low rate of infant mortality
■ a low rate of cancer deaths
■ a low rate of occupational fatalities
Some of the challenges the State faces include:
■ high rate of uninsured population
• high violent crime rate
■ high incidence of infectious disease
Park and recreation agencies are well positioned to play a major role in the continuum of
health care in this country by providing opportunities for physical activity, social
interaction, community building, and personal development. Agencies provide
preventative services as well as rehabilitation opportunities.
There are a number of significant trends that have or will have an impact on park and
recreation service delivery in the coming decades.
America is ag-ing. Forty-five percent (45%) of the U.S. population is aged 40 years
or older. The median age in 2005 is 36.3 years. By 2010, the median age will be
37.3 years, and the population in more than half of the counties in the U.S. will
reach a median age of more than 40 years.� Although Palm Desert is already well
above this median age, it too continues to age.
Our country is experiencing a health care crisis largely in response to overweight
and obesity issues. Parks and recreation has a significant role to plan in the
continuum of health care through the provision of places for physical activity to
occur and programs to encourage participation.
A recent study from the Canadian Parks and Recreation Association concludes,
"In modern society, leisure is the single most important force developing
' Source: www.cdc.�ov/necdphp/dnpa/obesitv/trend/maps, September 22, 2006
�Source: http://zozi�r��.unitcdhealthjotin�tation.arg/,shr2005/states/Cnlijornia.html
} ESRI Business Information Solutions. Retrieved 8/17/2005 from
httn: / /www.esribis.com/data/demochanees.html.
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cohesive, healthy relationships between husbands and wives and between
parents and their children." (Hornig, July 2005).� Of the five themes that werc
found to rontribute to family strength including spirituality, communication,
physical and mental health, time spent together and physical and emotional
support, the last four can be directly obtained in a recreation environment
(Hornig, July 2005).� This highlights the importance of providing recreation
opportunities.
According to IDEA Health and Fitness Association (the world's leading
membership organization of health and fitness professionals), 2004 Fitness
Programs and Equipment Survey, fitness programs that are growing include
personal training (one-on-one), Pilates, core-conditioning classes, strength
training (individual, non-group), stretching and/or flexibility, yoga, stability,
ball-based, strength training, and group with background music; programming
that is staying stable includes step aerobics, fitness assessment, mixed-impact
aerobics, low-impact aerobics; and programming that is declining includes high-
impact aerobics and boxing-based/kickboxing (Davis, 2005).� Fitness and
wellness activities were among the most highly rated activities in the recent
Citizen Survey in Palm Desert. This information will help direct program
design.
Regarding targeting under-represented groups� - our country is becoming less of
a melting pot and more of a collection of cultures. In order to address this,
agencies can:
■ Offer education sessions to provide information on the benefits of
participating in physical activity for under-represented groups.
■ Offer classes such as "gentle yoga, "or beginner/introduction classes
aimed to make all individuals feel comfortable.
■ Provide resources for employees that update physical activity
recommendations and benefits.
■ Be the first in your community to reach out to under-represented groups
to increase awareness and opportuniries for physical activity for
individuals who may otherwise be overlooked.
■ Invest in park and recreation renovation and updates that make facilities
more user-friendly for individuals of all ability levels.
' Hornig, E.F. (2005, July, 2005}. Bringing famil}- back to the park. Purks and Rec reation, 47-50.
`' ibid
' Davis, K. (Feb. 2005). Top trends in fiMess programming. Recreation Muriagenient, 8-9.
K Berg, S. & Van ['uymbroeck, h4. Edited by� Parr, h-1. (2005, Juiy 2005). Under-represented Groups'.�1eed
Phy-sical AcHvit}�, Pnrks and Re�•reniion, 24-29. For more information:
www2.gsu.edu/—wwwfit/benefits.htm; www.nutristrateQv.com/health.htm;
www.bodvtrends.com / a rHcles/ benefits
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There is a"decentralizatiori' of our industry, particularly regarding the concepE
of "national standards 9" Instead agencies are looking at desired outcomes, their
own market conditions, and meeting the needs of their residents. Standards are
being redefined as processes rather than number of facilities.
Park Services
The City-owned park system is composed of 11 parks encompassing over 200 acres. A
brief park inventory is provided here to illustrate the recreational opportunities
available throughout the system. The City uses a typical classification system for its
parks:
Regional Parks: diverse facilities and recreational opporlunities
on a Valley-wide basis, planned events and
activities that appeal to a wide range of people
Community Parks: typically include active recreation opportunities
for organized sports, with a service radius of 5
miles, may also provide neighborhood park
function
Neighborhoods Parks: social focal point for nearby residents
ReQional Parks
Palm Desert Civic Center Park: Iocated on approximately 70 acres at the northeast
corner of Fred Waring Drive and San Pablo Avenue. The park offers a variety of
facilities, events, and activiiies that attracts users from across the Coachella Valley on
a daily basis. Facilities include 4 baseball fields with concession and restroom
building, 6 tennis courts, 4 volleyball courts, dog park, date grove, skateboard park,
3 basketball courts, amphitheater, playground facilities, picnic pavilions, and
restrooms. In addition, two City owned buildings, the Palm Desert Community
Center operated under leasc agreement by the Coachella Valley Parks and
Recreation District, and YMCA building, operated under lease agreement by the
Family YMCA of the Desert, are located within the park, along with open play areas
and parking Iots.
Palm Desert Soccer Park: located on approximately 21 acres on the south side of
Hovley Lane Easi, about one half mile west of Cook Street. Facilities include 5 full
size soccer fields, concession/restroom building, picnic pavilion, 3 horseshoe pits, 3
shuffleboard courts, a basketball court, play ground, disc golf course, and parking
`' Geoffrey Godby, Trends Presentation, Florida Parks and Recreation Conference, August 31, 2006
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lofs. The park primarily serves Palm Desert youth and adult soccer leagues,
however it also serves as a regional venue for tournaments. The CVRPD administers
the reservation system for use of the park.
Homme/Adams Park: located on approximately 27 acres at 72-500 Thrush Road.
Facilities include multi-use trails, and picnic areas, and the site serves primarily as a
trailhead for the Cahuilla Hills Trails System. There are na reservable facilities at
this park.
Freedom Park: located on a 23 acre site on the north side of Country Club Drive
appraximately one-half mile west of Washington Street. This site is a joint use
facility integrated with the Ronald Regan Elementary School. The park is currently
under construction and facilities will include 2-3 baseball fields, 2 multi-use fields
(one is on 3 acres owned by the School District, adjacent to the park property), tennis
courts, basketball courts, volleyball courts, picnic areas, playground, open grass turf,
dog park, community garden, skatepark, and other related amenities.
Community Parks
Ironwood Park: located on approximately 14.5 acres on the east side of Chia Drive,
approximately 200 feet south of Haystack Rvad. Facilities include a small open grass
area, picnic pavilions, tot lot, restrooms and on-site trails. Approximately 11 acres of
the park is undeveloped and has been left as open space.
Cahuilla Hills Park: Iocated on approximately 27.5 acres, west of the Palm Valley
Storm Channel at the Green Way Bridge. Facilities include 2 tennis courts, picnic
area, hiking trails and a small parking area. Approximately 26 acres of the park is
undeveloped open space.
Cook Street Sports Complex: located on approximately 10 acres on Phyllis Jackson
Lane, approximately one-quarter mile north of Fred Waring Drive. It is integrated as
a joint use facility with Palm Desert High School. Facilities include 3 baseball fields,
a concession and restroom area, and parking areas.
NeiQhborhood Parks
Portola Park (Community Park): located on 2+ acres at Portola Avenue and
Magnesia Falls Drive. It is a joint use facility, integrated with Lincoln Elementary
and Palm Desert Middle SchooIs. Facilities include a tot lot, picnic area, restroom,
and baseball fietd (available after school hours and on weekends to the community).
Joe Mann Park: located on 2.5 acres on the north side of California Drive
approximately one-half mile west of Washington Street. Facilities include a
basketball court, volleyball court, water feature, playground, dog park, rose garden
picnic pavilion, restrooms and open grass areas. While this park is considered a
neighborhood park, it can also be considered a community park because its service
population expands beyond neighborhood residents.
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Washington Charter School Park: located on 2.5 acres on the west side of Lantana
Avenue, between Chicory Street and Peppergrass Street. This park is also a joint use
facility, integrated with George Washington Charter School. Facilities include a
playground, open grass area and parking lot.
Palma Village Park: located on two acres at the intersection of De Anza Way and
San Carlos Avenue. Facilities inclucie a shaded playground, basketball court and
sand volleyball court, as well as walking paths, covered picnic areas, water feature,
and restrooms.
Other Park Facilities in the Area
In addition to the City-owned park facilities listed above, there are other recreation
opportunities within the planning area. The Coachella Valley Recreation and Park
District operates a cominunity center and park in Thousand Palms, located on 31-819
Robert Road, consisting of three ball fields, playground equipment, concession and
restroom facilities.
The Bureau of Lana Management (BLM) operates the Santa Rosa Mountains
National Scenic Area Visitor's Center on Highway 74, just south of the City of Palm
Desert. The BLM visitor's center and associated City lands are not part of the City
park system but provide important opportunities for enjoyment of regional open
space.
Golf Services
Golf is typically included in the park and recreation offerings of a municipal entity.
Although golf is not the subject of this report, it is included in the inventory so that there
is a comprehensive understanding of the park and recreation facilities available to the
Palm Desert community.
Desert Willow is a City-owned public golf course, IocaEed wesi of Cook Street and east
of Portola Avenue. Desert Willow has two 18-hole, championship golf courses on a total
of 270 acres. The Fire Cliff Course is located on 140 acres, with a total course aistance of
7,100 yards. The Mountain View Course is situated on 130 acres, and is 6,900 yards.
Discounts are offered to residents of Palm Desert, who purchase a resident card.
The Golf Center at Palm Desert is owned and operated by the CVRPD. This 9-hole, par
3, course is located at 74-945 Sheryl and has a driving range, snack bar, and pro shop.
Recreation Services
Recreation services are provided to the Citizens of Palm Desert through several means.
Those most significant to this project are described in detail in this section.
■ Residents of the City are also residents of Ehe Coachella Valley Recreation & Park
District (CVRPD) that collects both a mil levy and special assessment in exchange
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for providing public parks and recreation service. In addition, the City contracts
with CVRPD to provide specific services described in more detail in this section.
The non-profit Family YMCA of the Desert offers a typical YMCA program open
to residents of the City and beyond. Programs, most of which are fee-based are
offered io all with a discount available to joining "members." In addition, the
City leases a facility to the YMCA, described in more detail in this section. In
exchange for this lease the City is guaranteed fees will be on a"break-everi' basis
for its residents and will not be used to subsidize members.
■ The City has joint use agreements with the Desert Sands Unified School District
(DSUSD) for use of its facilities as aescribed in more detail in this section.
Private, volunteer, community-based sports associations are active in the Palm
Desert area, similar to other communifies across ihe country. Three prominent
associations include Palm Desert Youth Soccer, Palm Desert Youth Sports
(baseball) and Pop Warner (football). These organizations pay field use fees to
the CVRPD, and generally provide for their own line and drag requirements and
sell concessions to raise funds.
Gated communities are numerous in Palm Desert and the surrounding area ana
offer private facilities and programs available only to the residents of each
respective community and their guests. Private country clubs and fitness clubs
are also available in the community and offer services through memberships.
These facilities and programs are acknowledged as meeting some of the neeas of
a community, but are not available to the public at large and so not provide a
comprehensive parks and recreation offering.
Coachella Valley Recreation £� Park District
Coachella Valley Recreation and Park District (CVRPD) was established in December
1950 under authority of the California Public Resources Code Sections 5780 et seq.
The purpose of the District was to administer park facilities and provide recreation
program services.
The Cortese-Knox-Hertzberg Act of the State of California requires public services to
be logical, coordinated and orderly in development. The Local Agency Formation
Commission (LAFCO) of Riverside County assistea the District in establishing an
1800-square-mile service sphere of influence, and in complying with this Act (1984).
Twelve years later the District was expanded and 30 square miles were annexed into
current District services boundaries. In general, the District currently serves valley
residents from Rancho Mirage (at Bob Hope Drive) east to the Salton Sea.
1t is the Vision of the District "to be recognized and respected as the leader for
quality, service, and organizational excellence." Its stated Mission is "to provide
you with the highest quality service and services possible."
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CVRPD is organized into five service divisions with a five-person elected Board of
Directors; each director represents his/her respective community area. The
divisions and communities served are:
1. Thermal, Mecca, Oasis, North Shore, Vista Santa Rosa
2. Coachella
3. Indio, lndio Hills
4. La Quinta, Indian Wells, Bermuda Dunes
5. Palm Desert, Rancho Mirage, Thousand Palms
CVRPD is funded by various sources: praperty taxes, program revenue, benefii
assessments, and other revenue. There are several benefit assessments within the
CVRPD. One assessment district is within the boundaries of the city of Indio and
provides fiscal resources for the Indio Community Center and Park. Another is
within the community of Thousand Palms and funds Thousand Palms Community
Center and Park. Other benefit assessment districts cover the remaining district
service sphere of influence, including the City of Palm DeserE.
