Cathedral City City Council
March 23, 2022

December 19, 2021, Ver. 1.3
The three nonprofit senior centers are all in West valley and border one another.

The centers bordering either side of Cathedral City are Mizell Senior Center serving Palm Springs, a city of 44,000, and Joslyn Senior Center in Palm Desert, 51,000, also serving Rancho Mirage and Indian Wells.

4. Role in Cathedral City
Cathedral City is a diverse working city of 55,000 residents, with particularly high- need seniors. Also, Cathedral City is a minority -majority city . Nearly 60% of Cathedral City residents are Hispanic; therefore, we have a substant ial Spanish- speaking population. Over 40% of our residents reside in low -income census tracts. In 2021, CCSC's board of directors committed the agency to a concerted effort to serve BIPOC and marginalized communities. For instance, CCSC has an agreement with the Braille Institute that added 42 Braille members and a host of low-sight-oriented programming. The center also provides ASL and language classes, including Spanish for Spanish Speakers, teaching Spanish reading and writing.

5. Modernizing to address the Silver Tsunami – Becoming a 21st century center for active living
CCSC is modernizing to become a 21st-century community center for active living in part because the so- called 'silver tsunami' of aging Boomers is upon us. By 2050, nearly 20 percent of the United States population will be 65 or older, compared to 15 percent today. In the Coachella Valley in 2015, the number of people 60 years and older far exceeded state averages. The age brackets from 70 to 79 were 100 percent greater than the state average. Overall, 25.5 percent of Coachella Valley residents were older t han 60, while the state showed 17.5 percent. In part, these statistics are on the rise because the valley is a popular winter getaway and a major retirement destination.

As the Valley ages, CCSC is preparing for the increase in the aging population, their changing interests, needs, and how this will impact the senior center's role in providing services. We are asking the community what it will take to attract this population to the center, to be their gathering place and a vital source of entertainment, recreation, education, and arts. We want to provide the help they need to remain connected to their community, age in place, and keep active minds, spirits, and bodies.

Boomers don't see themselves at traditional senior centers. Yet, like all seniors before them, they need to remain active, with healthy minds and bodies to remain independent as long as possible. Crucially, CCSC must transform to meet the needs of the vast age span and diversity of residents in our majority-minority, low- income community. C CSC will double its membership in three years with the community outreach initiative by attracting more of Cathedral City 's Spanish - speaking majority. CCSC's outreach initiative is essential for our strategic transformation and expansion into a 21st -century community center for active living.

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6. Community outreach mandate: engaging marginalized communities

Cathedral City's Hispanic and Spanish-Speaking Communities In 2021, the senior center board of directors approved, and the agency launched a momentous outreach initiative to reflect better the communities we serve. CCSC hired a half -time Community Outreach Coordinator Alma Gutierrez thanks to a generous private seed grant . Also, the board elected our new board chair, Luz Gonzalez, in June 2021; both Luz and Alma are native Spanish speakers forming a coalition of partners to help CCSC achieve its goal of engaging the marginalized majority Hispanic and minority communities.

Currently, CCSC is planning site- based programming around Cathedral City, including the library, Dream Home Neighborhood, apartment buildings, churches, schools, and other venues. The senior center has significantly increased its Spanish-language programming on- site and in the community. Alma serves scheduled hours on- site at gathering places, such as Mountain View, Heritage View, St. Louis Catholic Church, and many others across Cathedral City, providing social services assistance and resources for Spanish speakers. [ Notably, CCSC now enjoys an outstanding partnership with St. Louis Catholic Church, mending a vital relationship.]

7. Existing pandemic-related challenges
CCSC has identified three significant challenges enhanced by the epidemic:
isolation, misinformation, and, critically, nutrition.

Isolation—a silent killer
The harmful effects of isolation are devastating. Necessary COVID -19 protocols and fear of acquiring COVID in hospitals and other medical settings delay routine care. Seniors with chronic diseases face many complications, illness, and death.

