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Home My WebLink About3B - PresentationPALM SPRINGS CONVENTION CENTER DISTRICT INITIATIVES OVERVIEW CONTRIBUTIONS FROM: CITY MANAGER’S STAKEHOLDER GROUP FINANCE DEPARTMENT OFFICE OF ECONOMIC DEVELOPMENT CITY COUNCIL MEETING MARCH 27, 2025 CSL FUTURES STUDY Convention Sports & Leisure with ASM Global Finalized Futures Study in 2023 Basis for Master Plan Several Key Initiatives FOUR KEY INITIATIVES: Near-and Mid-Term Real Estate Planning (District) Convention Product Improvements (Convention Center) District Connectivity (“Connectors”) Long-Term Planning (Hospitality) PSCC MASTER PLAN: Developed by HMC Architects for ASM Global as asset managers Capture the essence of Palm Springs Achieve continuity throughout the facility Elevate technology & infrastructure ECONOMIC IMPACT: Convention Sports & Leisure with ASM Global Finalized late 2024 Provide current estimates of spending, output, employment & tax Impacts Annually as well as on a 10 year basis THE DISTRICT CONVENTION CENTER “CONNECTORS” HOSPITALITY PALM SPRINGS CONVENTION CENTER DISTRICT INITIATIVES I. THE “DISTRICT” II. CONVENTION CENTERIII. CONNECTORS IV. H OSPITALITY PALM SPRINGS CONVENTION CENTER I. THE “DISTRICT ” I. THE “DISTRICT ” The City’s original objective - Support and enhance the tourist and convention business By 2030, Palm Springs’ aspiration is to be the desert's premier center for commerce, community and culture by: •Leading the way in immersive event technology and sustainable flexible spaces, attracting diverse indoor and outdoor gatherings that exceed visitor expectations; •Creating a lively, pedestrian-friendly district that celebrates local art,culture, and mid-century architecture while offering seamless access to dining, shopping,and community experiences; I. THE “DISTRICT ” •Developing an integrated campus with exceptional accommodations and cutting-edge event venues, designed to elevate every occasion; •Serving as a driving force for regional economic growth, generating tax revenues to support infrastructure investments for sustained competitiveness, and to establish strategic partnerships that promote cultural exchange and benefit Palm Springs residents and businesses. I. THE “DISTRICT ” Not yet a formal “district” – Business District? Planning? Marketing? District Opportunities Recreation/Entertainment Brewery/Restaurants Trending Dining Lifestyle hospitality products Downtown Opportunities Unique/Authentic/Non-Chain Restaurants and Retail Theater/Entertainment Updated Facades/Streetscape/Storefronts I. THE “DISTRICT ” II. CONVENTION CENTER PALM SPRINGS CONVENTION CENTER II. CONVENTION CENTER PSCC Capital Improvements Project Description Project Cost 1 Miscellaneous Improvements $ 3,311,429 2 Exterior Paint $ 3,561,525 3 Perimeter Landscape Refresh $ 1,101,072 4 Primrose, Oasis, Mesquite/Smoketree & Agua Caliente Refresh $ 6,274,121 5 Lobby, Connecting Corridor & Restroom Refresh $ 9,185,623 6 JLH Plaza Upgrades $ 3,307,836 7 New East Bldg Addition, Patio, Oasis & Operable Partitions $ 34,285,707 8 Replace Roof $ 14,760,561 9 Replace Chiller $ 18,055,594 10 Exterior Doors & Hardware $ 2,258,016 11 Kitchen Improvements $ 2,523,000 TOTAL COST OF PHASES $ 98,624,484 II. CONVENTION CENTER Capital Improvements with Compressed Schedule FY2024 $ 1,374,243 FY2025 $ 1,937,186 FY2026 $ 5,299,100 FY2026-27 $ 27,378,682 FY2027-28 $ 27,757,189 FY2028-29 $ 27,883,358 Total $ 91,629,759 Delta $ 6,994,725 II. CONVENTION CENTER III. “CONNECTORS” PALM SPRINGS CONVENTION CENTER ALEJO AMADO ANDREAS TAHQUITZ Enhance experience