Desert Hot Springs Parks and Recreation Master Plan

ACKNOWLEDGEMENTS

Desert Hot Springs City Council

Mayor Scott Matas

Mayor Pro Tem Jan Pye

Council Member Russell Betts

Council Member Gary Gardner

Council Member Roger Nuñez

Desert Hot Springs Staff

Nick Haecker, Public Works Director

Daniel Lopez, Engineering Technician

KTUA

Joe Punsalan, Principal

Alex Samarin, Project Manager, Associate

Nicole Rogge, Assistant Project Manager, Senior Planner

Kolbe Stets, GIS Analyst

Marina Varano, Senior Planner

Mariella Delfino, Planner/Designer

Isabel Perez, Planner

Matrix Counsulting Group

Alan Pennington, Principal Analyst

Chas Jordan, Senior Analyst

Derrick Turner, Manager

Khushboo Hussain, Senior Manager

Figure

LIST OF FIGURES

LIST OF TABLES

Introduction 1 1

1.1 WHAT IS A PARKS AND RECREATION MASTER PLAN?

The Desert Hot Springs Parks and Recreation Master Plan (Plan) is the culmination of a comprehensive, year-long planning process that included park visits, stakeholder meetings, community workshops, and a series of in-depth analyses. The Plan provides an assessment of the City’s parks and recreation facilities and programming and develops a vision for the future, taking into account projected growth of the community. The Plan can be used as a tool to help the City implement General Plan goals and policies related to parks, recreation facilities, and recreation service programs.

The Plan is intended to lay out visions for the future, as well as coherent steps for achieving these visions. However, the Plan is not intended to go into detail on park design, park programming, or park environmental review. As a result, the Plan will help the City staff, elected officials, and other stakeholders make informed decisions to enhance and maintain parks, facilities, programs, and special events over the next 10 years.

Plan Overview

The Parks and Recreation Master Plan includes the following components:

Park Inventory

A thorough physical assessment of the quantity and condition of park facilities and amenities

Park Level-of-Service

An analysis of geographic and demographic data to better understand gaps and underserved populations throughout the City

Assessment of Recreation Programming & Staff Resources

An extensive review of recreation and staffing resource data from the last five years to assess future opportunities

Community & Stakeholder Engagement

A comprehensive community and stakeholder outreach program comprised of meetings, workshops, surveys, online tools, and more

Recommendations for Parks and Recreation Facilities & Programming

Recommendations based on feedback collected from residents, stakeholders, staff, and elected officials

Implementation Strategies

A set of short-term, mid-term, and long-term projects that will inform the City’s annual Capital Improvement Program over the next ten years

Recommendations for Funding

A table of federal, state, and regional funding sources for parks and recreation projects and programming

1.2 RECREATION AND COMMUNITY SERVICES DEPARTMENT

The City’s Recreation and Community Services Department is responsible for the recreational facilities, programs, and special events. The goal of the Department is to enhance the quality of life in Desert Hot Springs by providing accessible and affordable enrichment and recreation opportunities for youth and families. The Recreation and Community Services Department is committed to three focus areas:

» Connect residents to their neighbors, local resource agencies, and the City.

» Create opportunities for recreation and enrichment that are accessible and affordable.

» Cultivate job and life skills to set teens up for success.

1.3 PUBLIC WORKS DEPARTMENT

The City’s Public Works Department is responsible for the construction, operation, and maintenance of all City Parks, City Streets, Traffic Signals, City Buildings, and all Landscape and Drainage Assessment Districts. The Department’s mission is to improve and maintain the City’s infrastructure; to protect the health and well-being of residents, businesses, and visitors; to provide quality and efficient customer service; and to serve as first responders in emergencies.

1.4 HISTORY

OF DESERT HOT SPRINGS

Nestled in a unique desert ecosystem and surrounded by scenic mountain ranges, Desert Hot Springs is home to numerous outdoor recreation and nature amenities for residents and visitors alike. Its picturesque natural setting is complemented by renowned hot mineral springs, boutique spas, and award-winning drinking water. Desert Hot Springs has firmly established itself as a health and wellness destination with a strong awareness of the connection between nature, people, and the built environment. As Desert Hot Springs continues to grow, the City is committed to fostering a safe, healthy, and prosperous community that protects and celebrates its unique natural resources.

The history of Desert Hot Springs can be traced back to Native American tribes that once inhabited the area, specifically the Cahuilla who used the area’s native plants, canyon streams, and hot water springs to live sustainably in the region. Desert Hot Springs was founded by L.W. Coffee on July 12, 1941, as a one-square-mile town centered at the intersection of Palm Drive and Pierson Boulevard. In the 1940s, Desert Hot Springs became a tourist destination because of its small spa hotels and easy escape from nearby urban areas. During the same period, real estate investors purchased land and thousands of lots and streets were laid out over a six-square-mile area. Many original homes were bought by retirees, initiating the eventual growth of a substantial senior population.

In 1963, Desert Hot Springs was incorporated as a city with a total population of 1,000 residents. Since its incorporation, Desert Hot Springs has experienced significant population growth, particularly between 1980 and 2010, as empty lots were developed with new housing. In recent years, Desert Hot Springs has experienced another surge in new development interest related to industrial development for the area’s cannabis industry as well as new neighborhood development in master-planned communities.

FIGURE 1-1: Planning Context

IdyllwildPine Cove

Thousand Palms

Cathedral City

Indian Wells

Homestead Valley

1.5 PLANNING CONTEXT

The City’s initial development revolved around the unique hot water resources and resulted in the development of spas and resorts, which are still prevalent in the northeast area of the City. From there, residential development took hold and now dominates much of the City’s land use, providing housing options to many in the Coachella Valley. The City’s commercial uses are concentrated along Palm Drive and Downtown along Pierson Boulevard. Industrial uses are located along Indian Canyon Drive. Uniquely, much of the land within City limits is undeveloped with vacant lots scattered between buildings and homes. While some vacant areas are located within sensitive habitat conservation areas or floodplains, most vacant parcels are suitable for development.

The City of Desert Hot Springs has been working to implement its last Parks and Recreation Master Plan, which was adopted in 2013. Since 2013, the City has established the Recreation and Community Services Department and completed several park improvement and expansion projects.“In 2020, the City reaffirmed its vision for the long-term growth of a safe, healthy, and vibrant Desert Hot Springs in its updated General Plan that recognizes the integral role that safe, accessible, and diverse park spaces play in creating a healthy and connected community. Following this vision, this Plan serves as an update to the City’s Parks and Recreation Master Plan. Figure 1-1 displays the geographic planning context for this project while the following text provides a summary of relevant planning efforts that were used to inform the Plan.

1.5.1 City of Desert Hot Springs General Plan (2020)

The City of Desert Hot Springs General Plan (2020) is a longterm planning document to guide decision-making about how the community will grow over time. The General Plan is guided by the shared vision for Desert Hot Springs to be “a safe, healthy, and prosperous community, where we protect and celebrate the unique natural resources that make up the City’s serene desert setting.” The planning team identified opportunities to integrate and advance relevant General Plan goals and policies through this Plan. Two elements are especially relevant to this Plan: the Health and Wellness Element and the Open Space, Natural, and Cultural Resources Element.

General Plan: Health and Wellness Element (2020)

The General Plan Health and Wellness Element sets goals and policies for creating a vibrant park and trail system and diverse recreational programming. The Health and Wellness element established five goals related to parks and recreation:

1. Recreation facilities that meet the diverse demands of the residents over time.

At its foundation, meeting the diverse demands of residents over time requires adequate provision of and access to recreation facilities. It also requires a variety of facilities, amenities, and programs. The City has a minimum park provision standard of three acres of park land for every 1,000 residents. With regards to park access, the City has a policy to distribute parks or recreation community facilities so that all residents live within a 20-minute walking distance to such facilities.

The City plans to increase park provision and park accessibility through the addition of new park amenities and new parks of various sizes; the expansion of recreational programming; the exploration of joint-use facilities; and enhanced ADA accessibility.

2. Recreation facilities and events that support and attract tourism and promote conservation.

By providing diversity in the types of recreational facilities, Desert Hot Springs can both support tourism and promote conservation. The City has plans to introduce new and enhanced community events; support events hosted by partners; develop a large public outdoor gathering area; pursue financial resources to expand recreational programming; and regularly update the Parks Master Plan. The City can also pursue partnerships with conservation organizations that own land or operate programs in the City.

3. Sustainable financing for the construction and maintenance of parks.

Bringing planned parks to fruition and maintaining them over time requires sustainable financing. The City seeks to secure sustainable financing for the construction and maintenance of parks by pursuing grant programs; evaluating partnership and annexation opportunities; assessing the fiscal impacts of proposed parks and continued maintenance on the City; designing, constructing, and maintaining parks for long-term sustainability; and coordinating a volunteer program to encourage other entities to maintain and fund parks.

4. Recreation programming that meets the demands of city residents.

Recreation facilities come to life with programming designed to fulfill the unique needs of the community. The City intends to provide flexible and diverse recreation programming to meet the needs of all residents while also fostering public health, responsibility, ethics, values, and civic involvement. In particular, the City aims to support and provide targeted recreation services for its large population of seniors and youth.

5. Comprehensive and connected trail system.

Trails provide residents and visitors with opportunities to connect with nature, explore the outdoors, exercise, and travel away from vehicles. The City desires to capitalize on existing trails to establish a formal, integrated trail system by adding new trails, expanding existing trails, and installing trail amenities, such as trailheads, parking, interpretive signage, or rest areas, among others.

These goals, along with their supporting policies and actions, were considered throughout the planning process and integrated into the Plan’s recommendations.

General Plan: Open Space, Natural Resources, and Cultural Resources Element (2020)

The Open Space Element of the General Plan includes guidance for the protection of open space habitat, conservation of natural resources, and preservation of cultural resources in and adjacent to Desert Hot Springs. The Element stresses the importance of drought-tolerant and low-maintenance landscaping on City-owned property, including parks and recreation facilities. Additionally, the Element notes that all public places, including parks, playgrounds, open spaces, trails, and sidewalks, should incorporate shade structures or climate-appropriate shade trees to facilitate an enjoyable environment for community members during the summer. In alignment with the Element’s goals, recommendations for integrating habitat protection, resource conservation, historic preservation, and sustainable development into parks and recreation facilities and programming are included in this Plan.

1.5.2 City of Desert Hot Springs Bicycle & Pedestrian Master Plan (2016)

The Bicycle and Pedestrian Master Plan (2016) was developed to provide the City with a guide for providing safe and accessible bicycling and walking facilities throughout Desert Hot Springs. The plan included recommendations for a citywide bicycle and pedestrian network with a focus on providing safe connections to key destinations, such as parks, schools, and employment centers; priority projects for new bicycle and pedestrian facilities; and a series of complete street projects. The recommendations were based on a comprehensive series of data analyses, feedback from community members, and best practices in the industry. Since the plan was adopted in 2016, the City has made progress on its implementation and has integrated the remaining relevant components into the Circulation Element of the General Plan (2020).

1.5.3

City of Desert Hot Springs Parks and Recreation Master Plan (2013)

The City of Desert Hot Springs Parks and Recreation Master Plan (2013) was developed to guide the City’s delivery of parks and recreation facilities and services over a ten-year period and beyond. The plan was developed based on a multi-year public engagement process that gathered input from elected officials, City staff, stakeholders, and residents through a variety of methods, including stakeholder interviews, youth and adult questionnaires, focus group meetings, and community workshops. The plan conducted an inventory of existing parks, facilities, and programs; identified key community recreation needs and issues; determined future needs for parks, recreation facilities, trails, and programs; and provided recommendations for new park standards and development, as well as improvements to existing facilities. The plan also outlined the funding and policy changes required to accomplish the proposed recommendations and a Capital Improvement Program for guidance.

The plan identified the following goals to meet the community’s parks and recreation needs:

» Creating opportunities that increase fitness and wellness for all residents

» Ensuring trails and open spaces are maintained and increased

» Building stronger families and a sense of community

» Promoting security and safety

» Involving all cultures in the community

» Programs for all age groups

During the public outreach process, community members identified the following as top challenges and issues affecting recreation service delivery:

» Changes in demographics

» Graffiti and vandalism

» Lack of funding

» Lack of awareness of existing programs and services

» Harsh climate conditions

» Need for health and wellness services

» Water conservation and energy sustainability

The plan addressed these top challenges by developing recommendations for existing facility improvements, new facility and program development, and park maintenance standards. Since the adoption of the 2013 Parks and Recreation Master Plan, the City has increased its developed park acreage by nearly 18 acres and has increased its park provision from 0.99 acres per 1,000 residents to 1.41 acres per 1,000 residents The City also established the Recreation and Community Services Department to better allocate staffing and municipal resources to park and recreation services.

1.5.4 Cabot’s Pueblo Museum and Miracle Hill Master Plan (2010)

A master plan was prepared for Cabot’s Pueblo Museum and the 25-acre Miracle Hill property adjacent to the museum. The plan includes proposed expansion and development of the property for a historical and cultural campus that would contain trailheads, desert wildlands, pueblo gardens, meeting facilities, classrooms, an education center for arts, music, health and well-being, a small amphitheater, and a public spa. Completion of the plan would allow the City to expand cultural, educational, and historic programs and event space at the site. Publicly-accessible space for events, meetings, and gatherings is especially needed and would enable a wider variety of programs and activities for community members to participate in.

1.5.5 Other Relevant Documents

» Capital Improvement Plan

» Development Impact Fee Schedule

» Development Impact Fee Calculation and Nexus Report

» Desert Hot Springs Hiking Trails Map

» Master Facilities Plan for the City of Desert Hot Springs

1.5.6 Previously Proposed & Planned Park Projects

Through previous planning endeavors, the City has a number of already proposed and planned park projects for Desert Hot Springs. For example, the City’s Capital Improvement Program has allocated capital funds for four park projects, including one new 7.6-acre community park: Corporate Yard Park. In addition to funded park projects, other City-adopted plans have identified several park improvement needs and development opportunities. Previously proposed projects are listed in Table 1-1 for reference and have been incorporated into the Plan recommendations.

Visual rendering of redevelopment plans for Cabot’s Pueblo Museum. Source: Bauer Architects

TABLE

3-Year Capital Improvement Program (FY 2023-24, 2024-25, 2025-26)

Corporate Yard Park Design and construction of new 7.6-acre community park Funded

Reflection Park Rehabilitation Funded

Wardman Park Design Funded

Guy J. Tedesco Park

Restroom replacement Completed

Fiscal Year 2021-22 and 2022-23 Budget

Mission Lakes Boulevard Trail

Installation of decompased granite (DG) surface Unfunded

Mission Lakes Boulevard Trail Landscaping Unfunded

Wardman Park

Playground shades, north parking lot and access road improvements, ADA pathway, and LED lighting upgrades Unfunded

DHS Skate Park Concrete upgrades Unfunded

Guy J. Tedesco Park LED lighting upgrades, picnic area upgrades, and ADA walkway renovation Unfunded

Mission Springs Park Playground fence installation, walkway renovation, and outdoor gym installation Unfunded

General Plan - Health and Wellness Element (2020)

Rotary Park Park expansion potential Unfunded

Cabot’s Pueblo Museum Park expansion potential Unfunded

Parks and Recreation Master Plan (2013)

Hacienda Park Undeveloped park property Unfunded

Park Lane Park Undeveloped park property Unfunded

Skyborne Park Undeveloped park property Unfunded

Mission Springs Park

Cabot’s Pueblo Museum

Acquisition of additional property adjacent to Mission Springs Park for development of soccer/football fields, pedestrian and bicycle paths, picnic areas, a community center, a small amphitheater, playgrounds, restrooms, and parking Unfunded

Expansion for a historical and cultural campus that would contain trailheads, desert wildlands, pueblo gardens, meeting facilities, classrooms, an education center for arts, music, health and well-being, a small amphitheater, and a public spa

Unfunded

Wardman Park

Guy J. Tedesco Park

Rotary Park

Upgrades and replacement of tennis and basketball courts, picnic areas, community buildings, and pool. Installation of new amenities, such as an amphitheater, playground, tot lot, lighted diamond fields, a walking trail, parking, and restrooms Unfunded

Relocation of the BMX facility to a regional park setting to reduce conflicts with neighborhood park users

Expand park with playground equipment, a larger dog park, a passive recreation area, pedestrian and bicycle paths, park and trailhead signage, adequate parking, improved access, and a small amphitheater with concessions and restrooms

Unfunded

Unfunded

DESERT HOT SPRINGS

Desert Hot Springs is known for its 600-year-old hot and cold mineral springs that come from a underground aquifer beneath the City.

Today, there are many spas and boutique hotels that attract visitors to the City to use these rich mineral springs.

