CITY COUNCIL
AGENDA
Special Meeting
Wednesday, February 16, 2022
2:00 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 MEETING 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_xt79QfEKQnyTnLSkJVwchA
AFTER REGISTERING, YOU WILL RECEIVE A CONFIRMATION EMAIL CONTAINING INF ORMATION 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
1. AGENDA ITEM
A. Review of 2022 Goals and Presentation on Five-Year Strategic Plan Recommendation: To approve a resolution adopting the City Council Goals and Departmental Work Plans for 2022 and provide discussion and direction on a framework for development of a long-term strategic plan and the mid-year budget status report.
ADJOURN
NOTES TO THE PUBLIC:
Cathedral City P a g e 2
The City of Cathedral City complies with the Americans wi th Disabilities Act of 1990. If you require special assistance to participate in this meeting, please call the City Clerk ’s Office at (760) 770-0322 at least 48 hours prior to the meeting.
Any documents provided to a majority of the City 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 during normal business hours. In addition, such documents will be posted on the City’s website at www.cathedralcity.gov.
Cathedral City Page 1 of 2 Printed on 2/10/2022
Staff Report
City Council
Item No. 1.A
Meeting Date: February 16, 2022
From: Charles McClendon, City Manager
Title: Review of 2022 Goals and Presentation on Five -Year Strategic Plan
City Council
RECOMMENDATION:
To approve a resolution adopting the City Council Goals and Departmental Work Plans for 2022 and provide discussion and direction on a framework for development of a long-term strategic plan and the mid-year budget status report.
BACKGROUND:
On January 22, 2022, the City Council met for a strategic planning retreat to develop goals for the coming year, which were subsequently written into formal goals statements for adoption.
In 2022, the City Council identified six (6) operational priorities:
• Parks & Recreation
• Streets & Infrastructure
• Finance & General Government
• Code Enforcement
• Public Safety
• Community & Economic Development
The goals statements have been incorporated into a resolution, along with the departmental work plans, also discussed by Council on January 22, for formal ado ption by the Council. Consideration of a longer-term Strategic Planning effort was deferred to this special study session to allow for further discussion by Council.
DISCUSSION:
As part of the goal -setting session on January 22 , in addition to discussing the City Council’s goals for 2022, the Department Heads presented their 2021 achievements and their 2022 planned projects . These operational goals include outstanding goals from previous years, state mandated priorities, operational priorities based on a ging infrastructure or changing needs, and various other factors.
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Following the January 22, 2022, goal setting session, staff prepared the agreed upon goals statement s for final Council review and prepare d a resolution formally adopting the goals for Cou ncil consideration. Staff will then incorporate the goals into departmental and individual work plans for the year.
Additionally, staff has developed a follow -up presentation to present a Five -Year Strategic Plan Framework for City Council discussion. As currently proposed, this strategic initiative will include the following major deliverables in FY2022-23:
• Development of Five-Year Project Pipelines and Organizational Charts • Development of a Community Outreach & Education Campaign o Community & Employee Surveys
o Community Townhall Events
• Various City Council/Staff Strategy Sessions
• Adopt Five-Year Project Pipelines and Organizational Charts • Adopt FY2023-24 & FY2024-25 Biennial Budget
In addition to the long-term strategic planning discussion , the Finance Department will also be presenting the Mid -Year Update, specifically as it pertains to the end -of-year projections based on current forecasts. The below table is a summary of the information that will be presented:
• Mid-Year Revenues, by Category
• Mid-Year Expenditures, by Category
• FY 21/22 Projected Revenue and Expenditures
• FY 22/23 – FY 25/26 Projections
FISCAL IMPACT:
There is no fiscal impact associated with this item for review, discussion and direction only.
The FY2021 -22 and FY2022 -23 Biennial Budg et was adopted June 9, 2021. If applicable, associated costs related to the City Council’s 2021 Goals during FY2020-21 were included in each department’s goals, objectives and budgets were adjusted. If necessary, a budget adjustment was subsequently authorized in FY 21/22 . Any new 2022 Goals not incorporated in the previously adopted FY2021 -22 and FY2022 -23 Biennial Budget will need to be evaluated to determine if they can be addressed within the existing adopted budget or if additional resources are required to complete the goals by end of 2022.