The current mix of funding sources as a percent of total funding is:
32% Property Taxes (includes Redevelopment Agency Tax)
13% Assessment Districts
34% Program Revenue
21 % Other Revenue
CVRPD Relationship with the City of Palm Desert
The CVRPD is a provider of park and recreation services for the residents of Palm
Desert in its own right. It also has a lease agreement with the City of Palm Desert
Palm Desert Community Center as well as several separate contractual agreements
for specific services, and it has sponsored at least one activity on a regular basis. In
adciition it has opportunity to collect revenues for services delivered or managed.
Included in "program" and "other revenue," identified above in the current mix of
CVRPD funding sources, are the funds paid by the City of Palm Desert, as
determined on an annual basis to the CVRPD for particular services. The following
list details each type of relationship currently in place between the City and the
CVRPD.
Lease A�reement
• Operations of the Palm Desert Recreation Center. CVRPD leases the facility
from the City of Palm Desert for $1.00 annually. The CVRPD uses this facility to
provide recreation services to its residents, many of whom are Palm Desert
residents. There are no written formal specific requirements regarding quanHty
or type of services desired by the City. 2005-2006 anticipated revenues included:
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$18,000 for member cards (down from $21,430 in 2004 - 2005);
$16,000 for programs (down from $20,460 in 2004 - 2005);
$40,000 for facility rentals (includes both this center and the Portola
center).
CVRPD provided initial equipment for the facility. It is assumed that the District
is also responsible for regular equipment upgrading as needed, however it made
a recent request of the City for $50,000 for replacing fitness equipment. That
request has not been granted.
Contracts
1. Skate Park Monitoring. Budget: approximately $110,000. Requirement:
Attendant on duty from 6:00 a.m. to 10:00 p.m, every day of the year. The
CVRPD invoices the City monthly for hours they have provided. This amount
has increased annually by the cost of living adjustment (COLA) that the City
provides its employees.
2. Park Patrol and Park Maintenance. Budget: approximately $215,000.
Requirement: Open and close restrooms in all parks and clean the restrooms each
morning; patrol Civic Center Park every hour (this is the only park that is
patrolled.) The CVRPD invoices the City monthly for service provided. The City
pays the equivalent of two staff inembers for 17 hours per day (original
agreement with CVRPD indicated that the City would pay for an equivalent of
one staff inember 17 hours per day.) This amount has increased annually by the
cost of living adjustment (COLA) that the City provides its employees.
3. Golf Course. Budget: $50,000 annually. Requirement: no particular requirement
from the City. This budget amount was approved upon request of the CVRPD to
subsidize the operation of the golf course.
4. Portola Community Center. Budget: �52,000 annuallY. Requirement: This
budget allocation was determined to cover the cost of supervision, secretarial/
receptionist, custodial and supplies to be reimbursed by City. CVRPD may also
invoice hourly for weekend hours. Anticipated revenue for 2005-2006 is $1,200,
(down from $1,400 in 2004-2005).
5. After School Program. Budget: $30,500. Requirement: This budget allocation
was determined to subsidize the after school program at Palm Desert Midale
School.
Sponsorships
6. Senior Games. Budget: $26,000 annually. This budget allocation has been made
upon request of the CVPRD for the City to be a major sponsor of the Senior
Games.
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Revenues for Services Delivered or ManaQed
7. Civic Center Park Shelters. Budget: Anticipated revenue for 2005-2006 is
�3,000. Requirement: Scheduling of park shelters. Revenue for sheltcr rentaIs is
collected by the District. A$20.00 aaministrative fee for each reservarion is paid
to the City by CVRPD on an annual basis.
8. Sports Fields. Budget: Anticipated revenue for 2005-2006 is �6,525.
Requirement: Schedule and keep a master calendar of all sports fields. CVRPD
collects a field use fee and light use fees from local sports associarions. CVRPD
retains these funds.
9. Desert Willow Resident Cards. Buaget: Anticipated revenue for 2005-2006 is
$36,000 for card fees. Requirement: The CVRPD to sell identification cards that
allow a resident discount at the City-owned Desert Willow Golf Course. These
cards are sold for $8.00 each. CVRPD retains these funds.
10. Skatepark Cards. Budget: Anticipated revenue for 2005-2006 is $5,000 for card
fees, (down from $6,265 in 2004-2005). Requirement: The CVRPD to sell
identification cards that allow use of the skatepark facility. The cards are sold for
$5.00 each. CVRPD retains these funds.
CV RPD Parks and Recreation Services
A variety of services are provided io District users directly by CVRPD and by the
District serving as facilitator, broker or sponsor. CVRPD either directly owns and
operates, schedules only, operates only, leases and operates, maintains only, funds
only, or programs only a multitude of community centers, parks, swimming pools,
sports complexes, golf courses and regional parks.
The CVRPD has offered the following programs at facilities in Palm Desert over the
past year, totaling approximately 100-120 activities, assuming a monthly registration
for each program. In addition, CVRPD also offers special events and programs at
other locations through the District that are open to Palm Desert residents.
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CVRPD PROGRAM OFFERINGS
Cultural
Dance
� Music
I Fitness
� Yoga and Health
� Martial Arts
� Sports
Youth
Adult
� Golf
Yo Yo Tournament (Jan)
Spring Egg Hunt (Apr)
Belly Dancing,
Swing and Salsa Wkshps
Ballroom Dancing
Round Dancing
Guitar (3)
Jauercize (3), Jazzercize
Lite
Hatha Yoga
Basketball League
Basketball Shoot Out
Skateboarding 101
COED Softball Men's
Basketball
9 hole Golf Center
Golf Lessons
Jr. Golf Development
Program
Belly Dancing
Swing and Salsa Wkshps
Ballroom Dancing
Guitar (2)
Jauercize (3), Jazzercize
Lite
Hatha Yoga
Shotokan Karate
Basketball League
Basketball Camp
NFL Punt, Pass and Kick
Competition
COED Softball
9 hole Golf Center
Golf Lessons
Jr. Golf Summer Camps
Belly Dancing
Swing and Salsa Wkshps
Ballroom Dancing
Dance, Play, Pretend
Be�inning Ballet
Guitar (4)
Jauercize (3), Jauercize I
Lite
Hatha Yoga �
Shotokan Karate �
Basketball League
Tennis Clinics
MLB Pitch,Hit, Run
Tennis Clinics
9 hole Golf Center
Golf Lessons
Jr. Golf Development
Program
CVRPD Future Plans
The CVRPD Spring 2006 Program Brochure summarized preliminary Master Plan
recommendations to meet the future needs of the 14 communities served by the
District.
Fncilities
• Provide a premier aquatic facility with numerous amenities
• Work on a"major" sports complex
• Construct a state of the art community center
I'roQrnnrs
• Assume the role of facilitator or broker of recreation
• Be a source of training opportunities to meet needs of sports organizations
and not-for-profit groups
• Be a central resource to aide ihe public in locating local recreation providers
• Host "summit" meetings of all key recreaHon groups
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� Children's General I
� TinyTots 2 yrsl 9 mo — 4 yrsl 9 mo
� Big Tots 4 yrs/9 mo — 5 yrs
I After School Palm Desert Middle School Palm Desert Middle School
PD Community Center PD Community Center
In the adopted Master Plan document, the only recommended action specifically for
Division Five is:
■ There is significant need for a premier, full-service outdoor aquatic facility
with the most appropriate location within Division Five of CVRPD.
There are a number of programs and policy recommendations that impact
the total District that may have division implications. These actions are
presented as District-wide issues in the Master Plan document.
The FarnilU YMCA of the Desert
The Family YMCA of the Desert is a non-profit organization offering programs ana
services throughouE ihe Coachella Valley. Its mission is "to put Judeo-Christian
principles into practice through programs that build healthy SPIRIT, MIND AND
BODY, for all."
History of the YMCA Impacting the City of Palm Desert Community.
• The Family YMCA of the Desert was established 1982. Previously the YMCA
of Riverside offered programs in the Coachella Valley.
■ Between 1982 and 1984 a YMCA Capital Campaign raised $3 million which
was used to acquire two acres of land in Palm Desert at the Civic Center Park
site.
■ During 1984 and 1985 there was a merger with the Palm Desert Youth Center
on Portola Avenue.
■ In 1986, the YMCA purchased modular facilities and moved the Youth
Center and YMCA Offices to Magnesia Falls Park in Palm Desert.
■ In 1987, the YMCA began to provide before and after school programs at
some Desert Sands Schools (on campus). Other programs that were started
included Youth Basketball, Day and Resident Camp, and Gymnastics.
■ In 1989, planning began with the City of Palm Desert for the YMCA facility
and construction/lease with the Palm Desert Redevelopment Agency.
■ In 1990, the YMCA Palm Desert Facility opened on San Pablo Avenue.
■ In 1997, the jean Benson Preschool opened.
■ In 1999, the YMCA opened a Child Care Center at Carter School.
■ In 2004, the YMCA acquired the former Palm Springs Youth Center and re-
opened as a YMCA facility.
YMCA Relationship with the City of Palm Desert
The CitV of Palm Desert, through the Palm Desert Redevelopment Agency, has had a
contractual agreement with the Family YMCA of the Desert for lease of a building in
the Civic Center site. A 1999 amendment to the 19891ease agreement extended the
term of the original lease for a period of 15 years commencing on May 1,1990 with
option to renew. The YMCA has submitted a letter of intent to the City expressing
its interest in continuing the relationship. The City and the YMCA are awaiting the
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results of the City's recent needs assessment survey ana this study before finalizing a
renewed agreement.
Major tenants of the agreement include:
■ Exchanges YMCA ownership of two acres in the Civic Center site for a long
term lease on the property for one dollar per year.
■ Annually, two months before YMCA fiscal year, YMCA must submit to the
City a schedule of availability of facilities and programs and activities to be
conducted.
■ YMCA is responsible for setting fees, YMCA membership shall not be
required for participation, a non-member fee may be established based on the
"break even' cost of the operation of the facility or for the program or
activity, and non-member fees shalI not be used to subsidize membership
fees.
■ The YMCA has two options to extend the Iease if it has expanded the facility
by an additiona15,000 square feet of usable area for each option for a total of
10,000 square feet on property made avaiIable by the City.
Availability of YMCA Programs to City Of Paim Desert Residents
YMCA memberships are designed for individuals and families who would like to
participate in and receive membership rates on all Family YMCA of the Desert
programs and classes. The membership card may be used at many YMCA's
throughout the United States. Membership rates are paid annually and financial
assistance is available. The YMCA building in Civic Center Park is owned by the
City of Palm Desert and leased to the YMCA. It is known as the Palm Desert YMCA
and the Family YMCA of the Desert.
Palm Desert YMCA Membership Rates:
Youth (16 & under) $37/yr.
College (17-21) $40/yr
Adult (21+) $50/yr.
Single Parent Family $58/yr.
Family $74/yr.
Senior Adult (60+) �40/yr.
Senior Family/Couple $58/yr.
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Facilities used by the YMCA located in the City of Palm Desert:
FamiIv YMCA of the Desert lean Benson ChiIcicare Center
Administrative Offices 75-433 Orange Blossom Lane
43-930 San PabIo Avenue Palm Desert, CA 92211
Palm Desert, CA 92260 (760) 836-3336
(760)341-9622
Carter YMCA Childcare Center
74-251 Hovley Lane
Palm Desert, CA 92260
(760) 346-7171
San PabIo Childcare
43-930 San Pablo Avenue
Palm Desert, CA 92260
(760) 341-9622
Ford School Site
44-210 Warner Trail
Palm Desert, CA 92260
(760) 902-1754
Youth Center, YMCA
Portola Park/Community Park
74251 Magnesia Falls
Palm Desert, CA 92260
(760) 779-9761
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YMCA Programs and Activities
YMCA programs and activities are designed to benefit people of all backgrounds.
Program fees are above and beyond the membership fee and are based on the cost of
providing each program. Participants are not required to be YMCA members to take
advantage or programs and activiHes, however, non-members pay a higher rate for
these programs and activities. While all participants are expected to pay their fair share,
the YMCA will make every effort to assist any individual who wishes to participate but
cannot afford the fee.
The YMCA offers a variety of programs to the citizens of the City of Palm Desert. Most
programs offered are fee based, most special events are free. The majority of the YMCA
programs are provided for children and teens, with a strong camp and before anci after
school program. The YMCA also offers family activities and special events, as well as
several adult programs. Program areas include sports and fitness, teens, aquatics,
music, art and general activities.
Desert Sands Unified School District (DSUSD)
The Desert Sanas Unified School District has a long-standing relationship with the City
of Palm Desert through joint use of facilities occurring at Washington Charter School,
Lincoln Elementary/Palm Desert Middle School, Palm Desert High School and the
uncier-construction Freedom Park at Ronald Regan School. Community access is
available after school, evenings, and on weekends.
Currently, renovation projects are scheduled at Palm Desert Middle School and High
School. The plan identifies a track and football field to be located behind the tot lot
where t-ball practice would be allowed in the future. It appears that the High School
renovations will not begin until at least the summer of 2007. This will eliminate the
three ballfields at the Cook Street Sports Complex. The two or possible 3 ball fields at
Freedom Park will be available by summer 2007. If three fields are constructed at
Freedom Park, they will replace existing facilities but not account for the growth of
programs.
