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HomeMy WebLinkAbout6/4/2014 - STAFF REPORTS - 5.B. �OQ F A LM Sp4 iy U yi e q�lFOftaNO, City Council Staff Report DATE: June 4, 2014 NEW BUSINESS SUBJECT: APPROVAL OF THE CITY OF PALM SPRINGS 2014 PARKS AND RECREATION MASTER PLAN AND CEQA CATEGORICAL EXEMPTION. FROM: David H. Ready, City Manager BY: Parks and Recreation SUMMARY The Parks and Recreation Master Plan is to provide a framework for decision-making over a five to ten year period. The Master Plan serves as the guide to address community values, future needs and priorities for parks and recreation facilities, programs, and services. The planning process integrated relevant information from other recent and/or current planning work about how, where, and why the City is evolving and how key attributes such as parks, recreation, open space, and trails need to be incorporated into the planning effort. RECOMMENDATION: Adopt Resolution No. , "A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM SPRINGS, CALIFORNIA, APPROVING THE 2014 PARKS AND RECREATION MASTER PLAN." STAFF ANALYSIS: The City obtained the services of GreenPlay, LLC, a professional consulting firm, to conduct studies, a needs assessment, and gather community and stakeholder input toward the development of a comprehensive Parks and Recreation Master Plan. The Plan was nearly completed during the height of the economic crisis in 2009 that affected the entire Country, the State of California, and the cities of the Coachella Valley, including the City of Palm Springs. Due to the reorganization of resources to address our local economic issues, going forward with the Plan was postponed. In 2013, City staff worked with GreenPlay, LLC, to update statistical and other information from the original Plan to reflect the City's current situation. Ad hoc subcommittees of the Parks and Recreation Commission (Commissioners Meredith, Navarro and Craig), and the City Council (Councilmembers Foat and Mills) were appointed to provide further input to City Staff and GreenPlay. ITEM NO. City Council Staff Report June 4, 2014 — Page 2 Parks & Recreation Master Plan Staff transmitted the draft Parks and Recreation Master Plan to the City Council at its meeting of April 2, 2014. At its meeting on April 15, 2014, the Parks and Recreation Commission received public input on the plan, and directed the Parks and Recreation Subcommittee and City Staff to review and make recommendations to address four areas of the Plan (Sustainability and Recycling, Partnerships with the Tribe, a second dog park, and soccer park). On May 20, 2014, the Parks and Recreation Commission reviewed the Plan and recommended that City Council adopt the 2014 Draft Parks and Recreation Master Plan with amendments in the Recommendation and Action Steps (Pages 111 — 118) as outlined below and attached. Staff assigned a numbering system for all the Recommendations for ease of discussion, and in preparation of other reports to refer to the specific goal in the plan. Section 1 amended the title from "Sustainability Focus" to "Service Strategies." This section deals with strategies to maintain the current level of service provided by the Parks and Recreation Department, the term "Sustainability Focus" maybe confusing with respect to other actual sustainability goals in the plan. In Section 2 the following three areas were added to the Exploratory Focus Section of the Plan recommendations. Goal 2.A.4. was added in the Exploratory Focus section to emphasize the goal to explore the possibility and feasibility of adding a second dog park. Goal 2.C.3. was added in the Exploratory Focus section to emphasize the goal to explore opportunities for solar or other conservation measures (otherwise not addressed in the Planning Focus Section). Goal 2.D. was added in the Exploratory Focus section to emphasize the goal to explore opportunities for partnership with the Agua Caliente Band of Cahuilla Indians. In Section 3 the following four areas were added to the Planning Focus Section of the Plan recommendations. Goal 3.A.2. was added for initial planning for the re-configuration of Demuth Park Softball fields. Goal 3.A.3. was added for initial planning to evaluate and potential planning for a soccer park. Goal 3.C.5. was added to evaluate a reduction in turf and replacement of seasonal plantings with drought tolerant landscape. 