CITY COUNCIL
AGENDA
Study Session
Wednesday, February 9, 2022
3:00 PM
PURSUANT TO AB 361 AND CATHEDRAL CITY RESOLUTION 2022 -06, THIS MEETING MAY BE
CONDUCTED BY VIDEOCONFERENCE OR TELECONFERENCE AND THERE WILL BE NO IN -PERSON PUBLIC ACCESSTO THE M EETING LOCATION. IF YOU WOULD LIKE TO ATTEND THE MEETING VIA ZOOM PLEASE USE THE FOLLOWING LINK TO REGISTER IN ADVANCE:
https://zoom.us/webinar/register/WN_39URxr9MT3e8lPRFjevBJA
AFTER REGISTERING , YOU WILL RECEIVE A CONFIRMATION EMAIL CONTAINING INFORM ATION ABOUT JOINING THE MEETING.
MAYOR
Ernesto Gutierrez
CITY COUNCIL MEMBERS
Mayor Pro Tem
Rita Lamb
Councilmember
Mark Carnevale
Councilmember
Nancy Ross
Councilmember
Raymond Gregory
• CALL TO ORDER
• ROLL CALL
• AGENDA FINALIZATION
At this time t he City Council may announce any items being pulled from the agenda or continued to another date.
1. CLOSED SESSION
A. Conference with Legal Counsel - Existing Litigation -Pursuant to Government Code section 54956.9(d)(1)
One Matter: City of Cathedral City vs All Persons Interested in the Matter of the Sale of Bonds. CASE # CVPS2105159, Superior Court of Riverside
2. PUBLIC COMMENT
Cathedral City P a g e 2
This is the opportunity for members of the public to comment on any items not appearing on the regular agenda. Because of r estrictions contained in California Law, the City Council may not discuss or act on any item not on the agenda but may briefly respond to statements made or ask a question for clarification. The Mayor may also request a brief response from staff to questio ns raised during public comment or may request a matter be agendized for a future meeting. Public Comment will be limited to three (3) minutes.
3. STUDY SESSION
Normally no action is taken on Study Session items, however, the City Council reserves the ri ght to give specific policy direction and take specific action as necessary. Presentation will be limited to 10 minutes unless other provisions are made in advance.
A. Fire Department Strategic Plan Adoption
Recommendation: Approve and adopt the 2021-2025 Cathedral City Fire Department Strategic Plan.
B. Short-Term Vacation Rental (STVR) Enforcement Program Recommendation: This item is presented for information and discussion only.
ADJOURN
NOTES TO THE PUBLIC:
The City of Cathedral City complies wi th the Americans with Disabilities Act of 1990. If you require special assistance to participate in this meeting, please call the Ci ty Clerk’s Office at (760) 770-0322 at least 48 hours prior to the meeting.
Any documents provided to a majority of the Ci ty Council regarding any item on this agenda will be made available for public inspection in the City Clerk’s office at City Hall located at 68 -700 Avenida Lalo Guerrero du ring normal business hours. In addition, such documents will be posted on the City’s website at www.cathedralcity.gov.
Cathedral City Page 1 of 1 Printed on 2/3/2022
Staff Report
City Council
Meeting Date: February 9, 2022
From: Tami Scott, Administrative Services Director
Title: Conference with Legal Counsel - Existing Litigation -Pursuant to Government Code section 54956.9(d)(1)
One Matter: City of Cathe dral City vs All Persons Interested in the Matter of the Sale of Bonds. CASE # CVPS2105159, Superior Court of Riverside
1.A
Packet Pg. 3
Cathedral City Page 1 of 2 Printed on 2/3/2022
Staff Report
City Council
Item No. 3.A
Meeting Date: February 9, 2022
From: John Muhr, Fire Chief
Title: Fire Department Strategic Plan Adoption
RECOMMENDATION:
Approve and adopt the 2021-2025 Cathedral City Fire Department Strategic Plan.
BACKGROUND:
The Fire Service has long embraced the concept of planning and the cycle of evaluating an organization’s effectiveness. Planning is a deep -rooted process in the fire service and is integrated in all aspects of service from fire response, to mana ging the fiscal aspects of the department. Strategic Planning happens to be part of the Executive Fire Officer training program through the State Fire Marshal’s curriculum as well as the National Fire Academy. Planning creates vision, and vision creates a unified effort to achieve goals. Cathedral City Fire Department has endeavored to maintain a strategic plan since 2016 and has reaped the benefits associated with maintaining a unified vision.
DISCUSSION:
It is the City of Cathedral City’s desire that th e fire department maintain an up -to-date strategic plan and to continually look ahead to ensure we are preparing for challenges that are sometimes foreseeable. In this planning process, the fire department developed a strategic plan that is formatted and c omplements the Center for Public Safety Excellence (CPSE) process for accreditation.
The planning process in this case began with a comprehensive Strengths, Weaknesses, Opportunities, and Threats ( SWOT) analysis, utilizing one of our most valuable resources, which is our members. In 2021, we solicited input from our leadership to help identify our Strengths and Weaknesses. We then focused on ways to address these areas that we identified as in need of reinforcement. Areas like response times, EOC deployment, communications, and technology. Along the way, we were able to identify areas of opportunity such as the Public Safety Enterprise Communications (PSEC) and the Accreditation Process through CPSE. This planning process helped to develop the document that is being presented today.
FISCAL IMPACT:
There is no direct fiscal impact.
3.A
Packet Pg. 4
Cathedral City Page 2 of 2 Printed on 2/3/2022
ATTACHMENTS:
Strategic Plan 2021-2025 FINAL
3.A
Packet Pg. 5
Strategic Plan
3.A.a
Packet Pg. 6
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) This page has been intentionally left blank.