Approximately 600+ seniors experience their most meaningful sense of community at the senior center due to losing a spouse, family separation, medical, financial, and nutritional challenges. Part of the center's mission is to prevent isolation; yet, isolation is the effective strategy to contain the epidemic. While potentially lifesaving during COVID-19, isolation is also unhealthy for seniors and potentially deadly. Loneliness is an impactful risk factor with debilitating health effects, including hypertension, insom nia, depression, anxiety, and lowered immune function. There are studies comparing isolation to smoking 15 cigarettes a day.

CCSC first converted basic isolation- reduction programming from space- based, center-centric to virtual gatherings and then planned a safe, phased reopening for vaccinated participants to attend programs by reservation, in limited numbers, and with safety and health protocols in place. Eventually, CCSC hopes to return to the senior community 's living room to hang out, visit, play, and share food and friendship.

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Misinformation—hurting marginalized people—CCSC access to accurate information
The 40,000+ people who call or visit the CCSC website and social media receive vetted, accurate information about COVID and COVID -related resources f rom a trusted local source.

CCSC a ccess to COVID -19 and other vaccinations (flu, pneumonia, shingles, boosters)
CCSC has conducted three vaccination events on- site and referred and provided transportation and support to multiple community vaccination sites.

Hidden victims of the pandemic: Low-income, under-served, and marginalized communities
Over 51% of CCSC participants are Cathedral City residents, and 49% are from nearby cities; they utilize CCSC's social and nutritional services disproportionately and heavily. Estimates are that Cathedral City seniors and other residents compose 80% of CCSC 's services designed for seniors in need and designed to respond to COVID-19.

Also, CCSC is at the base of a 75-unit HUD senior housing complex, Tierra del Sol (TdS), operated by Mercy Housing. TdS residents receive a lifetime CCSC membership as a part of our lease agreement . CCSC works closely with TdS to provide its residents with a convenient and comprehensive array of intensive programs and services.

CCSC is located across from a central bus terminal , near a homeless encampment, and in a low-income neighborhood. Our location provides a steady stream of low -income and unhoused people who participate in the Food Bank, request emergency food kits, grocery and gas station gift cards, motel vouchers, and require crises service interventions and referrals.

The pandemic's hidden victims require more service, not less. As just one example, the demand on CCSC for donated household goods, clothing, medical mobility, and health -related supplies—which we typically sell at very reasonable prices in quarterly rummage sale fundraisers—has increased dramatically, and we now provide free. So, in addition to the significantly enhanced nutrition and crisis referral services we offer, CCSC now provides all the above items at no cost to seniors and their families in need.

The Center does not turn away anyone due to inability to pay (e.g., more than 50% of CCSC members receive scholarships, and activity fees are on a sliding scale).

8. Senior Center Existing Responses to COVID-19

Nutrition

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The immediate transition from weekly in-person food bank shopping and daily in-house lunch dining to grab- and-go and delivery requires full use, cooling, and intense cleaning of our facility. CCSC provides a limited shopping experience with pre-packed bags, allowing quarter-room capacity for a limited shopping experience to add cold foods, meats, fresh fruit, vegetables, dairy, and bread to the dry and canned goods.

Volunteers assemble, stage, and prepare bags of food, medical mobility equipment, other health supplies, household goods, clothing, and lunches for pickup and delivery. F ixed costs of keeping the facility operating (insured, cooled, sanitized, vans driving, etc.) r emain a significant expense. Many volunteers able to work at the facility with regularity are also high-risk because of their age. Accordingly, we have purchased highly professional sanitizing defoggers and do our best to exceed public health protocols to keep them safe.

CCSC continued and expanded its daily and weekly nutrition programs in FY 2021, including multiple meals on Friday to cover the weekend . CCSC distributes more hot "grab and go" lunches than ever before, safely, to individuals who have been pre- qualified by the federal " meals on wheels " program (for which CCSC is a congregant lunch site.) The Center support s others who meet FIND requirements. FIND food bank pre-qualifies individuals based on need. The application process is not difficult; CCSC assists in completing the application. While seniors are CCSC's focus, no one in need is turned away, regardless of their age or qualifying status.