02 City Council Staff Report June 4, 2014 — Page 2 Parks & Recreation Master Plan Goal 3.C.6. was added to develop and plan for implementing a recycling program for City Parks and enhance recycling collection at City Trail Heads. The Agua Caliente Band of Cahuilla Indians' Director of Planning and Natural Resources reviewed the Plan and believed the Plan was fine with one edit of Hiking Trails on page 47 as follows: Andreas Canyon Trail — remove "with ledges of rock used by the Cahuilla women" and replace with "where hikers can see bedrock mortars and metates used centuries ago by Cahuilla Indians for preparing food." The 2014 Parks and Recreation Master Plan will establish the long-term goals and guiding principles of the City with respect to parks and recreation. The Plan does not approve or fund any individual project and/or program. Each project and/or program the City desires to implement, will be on an individual basis with City Council approval, as opportunities, funding, or other mechanism develops for the specific project and/or program. FISCAL IMPACT: No fiscal impact at this time. VICKI OLTEAN AMES THOMPSON Director Chief of Staff/City Clerk DAVID H. READY, E City Manager Attachments: Proposed Resolution Revised Page 47 (Request of Tribe) Revised Recommendations (Pages 111-118) 03 Free Hiking Trails Araby Trail (Moderate)—6 miles; 800 foot gain;4 hours—I N-OUT.This trail gives the hiker great views of the Coachella Valley,and the opportunity to hike right past Bob Hope's house.After hiking up the Araby past Bob Hope's house,one can continue up the trail for access to the Berns,Garstin,and Henderson Trails.There are no picnic tables, but there are plenty of rocks to sit on and enjoy the view of the Coachella Valley while taking a well-deserved lunch break. North Lykken Trail(Moderate)-5 miles; 1,OOO foot gain;4 hours—SHUTTLE. Most people start from the south, ascending moderately to the picnic tables above the museum.Continue on, dropping down to the trail that winds below the ridgeline behind Las Palmas dam. Rest at the picnic tables towards the end before you drop down to Cielo Drive. Murray Hill (Strenuous)—8 miles;2,100 foot gain; 6 hours—IN-OUT.Trailhead is off Bogert Trail.A view hike extraordinaire!After a steep climb you will follow a ridge of rolling hills with views of both sides of the valley,ending at attractive picnic tables perched atop Murray Hill. Palm Springs Art Museum Trail (Moderate)—2 miles; 900 foot gain; 2 hours—IN-OUT.Trail rises above the City of Palm Springs, and offer spectacular views of Palm Springs Mountains, downtown, and of the beautiful desert of the Coachella Valley. Skyline Trail (Strenuous)—10 miles;8,000 foot gain; 7 to 9 hours—HIKE UP/TRAM DOWN.A hike of extremes—most beautiful views, best workout, most varied vegetation(3 life zones), NO water,and easiest downhill—you ride the tram! Note that extreme care is required in planning and preparation for this hike,since spring and fall provide the only windows of opportunity to hike all the way.Winter can bring snow and frigid weather at the top, and summer is much too hot. South Lykken Trail(Moderate)—5 miles; 1,000 foot gain;4 hours—SHUTTLE.Trail is mostly downhill from the picnic tables if you are going from the north to the south end,and the hike will take about two hours.When you hike the north end of this trail,you will be rewarded with fantastic views of Palm Springs,the Coachella Valley,and down into Tahquitz Canyon.A great exercise hike,climbing the hillside to picnic tables at each end with panoramicvista. Hiking Trails with Admission Charge: Andreas Canyon Trail (Easy)-2 miles;50 foot gain; 1 to 2 hours—LOOP.The trail takes hikers up the right side of the canyon,following a stream that wanders through groves of California fan palms.This is a leisurely hike along a quiet stream where hikers can see bedrock mortars and metates used centuries ago by Cahuilla Indians for preparing food. Maynard Mine Trail (Strenuous)—7 miles; 2,200 foot gain; 5 hours—IN-OUT.This trail is a rugged uphill climb that leads to the remains of an old tungsten mine that was worked during WWII by Jim Maynard. This trail climbs up the mountain without stopping.After about three miles of uphill climbing you will reach a ridge that overlooks the wonderful views of the canyon,the Coachella Valley,and the mountain peaks beyond. Murray Canyon Trail (Moderate)—6 miles;500 foot gain;4 hours—IN-OUT.Trail will take hikers further and higher into the San Jacinto Mountains. It is abundant in California fan palms and other desert vegetation.Amble along a running stream having some rock crossings and enjoy the cool tree canopy. Parks and Recreation Master