3.A.a
Packet Pg. 7
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) I am pleased to present the Cathedral City Fire Department’s 20 21 - 2025 Strategic Plan. The Cathedral City Fire Department (CCFD) provides emergency medical services, fi re suppression, hazardou s materials mitigation, community risk reduction, community emerg ency response preparedness, and public education to the residents, w orkers and visitors within the department’s jurisdiction of the Coachella Valley.
CCFD consistently works towards achieving a higher level of professionalism and transparency with our external and internal customers. CCFD has embarked on the journey with the Center for Public Safety Excellence (CPSE) to facilitate a method to document the department’s path into the future.
The CPSE utilizes a community-driven process to go beyond the d evelopment of annual documents.
It challenges departmental members to critically examine paradi gms, values, philosophies, beliefs and desires. Furthermore, it provides an opportunity to participate in the development of long term vision and goals.
The community-driven process establishes a comprehensive vision and mission statement that provides the department with a clear path forward. Also, the pr ocess identifi es core values that embody how members, both individually and collectively, will carry out the department’s mission.
My personal commitment to Cathedral City is to ensure that our department’s goals, objectives and culture are consistent with our mission and is welcoming to all future members. We know that a diverse department equals a productive department. We also kno w that an environment that embraces the team concept creates environments that people want to be an integral part of. I invite all members of the community to join us in supporting this vision for the future.
Fire Chief
Forward
Fire Chief
John Muhr
Strategic Plan
3.A.a
Packet Pg. 8
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) Table of Contents
Organizational Background ...................................................................................................................4 Organizational Structure ........................................................................................................................5 Community Driven Strategic Planning ...................................................................................................6 Mission Statement .................................................................................................................................7 Programs and Services .........................................................................................................................8 SWOT Analysis ......................................................................................................................................9 Strategic Initiative ...................................................................................................................................9 Goals and Objectives ...........................................................................................................................10 Critical Issues and Service Gaps .........................................................................................................10 Strategic Initiatives Expanded .............................................................................................................. 11 Vision ...................................................................................................................................................29 Performance Measurement .................................................................................................................30 The Success of the Strategic Plan .......................................................................................................31 Glossary of Terms, Acronyms ..............................................................................................................32 Works Cited .........................................................................................................................................34 Appendix One ......................................................................................................................................35 Strengths .......................................................................................................................................35 Weaknesses ..................................................................................................................................36 Opportunities .................................................................................................................................37 Threats ..........................................................................................................................................38 Strategic Plan
3.A.a
Packet Pg. 9
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) Organizational Background
The Cathedral City Fire Department (CCFD) was dedicated and beg an service on January 1, 1988 with twenty full-time fi re personnel operating from two stations. Administration, which was housed at station 412, consisted of the Fire Chief, Administrative Cap tain, and a part-time Secretary.
Reserve fi refi ghters, for the fi rst year, provided on-call staffi ng for a third fi re engine.
Currently, the fi re department’s two fi re engines and one fi re truck are staff ed each with three personnel: a Captain, an Engineer, and a Firefi ghter or Firefi ghter/Paramedic. CCFD also staff s two Advanced Life Support (ALS) ambulances with two Firefi ghter /Paramedics. Cathedral City Council direction has identifi ed the need and to place a third ambulance in service at station 412 by December, 2021. This change will include implementation of a new Ambulance Operator (AO) Program.
The engine and truck companies provide both fi refi ghting and emergency medical services. The ALS ambulances provide for emergency medical evaluation, treatment, and transport to nearby hospitals.
Our minimum deployment confi guration is three (3) personnel on each fi re engine and truck, with two (2) personnel and/or AO’s on each ambulance, respectively. In addition, there is a Battalion Chief on duty 24/7.
The fi re department can assemble an initial response force of 16 personnel on fi re scenes, provided our fi re department ambulances are available for response. Increased staffi ng accounts for council’s direction and an additional ambulance will be necessary to main tain adequate staffi ng and transport capabilities.
The Cathedral City Fire Department is managed by the Fire Chief , under the direction of the City Manager and the City Council. The Fire Chief and staff collaboratively manage the department in cooperation with IAFF Local 3654 and AFSCME Local 3961.
The Cathedral City Fire Department is licensed by the Californi a Emergency Medical Services Authority and the Riverside Emergency Medical Services Agency to provide pre-hospital emergency medical services using state licensed emergency medical technic ians and paramedics. This is possible through a Non-Exclusive Operating Area Agreement with REMSA. We are authorized to operate 911 ambulance services in the City of Cathedral City.
Emergency Medical Services and resident assistance account for approximately 75% of all of the department’s emergency response activity. This trend should increase as density intensifi es. 4 Strategic Plan
3.A.a
Packet Pg. 10
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) Organizational Structure
5 Strategic Plan
3.A.a
Packet Pg. 11
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) Community Driven Strtegic Planning
For many successful departments, the voice (priorities and conc erns) of the community drives their operations and defi nes their path for the future. A community-driven emergency service department is one that gathers and utilizes the needs and expectations of the community in the development, as well as the improvement of the programs and services provide d. To instill the community as the focal point of the department’s direction, a community-driven s trategic planning process is used to develop a dynamic strategic plan.
Community Driven Strategic Planning Process Outline
Defi ne programs and services provided to the community.
Establish the community’s priorities and expectations of the department within the guidelines and goals set by City Council and the City Manager.
Identify any concerns the community may have regarding the department, along with any aspects of the department the community views as positive.
Revisit the mission statement, giving attention to the services and programs currently provided, and those that can be provided in the future.
Revisit the values of the department’s members.
Identify internal strengths and weaknesses of the department.
Identify areas of opportunity or potential threat to the department.
Identify any critical issues or service gaps.
Determine strategic initiatives for departmental improvement.
Establish realistic goals and objectives for each initiative.
Identify implementation tasks for the accomplishment of each objective.
Determine the vision of the future, looking beyond the current strategic plan.