ATTACHMENTS:
Goals Presentation 02162022
FY 2022 MID YEAR PRESENTATION Traditional Method
Goals Resolution 2022
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Presented by
Cathedral City Executive Leadership Team
City Council Strategy Session
February 16, 2022
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year Formation of a Five-Year Strategic Plan
The Pathway Forward
City Council Strategy Session
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year GeneralFund5-YearForecast
FY2022 -2026
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year ∗ Labor Negotiations – provided for tiering along with the CalPERS-required PEHMCA minimum for new hires supplemented with a Health Reimbursement Account
∗ Pension Obligation Bond – estimated annual savings for cash flow purposes - $1 million ∗ Established OPEB Trust Account – to mitigate/reduce the liability and assist in future economic downturns
∗ Embraced Cannabis Industry – resulting in over $5M in new revenue ∗ Five Year Implementation of Citywide ERP (Enterprise Resource Planning) technology to bring electronic/integrated functions to the community furthering operation efficiencies and cost savings ∗ Financial Backbone: General Ledger, Project Ledger, Budget, Purchasing, Accounts Payable, Accounts Receivable ∗ Business Backbone: License, Permit, Plans, Inspection, Enforcement, GIS ∗ Payroll / Human Resources
∗ Asset Management / Inventory / Incident Management / GIS City Council Corrective Actions
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year Strategic Planning Framework
Data
Collection
Stakeholder
Engagement
Mission,
Vision, Values
Priority
Setting (Goals)
Establish
Objectives &
Tasks
Implementation &
Evaluation
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year ∗ Development of Five-Year Project Pipelines & Organizational Charts ∗ Class & Compensation Study
∗ Development of a Community Outreach & Education Campaign ∗ Develop/Disseminate Community & Employee Surveys
∗ Plan Community Outreach Events
∗ Various City Council/Staff Strategy Sessions
∗ Adopt Community Outreach & Education Campaign
∗ Review Community & Employee Survey Results
∗ 2023 City Council Strategy Session
∗ Adopt Five-Year Project Pipelines & Organizational Charts ∗ Prepare the FY2023-24 & FY2024-25 Biennial Budget Based on the Five-Year Project Pipelines & Organizational Charts
Five-Year Strategic Plan Framework
Recommended Future Actions
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year Staff Recommends Prioritizing the Creation of a Sustainable, Five-Year Plan that Forecasts Future Community Needs and Economic Challenges by Prioritizing Long-range Planning Across Departments.
Aligning Resources with City Council Priorities
Guiding Salaries & Benefits in a Sustainable Direction
Supporting a Lean, Dynamic Workforce
Reaching a Structurally Balanced Budget
Major Themes To Consider
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year GeneralFundProjections
FY2024 -2030
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year QUESTIONS ?
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year
APPENDIX
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year 2021 2021 2022 2023 2024 2025 2026
Revised
Budget Actual Projected Projection Projection Projection Projection Beginning General Fund Balance* 22 ,458 ,228
Revenues 58 ,179 ,207
Expenditures
22 ,442 ,594
52 ,793 ,869
49 ,907 ,746
22 ,442 ,594
56 ,179 ,063
49 ,693 ,402
28 ,928 ,255
54 ,861 ,720
58 ,648 ,346
32 ,388 ,910
54 ,823 ,566
59 ,955 ,600
29 ,890 ,690
55 ,920 ,037
61 ,933 ,268
26 ,934 ,632
57 ,038 ,438
64 ,149 ,266 66 ,475 ,744