Plan- DRAFT 147 04 VII. Recommendations and Action Steps Limitations and Constraints During the course of developing this master plan, the City experienced a serious financial crisis, resulting in major budgets cuts and a substantial reduction in force. The entire City was affected. Thus, the direction of the recommendations shifted to focus on short-term sustainability and long-term growth and development. The Master Plan's vision, as discussed with the Parks and Recreation Commission during the Findings presentation and Visioning workshop, is to "maintain what we have" as the priority. The exception is where development could produce a new revenue stream, dedicated to the financial sustainability of the Parks and Recreation Department, and positively impact the local economy through increasing tourism. Master Plan Recommendations In 2014, the Parks and Recreation Master Plan Subcommittee concluded that the Recommendations and Action Steps outlined in the Master Plan may be addressed through a combination of staff and Commission actions. The Commission provided an annotated list of these recommendations with their best guess of what Parks and Recreation Commission subcommittee(s) would be responsible for providing input to staff resolution of the issues raised herein. Where the Commission is identified, they intend to assign the specific issue to an existing subcommittee, or create a new subcommittee if the issues do not fall into one of their existing subcommittees. Currently the Parks and Recreation Commission have six subcommittees: • Master Plan (consider disbanding until next update) • Dog Park • Code Enforcement • Parks Assessment • Events • Sustainability To address some of the issues raised in the Master Plan a Finance subcommittee may be added. 1. Service Strategies For the purpose of this master plan,Service Strategies,is defined as strategies to maintain the current level l of service provided by the Park and Recreation Department to the citizens of Palm Springs. Strategies may include preservation measures, improving efficiency, re-purposing resources, or pursuing alternate provision strategies,and short-term capital investments. Parks and Recreation Master Plan-DRAFT 1111 05 A. Parks and Recreation Staff: 1) On an ongoing basis, implement the following service provision strategies as determined by the recently conducted "Service Assessment'for each program or service: a. Focus on Core Services b. Advance or affirm market positions c. Pursue divestment or collaboration with other viable service providers d. Substitute services to be divested with those requested through the community-wide survey and vetted through the service assessment process 2) Pursue a marketing campaign, establish a dedicated/enhanced advertising budget allocation; use and monitor social media avenues to target specific markets. 3) Review and streamline the internal approval processes for marketing materials. 4) Review and streamline the volunteer recruitment, background check, and utilization process, especially with the neighborhood organizations who assist with major special events. B. SustainabilitySubcommittee: 1) Work with the Sustainability Commission and in alignment with the Non-Motorized Transportation Plan. Advocate for and provide input on the existing condition of bicycle lanes, recommending additional streets where new lanes may be added, and Improve striping and signage on bicycle lanes (approximately $5,000 per mile to improve), by having a seat at the table for these city-wide road improvement discussions. C. A new Finance Subcommittee would focus on advocating for, researching, and identify funding sources for the following master plan recommended actions: 1) Implement the ADA transition plan (for accessible facilities and spaces, as well as for accessible programs and services)as required. 2) Conduct a tree inventory and planting of trees or other shade structures. 3) Refrain from subsidizing programs, not intended as income-producing events, which are primarily attended by non-residents, as this is not a sustainable service delivery model for the City. 4) Emphasize the identification and use of alternative funding sources as a sustainable revenue stream: a. Consider funding a grant writer. b. Consider creation of a non-profit 501 (c)(3) fundraising foundation to support parks and recreation projects and services. 