Anticipated Future Facilities in the City of Palm Desert
The following facilities are anticipated to come online in the near future:
■ Freedom Park - Spring 2007
■ One neighborhood park and a dog park in the University Park area - July 2007
■ Two additional neighborhood parks in the University Park area - by the end of
December 2007, pending rate of development in the area.
• Outdoor Aquatic Center - feasibility study complete, negotiations underway, aate to be
determined.
The following table illustrates the variety of ownership and management responsibilities
currently in place in Palm Desert.
He/ping You Achieve Your Goa/s Page 23 GREENPIAY.�
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('OMMUNI"I'Y 1'/�IZKS ANI) RI•:('RI�A"I�ON Nt•:I�,Uti AS5I�SSMI:N7'
Overview
The City of Palm Desert conducted a Community Attitude and Interest Survey during April
ana May of 2006 to help establish priorities for the future improvement of parks and recreation
facilities, programs and services within the community. The survey, administered by a
combination of mail and phone was designed to obtain statistically valid results from
households throughout the City of Palm Desert. Surveys were mailed to a random sample of
2,500 households in the City of Palm Desert, with 641 completions providing a 95% level of
confidence with a precision of at least +�- 3.9%.
Survey Findings
The results of this survey proviae insight regarding of usage, and customer satisfaction, needs,
unmet needs, and priorities as perceived and desired by the citizens of Palm Desert. These
findings are important for the establishment of operating standards and development of a
budget for the provision of parks and recreation services for the future.
Finding #1: Usage of parks is above average with high satisfaction. Maintenance of parks
received the highest satisfaction ratings and quality of outdoor swimnung
pools the lowest.
Finding #2: Residents have a need for a wide range of parks and recreation facilities.
Finaing #3: For a wide range of facilities needs are not fully met.
Finding #4:
Finding #5:
Finaing #6:
Finding #7:
Walking ana biking trails, performing arts center, and small neighborhood
parks are the most important facilities.
Lazy river, water slides, leisure pool, and lap lanes are aquatic features
respondents would use the most at a new outdoor aquatic center.
Two thirds of respondents know the Coachella Valley Recreation and Park
District provides programs and manages facilities in Palm Desert.
Participation in programs offered by CVRPD is very low with high
satisfaction from those who participate.
Finding #8: Respondents have a need for a wide range of programs.
Finding #9: For a wide range of programs needs are not fully met.
Finaing #10: Adult fitness and wellness, city-wide special events and water fitness
programs are the most important programs to respondent households.
Finding #11: Market share exists to grow programs at City-owned facilities operated by
the Coachella Valley Recreation and Park District. These facilities include the
Palm Desert Recreation Center and Gym and the Portola Community Center
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Finding #12: Usage is low at City-owned facilities operated by the Coachella Valley
Recreation and Park District .
Finding #13: Indoor program spaces preferred by residents would be heavily used.
Finding #14: 74% of respondent households would use a new indoor community center
with the features they most prefer at a much higher level than current use of
indoor community centers. These features include a walking and jogging
track, weight room/cardiovascular equipment, aerobics/fitness area and
other program spaces.
Finding #15: "I do not know what is being offered," is the #1 reason preventing
respondent households from using parks, recreation facilities and programs
more often.
Finding #16: Maintenance of Palm Desert parks and the number of Palm Desert parks are
current services for which respondents are most satisfied.
Finding #17: The number of walking and biking trails and maintenance of Palm Desert
parks are current parks and recreation services that should receive the most
attention over the next two years.
Finding #18: A slight majority (55%) of respondents are very or somewhat satisfied with
the overall value they receive from parks and recreation services in Palm
Desert. 12 of 17 current parks and recreation services had over 50% of
respondents indicate they were very satisfied or somewhat satisfied with
current services.
Finding #19: Improvements/maintenance of parks, development of new outdoor aquatic
facilities, new indoor recreation facilities, and acquisition/development of
walking and biking trails were the top categories for funding identified by
respondents when asked how they would allocate $100.
He/ping You Achieve You� Goa/s Page 28 GREENOLAY«
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The City's existing statement of purpose for its parks and recreation effort provides important
information regarding what the City intenas to provide for its citizens in terms of amenities. It
falls short of identifying the role the City should play in assuring that it is fulfilling its purpose
and does not specifically address recreation programming and what it intends to accomplish.
Although the City has acquired a fairly diverse and integrated parks and recreation system
relative to amenities, at this time the City has expressed concern about its ability to assure that
it is reflecting and being responsive to the needs of the City as expressed by its citizens under
its current management model. A suggested Mission Statement attempts to cover those areas.
Existirtg Stntement of I'urposc�:
To provide for a diverse and integrated parks and recreation system which
creates important active and passive recreational amenities that reflect and are
responsive to the needs and standards of the City.
Suggested Mission Stntement:
To assure a diverse and integrated parks and recreation system which creates
active and passive recreational amenities and programs promoting good health,
well being, and a strong sense of community, and that reflect and are
responsive to the needs and standards of the City. In doing so, the City will act
as owner, direct provider, facilitator and partner maximizing the use of City
resources in an efficient and effective manner.
(�ore 1'r�►�;rams and '�er��ices
Palm Desert has grown to a sizable city and that growth is expected to continue at a fairly
dramatic pace. Although core programs and services vary from community to community, the
variety and size of current program offerings, through all current providers, has not kept pace
ti�ith the desires of the community and is quite limited when compared with cities of similar
size across the country.
Only slightly more than half of the community, or 55%, are satisfied with the value they receive
from their parks and recreation services. Residents expressed a need for a wide range of parks
and recreation facilities and programs and these needs are not fully met. Participants expressed
high satisfaction with current programs, however participation is very low, most likely a
reflection of the limited program offering and insufficient marketing as evidenced by their lack
of awareness being the number one reason they dori t participate, or participate more often.
Adult fitness and wellness, city-wide special events and water fitness programs are identified as
the most important programs. The development of new outdoor aquatic facilities and new
incioor recreation facilities were among the top categories for funding.
Residents provided specific information about their needs. Indoor program spaces preferred by
residents would be heavily used. 74% of respondent households would use a new indoor
community center with the features they most prefer at a much higher level than current use of
Helping You Achieve Your Goa/s Page 29 GREfNPLAY«
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indoor community centers. These features include a walking and jogging track, weight
room/cardiovascular equipment, aerobics/fitness area and other program spaces. Lazy river,
water slides, leisure pool, and lap lanes are ayuatic features respondents would use the most at
a new outdoor aquaric center.
Core programs generally consist of a variety of opportunities balanced to match the
demographics of the community and ability to pay. Special events may be free or charge a fee
depending on the level of organization and sponsorships. Fees for youth programs commonly
at least cover the direct cost of providing the program. Adult programs commonly cover direct
and indirect costs, contributing to offset the operations and maintenance cost associated with
the facility in which the program is held. Older adult programs intended to meet a social
interaction goal are commonly subsidized or sponsored (meals, clubs, cards, etc.) Other adult
programs, such as trips, speakers, and active pursuits often at least cover direct costs.
In comparison to the approximately 100 public recreation programs offered to Palm Desert
residents, the 2006 National Gold Medal Awardl� Winners, for excellence in parks and
recreation management, in Class IV, population 25,001-50,000, report a range of 700 - 1800
program offerings in addition to numerous community events each year. In addition to
numerous outdoor facilities, these communities have invested in significant indoor recreation
space and use these facilities plus school district facilities to host programs. The next
population category, population 50,001 -100,000 reports well over 2000 program offerings
annually.
Communities have been able to grow these programs over time for three main reasons: many
inaividuals are very willing and able to pay for an activity commensurate with its quality value;
scholarship programs are available for those who cannot afford to pay or pay fully; and there is
an incentive built into the pricing philosophy that encourages the development of more and
new programs, without having to request additional tax funding. The investment of tax dollars
instead goes into providing and caring for the facilities in which programmulg takes place.
Typical programs include:
I're-sd iool
�'outh
Actiilf
Parent-tot activities - music, art, drama, tumbling, fitness, dance
Pre-school - 2.5 hours, 2-3 times per week, pre-kindergarten
Sports - developmental programs, clinics; leag-ue play sometimes provided by local
sports associations
Cultural arts - music, dance, drama, visual arts, photography
General - clubs, before/after school, cooking, crafts, babysitting, adventure/trips, jr.
engineering
Sports leagues
10 2006 Nationul Gold Medal Awards ��r Excellence in Par� and Recreatinn Management presented by the
American Academy for Park and Recreation Administration in partnership with the National Recreation and Park
Association, Seattle, WA, October 2006.
Helping You Achieve Your Goals Page 30 GREENp[Ay«
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Fitness and wellness, Martial arts
Cultural arts - music, dance, drama, visual arts, photography
General - trips,l5� aid/CPR, sewing, knitting, quilting
Environmental education/interpretation
Olcic�r Adttlt
Fitness and Wellness, Silver Sneakers
Sports - Over 401eagues
General Interest - computer, retirement planning, social
Trips
Cultural Arts
Aquntics
Open swim, learn to swim (infant, pre-school, school age, teen and adult) aqua fitness,
swim team, master's swim, lifeguard training, ana specialty classes
Atltletics
Basketball, baseball, softball, football, soccer, lacrosse, Ultimate Frisbee, in-line hockey,
gymnastics, cheerleading, bowling
Camps, clinics, leagues, special events
Tlternpet�tic IZecrention
Activities for people with disabilities, both separate offerings and inclusion services
Operating Standards
The creation of a full-fledged Parks and Recreation Department will require a significant change
to the minimal staffing available to manage the current parks and recreation services. This
change shoulci be envisioned in two waves; the first is merely a shift of the existing service level
provision from the CVRPD to the City, and the second would be a change to lead and manage
the higher level of service more typical for a growing community of 50,000 residents.
The City staffing level will be increased to refine and continue the services currently provided
by the CVRPD. The overall staffing level will be enhanced to increase the level of service to
better meet the expressed desires of the citizens of Palm Desert. Contracted services shoulci be
used where appropriate and where mutual benefit exists. Volunteer groups and individuals
will be sought for appropriate tasks to complement staff efforts.
High use parks will be provided with continuous monitoring encouraging a welcoming and
enjoyable experience for users, and with authority to issue warnings and citations for those in
violalion of City ordinances.
Facilities will be staffed, operated, and maintained to maximize capacity. The partnership with
the YMCA, fostered through the lease agreement in place for the YMCA building should be
continued.
A wide variety of recreation programs should be provided for all age groups maximizing the
use of existing facilities and complementing the offerings of the YMCA. Programming
partnerships will continue with the YMCA, local sports associations, non-profits groups and
others to maximize the use of community resources. Partnership with the CVRPD should be re-
Helping You Achieve Your Goals Page 31 GRfENP[AY«
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evaluated and continued, when and where appropriate, related to regional services such as the
CVRPD-owned 9-hole golf course and the Sr. Games program, and other facilities and
programs of a regional nature that may be possible in the future.
The Cily should pursue further discussions with DSUSD regarding potential agreements for
green space, ball fields and swimming in Palm Desert to meet existing and future growth needs.
Pricing and cost recovery philosophy and policies should be developed to encourage anci
support a sustainable facility and program offering. Most programs will be priced to minimally
recover direct costs. Adult programs will also recover indirect costs that can be attributed to
each program area, in order to contribute to the cost of operation and maintenance of the
facilities in which they are helci.
Awareness of facility and program opportunities should be increased through a concerted,
comprehensive marketing effort. Satisfaction levels, unmet needs, priorities and willingness to
pay should also be examined on a regular basis. Market changes and trends should be
monitorea and taken into account during program planning and development.
Accountability should be achieved to track costs, participation patterns and revenues on a
program and business unit basis. This will also provide an appropriate level of information for
reporting and effecting decision making.
Organizational Structure
Staffing for the Parks and Recreation Department should allow the Department to manage its
efforts through both employees and the continuarion of some contracted services where mutual
benefit exists.
Initially, to take over the services currently provided by CVRPD, the City would need to add a
full time Recreation Supervisor and a full time front desk attendant for the Palm Desert
Community Center. Four Park Patrol Compliance Officers would be added to the staff to
continue patrol of Civic Center Park, and expand that service to other heavily used parks in the
system. Part time staffing would be added for both the Palm Desert and Portola Community
Centers.
In the future, the Department should be led by a Director of Parks and Recreation with the
support of an Administrative Secretary. Day to day operations should be overseen by a Parks
Supervisor and a Recreation Supervisor (to be located at the Palm Desert Community Center).
When the aquatics facility is brought on line, an aquatic supervisor (included in facility
feasibility sludy budget) and a Business Operations/Marketing position should be added. As
the sports and recreation programs grow, a Sports Supervisor and Recreation Superintendent
should be added.
OrQanizational Chart
(to he ac�ded)
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Facilities and Equipment
Facilities will be staffed and operated, and maintained to maximize capacity through an
efficient and effective approach. This will require three significant changes in the current
approach which are reflected in the Business Plan Budget:
1. Facility hours need to be adjusted to be more available when residents ana visitors are
available.
2. Facility staffing will take advantage of progranuning and support staff by locating those
positions in the Palm Desert Community Center.
3. The operating budget will contain a line item for equipment replacement and facility
renovation on a periodic and timely basis.
The suggested facility hours are
■ Palm Desert Community Center: 6:00 am - 10:00 pm Monday through Friday; 12:00
noon to 6:00 pm on Saturday.