S urplus /(D efic it) 2,886,123 6,485,661 (3,786,626) (5,132,034) (6,013,231) (7,110,828) (8,296,537) Ending General Fund Balance
(Available Cash)* 25 ,328 ,717 28 ,928 ,255 25 ,141 ,629 27 ,256 ,876 23 ,877 ,459 19 ,823 ,804 14 ,161 ,691 +ARPA Revenue Loss 6,119,464
+A R P A R e hiring P ub li c S e c to r S ta ff 1,127,817 2,633,814 3,057,173 2,634,424 0 ARPA ENDING GF CASH BALANCE 32 ,388 ,910 29 ,890 ,690 26 ,934 ,632 22 ,458 ,228 14 ,161 ,691 33% Fund Balance Reserve Policy 16 ,469 ,556 16 ,398 ,823 19 ,353 ,954 19 ,785 ,348 20 ,437 ,978 21 ,169 ,258 21 ,936 ,996 50 % T a rge t Fun d B a la nc e P o li c y
(Co un c il D irec tiv e b y 2020) 24 ,953 ,873 24 ,846 ,701 29 ,324 ,173 29 ,977 ,800 30 ,966 ,634 32 ,074 ,633 33 ,237 ,872 21%
A ss um ptions :
W ith ARPA Fund s 55% 50% 43% 35%
- Revenue projections re flect 2% and Expense projections re flect 3% gro wth from 2024 -2026 - Includ e s $1,100,000 FY 21 -22 a nd $900,000 in FY 22 -23 a nnua l b ud g e t fo r Ge ne ra l Fund MOE ma tch fo r SB 1 fund s
*Does not include $1M loan receivable from CURC for Fire Sta tion 411 *Does not include $900K loan receivable from CV Rep
GF B a la nc e fall s b e lo w 33 % P o li c y M inimum GF Projected CASH BALANCE WITH ARPA
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year 2012 to 2021 Crimes Against Persons UCR Figures
0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Aggravated Assault 124 92 67 52 78 72 109 70 78 108
Robbery 68 44 49 49 51 49 39 48 32 31
Rape 10 9 11 13 18 14 22 19 15 11
Homicide 2 4 1 3 5 2 2 7 5 3
50 100
150
200
250
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year 2012 to 2021 Property Crimes UCR Figures
0 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021
Arson 10 1 1 4 5 6 6 4 3 4
Motor Vehicle Theft 297 302 317 320 393 253 246 193 190 279 Larceny 653 417 491 505 429 340 283 227 325 326
Burglary 626 399 386 327 275 176 188 182 136 154
1800
1600
1400
1200
1000
800
600
400
200
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Attachment: Goals Presentation 02162022 (3112 : Review 2022 Goals and Presentation on Five-Year FY 21/22 General Fund
Mid
-
Year Review
Presented By
Tami Scott
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 Budget
Adjusted
Actuals
Total Taxes $22,322,000 $21,595,834
Property Tax 2,975,000 2,046,285
Sales Tax 5,250,000 5,847,012
Vehicle License Fee (VLF) 2,529,000 2,529,000
Hotel/Timeshare 1,818,000 2,041,949
Franchise Fees 1,150,000 1,008,217
User Utility Tax (UUT) 1,350,000 1,864,158
Transaction or Use Tax (TUT) 3,500,000 3,893,607
Cannabis Tax (CMT) 3,750,000 2,365,606
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 1/19/2022 1:52 PM
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 1/19/2022 1:52 PM
Palm Springs USD
$0.3028
Palm Springs USD
$0.3028
Riverside County
$0.2426
Desert Comm
College Dist
$0.0864 10 Remaining
Agencies
$0.2068
Cathedral City
$0.1614
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 1/19/2022 1:52 PM
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 Budget
Adjusted
Actuals
Total $4,233,362 $4,036,584
Licenses & Permits 1,556,262 1,435,116
Services:
Planning, Building & Code 397,500 460,335
Engineering & Public Works 75,000 72,639
Fire 151,000 184,080
Paramedic Services 900,000 952,791
Police 1,153,600 931,623
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 1/19/2022 1:52 PM
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 Budget
Adjusted
Actuals
Total Misc Rev & Fund Trf $899,450 $1,554,344
Fines & Forfeitures 135,000 281,201
Interest & Rental Income 100,000 103,091
Misc Rev & Labor Reimb 262,500 821,938
Transfers In 401,950 348,114
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 Budget
Adjusted
Actuals