32,512

2020 Population

34.9

Median Age

13,302

° Average summer high temperature

° Average winter high temperature

$37,924

Joshua Tree National Park

Mt San Jacinto State Park

Anza-Borrego Desert State Park

Desert Hot Springs Riverside County

1.6 DEMOGRAPHIC PROFILE

Gaining a clear understanding of the existing and projected demographic character of the City is an important component of the planning process for the Desert Hot Springs Parks Master Plan. By analyzing population data, trends emerge that can inform decision-making and resource allocation strategies for the provision of public parks, recreation amenities, and open spaces. For example, if the demand for pickleball courts was steadily on the rise and existing public recreation facilities for pickleball courts were barely meeting existing user demand, then the City may want to consider targeting investments to meet the increasing needs of this growing segment of the population. Various datasets were analyzed and summarized to identify current demographic statistics and trends that can impact the planning of public parks and recreation services in Desert Hot Springs.

1.6.1 Community Profile

This demographic profile was completed using data from the 2020 U.S. Census Bureau Decennial Census. Desert Hot Springs has a total population of 32,512 residents and 13,302 housing units within its 31-square-mile boundary. The median household income is $37,924 and the reported percentage of people in poverty is 26.3 percent.

Key demographic comparisons with Riverside County and California statistics include:

» Race & Ethnicity: The racial and ethnic makeup in Desert Hot Springs is 52.1 percent white, 8.4 percent Black, 3.1 percent Asian, 1.6 percent American Indian, 20.2 percent some other race, and 14.5 percent two or more races. About 61 percent of the population identifies as Hispanic or Latino.

» Age: The median age of Desert Hot Springs is 34.9 years old, which is slightly lower than the median age in Riverside County (36.0) and California (37.0), indicating a relatively young population comprised of families with children. 26.7 percent of the population is under the age of 18, which is slightly higher than 25.2 percent countywide and 22.8 percent statewide. 13.3 percent of Desert Hot Springs residents are 65 years or older, which is slightly lower than 14.3 percent countywide and 22.8 percent statewide.

» Income & Poverty: The median household income of $37,924 in Desert Hot Springs is substantially lower than the average of $76,066 for Riverside County and $84,097 for California. Similarly, the percentage of people in poverty in Desert Hot Springs (26.3 percent) is over two times that of the County and State (12.0 and 12.3 percent, respectively).

Distribution of Age and Poverty in Desert Hot Springs

Figure 1-2 throughFigure 1-4 display the distribution of key demographic groups throughout Desert Hot Springs to help inform the planning of future parks and recreation facilities, amenities, and programming. The groups evaluated include the population under 18 years of age (Figure 1-2), the population over 65 years of age (Figure 1-3), and the population experiencing poverty (Figure 1-4). Generally, the three demographic groups are spread throughout the residential neighborhoods in Desert Hot Springs, which highlights the importance of evenly distributing parks and recreation facilities, amenities, and programming across the city to meet the unique needs of different population segments.

FIGURE 1-2: Population Under 18 Years of Age

1-3: Population Over 65 Years of Age

FIGURE

FIGURE 1-4: Population Experiencing Poverty

1.6.2 Population and Growth Trends

A jurisdiction-level growth forecast developed by the Southern California Association of Governments (SCAG) projects Desert Hot Springs to grow substantially by 2045. SCAG forecasts a 110.3 percent increase in population size between 2016 and 2045 for a total of 61,000 residents. Similarly, the number of households is projected to increase by 165.6 percent to 24,700 and the total employment will increase by 135.1 percent to 8,700 by the year 2045. The projected population estimates from 2016 to 2045 are displayed in Figure 1-5.

FIGURE 1-5: SCAG growth projections for 2016 and 2045

Analysis 22

Total Park Facilities

Health and Wellness Center

Picnic Areas

Total Park Acres

Swimming Pool

2 1 5 5 5 1 1 2

Senior Center 1 Museum 1

Skate Parks 2 Dog Parks 2

Playgrounds

Pickleball Courts

Basketball Courts

Soccer Facility

Diamond Fields

FIGURE 2-1: Desert Hot Springs Parks

Wardman Park

Guy J. Tedesco Park

Carl May Community Center

Veterans Park

Hot Springs Park

Mission Springs Park

Rotary Park

Cabots Pueblo Museum

DHS Health and Wellness Center

Desert Hot Springs

2.1 PARK CLASSIFICATIONS

The Plan classifies the City’s parks into four categories: Mini/Pocket Parks and Plazas, Neighborhood Parks, Community Parks, and Special Use Parks, as shown in Table 2-1. Each of these park types provides standard and unique recreation opportunities for the City. Park classifications are generally decided by park use, purpose, and size. The park types should be analyzed both independently and collectively to determine the City’s existing conditions.

2.1.1 Mini Parks and Plazas

Mini parks and plazas are small parks that provide both passive and limited active recreation. Although they tend to focus more on passive recreation, they play an important role in providing outdoor access for neighborhoods. These parks are typically less than two acres and serve residents within a half-mile walking distance. Open grassy areas, picnic tables, walking paths, art installations, and small playgrounds are typical park amenities.

2.1.2 Neighborhood Parks

Neighborhood parks are generally mid-sized parks that provide both passive and active recreation. These parks are typically less than eight acres and serve residents within a half-mile walking distance. Picnic areas, dog parks, walking paths, playgrounds, and sometimes sports courts, are typical park amenities.

2.1.3

Community Parks

Community parks serve the daily recreational needs of the local neighborhood they are located in, as well as the broader community at large. They are generally between eight and 30 acres in size. Consisting of larger park facilities such as sports fields, pools, and multiple-court sports. Community parks serve both residents within a half-mile walking distance but also people within a twomile driving distance.

2.1.4 Special-use Parks

Special-use parks are spaces that provide unique or specialized recreation opportunities. These spaces often vary in size and type. They can range from indoor recreation facilities, aquatic centers, greenway trails, passive open space parks, and community gardens.

TABLE 2-1: Park Acres by Park Type

2.2 PARK SNAPSHOTS

Wardman Park

Wardman Park is a community park located on the northwest corner of Eight Street and Cactus Drive in northwest Desert Hot Springs. It has two youth baseball fields used by the local baseball leagues and is the only park in the City with diamond fields. The park also a basketball court, four pickleball courts, four square, two horseshoe pits, a small dog park, a playground, and a restroom. Wardman Park also contains a swimming pool and small community center building that is no longer in use.

Veteran’s Park

Veteran’s Park is a mini park located on the northwest corner of Cactus Drive and Palm Drive. The park has several picnic tables and benches surrounding a veteran’s memorial. There is also an art sculpture on the site.

Hot Springs Park

Hot Springs Park is a mini park located on the northwest corner of Eighth Street and Palm Drive. It is a passive park with a fountain and educational signage that shares the history of the hot springs in the City.

Desert Hot Springs Community Health and Wellness Center

Desert Hot Springs Community Health and Wellness Center is an indoor recreational facility. It was opened in 2014 and has the John H. Furbee Aquatics Center, a teen center, basketball and volleyball gymnasium, fitness center, and health center. The aquatics center contains a swimming pool, a small splash pad, a shaded play area, and outdoor exercise equipment. This facility is home to several programs hosted by the city’s Recreation and Community Services Department.

Guy J. Tedesco Park

Guy J. Tedesco Park is a centrally-located neighborhood park. The park consists of a skatepark, two basketball courts, a shaded play area, shaded picnic areas, walking paths, and a small community center.

Mission Springs Park

Mission Springs Park is a community park located in southeast Desert Hot Springs, south of Park Lane. This is the only park in the city that has soccer fields. The fields have lights suitable for nighttime play. The park also consists of a shaded play area, walking loop, picnic area, and restrooms.

Rotary Dog Park

Rotary Park is on the eastern edge of the city north of Julius Corsini Elementary School. This approximately half-acre (0.5 acre) dog park has two fenced areas, one for large dogs and another for smaller dogs. The remaining area of the city-owned parcelapproximately 9.3 acres - is undeveloped open space that has informal trails used for hiking, biking, and running.

Stg. Frank Hodge Skate Park

Stg. Frank Hodge Skate Park is located just south of the Desert Hot Springs Senior Center off West Drive. The park only consists of a fenced-in skate park, one picnic table, and a barbecue.

Desert Hot Springs Senior Center

The Desert Hot Springs Senior Center is located at the Carl May Community Center off West Drive. The center offers memberships to individuals aged 50 or over for just $15 per year. It provides several activities including dance classes, hula, bingo, and other fitness classes. There are also several programs provided through the center including a senior nutrition program and other social services and activities.

Cabots Pueblo Museum

The Cabots Pueblo Museum is a 5,000 square-foot museum originally built in 1941 made out of reclaimed materials found around the Coachella Valley and is filled with historical artifacts. The museum property is owned by the City of Desert Hot Springs but leased and managed by the Cabot’s Museum Foundation. The museum grounds are filled with local native plants, gardens, and cultural artifacts which are open to the public for a fee of $5 per person during normal operating hours. The museum building is open from October through May for guided tours with paid admission.

2.3 QUALITATIVE AMENITY ASSESSMENT

The park amenity inventory quantified each amenity type per park and and assessed the overall condition of each park amenity. Amenities were given one of four grades: excellent, good, fair, or poor. The team did not evaluate individual pieces of an amenity - for example, the nuts and bolts of a playground slide - but rather the overall condition of a playground structure. The condition of an amenity was decided on the safety and aesthetics of visible wear-and-tear or damage. If interested in a greater level of detail and precision, the City can perform a detailed asset evaluation of all park facilities and amenities.

“Excellent” means that the amenity is in near-perfect condition and has many years left in its life cycle. “Good” means that the amenity has minor signs of wear-and-tear but it is functioning as it should. “Fair” means that the amenity is functioning, but is showing major signs of wear-and-tear and will need replacement or repair soon. “Poor” indicated that the amenity is not functioning for its intended use and needs to be replaced as soon as possible. The condition of each amenity at each park was averaged to determine the overall condition of the park. Table 2-2 displays the average condition of each amenity at the park.

TABLE 2-2: Qualitative Amenity Conditions Assessment

QUALITATIVE ANALYSIS OF EXISTING PARK AMENITIES

Wardman Park

Sgt. Frank Hodge Skate Park

DHS Health and Wellness Center

Guy J. Tedesco Park

Mission Springs Park

Rotary Park

2.4 NEARBY PARKS AND NATURAL RESOURCES

The Coachella Valley region is filled with many recreational resources in a vast variety of different landscapes, climates, plants, and wildlife. Unique mountain and desert landscapes are all within an hour‘s drive from the City of Desert Hot Springs.

Joshua Tree National Park

Joshua Tree National Park is located just northeast of the City Boundary and straddles both San Bernardino and Riverside Counties. The National Park encompasses nearly 800,000 acres of land and about 430,000 acres of designated wilderness. The Park includes parts of two desert ecosystems, both the Mojave Desert and the Colorado Desert. This creates a unique desert ecosystem with characteristics of both deserts, creating the only ecosystem in the world for Joshua Trees to live and thrive.

The vast and diverse landscape of Joshua Tree National Park provides many recreational opportunities for locals and visitors including hiking, rock climbing, scrambling, camping, backpacking, star-gazing, and bird watching.

Mount San Jacinto State Park

Mount San Jacinto State Park is located in the Mount San Jacinto Mountains in Riverside County, a 50-mile drive from Desert Hot Springs City Hall. The peak of Mount San Jacinto provides a beautiful backdrop to the City. The state park contains 30,000 acres of wilderness area including desert scrub to oak woodlands and a sub-alpine environment at the peak of 10,834 feet. The park is popular among visitors for hiking, picnicking, backpacking, camping, and wildlife viewing.

Big Morongo Canyon Preserve

Big Morongo Canyon Preserve is a 31,000-acre open space located north of Desert Hot Springs in the Little San Bernardino Mountains. The preserve is home to one of the 10 largest cottonwood and willow riparian habitats in California and is an internationally recognized bird-watching site. The preserve is owned by the County of San Bernardino and contains numerous trails for walking, hiking, and wildlife viewing. At just a 15-minute drive from City Hall, Big Morongo Canyon Preserve is a close recreation destination for residents and visitors alike.

Mission Creek Preserve

Mission Creek Preserve is a 4,760-acre open space located just outside of the northwestern boundary. The preserve, which is managed by The Wildlands Conservancy, contains important desert and wetland habitats that serve a range of wildlife, including deer, bears, bighorn sheep, mountain lions, and birds. The preserve is a 20-minute drive from Desert Hot Springs City Hall and provides opportunities for hiking, picnicking, birdwatching, wildlife and wildflower viewing, and camping.

Joshua Tree at Joshua Tree National Park

Mount San Jacinto State Park

Joshua Tree National Park

Big Morongo Canyon Preserve

2.5 LOCAL SCHOOLS

There are several school facilities located within the city. While no existing joint-use agreements (JUA) exist, there are many opportunities to partner with schools to make those facilities open for public use or for sport leagues outside regular school hours.

Desert Hot Springs High School

» 6 baseball/softball fields

» Football field with track

» 6 tennis courts

» 6 basketball courts

Painted Hills Middle School

» 6 basketball courts

» 4 tennis courts

» 2 baseball fields

» Large open grass area

Bella Vista Elementary School

» 3 basketball courts

» Large open grass area

» Playground

Cabot Yerxa Elementary

» Playground

» Soccer field

» Large open grass area

» 4 basketball courts

» 2 handball courts

Julius Corsini Elementary

» 4 handball courts

» 2 basketball courts

» 2 playgrounds

Desert Springs Middle School

» Multi-purpose fields

» 5 basketball courts

Two Bunch Palms Elementary

» 5 basketball courts

» 3 playgrounds

» Open grass area

» Soccer field

» Multi-purpose field

Bubbling Wells Elementary

» Multi-purpose fields

» 5 basketball courts

» 3 playgrounds

Edward L. Wenzlaff Education Center

» 2 basketball courts

» Pickleball

Painted Hills Middle School

Bella Vista Elementary School

Desert Hot Springs High School

Edward L. Wenzlaff Education Center

Cabot Yerxa Elementary School

Julius Corsini Elementary School

Desert Springs Middle School

Two Bunch Palms Elementary School

2.6 TRAILS

Trails in Desert Hot Springs are typically located on the outer edges of the city in wash areas and along the foothills. Some trails begin within city limits and travel outside of Desert Hot Springs into surrounding open spaces, while other trails are located outside of Desert Hot Springs entirely. Though outside of city limits, these trails are commonly used by Desert Hot Springs residents and visitors for recreation and nature connection.

Many existing trails are relatively undeveloped with minimal formal amenities but are used recreationally by the community. The peripheral location of most trails mean they are mostly used recreationally and do not provide meaningful connections to community destinations within Desert Hot Springs, such as parks and schools. However, the City has set goals for developing a formal network of trails to provide safe and viable alternative forms of transportation and to enhance recreational opportunities in the community.

Figure 2-2 displays existing and planned trails in Desert Hot Springs as identified in the General Plan. Once developed, the City’s proposed trail network will provide connections directly to or near several parks, which would greatly improve park accessibility for the community.

Big Morongo Canyon Preserve Trails

Big Morongo Canyon Preserve is a 30,000-acre preserve located north of Desert Hot Springs. The preserve is owned by the County of San Bernadino and contains numerous trails and footpaths for walking, hiking, and wildlife viewing.

Blind Canyon Trail

Blind Canyon Trail is a challenging 3.9-mile trail located in the northwestern area of Desert Hot Springs. The trail has some steep sections and is recommended for experienced hikers.

Kim Nicol Trail

Kim Nicol Trail is a 5.6-mile trail loop located in the town of Desert Edge. The trail difficulty ranges from easy to moderate due to loose sand throughout the trail.

Long Canyon Trailhead

Long Canyon is a 12-mile trail located to the west of Desert Hot Springs. The trail is moderate in difficulty and connects to Joshua Tree National Park.

Mission Creek Preserve Trail

Mission Creek Preserve is a 4,760-acre open space preserve located just outside of the northwestern boundary of Desert Hot Springs city limits. The preserve, which is managed by The Wildlands Conservancy, contains an easy 3.2-mile trail that features a nice creek.

Swiss Canyon Trail

The Swiss Canyon Trail (sometimes known as Bryce’s Canyon Trail) is an easy 2.4-mile hike located in the northeastern portion of Desert Hot Springs. The trail traverses a narrow canyon along a stream bed into the mountains.

Windy Ridge Trail

Windy Ridge Trail is a 3.6mile trail located along the north-central edge of Desert Hot Springs. The trail contains some steep sections and is considered to be a moderate level of difficulty.