Portola Community Center: 8:00 am - 8:30 pm Monday through Friday; as needed 8:30
pm -10:00 pm Monday through Friday and 8:00 am -10:00 pm Saturday.
Skatepark: 6:00 am -10:00 pm daily; 2:00 pm-10:00 pm Monday through Friday during
the school year.
Park Patrol should provide for continuous monitoring of all parks with authority to issue
warnings and citations for those in violation of City ordinances. They will also serve as park
ambassadors encouraging a welcoming and enjoyable experience for users.
Facilities and major equipment will be inventoried to ensure good condition and inclusion of
repair and replacement funds in the annual budget based on expected life expectancy and use.
Equipment necessary for the operation, monitoring, and maintenance of facilities previously
provided by the CVRPD will need to be acquired. This equipment will include:
• Recreation management software (program registration, room scheduling, league
scheduling)
■ Identification card making equipment/computer work stations/copier
■ Fitness Equipment for Palm Desert Community Center
■ Cleaning equipment for Palm Desert and Portola Community Centers
■ Park Patrol golf carts (2) and truck
The recreation program will be determined by evaluating and building on the exisring program
provided by the CVRPD. It is anticipated that the YMCA will continue to be a major provider
of youth programming. The following program areas were identified as most important by the
citizens of Palm Desert:
Fitness and Wellness
The Palm Desert Community Center provides a small fitness area and multipurpose
room for fitness activities. This area is not adequate for the needs expressed by the
community. The current equipment is in need of replacement. There is opportunity
with the renewal of the lease agreement with the YMCA for a 10,000 square foot
addition to the current facility. This space should be carefully consiaered in order to
Helping You Achieve Your Goals Page 33 GREENPLAY«
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meet the need for equipment, multi-purpose activity, and classroom space. Potential
partnership with the medical community shoula also be explored for consideration of
additional space at another location or an enhanced wellness program at the Civic
Center Park site.
Special Events
Community gathering opportunities are extremely important in our changing
culture, and are also an expressed desire of Palm Desert residents. An enhanced
effort by the City at some point will require dedicated staffing, yet will always
rely heavily on volunteer support.
Water Fitness
The City does not currently have a water based resource and is reliant on the
availability of the outdoor pool in La Quinta for the provision of public aquatic
services. The City is in the process of negotiations with the College of the Desert
regarding the location and programming of a City-planned outdoor family
aquatic center. The CVRPD has also identified the need for a premier, full-
service outdoor aquatic facility with the most appropriate location within
Division Five of CVRPD. The District's interest in financial participation in the
development and operation of the City's planned facility should be explored.
Performing Arts Center
A performing arts center was identified as a"most important facility." As a
performing arts facility is available in the area, a programming partnership
should be pursued to explore the need for recreational participation activities.
Accountability should be achievea through the acquisition and use of recreation management
software, allowing the Department to track costs, number of participants and revenues on a
program and business unit basis. This will also provide an appropriate level of information for
reporting and effecting decision making.
Summary of Annual Expenses and Revenues
Attachment A, pages 1 and 2, shows existing costs incurred by the City based on its own direct
expenses to provide service, as well as funds that are transferred to the CVRPD to provide
services, as currently allocated in 2006. These figures are the reported Fina12006 Budget
(column 2). The next column (column 3) shows a Year One budget reflecting the City taking
over the responsibility of services currently operated by CVRPD at City-owned facilities.
Column 4 shows the future additional costs of providing a thriving and dynamic Parks and
Recreation Department appropriate to serve a growing community of over 50,000 population
and anricipating the addition of the family aquatic facility.
Specific program expenses are not shown as they were not available from the CVRPD for just
the Palm Desert area. The working assumption is that programs are buageted to recover their
direct costs, so revenues and expenses are a wash and are not shown in the buaget.
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Pages 4 and 5 of Attachment A show the cost of services as provided by the CVRPD for facilities
located in Palm Desert (column 2). Column 3 shaws the cost for the City to provide those
scrvices. The City is able to provide these services and enhance them with this budget in the
following ways:
■ Annual allocations for eyuipment replacement and building renovations are providea.
This type of funding was not provided in the CVRPD budget.
■ Park patrol services are able to cover the existing service provided at Civic Center Park
and provide service at the other heavily used parks in the system.
Page 3 of Attachment A reflects one-time start-up costs as an investment in capital assets
necessary for the City to take over the services currently provided by the CVRPD.
Page 3 of Attachment A reflects revenue received by CVRPD from Palm Desert. Property Taxes
and the Special Assessment go directly to CVRPD in exchange for services provided by the
District. Revenues also include monies paid directly to CVRPD from the City and revenues
generated from patrons of service. The Golf Center revenue is shown here even though it is
likely that many patrons are not from Palm Desert, because the expense budget is included in
the budget figures due to the facility being located in Palm Desert.
Revenue projections are based on actual experience reported by the CVRPD for the Palm Desert
and Portola Community Centers. Revenues associated with the use of Palm Desert facilities for
sports and other recreation programs are not available from CVRPD, because as a regional
service provider they do not segregate their programs in that manner. An assumption is made
that sports and recrealional programs cover their direct costs, so those revenues as well as
expenses are not shown in the budget.
Assumptions have been made in compiling this budget:
■ The City will continue to support the Sr. Games through sponsorship at the existing
level.
■ The City may decide to continue to support the 9 hole golf center through at the existing
level.
■ The City will continue to support the After School program at Palm Desert Middle
School at the existing level. If CVRPD does not continue to provide this service, the City
should approach the YMCA to do so.
■ All other services provided by CVRPD at City-owned facilities will be provided by the
City.
■ The Redevelopment Authority pass through would no longer be passed through to
CVRPD.
■ All costs currently funaed by the City but not shown as a line item in this budget would
continue to be funded by the City. (For example - utilities at the Portola Center, Parks
and Recreation Services Manager salary and benefits and all support costs.)
■ The initial purpose of this budgeting exercise is to determine how the City would
provide services currently provided by the CVRPD on City owned sites. Ultimately, its
purpose is to show how the City would fund a full-fledged Department of Parks and
Recreation, including the anticipated family outdoor aquatic facility.
■ It is anticipated that the YMCA will be funding the addition of 10,000 square feet of
indoor recreation space. The City and the YMCA are awaiting the results of this study
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and the citizen survey to determine what type of space to be provided in order to best
meet the needs of the community.
Evaluation of Cost of Services
The current cost of parks and recreation service delivery through City-owned facilities is
$3,430,549 annually. If the City were to take over the services provided by CVRPD at City-
owned facilities, the annual cost would be slightly less at $3,422,300, but with an enhanced
service level as indicated above.
Of the $3,430,549 cost to provide services at City-owned facilities, plus the $432,438 cost to
provide service at the CVRPD owned Golf Center and the Before and After school program at
Palm Desert Middle School, the City is currently providing 65% of the public parks and
recreation service and CVRPD is providing 35% of the public parks and recreation service in the
Palm Desert community.
Using the funding currently provided to the CVRPD, the City could provide the current service
level provided by the CVRPD for slightly less than the CVRPD is able to provide it, plus
provide for equipment replacement and building renovation. It would require that the City
also invest an additional $146,000 in capital assets including vehicles, office equipment, cleaning
equipment and program equipment. The City would have more control over the service
provided to meet the needs of its citizens.
The CVRPD appears to collect $1,961,388 in the Palm Desert community (excluding recreation
program revenues) and appears to reinvest $1,333,324 through the provision of parks anci
recreation service. The CVRPD also provides special events including the recent Rock Concerts.
Projected Revenues and Cost Recovery Expectations
Pricing and Cost Recovery Strategies
The City of Palm Desert should consider structuring most if not all programs to generate
a minimum of 100% cost recovery for direct costs (including fulltime program staf� so
that the program effort is sustainable. This will also create opportunities to generate
excess revenue over direct expenses to support the indirect costs of each program, other
community center costs, and the recommended fund balance to support an equipment
replacement program.
It is recommended that the City develop a subsidy/cost recovery philosophy and policy
based on the Department's mission to provide the foundation for revising fees and
charges as necessary. This will include the adoption of a pricing policy and strategy that
fine-tunes the existing CVRPD pricing practices to provide expanded detail in g-uiaing
management decisions. Steps to accomplish this include:
Tracking Costs
Direct and indirect costs will need to be defined and tracked to specific facilities or
programs in order to understand costs versus revenues.
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Direet costs: includes all the specific, identifiable expenses associated with
providing a service. A few examples include wages and benefits, contracted
services, rental of facility and equipment directly related to the service, and
purchased equipment and supplies.
Indireet eosts: encompasses facility overhead including the administrative costs
of the Department, debt service, contractual services, and various other
appropriate costs.
Identify City-wide Participant Categories
The next step is to identify or review the various participant categories that should
be used for all programs, services and facilities. Participant category examples
include resident and non-resident, age, partners identified through various intcr-
governmental agreements, non-profit organizations, and private organizations, as
well as many others.
Determine Fee Schedule and Subsidy Levels
Based on the Pyramid Pricing Model for each program/activity and facility,
determine the subsidy j cost recovery level incorporating participant categories.
Partial Cost Fee: recovers something less than full cost. This partial cost fee could
be set at a percentage of direct costs, all direct costs, all direct costs plus a percentage
of indirect costs, or some combination.
Full Cost Fee: recovers the total cost of a service including all direct and all indirect
costs.
Market Rate Fee: based on demand for a service or facility. Determine the market
rate by identifying all providers of an identical service (e.g., private sector providers,
other municipalities, etc.) and setting the fee at the highest level the market will
sustain.
Develop a Scholarship Program to Implement Ability to Pay and Fee
Reductioii/Waiver Policy
Since park and recreation services exist to benefit the community as a whole, ability
to pay can be an issue for all age groups and all persons of varying ability or
participation levels.
The fee reduction jwaiver policy could be designed to follow the free and reduced
school lunch program guidelines utilizing annual household income thresholds to
determine eligibility. It is recommended that the fee reduction policy include all
persons facing difficulties with ability to pay. A simple application procedure along
with consistent and fair proof of eligibility should be implemented. Eligibility
requirements might include proof of Medicare or Social Security beneficiary with a
per year maximum benefit per person or household. Other criteria can include
income verification although this is often not a reliable indicator of ability to pay for
retired persons.
He/ping You Achieve Your Goa/s Page 37 GREENP[AY«
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✓4elrrl�y
Enhance Financial Tracking and Analysis
Relative to the City's budget, the overall monthly, quarterly, and annual tracking
systems should be expanded by the Parks and Recreation Department to provide
information relative to management decisions.
Pricing and cost recovery philosophy and policies should be developed to encourage
and support a sustainable facility and program offering. Most programs will be priced
to minimally recover direct costs. Adult programs will also recover indirect costs that
can be attributed to each program area, in order to contribute to the cost of operation
and maintenance of the facilities in which they are held.
Implementation Strategies
Performance Measurements should be established to reflect a sustainable parks and recreation
effort. These should address number and variety of programs offered, numbers of people
served, satisfaction levels, cost recovery attainment, overall budget adherence.
Marketing efforts need to be broad based through the development of a parks and recreation
brochure, as well as focused on specific target markets through flyers, direct mail, and
eventually through e-mails of interested parties and program participants.
Department capital improvements have been identified and slated for funding. The family
aquatic center is currently in negotiations regarding site and potential partnership. It is critical
that ongoing operations and maintenance needs be identified and funded for each capital
improvement as it comes on line.
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MEMORANDUM
To: Cazlos Ortega, City Manager
City of Palm Desert
FROM: David J.�i '
DATE: October 9, 2006
RE: Coachella Valley Recreation and Park District — Detachment
The removal of the portion of the Coachella Valley Recreation and Park District
that lies within the boundaries of the City of Palm Desert would be considered a"detachment"t,
which is a type of "change of organizations2, subject to the following process before the
Riverside Local Agency Formation Commission ("LAFCO").
I.
IIYITIATION OF LAFCO PROCEEDINGS
A. Resolution of Application
There are varioe�s ways of initiating a LAFCO change of organization. In this
case, the detachment would be initiated by a"resolution of application" by the City Council.
The resolution contains information such as the reasons for the proposed detachment (enhanced
services), and proposed terms and conditions. A form "resolution of application" is attached as
Exhibit "A".
` Government Code Sectio» 56033; All further references in this memo are to the Government Code, unless
otherwise indicated.
'` Section 56021. �(�
RMPUB\RHARGREAV ES1275516.1
0
The City must provide 20-days notice prior to the adoption of the resolution to
each interested agency. The notice should generally describe the proposal and the territory3.
(Section 56654).
B. LAFCO Aanlication
Attached as Exhibit "B" is the LAFCO Application form. The Application
provides information regarding the applicant and the territory subject to the application.
C. Plan of Services
The plan of services is the keystone of the detachment proposal. The plaa must
identify in detail how and when services will be provided and funded. The plan should include:
1.
2.
3.
4.
A brief description of the level of service and facilities currently available;
A comprehensive description of the level of service and facilities proposed to be
provided;
Whether construction of new facilities or upgrading the existing facilities will be
required; and
Information with respect to'the cost of each service and facility and the
sufficiency of revenues to cover those costs.4
The "standards for preparation of a plan of services" is attached as Exhibit "C".