5) Fund CIP (Capital Improvement Projects) for park enhancements including the following investments to sustain and enhance the current level of service such as to loop walks, board/table games, shade trees, awnings or additional shading, pergolas, water play to replace water turtles, lighting playgrounds and courts for night play, etc. 6) Begin a process of funding deferred maintenance issues at each park, for example: repair, renovation, or replacement of broken drinking fountains and water turtles, missing benches, and Parks and Recreation Master Plan- DRAFT 112 missing basketball hoops or volleyball nets, and parking lots. Focus on the components scoring "below expectations" during inventory visits for this Master Plan (provided as staff level document)and identified on an ongoing basis as parks are assessed quarterly in the future. 7) Explore the allocation of Measure "Y' funding to address deferred maintenance and other CIP projects, and to specifically offset expenses incurred through parks and recreation managed special events and the Department's contribution to other community events like VillageFest. Track the amount of staff time and resources dedicated to these activities which divert those resources from other park and recreation mission-led and community desired programs and services, and which may contribute to increased deferred maintenance. Prioritize uses for Measure "Y' funding. (This is intended to replace Measure Y funds non-longer designated for this purpose and is suggested in place of a pro-rata share of the Transient Occupancy Tax [TOT]). 8) Building on the city-wide fee study to be conducted in 2014,consider developing a cost recovery and resource allocation philosophy and policy to specifically address the intricacies of the parks and recreation revenue generation — ongoing process and $25-45,000, to hire an outside consultant to facilitate the process. D. Dog Park Subcommittee: 1) Create partnerships with local dog clubs to "police" the dog park through less formal peer pressure. 2) Reviewthe current policy regarding amenities, including furniture, in dog parks. 3) Add or identify Dog off Leash Areas (DOLA) or "Dog Friendly Areas" (these will likely require an ordinance change to the leash law), dog stations, and positive signage(versus restrictive language signage — "Dogs Allowed!" versus "No Dogs") in some major parks. Work with existing neighborhood/homeowner groups in the process. 4) Acquire and develop additional parkland acreage as designated dog areas or dog parks at a location to be determined— approximately$100-$200,000 per acre for a dog park, which should be two to three acres for a cost of between $250-$500,000 total development costs (does not include land acquisition cost). Work with existing neighborhood/homeowner groups in the area under consideration in the process. Parks and Recreation Master Plan-DRAFT 113 07 2. Exploratory Focus A. Parks and Recreation Staff: 1) Conduct a comprehensive feasibility study to determine viability, construction costs, annual operational budget, five year pro-forma, economic impact, return on investment,and financing options for a sports tournament venue(to attract competitive sports tournaments). a. Allocate budget resources for the comprehensive Feasibility Study — approximately $35-50,000 plus architectural services. b. Develop a request for proposal. c. Identify potential sites and acquisition costs. d. Conduct a market tolerance survey to identify the community's willingness to invest— approximately$20,000. e. Conduct the feasibility study (including marketing and business plans, financing and partnership plan). f. Resolve the sport focus issue of diamond only sports, versus both diamond and rectangle sports. 2) Explore the possibility of a multi-city and/or bi-agency (Desert Recreation District) partnership, and/or work collaboratively to avoid unnecessary duplication,to own, develop,operate, manage or use and promote a revenue positive sports tournament enterprise venue benefitting the Coachella Valley as well as the City of Palm Springs. 3) Explore the possibility of partnering for a soccer venue as a potential solution to solving the field and level of service deficiency in the northeast portion of the City. 4) Explore the possibility and feasibility of adding a second dog park. B. Community/Advocacy Subcommittee: 1) Examine opportunities for partnerships with the Boys & Girls Clubs, the senior centers, the Health Care District, local hospital,and other alternative providers to develop programming that connects to community issues like obesity, nature deficit, developing responsible citizens, healthy aging, and latch-key children. 