Kim Nicol Trail

FIGURE 2-2: Trails

2.7 OPEN SPACE

Desert Hot Springs is surrounded by large swaths of protected open space. The owners of these spaces vary but the Coachella Valley Conservation Commission (CVCC) has designated conservation areas in the City and in many other areas through the Coachella Valley. This area is shown in Figure 2-3. Currently some of these spaces have recreational hiking trails within the City but other than trails, these spaces are not serving community needs beyond protecting native habitat and species but these spaces do pose many potential future opportunities for residents and visitors.

Chapter 4 outlines several actions to build a better partnership with the Commission to bring better access to these lands through potential educational programs, potential interpretive trails, and other opportunities for passive recreation.

Coachella Valley Conservation Commission

Mission:

“The Coachella Valley Multiple Species Habitat Conservation Plan is a shared regional vision for balanced growth to conserve Coachella Valley’s natural resources while also building a strong economy vital to our future.”

“Protects 240,000 acres of open space and 27 species”

“Enhances infrastructure without environmental conflicts”

“Offers opportunities for recreation, tourism, and job creation”

“Ensures the survival of endangered species”

https://cvmshcp.org

FIGURE 2-3: Open Spaces

2.8

LEVEL OF SERVICE

Level-of-service (LOS) is a analysis used in park planning to evaluate how parks, open spaces, and facilities serve a given community. The analysis in this Plan uses three types of LOS analyses:

1. Population-based LOS Analysis compares the total park acres to the total population (2020 , expressed as the number of park acres per 1,000 residents.

2. Amenity LOS compares the inventoried count of each type of park amenity to national benchmarks provided the National Recreation and Park Association (NRPA).

3. Travelshed Analysis LOS measures park accessibility at different travel distances that are representative of different travel modes. For instance, areas are park-accessible if they are within a half-mile (10-minute walk), 1 mile (5-minute bike ride), or 2 miles (3-minute drive). Areas outside of these distances are not park accessible for the given mode and approximate travel time.

These three LOS analysis methods enable the planning team to determine how well the existing park system serves the community and are complemented by qualitative input gathered from the community members, stakeholders, and City staff. The park LOS analysis can be used with population growth projections and planned park facilities to help guide future park planning efforts.

2.8.1 Park Acre and Population Level of Service

Population-based LOS analysis allows the City to establish a park acre per 1,000 residents goal. Desert Hot Springs’ goal is to have five park acres for every 1,000 residents. Table 2-3 shows the existing LOS in Desert Hot Springs, which is 1.21 park acres per 1,000 residents. The City is currently in a 3.79 park acre deficit per 1,000 people. In other words, to reach the goal of five park acres per 1,000 residents, the City will need to add 123.25 acres to the existing park system to meet the needs of current residents.

2.8.2 Amenity Level of Service

An amenity LOS analysis for Desert Hot Springs’ park system was performed using National Recreation and Park Association (NRPA) park amenity benchmarks from the 2023 Agency Performance Review in combination with an inventory of existing park amenities. The NRPA metrics benchmarks are based on the results of a nationwide self-reported data from park and recreation agencies. These NRPA metrics are used by the planning team as guidelines for best practices. The planning team surveyed the City’s existing recreation facilities to collect an inventory of amenities located within each park. These amenities were then totaled for all parks in the city.

Table 2-4 summarizes park amenities in alll parks citywide and compares them with the amenity guidelines, as well as the recommended standards based on the City of Desert Hot Springs population size. The 2020 Census counted 32,512 people in Desert Hot Springs, which places it in the NRPA population category for jurisdictions with 20,000 - 50,000 people. Table 2-4 shows that the City’s largest deficits based on the amenity LOS data are tennis courts, picnic areas, walking paths, multi-purpose fields, and volleyball courts. This means that the City currently does not provide enough of these amenities within existing parks to serve the current population. The City may want

TABLE 2-3: Population Level of Service

to focus on providing these amenities at existing parks or future parks to better serve the community.

Amenity LOS is an appropriate metric to show if - and the extent to which - deficits in specific amenities exist. However, this is not the only measure to determine the LOS of park amenities. For instance, the NRPA metrics do not reflect regional and local trends in Southern California such as futsal, handball, pelota mixteca, obstacle courses, climbing walls, rope courses, bouldering, and adventure playgrounds. As such, an additional lens should be applied to capture the community’s priorities, needs, and impressions of the current park system. The needs will be further discussed in other chapters of the report.

TABLE 2-4: Amenity Level of Service

2.8.3

Travelshed

Analysis Level of Service

A travelshed analysis was performed for parks and recreation facilities to evaluate accessibility citywide. The travelshed analysis uses mapping systems to determine access to parks within a half-mile (10-minute walk), 1 mile (5-minute bike ride), or 2 miles (3-minute drive). The travelshed analysis is important because it can be used to highlight areas with greater park need and visualize where there are gaps in access to parks. Results from this analysis are displayed in Figure 2-4.

Travelshed analysis takes into account the transportation network to determine accessibility. Instead of using simple straight-line distances that overestimate real travel distances and accessibility, the method used takes into account the actual road network that people use as walk-

ing, biking, or driving routes to get to parks. This method more realistically represents the accessibility to parks experienced by people walking, biking, and driving.

Park Travelsheds

The travelshed analysis uses three different park travelsheds to analyze the service area of each park: the distance traveled by walking, biking, and driving. For each existing park, the analysis produced three polygons that represent a 10-minute walk, a five-minute bike ride, and a five-minute car drive. These polygons are represented in Figure 2-4 and Figure 2-5. The results of these walkshed and driveshed polygons were placed on top of the City base map to see which regions had sufficient access to parks.

The 10-minute walkshed provides park access to most of the central-west areas of the city’s developed areas that

are between Mission Lakes Boulevard and Ironwood Drive. The maps also show present gaps in the 10-minute park travelshed in central Desert Hot Springs near the downtown area as well as the eastern part of the city along Hacienda Avenue near Club Circle Drive. The bike travelshed shows larger coverage in the central Downtown area of the city and even outside the city boundary. The five-minute drive travelshed shows more coverage to the central and eastern parts of the city, reaching 15th Avenue and Dillon Road. Figure 2-5 indicates that all of the parks in the City are accessible within a five-minute drive to most of the City’s developed areas.

TRAVELSHED

ROAD

PARK

FIGURE 2-4: Half & Two-mile Travelsheds

FIGURE 2-5: Half, One, & Two-mile Travelsheds

Amenity-Specific Travelsheds

Figure 2-6 to Figure 2-7 features a series of maps showing the park travelsheds of parks with specific amenities. These maps illustrate the distribution of amenities across the City, such as playgrounds, sports courts (basketball, tennis, volleyball, and pickleball), and fields (baseball/softball fields, soccer fields, and football fields).

Figure 2-6 demonstrates the parks that contain playgrounds. These areas that are highlighted in a teal shade indicate which areas are accessible to playgrounds in a 10-minute walk. This map indicates there is a need for additional playground access in the eastern area and central areas near Downtown Desert Hot Springs and in the northern areas of the City.

Figure 2-7 displays parks with sports courts like basketball and pickleball and the 10-minute walking distance to courts. This map shows a large sports court gap on the northern, eastern, and central areas near Downtown.

Figure 2-8 shows the parks with field sports like soccer and baseball. As shown in the map, there are only two parks that have fields access. The map indicates a big need for access to fields in the eastern, northern, and southern areas of the City.

These three maps indicate a general need for additional parks all throughout the City. This type of analysis, combined with Amenity LOS allows the project team to determine which parks to recommend potential new infill amenities. Existing park infill recommendations can be found in Section 4.5 of this plan.

PLAYGROUNDS

SPORT COURTS

Skip ahead to page 111 for Infill amenity recommendations

FIGURE 2-6: Playground Halfmile Travelsheds

FIGURE 2-7: Courts Half-mile Travelsheds

FIGURE 2-8: Fields Half-mile Travelsheds

2.9 PARK EQUITY

Despite the widespread and well-documented benefits of parks and open spaces to health and well-being, in many cities across the United States, these benefits are not distributed equitably. Studies show that racial and socio-economic factors play a role in the provision, distribution, and quality of parks in many cities across the nation. In 2021, The Trust for Public Land reported that neighborhoods where residents predominantly identify as people of color have access to an average of 44 percent less park acreage than predominantly white neighborhoods, and low-income neighborhoods average 42 percent less park acreage per person than high-income neighborhoods. The Trust for Public Land also revealed that parks in communities of color are, on average, five times more likely to be crowded and half the size of parks that serve white populations. Similarly, parks that primarily serve low-income households are, on average, four times smaller than parks that serve a majority of high-income households. Studies have also shown that in addition to having access to less park acreage, low-income communities and communities of color tend to have access to poorer-quality park spaces with less recreational programming.1

The intentional prioritization of resources, such as new parks or recreation programs, in underserved or disadvantaged

1 PolicyLink. (2021). Advancing Park Equity in California. https://www. policylink.org/sites/default/files/pl_brief_ ca-parks-equity.pdf

neighborhoods is one way that cities can advance social and environmental justice in their community. The City’s General Plan established goals for the equitable distribution of land uses, services, and resources, which includes distributing parks and recreation facilities so that every resident is within a 20-minute walking distance. Identifying neighborhoods that experience disproportionate environmental, health, or social burdens can help the City determine which areas are in the greatest need of additional or improved resources. This Plan used two data sources to understand the geographic distribution of underserved and disadvantaged communities within Desert Hot Springs: CalEnviroScreen and Healthy Places Index.

CalEnviroScreen

CalEnviroScreen is a mapping tool from CalEPA and the California Office of Environmental Health Hazard Assessment (OEHHA) that identifies areas most affected by an accumulation of environmental pollution, health burdens, and social stressors.2 CalEnviroScreen provides a score based on the cumulative impacts experienced by a particular community, with higher scores experiencing greater burdens and lower scores experiencing lower burdens. These scores are used to identify and prioritize communities that are most burdened by environmental injustices. Figure 2-9 displays the range of CalEnviroscreen

2 California Office of Environmental Health Hazard Assessment (2023). CalEnviroScreen 4.0. https://oehha. ca.gov/calenviroscreen/report/calenviroscreen-40

scores throughout communities in Desert Hot Springs. Overall, Desert Hot Springs has very low scores, indicating that the community does not experience significant exposure to pollution or other environmental hazards.

Healthy Places Index

The California Healthy Places Index (HPI) is a peer-reviewed data mapping platform created by the Public Health Alliance of Southern California. The HPI maps data for social indicators that impact health, such as education, job opportunities, access to clean air and water, and more.3 Similar to CalEnvioScreen, HPI is a useful tool to help identify health inequities affecting neighborhoods across California. Figure 2-10 displays the percentile ranking for different neighborhoods in Desert Hot Springs, with lower percentile areas experiencing less healthy conditions than higher percentile areas. Figure 2-10 shows that the majority of residential neighborhoods in Desert Hot Springs have very low percentile rankings, indicating less healthy conditions than other communities in California. This score reflects a variety of factors, including, but not limited to low tree canopy, park access, homeownership, housing cost burden, access to healthcare, and poverty, employment, and income levels.

3 Public Health Alliance of Southern California (2022). California Healthy Places Index. https://www.healthyplacesindex. org/

FIGURE 2-9: CalEnviroScreen Scores for Desert Hot Springs

FIGURE 2-10: Healthy Places Index

Percentiles for Desert Hot Springs

2.10 PARK PRESSURE

Park pressure is a modeled analysis of park size and accessibility. This process takes into account the number of residents that reside within a park travelshed. The park centered at each travelshed offers a unique amount of park acres per the number of residents in the covered travelshed area. This process assumes that residents use the park closest to where they reside. Based on the NRPA, we use the ratio of 3 acres per 1,000 residents to be the standard or baseline of the park pressure formula. Areas may have a surplus of acres per 1,000 residents or a deficit based on the unique makeup of the location. The model for this analysis is represented in Figure 2-11.

2.10.1 Park Needs Map

Figure 2-11 shows that there are many areas in Desert Hot Springs that are in a park “deficit” according to this analysis. It is also important to note that developed areas without a park within a 15-minute walk are considered as the highest park acre deficit. But areas with significant park acre coverage, displayed as the green colors, are the travelshed areas surrounding Wardman park, Hot Springs Park, Veteran’s Park, Mission Springs Park, and Rotary Park.

Understanding where there are greater needs for additional park acres in the future can help the City determine which future park sites to prioritize developing.

1/2-Mile Travelshed of Existing and Planned Parks

Existing Population Density Park Standard (3 Acres/1,000 Residents) Park Pressure Map

FIGURE 2-11: Park Pressure

2.11 RECREATIONAL PROGRAMMING, STAFFING, AND OPERATIONS ANALYSIS

The City of Desert Hot Springs Recreation and Community Services Department (the Department) provides recreational programming at city-owned parks and recreational facilities. The Department’s main goal is to “enhance the quality of life in Desert Hot Springs by providing accessible, affordable enrichment and recreation opportunities for youth and families.”

The three goals of the Department are:

TO CONNECT RESIDENTS TO NEIGHBORS, LOCAL RESOURCE AGENCIES AND THE CITY.

TO CREATE OPPORTUNITIES FOR RECREATION AND ENRICHMENT THAT ARE ACCESSIBLE AND AFFORDABLE.

TO CULTIVATE JOB AND LIFE SKILLS TO SET TEENS UP FOR SUCCESS.

As a recently-established department, Recreation and Community Services is still growing into a fully-programmed recreation provider. Current programs are primarily focused on youth sports and after-school activities, and adult sports and classes.

Most programs are housed at the Desert Hot Springs Community Health and Wellness Center, which has a full-sized gymnasium, fitness amenities. The Health and Wellness Center is also home to the John H. Furbee Aquatic Center which has an Olympic-style swimming pool.

2.11.1 Recreational Facilities

Swim lessons and youth sports programming are the primary recreational activities at the Health and Wellness Center, providing options for swimming, basketball, volleyball, football, gymnastics, pickleball, and after-school programming. There is also an event and reception space available as a rental space for events.

Carl May Community Center is home to the Senior Center. The Senior Center operations are contracted out to a private provider who operates the facility on behalf of the City.

2.11.2 Existing Recreation Programs

The City currently offers various services and programs for youth, adults, and seniors. Recreation programs offered by Desert Hot Springs include:

TABLE 2-5: Recreation Programs

2.11.3 Program Utilization

There are two complete years of data on program utilization - 2022 and 2023. Trends cannot be easily identified due to lack of data. In 2022, programming was mainly focused on swimming and basketball. 2023 expanded programming into archery, volleyball, summer camp, and after-school programs.

In 2023, the City expanded its programming offering additional programming activities and services. The City has seen an increase in demand for the variety of program options offered and will continue to evaluate attendance and determine the best activities to continue.

The City provides classes and specific programs at the City’s Health and Wellness and the Carl May Community Center. The above table represents programs or events with the most registrations in 2023.

TABLE 2-6: Recreation Program Registrations 2022 and 2023

Aquatics and Swim Lessons

The aquatic center is by far the most used recreational facility managed by the Department. In 2022, the total admissions counted for aquatic center entry was 3,166. As of September 2023, the pool has been visited just over 1,500 times. Similar to program utilization data, trends in aquatic center admissions cannot be reliably identified due to potential changes or lack of data collection. While the total admissions and most admissions categories show decreases, the integrity of the data collection method is unknown, highlighting a need for consistent data collection on facilities and programming department-wide.

After-School Programming

The Health and Wellness Center provides an after-school program at their facility located between Desert Hot Springs High School and Edward L. Wenzlaff Elementary School. The program provides transportation from schools to the Health and Wellness Center. The program’s transportation data is used here as a proxy for participation in the

PERCENT UTILIZATION OF AFTER-SCHOOL TRANSPORTATION PROGRAM

after-school program overall. On average in 2022, all schools had greater than 50 percent utilization of the after-school transportation program, as shown in Table 2-8.

Five of these eight schools had 85 percent utilization or greater, and Desert Hot Springs High School filled 100 percent of available spots in this program.

TABLE 2-7: Aquatic Center Admissions

TABLE 2-8: After School Transportation Utilization

Sports Leagues

The City of Desert Hot Springs offers youth recreational sports leagues. These include basketball, volleyball, Little League baseball, and Little League softball. Youth soccer in the City is operated by the American Youth Soccer Organization (AYSO).

The City does not record registration numbers for these sports, and so are not able to be analyzed for utilization. However, courts and fields are regularly reserved and utilized for these activities and are difficult to find availability due to the frequency of use. Youth basketball has filled all available spots in its first two years of play. Basketball and volleyball tend to be the most popular sports programs that the City provides due to the City’s climate and the ability to play indoors.

2.11.4 Programming Comparative Analysis

To provide context to the City’s current program offerings and staffing, an analysis was conducted comparing the City of Desert Hot Springs to the data available in the National Recreation and Park Association’s (NRPA) Agency Performance Review. This review included the following assessments:

» Programming nationwide was compared to programming in Desert Hot Springs to assess if major programming areas that are the most common across the nation are being offered in the City.