D. Boundan+ Description
The proposal must include a meets and bounds legal description and associated
map prepared to specific standards of LAFCO
description standazds.
' Section 56654.
4 Section 56653.
r
� ,,,tRMPUB\RHARGREAVES�275516.1
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Exhibit "D" contains specific boundary
0
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E. CEOA CompUance
Prior to adoption of the "resolution of application", the City must complete a
CEQA analysis of the proposed detachment. LAFCO wil� rely on the City's CEQA documents
during its own determinatioa.
F. Illustrative Mans
Exhibit "E" provides guidelines for illustrations that must accompany the
application.
G. Fees
Attached as Exhibit "F" is the LAFCO Fee Schedule. The initial fee in this case
would be $?,000.00. Other fees, in lesser amounts, may become applicable.
II.
PROCEEDINGS BEFORE LAFCO
A. Acceatance of Filin�
Once the application is filed, the Executive Director of LAFCO shall determine
within 30 days whether the application is complete. If so, the Executive Officer sets the matter
for hearing. The hearing shall not be more than 90 days after acceptance of the application as
completes.
S Section 56658.
-3-
p/�►�.
R,�IPUB�RHARGREAV ES�275 3I 6.1
—�-------
B. A Reuort
The Executive Officer shall prepaze a report, including recommendations. The
report should be filed at least five days prior to the hearing6.
C. Hearin$
At the date prescribed, the LAFCO Commission shall heaz the matter. The
hearing may be continued from time-to-time, but not to exceed 70 days from the date specified in
the original notice. At the hearing, the Commission shall heaz and receive any oral or written
protests�.
D. Commission Determination
In reaching a determination on the matter, the Commission shall consider a
number of factors, including the present cost and adequacy of the services provided, the probable
future need for those services, and the probable effect of the proposed attachment on the C.V.
Recreation District8.
The Commission may order the detachment without an election if written protests
have been filed by less than 25% of the registered voters in the affected azea. If sufficient
written protests have been filed, the Commission cannot order the detachment unless approved
by an election of the registered voters in the affected area9. The Commission has the discretion
to order that the election include the registered voters of the whole districtlo
6 Section 56665.
' Section 56666.
� Section 56668.
9 Section 57075.
10 Section 56876.
-4-
('� �iPUB�RHARGREAVES�2�5516.1 ��
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It is interesting to note that LAFCO policy 2.1.2 favors detachment in cases such
as this: "Where special district boundaries overlap city territory, LAFCO will support district
detachments if the city provides similaz services to the district and can demqnstrate one of the
following conditions are met: (a) the subject city provides a higher level of service; or (b) the
subject city provides equivalent service levels at a lower cost. LAFC(� shall also consider the
impact of detachment on the ability of the district to provide services to the remainder of its
service area.". (Exhibit "G'�.
: .�. • ��
RM PUB�RHARGRBAV ES\275516.1
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SAMPLE
Resolution No.
A RESOLUTION OF APPLICATION BY THE
CITY OF OR DISTRICT
RE4UESTING THE LOCAL AGENCY FORMATION COMMISSION TO TAKE
PROCEEDING3 FOR THE
(Chanp� M orpan�atlon or nory�ntratlon)
RESOLVED� by the City Council of the City of /Board of
Directors of the District, that
WHEREAS� the City of / District
desires to initiate a proposai pursuant to the Cortese-Knox-Hertzberg Local
Govemment Reorganizatlon Act of 2000, commencing with Sectlon 56000 of the
Califomia Government Code� for the (annexatlon,
detachment, etc:); and
WHEREAS� notice of intent to adopt this resolutlon of application has/has not been
given to the commission, each interested agency and each subject agency at least
20 days prior to the adoption of this resolutlon; and
WHEREAS� the territory proposed to be (annexed�
detached, etc.) is inhabited/unlnhabited, and a description of the boundaries of the
territory is set fo�th in Exhibit attached hereto and by this reference
incorporated herein; and
WHEREA3� this proposal is/is not consistent with the sphere of influence of the
affeeted city andlor distriet(a); and
WHEREAS, it ia desired to provide� that the proposed (annexation,
detachment, etc.) be aubject to the following terms and conditlons:
;and
WHEREAS� the reasons for the proposed (annexation,
detachment, etc.) are as follows:
WHEREAS, this Council/Board certifles that:
(flndings pursuant to CEQA)
(over)
;and
RIVERSIDE LOCAL AGENCY FORMATION COMMISSION • 3850 V[NE STREET, SUITE I 10 • RiVERSIDE, CA 92507-4277
���. PHONE (951) 369-0631 • www.lafco.orq • EAX (951) 369-8479 e��
' _)_-• l..�
5ample Resok�Hon
Page 2
NOW, THEREFORE, this Reaolution of Application is hereby adopted and approved
by the City Council of the City ot /Board oi Directors of
the District, and the Local Agency Fonnatlon
Commission of Riverside County is hereby requested to take proceedings for the
oi tierritory aa deacribed in Exhibit , accordi�g to
the tertns and conditlons stated above and in the manner provided by the Cortese-
Knox-Hertzberg Local Government Reorganization Act of 2000.
#,�►,�«.�..,�..,�.*....�.1►
Passed and adopted by the City Council of the City ot Board of
Directora of the District at a regular/specia{
meeting thereot held on the day of , 20 , by the
following vote:
RIVERSIDE LOCAL AGENCY FORMATION COMMISS[ON • 3850 VINE STREET, SUITE 110 • RIVEftS1DE, CA 925Q?-4277
PHONE (951) 369-0631 • www.lafco.ore • FAX (951) 369-8479 • ��j�
�`�
APPLICATION TO THE RIVERSIDE LOCAL AGENCY FORMATION COMMISSION
PROPOSAL:
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NOTICES: List below the names and addresses of persons to whom notices and staff reports should be
directed (3 maximum).
Name:
Address:
Nartte:
Addresa:
Name:
Address:
TelephonelFax:
Cit�r, State, Zip:
Telepho�e/Fax:
Cit�r, State, Zip:
TelephonelFax:
Cit�r, State, Zip:
Provide � set� of mailing la�ls tcr persons to whom notices and repo�ls are to be aerrt.
Does this proposal have the conserrt of 100 percerrt of the affected property owners? Yes No
if yes, include writLen statements of consent and proot of ownershlp (assessor rolt printout, grant desd, etc).
Afao, attach aN correspondence tolfrom existing residenb andlor properly owners.
ItIVERSIDE LOCAL AGENCY FORMATION CUMM[SSION • 3850 VINE STREET, SUITE 110 • RIVERSIDE, CA 92507-�1277
PHONE (951) 369-0631 • www.lafco.orq • FAX (951) 369-8479 ��
Application Form
Pags 2
AREA DATA
otn�.a1 t.oc,non:
Topo�rspNy and slwMlleanE phytkal hatwsr:
Ac�r
IF.sEknabd DwM1n� lAnlb:
Descrfbe the proximity of the subject area to cu�rently developed aress.
LAND USE
APPROVALS
o.n..a/ P/in vosl�naa�cns
2on or Pre�Zonin�
Subdlvlslons
COUNTY
Is any portlon of ths subject barri�o�ry withln a redevelopment area? Yes
I E�frn+t�d PopWallon:
No
cmr
Is any portio� of the sub)ect territory subJect to a WIIHamson Act Contract (Ag�icultural Proserve)? Ye� No
If yes, ContractlPreserve Number. Datie established:
Llst all amendmenb by dats: , ,
Date Nodce ot Non-Renewaf 111sd:
Has the city flled a protBst pursuant to govemmsnt code sectlon 51243.67 Yes _�p
Provide an offlcfal map of tha Ag�icultural Preserve.
The City O wfil succeed 0 wiq not succeed i� the cond�act
Applicant shali defend, indemnity and hold hartnlesa the Rfverside CouMy Local Agency Fortnati�on Commissbn (LAFCO), its
oificara, agents and employees irom any claim, actlon or proceeding, and for any damages, penaldea, fines or ot�er costs
irnposed on or incuRed by lAFCO wherein LAFCO, its offlcero, agenta or empbyees should be named as a party in any
titigation or administrative proceeding in connec�on with this applica�on. Applicant agreea that LAFCO has the right to appoint
its own counsel for ita defense and condud its own defense in the man�e� it deems in ita best interest and taking such acdon
shall not limit Appltcant's obligation to indemnify and reimburse LAFCO, its officers, agents and employees.
Furthermore, I hereby certify that the statements and information presented within this application and associated attachments
are true and corred ta the best of my knowledge and belief. I acknowledge that anyone who is invotved wi� any annexatlon to
be considered by the Commission and who has made a contributlon of more than 5250 in the past tw�elve months to any
member of the Commission must disGose the Commission member to whom the contribution was made and the matter of
considera�on with which they are invotved. Furthermore, the Agent designated herein is hereby authorized to act on behalf of
the Appficant for the purpose of processing this applicadon untll such time as written notice to the contrary is provided by the
Applicant to the Executive Officer of the Riverside LAFCO.
Signature of Agent
Date
Printed Name of Agent and Firtn (if applicable)
Signature of Applicant
Printed Name of Applicant
Date
REVISED tOfY004
RlVERSIDE LOCAL AGENCY FORMA`C10N COMM1SS10N • 3850 VINE STREET, SUITE 110 • RIVERSIDE, CA 92507-4277 ^
PHONE (95l) 364-0631 • www.lafco.orq • FAX (95l) 369-8479 3,�c.
STANDARDS FOR PREPARATION OF A PLAN OF SERVICES
Each proposal for a change of organization or reorganization must be accompanied by a Pian of Services. The
Plan of Services is the central document of the proposal. It is the basis for the staff and commission evaluation
as to 1) the ability of the agency to provide seroices in a cost-effective manner and 2) the beneflt to be received
by the area �elative to aftemative courses of action.
Plans of Services should be prepared based on the uttimate expected land uses in the affected area. A
statement that an area is cuRentiy undeveloped and, therefore, will not require the extension of any services is
not sufficient. Specific phasing assumptions should be utilized as the basis for the planned extension of
services. The Plan of Senrice must inciude all of the iollowing:
Furnish a map of the affected area and adjacent areas, depicting the applicable zoning/pre-zoning and
other specific development approvals.
2. For each service to be extended to the area, the foUowing information must be included:
A. A brief desc�iption of the level of service/ facil'fies cuRently available to the area through the
current service provider. The description should include the location from which services are
provided and the cost to residents/property owners for that service. (Also see illustrative map
requirements.)
8. A comprehensive description of the levet of serviceJfacilities proposed to be provided, including
the location from which services will be provided. (Also see illustrative map requirements.)
C. Whether construction of new facilities or upgrading of existi�g facilities will be required and
whether additional personnel will be needed to extend the service. (Also see illustrative map
requirements.)
D. An indication of when service wiii likety be extended to the affected teRitory.
E. Information with respect to the cost of each service/facility and the sufficiency of revenues to
cover those costs. �II the area be subject to any existing or new general taxes, special taxes,
assessments or charges? If so, what is the amount?
3. Any special requirements, restrictions or exceptions regarding property use or improvements, e.g.,
sunset or grandfather provisions conceming animal keeping, requirement for sewers, etc.
4. For any proposal that would �equire retail water service, provide information regarding the timely
avai{ability of water supplies sufficient to meet projected needs, including this proposal. The water
purveyor must supply this information. Pursuant to Cortese-Knox-Hertzberg Local Govemment
Reorganization Act, ihe informatio� should be provided as specified in Government Code Section
65352.5.
The P{an of Services must be signed and dated by the executive officer (cily manager, district manager)
of the subject agency.
RIVERSIDE LOCAL AGENCY i�UR1�1AT10N COMMISSION • 3850 VINE STREET, SUITE 110 • RIVERSIDE, CA 92507-4277
PHONE (951) 369-0631 • www.lafco.orq • FAX (951) 369-8479 �
LAFCO LEGAL DESCRIPTI�N � MAP REQUIREMENTS
LEGAL DESCRIPTION STANDARDS
LAFCO requires a sound legai description that is acceptabie to the surveying profession.
Requirements and the desired format are summarized below. Attached is a copy of the
standards for Maps & Legal descriptions prepa�ed by the State Board of Equalization (SBE).
Thesa standards must be adhered to in your preparation of Legal Desc�iptions and Maps for the
proposal.
WHO CAN PREPARE: Maps and Legal descriptions may be prepa�ed by any person or
firm which holds a current and valid State of Califomia license as a Registered Surveyor or
Registered Civil Engineer (with a number 33965 or lower). Addidonalty, firms previously
approved by LAFCO can submit Legal Descriptions & Maps without review by the County
Sunieyor (see bebw far more information).
I.EGAL DESCRIPTION b MAP REVIEW: Map and legal descriptions must be reviewed for
form, content and accuracy. Prior to preparatlon piease contact Wayne Fowler at {951) 369-
0631 if the engineer or surveyo� has not previously prepared a map and legal description for
LAFCO. Firms will work directly with LAFCO staff in the checking process, usually via fax.
Upon LAFCD approval of the final review, you shall send into LAFCO a ciean, wet stamped and
signed originai. Under this option, each Map 8 Legal description must be accompanied by the
CeRification fo� Boundary Descriptions (attached) attesting that the flrm or individual stands
behind thei� woric. There is no separate review fee associated with a LAFCO review.