The Food Bank is open to those individuals living in the communit y's low - income HUD housing complexes in Cathedral City. Currently, most individuals reside in Mercy Housing Tierra del Sol development atop CCSC, and residents of other low-income housing complexes also attend. Transportation is an issue for non-Mercy housing residents, and CCSC is readying to receive a passenger van, a contribution resulting from Cathedral City touting the senior center as a community asset in their economic development work.

With our current aging van, and volunteers willing to utilize their vehicles, our nutrition programs currently offer limited food delivery if necessary . CCSC is poised to expand as the need expands. Recent additions to CCSC 's frozen food storage capacity allowed CCSC to provide more proteins to those in need.

FIND Food Bank provides the food for the Food Bank programs at a much- reduced cost to CCSC. Trader Joe's of Cathedral City weekly donates large quantities of perishable vegetables, bread, and other foodstuffs when the packaging is damaged in shipment. CCSC also receives weekly fresh food donations from the local Starbucks, Panera Bread, and the Grocery Outlet.

When necessary, CCSC supplements food provided by others with weekly shopping trips to retail outlets purchasing proteins and other food not provided by our suppliers.

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On Saturday and Sunday each week, the staff uses the agency van to collect food from the various retail establishments donating to CCSC. A small army of volunteers congregate at the Senior Center to assemble the food bags and prepare the Center for Monday's "grab and go" safe food distribution. Keeping the building clean and safe for these volunteers is of utmost importance, as is providing a touchless food distribution program on Mondays. A dedicated staff is critical to this program.

In 2020- 21, CCSC served 7, 400 low -income seniors and their families with nutritional services , including 4,081 through our weekly Food Bank, 3, 194 daily lunches, and hundreds of holiday meals.

Friendly Connections Wellness Check Calls
Volunteers make CCSC's Friendly Connections wellness check calls daily and weekly to homebound seniors and others who need a friendly voice. CCSC recognizes that isolation is a significant cause of medical decline for seniors, so friendly wellness calls are essential. The caller can arrange for a CCSC volunteer to run errands, pick up medication, and do other necessary out -of- house duties, which the senior is incapable of doing. We know from anecdotal evidence that these calls can also be lifesaving, identifying seniors who cannot call for help themselves. This program is supervised by staff.

Virtual Programming
Since the start of the Pandemic, CCSC has been developing a robust Virtual Program. Launched in June 2020, CCSC@Home provides a variety of programs, including cooking demonstrations, exercise and fitness classes, programs from the Palm Springs Air Museum, an art 'painting' class with supplies provided through the CC Arts Commission and SCRAP Gallery, Spanish and French classes, how to use Zoom, travel series, natural history tours and a weekly Thirsty Thursday where friends and acquaintances gather virtually for conversation and camaraderie over a glass of wine. We invested heavily in updating our capacity, i nfrastructure, brand, and reach as we launched the first phase to create a virtual senior center.

CCSC@Home offers an eclectic mix of online programming by local instructors and sharing local, regional, and national resources. As the program grows, CCSC hopes to enhance the offerings substantially and reach and offer CCSC@HomeEspanol in the next phase.

With limited digital expertise, capacity, and infrastructure, CCSC online offerings have significant room for growth and development. CCSC creates a community of digitally linked seniors who securely talk with other seniors, make friends, and create relationships. We are teaching s eniors how to: use Zoom, Skype, Google Hangouts, Facebook, take our local CCSC branded classes, use links to national content m ade accessible to them, use email and video

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chat with peers. They will be alerted to and become savvy to scammers.

CCSC@Home bridges distances—it is personal, community-based, and keeps seniors safe at home but not alone.

This programming is designed to s timulate brains. Planning each day to see what's available for viewing or participation forces people to get up, dressed, and organized. When funding is secured, the next phase will offer seniors who are part of the program unlimited technical support by p hone or online, plus Skype and email accounts.