» The general programming analysis compares general programming areas, such as team sports, special events, and aquatics, based on a set of variables, designed through NRPA’s research, to compare communities of similar size. These variables are park acres, number of parks, population, and region. This assessment allows an ‘apples to apples’ comparison between Desert Hot Springs and similarly sized communities.

» A staffing analysis was performed to determine if City staffing for programming is adequate compared to agencies of similar size and geographic location.

General and Specific Programming Assessment

The 2023 NRPA Agency Performance Review was used as the baseline data for comparing Desert Hot Springs to peer agencies. Within the NRPA Pacific Southwest region, peer agencies were determined based on the following criteria set by the NRPA measured for each park district’s jurisdiction: population, number of parks, and park acreage. Desert Hot Springs meets the following thresholds level for each category:

» Population: 20,000 to 50,000 people (Desert Hot Springs population: 32,512)

» Number of parks: Fewer than 10 park facilities (9 park facilities in Desert Hot Springs)

» Park acreage: 250 acres or less (39 total park acres in Desert Hot Springs)

TABLE 2-9: Programming comparison

Peer agency category: Population (20,000 - 50,000 people)

Peer agency category: # of parks (Fewer than 10 parks) Peer agency category: Park acres (250 acres or less)

Desert Hot Springs Programming Strengths, Weaknesses, and Uniqueness

Programming strengths are identified as programs offered in Desert Hot Springs that are also offered by 75 percent or greater of peer agencies in one or more categories.

Table 2-9 shows that Desert Hot Springs provides several programs when compared to peers across all three categories. These programs should be maintained by the Department to continue matching offerings provided by peers. These programs are:

» Themed special events

» Social recreation events

» Team sports

» Fitness enhancement classes

» Health and wellness education

The following programs are provided by peer programs in one or two categories. These programs should also be maintained by the Department to continue matching offerings provided by peers. These programs are:

» Individual sports

» Racquet sports

» Summer camp

» Specific senior programs

Programming weaknesses are identified as programs offered by 50 percent or greater of peer agencies in one or more criteria, but not offered in Desert Hot Springs. These programs may be considered by the Department to match offerings provided by peer agencies. These programs are:

» Safety training

» Natural and cultural history activities

» Cultural crafts

» Trips and tours

» Programs for people with disabilities

Unique programs are identified as programs that are offered in Desert Hot Springs, but are not offered by 75 percent or greater of peer agencies in one or more categories. Programs in this category may be considered strengths if they are well-utilized, or weaknesses if they are not. Consideration must be given to the community’s awareness of these programs if they are not well-utilized; marketing campaigns may be needed to boost utilization before decisions are made on program continuation.

Unique programs in Desert Hot Springs are:

» Aquatics

» Performing arts

» Visual arts

» Martial arts

» Specific teen programs

» STEM programs

» After-school programs

Comparative Programming Assessment

Table 2-10 lists program areas that local cities offer and compares them to Desert Hot Spring’s programming offerings. The data from local cities was developed from recent program guides.

The City of Desert Hot Springs provides a wide variety of programming that compares well to local cities. The areas of potential expansion or improvement include cultural arts programs such as language, visual arts, performance arts, cultural events, therapeutic or adaptive programs, and virtual programs. Continued improvement of existing services will require resources and staffing. The community has expressed a desire to see an expansion of services, and this type of expansion would further solidify the community development efforts of the City and the department.

TABLE 2-10: Program Offerings from Local Agencies

Virtual

2.10.3 Staffing

Comparative Analysis

The City currently has five full-time staff in the Parks and Community Services Department allocated to recreation.

In the analysis of the programming for the City’s parks and recreation program, staffing levels were reviewed to determine if program staffing met established industry standards. The NRPA’s Agency Performance Review is used as the basis for the

analysis. This model analyzes recreation and park agencies nationally and provides data sets based upon qualifiers such as population and park acreage. This dataset is based on staffing percentages and total staffing in a geographic region’s parks and recreation departments.

Comparable cities have between 17.88 (lowest quartile of agencies) and 78.75 (highest quartile of agencies) fulltime equivalents in their parks

FIGURE 2-12: Staffing Comparative

and recreation departments. Within this same dataset, there would be between 6 (lowest quartile of agencies) and 25 (highest quartile of agencies) full-time equivalents dedicated to programming activities. Specific staffing levels are primarily dictated by the type and number of programs offered and must be continually adjusted to address programming modifications.

2.11.5 Financial Review

Desert Hot Springs has budgeted approximately $1.5 million for recreational activities, which translates to $44.28 per capita. The city is the second lowest amongst comparable cities used within this study. The City’s primary source of revenues for Parks and Recreation are:

$45.28 Coachella

$55.62

$27.74

$106.62

User Fees: These are fees charged by the department for specific classes, programs, camps, and rentals offered within the City. These generally help to fund employees, contract instructors, and basic program materials and supplies.

Impact Fees: These are fees charged to new or major development. It can help pay for parkland acquisition (Quimby Fees) or for development of new parks to provide service to new residential development. The City of Desert Hot Springs also specifically has impact fees for its community centers as well as its aquatic center. This can help fund improvements to these facilities to provide more enhanced services to the community.

CFDs/CSDs: The City has several different Community Facility Districts or Community Service Districts. This is a specialized limited funding source, which helps pay for initial and ongoing costs for recreation needs based upon a specific assessment amount. This funding source is specifically assessed to residents of a specific geographic area and is only applicable on recreation and parks needs within that geographic area.

Tax Revenue: This refers to property and sales tax revenue that is used to supplement funding that is not covered by the aforementioned items. It can be used for operations, staffing, and infrastructure as needed.

Grants, Sponsorships, and Donations: This refers to grant-funding, sponsorships, or direct donations provided to the Department to help fund specific programs or activities. These are not consistent annual streams, but typically more program or activity-generated revenue streams.

Together these revenue streams help fund the overall department. Figure 2-13 shows by major service area the types of revenue streams that can help fund those activities. The figure shows areas of interest such as contracted classes or aquatics can generally be user-fee funded, whereas more community service-based programs such as youth activities, and senior services are a mix.

PRIMARILY FUNDED BY USER FEES

» Classes

» Rentals

» Aquatics

MIXTURE OF USER FEES, TAXES, AND OTHER SOURCES

» Youth programs

» Sports (adult and youth)

» Senior Services

PRIMARILY FUNDED BY TAX REVENUES

» Park/facility maintenance

» Park/recreation administration

» City-wide indirect support

FIGURE 2-13: Revenue Streams

TABLE 2-11: Parks and Recreation per Capita Spending in 2023

Cost Recovery

The City of Desert Hot Springs has only recently started charging fees for services for programs. The total direct expenditures for Recreation are approximately budgeted at $1.45 million for Fiscal year 2024 However, in addition to these budgeted expenditures, the City also conducted a Cost Allocation Plan, which identified indirect costs, $321,301, associated with the operations of the Health and Wellness Center. The indirect costs account for support from the City Manager, Human Resources, Finance, and other citywide support functions. Understanding the indirect costs within the operations allows the City to properly manage user fees to maximize cost recovery.

As the City has only recently started offering different programs, programming revenue is still limited. The following table shows the two major areas, the aquatics programming and the recreation center, for Fiscal Year 2024 the annual surplus / (deficit) and resulting cost recovery percentages as shown in Table 2-12.

The City is currently significantly below the typical cost recovery ranges for each service area. While there are a handful of fees charged by the City, no formal assessment and/or calculation of

CATEGORY AQUATICS REC CENTER

user fees has been conducted. In addition to user fees, the deficits in these programs are bridged through support from general fund monies. Therefore, the City should conduct a formal analysis to better understand where the current user fees are and what they should be in the future, to minimize the need to rely on the general fund.

Community Services Capital Programming

In addition to annual operating needs, the Community Services Department has a robust capital program, with needs for building new facilities and expanding and improving existing facilities. These capital needs can be funded through Development Impact Fees (DIF), and new CFDs / CSDs. The City’s current Development Impact Fee program is citywide and not geographically specific. Therefore, new development that pays those fees, should be used to fund projects throughout the City. The Aquatics DIF and Community Center DIF should also be used to help specifically fund improvements to the Aquatics program and Health and Wellness Center

Unlike the impact fees, the CFDs / CSDs are more project or geographic-specific. The Community Facility District (CFD) or Community Service District (CSD) can help pay for both initial infrastructure costs as well as ongoing maintenance and operations of those facilities within the area.

Taxes and Grants, along with sponsorships and donations help fund the gaps needed for both operations and capital projects. While tax revenue is typically not restricted, grants and sponsorships, along with donations can be specific to programs and/or specific activity types.

2.11.6 Maintenance and Operations

The City of Desert Hot Spring’s parks, recreational facilities, and landscaped areas are maintained by the Public Works Department Maintenance Division, led by the Parks & Facilities Supervisor with three staff members. The Maintenance Division provides maintenance to most of the City’s infrastructure assets including parks, greenspaces, and facilities. The City has a maintenance contract with a private vendor for Mission Springs Park and Guy J Tedesco Park. They provide landscaping needs including pressure washing, restroom maintenance, mowing, and responding to service requests.

TABLE 2-12: Recreation Cost Recovery

2.12 RECREATIONAL TRENDS

Recreation program trends can vary over time and may be influenced by changes in societal preferences, technology, and other factors. As a result, it is important for the City to monitor, observe, and respond to emerging recreation trends to provide the community with relevant and in-demand programs. This section summarizes national and local recreation trends based on the most up-to-date data and can be used alongside community input to inform the City’s development of future programming. As the City expands its recreational program offerings, it should remain nimble and open to new concepts so that it can adapt to meet evolving trends and community desires.

2.12.1 National Trends

The 2023 Sports, Fitness, and Leisure Activities Topline Participation Report from the Sports and Fitness Industry Association (SFIA) highlights national recreation trends. The SFIA report indicates that participation in recreational activities in the U.S. has increased for the fifth consecutive year, rising 9.2 percent from 2017 and 1.9 percent from 2021. During 2022, 77.6 percent (236.9 million people) of United States residents participated in at least one recreational activity, roughly 20 million more people than in 2017. Now more than ever, people are prioritizing recreational activity and bouncing back from all-time lows recorded before the COVID-19 pandemic.

The number of totally inactive people decreased for the fourth consecutive year with 22.4 percent (68.6 million) of United States residents being inactive. Inactivity in every single age group decreased, except for 18-24-year-olds and 25-34-year-olds, likely due to life changes brought on by the pandemic, like enrolling in college and having children. Similarly, inactivity rates for every income level decreased by more than 3 percent in 2022, indicating that people are investing in physical activity more than in previous years.

See Table 2-13 to Table 2-18 for a closer look at national trends in the following areas: » Fitness Sports Trends

Team Sports Trends » Individual Sports Trends

Racquet Sport Trends » Outdoor Activity Trends

Winter Sports Trends

National Recreation Trend Highlights

» Pickleball continued to be the fastest-growing sport in America with participation almost doubling in 2022.

» Trail running and day hiking participation increased for the fifth consecutive year.

» Every racquet sport increased its participation from the previous year for the first time since 2015.

» Golf and tennis continue to maintain momentum with 9.7 and 4.3 percent participation increases in 2022, respectively. Both sports have grown over 20 percent since 2019.

» Basketball, soccer (outdoor), football (flag), and football (tackle) all saw three-year total participation increases of over 4.5 percent with basketball seeing the highest three-year increase of 13.0 percent.

» Personal combat sports like martial arts, boxing for fitness, MMA for competition, MMA for fitness, and wrestling all posted participation increases in 2022.

» Barre and Pilates showed solid participation increases in 2022, while yoga decreased for the first time in the last decade. All have strong three-year participation increases with yoga and pilates increasing over 10 percent in the last three years.

» Camping, fishing, and bicycling activities recovered to 2020 participation levels after showing slight decreases in 2021.

» Group fitness-based activities continued to struggle, but showed some signs of recovery with boot camp style training, cardio kickboxing, and stationary cycling (group) experiencing participation increases in 2022.

» Health club-based activities continued to struggle. Elliptical motion/cross-trainer, stairclimbing machine, stationary cycling (recumbent/upright), and weight resistance machines all had participation decreases last year, and are down over 10 percent compared to 2019 numbers.

» Most team sports displayed a significant decrease in regular/consistent participants while seeing significant increases in casual participation. Outdoor soccer was the only team sport that saw a participation increase in regular/consistent and casual participants.

2.12.2 Local Trends

Household Participation in Team Sports

Figure 2-14 displays estimated sports participation in Desert Hot Springs based on data from ESRI Business Analyst. This data uses national propensities applied to local demographic composition to estimate the relative likelihood of adults and households in the specified trade area to exhibit certain consumer behavior. According to the ESRI Business Analyst, it is estimated that 25.1 percent of all sports participants in Desert Hot Springs participate in basketball, followed by 16.5 percent participating in tennis, and 15.2 percent participating in soccer. The top team sports played in Desert Hot Springs are similar to national trends. The SFIA report shows that nationally, basketball and soccer are two of the top five team sports based on participation numbers. Additionally, the two sports had the highest increases in participation over the last three years out of all team sports (13.0 and 9.3 percent, respectively). Tennis, which is categorized as a racket sport by SFIA, has the highest overall participation out of all racket sports and has the second-highest participation growth after pickleball, growing 33.4 percent over the last three years. These trends indicate that interest in these sports continues to grow nationally, as well as locally.

Source: ESRI Business Analyst

FIGURE 2-14: Estimated Team Sports Participation in Desert Hot Springs

Household Participation in Recreation

Figure 2-15 shows recreational activity participation in Desert Hot Springs based on data from ESRI Business Analyst. Walking for exercise is by far the most popular activity in Desert Hot Springs, followed by hiking, weight lifting, swimming, and jogging/running. Other recreational activities that ranked highly in Desert Hot Springs include road bicycling, yoga, fishing, aerobics, and bowling. Recreational activity trends in Desert Hot Springs indicate a high interest in physical fitness, which aligns with national trends. The SFIA report shows that the majority of active individuals in the U.S. participate in fitness sports (>65 percent), compared to lower participation rates in individual, outdoor, racquet, team, water, and winter sports. Additionally, throughout the community engagement process, participants repeatedly expressed the desire for more fitness-related amenities at parks in Desert Hot Springs, such as outdoor exercise equipment, walking paths, and a system of trails. The City can accommodate community interest in these recreational activities by increasing related amenities, such as trails, bicycle lanes, and outdoor exercise equipment, as well as related programming like fitness classes, guided hikes, group runs, and bicycle rides.

FIGURE 2-15: Estimated Recreational Activity Participation in Desert Hot Springs

Source: ESRI Business Analyst

FITNESS SPORTS TRENDS

2022 Top 5 Fitness Sports Based on Overall Participation

TABLE 2-13: SFIA National Fitness Sports Participation Trends

Source: SFIA Topline Report 2023

TEAM SPORTS TRENDS

2022 Top 5 Team Sports Based on Overall Participation

TABLE 2-14: SFIA National Team Sports Participation Trends

Source: SFIA Topline Report 2023

INDIVIDUAL SPORTS TRENDS

2022 Top 5 Individual Sports Based on Overall Participation

TABLE 2-15: SFIA National Individual Sports Participation Trends

Source: SFIA Topline Report 2023

RACKET SPORTS TRENDS

2022 Top 5 Racket Sports Based on Overall Participation

TABLE 2-16: SFIA National Racket Sports Participation Trends

Source: SFIA Topline Report 2023

Hiking

OUTDOOR ACTIVITY TRENDS

2022 Top 5 Outdoor Activities Based on Overall Participation

Fishing (Freshwater)

Bicycling (Road)

(Traditional/Ice Mountaineering)

Source: SFIA Topline Report 2023

TABLE 2-17: SFIA National Outdoor Activity Participation Trends 2022

WINTER SPORTS TRENDS

2022 Top 5 Winter Sports Based on Overall Participation

TABLE 2-18: SFIA National Winter Sports Participation Trends

Source: SFIA Topline Report 2023

Community Engagement 3 3

3.1 COMMUNITY ENGAGEMENT

3.1.1

Community Engagement Overview

Desert Hot Springs is a diverse and vibrant community with a variety of different parks and recreation interests and needs. However, at its most basic level, it is a community in need of a safe, accessible, and well-maintained park system. The recommendations presented in this Plan are deeply rooted in community knowledge, stories, and ideas gathered over the course of a comprehensive community engagement process. Engaging Desert Hot Springs community members of all ages and backgrounds in the planning process was essential to understanding the real issues, challenges, and opportunities within the City’s park system. A variety of engagement strategies were designed to maximize community participation and yield input from a wide range of community members.