GENERAL: All contiguous boundaries should match existing City, District or CSA boundary
descriptions whenever possible. LAFCO staff will provide informa4on on existing boundaries.
Boundaries should include all teRitory out to the street centerlines unless othervvise instructed
by LAFCO staff. Boundaries must foilow existing lines of assessment, and may not cut parcels.
FORMAT: The following elements shalf be used:
1) Title
2) Caption
3) POB, POC, TPOB
4) Metes and Bounds
5) Area
6) Signature 8� Seal
RIVERSIDE LOCr�L �GENCY FORMA'CION COMMISSION • 3850 VINE STREET, SU1TE 1 l0 • RIVERSIDE, CA 92507-4277�
PHONE (951) 369-0631 • www.lafco.orq • FAX (951) 369-8479
f.AFCO Leyal DescripNon 8 Map Requlrements
Page 2
The caption, the statement of the point of beginning and the metes 8� bounds description should
be separate, single spaced sentences, separated by double spacing.
TITLE: Should be centered, top of first page oniy.
a. Exhibit "A" for both legal description and Map. Additional exhibits may be
used depending upon the actions being taken.
b. LAFCO Number (will be assigned by LAFCO staf�.
CAPTION: This cites gene�al location.
Example: Being a division of a portion of par�cel x of par�ce/ map xxxxx as shown by
map on file in book xxx, pages xx-xx, of pancel maps...lying in a portion of Section x,
TXS, RXW, S.B.M. or Rancho when applicable.
POB, POC b TPOB: The legal desc�iption shall start at a point of centerline intersection, a
sec�on comer, or one-quarter section comer. If this point is on the boundary of a parcel to be
described, it shall be the POINT OF BEGINNING (POB). If the a�ve point is not on said
boundary, then it must be the PO/NT OF COMMENCEMENT (POC). A course, or courses�
must then be described to anive at a point on said parcel boundary, this shall be the TRUE
POINT OF BEGINNING (TPOB).
METES � BOUND3: Desc�ibe the annexa�on boundary by metes and bounds. If full course
data is not available use calls to adjoiners. Use to and a/ong and double calls wherever
possible. �
AREA: State area (in acreage) enclosed within boundaries of the annexation.
WET SIGNATURE � SEAL: The map must be signed and stamped by either a licensed
surveyor or a registered civil engineer holding a{icense number 33965 or {ower.
MAP STANDARDS
MAPS: Maps must be prepared in a professional manner, meeting both these standards
and the attached requirements set forth by the State Board of Equalization. The map must
clearly show all pertinent information, including existing boundaries of City, District or Sphere of
Influence, all parcel boundaries (with APN's shown) which touch the exterio� boundary, all
dedicated streets etc. Maps must be on good quality paper, with all lines, lettering and
information shown clearly, without smudges or fuuiness. Should you need to use cut sheets in
order to meet the scale and size requirements, an index sheet must be included as pa�t of the
map.
MAP SCALE: The State Board of Equalization requires that maps be prepared to the foltowing
scales:
Acreage Wthin
Proiect A�ea
1 — 40 acres
41 — 200 acres
201 — 1000 acres
Over 1000 acres
Minimum
Ma� Scales
1" = 100 feet
1 " = 200 feet
1" = 400 or 1" = 800 feet
1" = 800 or 1" = 1200 feet
RIVERSIDE LOCAL AGENCY FORMATION COMMISSION • 3850 VINE STREET, SU[TE 110 • RIVERSIDE, CA 92507-4277�
PHONE (951) 369-0631 • www.lafco.or� • FAX (951) 369-8479
LAFCO Legal Descripdon 6 Map Requinsments
Page 3
MAP SIZE: The Riverside County Clerk Recorders affice required that LAFCO maps be kept
to the fo{{owing sizes: 8'/� x 11 or 8'/: x 14. This size may require the use of cut sheets in order
to meet the State required map scales. If cut sheets are used, the flrst page should be the
index sheet illustrating the configuratian used with the subsequent sheets. The first sheet shall
have all the essential elements of title block, exhibit, LAFCO title etc.
TITLE: The title shaH have the same three eiements as used in the corresponding legal
description. This title can be at the top of the page or enclosed in a title block. It should be
large enough to be immediately obvious.
NORTH ARROW b SCALE: All maps shall have a north arrow and scale listed. Please include
a iinear scale on the map.
ACREAGE: The acreage contained within the boundaries of the p�oposal shall be shown on
the map.
VICINITY MAP: A vicinity map is required. It need not be to scale.
WET SIGNATURE 3 SEAL: Same requirements as with legal description.
MAP � LEGAL DESCRIPTION NOTES:
1. The map and legai description should be in agreement and compliment each other.
Both map and legat should independentiy convey intended action. Map should not be
ancillary to Isgal description.
2. Exceptions: Complete sections, and whole aliquot parts of sections do not need metes
8 bounds descriptions when they are the enfi�e parcel being a�nexed.
3. Not Allowed: Legal descriptions written in one endless paragraph. Also maps with tape
lines, t�ansfer lettering, o� adhesive shading materials. Maps must be clean, clear and
originals. No 2nd, 3'" or 4�' generation copies.
If you have any questions please call: Wayne Fowler (951) 369-0631.
EtiVERS(DE LOCAL AGENCY FOR��[ATION CO�ILIISSION • 3850 VINE STREE'r, SU1TE 110 • RIVERSIDE, CA 92507-4277 �
PHONE (951) 369-0631 • www.lafco.orq • FAX (951) 369-8479
�
LEGAL DESCRIPTION EXAMPLE
EXHIBiT "A"
REORGANIZATION TO INCLUDE ANNEXATION 1
TO NO NAME CITY AND CONCURRENT
DETACHMENT FROM THE RNERStDE
COUNTY WASTE RESOURCES
MANAGEMENT DISTRICT
LAFCD 200X-XX-X
(CAPTION)
A pofion of the northeast one-quarter of Section 7, Township 4 South, Range 4 West,
San Bemardino Base and Meridian, in the County of Riverside, State of Califomia,
described more particularly as foliows:
(POINT OF BEGINNING STATEMEN�
Beginning at the northeast one-quarter of saitf Section 7, said comer being on the existing
boundary of No Name City and on the centerline of A Street...
Thence, north 00 01' 31" W. a/ong the north-south...
Thence...
Thence...
Thence...
Thence...
Area = 55.33 Acres, more or less
Wet Signature and Seal
Example Exhibit Only
K1V�:RSIDE LOCAL AGENCY FORMAT[ON COMMISSION • 3850 VINE STREET, SUITE 110 • RIVERSIDE, CA 92507-4277
PHONE (951) 369-0631 • www.lafco.org • FAX (951} 369-8479 �
EXHIBIT A
REORGANIZATI�N TO 1NCLUDE ANNEXATION 1 TO NO NAME CITY AND
CONCURRENT DETACHMENT FROM THE RIVERSIDE WASTE RESOURCES
MANAGEMENT DISTRICT
LAFCO 200X-XX-X
(Year}(Application Number}(Supetviaor Disnict Number)
z
8
I
0
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�
s�ab t:2oo
55.33 Acres
20�0 R
U.s y��N�qY .
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Stamp
&
Signature
�
M
�
�
W �
�
�
4
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�
�
�
APN 100-100-008
._ _. 1
�
�
,wK,aa,00�aoa
APN 104100-007 J
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APN 100-100-009 y
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�-� ANNEXATION B�UNDARY
i///// EXISTING CITY BOUNDARY ,Example Exhibit Only
Being a po�tion of the NE 1/4 of Section 7 T. 4 S.� R. 4 W., S.B.M. County of Riverside State of California...
Title 6lock area.
RIVERSIDE LOCAL AGENCY FORMATfON COMM[SSiON • 3850 VME STREET, SU[TE L 10 • RIVERSIDE, CA 9254?-4277
PHONE (951) 369-0631 • www.lafco.orq • FAX (951) 369-8479 �
CERTIFICATION FOR BOUNDARY DESCRIPTIONS
The attached legal description and supporting map(s) ��ed:
are accurate and have been prepared in compliance with the standards of the Local
Agency Formation Commission of Riverside County and the State Board of Equalizaaon
(SBE). If any defect in the attached is found within one year of filing with the State
Board of Equalization (SBE), or, within one year of LAFCO approval for proposals which
do not require filing with the SBE, we will make all required corrections in a bmely
manner at our own cost.
Name ot Firm
�
Title (officer)
Date
RIVERSIDE LOC�L AGENCY FO1tMATION COMMISS[ON • 38�0 VIiVE STREET, SUITE 110 • RIVERS[DE, CA 92507-4277
PHONE (951) 369-0631 • www.lafco.orq • FAX (951) 369-8479 �
ILLUSTRATiVE MAPS
Each application will need to inciude additiona! maps�flustrations, which wifl assist LAFCO staff
in evaluating your proposal. All exhibits must include subject area and sufficient adjacent area
to show relevant information. A!I exhibits need to have a north aRow, a scale and a legend.
FOR ALL APPLfCATIONS:
Assessora Mapa: These need to be full assessor's page size (11 x 17) and show ail
parcels involved in the appiication as well as all parcels extending out to a 500' radius of the
outside boundary of your p�oject. Show outline of proposal with a colored line. Please
provide one copy of eact� map book page.
FOR COUNTY SERVICE AREA APPLICATION3:
For Street Ughting AnnexaUons: 1 copy of the app�oved street lighting layout.
For Annexaticns /nvolv/ng Mult�ServJce CSA's: Exhibit showing entire CSA and location
of service facilities.
FOR SPECIAL DiSTRICT APPLICATIONS:
Exh/bJt(s) Show/ng ExisGng and Proposed Servlces: Exhibit should show existing
service facil'�ies (ie: water lines, sewer lines, parks etc.) locations and any proposed facilities
in the vicinity. Show size of wateNsewer lines and capacity of treatment pfants.
Farh16/t Show/ng Exlsdn� Land Uss
Farhib/t Showlny Exlsdng Zoning
USGS Topo Map
FOR CITY APPLICATIONS:
A/l Exh/b/ts !nd/cated Above for Spec/af D/strlci Applicaf/ons
Exhlblt Showing Agrlcu/tunl Preservea: Exhibit shouid show location of any agricu{tural
preserves within a 1 mile radius of the proposal.
Exh/b/t Showing Pre-=oMng DesJgnaUons
In some cases LAFCO staff may waive the requirement for specific exhibits or may require
additional exhibits.
RIVERSIDE LOCAL i+GENCY FORMATION COMM1SS10N • 3850 VIIYE STREET, SUITE 110 • RIVERSIDE, CA 92507-4277�h
PHONE (951) 369-0631 • www.lafco.or� • FAX (951) 369-8479 V
PROCESSING FEES FOR COMMISSION PROCEEDINGS
Effective October 25, 2001
TYPE OF PROP03AL
City Annexations / Detachments / Reor�anizations
District Annexations / Detachments
District Reorqanizations
District Fonnations
Dissolution / Mergers / Consolidation
Inco�poration / Disincorporation
Sphere of Influence Review / Amendment
Activation of Latent Powers
Request for Reconsideration '
Community of Interest
Extra-territorial Service Provision
Extension of Time
510 Acres
5,000
4,000
5,000
8,000
2,500
a59.00/hr
1,000
4,000
750
2,500
3,000
200
10-200 Acres
8,000
6,000
7,000
8,000
2,500
$59.00/hr
1,000
4,000
750
2,500
4,000
200
200+ Acres
12,000
7,000
9,000
8,000
2,500
a59.00/hr
4,000
4,000
750
2,500
5,000
200
OTHER FEES:
Copies: $0.10 per page
Fax: $1.00 for 1� page
$0.25 for each additional page
Tape Recording of Hearing (per tape): $10.00
Annual Mailing List Fee: $25.00
Services performed by other agencies/consultants and fees required by other agencies will be
charged at cost.
PROCESSING FEES FOR CONDUCTING AUTHORITY PROCEEDfNGS
(Due prior to commencement of proceedings):
If notice, hearing and election waived: $100
If notice and hearing required: $250 plus $0.70 per registered voter and parcel
within boundaries, plus actual costs charged to
LAFCO by County officials for protest verification.
ALL FEES ARE NON-REFUNDABLE
It1VERSIDE LUCAL AGENCY FORMATIUN CUMMCSSION • 3850 VINE STREET, SUITE 110 • RIVERSIDE, CA 92507-4277
PHONE (951) 369-0631 • www.lafco.org • FAX (951) 369-8479 � 1
1
LAFCO POLICIES & PROCEDURES
Riverside
Local Agency
Formation Commission
August 26, 2004
�
R[VL'RSIDE LOCAL AGENCY FORMATIOIY C0�IMISSIOIV • 3850 VIIYE STREET, SUITE 110 • RIVERSIDE, CA 92507
PHONE: (951) 369-0631 • wwt�• lafc_�.ore • FAX: (9�1) 369-8;79
3
GOAL NO. 2:
Objective No. 1:
ENHANCE SERVICE PROVISiON THROUGH LOCAL
GOVERNMENT STRUCTURE
Ei:courage orderly forntatiot: and development of agencies by shaping
local agency boundaries.