2) Continue to look for opportunities to preserve land, including opportunities in the Chino Cone. C. Sustainability Subcommittee(working with the City's Sustainability Commission): 1) Investigate"Bike Friendly City'designation and the requirements from Bike Friendly America. 2) Coordinate with the valley-wide group on the CV Link project (also known by others as the Whitewater Trail project) so that Palm Springs' interests are represented in the planning efforts, and that trail spurs and connections (like Tahquitz Creek) within the City and funding for development,operations and maintenance are addressed. 3) Explore opportunities for solar or other conservation measures (otherwise not addressed in the Planning Focus). Parks and Recreation Master Plan- DRAFT 114 08 D. City Council, Commission and Staff Explore additional opportunities for partnership with Agua Caliente Band of Cahuilla Indians. 3. Planning Focus A. Parks and Recreation Staff: 1) Consider developing a succession plan for key parks and recreation staff. 2) Initial planning for the re-configuration of Demuth Park Softball fields. 3) Evaluate and potential planning for a soccer park. B. Event Subcommittee(assist staff): 1) Coordinate with Palm Springs Unified School District on use of high school auditorium as a result of City funding contribution for the expansion/enhancement of a performing art venue. C. SustainabilitySubcommittee: 1) Coordinate Parks and Recreation Master Plan trail development recommendations with Complete Streets design through discussions with Engineering, Public Works and Planning. (Complete Streets are designed and operated to enable safe access for all users, including pedestrians, bicyclists, motorists and transit riders of all ages and abilities. Complete Streets make it easy to cross the street,walk to shops,and bicycle to work). 2) Enhance recreational trail experiences by not only adding more trails where possible, but by connecting existing trails together to form a network. Enhancements to existing trails should include development of standards for better identification of trailheads, better signage and wayfinding, and the provision of waysides along trails with benches, shade, and interpretive signage. 3) Enhance the recreation trailhead experience by providing more developed facilities that improve public access (examples include: providing kiosks with maps and trail information restrooms,drinking fountains,bike parking,seating,shade,etc.). 4) Evaluate equestrian trails and use to determine appropriate level-of-service for the future. Include consideration of the Tahauitz Creek Trails Master Plan in the evaluation. 5) Evaluate in consultation with the City of Palm Springs Sustainability Commission a reduction in turf and replacement of seasonal plantings with drought tolerant landscape. 6) Develop and plan for implementing a recycling program for city parks and enhance recycling collection at city trail heads. Parks and Recreation Master Plan-DRAFT ills 09 D. Parks Assessment Subcommittee: 1) Address the possible level of service deficiency in any area as indicated by the GRASP® analysis (the methodology used to analyze the level of service provided by the parks and recreation inventory). While no major issues surfaced during the public process associated with this study, it may warrant further investigation as to possible reasons and/or solutions for service to residents in particular areas of the city. 2) Begin a process of updating the site master plans for each park in the system. This planning effort could be completed at an approximate cost of$5,000 to $20,000 per park. The master plan should address current park features and components, park configuration and current trends, and consider such things as lighting, shade, restrooms, sustainable best practices, etc. This process has begun at both Demuth Park and Desert Highland Park. Coordinate with and include the 33 different Palm Springs Neighborhood Involvement Committees (PSNIC) in the design and upgrading of neighborhood parks and services. 3) Conduct a tree inventory and mapping graphic regarding shade and demonstrate the importance and relevance of the shade canopy- plant 40 to 50 trees per acre of shaded area desired, for a cost of approximately $10,000 per acre of area to be shaded. This should be completed prior to completing the tree planting plan prior to further investment and planting replacement or added level of service improvements so the City can prioritize areas of need. 4) Develop a plan, including establishment of standards,for adding, replacement or upgrades to park restroom facilities. 