Develop departmental and community commitments to plan accomplishment. 6 Strategic Plan
3.A.a
Packet Pg. 12
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) Mission Statement
The consensus of the Cathedral City Fire Department’s internal stakeholders adopted and reconfi rmed the mission statement above for this planning period. The purpose of the mission statement is to answer :
Mission Statement Questions of the Cathedral City Fire Department Who are we? Why do we exist? What do we do?
Why do we do it? For whom do we do it?
“If you don’t know where you
are going, you might wind up
someplace else.”
- Yogi Berra
7 Strategic Plan
3.A.a
Packet Pg. 13
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) Programs and Services
In order to determine where attention is placed when assessing critical issues within the department, there must be a separation between core programs and supporting services. Core programs are those core service aspects provided by the department. Supporting services include all of the internal and external programs and services that assist the department in meeting its core program needs.
The department’s internal stakeholders identifi ed the following core programs provided to the community, as well as many of the services that enable the department to deliver those programs:
Core Programs of the Cathedral City Fire Department
Emergency Medical Services Fire Suppression Hazardous Material Mitigation
Community Risk Reduction Public Education Community Emergency Re- sponse
Supporting Services of the Cathedral City Fire Department Training IAFF, Local 3654 Law Enforcement
Public works Human Resources Dept. Finance Dept.
American Medical Response Desert Regional Hospital Eisenhower Med ical Center Information Services Facilities Dept. Dispatch
Planning Dept. Building Dept. Code Compliance
Fleet Maintenance AFSCME, Local 3961
8 Strategic Plan
3.A.a
Packet Pg. 14
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) SWOT Analysis
Through a SWOT analysis (Strengths, Weaknesses, Opportunities, and Threats), a department candidly identifi es its positive and negative attributes. The SWOT analysis also provides an opportunity for the department to evaluate its operating environment to ide ntify areas that can be maximized, as well as those that pose a threat.
Appendix One consists of the SWOT data and analysis collected. “Someone’s sitting in the
shade today because
someone planted a tree a
long time ago.”
- Warren Buff et
StrategicInitiatives
Strategic Initiatives of the Cathedral City Fire Department Emergency Management Emergency Medical Services Administrative Em ergency Services
Diversify Recruitment Internal Health and Training Radio Communic ation External communication CPSE Accreditation
Based upon all previously captured information and the review o f critical issues and service gaps, the following strategic initiatives were identifi ed as the foundation for the development of goals and objectives.
9 Strategic Plan
3.A.a
Packet Pg. 15
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) Goals and Objectives
To continuously achieve the mission of the Cathedral City Fire Department, realistic goals and objectives, with timelines for completion, must be established to enhance strengths, address any identifi ed weaknesses, provide a clear direction, and address the concerns of the community. These should become a focus of the department’s eff orts, as they will direct the department to its desired future while reducing the obstacles and distractions along the way. Leadership-established workgroups should meet and manage progress towards accomplishing these goals and objectives, adjusting timelines and priorities as needed. Regular reports of progress and chang es should be shared with all internal stakeholders.
Critical Issues and Service Gaps
As part of the CPSE accreditation process, the department will review the fi ndings of the SWOT analysis with department stakeholders to identify primary critical issues and service gaps. The critical issues and service gaps identifi ed by stakeholders provide further guidance toward the identifi cation of strategic initiatives, improvement of current initiatives, and guide direction for the development of goals, objectives, critical tasks and timelines.
“Eff ort and courage are not
enough without purpose and
direction.”
- John F. Kennedy
10 Strategic Plan
3.A.a
Packet Pg. 16
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) STRATEGIC INITIATIVE: EMERGENCY MANAGEMENT
OBJECTIVE 1 EOC READINESS
GOAL 1 Identify Materials and/or Equipment Needed in the EOC Timeframe 12 Months Assigned to: EOC Battalion Chief Critical Tasks
• Evaluate current materials/equipment lists.
• Remain up-to-date on Federal and State requirements.
• Research of other agencies best practices.
• Develop list of recommended improvements.
• Conduct cost analysis.
• Research and/or obtain funding mechanisms, as needed. • Provide information/training of revisions to department membe rs. • Implement revisions to EOC materials and equipment.
• Review annually for intent/actual result.
GOAL 2 Evaluate current EOC deployment and activation practices Timeframe 12 Months Assigned to: EOC Battalion Chief Critical Tasks
• Evaluate current deployment and activation procedures. • Remain up-to-date on Federal and State requirements.
• Research of other agencies best practices.
• Develop list of recommended improvements.
• Conduct cost analysis.
• Research and/or obtain funding mechanisms, as needed. • Provide information/training of revisions to department membe rs. • Implement revisions to EOC materials and equipment.
• Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
11 Strategic Plan
3.A.a
Packet Pg. 17
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) GOAL 3 Evaluate training to improve service delivery during EOC activation Timeframe 12 Months Assigned to: EOC Battalion Chief Critical Tasks
• Evaluate current EOC activation training.
• Remain up-to-date on Federal and State requirements.
• Research of other agencies best practices.
• Develop list of recommended improvements.
• Provide information/training of revisions to department membe rs. • Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
12 Strategic Plan
STRATEGIC INITIATIVE: EMERGENCY MANAGEMENT (CONT’D)
3.A.a
Packet Pg. 18
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) STRATEGIC INITIATIVE: EMERGENCY MEDICAL SERVICES
OBJECTIVE 1 REDUCE SERVICE DELIVERY TIMES REGARDING EMERGENCY
RESPONSE
GOAL 1 Identify terminology defi nitions regarding time intervals of response Timeframe 4 Months Assigned to: Accreditation Manager Critical Tasks
• Identify common defi nitions regarding time interval tracking. • Establish tracking mechanism of time intervals.
• Research of other agencies best practices.
• Develop a reporting tool of established time intervals. • Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
Strategic Plan
GOAL 2 Analyze current service delivery times with each geographical planning zone
Timeframe 4 Months Assigned to: Accreditation Manager Critical Tasks
• Analyze established time interval reporting data.