2.1.1 To achieve this goal, LAFCO shall encourage the reorganization of
overlapping and competing agencies or illogical boundaries dividing
agency service areas. In certain cases adjoining service agencies shall
collaborate to ensure appropriate and adequate services are provided to the
public even though it may be outside an agency's service area. In those
unique instances where an adjoining agency has the best ability to serve a
particular location outside of its service area and within another agency's
service area, it must be demonstrated that the public need or benefit
outweighs a particular jurisdictional authority. LAFCO shall encourage
this type of interagency collaboration only on a limited geographical basis
when appropriate and in the best interest of the public. This type of
collaboration may take a variety of forms, including:
a
The establishment of informal arrangements between agencies in
which each understands the other's abilities and/or priorities and the
action meets existing agency goals.
The establishment of formal arrangements between agencies using
agreements or Memorandums of Understanding that detail the
administrative and operational relationship of each agency.
�:�
2.1.2 Where special district boundaries overlap city territory, LAFCO will
support district detachments if the city provides similar services to the
district and can demonstrate one of the following conditions is met:
a. The subject city provides a higher level of service.
b. The subject city provides equivalent service levels at a lower cost.
LAFCO shall also consider the impact of detachment on the ability of the
district to provide services to the remainder of its service area.
2.1.3 LAFCO shall support annexation of all islands of unincorporated territory
and areas substantially surrounded by a city located within that city's
sphere of influence, as the local provider of services and controls. If an
annexation is proposed for only a portion of an island of unincorporated
territory, the proponent shall provide adequate justification as to why the
entire island should not be annexed. Cities are expected to solicit the
opinions of landowners and residents in island and substantially
surrounded areas.
2.1.4
Agency boundaries should not be drawn so as to create an island, con-idor
or strip either within the proposed territory or immediately adjacent to it.
�
RIVERSIDE LOCAL AGENCI' PORMA'fION C011MlSSlON • 38i� VINF STREET, SU11'E 110 • R►VERSIDE, CA 92507
PHONE: (9�1) 369-0631 • w�v�c lafco.org • FA\: (9�1) 369-5479
4
Where such an island, corridor or strip is created, the proponent shall
justify the reasons for non-conformance with this Strategy. Such reasons
could include, but are not limited to: a) creation of the island, corridor or
strip will not affect the provision of services to the area, b) service impacts
can be mitigated by terms and conditions imposed on the annexing city to
provide services to all or a portion of the island, corridor or strip, c)
implementation of the strategy would be detrimental to the orderly
development of the community.
2.1.5 LAFCO shall support agency boundaries that include rather than split
existing identifiable communities, commercial districts, or other areas
having social or economic homogeneity which are located within the
applicable sphere of influence.
Incorporation
2:1.6 The following local policies on incorporation supplement Incorporation
Guidelines prepared by the Governor's Office of Planning & Research
(OPR).
2.1.6.1 Preliminary Feasibility Assessment-A preliminary feasibility assessment
should be completed at the earliest possible time and must be completed
� no later than the filing of a Notice of Intent to Circulate Petition. The
value of this analysis is to let incorporation proponents and the community
know whether additional effort and resources should be devoted to
pursuing incorporation. Additionally, the preliminary assessment can
identify revenue neutrality issues, allowing for early discussions between
proponents and the County regarding mitigation. Failure to perform an
early preliminary assessment could result in a community pursuing an
incorporation that is subsequently shown to be fiscally infeasible. This __
could result in a tremendous waste of effort and set back future
incorporation efforts (OPR Guidelines, p. 10). [This policy does not apply
to incorporation proposals that filed a Notice of Intent to Circulate Petition
prior to July 31, 2003.]
2.1.6.2 Additional Time To Comnlete Apnlication ReQuirements-In consideration
of the complex analyses required to be submitted with certain types of
proposals, elements of a proposal that includes incorporation,
disincorporation, city consolidation or district consolidation may be
submitted up to 18 months after initiation. The date of initiation is the
date of adoption of a resolution of application (for proposals initiated by a
local agency) or the date of issuance of the Certificate of Sufficiency (for
proposals initiated by petition).
RiVERSIDE LOCAL. AGENCY FORMATION COMMISSION • 3850 VINE STREET, SUITE 110 • RIVERSIDE, CA 92507
PHO[YE: (951) 369-0631 • www.lafco.or¢ • FAX: (951) 369-8479
�o
2.3.6 LAFCO shall encourage districts with significant territory within a city's
�' sphere of influence to develop plans, in conjunction with the city, for the
orderly detachment of territory from the district or merger/dissolution of
the district as district territory is annexed to the city. This strategy is
applicable only where the subject city provides similar services to the
district and can demonstrate one of the following conditions is met: 1) The
subject city provides higher levels of service; 2) The subject city provides
equivalent service levels at a lower cost.
Any plans anticipating detachment shall consider the impact of ={s
detachment on the ability of the district to provide services to the
remainder of its service area.
2.3.7 Where a special district is entirely within a city's sphere of influence, the
city will be encouraged to develop annexation policies which will
anticipate the total inclusion of the district's territory rather than a portion.
The purpose of this strategy is to avoid imposition of an unbearable
burden upon the district and citizens within the balance of the district's
territory.
2.3.8 LAFCO shall encourage all developed urban land inside a city's sphere of
influence to annex to the city. The burden of proof as to why any such
areas should not be annexed shall rest with the residents and owners of the
property being annexed.
2.3.9 When establishing or updating an SOI for an agency, the Commission may
augment the geographic designation of territory included within the SOI
with a policy text appropriate to the agency under review. Policies
__ _ __ established for a particular SOI could implemen�eneral Commission ____ _
policies within the geographic area under consideration. Such agency-
specific policies could address issues such as, but not limited to, future
priorities for annexation of specific areas within the SOI, island issues,
consolidation/reorganization, fiscal considerations, impacts on other
service providers, facility issues, ete.
2.3.10 For the purposes of reviewing a city's sphere of influence, the planning
horizon for the sphere shall be the planning horizon used for the affected --
city's general plan.
Minor SOI Amendtnents
2.3.11 An amendment to the SOI of any agency may be processed and acted
upon by the Commission, in advance of the preparation of a municipal
service review, if the followina criteria are met:
a. The requested amendment is either less than 40 acres or less than 3
percent of the combined acreage of the subject agency's existing
boundaries and sphere of influence, and;
RIVERSIDE LOCAL AGENCI' FORh1ATION CObiMISSION • 3550 VINE STREET, SL'1'CE 110 • RIVERSIDE, CA 92507
PIiOI�'E: (951) 369-0631 • www.laCc2.ore • FAX: (951) 369-8379
i;
• Citrous Pest Control District
• Healthcare Districts
• Mosquito and Vector Control Districts
• The County of Riverside
• Mutual Water Companies
• Public Utilities Commission (PUC) regulated utilities
Services provided by some of the above entities might be included
anecdotally in service reviews of other agencies.
2.4.4 T'he scope and schedule of MSRs and SOI reviews should remain flexible
enough to accommodate legislative changes and changes in local conditions.
2.4.5 Staff and consultants should utilize the best information that is currently
available from public agencies rather than initiate new analyses.
2.4.6 Participation from representative agencies will be solicited for all service
reviews.
2.4.7 The Commission's policy allowing minor SOI amendments without
conducting a MSR will rema.in in place.
GOAL NO. 3: MAXIMIZE INTERAGENCY AND PUBLIC COMMUNICATION
Objective No. 1: Increase Communication and Cooperation Between Governments.
3.1.1 Anytime a proposal is contemplated by one agency that is inconsistent
with another agency's sphere of influence, the agency considering the
_____ change must noti the affected agency at the earliest possible __stage._ _ _ ___
Documentation of notification and communication between the agencies
must be provided with application materials.
3.1.2 Cities are expected to coordinate with adjoining jurisdictions in advance
of submittal of any annexation application that includes existing or future
regionally significant transportation facilities as identified in adopted
regional transportation plans. The purpose of early communication and
coordination is to maintain the integrity of the regional transportation -
system and continuance of any regional funding mechanisms.
3.1.3 For any proposal that will potentially cause a significant negative fiscal
' impact upon another jurisdiction, the annexing agency shall contact the
affected jurisdiction prior to submittal of the application to discuss
potential mitigation.
3.1.4 When special district detachments can be anticipated pursuant to Strategy
2.1.2 or Strategy 2.3.7, in addition to developing annexation and
detachment policies, the affected city and district should jointly plan and
RIVF.RSIDE LOCAL AGENCY" FORMATION COMMISSION • 3850 ViNE STREET, SUITE 110 • RIVERSIDE, CA 92507
PHONE: (9�1) 3G9-0631 • www lutco.ore • FAX: (9�1) 369-8479
14
coordinate capital improvements. The purpose of' this Strategy is to
achieve an orderly transition of services, to maximize the effective use of
public funds, and to avoid unnecessary duplication of services and
facilities.
3.1.5 Cities must coordinate all sphere of influence and annexation proposals
that include Indian Reservation Lands with the appropriate Tribal
Government in advance of application submittal.
3.1.6 All applications for municipal sphere of influence amendments or
annexations that include Indian Reservation Lands shall be referred to the
appropriate Tribal Government for review and comment prior to hearing
by the Commission. The Commission shall consider the existence of a
Tribal land use agreement with the subject city an important factor when
reviewing such proposals.
3.1.7 The Commission shall not approve any municipal annexation of Indian
Reservation Lands without the consent of the Tribal Council.
3.1.8 In support of this objective, LAFCO is committed to providing available
staff resources and meeting space, if necessar�, to facilitate
communication.
Objective No. 2: Increase communication between loca[ agencies and citizens.
3.2.1 Cities are expected to take a proactive role in providing information
related to annexation to residents within the city's sphere of influence.
3.2.2 Encourage the County to work with cities and unincorporated residents to
provide information to the public regarding the advantages and
disadvantages of annexation.
3.2.3 When preparing application materials for annexation of uninhabited areas,
cities are expected to solicit the participation of adjacent inhabited areas,
if applicable, in order to create logical service boundaries and improved
levels of service. Potential expanded boundaries should be determined in
consultation with the Executive Officer. �
3.2.4 In support of this objective, LAFCO is committed to providing staff
resources, when available, to attend community meetings and provide
information relevant to the annexation process.
3.2.5 LAFCO shall maintain a web site. Information shall include curc•ent and
past minutes and agendas, as well as current staff reports f'or non-consent
agenda items.
RIVERSiDE LOCAL AGE[YCl' FORMATiON COMMISSION • 3850 VINE STREE7, SU11'E 1l0 • RIVERS[DE, CA 92507
PHOI�iE: (951) 369-0631 • �vw,�y,lafco.orn • FAX: (951) 369-8379
CORTESE-KNOX-HERTZBERG LOCAL GOVERNMENT REORGANIZATION ACT OF 2000
ANNEXATION/DETACHMENTlREORGANIZATfON PROCEDURE DIAGRAM
- -- - -- - � _�, _ -�_.,-t�.�.-_ ,.:-�� - -: .- . - -
� AGENCY PRE-NOTICE � COMMISSION PROCEEDINGS ;
Mailed notice by proponent to May be initiated by resolution of application ;
subject and interested agencies at �Y affected agency, or petition with required '
ieast 2o days before reso�ution signature of landowners or registered :
adoption unless 100°!o consent voters. -
\(optional). � �_�_d�.-�.,�,�.�.�:•- ,...�- -:�.:����:�
�_
� NOTICE OF INTENT �
TO CIRCULATE PETITION
Must be filed with Executive
Officer prior to circulation of
the petition.
�
RESOLUTION PETITION
Resolution of application by Petition with required signatures of landowners or
affected local agenCy. registered voters w/LAFCO for specific signature
requirement.
APPLICATION SUBMITTAL
Application is submitted to LAFCO in form required by
�Environmentat Review � Commission to include resolution/petition, map, pre-
is performed if LAFCO is zoning (for city annexations) and legal description,
the lead agency. applicable fees, CEQA compliance documents and
.
comprehensive plan for services.
I
'Tax exchange resos are, APPLICATION REVIEW
adopted by agencies, if Request for information from other agencies or affected
applicable. counties; Executive O�cer prepares report and
recommendation on proposal; report mailed at least 5
� � days prior to hearing.
�
NOTICE OF HEARING
Notice of Commission hearing is given by Executive Officer;
-- - - - - -- - - - - - notise-given-by--posting-public;aEiaR-ar�d -'mailing -to-pr�per�tq - --- - - - - - - --- - - - - - -
owners and registered voters within boundaries (within 300-
500 feet) at least 21 days before date of hearing. '(If >2,000
notices, 1/8 page display ad in lieu of mailed notice.)
COMMISSION HEARfNG
At the hearing the Commission will consider staff report
and factors related to proposal, testimony of affected
agencies and parties, service plan, CEQA documentation,
and make determinations.
� COMMISSION DENIES PROPOSAL � COMMISSION APPROVES PROPOSAL '
If denied, no similar proposal may be made May be approved witn revisions/conditions. Commission di�ects
Wlthltl O�e y@af. Executive O�cer to conduct protest proceedings. Approval expires
i within one year if not completed (see next page).
-.- ---_ _.r _. _ .�_._._. .. _ _ _...y �.______._..... w.�. w.�..__._._-�-----.. _____� . --.---_ ._.. _ ... �
�
WAIVER OF PROTEST HEARING
Commission may waive hearing if 100%
landowner consent and concurrence from
affected agencies. (see next page)
'These are generalized procedures. Processing of specific proposals can vary slightly.