5) Minimize safety issues a. Increase police or supervisory presence—identify cost to City for staffing or to outsource. b. Install security lighting where appropriate to reduce or deter vandalism at park restrooms. c. Install security cameras where appropriate to reduce or deter vandalism at park restrooms. (The City is in process of installing cameras at park restrooms and Skate Park). d. Plan park development using Crime Prevention through Environmental Design (CPTED) principles. "Cities and Counties throughout the country are adopting CPTED ordinances requiring site plan reviews with crime prevention in mind. Law enforcement officers who are specially trained in CPTED are now working closely with Planners, Architects, City Officials, and Educators to ensure the proper design of structures, schools, and neighborhoods," (as well as parks and park amenities). E. Master Plan Subcommittee: At the appropriate time, reinstate the Parks and Recreation Master Plan Subcommittee to assist Staff with the next update of the Parks and Recreation Master Plan: 1) Update every five years at a cost of approximately$75-125,000 including the survey, updating GIS inventory, performing a gap analysis, and analyzing demographics trends. 2) Conduct a community interest and unmet need survey altering the timing so that more second home owners are included in the respondents; coordinate with the local planners and city officials to determine when this occurs. 3) Include more involvement with the Native Americans and local governing tribes. Parks and Recreation Master Plan- DRAFT 1116 10 4. Capacity A. Parks and Recreation Staff and City Council: 1) Conduct staffing study to assume that job descriptions and duties are appropriately aligned with current level of service.Staffing levels have been dramatically increased from fiscal year 2011-2012 to 2012-2013. Over twelve positions, or 40 percent of the fulltime equivalent workforce, have been added back to the Department.The survey indicated that the community is satisfied with the current overall level of service. 2) Review calculation of park acreage. In order to meet the current standard now, and as the population increases, suitable and desirable land dedication from developers, or fees in lieu for purchase of land or development or redevelopment of existing parcels should continue to be collected. In addition, should opportunities present themselves for acquisition (as in the case of a private golf course closing, or a 40-60 acre parcel for the sports tournament venue become available),the City should purchase additional park land. In order to have growth pay its own way, the current requirement of five acres per 1,000 residents should be maintained, and three fifths of the collective requirement for land and/or fees-in-lieu, minimally, must generate actual land and not fees-in-lieu, unless the fees are used to purchase a like amount of land for park purposes. B. Parks Assessment Subcommittee: 1) Based on actual population growth, plan for additional park amenities to maintain current level of service, as shown in the capacity chart. 2) Focus future development on areas where the needs are under the threshold minimum, and focus new services and capital investments on the un-met needs identified through the community survey. 3) Coordinate the use of public schools to help solve an underserved level of service area, especially to improve walkability. Consider employing the Learning Landscapes Concept (Appendix G). 4) Consider more pocket parks, street convergences, and parking spaces or public right-of-ways as opportunities to improve walkable level of service, taking care to accurately identify costs and provide funding for maintenance and other on-going costs to care for these small parcels. 5) Consider portable or temporary parks as opportunities to improve level of service (like the Downtown "Marilyn Park") taking care to accurately identify maintenance and other on-going costs to care for these small parcels. Identify funding source for these new expenses. C. Capital improvement Projects(CIP-post economic recovery plan) Parks and Recreation Department staff(with assistance from Parks Assessment Subcommittee 1) Develop the sports tournament venue—total cost TBD. Cost for identifying land for acquisition: Staff time. Cost for master plan for park:$7,500 to$20,000 depending on scope of services. a. Implement the financing plan or capital campaign. b. Acquire land. c. Design/Build. Parks and Recreation Master Plan- DRAFT 117 11 d. Develop an ongoing strategy for covering capacity costs. e. Develop facility management and grand opening plans. f. Operate the sports tournament venue as a true Enterprise Fund (so the venue can be self-sustaining and self-maintaining. g. Consider the TOT directly attributable to this venue for general parks and recreation services for the City. 2) Review and prioritize all indoor improvements throughout the system. 