Taxes $22,322,000 $21,595,834
Licenses, Permits, Fees & Services 4,233,362 4,036,584
Misc Rev & Fund Transfers 899,450 1,554,344
Total Revenue $27,454,812 $27,186,762
Budget vs Actual 99.02%
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 1/19/2022 1:52 PM
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 1/19/2022 1:52 PM
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 Department Budget
Adjusted
Actuals
Elected Officials $325,670 $240,983
General Legal Services $112,500 $82,696
City Management $1,440,008 $1,458,261
Administrative Services $3,814,149 $3,396,534
Risk Management $1,375,000 $1,375,000
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 Department Budget
Adjusted
Actuals
Planning, Building & Code $1,819,675 $1,577,373
Engineering & Public Works $2,516,492 $942,133
Police $10,069,040 $10,207,743
Fire $6,945,530 $7,220,813
General Governm ent $952,472 $161,302
Total Expenses $29,370,535 $26,662,839
Budget vs Actual 90.78%
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 1/19/2022 1:52 PM
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 1/19/2022 1:52 PM
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 Budget
Adjusted
Actuals
Total 6 Mos. Revenues 27,454,812 27,186,762
Total 6 Mos. Expenses 29,370,535 26,662,839
Gross Surplus / (Deficit) (1,915,723) 523,923
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 General Fund 5-Year Forecast
FY 2022 – 2026
1/19/2022 1:52 PM
2022 2022 2023 2024 2025 2026
Revised
Budget
Mid-Year
Projection Budgeted Projection Projection Projection
Beginning General Fund Balance* 28,928,255 28,928,255 33,556,841 29,552,624 27,152,679 25,235,245 Revenues 54,861,720 55,367,496 54,823,566 57,016,509 59,297,169 61,669,056 Expenditures 58,741,069 56,858,374 59,955,600 62,050,268 64,271,776 66,585,929 Salary & Benefits 37,760,089 35,252,192 39,553,507 40,740,112 41,962,316 43,221,185 Operating Expenses 20,980,980 21,606,182 20,402,093 21,310,156 22,309,460 23,364,744 Full-time Equivalent Employees 204 210 210 210 210 210
Surplus/(Deficit) (3,879,349) (1,490,878) (5,132,034) (5,033,759) (4,974,607) (4,916,874) Ending General Fund Balance
(Available Cash)* 25,141,629 27,437,377 28,424,807 24,518,865 22,178,072 20,318,371 American Rescue Plan Act
Revenue Recovery 6,119,464
American Rescue Plan Act
Rehiring Public Sector Staff 1,127,817 2,633,814 3,057,173 2,634,426 Ending General Fund Balance
(Available Cash)* 33,556,841 29,552,624 27,152,679 25,235,245 22,952,797 33% Fund Balance Reserve Policy 19,353,954 18,763,263 19,785,348 20,476,588 21,209,686 21,973,357 50% Target Fund Balance Policy
(Council Directive by 2020) 29,324,173 28,429,187 29,977,800 31,025,134 32,135,888 33,292,965 Assumptions: - Revenue projections reflect 4% and Expense projections reflect 3% growth from 2024-2026 - Includes $1,100,000 FY 21-22 and $900,000 in FY 22-23 (and beyond) annual budget for General Fund MOE match for SB1 funds
- Includes budget adjustments through 12/30/2021
- Includes a net increase of 6 positions for the 9 Ambulance Operator positions offset by 3 Firefighter/Paramedic positons approved by City Council *Does not include $1M loan receivable from CURC for Fire Station 411 *Does not include $900K loan receivable from CV Rep
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 QUESTIONS ?
1/19/2022 1:52 PM
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Attachment: FY 2022 MID YEAR PRESENTATION Traditional Method (3112 : Review 2022 RESOLUTION NO. 2022-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
CATHEDRAL CITY, CALIFORNIA, ESTABLISHING
GOALS AND DEPARTMENTAL WORK PLANS THAT
HAVE BEEN IDENTIFIED BY THE CITY COUNCIL FOR
2022.