The primary methods used to engage Desert Hot Springs community members were:

» Project Branding

» City Website

» Social Media

» Community Survey

» One Pop-up Event

» One Community Workshop

» City Council Interviews

» Stakeholder Focus Group Meetings

This chapter provides a summary of the key findings from feedback gathered throughout the community engagement process. These findings were used to develop the recommendations presented in Chapter 4.

3.1.2

Project publicity

Project Branding

A unique logo and color palette were created based on the City’s branding standards to give the project a distinct identity. Consistent project branding was used for all outreach materials and presentations to promote project familiarity throughout the planning process. A variety of outreach materials, such as flyers, social media graphics, online surveys, and interactive exhibits were designed to maximize community engagement. To reach Desert Hot Springs’ diverse population, all outreach materials were provided in both English and Spanish.

Project Website

A project website was created to provide information about the project, share project announcements, and gather community feedback. The website included an interactive online comment map that enabled community members to add comments for a specific park, which provided the planning team with geo-referenced community input. The project website also included a calendar of upcoming events for the community to attend.

Social Media

Social media was used throughout the development of the Plan to share information and invite community members to participate in the planning process. Regular social media posts were made to publicize the Plan, promote events and surveys, and share project updates.

3.2 PUBLIC INPUT OPPORTUNITIES

3.2.1 Pop-Up Booth: Little League Opening Day

A pop-up booth was held on March 25th, 2023 at the Desert Hot Springs Little League Opening Day at Wardman Park. The planning team hosted a booth with informational and interactive poster boards that invited community members to give feedback on the parks and recreation facilities in Desert Hot Springs. Participants had the opportunity to vote for recreation amenities they would like to see added to the community.

The amenities that received the most votes were:

» A sports park with lighted fields

» Aquatic facilities

» Baseball fields

» Splashpads

» Playgrounds

Poster board with sticker votes for different recreation amenities.

3.2.2 Community Workshop

A traditional community workshop was held on November 2nd, 2023 at City Hall. The workshop consisted of a presentation, informational poster boards, an open question-and-answer period, and interactive exhibits.

The “Opportunity Infill Areas’’ exercise highlighted certain areas within existing parks that could potentially accommodate new recreation amenities that the community might be lacking. This exercise allowed participants to indicate their preferences and help the City prioritize future investments in the park system.

Key findings from this activity included the desire for new amenities, such as:

» Group picnic areas

» Splashpads

» Outdoor exercise areas

» Tot-lot playgrounds

» Swimming pool renovation

» Adventure playgrounds

3.2.3 Online Comment Map

As a part of community outreach, a StoryMap website was created with the purpose of collecting feedback through the use of an interactive online comment map. The map displayed the existing parks in Desert Hot Springs and the option for participants to drop a pin and written comment directly on the map with points of concern or desired amenities.

The comments that were collected included the desire for:

» A community playground.

» Bike lanes or paths for improved connections.

» A recreational facility with courts.

The goals of this workshop were to:

Present the findings of the community feedback collected through previous outreach efforts.

Collect community input on draft recommendations. 1 2 3 4

Present the results of an analysis of existing parks and recreation facilities in Desert Hot Springs.

Invite participants to vote on their most desired park amenities in the “Opportunity Infill Areas” exercise.

Interactive Online Comment Map

3.3 STAKEHOLDERS & FOCUS GROUPS

The planning team conducted interviews with City Council and held two focus group meetings with representatives from local sports and community organizations to collect input from key stakeholders in Desert Hot Springs. The interviews and meetings were held virtually and involved questions about strengths, challenges, opportunities, and priorities for parks and recreation in Desert Hot Springs. Stakeholder input enabled the planning team to understand the needs and desires of the community by hearing from representatives of different interest groups and demographics.

3.3.1 Stakeholder Interviews: City Council

The planning team interviewed all five members of City Council during June and July 2023. Each interview began with an introductory presentation on the scope of the project followed by an open discussion around the following questions:

» What priorities or goals do you think the community has in improving the City’s park system? What are the opportunities and challenges in achieving these goals?

» What is your vision for the Desert Hot Springs parks and recreation system? What is the City’s role in achieving this vision?

» What are the top 3 outcomes you would like to see from this planning process?

Key input included the need to:

» Use existing park space efficiently by adding new activities and amenities.

» Develop new parks across the city with a focus on underserved areas like central Desert Hot Springs and east of Hacienda Avenue.

» Develop a centrally located park space.

» Improve existing parks with shade structures and trees.

» Increase the variety of amenities at existing parks, including walking paths, trails, outdoor exercise areas, and youth sports fields.

» Create an interconnected system of trails to facilitate walking and bicycling to parks.

» Complete the planned 5-acre park at the Skyborne residential development.

3.3.2 Focus Group: Sports Organizations

A focus group meeting with representatives from local sports organizations was held on October 12th, 2023 via Zoom. The focus group meeting included representatives from the Desert Hot Springs American Youth Soccer Organization (AYSO), DHS Eagles Youth Football & Cheerleading, Desert Hot Springs Little League (Baseball and Softball), and sports programming staff from the City. The focus group meeting consisted of an introductory presentation and an open discussion. Stakeholders shared ideas to increase sports participation and access in Desert Hot Springs, as well as other ideas for improving parks and recreation.

Key input included the need to:

» Create new sports facilities, such as a large sports complex, a football field, larger baseball and softball fields, a dedicated softball field, and a batting cage.

» Add supportive amenities for sports facilities, such as shaded spectator seating, lighted sports fields, and shade and misters for dugouts.

» Add park amenities to existing parks, such as walking paths and exercise equipment.

» Expand Mission Springs Park to accommodate more sports teams and to host tournaments.

» Improve safety and security at existing parks (i.e., lighting, security cameras, design, etc.)

» Improve maintenance at existing parks.

» Expand youth program offerings (i.e., gymnastics, karate, dance, etc.).

» Increase no or low-cost recreational programs.

» Develop new parks across the city.

3.3.3 Focus Group: Community Partners

A focus group meeting with representatives from local community organizations was held on October 16th, 2023 via Zoom. The focus group meeting included representatives from Cabot’s Pueblo Museum, Coachella Valley Conservation Commission, Desert Hot Springs Library, Desert Hot Springs Rotary Club, DiversityDHS, and Painted Hills Middle School. The focus group meeting consisted of an introductory presentation and an open discussion. Stakeholders shared a desire for new parks, recreation amenities, and sports facilities, as well as a need for improvements to park safety, maintenance, and connectivity.

Key input included the need to:

» Create new sports facilities, such as a large sports complex, a football field, larger baseball and softball fields, a dedicated softball field, and a batting cage.

» Add supportive amenities for sports facilities, such as shaded spectator seating, lighted sports fields, and shade and misters for dugouts.

» Add park amenities to existing parks, such as walking paths and exercise equipment.

» Expand Mission Springs Park to accommodate more sports teams and to host tournaments.

» Improve safety and security at existing parks (i.e., lighting, security cameras, design, etc.)

» Improve maintenance at existing parks.

» Expand youth program offerings (i.e., gymnastics, karate, dance, etc.).

» Increase no or low-cost recreational programs.

» Develop new parks across the city.

3.3.4 Focus Group: Community Partners

A focus group meeting with representatives from local community organizations was held on October 16th, 2023 via Zoom. The focus group meeting included representatives from Cabot’s Pueblo Museum, Coachella Valley Conservation Commission, Desert Hot Springs Library, Desert Hot Springs Rotary Club, DiversityDHS, and Painted Hills Middle School. The focus group meeting consisted of an introductory presentation and an open discussion. Stakeholders shared a desire for new parks, recreation amenities, and sports facilities, as well as a need for improvements to park safety, maintenance, and connectivity.

Key input included the need to:

» Develop new parks with a focus on underserved areas like the western and eastern areas of the city.

» Develop a large sports complex.

» Increase sports facilities, such as a football field and dedicated softball field.

» Add shade structures, misters, lighting, and more parking to existing parks.

» Add passive recreation amenities to existing parks, such as walking paths and exercise equipment.

» Develop off-street paths to provide safe connections between parks and schools.

» Improve safety and security at existing parks (i.e., lighting, security cameras, design, etc.).

» Improve maintenance of existing parks.

» Expand recreation program offerings for all age groups.

3.4

COMMUNITY SURVEY

An online survey was used to collect community input from residents and other park users on the City’s parks, recreation facilities, amenities, future planning, communication, and more. The survey was designed to yield insightful results that could be used to develop a plan that accurately reflects the needs, wants, and desires of the entire community. The survey was promoted on the City’s social media platforms and at several City events.

A total of 114 surveys were completed by community members. The survey results provided a useful source of community input on Desert Hot Springs’ existing parks and recreation facilities and programming, as well as the need for future improvements. The results were analyzed and used to develop the recommendations in this Plan. A summary of the survey results is included in this chapter. Complete survey results can be found in the appendix.

3.4.1 Survey Results Snapshot

Figure 3-1 through Figure 3-8 present a snapshot of survey results. Complete survey results are provided in the Appendix.

FIGURE 3-1: Reasons for Visiting Desert Hot Springs Parks

Question: Why do you visit City parks or recreation facilities?

Question: What park do you visit most often?

FIGURE 3-3: Priority Parks for Improvements

Question: Which of the City parks/recreation facilities, if any, do you feel needs major improvements and additional amenities to become a better-quality park that can support recreational needs in the future?

FIGURE

3-4: Desired Park Amenities

Question: What amenities would you like to see added to City parks?

3-5: Desired Recreational Programs

Question: What recreational programs would you like to see added/enhanced at recreation facilities?

FIGURE

FIGURE

3-6: Reasons for Expanding Park Use

Question: What would make you visit City parks and recreation facilities more often?

FIGURE 3-7: Support for Non-vehicular Connections

Question: Suppose additional trail connections, bike lanes/paths, pedestrian walkways and/or street crossings were developed. Would you and/or your household walk or ride a bicycle to get to parks, neighborhood centers, and/or recreational facilities more often?

FIGURE

FIGURE 3-8: 5-year Park Priorities

Question: What are the most important Parks and Recreation needs to be addressed by the City of Desert Hot Springs over the next 5 years?

3.4.2 Key Findings from Community Survey

Several key trends emerged from the feedback gathered from the stakeholder and focus group meetings, community survey, pop-up event, and community workshop. There was an overwhelming desire for new parks in general, as well as the addition of specific recreation amenities at existing parks, such as sports fields, walking paths, outdoor exercise equipment, and an interconnected trail system. The most common areas of community interest and concern are summarized on this page and were used as the foundation for developing the recommendations presented in Chapter 4.

» Commute: Respondents reported having to commute outside of Desert Hot Springs to use parks and trails. Parks in Palm Springs and Palm Desert are among the most frequented. In particular, Civic Center Park in Palm Desert is a popular regional destination.

» Park Use: Athletics/sports, children’s playgrounds, and family time were the most common reasons for respondents to visit Desert Hot Springs parks. Respondents indicated they would visit parks more often if park accessibility, safety, and security were improved and if football fields were added.

» Satisfaction: There is a low level of satisfaction with the overall quality of Desert Hot Springs parks, facilities, maintenance, and recreation programs and services. A common complaint expressed by respondents was the lack of sports fields available.

» Most Important Facilities: Respondents ranked community/ neighborhood parks and sports fields as the most important recreation facilities and services. However, these facilities ranked the lowest in meeting community needs.

» Most Popular Parks and Facilities: The most visited parks in Desert Hot Springs are Mission Springs Park, Wardman Park, and the Desert Hot Springs Recreation Center.

» Parks in Greatest Need of Improvement: Respondents indicated that Mission Springs Park, Wardman Park, and Guy J. Tedesco Park are in greatest need of improvement.

» Top Priorities: Top priorities for improvement include improved park accessibility and connectivity, additional sports fields, and safer community and neighborhood parks.

» New Amenities: Respondents expressed a desire for improved park amenities and activities. The most desired amenities include passive recreation amenities (i.e., walking paths, group picnic areas, and exercise areas) and sports fields (i.e., football fields, soccer fields, multi-purpose fields, etc.).

» Community Services Department Purpose: Respondents felt that the main purpose of the Community Services Department is to provide a high level of safety and security at park facilities. Encouraging active lifestyles and promoting health and fitness were also rated highly.

3.5 KEY TRENDS FROM COMMUNITY ENGAGEMENT

Several key trends emerged from the feedback gathered from the stakeholder and focus group meetings, community survey, pop-up event, and community workshop. There was an overwhelming desire for new parks in general, as well as the addition of specific recreation amenities at existing parks, such as sports fields, walking paths, outdoor exercise equipment, and an interconnected trail system. The most common areas of community interest and concern are summarized below and were used to develop the recommendations presented in Chapter 4.

4.1 THE FUTURE OF DESERT HOT SPRINGS PARKS

The Plan provides a set of initiatives, objectives, and implementation actions to guide the City’s parks and recreation efforts over the next several years. These policy recommendations are based on the findings of a comprehensive year-long planning process and integrate guidance from the Desert Hot Springs General Plan (2020), insights from community and stakeholder engagement, and results from LOS, financial, and staffing analyses. Taken together, the lessons learned throughout the planning process were used to develop recommendations for the City to improve the quality of life for current and future residents of Desert Hot Springs.

Guide to Policy Recommendations

INITIATIVE: An initiative represents an overarching theme addressed by the Plan. Each initiative is supported by guiding objectives and implementation actions designed to guide City staff.

OBJECTIVE: An objective serves as a goal to be accomplished through the successful implementation of the Plan. Clear objectives help visualize desired outcomes and are achieved through implementation actions.

ACTION: An action is a well-defined step that the City can take to reach Plan objectives. Actions provide City staff with a clear path to implement the Plan over time. As actions are completed, objectives go from being goals to actualized outcomes.

*Objectives and actions with “(GP)” are from the Desert Hot Springs General Plan (2020) and are integrated into this Plan for consistency and accountability.

4.1.1 Plan Initiatives

The Plan recommendations are designed to guide the City in planning, designing, and implementing park-related projects and programs. The recommendations are categorized into nine overarching initiatives that encompass the core components of a successful parks and recreation system. Each initiative is supported by a set of objectives and implementation actions.

PARKS & FACILITIES

Improvement of existing and development of new parks and facilities infrastructure.

PROGRAMS & SERVICES

Enhancement and expansion of recreational programs and services.

EQUITY & ACCESS

Prioritization of an equitable and accessible parks and recreation system.

CONNECTIVITY

Increased connectivity of parks, recreation facilities, trails, and open spaces.

Elevation of environmental sustainability and stewardship at parks and recreation sites.

SAFETY & COMFORT

Intentional design, maintenance, and crime prevention to promote safety at parks.

SUSTAINABILITY INVESTMENT ADMINISTRATION

PLACEMAKING

Celebration of community diversity, culture, and history at parks and recreation sites.

Investment opportunities to support the long-term financial sustainability of facilities and programs.

Use of innovative strategies for an efficient and modern park and recreation system.

#1: PARKS & FACILITIES

Parks and recreation facilities are often considered community focal points due to the important services they provide to support community health, well-being, and belonging. Parks and facilities with a variety of amenities are more likely to provide a well-rounded recreation experience and accommodate the diverse interests and needs of community members. Park amenities like sports fields and courts, playgrounds, outdoor exercise areas, walking paths, picnic areas, and more are important elements that attract park users. Park assets like shade, drinking fountains, benches, lighting, and trash cans help to facilitate a more comfortable and accessible park experience for visitors. Maintaining the right balance between active and passive park elements is critical to a successful park system. The Parks & Facilities Initiative seeks to increase the variety of amenities at existing parks and facilities, while also exploring opportunities for the development of new park and recreation spaces.

OBjECTIVE 1:

Plan for and establish new parks and recreation facilities to meet the needs of the community.

ACTION 1.1: Maintain a park provision standard of five park acres per 1,000 residents to meet the recreational needs of the community (GP).

ACTION 1.2: Develop previously planned park projects funded through the Development Impact Fee program. Park projects include: Design/Construction of New Corporate Yard Park; Construction of Reflection Park; Tedesco Park Improvements; Mission Lakes Walking Park Improvements; Wardman Park Improvements; Mission Springs Park Improvements; Rotary Dog Park Expansion; and Dog Park at Hacienda.

ACTION 1.3: Identify and acquire vacant land to develop new parks in underserved areas.

ACTION 1.4: Identify and acquire vacant land and/or building space to develop new a center for youth and teens.

ACTION 1.5: Identify vacant land to develop a centrally-located park space in the Downtown/Arts and Culture District that can be used for community events.

ACTION 1.6: Develop pocket parks within residential neighborhoods lacking walking access to park facilities (GP).