3) Consider a redevelopment plan for both Demuth and Desert Highland Park's fields for local recreational use and to complement the creation of a sports tournament venue. 4) Acquire and develop trail connections—approximately$300,000 per mile for a full-width mixed use concrete path, and $150,000 per mile for a crusher-fines path. This does not include acquisition costs. 5) Include lighting for night time use, trees and other shade structures in current parks and when developing new parks or updating existing parks; and assure sustainable environmental best practices(like deep root watering and the expansion of the use of reclaimed water)are followed. 6) Work with the private parties to develop policies for the management and use of the Downtown Event Venue. Parks and Recreation Master Plan-DRAFT 1118 12 RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF PALM SPRINGS, CALIFORNIA, APPROVING THE 2014 PARKS AND RECREATION MASTER PLAN. THE CITY COUNCIL OF THE CITY OF PALM SPRINGS, CALIFORNIA HEREBY FINDS, APPROVES, AND RESOLVES AS FOLLOWS: SECTION 1 . The preparation and adoption of the 2014 Parks and Recreation Master Plan ("Plan") does not approve any project or program, pursuant to the guidelines of the California Environmental Quality Act ("CEQA") and provides for the ongoing operation and maintenance of the City's existing public park facilities. The Plan does not expand any existing uses of those facilities. CEQA's Existing Facilities Exemption applies to the operation, repair, maintenance, permitting, leasing, licensing, or minor alteration of existing public or private facilities involving negligible or no expansion of a use beyond the use existing at the time of the lead agency's CEQA determination. The Plan is therefore exempt from CEQA review pursuant to CEQA Guidelines Section 15301 . SECTION 2. The City of Palm Springs 2014 Parks and Recreation Master Plan, attached to this resolution as Exhibit "A," is hereby approved and adopted. PASSED, APPROVED AND ADOPTED BY THE PALM SPRINGS CITY COUNCIL THIS 4th DAY OF JUNE, 2014. DAVID H. READY, CITY MANAGER ATTEST: JAMES THOMPSON, CITY CLERK 13 Resolution No. Page 2 CERTIFICATION STATE OF CALIFORNIA ) COUNTY OF RIVERSIDE ) ss. CITY OF PALM SPRINGS ) I, JAMES THOMPSON, City Clerk of the City of Palm Springs, hereby certify that Resolution No. is a full, true and correct copy, and was duly adopted at a regular meeting of the City Council of the City of Palm Springs on June 4, 2014, by the following vote: AYES: NOES: ABSENT: ABSTAIN: JAMES THOMPSON, CITY CLERK City of Palm Springs, California 14 Item 5.B. — Parks and Recreation Master Plan Dear Mayor and City Council: I want to thank the Parks and Recreation Commission, Director Vicki Oltean and Chief of Staff Jay Thompson for their work on reviving the Master Plan update — and for encouraging public participation. The update has been on the agenda of at least three recent Parks and Recreation Commission meetings, in addition to being the subject of a presentation by the parks director at the Sustainability Commission. Specifically, please amend the draft to include Goals 3.C.5 (water conservation in our parks) and 3.C.6 (recycling in our parks) as outlined in the staff report. These amendments are the result of community participation and are supported by the parks commissioners. Our parks present opportunities to increase the city's waste diversion numbers. For example, Ruth Hardy Park and the Wellness Park have at least 38 trash bins, but no recycling containers. I hope the city soon will look at funding options to add recycling options in all parks. Lastly, thank you to the commission and staff for adding language to begin initial discussions about the possible need for more soccer fields and more dog friendly spaces. These two concerns were raised during the update's community participation process this year — as well as being the subjects of many discussions at commission meetings over the past several years. Thank you for the work you all do for us. Travis Armstrong Palm Springs i S. Q .