WHEREAS, on January 22, 20 22 the City Council held a Planning and Goal Setting Workshop to establish goals for 2022; and
WHEREAS, many of the goals identified by the City Council can be achieved with existing resources, however, in those cases where additional resources are required, the need will be addressed through the budget development or amendment process.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY, DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:
SECTION 1. The City Council has identified the following items, by category, as their Goals for 2021:
A. Parks and Recreation
i. Complete the budgeted parks improvements and provide periodic status updates to Council;
ii. Complete the Cathedral City High School Swimming Pool agreements with the Palm Springs Unified School District (PSUSD) and the Desert Recreation District (DRD) for approval by Council and provide community access to the pool in the summer of 2022;
iii. Work toward a successful DRD annexation election in 2022; ii.
iv. Support the Parks and Community Events (PACE) Commission in providing small community events in the parks including potentially a 5K run, events to introduce the community to the DRD and events to support community non-profits;
v. Provide a volunteer appreciation event in 2022;
iii.
iv.vi. Develop cost estimates for construction of new pickleball courts or conversion of existing tennis courts to be used for pickleball; and, v.vii. Identify and evaluate options to provide a public pool and/or community recreation center in Cathedral City in conjunction with the DRD.
B. Streets and Infrastructure
i. Develop an eElectric vVehicle transition plan to comply with upcoming state mandates and include consideration of publicly accessible charging stations;
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Attachment: Goals Resolution 2022 (3112 : Review 2022 Goals and Presentation on Five-Year Strategic Plan)
ii. Provide a comprehensive review of allowable uses of CDBG funding including information on programs and services provided in other jurisdictions;
iii. Develop an entryway, medians, and lighting master plan to provide appealing gateways to the City;
iv. Explore a professional services contract to gauge property owner interest and potentially develop an Assessment District to provide infrastructure in the area north of Ramon Road and west of CV Link; and,
v. Conduct research and prepare a report on the history of a joint Coachella Valley Council.
C. Finance and General Government
i. Develop employee recognition and appreciation events and programs including opportunities to interact with management;
ii. Evaluate City communications with the public and needed improvements including increased use of video and communication with Spanish speakers;
iii. Provide an on-line calendar to display Amphitheater bookings; iv. Explore providing a General Fund Capital Projects fund List [KF1]as part of development of the next biennial budget;
v. Work toward a successful Desert Recreation District annexation election in 2022
vi.v. Develop and adopt a Facilities Master Plan;
vii.vi. Develop and adopt an Information Technology Master Plan including consideration of providing public WiFi access in parks; viii.vii. Explore the development of a citywide fiber optic broadband network; ix.i. Provide a volunteer appreciation event in 2022
x.viii. Evaluate annually the additional payments for PERS and OPEB debt obligations;
xi.ix. Implement Expand the Tyler Munis budgeting module and improve budget reporting to departments and Council;
xii.x. Implement improvement to purchasing practices and procedures to align with procurement code requirements; and,
xiii.xi. Complete a comprehensive review of Cannabis including the costs and requirements of cannabis licensing, code requirements and enforcement and taxation.
D. Code Enforcement
i. Implement the pro-active model for providing Code Enforcement services; ii. Provide a follow-up presentation on the integration of the Short-Term Vacation Rental enforcement and general code enforcement teams; iii. Continue to prioritize illegal parking enforcement; and, iii.iv. Evaluate and improve the GO Request appTyler 311 app and& related notification processes.
a. Continue to prioritize illegal parking enforcement
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Attachment: Goals Resolution 2022 (3112 : Review 2022 Goals and Presentation on Five-Year Strategic Plan)
E. Public Safety
i. Fill the authorized Ambulance Operator (AO) positions and complete the transition to the Aambulance oOperator pProgram ;and
i.ii. Pprovision of the third ambulance;
ii.iii. Provide regular, comprehensive reporting on the Homeless Liaison program including results, status of cases, clean-ups and other services provided;
iii.iv. Develop a Police Chief/Fire Chief and Police Officer at Your Corner program or integrate into the City Hall at Your Corner program; and, v. Provide increased and improved opportunities for Police and Fire personnel to interact with the community.