• Evaluate date against industry standards and/or recommendatio ns. • Research other agencies best practices.
• Identify improvements using the risk assessment document. • Review monthly for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
13 3.A.a
Packet Pg. 19
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) GOAL 3 Assess current service delivery times with CPSE risk assessment docu- ment
Timeframe 12 Months Assigned to: Accreditation Manager Critical Tasks
• Identify recommended improvements.
• Provide information/training to departmental members. • Implement recommended improvements, following administration approval.
• Review monthly for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
14 Strategic Plan
STRATEGIC INITIATIVE: EMERGENCY MEDICAL SERVICES (CONT’D)
3.A.a
Packet Pg. 20
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) STRATEGIC INITIATIVE: EMERGENCY MEDICAL SERVICES (CONT’D) OBJECTIVE 2 IMPROVE OUT-OF-HOSPITAL CARDIAC ARREST OUTCOMES GOAL 1 Review and analyze the implementation of High Performance CPR (HP- CPR) and out-of-hospital cardiac arrest outcomes.
Timeframe 4 Months Assigned to: EMS Division Critical Tasks
• Evaluate prehospital return of spontaneous circulation (ROSC) attainments.
• Evaluate survival-to-discharge outcomes.
• Evaluate neurological and functional recovery outcomes. • Assess HP-CPR team composition and roles.
• Review HP-CPR team composition and outcomes over program history.
• Remain up-to-date on State and Local (LEMSA) guidelines. • Research other agencies best practices and team composition. • Comparative analysis of other agencies team composition and outcomes.
• Develop list of recommended improvements.
• Provide analysis results to administration with recommended improvements.
• Provide information to department members on analysis results . • Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
15 Strategic Plan
3.A.a
Packet Pg. 21
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 16 OBJECTIVE 3 IMPROVE THE QUALITY OF EMERGENCY SERVICES DELIVERY GOAL 1
Implement AO (Ambulance Operator) Program:
Phase One: Emergency Medical Technician - Paramedic
Phase Two: Emergency Medic Technician - 1A
Timeframe 6-12 Months Assigned to: Fire Chief Critical Tasks
• Implement AO Program
• Recruit and hire qualifi ed personnel.
• Purchase required personal protective equipment.
• Provide orientation and training.
• Review and update sworn/non-sworn unit assignments.
• Review and update dispatch procedures.
• Evaluate intent
- to provide an increase of fi eld medical resources.
- to provide an increase of personnel responding to fi re related incidents
- to provide a pathway for young community members to pursue a career in the fi re service by obtaining required credentials incrementally.
- to develop opportunities in obtaining credentials while employed in the occupation of pursuit.
- to provide mentorship, assess departmental long-term suitability, and pathway as an eff ective hiring and retention tool.
• Research other agencies best practices.
• Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
STRATEGIC INITIATIVE: EMERGENCY MEDICAL SERVICES (CONT’D) Strategic Plan
3.A.a
Packet Pg. 22
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) STRATEGIC INITIATIVE: ADMINISTRATIVE EMERGENCY SERVICES OBJECTIVE 1 ANALYZE CURRENT AND FUTURE ADMINISTRATIVE FIRE
PERSONNEL POSITIONS TO ENSURE HIGH QUALITY SERVICE TO
OUR COMMUNITY
GOAL 1 Evaluate the feasibility and impact of maintaining a Fire Inspector vacancy while fi lling a dedicated Fire Marshal position within the department.
Timeframe 6 Months Assigned to: Fire Chief Critical Tasks
• Evaluate industry standards of qualifi cations for fi re department positions.
• Identify qualifi cations for prospective personnel based on industry standards.
• Collaborate with human resources to identify qualifi cations required. • Evaluate fi nancial impact of out-sourcing Fire Marshal duties. • Evaluate fi nancial impact against savings off set to maintain Inspector vacancy.
• Collaborate with Finance department to evaluate Contract Serv ices cost.
• Develop recommendations related to Fire Marshal position and enhanced community involvement.
• Provide report and make recommendations on evaluation fi ndings.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
17 Strategic Plan
3.A.a
Packet Pg. 23
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 18 OBJECTIVE 1 ENCHANCE EXTERNAL COMMUNICATION BETWEEN THE
DEPARTMENT AND POTENTIAL APPLICANTS
GOAL 1 Analyze current communication platforms for best practices and improvement
Timeframe 12 Months Assigned to: Battalion Chief, Training Critical Tasks
• Analyze current communication platforms for external customer s. • Research other agencies best practices.
• Develop list of recommended improvements.
• Conduct cost analysis.
• Research/obtain funding mechanisms as needed.
• Implement revised external communication guidance.
• Review annually for intent/actual result.
• Evaluate public perception of the department’s image as it re lates to diversity and inclusion.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
STRATEGIC INITIATIVE: DIVERSIFY OUR RECRUITMENT PROCESS GOAL 2 Analyze communication platforms with outside agencies and recommended
improvements
Timeframe 12 Months Assigned to: Battalion Chief, Training Critical Tasks
• Analyze current platforms.
• Develop list of recommended improvements.
• Implement revised communication platform.
• Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
Strategic Plan
3.A.a
Packet Pg. 24
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) GOAL 3 Develop and implement a marketing strategy to inform potential applicants of opportunities within the department
Timeframe 12 Months Assigned to: Battalion Chief, Training Critical Tasks
• Analyze current platforms.
• Research other agencies marketing strategies.
• Develop a marketing strategy, attracting a diversifi ed workforce. • Conduct cost analysis.
• Research/obtain funding mechanisms as needed.
• Implement revised marketing strategy.
• Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
19 Strategic Plan
STRATEGIC INITIATIVE: DIVERSIFY OUR RECRUITMENT PROCESS (CONT’D)
3.A.a
Packet Pg. 25
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) GOAL 4 Study the incorporation of equitable, gender neutral personal space in the fi re station while using a safety and health management process to limit the occupational exposure to health hazards.
Timeframe 12 Months Assigned to: Fire Chief Critical Tasks
• Analyze current accommodations for future growth and diversit y needs.
• Evaluate confi guration alternatives to dormatory and personal facility areas.
• Evaluate the impact on living space fl exibility and equitable privacy in current public and private spaces.
• Evaluate employee recovery time using private, climate-contro lled sleeping areas.
• Research the impact of occupational infectious agents and exp osure in individual sleeping areas.
• Research current guidance on environmental infection control measures.
• Develop list of recommended improvements.
• Submit fi nal draft to the Fire Chief for administrative review.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
Strategic Plan
STRATEGIC INITIATIVE: DIVERSIFY OUR RECRUITMENT PROCESS (CONT’D) 20 3.A.a
Packet Pg. 26
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 21 GOAL 2 Evaluate current policies for best practices and recommended improvements
Timeframe 12 -24 Months Assigned to: Policy Committee Critical Tasks
• Review departmental administrative and operational policies. • Research other agencies best practices.
• Develop list of recommended improvements.
• Submit fi nal draft policies to Fire Chief for review. • Provide information to department members of revisions. • Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
Strategic Plan
STRATEGIC INITIATIVE: INTERNAL STAKEHOLDER HEALTH AND TRAINING OBJECTIVE 1 ENHANCE POLICIES AND PROCEDURES TO MAXIMIZE HEALTH
AND PREVENT INJURY
GOAL 1 Implement policy review committee to evaluate current policies and health concerns
Timeframe 12 - 24 Months Assigned to: Policy Committee Critical Tasks
• Review policies and procedures for Federal and State complian ce. • Develop list of recommended improvements.
• Submit fi nal draft policies to Fire Chief for review. • Provide information to department members of revisions. • Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
3.A.a
Packet Pg. 27
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) Strategic Plan
GOAL 2 Identify external opportunities for training focused on core program skills Timeframe 12 Months Assigned to: Battalion Chief, Training Critical Tasks
• Review current training program practices.
• Remain up-to-date on required training.
• Centralize training materials and information.
• Conduct cost analysis.
• Research/obtain funding mechanisms as needed.
• Review annually for intent/actual result.
• Provide budgetary suggestions for future training.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
OBJECTIVE 2
ENHANCE TRAINING OPPORTUNITIES TO ENSURE AN
OUTSTANDING LEVEL OF SERVICE TO THE COMMUNITY AND
MAINTAIN A SKILLED WORKFORCE
GOAL 1 Improve in-service training opportunities focused on core programs Timeframe 12 Months Assigned to: Battalion Chief, Training Critical Tasks
• Review current training program practices.
• Remain up-to-date on required training.
• Centralize training materials and information.
• Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
STRATEGIC INITIATIVE: INTERNAL STAKEHOLDER HEALTH AND TRAINING 22 3.A.a
Packet Pg. 28
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 23 Strategic Plan
GOAL 3 Develop a program for departmental members seeking promotional opportunities
Timeframe 24 Months Assigned to: Battalion Chief, Training Critical Tasks
• Review current training program practices focused on promotio nal processes.
• Remain up-to-date on required training.
• Centralize training materials and information.
• Conduct cost analysis.
• Research/obtain funding mechanisms as needed.
• Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
STRATEGIC INITIATIVE: INTERNAL STAKEHOLDER HEALTH AND TRAINING (CONT’D)
3.A.a
Packet Pg. 29
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 24 Strategic Plan
STRATEGIC INITIATIVE: RADIO COMMUNICATION
OBJECITVE 1 NCREASE RADIO SYSTEM RELIABILITY, COVERAGE, AND
INTEROPERABILITY
GOAL 1 Evaluate PSEC (Public Safety Enterprise Communication) system expansion, system capabilities and its associated infrastructure.
Timeframe 6 - 12 Months Assigned to: Senior Staff Critical Tasks
• Analyze current network’s coverage, functionality and interop erability. • Evaluate potential impacts on current coverage: building, pop ulation growth.
• Evaluate current radio system’s security during large scale d isasters. • Evaluate simulcasted radio transmission platforms, PSEC. • Study the feasibility of the PSEC system and conversion. • Research other PSEC agencies radio systems, coverage, and reliability.
• Develop a list of recommended improvements.
• Conduct cost analysis.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
3.A.a
Packet Pg. 30
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 25 Strategic Plan
STRATEGIC INITIATIVE: EXTERNAL COMMUNICATION
OBJECTIVE 1 ANALYZE CURRENT PUBLIC INFORMATION PLATFORMS FOR
BEST PRACTICES
GOAL 1 Enhance technology to improve customer service
Timeframe 12 Months Assigned to: Social Media Workgroup Critical Tasks
• Analyze current platforms.
• Research other agencies public information strategies. • Develop a list of recommended improvements.
• Conduct cost analysis.
• Research/obtain funding mechanisms as needed.
• Create standardized procedures/directive for public communica tion. • Provide information/training to departmental members of revis ions. • Implement revised external communication guidance.
• Review annually for intent/actual result.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
3.A.a
Packet Pg. 31
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 26 Strategic Plan
GOAL 2 Conduct a community hazard and risk assessment
Publish a ‘Community Risk Assessment - ‘Standards of Cover’ document Timeframe 12 - 18 Months Assigned to: Fire Chief Critical Tasks
• Perform community hazard and risk assessment.
• Evaluate historical community response data.
• Establish benchmark and baseline performance objectives. • Publish community hazard and risk assessment.