ACTION 1.7: Seek to develop a large public outdoor gathering area that includes a large versatile turf area with a performance area or stage (GP).

ACTION 1.8: Encourage the use of mountain and hill areas for recreational purposes within the limits and restrictions described and outlined in the Coachella Valley Multispecies Habitat Conservation Plan (GP).

ACTION 1.9: Work with the developers of the Skyborne residential development to complete the planned 5-acre park.

OBjECTIVE 2: Expand sports courts and fields throughout Desert Hot Springs to accommodate community demand.

ACTION 2.1: Explore the feasibility of developing a large sports complex with lighted fields to host practices, games, and tournaments.

ACTION 2.2: Explore the feasibility of developing flexible-use and multi-purpose fields in underserved areas.

ACTION 2.3: Expand Mission Springs Park boundaries to accommodate more sports teams and tournaments.

OBjECTIVE 3: Provide a range of amenities spread throughout existing parks and recreation facilities in Desert Hot Springs.

ACTION 3.1: Require that new parks provide a variety of amenities that meet the diverse needs of the community (GP).

ACTION 3.2: Consider the addition of new amenities at existing City-owned properties, as shown in the infill opportunity areas in this chapter, and prioritize underserved areas.

ACTION 3.3: Install new passive recreation amenities at existing parks to address park amenity level-of-service deficits and community needs. Amenities most desired by the community include walking paths, outdoor exercise equipment, group picnic areas, playgrounds, and splashpads.

ACTION 3.4: Install outdoor exercise equipment within parks and along trails and walking paths.

OBjECTIVE 4: Evaluate and renovate existing parks and recreation facilities as needed.

ACTION 4.1: Identify which parks will require individual park master plans to redevelop into well-balanced parks that address park amenity gaps and recreation needs.

ACTION 4.2: Renovate existing sports courts and fields with additional amenities as needed and defined by a facility conditions assessment. Additional amenities may include lighting, batting cages, dugouts, etc.

ACTION 4.3: Explore the feasibility of renovating the John H. Furbee Aquatics Center to expand the pool and add a shallow-end pool space.

OBjECTIVE 5:

Strengthen partnership with the Coachella Valley Conservation Commission (CVCC) to provide additional access to nature for residents.

ACTION 5.1: Identify lands with the CVCC for potential future interpretive trails.

ACTION 5.2: Action 5.2 Identify lands with the CVCC for a potential future nature and education center.

PROGRAMS & SERVICES

While high-quality parks and facilities are foundational to a positive recreation experience, it is the programs, services, and special events that bring these spaces to life. Programs and services provide community members of all age groups and abilities with low and no-cost options to exercise, develop new skills, form new friendships, and more. Providing a broad range of programs and activities helps engage the community and keeps the parks activated year-round. The provision of diverse and accessible recreational programs, community services, and special events is a vital component of this Plan. The Programs & Services Initiative aims to expand recreational programs and services to meet the needs of current and future Desert Hot Springs residents.

OBjECTIVE 1: Provide a range of flexible recreational programming that can be adjusted to community needs (GP).

ACTION 1.1: Expand contract programming offerings to provide more non-athletics, educational, and artistic programs for residents.

ACTION 1.2: Develop and expand partnerships for programming, such as after-school programs, gymnastics, and pickleball, to align with identified community needs.

ACTION 1.3: Balance physical activity and passive activity through the expansion of recreational programming and facilities (GP).

ACTION 1.4: Pursue financial resources to expand recreational programming and staffing that meet community needs (GP).

OBjECTIVE 2: Provide coordinated community-wide youth services that are available to and reach all youth (GP).

ACTION 2.1: Seek facilities and staff to expand after-school programming to meet community demand.

ACTION 2.2: Continue to explore options for expanding youth summer camps, which may include partnerships with local organizations to share building space.

ACTION 2.3: Expand teen, young adult, and student programming offerings that serve the City’s high school and college-aged residents.

OBjECTIVE 3: Expand indoor recreation program offerings.

ACTION 3.1: Increase the number and types of indoor programs, such as e-sports, fitness programs, and others, to increase participation in activities that are not impacted by the climate.

ACTION 3.2: Consider developing local partnerships that will allow for the cultivation of indoor pickleball activities.

ACTION 3.3: Develop a wide variety of dance classes for community members of all ages.

ACTION 3.4: Evaluate community interest and feasibility of offering online programming for community members of all ages.

OBjECTIVE 4: Provide educational and career development programs to support community-wide learning.

ACTION 4.1: Consider the expansion of programming for English as a Second Language (ESL) as well as basic language classes in Spanish and other languages.

ACTION 4.2: Evaluate and implement computer skills programming for all age ranges (i.e., Microsoft Office, Internet, etc.).

ACTION 4.3: Encourage and expand workforce development and technical training/ education for the local youth and adult populations (GP).

OBjECTIVE 5: Support diverse recreation programs to foster and instill public health, responsibility, ethics, values, and civic involvement (GP).

ACTION 5.1: Educate the community about the health benefits of physical activity, nutrition, and other healthy lifestyle choices (GP).

ACTION 5.2: Support senior service agencies in their effort to develop recreational, educational, and supportive programs (GP).

ACTION 5.3: Develop and implement gang prevention, intervention, and education programs (GP).

EQUITY & ACCESS

Easy and comfortable access to parks, open spaces, and recreation facilities is vital to mental and physical health and well-being. The Desert Hot Springs General Plan (2020) recognized the importance of park access and established a goal to distribute parks and recreation facilities so that all residents live within a 15-minute walk. The Equity & Access Initiative provides a pathway for the City to prioritize the creation of an equitable and accessible parks and recreation system.

OBjECTIVE 1: Distribute parks and/or recreation community facilities so that residents live within a 15-minute walking distance of such facilities (GP).

ACTION 1.1: Prioritize the addition of new parks and recreation facilities in underserved areas and higher-density areas with little access to private outdoor spaces.

ACTION 1.2: Consider unique neighborhood needs when developing recreation facilities and programs for indoor and outdoor activities.

ACTION 1.3: Evaluate opportunities to acquire land for temporary and/or permanent parks and recreation facilities in underserved areas.

ACTION 1.4: Identify feasible locations to develop pocket parks in underserved areas with limited land vacancy.

OBjECTIVE 2: Create an accessible and inclusive atmosphere at parks and recreation facilities.

ACTION 2.1: Include enhanced accessibility in the planning of park areas in accordance with the Americans with Disabilities Act, including increased wheelchair accessibility, restrooms, and other requirements needed for the elderly and physically handicapped (GP).

ACTION 2.2: Install accessible play equipment and park amenities at existing and new parks and recreation facilities.

ACTION 2.3: Use both English and Spanish languages and easy-to-understand graphics on parks and recreation signage and posted information.

ACTION 2.4: Design new parks and recreation facilities to be welcoming and inclusive to all residents and visitors.

OBjECTIVE 3: Provide residents with an accessible range of recreation services to meet multigenerational, recreational, and educational interests and needs.

ACTION 3.1: Evaluate the demographics of participants in Desert Hot Springs programming, events, and services to determine if participation is representative of community demographics.

ACTION 3.2: Conduct targeted outreach to neighborhoods and demographics with low participation in Desert Hot Springs programs and services.

ACTION 3.3: Provide temporary “pop-up” recreational programming in park-deficient areas with limited access to standard recreational programming.

ACTION 3.4: Consider providing public transportation for residents in park-deficient areas to facilitate access to special events.

ACTION 3.5: Establish a program to offer free and reduced-fee programming to community members who experience financial barriers to participation.

INITIATIVE #4:

CONNECTIVITY

Providing safe paths and trails between parks, schools, and residential neighborhoods is key to making Desert Hot Springs parks and recreation facilities more accessible to the community. People are often more inclined to walk or bicycle to parks if they are given a safe and direct route to take. Not only can the addition of bicycle and pedestrian infrastructure provide community members with the means to access parks without a vehicle, but they also facilitate exercise and outdoor recreation experiences.

Throughout the community engagement process, participants repeatedly expressed the need for an interconnected off-street trail system to provide safe connections to parks, trails, and open spaces in Desert Hot Springs. In response to community demand, the Connectivity Initiative aims to increase the connectivity of Desert Hot Springs parks, recreation facilities, trails, and open spaces by increasing bicycle and pedestrian infrastructure and promoting active transportation.

OBjECTIVE 1: Provide safe pedestrian and bicycle connections to new and existing parks and recreation facilities.

ACTION 1.1: Provide street, sidewalk, and intersection amenities and improvements to areas around parks, recreational facilities, and open spaces. Amenities can include, but are not limited to streetlights, connected sidewalks, and bicycle facilities.

ACTION 1.2: Identify and remove any barriers to accessing parks and recreation facilities in Desert Hot Springs.

ACTION 1.3: Complete sidewalk gaps and install curb ramps within a quarter mile of parks.

ACTION 1.4: Complete the proposed pedestrian and bicycle facilities near parks as identified in the General Plan (2020) and the Bicycle & Pedestrian Master Plan (2016).

ACTION 1.5: Coordinate with developers to install missing pedestrian and bicycle facilities if a development is adjacent to or near parks, an existing trail, or a multiuse path.

OBjECTIVE

2: Create a comprehensive trail system that connects parks and open spaces to schools and neighborhoods.

ACTION 2.1: Explore the feasibility of installing new trails and multi-use paths to connect neighborhoods, schools, parks, recreation facilities, and open spaces and install them, where appropriate.

ACTION 2.2: Create new trails that connect to Big Morongo Wash Trail, Mission Creek, and other hiking trails and preserve areas (GP).

ACTION 2.3: Establish an interpretive trail system in the City’s mountainous and other hiking and walking areas that educates users and enhances their appreciation for these and other wildlife communities in the City and vicinity (GP).

ACTION 2.4: Develop support features to enhance the trail experience, such as rest stations and interpretative signage (GP).

ACTION 2.5: Develop full-service trailheads that include parking areas, wayfinding and interpretive signage, and hiking amenities (GP).

OBjECTIVE 3: Promote walking and bicycling to Desert Hot Springs parks and recreation facilities.

ACTION 3.1: Conduct public outreach to promote walking and bicycling as viable transportation modes to parks and recreation facilities. Public outreach may include, but is not limited to educational materials, signage, special events, interactive contests, or social media campaigns.

ACTION 3.2: Host guided bicycle rides, nature walks, and other special events to introduce residents to walking and bicycling routes to parks and recreation facilities.

ACTION 3.3: Establish pedestrian-scale wayfinding signage along trails and popular routes to parks and recreation facilities.

ACTION 3.4: Create park entrances, rest stops, and trail access points along trails and multi-use paths to encourage walking and bicycling to parks.

INITIATIVE #5:

SUSTAINABILITY

Desert Hot Springs parks and recreation facilities offer opportunities for the City to advance environmental sustainability and stewardship in the community. Incorporating sustainable design elements and management practices into parks and recreation facilities not only reduces negative impacts on the surrounding environment, but sets a tone of leadership and responsibility for the City. For example, parks and recreation facilities can serve as symbols of environmental sustainability and climate resilience. Along the same lines, recreational programming can be designed to provide community members with the knowledge and skills needed to become environmental stewards. The Sustainability Initiative builds on the policies in the Desert Hot Springs General Plan (2020) to promote environmental sustainability and stewardship at parks and recreation sites.

OBjECTIVE 1: Design all parks to include sustainable design elements that can withstand and thrive in the desert environment, and include features that minimize the impacts of sun, heat, and wind (GP).

ACTION 1.1: Install shade structures or plant shade trees at all playgrounds and picnic areas to enable comfortable park use in hot weather.

ACTION 1.2: Identify parks and recreation facilities in greatest need of additional shade and develop a plan to increase shade, where needed.

ACTION 1.3: Use architectural and landscape design techniques that minimize the impacts of the sun and wind on pedestrians along sidewalks, walking paths, and trails at parks, recreation facilities, and open spaces.

ACTION 1.4: Continue to provide cooling centers at Cityowned facilities to reduce community vulnerability to extreme heat events and severe storms and market them to the community for better awareness.

ACTION 1.5: Install splashpads and misters at parks to provide relief to park users during the summer.

ACTION 1.6: Explore the feasibility of installing water bottle filling stations at parks and recreation facilities to facilitate adequate hydration and encourage sustainable habits.

OBjECTIVE 2: Reduce environmental harm and promote environmental good at parks and recreation facilities.

ACTION 2.1: Design all new parks and recreation buildings to earn LEED (Leadership in Energy & Environmental Design) certification.

ACTION 2.2: Incorporate energy efficiency and conservation measures into new recreation facility development projects. Measures can include but are not limited to high-efficiency and/or all-electric appliances, cool or green roofs, rooftop solar panels, natural lighting, motion and/or timer-activated lighting, shade trees, etc.

ACTION 2.3: Incorporate water conservation measures in new parks and recreation development, equivalent to CalGreen Tier One or similar standards. Measures may include but are not limited to low-flow plumbing fixtures, water-efficient appliances, sensor sinks, recycled water usage, rainwater catchment, etc.

ACTION 2.4: Where feasible install a dual pipe water system at new and existing parks and recreation facilities to hook up to future Mission Springs Water District recycled water supply, when available, for landscaping and irrigation.

ACTION 2.5: Design new parks and recreation facilities with gray water systems for reuse of onsite water from washbasins, showers, and tubs to be used in toilet flushing and irrigation.

ACTION 2.6: Design all parks and recreation facilities with climate-appropriate or drought-tolerant landscaping and only use turf where necessary.

ACTION 2.7: Reduce impermeable surfaces in new and existing parks to increase surface water infiltration and minimize surface water runoff during storm events. Impermeable surfaces can be replaced with alternative features, such as additional landscaping, permeable pavement, bioswales, stormwater detention basins, parking lots with bio-infiltration systems, etc.

ACTION 2.8: When City parks and recreation vehicles and grounds equipment are replaced, ensure that they are electric or alternative fuel vehicles, when possible.

OBjECTIVE 3: Foster environmental awareness and stewardship at Desert Hot Springs parks, trails, and open spaces.

ACTION 3.1: Host environmental education programs and events to give community members the knowledge and tools to become environmental stewards. Program topics may include, but are not limited to water conservation, energy conservation, waste reduction, clean air choices, etc.

ACTION 3.2: Install interpretive signage at parks, trails, and open spaces to draw attention to and highlight the importance of natural habitats and resources in Desert Hot Springs.

ACTION 3.3: Collaborate with Mission Springs Water District to install water conservation demonstration projects at parks and recreation facilities.

ACTION 3.4: Showcase sustainable design elements at Desert Hot Springs parks, trails, and open spaces. Sustainable design elements can include, but are not limited to native and drought-tolerant landscaping, reflective roofs, solar panels, shade trees, bioswales, permeable pavement, rain harvesting systems, reclaimed water, etc.

ACTION 3.5: Launch a volunteer stewardship program for community members to actively participate in the care and enhancement of parks, trails, and open spaces in Desert Hot Springs.

ACTION 3.6: Create spaces for park users to observe and admire scenic vistas, open spaces, and natural habitats.

ACTION 3.7: Install publicly accessible electric vehicle charging stations at parks and recreation facility parking lots, where feasible.

INITIATIVE #6

PLACEMAKING

Placemaking is a term used to describe the act of enhancing a public space to create a distinct sense of place. Placemaking can be achieved in various ways and by many people, both formally and informally. It is typically derived from the culture, history, and heritage of a place that can be enhanced through art, vegetation, architecture, scale, signage, programming, and others. Placemaking is further enhanced through the interaction between people and the placemaking elements. Placemaking can help people feel seen, celebrated, and part of a community. The Placemaking Initiative advances the celebration of community diversity, culture, and history at parks and recreation sites in Desert Hot Springs.

OBjECTIVE 1: Showcase community diversity, culture, and history at parks and recreation facilities.

ACTION 1.1: Identify areas for temporary and permanent public art installations at parks and recreation facilities.

ACTION 1.2: Partner with local artists to design and install public art that celebrates community diversity, culture, and history at parks and recreation facilities.

OBjECTIVE 2: Facilitate opportunities for social interactions at Desert Hot Springs parks and recreation facilities.

ACTION 2.1: Create new gathering areas for community members to host parties, meetings, and events at parks.

ACTION 2.2: Install park amenities that facilitate social interaction, such as outdoor exercise equipment, public art, chess tables, ping pong, corn hole, and other similar activities.

ACTION 2.3: Introduce new and enhance established community events that highlight the City’s unique history, diverse culture, and art (GP).

ACTION 2.4: Support events such as cultural fairs, music festivals, art walks, food festivals, and farmers’ markets. In addition to highlighting the intended event theme, these events should provide a forum for local businesses to be exhibited and promoted (GP).