F. Community & Economic Development
i. Streamline and improve the development review, permitting and inspection processes;
ii. Complete and improve the installation of the Tyler EnerGov software to automate, improve and streamline the plan review, permitting and inspection processes;
iii. Complete the comprehensive update of the Cathedral City Municipal Code with initial emphasis on Chapter 9 (zoning) and Chapter 5 (business regulations);
iv. Update and improve methods to communicate with developers, contractors and the public on Planning and Building processes; v. Implement a mobile home park inspection program with associated cost recovery fees;
vi. Evaluate data and work with CVEP to identify holes in the local economy and develop plans to address;
vii. Update the Thousand Palms annexation fiscal analysis; and, viii. Complete the entitlements for the 13.5 acres and work with the developer on construction documents, plan review and permits to keep the development process on target to meet the established schedule.
Departmental Work Plans
I. Administrative Services
A. Finance
i. Implement Tyler Munis Position Budget Control for the Next Biennial Budget Cycle (FY 2023/2024 & FY 2024/2025);
ii. Implement the Tyler Munis Enterprise Asset Management (EAM), Inventory and Work Order System;
• Integrate to the existing Purchasing and Accounts Payable modules iii. Commence Tyler Munis Payroll Enhancements;
• Advanced Scheduling for Public Safety & Dispatch
• Time Clocks
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Attachment: Goals Resolution 2022 (3112 : Review 2022 Goals and Presentation on Five-Year Strategic Plan)
iv. Issue a Pension Obligation Bond (POB) for Public Employee Retirement System (PERS) Unfunded Actuarial Liability (UAL);
v. Complete Cathedral City Municipal Code (CCMC) Update; vi. Streamline and Enhance Cannabis/Business Licensing Processes; vii. Review and Implement Internal Processes for Purchasing (i.e., Purchasing Checklist);
viii. Support the Desert Recreation District (DRD) Formation; and, ix. Create an active Risk Management Role/Function with Departments & /Divisions to Mitigate Potential Litigation.
B. Information Technology
i. Deliver an IT Strategic Master Plan;
ii. Conduct a Technology Audit – to be incorporated in the Tyler EAM and Inventory modules:
a. Laptops, desktops, iPads, etc.
b. Cell phones
c. Shared vs. private printers
iii. Increase Stability/Speed of Wi-Fi Connection by Upgrading City Hall Wi-Fi; iv. Add Web-link to Laserfiche (2021 Council Goal #3-q); v. Migrate PD users back to Cyrun Alliance CAD/RMS;
vi. Implement a Fuel Management System to integrate with Tyler EAM; vii. Continue to improve serviceability by adding/updating hardware and/or adding/updating server software, such as operating system, database, email systems, file server systems, and telephone systems; viii. Continue improving GIS data and mapping system;
ix. Continue utilizing/training staff on Office 365 to provide cloud storage, cloud email system, online collaboration, conferencing, instant messaging, and new office versions; and,
x. Continue improving IT Security hardware & software solutions to include the deployment of a yearly IT Security Awareness Training.
C. Facilities
i. Leverage the Facilities Reserve Study Plan to Initiate a Facilities Master Plan Strategy;
a. Identify necessary improvements over the next five years ii. Beautify the Downtown Area by:
a. Repainting the purple streetlights throughout in the downtown area, b. Replacinge the flower planters on the handrail columns leading from the Paseo to the rear north parking lot.
iii. Remove & Replace 22-year-old window tint at Fire Station 413 entrance lobby and the west facing windows; and,
iv. Civic Center Initiatives to include:
a. Repainting the jail,
b. Replace the exit signs.
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Attachment: Goals Resolution 2022 (3112 : Review 2022 Goals and Presentation on Five-Year Strategic Plan)
II. Planning and Building
A. Planning
i. Complete General Plan Update (Phase 2 - Zoning);
ii. Complete Housing Element Update;
iii. Complete CCMC Updates – Chapter 9 (Priority 1 & 2); iv. Complete Billboard Ordinance Update;
v. Development & Project Support:
a. Streamline Entitlement & Approval Process (CCMC Updates) b. Reduce Plan Review Timeframes
c. Update Applications & Submittal Requirements
vi. Update Downtown Specific Plan & Explore Design Guidelines; and, vii. Architectural Review Committee – fill landscape architect position.