• Maintain and annually review ‘Standards of Cover’ document fo r revisions.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
OBJECTIVE 1 PREPARE AND PURSUE INTERNATIONAL ACCREDITATION TO
BETTER SERVE EXTERNAL AND INTERNAL STAKEHOLDERS
GOAL 1 Identify team members needed to complete accreditation process Timeframe 6 Months Assigned to: Fire Chief Critical Tasks
• Identify members needed for accreditation process.
• Establish responsibilities and criteria for team members. • Encourage participation in the accreditation process. • Complete member selection.
• Provide information and training on accreditation process.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
STRATEGIC INITIATIVE: CPSE ACCREDITATION
3.A.a
Packet Pg. 32
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 27 Strategic Plan
GOAL 4 Implement the developed Community Driven Strategic Plan Timeframe 24 Months Assigned to: Fire Chief Critical Tasks
• Identify members to review developed strategic plan.
• Provide internal stakeholders the opportunity to evaluate pla n. • Provide internal stakeholders the opportunity to clarify goal s/intent. • Determine workplan to accomplish each identifi ed goal. • Annually evaluate objectives focusing towards goal completion . • Report annual plan progress to external and internal stakehol ders.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
GOAL 3 Develop a Community Driven Strategic Plan
Timeframe 18 - 24 Months Assigned to: Fire Chief Critical Tasks
• Reconvene an external stakeholder meeting group.
• Identify expectations, priorities, strengths, weaknesses, con cerns and feedback.
• Conduct an internal stakeholder meeting.
• Evaluate mission, vision, values, strengths and weaknesses, opportunities.
• Identify critical issues and service gaps.
• Determine strategic initiatives.
• Develop goals and objectives, critical tasks and appropriate timelines. • Identify levels of measurability.
• Create a vision for the developed plan’s success.
• Publish Community Driven Strategic Plan for external and inte rnal stakeholders.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
STRATEGIC INITIATIVE: CPSE ACCREDITATION (CONT’D)
3.A.a
Packet Pg. 33
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 28 Strategic Plan
GOAL 5 Identify CPSE Self Assessment criteria towards accreditation Timeframe 24 - 36 Months Assigned to: Fire Chief Critical Tasks
• Obtain instruction on developing the CPSE self assessment document.
• Identify additional steps towards CPSE accreditation.
Funding
Estimate
Capital Costs: $0
Personnel Costs: $0
Consumable Costs: $0
Contract Services Costs: $0
STRATEGIC INITIATIVE: CPSE ACCREDITATION (CONT’D)
3.A.a
Packet Pg. 34
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 29 Vision
The following is our strategic vision for the future, based on this comprehensive plan.
By embarking on the journey toward accreditation, the department’s goals and objectives will be focued on the priorities of the community and city leadership. This v ision provides a target of excellence to strive toward.
The Cathedral City Fire Department envisions moving towards international accreditation, refl ecting the best industry work practices in the delivery of core and su pport programs and services to our community. Pursuing identifi ed goals, we wi ll continually demonstrate improvement, guided by our core values: Compassion, Honesty, Integrity, and Professionalism (CHIP).
Through workforce development and training, the department will invest in its greatest departmental asset - its members. Enhancing policies and procedures to maximize the health and prevention of injury will strengthen Company integrity.
Our focus on the community by improving public information syst ems and implementing a marketing strategy informing of opportunities, will further prove our support for those we serve.
We will realize individual and departmental excellence as we hold each other accountable for fulfi lling our mission, living our values, obtaining our goals, and encouraging each other to make the vision a reality.
Strategic Plan
3.A.a
Packet Pg. 35
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 30 Performance Measurement
To assess and ensure that the department is delivering on the p romises made in its strategic plan, the leadership of the department must defi ne performance measures that are fully accountable. Output measurements can be challenging, butthe department must focus on the assessment of progress toward achieving improved output. Jim Collins states:
“What matters is not fi nding the perfect indicator, but settling upon a consistent and intelligent method of assessing your output results, and then tracking your trajectory with rigor.”(1) Departments must further be prepared to revisit and revise thei r goals, objectives, and performance measures to maintain pace with accomplishments and environmental changes.
To establish that the department’s strategic plan is achieving results, performance measurement data will be implemented and integrated as part of the plan. An integrated process known as “Managing for Results” will be utilized, and is based upon:
Managing for Results
Identify Strategic Goals Identify Strategic Objectives Resource D etermination Analyze Performance Data Evaluate Performance Data Use Data for I mprovement A ‘Family of Measures’ frequently used to indicate and measure performance include:
Family of Measures
Input: Value of resource used to produce an output.
Output: Quantifi able units produced which are activity-oriented and measurable.
Effi ciency: Input(s) used as Output(s)
Service Quality: The degree to which customers are satisfi ed with a program or service.
Strategic Plan
3.A.a
Packet Pg. 36
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 31 The Success of the Strategic Plan
The Cathedral City Fire Department has approached the developme nt of the preceding strategic plan by requesting and receiving input during the ongoing developmen t stage of the planning process.
The department acknowledges the importance of a Community Drive n Strategic Planning process, guided by professional standards, utilizing input from the comm unity and members of the department - external and internal stakeholders.
The success of this, and subsequent, strategic plan(s) will not only depend on the dynamic implementation of the strategic initiatives, their associated goals and related objectives, but also on the support received from the City of Cathedral City leadership, th e members of the department, and the community-at-large.
Provided the Community Driven Strategic Planning process is kept dynamic and supported by leadership and active participation continues, it will be a signifi cant opportunity to unify departmental and community stakeholders - our customers. This can be accomplished through a developed understanding of the department’s direction, focusing on all parties, working to achieve the mission, goals and objectives, and fulfi lling its vision. Further opportunities must be explored on how the department will measure and be accountable for its progress and success.
“You must expect great
things of yourself before yo
can do them.”
- Michael Jordan
Strategic Plan
3.A.a
Packet Pg. 37
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 32 Glossary of Terms
Accreditation A process by which an association, organization, o r department evaluates and recognizes a program of study or an institution as meeting certain predetermined standards or qualifi cations. It applies only to departments and their programs of study or their services. Accreditation ensures a basic level of quality in the services received from an department.