ACTION 2.5: Identify parks in Desert Hot Springs to allow for public-private partnerships between commercial vendors like food trucks and local businesses to draw visitors to parks and provide valuable services to the community.

OBjECTIVE 3: Create a distinct sense of place at Desert Hot Springs parks and recreation facilities.

ACTION 3.1: Identify unique characteristics and features within each park and showcase them through public art, interpretive signage, and other design elements.

ACTION 3.2: Integrate different park themes into the built features and buildings at parks to distinguish one park from another.

ACTION 3.3: Incorporate placemaking design elements into the development of future parks and recreation projects.

ACTION 3.4: Encourage development that integrates desert-appropriate architecture, utilizing appropriate massing, scale, colors, and roofing (GP).

ACTION 3.5: Require developments along major corridors and near entries to the City to use distinctive architectural, landscaping, and site design treatments (GP).

ACTION 3.6: Encourage a unique and consistent community image that celebrates the desert environment, surrounding hillsides, and mountain views, and incorporates sustainable development approaches (GP).

SAFETY & COMFORT

Feeling welcome, safe, and comfortable at parks is critical to community health and well-being. Unfortunately, at times, many community members do not feel this way when visiting parks in Desert Hot Springs. Community engagement participants frequently expressed the need to improve safety and security at parks and recreation facilities. Ensuring safety and comfort at parks in Desert Hot Springs is a priority for the City and can be achieved through a combination of intentional design elements, crime prevention measures, regular maintenance, and other strategies. The Safety & Comfort Initiative uses a multi-faceted approach to improve safety by fostering collective awareness, care, and responsibility at parks and recreation sites.

OBjECTIVE 1: Implement the concepts of Crime Prevention Through Environmental Design (CPTED) at parks and recreation facilities.

ACTION 1.1: Use intentional design features to control access to sites, promote more “eyes on the street,” and foster a sense of collective care and responsibility. Design features can include but are not limited to lighting, public art, wayfinding signage, walking paths, gateway entry points, fencing, landscaping, security cameras, etc.

ACTION 1.2: Collaborate with law enforcement agencies and community groups to promote litter pick-up, graffiti removal, basic repairs, and other beautification efforts at parks and recreation facilities.

ACTION 1.3: Continue to promote and support graffiti removal and deterrent programs (GP).

OBjECTIVE 2: Improve security at parks and recreation facilities.

ACTION 2.1: Evaluate crime data to determine if any focus areas need additional law enforcement and/or the use of security cameras for crime prevention.

ACTION 2.2: Collaborate with the Police Department to promote the Citizen’s on Patrol Program at local parks and recreation facilities.

ACTION 2.3: Continue and encourage Neighborhood Watch programs to include local parks and recreation facilities.

ACTION 2.4: Add prominent signage at parks and facilities encouraging users to call and report suspicious activity to the Police Department.

ACTION 2.5: Investigate solutions such as outsourced park monitoring services to immediately flag issues at parks for police to respond to.

INITIATIVE #8:

INVESTMENT

Financial resources and their sustainable management are critical to the maintenance of existing parks and facilities and the development of new infrastructure. A healthy and well-balanced budget is the foundation of a well-operated and well-maintained park and recreation system and enables opportunities for future growth. The Investment Initiative includes strategies to support the long-term financial sustainability and expansion of Desert Hot Springs’ parks and recreation facilities and programs. Recommendations were developed based on the findings of a financial analysis of the Recreation and Community Services Department operations and include actions to both recover costs and secure new funding sources.

OBjECTIVE 1: Secure sustainable financing for the construction and maintenance of parks and recreation facilities.

ACTION 1.1: Pursue grant programs sponsored by public agencies, private groups, and foundations for park or open space purchases, development, and maintenance (GP).

ACTION 1.2: Evaluate partnership and annexation into the Desert Recreation District to finance construction/rehabilitation and maintenance of existing and new parks that would serve City residents (GP).

ACTION 1.3: Design, construct, and maintain park areas in a manner that guarantees long-term sustainability and park maintenance (GP).

ACTION 1.4: Coordinate the establishment of an “Adopt a Park” or comparable program, allowing volunteer groups and individuals such as the Rotary Club, the Hotelier’s Association, utility companies, and others to take charge of maintenance, funding, and equipment needs for a developing park (GP).

ACTION 1.5: Evaluate, as part of the development review process, the fiscal impacts of a proposed park’s construction and continued maintenance on the City and/ or a proposed homeowners association (GP).

OBjECTIVE 2: Increase cost recovery of recreation programs and services.

ACTION 2.1: Develop a mechanism for tracking programming costs and associated fees to enable proper planning of cost structures.

ACTION 2.2: Establish cost recovery goals and targets based on the service area (i.e., Aquatics 30%, Transportation 15%, Summer Camp 40%, etc.).

ACTION 2.3: Assign impact fee revenue and CFD revenue to further enhance existing and future facilities.

ACTION 2.4: Continue to use contracted services for cost efficiency.

ACTION 2.5: Pursue grants, sponsorships, donations, and allocation of funds to expand programs and services.

ACTION 2.6: Study and review existing fee structure to ensure alignment with market rates.

ACTION 2.7: Consider establishing different fees for residents and non-residents.

ACTION 2.8: Consider establishing aquatic rental fees.

INITIATIVE #9:

ADMINISTRATION

City staff conduct the essential administrative, operations, and maintenance tasks that determine the success of a park, facility, or program. Administrative responsibilities include operating lease agreements with other recreational providers, negotiating joint-use agreements, applying for funding, developing new programming, hiring and managing staff, recruiting volunteers, publicizing special events, and much more. The Administration Initiative supports the incorporation of innovative strategies for an efficient and modern park and recreation system.

OBjECTIVE 1: MAINTAIN HIGH-QUALITY PARKS AND RECRE-

ATION

FACILITIES.

ACTION 1.1: Regularly update the Parks Master Plan to allow for planning that provides parks facilities to serve the community (GP).

ACTION 1.2: Develop an overall maintenance plan for the upkeep of parks, restrooms, and equipment.

ACTION 1.3: Employ the necessary number of park maintenance staff to ensure parks are as clean and safe as possible.

OBjECTIVE 2: Leverage partnerships and joint use agreements.

ACTION 2.1: Evaluate the feasibility of establishing active jointuse agreements with all private nonprofit organizations that have recreation facilities, such as playfields and multi-purpose rooms (GP).

ACTION 2.2: Establish partnerships with the school districts and create Joint-use Agreements (JUA) for public use of school facilities outside school hours (evenings and summers) for programming use like recreational basketball games, and adult volleyball leagues.

ACTION 2.3: Identify schools in high park need areas to create Joint-use Parks for public use outside regular school hours.

ACTION 2.4: Continue to explore contractual agreements that will enhance and/or expand current sporting events that are currently being offered (i.e., gymnastics, soccer).

ACTION 2.5: Explore contract opportunities to provide programs that are constrained by budgetary or staffing limitations (i.e., ESL, Sports).

OBjECTIVE 3: Enhance marketing and communications methods to promote parks and recreation programs and services.

ACTION 3.1: Develop and publish a seasonal activity guide to provide information about, generate interest in, and increase participation in recreational programming and events.

ACTION 3.2: Expand marketing and communications tools to actively promote parks and recreation services (i.e., flyers, social media, mailers, apps).

ACTION 3.3: Develop a method to collect and address participant feedback upon completion of programming.

4.2 FUTURE LEVEL OF SERVICE WITH EXISTING PARK SYSTEM

The population of Desert Hot Springs is expected to nearly double in the next 20 years, according to SCAG projections. This growth may cause a demographic shift and pose new challenges for parks and recreation facilities in the future. It is assumed that the future population will use existing recreation facilities, adding to the existing demand for additional park and recreation facilities. This section of the plan analyzes how the projected growth will impact the City’s park and recreation system and help identify even larger park acreage and amenity deficits.

4.2.1 Future Population LOS

If zero new parks or recreation facilities are to be developed in the next 20 years and the population grows as expected, the level of service park acreage deficit decreases from 1.21 to 0.64 park acres for every 1,000 residents, according to Table 4-1. The City will require additional parkland to match the 2020 deficit and to address the growing park acre deficiencies.

4.2.2 Future Park Amenity LOS

Table 4-2 uses the existing park amenities with the future projected population to determine amenities surpluses and deficits of the future park system. This table also includes amenities proposed at Corporate Yard Park. All of the park amenity deficits increase because of population growth. The amenities with the largest deficits include tennis courts, picnic area (12+ people), walking paths, multi-purpose fields, restroom facilities, and playground/tot lot (ages 2-5). The full list of amenities with expected deficits in the future can be found in Table 4-2.

Table 4-1: Future Population LOS with existing Park Acres

leVel OF SeRVICe FOR 2045 POPUlaTION

Planned facilities include amenities proposed Corporate Yard Park.

4.3 FUTURE PARKS

Desert Hot Springs completed its previous Parks and Recreation Master Plan in 2013 and several future park projects resulted from the plan but the City was unsuccessful in completing the construction of many larger projects. This section aims to reinvent several previously proposed projects that the community is still anticipating the City to progress and eventually build. This section also recommends the City explore several additional potential future park projects as a result of the level-of-service analysis’, vacant land analysis, and community desire.

4.3.1 Previously Proposed Parks

Park A - Corporate Yard Park

Corporate Yard Park is a previously proposed park located on a City-owned parcel on the southeast corner of Cholla Drive and Flora Avenue. The future park is planned to include a much-needed lighted football field and baseball/softball field with shaded spectator seating, as well as concession stands, restrooms, a storage room for equipment, lighting, shade structures, and parking.

This project is highly anticipated and desired by the community and is recommended the City priortize construction of this space.

Park B - Skyborne Park

It is recommended that the City work with the developer of the Skyborne Residential Development to move forward with design and construction of the planned park.

Park C - Mission Springs Park Expansion, Phase I

It is proposed that the City continue to explore the acquisition of the rear portion of the County of Riverside parcel to expand the adjacent Mission Springs Park that was originally proposed in the Desert Hot Springs Parks and Recreation Master Plan ad-

opted in 2013. Currently, the City uses the adjacent Mission Springs Park for community and regional events, which can cause conflicts with sports field scheduling with youth sports, and does not have the facilities necessary to produce large community and regional events.

It is recommended that the design for this park expansion includes additional field space for programs such as soccer, football, and other potential new sports programs desired by the community.

Corporate Yard Park preliminary concept designs provided by the City of Desert Hot Springs and Hermann Design Group. Final Design is subject to change.

4.3.2 New Park

Recommendations

Park D - Mission Springs Park Expansion, Phase II

In addition to acquiring the land to the north of Mission Springs Park for expansion, It is also recommended that the City explore the acquisition of the parcels to the south and west of Mission Springs Park for further expansion. It is recommended that the City consider including additional field space for sports, an amphitheater to host regional and community events such as live concerts, and other necessary amenities to support such events desired by the community and stakeholders.

Park E - Mission Lakes Boulevard Trail

It is recommended that the City explore the creation of a multi-use path along the flood control channel west of Wardman Park that begins near the corner of 8th Street and West Drive and ends at Mission Lake Boulevard. This project would provide a safe off-street multimodal connection between Wardman Park and Veteran’s Park, as well as a planned/funded linear park and multi-purpose path that is set to be built on the southwest and southeast sides of the Mission Lakes Boulevard intersection with Palm Drive. This project would also connect to City plans to pursue grant funding for protected bike lanes on Mission Lakes Boulevard.

A later or lower-priority section of the recommended project could extend the multi-use path along the flood control channel from Palm Drive to Verbena Drive, connecting to Swiss Canyon trailhead.

In its entirety, this recommendation was desired by the community and will provide a pedestrian connection between three recreational areas and potential linear park amenities along Mission Lakes Boulevard.

Park F - Palm Drive and 12th Street.

It is recommended that the City look into purchasing the parcels on the vacant land on the northeast corner of Palm Drive and 12th Street for a Mini Park.

Park G - Hacienda Avenue and Deodar Avenue

It is recommended that the City consider building a mini park on the City-owned land northeast of Hacienda Avenue and Deodar Avenue.

Park H - Hacienda Park

It is recommended that the City consider developing a neighborhood park on the undeveloped park space on Cityowned land off of Hacienda Avenue, in the southeast corner of the City in conjunction with the planned fire station.

Park I - Blue Circle Drive and Annandale Avenue

It is recommended that the City consider adding a trail staging area to this location to provide better access to Little Morongo Creek Trail. Currently, this area serves as a water retention basin.

Park J - Rancho Del Oro Park

It is recommended that the City consider adding a passive linear park on this existing city-owned parcel. This area is located in an existing travelshed gap area.

4.3.3 Potential Central Public Spaces in Downtown Desert Hot Springs

Park K - Option 1

It is recommended that the City explore acquiring land in Downtown Desert Hot Springs for a park. There was a strong desire from the community to create a public outdoor space for the city to host community events in Downtown Desert Hot Springs. Park J is a city-owned parcel located adjacent to City Hall on Pierson Boulevard.

Park L - Option 2

Park K is also located in the Downtown area of the City on the southeast corner of Acoma Avenue and Palm Drive and it is recommended to be considered as a second option for a centralized public outdoor space.

Park M - Option 3

Park L is also located in the Downtown area of the City on the northwest corner of Pierson Boulevard and Ocotillo Road. It is recommended to be considered as a third option for a centralized public outdoor space.

FIGURe 4-1: Potential Future Parks

FIGURe 4-2: Potential Future Park Travelshed

4.4 FUTURE LOS WITH PROPOSED PARK PROJECTS

Figure 4-2 shows the additional travelshed area covered by both the existing park system and the potential future parks identified in this Plan. The future parks would not only bring additional park access to several areas in the City, but they would also add additional park acres to the City’s park system, bringing the City closer to achieving its goal of having five park acres for every 1,000 residents. Table 4-3 displays the total potential future park acres and how they could decrease the total park acre deficit.

Although these identified areas could potentially bring much needed new recreational opportunities to residents, they still do not completely close the park access gaps. It is recommended that the City continue to search for additional land for new park and recreational facilities and partner with developers and other organizations to institute better access to park spaces for future residents and visitors.

Table 4-3: Future Population LOS with Potential Future Existing Park Acres

4.5 OPPORTUNITY AREA ANALYSIS AND PARK-SPECIFIC RECOMMENDATIONS

While there are many opportunities for new parks in Desert Hot Springs, it is also important to improve existing parks in the City. Many respondents on the survey indicated that their top priorities to improve the existing park system in the City are to expand current park amenities and activities and to expand current park boundaries. Adding new amenities and renovating existing park amenities can help provide the community with modern, diverse, and trending recreation activities within already-developed park spaces. The following section identifies opportunity areas within existing parks that can help address the community’s wants and needs.

4.5.1 What is the Opportunity Area Analysis?

The opportunity area analysis determines undeveloped and/or underutilized areas within a park and suggests park amenities that can potentially fit based on the size. Each park with an opportunity area is shown alongside a table of potential amenities, supporting text, and a key map highlighting potential recommendations.

The table identifies what kinds of amenities will fit in the opportunity areas based on square footage and dimensions. The amenities with an “x” indicate a need based on park amenity deficits, geo-

graphic distribution of park amenities identified in Chapter 2, community engagement feedback, and general best practices. Cabot’s Pueblo Museum was not included in this analysis.

Public Input on Opportunity Areas

During the draft recommendations workshop for this Plan, participants were asked to vote on their most desired amenity at each existing park. Votes for amenities at each park were tallied. Input from all workshops, pop-ups, stakeholder focus group meetings, and community surveys was taken into consideration when making recommendations for new park amenities.

4.5.2 Wardman Park

Wardman Park is a medium-sized neighborhood park located on 8th Street and Cactus Drive. The Park is packed with several amenities including a youth baseball field and a T-ball field, a playground, a basketball court, pickleball courts, foursquare, horseshoe, a small dog park, passive greenspaces with trees, restrooms, and a swimming pool. Although the swimming pool has not been in use since before 2020.

There are seven opportunity areas identified throughout the park. The top recommendations for Wardman Park are group picnic areas, renovating the existing play area to include a tot-lot playground, and a splashpad, tennis courts, an outdoor exercise area, a walking loop, and to renovate the existing swimming pool and community center. It is also recommended to add an ADA-accessible path from the parking lot to the north t-ball field because the existing ADA path only goes to the southern field.

Walking loop recommended around entire park

Redesign playground area to include playground, tot-lot, and splashpad

ADA accessible path recommended from main parking lot to north baseball field

Existing swimming pool and adjacent community recommended to be renovated

Other recommendations:

» Parking lot improvements

» Electrical Upgrades

» Other sidewalk and ADA improvements throughout the park

Table 4-4: Wardman Park Infill amenities recommendations

4.5.3 Hot Springs Park

Hot Springs Park is a mini-park located southeast of the Desert Hot Springs Spa Hotel over natural hot springs. The park currently contains no park amenities and has a small plaza and a pathway along Palm Drive with interpretive signage explaining the hot springs underneath the park.