B. Building
i. Implement Energov (Phase 1):
a. Complete Transition from Permits Plus (old system)
b. Implement Online Permits & Payments
c. Implement Electronic Plan Submittal & Review
d. Implement Inspections Module (Online and In-Field Results) ii. Development & Project Support:
a. Reduce Permit and Plan Review Timeframes
• Cross-training Staff
• Implement Intern/Volunteer Program
b. Provide Friday Inspections
iii. Adoption of 2022 Codes:
iv. Implement Mobile Home Parks Inspection Program
C. Code Enforcement
i. Implement Proactive Code Enforcement in Four Neighborhoods a. Obtain 75% Compliance Threshold
b. Leverage Interdepartmental & Interagency Partnerships ii. STVR Program, Implement Phase II
b. Enforcement of Unpermitted STVRs, Advertising & TOT
Remittance Violations
c. Leverage STVR Compliance Officer Resources
iii. Weekend Enforcement
iv. Institute Saturday and Sunday Coverage
v. Implement Strategy to Manage Unpermitted Vendor Activity vi. CCMC Update
d. Complete Update to Chapter 5.96 – Short Term Vacation Rental Units
e. Complete Update to Title 13 Code Enforcement and Remedies f. Participate in City-wide Update on Chapters That Relate to Enforcement
vii. Improve Utilization of City Attorney’s Office
g. Fine Recovery
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h. Pursue Civil Remedies
viii. Volunteer Program
i. Enlist 2 volunteers
III. Economic Development
a. Promote Citywide Development Opportunities
b. Complete 13.5 Acre Entitlement (SW Corner of Date Palm Drive/East Palm Canyon)
c. Market 5 Acres (Adjacent to Napa Auto Parts)
d. Promote Horizonal and Vertical Development of North Cathedral City e. Complete & Implement the Development Impact Fee Study f. Retain College of the Desert’s (COD) Road Runner Motors Project g. Strengthen and Diversify the Cannabis Industry Business Cluster h. Continue to Equitably Locate Public Art Throughout All Five Districts i. Continue Supporting Planning and Engineering Entitlement Efforts j. Engage Tribe on Local Development Partnership Opportunities
IV. Fire Department
a. Initiate the Accreditation Process for Center for Public Safety Excellence (CPSE);.
b. Reduce eEmergency response times through data assessment and & technology;.
c. Develop a plan to create a fulltime Fire Marshal position;. d. Improve Out-of-Hospital Cardiac Arrest Outcomes with increased development of High-Performance CPR.;
e. Provide Update to City Council on the Ambulance Operator program progress and implementation of phase two;.
f. Reduce workplace injuries by creating a peer review process for injuries and near-miss accidents;.
g. Continue Fire Service migration to PSEC;.
h. Improve Fire Department’s Use of Technology;
i. Complete Installation and Implementation of call alerting system at Stations 412 and 413;
j. Improve Data Accuracy by Implementing New Mobile Data Books (MDBs); k. Improve Firefighter Safety by Replacing Station 412 Breathing Air Compressor;.
l. Develop renovations plans for Fire Station 412 and 413 to prepare for grant applications; and,
m. Develop a plan and adopt the next California Fire Code.
V. Police Department
a. Prevent & Suppress Crime
• The basic mission of the Police Department is suppression of violent crime and property crime in Cathedral City.
• Increase Gang Unit staffing, RING Community Program, Nextdoor. b. Increase Evaluate Sstaffing rRatios
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• Develop plans for consideration duringExplore the need in the next biennial budget process for additional personnel, both sworn and nonsworn. c. Maintain Priority One Response Time Within Seven Minutes • A priority one call is an incident where there is imminent danger of loss of life or property.
• Designate personnel to track CAD responses on a routine basis. • Evaluate size and coordination of beats and deployments to ensure efficient and effective responses.