_• Page 1
REVISED O7/OS
�
CORTESE-KNOX-HERTZBERG LOCAL GOVERNMENT REORGANIZA710N ACT OF 2000
ANNEXATtON/DETACHMENT/REORGANIZATION PROCEDURE DIAGRAM
-- . ._ 't. _. _ .... -'..T.' -. �__.�-€ti'^'(�SL'•_- _._ �:T'.^"1".
`� PROTEST fPROCEEDINGS
A public hearing must be held to determine
whether there is enough protest to warrant an
election or terminate proceedings.
'� aY'�-":L'�IIt1.=�i'��"+@?���.�.... �8�
NOTICE OF�EARING
Notice is given by Executive Officer within 35 days
of Commission hearing; notice given by posting,
publication and '`mailing to property owners and
registered voters within boundaries at least 21
days before date of hearing. *(If >2,000 notices,
1/8 page display ad in lieu of mailed notice.)
PROTEST HEARING
Protest hearing is held by the Executive Officer
on date and time of notice; written protests must
be filed on LAFCO protest form with Executive
Officer prior to the conclusion of the hearing and
each must have proper date, signature, and
address. Value of written protest determined by
Executive Officer. Executive O�cer adopts
resolution within 30 days of hearing.
- - ---APPR01fh�OF �PR9POSAt - --
Executive Officer must order
annexation if:
1. Uninhabited (< 12 registered
voters) artd < 50% landowner protest
is received.
2. Inhabited ( z 12 registered voters)
and less than 25% written protest
from registered voters and
landowners.
- — fERMtNA�16N - -- -
Proposal must be terminated if
written protests are majority oY.
1. Voters if inhabited.
2. Landowners of value if
uninhabited.
New proposal must wait one year,
two years for city
incorporation/consolidation.
�--
VOTERS APPROVE
{Simple Majority)
Commission adopts resolution
approval.
� WAIVER OF �
PROTEST
HEARING
If protest is
waived, proposal
may be
completed.
�
/
- �AtL- FOR�L�CTtON- - - - - --
Affected agency must call for
election if inhabited and protest
is 25% - 50% of voters or more
than 25% of landowners and
value.
�1
VOTERS DENY
Commission adopts resolution to
terminate proposal. New proposal
must wait 1 year.
i
COMPLETION OF PROPOSAL
Once all term and conditions are complied with, a
Certificate of Completion is recorded and subsequently
� filed with State Board of Equalization. �
�
Page 2
"These are generalized procedures. Processing of specific proposals can vary slightly. Rewseoo,�os
Nov-1�-�. 09s43pm Froa-�CCOR�ICK, KID�AN i BEHRENS, LlP T14-755-8110 T-9A2 P.O1/02 F-411
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69S TOwN C�NI'EK DRIVE, SUITE 400 t � m�
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Dau: Novtsmber 13, 2006 Time: 3�08 PN� ClieauMaster No. 41105-001
Tidc ofDocument:
Mayor Jim Ferguson
City of Palm Desert City Clerk
TrAnsmission From:
Commoatz;
Detachment between CVRPD City of Palm Desert
Talophone Number; Fax Numbrr:
760-776-8255
760-340-0574
�lizabeth L. Martyn
e
WE AR� TRANSMITTING A TOTAL OF 2 PAG�S, INCLUDING THIS COVER SHEET. IF YOU
DO NOT RECEIVE AL� OF THE PAGES� PI.EASE CAL� GERRIE INIMEDIATELY.
OTiginal will be sent vie:
/ 3
�iail Federal Exvress MesasTe,n�er f Will Not be Sen�
No'�'E: Tbn infon�wc�on cax,oinod in �hi■ meslmito aocumau is conttaentiul and is i only �or1:... ..�.. �: .y� � i..,�i :.�t(!f nsiued abuve. !f [he [eade�'
of �hia messa8a i► na che iacsndad raGpimc, you an heraby notifitd tttot any disromimtion, dianibudon or copying otchls commur�icacion is suicUy
prohbi[aci. 1f ya� hsve recdvod this communioadon in eQtor. pleuae immadiatdY �ri%S' � by t.l.phonr and n�u,rn �hc ari�au� documonc to ua ut zhc above
addreis v{s U.S. Mail. We wtll roimbwse you for poslagc. Thank you.
wo o�s TrAnsmtuing from a Xerox WorkConrre Pro 6a5
R�oeivad Nov-13-06 03s3iPm Fro�a-T14 755 3110 To-PAIM DESERT CITY CLE Pa`e O1
kov-18-�� 08s48pa
Fron-I�CCOR�IICK� KID�IAN i BEHRENS, LLP 714-T55-i110
T-2A2 P•02/02 F-411
LAGuryA MILLS OfPIGE:
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�aVIVA hILLS, CALIfORNiA 82653
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ARTNuR C. KIDMAN•
•NLLCL�. a. MpMI7CMO�
LULANNC M. TnCVG'�
DAViO R. 60YER�
ANN �. ,ne�ri••
DANIGL .J. rAYNK•
ORACLR� D. PI[RCC�
ILLIiAYCTY �. MARTYI'I�
JOAN J. Ofi.NNETT
soro 4. NIL�.
�CNNIF[fi f. MARVIN
CDOY R. ■CLTRAN
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BOYt� OF LGGA� 6KCNNZATON
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McCo�rcx, Kzr�rsax & BE�c��xs, �,�
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19�J0 TOWIu QRNTCR DR�vG
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TCLIGPHONEs (�'141 7G6-3100
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/AX 17�4) 766-1�10
1MMW.rtIkDliMry6f G.COrt1
Navembnr 13, 2006
ViA FAI�: 760-776-8255
Hon. Jim rerg��an, Meyor
Ciry of Pa1m Desv�t
73-510 �F'red Waring 1)rivc
Pslm Oasc'�t, CA 92260
Ra: Detachm�at - Coachella'Valley Itecr¢aUan and Park DistrictlCity oi Palm Desert
Dear iionocable �er$uson:
This of�c� rcpresenu Coacbella Valley Recreation and PArlc D'uaict. Thank you for talking with
me shis mornin�. O�,r discussion was vzry helpiW. Obviou3ly, all parcies agz�c that any accion taken
should be ia che bost inccscsc of Palm I?esert, as well as Coachella Vnlley teSidr.nts, Thc C�ry's dctachment
&om �he Park Aisaic�, in our opiaian, would be harmful to regional recrcacion aad park serviecs.
Aflnr wQ �niked, I had thr opporn,niry w rcview ihe LAFOC policies which strongly encourxge
inter-agency communication before a matter such as this rea�hes LAFCO sraff or Commissioa.
Park Di�aicc crai� did not h,�vs an opporswiirr for in-deprh disewsion given the struc:ture of thc
October 26, 2006 �tudy srus;ion aad the Nov�mber 7, 2006 Pork aad Recreation Commission mr.cting.
1 roalize you and �Jaz other Council mambers may feel thai you hovc net rcceived appropriau
respon3e� from tha Park Diau�ici. Wc believe ic i� worthwhilQ co sy w hnve a mc�aingful cxchas�e of
quc�aripns and answer3 b�fore [hC Ciry Cowacil ac�. For �ha�e re�ons, chc Park Disrriac rcspcc�Fully
requasts thac cha macter on your Thursday, Novcmber 16°i agenda be condnucd to allow that to occur.
��Y �Y Yo�.
McCO�iMICK, �AM.��N dt BF.FYRSNS, itP
� � � � ��
Elizabe . Martyn
ELM:rgg
Copy: Cicy ofPalrtl Dcser[ Ciiy Clerk
DICTATEI7 BUT N07 READ.
7,•\U3cf► Dacat�j�twdsarWcv.pd�eneronh.,.\fwp.uon.av�
Recoived Nov-13-06 03:3Tpe From-Tld 755 3110 To-PAL11 DESERT CITY CLE Paae 02
NOY/1412�06/TUE 03:59 PM �V REC ANp PRK DIST
4li.S08 Oa�ls 8troot, Indio, Cr�lfiomie 92260
nso� �a�-saea , �raoy �a7-aaao,ax
Z-�—
TO: Caflos OrLepB
�� ��so�3as-oc�-3 y o — � � 7 �
Pho..ss (760) 34G-0811
1a: Agorida Ibem
FAX No.76� 347 4660
l�rom: DeUa
Psges: 3, including this paga
D�atee Novamber 14, 2006
CC:
f�iL�
0 U�ent C] Fo� RevieW O Pivaso Gvmn�ent x rlvsce Reply O Plesse Recycle
• Coe��++onen (See attached letter for oonaideration).
1Ttis 1ez moaqye truamfsafo� conqic�s k�fartnaGon from'Ihe Coaahella YaUey Raaeatlon dc Park District thal may be proprialsry, confid�ntlsl
and/or prtvOsped. The Informatbn Is Intended only tor the use ot the individual(s) or e�ifly nsmed ebove. It you on not the lnlendad redplent,
ba evra�e Ihat any disdoauro, oap�ring, dtetnbution or use d.tha oontant. of thi� �nform�flor► b prohlbk*d. If you have raceived thle obdronio
tranamVsion iti artor, pqaw noNy th� sendor Irtxn�divlaN bY roplylnp to IFw addr�ss IIsIW In lhe'Frpm:' }leld.
My Doaum�nuV�wFpdm d„arA700G4wr10fnovlA — Cwbs On�l�— D�Yphmwit Delq
R�ooivod Nov-14-06 02�57pm From-T60 �47 4660 To-PALMI DESERT CITY CLE P�ao O1
NQV/ls/2006/TUE 03:59 PM CV �EC AND PR� DIST FAX No.760 347 4660 P.002
��
� ...�
��� ' ��
�1LLr�C�f��iJ�ll�,uifi.i.• ' �
•R6�ON AN tARI .1 C
45-305 Oesis Street
Indlo, CA 92201 �
PhOnB (780) 347�494
Fai( (760) 347-4880
www.cvrpd,org .
November 14, 2008
��CriVED
CIT Y CLERK'S OfFICE
p:;LhS DESER7, CA
2�06 NOY I 4 PM 3� 4b
Mr. Carlos Ortega, City Manager
City. of Palm Desert
73-510 Fred Waring Drive
Palm Desert, CA 92260
�ea� (�,�f�05:
On bohaif of the Coachella Val(ey Recr�ation and Park Distriat, I em
hereby requesti�g that an agenda item: Contract No. C25770A �
Initiation of thQ Dvtachment Process� be del�yed at least 60 days to
�llow the District sufficient, time to review the information tha counail
will co�sider when taking ackion. With the ho(iday schedules of
many�individuals who may cont�ibute to the review and not knov►rng
when we wilf receive the requested documents, I believe a 80-day
delay will be adequate tv alfow us to respond:
As you are aware, the agenda packet was not ready for distribution
Stsn Ford until late yesterciay and I received a faxed copy this morninp. Also,
Oencral M�nager during the study sessian of October 26, 2006, the council did not
. accept public input regard�ing the presentation by the two
. consultants. Additionally, our Board of birectors will be meetin� with
Mr. Sp�liotis of LAFC.O on December 13, 2006. This is the only
meeting of our Baard until aftar the holldays. Since the city ha� met
with Mr. SpiliOtis twice, I belleve the Dlstrict should also have an �
� opportunity to discuss the� Issue with him.
SQrving th�
Communities of:
Bermuda Dunes
Coaohella
Indian Wells
Indlo
Indio Hills
l.o Quinta
Mecca
North Shore
Oasis
Palm Desert
Rancho Mlrage
Thermaf
ThOUS&!1d PB�ms
Vlsta Santa Roaa
ln one of our conversatlons, yau indicated that although the Dlstrict
rr�ey not�agree with your staff s recommendation, you wanted to be
sure fhe infvrmation contalned in the reports w�re f�ctually correct.
WQ do nat belfeve that is tho qse. Gtven the potential Implicat(ons
pf the issue, I hope you agree that the District should be aff�rded a
reaso�able chance to review the reports: lncluding th� background
material. �
Earlier this yea�, yvu asked me to delay action on a decla�atioh of
surplus on Distrfct property in Palm Desert until the ,city had
sufficient time to reviow the appreisal. We �espeatFully ask for the
same consideration and opportunity. � '
My Document�lpalm desertlletters�2o0G �
06nov14 - Cortos OrteBo - D�tachment Daray
Roo�lvad Nov-14-06 02s57p� From-760 �A7 4660 To-PALN DESERT CITY CL6 Paao 02
NOV/14/2006/TUE �3:59 PM CV �EC ANp P�K DIS�' FAX No.760 347 4660 P.�03
��� �
� M . .
. �
�• �'�
_,..��..: �.� „ �� a.mea, , Our agencies have a history of coopQratlon when it comes to the
��� ����g����' best interest of aur residents. Postponing aounail �ction �until th�y .
` can make a decision based o�n accurate data and with the input vf �
. the District is in the best intQrest of our residents.
� Thank you for your consideration.
Sinccrcly,
�� � '
Stan Ford, General Mar�ager
SF/dg ,
2
Reaeived Nov-14-06 Q2�67pm From-760 847 4660 To-PALI� DECERT CITY CL� Paae Oi