Parks department lays out master plan implementation, Measure J projects and biennial budget

The Palm Springs Parks and Recreation Department summarized its master plan implementation timeline, the adopted biannual budget and Measure J‑funded park projects during the commission’s July 28 meeting. Lede: Department leaders told the commission the newly adopted biannual budget allocates roughly $11.6 million to Parks & Recreation for fiscal year 2025–26 (a figure that incorporates a functional transfer of the park‑maintenance budget from Public Works), and outlined Measure J community‑initiated projects that will fund playground and stadium repairs and other capital work. Nut graf: Staff presented the department’s six master‑plan goals (improve marketing and access, connect people and places, climate resilience, renew the system, steward the future, and expand impact), a phased task schedule across five years, and specific Measure J allocations for several park projects. The department also confirmed the park‑maintenance division (11 positions) transferred into Parks & Recreation, driving a notable budget line‑item increase. Highlights and spending: Staff said the budget for FY25–26 shows a departmental total of about $11.6 million, including roughly $1.3 million for contracted landscape maintenance and a sizable transfer of approximately $3 million to account for park‑maintenance staffing moving from Public Works. Measure J allocations mentioned during the presentation included funding for playground replacements, Palm Springs Stadium deferred‑maintenance work (~$841,000), Topwoods Creek Trail master‑plan work (~$690,000), and Booth Hardy Park workout improvements (~$547,000). Staff also described major capital projects in development, including a planned swim‑center renovation funded in part by $7 million from the library bond and a Demuth pickleball project budgeted in the multi‑million‑dollar range. Program and staffing changes: The department reported several hires since December (project managers, lifeguards, program staff and two additional lifeguard FTE equivalents planned for the swim center), an expansion of swim center hours planned for September, marketing and social‑media consultant work already in place, and steps to improve permitting and data collection. Discussion and next steps: Commissioners asked for more frequent budget touchpoints, clarified how earned revenue from programs is accounted for, and requested public‑notice procedures during capital work. Staff agreed to bring periodic budget updates and performance metrics (attendance, program registration, revenue) to future meetings. Ending: The department said master plan tasks are a rolling, multi‑year effort and invited commissioners to help advocate with council and neighborhood groups for deferred‑maintenance funding and project prioritization.