AFSCME American Federation of State, County and Municipal Employ ees CPSE Center for Public Safety Excellence
Customer(s) The person or group who establishes the requirement of a process and receives or uses the outputs of that process; or the person or entity directly served by the department.
Effi ciency A performance indication where inputs are measured per unit of output (or vice versa).
Environment Circumstances and conditions that interact with and aff ect a department. These can include economic, political, cultural, and physical conditions inside and outside the boundaries of the department.
HP-CPR High Performance Cardio Pulmonary Resuscitation. High Performance Cardio Pulmonary Resuscitation.
IAFF International Association of Firefi ghters
Input A performance indication where the value of resources are used to produce an output.
LEMSA Local Emergency Medical Services Agency.
Mission An enduring statement of purpose; the department’s reaso n for existence. Describes what the department does, for whom it does it, and how it does it.
Strategic Plan
3.A.a
Packet Pg. 38
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 33 Glossary of Terms
Outcome A performance indication where qualitative consequences are associated with a program or service.
Output A performance indication where a quality or number of uni ts produced is identifi ed.
Performance Measure A specifi c measurable result for each goal a nd/or program that indicates achievement.
ROSC Return Of Spontaneous Circulation.
Stakeholder Any person, group, or organization that can place a claim on, or infl uence the department’s resources or outputs, is aff ected by those outputs, or has an interest in/or expectation of the
department. Any person, group, or organization that can place a claim on, or infl uence the department’s resources or outputs, is aff ected by those outputs, or has an interest in/or expectation of the department.
Strategic Plan A long-range planning document that defi nes the m ission of the department and broadly identifi es how it will be accomplished, and that provides the framework for more detailed annual and
operational plans.
Strategic Planning The continuous and systematic process whereby guiding members of a department to make decisions about its future, develop the necessary procedures and operations to achieve that future, and determine how success is to be measured.
Vision An idealized view of a desirable and potentially achievab le future state (where or what a department would like in the future).
Strategic Plan
3.A.a
Packet Pg. 39
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 34 Works Cited
1 Collins, J. (2009). Good to Great and the Social Sectors. Boulder: Jim Collins Strategic Plan
3.A.a
Packet Pg. 40
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 35 STRENGTHS OF THE CATHEDRAL CITY FIRE DEPARTMENT (CCFD) CCFD members are accustomed to ‘doing more with less’, being a smaller sized department.
Members strive to produce a better result, product, or outcome than a larger sized department that may have more personnel assigned to a project. The tenure of personnel provides a wealth of knowledge and helps the department run smoothly amid increased workloads.
CCFD’s paramedic program, being able to transport patients, res ults in the department’s paramedics being some of the best in the Coachella Valley. Cont inued relationship building with hospital staff , nurses and physicians, allows for seamless patient care.
CCFD members are supportive and available to assist each other through strong communication channels. Being a smaller department, members are allowed to be an active participant.
The department’s equipment and vehicle resources are among the best in the Coachella Valley and state. Departmental members routinely show pride in its maintenance and upkeep.
Strengths
Strategic Plan
Appendix One
3.A.a
Packet Pg. 41
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 36 WEAKNESSES OF THE CATHEDRAL CITY FIRE DEPARTMENT (CCFD) As a result of injuries, retirements and newly implemented prog rams, the department is experiencing a tremendous growth phase; many promoted members have a limited time in rank. As promotional vacancies have occurred at an accelerated rate, newly promoted members may not have had extensive experience in their previous positio n, resulting in the potential for inconsistencies among crews.
The department routinely experiences an increased workload, due to multiple incidents at the same time, assigned projects and individual program management. Company Offi cers and their crew, manage multiple responsibilities, when compared to other departments that may have additional personnel to balance the workload.
Many senior personnel have retired in recent years, as a result , the inherent historical knowledge and experience of tenured employees has retired with them as we ll. Currently, many members of the department are highly motivated and are empowered to dev elop new skill sets; however, the basic succession training program of the department, poten tially presents a weakness, if the preceding is not addressed and incorporated into future training.
As personnel have promoted within the department, fi lling vacancies at multiple ranks, challenges have been seen in the training program’s format and curriculum. Training topics, drills and assignments are required to encompass a large subject matter, r esulting in specialized training being limited for a particular position. When newly promoted personnel have limited time in rank, the challenge to the department’s training program will be to meet the need on an individual basis.
The department’s Fire Prevention division would benefi t from improvement. Based on continual growth in the City and the development of specialized businesse s, the department would benefi t from an internal Fire Marshal position.
Weaknesses
To continue moving forward, a department must be able to identify strengths as well as areas that need improvement. These are not necessarily considered threats, but rather day-to-day concerns that may inhibit progress.
Strategic Plan
3.A.a
Packet Pg. 42
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 37 Opportunities
The opportunities for a department depend on the identifi cation of strengths and weaknesses, and how they can be enhanced. The focus on identifi ed opportunities is not only on existing service, but on expanding and developing new possibilities both inside and outside traditional areas.
OPPORTUNITIES OF THE CATHEDRAL CITY FIRE DEPARTMENT (CCFD) To increase community involvement, opportunities should be soug ht throughout the year, to put a ‘name to the face’, during fi re department participation at events. Opportunities, aside from solely fi re prevention activities, should be pursued, such as: reaching out to schools and community groups.
Activities that enhance community relationships should be identifi ed and acted upon.
Opportunities to create and engage department personnel with ot her City department personnel would be benefi cial. It is much easier to work as a team when the team members know each other.
The benefi ts of networking with other City department personnel, would enhance all department’s ability to reach their goals and objectives.