d. Maintain, Embrace & Engage Partnerships with the Community • Shop with a Cop, Santa for Seniors, Spooktacular, Neighborhood Watch, Citizens on Patrol, Police Explorer Program, Police Cadet Program, Citizen Police Academy
e. Enhance Police Department Technology
• ATAC/RAIDS Online, crime statistics access for community • Transition to Alliance CAD/RMS server system
• Continue the transition from ERICA to PSEC to establish countywide communications interoperability
• Intelligence-led policing through analytics
f. Identify & Address Emerging Policing Trends within Our Own Community:
• Seek grants that assist in serving our community
o OTS grants, Tobacco grants, Cannabis grants
• Improve Homeless Liaison Program
o Partner with the County to add a mental health technician to the HLO program
VI. Engineering and Public Works Department
A. Engineering Division
i. Complete a Pavement Management Program update
ii. Bridge the digital divide by proposing citywide broadband infrastructure iii. Streamline the development review and permitting processes iv. Participate in the comprehensive CCMC update
v. Work with Public Works division to complete budgeted park improvements vi. Utilize additional consultants for staff augmentation vii. Fill Engineering vacancies
viii. Complete construction on Capital Improvement Projects:
a. Ofelia Bringas Memorial Bridge
b. Citywide striping
c. Century Park neighborhood street rehabilitation
d. Via De Anza Street rehabilitation
e. Sarah Street rehabilitation
f. Ramon Road REAS
g. Corral Road REAS
h. Avenida Los Ninos surface widening
i. HSIP Cycle 9A – 10 Intersections
j. Panorama Dog Park
k. ATP Cycle 5 Grant Projects
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o Complete East Palm Canyon Bicycle Lanes
o Complete Plans & Start Construction on Date Palm Drive – EPC to Perez Road
o Complete Plans & Start Construction on Cathedral Canyon Multiuse Trail
ix. Complete design on Capital Improvement Projects:
a. Dream Homes Park
b. Traffic Signal at Landau Blvd. and McCallum Way
c. East Palm Canyon MUP and Widening
d. Second Street Dog Park
e. ACBCI funded Date Palm Drive Improvements
f. CVAG Partnership Projects
g. Complete Design of CVAG/CV Link Traffic Signal at Canyon Shore Drive
h. Partner with CVAG to Initiate the Design of Varner Road (Palm to Date Palm Drive)
i. Complete Design & Start Construction of Date Palm Widening (I-10 to Varner)
j. Complete Funding Agreement & Design for Los Gatos/Date Palm Improvements
B. Public Works Division
i. Paint Red Curbs throughout entire City
ii. Enforce Shopping Cart Retrieval Program
iii. Complete the Panorama Dog Park w/Engineering
iv. Implement Asset Management System for street signs
v. Inventory accounting for future maintenance
vi. Claims support
vii. Sign pollution reduction
viii. Continue Water Efficiency Renovations/Beautification projects:
a. Medians, Parkways & Retention basins.
b. Lighting and Landscaping Districts (LLDs).
c. Install more shade trees.
ix. Implement successful SB 1383 programs for:
a. Commercial and Multi-Family
b. Residential
x. Implement Fuel Management System (card reader at fuel pumps). xi. Explore Electric Fleet Implementation and Electric Vehicle Supply Equipment (EVSE) and publicly accessible charging stations xii. Utilize Fleet Asset Management System for rolling stock
VII. City Administration
a. Update the Records Retention Schedule & Implement Citywide Records Management System
b. Manage the 2022 Municipal Election
c. Conduct a Class & Compensation Study
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d. Negotiate Four (4) Collective Bargaining Contracts
e. Review the Viability of Technology Stipends and Car Allowances to reduce costs and improve efficiency
f. Launch an Employee Appreciation Committee
g. Expand the City’s 2022 Special Events
h. Improve the City’s Website
i. Support the Proposed DRD Annexation and 2022 Measure j. Partner with PSUSD on Cathedral City High School Summer Pool Program
SECTION 2. By adoption of this Resolution, the City Council is establishing the aforementioned as the Goals and Departmental Work Plans for the City for 2022 and directs staff to move forward with implementation and completion of these goals as feasible.
SECTION 3. This Resolution shall take effect immediately upon adoption.
PASSED, APPROVED AND ADOPTED at a special meeting of the City C ouncil of the City of Cathedral City held on this 16th day of February, 2022, by the following vote:
Ayes:
Noes:
Absent:
Abstain:
Ernesto Gutierrez, Mayor
ATTEST:
Tracey R. Hermosillo, City Clerk
APPROVED AS TO FORM:
Eric S. Vail, City Attorney
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