There are four opportunity areas at this park with passive park amenities. The top two recommendations to enhance the park are group picnic areas and outdoor exercise areas. There is also an opportunity to add a small tot-lot playground to the site but it is recommended that it sits away from the road and includes fencing for safety.

Other recommendations:

» Walking path expansion

» Fencing improvements

» New landscaping

» New City Monument

Install sidewalk along 8th Street to provide a safe pedestrian connection from Hot Springs Park to Wardman Park

FIGURe 4-4: Hot Springs Park Opportunity Areas

Table 4-5: Hot Springs Park Infill amenities recommendations

4.5.4 Mission Springs Park

Mission Springs Park is a community park in Desert Hot Springs located in the southeastern area of the City on Park Lane. It has several key amenities including lighted soccer fields, a walking loop, two shaded playgrounds, a tot-lot playground, a group picnic area, and restrooms.

There are five opportunity areas identified at this park. The top recommendations to include at this park in these areas include basketball, tennis, group picnic areas, and a splashpad near the play areas. It is also recommended that outdoor fitness stations be added to the walking loop.

Other recommendations:

» Renovate the existing walking path to a rubberized track surface

» Add new fencing around the existing park

Outdoor fitness equipment recommended along existing walking path

As Section 4.3 suggests, it is also recommended that the City consider purchasing the vacant land to the west and south of the park to expand the park in the long-term future.

FIGURe 4-5: Mission Springs Park Opportunity Areas

Table 4-6: Mission Springs Park Infill amenities recommendations

4.5.5 Guy J.

Tedesco

Park

Guy J. Tedesco Park is a neighborhood park located between E. Arroyo Drive and W. Arroyo Drive. It is a small park but it is activated with many amenities including two basketball courts, a small community center, a shaded playground and tot-lot, a skatepark and BMX park, and a group picnic area.

While this park is highly activated already, there are still two opportunity areas identified. The top recommendations for these opportunity areas are an additional group picnic area and outdoor fitness stations/area.

Other recommendations:

» Fencing improvements

» Lighting improvements

» Electrical Upgrades

» Sidewalk and ADA ramp improvements

» Irrigation improvements

FIGURe 4-6: Guy J. Tedesco Park Opportunity Areas

Table 4-7: Guy J. Tedesco Park Infill amenities recommendations

4.5.6 Rotary Park

Rotary Park is a neighborhood park located off Hacienda Avenue on the very east side of the City. It currently contains a dog park with two separate areas for small dogs and larger dogs. The dog park only takes up a small portion of the entire park area shown on Figure 4-7. There are two opportunity areas identified at Rotary Park.

It is recommended that the City explore adding hiking trails throughout the open space of the park and beyond the park boundaries with staging areas that include restrooms, group picnic areas, and interpretive signage that explains the historical character of the community and the ecology of the site.

Other recommendations:

» Shade structures with seating within the dog park

» Lighting

FIGURe 4-7: Rotary Park Opportunity Areas

Table 4-8: Rotary Park Infill amenities recommendations

4.5.7 Veteran’s Park

Veteran’s Park is a small minipark and veteran’s memorial located on the corner of Cactus Drive and Palm Drive in the northern area of the City. In addition to the Veteran’s Memorial, there are park benches and public art sculptures at the mini-park. There are some small opportunity areas around the park and it is recommended to add picnic areas to the Park.

4-8: Veteran’s Park Opportunity Areas

Group Picnic Areas (12+ people)

x x x

Tot-lot Playground (ages 2-5)

Table 4-9: Veteran’s Park Infill amenities recommendations

IMPLEMENTATION PLAN

Short-term goals:

Short-term project goals are those that can typically be implemented within a one to two-year time frame.

» Install new passive recreation amenities at existing parks.

» Identify and add low-cost passive park amenities, such as picnic tables, bench seating, community gardens, or small walking paths.

» Provide street, sidewalk, and intersection amenities and improvements to areas around parks, recreational facilities, and open spaces.

» Install shade structures or plant shade trees at all playgrounds and picnic areas to enable comfortable park use in hot weather.

» Identify sites to Install splashpads and misters at parks to provide relief to park users during the summer.

» Encourage the use of mountain and hill areas for recreational purposes within the limits and restrictions described and outlined in the Coachella Valley Multispecies Habitat Conservation Plan.

» Launch a volunteer stewardship program for community members to actively participate in the care and enhancement of parks, trails, and open spaces in Desert Hot Springs.

» Improve security at parks and recreation facilities.

» Pursue grant programs sponsored by public agencies, private groups, and foundations for park or open space purchases, development, and maintenance.

» Provide educational and career development programs to support community-wide learning.

» Enhance marketing and communications methods to promote parks and recreation programs and services.

» Employ the necessary number of park maintenance staff to ensure parks are as clean and safe as possible.

» Complete construction for Corporate Yard Park.

Mid-term goals:

Mid-term project goals are those that can typically be implemented within a two to five-year time frame.

» Develop individual park master plans to help identify low to mid-cost park amenities (e.g., picnic areas, playgrounds and playground surfacing, or shade over existing playgrounds).

» Identify all sports field maintenance needs and implement mid to high-cost renovations such as lighting, large seating areas (bleachers), or large areas of sod/artificial turf enhancements.

» Acquire vacant land in the Downtown area for a centrally-located park.

» Identify feasible locations to develop pocket parks in underserved areas with limited land vacancy.

» Install interpretive signage at parks, trails, and open spaces to draw attention to and highlight the importance of natural habitats and resources in Desert Hot Springs.

» Partner with local artists to design and install public art that celebrates community diversity, culture, and history at parks and recreation facilities.

» Install park amenities that facilitate social interaction, such as outdoor exercise equipment, public art, chess tables, ping pong, corn hole, and other similar activities.

» Develop a plan to purchase private land for new parks as outlined in Section 4.3.

» Establish partnerships with the school districts and create Joint-use Agreements (JUA) for public use of school facilities outside school hours.

» Expand programming offerings to provide more non-athletics, educational, and artistic programs for residents.

» Develop and expand partnerships for programming, such as after-school programs, gymnastics, and pickleball.

» Provide temporary “pop-up” recreational programming in park-deficient areas with limited access to standard recreational programming.

» Introduce new and enhance established community events that highlight the City’s unique history, diverse culture, and art.

Long-term goals:

Long-term project goals are those that can typically be implemented within a five to ten-year time frame.

» Identify and acquire vacant land to develop new parks in underserved areas.

» Expand sports courts and fields throughout the City to accommodate community demand.

» Expand teen and student programming offerings and construct a teen center that serves the City’s high school residents.

» Coordinate with developers to install missing pedestrian and bicycle facilities if a development is adjacent to or near parks, an existing trail, or a multi-use path.

» Install new trails and multi-use paths to connect neighborhoods, schools, parks, recreation facilities, and open spaces and install them, where appropriate.

» Establish an interpretive trail system in the City’s mountainous and other hiking and walking areas that educate users and enhance their appreciation for these and other wildlife communities in the City and vicinity.

» Collaborate with Mission Springs Water District to install water conservation demonstration projects at parks and recreation facilities.

» Incorporate placemaking design elements into the development of future parks and recreation projects.

» Implement the concepts of Crime Prevention Through Environmental Design (CPTED) at parks and recreation facilities.

» Increase cost recovery of recreation programs and services.

» Regularly update the Parks Master Plan to allow for planning that provides park facilities to serve the community.

» Design and install new tennis courts, group picnic areas, walking paths, multi-purpose fields, restrooms, and playgrounds, as identified as the largest amenity deficits.

» Develop individual park master plans for the potential future parks identified in Section 4.3.

4.6 FUNDING SOURCES

The following section describes potential federal, state, regional, and local funding sources that can be pursued to advance the recommendations in the Plan. The funding sources vary in purpose and scope, but are intended to help an agency implement parks, recreation, and trails projects and programming. The tables in this section include information on the funding sources, a general description of the program, funding cycle, and project examples.

1 Highway Safety Improvement Program Federal Highway Administration / Caltrans

The Highway Safety Improvement Program funds work on any public road or publicly owned bicycle or pedestrian pathway or trail, or on tribal lands for general use of tribal members, that improves the safety for its users.

2 Reconnecting Communities and Neighborhoods Grant Program U.S. Department of Transportation

The Reconnecting Communities and Neighborhoods Program provides grant opportunities to redress the legacy of harm from transportation infrastructure including: construction-related displacement, environmental degradation, limited access to goods and services, degraded public health due to air and noise pollution, limited opportunities for physical activity, and hampered economic vitality of the surrounding community.

Annual (through 2026) X X X

• Install hybrid pedestrian signals at trail crossings

• Install RRFBs at locations adjacent to parks, trails, and schools

3 Habitat Conservation Fund Program California Department of Parks and Recreation

The Habitat Conservation Fund provides funding to protect fish, wildlife, and native plant resources; to acquire or develop wildlife corridors and trails; and to provide for nature interpretation programs and other programs which bring urban residents into park and wildlife areas.

Annual X X X

• Study for the removal, retrofit or mitigation of a transportation facility that acts as a barrier to community connectivity

• Replacement or mitigation of a transportation barrier with a linear park and trail

• Build new trails

• Rehabilitate existing trails

• Install interpretive trail elements

• Install seating or lighting along trails

• Develop educational or interpretive activities or trips

Table 4-10: Potential Funding Sources

FeDeRal PROGRaMS

STaTe PROGRaMS

4

Land and Water Conservation Fund National Park Service/ California Department of Parks and Recreation

5 Outdoor Equity Grants Program

California Department of Parks and Recreation

The Land and Water Conservation is a federal National Park Service grant program administered by the California Department of Parks and Recreation. The program provides funding for the acquisition or development of land to conserve irreplaceable lands and to create new outdoor recreation opportunities for the health and wellness of Californians.

Annual X X

• Land acquisition for a new park, an existing park expansion, a wildlife corridor with public viewing and outdoor recreational use, and/or a recreational/active transportation corridor

• Development of recreation features and amenities for outdoor recreation

The Outdoor Equity Grants Program provides funding to improve the health and wellness of Californians through new educational and recreational activities, service learning, career pathways, and leadership opportunities that strengthen a connection to the natural world. The program funds the creation, operation, and transportation costs of outdoor programs in underserved communities.

Annual X

• Programs must include both community activities AND trips to natural areas.

• Community activities can include environmental education, nature discovery walks, and more.

• Natural area trips can include traveling to a regional, state, national park, tribal land, river or lake, beach, forest, mountain, or desert area for day or overnight trips within California.

6 Outdoor Recreation Legacy Partnership Program National Park Service/ California Department of Parks and Recreation

The Outdoor Recreation Legacy Partnership Program is a federal National Park Service grant program administered by the California Department of Parks and Recreation. The program focuses on communities with little to no access to publicly available, close-by, outdoor recreation opportunities in urban areas. The program funds the acquisition or development of new parks, or substantial renovations to parks in economically disadvantaged cities or towns of at least 30,000 people.

Annual X X

7 Recreational Trails Program

U.S. Department of Transportation Federal Highway Administration on / California Department of Parks and Recreation

The Recreational Trails Program is a federal U.S. Department of Transportation grant program administered by the California Department of Parks and Recreation. The program provides funding to develop and maintain recreational trails and trail-related facilities for both non-motorized and motorized recreational trail uses.

Annual X X

• Land acquisition for outdoor recreation

• Development of recreation features and amenities for outdoor recreation

8 Statewide Park Development and Community Revitalization Program California Department of Parks and Recreation

The Statewide Park Program provides funding to create new parks and recreation opportunities in critically underserved communities across California. Project selection is based on several criteria, including need-based criteria, such as critical lack of park space, significant poverty, community challenges, and more.

Annual X X

• Land acquisition

• Development/rehabilitation of trails, trailheads, and trail amenities

• Construction of new trails

• Maintenance of existing trails

• Land acquisition

• Rehabilitation of existing or development of new recreation features, such as, an aquatic center, athletic fields, amphitheater, community gardens, dog parks, open space, trails, skate parks, public art, picnic areas, etc.

FUNDING PROGRaM FUNDING SOURCe

9 Wildlife Conservation Board Grants Wildlife Conservation Board

The Wildlife Conservation Board provides funding for habitat acquisition, conservation, and restoration, as well as development of compatible public access facilities. Project benefits should include one or more of the following: protected biodiversity, increased climate resilience, enhanced public access, conserved/ enhanced working landscapes, conserved/ enhanced water-related projects, and/or support of the State Wildlife Action Plan.

Ongoing X X X

• Open-space corridors or trail linkages

• Publicly accessible hunting, fishing, wildlife viewing, and other wildlife-dependent recreational opportunities

• Climate adaptation and resilience projects

• Habitat restoration

PHILANTHROPIC

PROGRAMS

10 Energize the Environment Grant Program Quadratec

Quadratec offers small one-time grants for projects that promote environmental connection, responsibility, and/or stewardship.

Annual X

• Trail building or restoration projects

• Park beautification events

• Environmental education projects

• Youth educational engagement events

11 Fruit Trees For Your Community

The Fruit Tree Planting Foundation

12 Hometown Grants T-Mobile

The Fruit Tree Planting Foundation donates fruit orchards where the harvest will best serve communities for generations, at places such as community gardens, public schools, city/state parks, low-income neighborhoods, Native American reservations, and other high impact areas.

Hometown Grants fund shovel-ready projects in rural towns (with populations <50,000) that foster local connections, including technology upgrades, outdoor spaces, the arts, and community centers.

Ongoing X

Quarterly X X

• Planting of high-quality fruittrees and shrubs at a local park

• Improvements to outdoor parks or trails

• Adaptive uses of older buildings into community centers

13 Humanities Projects Grants National Endowment for Humanities

The National Endowment for Humanities offers a range of different grant programs on an ongoing basis. Different grant programs provide funding for a variety of outputs, including but not limited to infrastructure, equipment, programming, curriculum, research, media, and more.

14 PeopleForBikes Community Grant Program PeopleForBikes

The PeopleForBikes Community Grant Program supports bicycle infrastructure projects and targeted initiatives that make it easier and safer for people of all ages and abilities to ride.

Ongoing X X X

• Art or science exhibitions

• Community discussions

• Films and documentaries

• Climate adaptation planning

• Cultural preservation and resilience

• Trainings and workshops

• Bike paths, lanes, trails and bridges

• Mountain bike facilities

• Bike parks and pump tracks

Annual X X

15 Outdoor Access Initiative Yamaha

Yamaha provides funding to non-profit or tax exempt groups (clubs & associations), public riding areas (local, state and federal), outdoor enthusiast associations and land conservation organizations, and communities with an interest in protecting, improving, expanding and/or maintaining access for safe, responsible, and sustainable use by motorized off-road vehicles.

Quarterly X X

• BMX facilities

• End-of-trip facilities such as bike racks, bike parking, bike repair stations and bike storage

• Trail development

• Trail signage

• Trail mapping/ map production

• Wildlife and habitat management

• Establishing public access to land for outdoor recreation

16 Rails to Trails Grant Program Rails to Trails

Rails to Trails provides funding to organizations and local agencies that are working to develop and connect equitable trail networks.

Annual X X X

• Rail-trail

• Greenway

• Multi-use trail

• Shared-use path

17 The Skatepark Project Grants The Skatepark Project

18 The Soccer Fund U.S. Soccer Foundation

The Skatepark Project offers grants to help underserved communities create safe and inclusive public skateparks for youth.

Annual X

19 USTA Facility Funding Grant Program United States Tennis Association

The Soccer Fund provides funding for mini-pitch and sports lighting projects. Mini-pitches are ideal for urban areas and other communities where finding a safe place to play can be difficult. These small, customized, hardcourt surfaces are perfectly suited for organized soccer programs and pick-up games.

The United States Tennis Association offers grants to upgrade existing and build new tennis facilities.

Ongoing X

20 Youth Development Foundation MLB/ MLBPA

MLB-MLBPA Youth Development Foundation (YDF) is a joint initiative by MLB and MLBPA to support efforts that focus on improving the caliber, effectiveness and availability of amateur baseball and softball programs across the United States and internationally.

Ongoing X

Ongoing X X

• New Skatepark Construction

• New Skate Spot Construction

• Skateable Art Sculptures

• Active City Space Conversion (legalizing skateboarding in shared spaces)

• Accessibility Improvements/ Repairs

• Mini-pitch project

• Soccer lighting project

• Construction of new tennis facility

• Resurfacing of existing tennis court

• Tennis court amenity improvements

• Field lighting, renovations, and construction

• Equipment and/ or fees for baseball and softball programs

• Programs to promote baseball and softball