With the rising costs associated with injuries and the health a nd safety of personnel; instituting a Safety Committee to review Workman Compensation documentation ( Green/Purple folders) and injury origin may be a benefi t. Alternatives could be explored once identifi cation of activities that may cause injury are identifi ed. As an example, relocation of the wildland drill site to an area that provided the necessary training but limited injury exposure benefi ted all members.
To increase a diverse workforce, the department (in participati on of Human Resources and City leadership) should seek avenues to notify potential members of department opportunities. The Coachella Valley and its desert communities are visited by many people from outside the area.
Billboards and advertising would be a potential opportunity to reach some that may otherwise not be seeking an employment change.
Implementation of an AO (Ambulance Operator) program would allo w young community mem- bers the ability to enter a profession and obtain needed creden tials incrementally. By attracting community members, the pursuit of credentials could occur simultaneously while employed. Through department mentorship and guidance, the AO program could be a valuable recruitment and retention tool, enhancing services to the community.
Strategic Plan
3.A.a
Packet Pg. 43
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption) 38 Threats
By recognizing possible threats, a department can reduce the po tential for losses. Fundamental to any strategic plan is the understanding that identifi ed thr eats are not completely controlled or directed by the department.
POTENTIAL THREATS TO THE CATHEDRAL CITY FIRE DEPARTMENT (CCFD) The department’s ambulance program is based on a non-exclusive agreement with the Riverside County EMS Agency (REMSA) and not as part of Section 1797.201 of the Health and Safety Code.
The department has entered into a formal agreement with REMSA s ince it began providing its EMS level of service after June 1, 1980. Should denial of renew al ever occur, the department could experience an impact of 6 to 7 paramedic positions.
Emergency Medical Dispatching (EMD) is a service level greatly needed by the fi re department. The department provides the highest emergency medical service level (Advanced Life Support), yet a caller does not receive pre-arrival instructions. Increasingly, this service level is becoming standard within communities and could potentially negatively impact a provider agreement if not instituted.
The current retirement formulas and benefi t packages reformatted as part of the Public Employees’ Pension Reform Act (PEPRA) may potentially lead to the loss of employees after a tremendous amount of training and department resources have been invested.
Strategic Plan
3.A.a
Packet Pg. 44
Attachment: Strategic Plan 2021-2025 FINAL (3101 : FD Strategic Plan Adoption)
Cathedral City Page 1 of 2 Printed on 2/3/2022
Staff Report
City Council
Item No. 3.B
Meeting Date: February 9, 2022
From: Sandra Molina, Code Compliance/Development Manager Title: Short-Term Vacation Rental (STVR) Enforcement Program
City Council
RECOMMENDATION:
This item is presented for information and discussion only.
BACKGROUND:
On September 9, 2020, the City Council adopted an ordinance establishing new regulations and restrictions regarding short-term vacation rentals and a companion fee resolution, increasing the STVR permit fee to $1,950 and establish ing a home share permit with a permit fee of $525 to provide the additional resources necessary for a STVR Licensing and Enforcement Program (STVR Program).
The STVR Program included six (6) limited term employees. A n analyst was assigned within the Code Compliance Divisio n and one (1) administrative position and four (4) STVR compliance officers were assigned to the Police Department. The STVR compliance officers were placed on duty seven ( 7) days a week, 24 hours a day beginning November 13, 2020. An update on the effectiveness of the STVR Program was provided to Council in a study session report on January 12, 2022.
DISCUSSION:
The STVR Program has been effective in managing STVR s and addressing the community impacts associated with them. As a result, the number of STVR complaints has progressively reduced since the STVR Program was established and the number of STVR permits in non-HOA neighborhoods has declined with aggressive enforcement of problem properties and as the phase out date approaches, January 1, 2023.
To maintain an efficient and effective STVR Program, the Police Department and Code Compliance Division have worked together to evaluate the current and future needs of both departments and the STVR Program. To better ser ve the community, the administrative position and three (3) STVR officers will be transitioned to the Code Compliance Division with one position remaining within the Police Department.
The integration of STVR enforcement into the Code Compliance Division provides benefits to both departments . STVR enforcement will remain a high priority and
3.B
Packet Pg. 45
Cathedral City Page 2 of 2 Printed on 2/3/2022
continued evening response to 2:00 am will be provided (Police will respond from 2:00 am – 7:00 am). H owever, the STVR officers will be cross -trained to expand Code Compliance services to seven days a week and address emerging issues such as illegal street vendors, weekend only concerns such as unpermitted construction and night-time commercial vehicle parking enforcement.
The STVR officer position remain ing with the P olice Department will be converted to a Community Service Officer. This position is another step in the continued effort to have non-sworn personnel address the many service calls and needs that don’t require a sworn police officer, allowing police officers and other resource s to be deployed more efficiently. The Police Department will remain available to provide assistance with STVR complaints.
In summary, the integrated approach to Municipal Code enforcement, including STVR enforcement, provides the following benefits:
Police Department
• Allows sworn police offers to focus on crime prevention and reduction efforts o Continue to assist with STVR complaints
o Continue to respond to code compliance requests for assistance
Code Compliance
• Provides additional code compliance resources
• Integrates into the restructuring of the Department to meet Council goals o Proactive enforcement program
o Case assignments
• Initial benefits include
o 7-day presence of code compliance officers in the community o Proactive commercial vehicle enforcement
o Follow up on complaints occurring after hours
o Proactive enforcement of unlicensed vendors and unpermitted construction complaints
• STVR Program
o One comprehensive team
o Continued response to active complaints
o Proactive efforts on unlicensed STVR properties
o Expand and standardize enforcement of STVR regulations o Additional resources when necessary
FISCAL IMPACT:
Although there may be m inimal initial costs related to workspace, computers and uniforms, there will be no fiscal impact to the General Fund. Currently, there are no additional fiscal impacts to the Equipment Replacement Fund for vehicle needs as they will be covered with existing resources.
3.B
Packet Pg. 46