between the Convention Center & Downtown Focus on four main corridors: 1.Tahquitz Canyon Way 2.East Andreas Road 3.East Amado Road 4.East Alejo Road III. CONNECTORS III. CONNECTORS IV. H OSPITALITY PALM SPRINGS CONVENTION CENTER Palm Springs Hospitality Summary Citywide: ~6125 keys Large Group Hotels: ~2360 keys (Convention Center use) District (w/in 1 block): Current: Renaissance: 410 key Hilton: 257 key Future: Dream: 156 key (+69 condo/hotels) Nexus: 125 key (+135 condo/hotels) District current & future: 948 key (+204 condo) Possible need: addl 400-500 keys HQ hotel II. HOSPITALITY Several Hospitality Opportunities TOT Hotel Incentive program updates New HQ hotel – up to 500 additional keys, feasibility, real estate Possibility to enroll group hotels that desire PIP Continue to assist small & boutique hotel renovations II. HOSPITALITY CITY MANAGER’S STAKEHOLDER GROUP CURRENT & FUTURE ACTIVITIES Council direction in January 2025 To date, 3 meetings at area locations Hospitality & tourism stakeholders Topics have included: Capital Improvements Schedule/Construction Urban planning/connectivity Financing/Sources Implementation/Owners Representation CITY MANAGER’S STAKEHOLDER GROUP WORKING GROUPS TOPICS: Capital Improvements Schedule/Construction Review of recommended capital improvements Facility & Grounds Design Schedule/Building Occupancy Budget/Use of Funds Urban planning/connectivity Streetscape Design/Section 14 Specific Plan Shade/Trees/Public Art Pedestrian Experience Corridor Prioritization WORKING GROUPS TOPICS: Financing/Sources Sources/municipal bonding Current sources Future need Future sources Implementation/Owners Representation District initiatives oversight Represent owner (City) across all areas Public Communications CAPITAL IMPROVEMENTS OVERVIEW CAPITAL IMPROVEMENTS OVERVIEW WORKING GROUPS TASKS: Convention Center Design/Construction Design Facility interior & exterior Design Facility grounds/outdoor space Finalize Costs/Schedule Urban Design Connectors Shade/Greening/Art Streetscapes/Wayfinding Identify downtown connection nodes Financing Develop “Connectors” cost estimates Cost assumptions Debt capacity Internal/External Sources WORKING GROUP TASKS: TBID/TOT TBID research District capacity Possible TOT enhancements Schedule Implementation Owner’s rep consultant Implementation plan Oversee all aspects of District initiatives Develop communications plans TIMELINE: Very Near term (now-3 months): Convention center design Finalize capital improvements schedule& cost estimation Develop implementation plan TBID research Start gathering stakeholder input “Connector” urban streetscape design Funding sources internal/external Communications plans Mid-term (3-6 months): Convention center design development and start CDs Ongoing communications/stakeholder input Hospitality feasibility study Finalize urban streetscapes Municipal financing strategy TIMELINE: Longer term (next 1-4 years) Begin all district initiatives Implement financing strategy Implement external funding mechanisms (i.e., TBID, TOT, etc.) District branding & wayfinding Construction Scheduling/marketing/sales Hospitality projects Governance Completion Opening Event? ECONOMIC IMPACT: Three Scenarios 1.Do nothing 2.Facility improvements only 3.All District initiatives ECONOMIC IMPACT: Projected Output: Annual Attendee Direct Spend Economic Output by Industry ECONOMIC IMPACT: Projected Tax Revenue: ECONOMIC IMPACT: Employment Projections Annual Jobs Annual Wages/Earnings ECONOMIC IMPACT: Over 30 Years Direct Spend: $1.4B Economic Output: $3.4B Taxes: $228M Hotel Nights: 3.8M