Social Services
Partnerships and collaborations have been a foundation of CCSC's success and are integral to our goal of future sustainability. Important new alliances are in jeopardy. For example, the Joslyn Center provides various intensive wellness programs and services on -site at CCSC that would otherwise be unavailable to our members . Many CCSC seniors cannot travel to other centers, so this new programming partnership is vital. The Braille Institute recently designated CCSC as Southern California's first low -to-no vision programming-friendly senior center, allowing 43 Braille Institute members displaced by closing their Rancho Mirage location to take their enhancement classes at CCSC and call the senior center their home as members through a co-membership program.

Due to the pandemic, CCSC enhanced collaborations with existing community partners, doubling the on-site, rent-free allocation of office space dedicated to embedded social service partners. We increased access to their essential work addressing the multitude of social service needs of Cathedral City, Palm Springs, Rancho Mirage, and surrounding area clients.

CCSC continues to offer the services of Senior Advocates of the Desert, Jewish Family Services, Braille Institute, and collaborative programs with Mizel l and Joslyn senior centers on-site at CCSC to address the variety of concerns facing our constituents. Support services include helping individuals navigate complex and confusing public bureaucracies from which they are entitled to services, utility companies, landlords, medical establishments, transportation providers, and the many other barriers individuals face as they age. Our embedded partners offer much -needed relief to those facing an increasingly complex world, especially during the pandemic.

The cost to provide these resources is represented by the sacrifice of earned income from our minimal revenue-producing spaces, plus outgoing expenses, including office supplies and associated overhead.

Center Upgrades
In response to the strains put on the agency by the pandemic and increase in related services and programming, CCSC has focused on strengthening both

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staff and volunteer training and effectiveness. New accounting controls have been implemented, and reopening programs have been carefully planned in a phased rollout. The board has been enlarged and continues to grow to achieve meaningful outreach goals while meeting the increasing demand for essential services, requiring dramatically increased fundraising.

Utilizing volunteers and business support to effect significantly outsize impact DURING THE PANDEMIC, the CCSC volunteer operation transformed from grassroots to a more mature, professional, self -sustaining program . Volunteers treat their duties with the same integrity as if they were paid, staff. As a result, our small agency acts and feels like a much larger one. Volunteer -led staffing helps achieve CCSC's mission to serve more seniors comprehensively. With a large, effective volunteer contingent, CCSC has an outsized impact on our community compared to its budget and building size.

One lasting example of our improved volunteer program is our commitment to monthly Volunteer Forums, the first Friday of every month. Volunteers learn about and influence the agency's goals, ask questions, share feedback with agency board and staff leadership, and hear about upcoming events and opportunities.

B. STATEMENT OF QUALIFICATIONS

A. Staff
The staff comprises three full-time and two part -time employees. President and CEO Geoffrey E. Corbin possess a Master's degree in Nonprofit Leadership and 30 years of dedicated nonprofit executive leadership experience; VP of Operations, Victor J. Ide, owned an In-Home Senior Care Agency in Palm Springs which he recently sold to a larger company out of Los Angeles and before that he spent his career in Human Resources with several large organizations including Office Depot, Gap, Inc., Wells Fargo, and Charles Schwab; VP of Programming, Rebecca Ruffing, is a seasoned professional with recent senior programs and services experience from a considerably larger senior center; part-time Volunteer Coordinator, Patricia Graves, is a retired corporate executive with nearly a decade of CCSC experience; and Community Outreach Coordinator, Alma Gutierrez, is an energetic, enthusiastic bilingual medical professional dedicated to engaging Cathedral City's under-served communities in programming beneficial to them.

2. Agency
Since March 2020, CCSC has focused on preventing, preparing, and responding to COVID-19. Seniors, many presenting underlying health conditions, suffer and remain most at risk of COVID -19. As Cathedral City's sole agency entirely dedicated to serving seniors and addressing aging issues, we are witnessing that the COVID -19 pandemic is causing more problems for older adults than just sickness and death.

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Widespread social distancing and the cancellation of routine medical care have profound and potentially devastating implications for elders. Isolation drastically decreases physical and mental healt h, negatively impacts nutrition, and delays decisions to seek medical treatment —compounding existing chronic medical issues and creating new ones. CCSC is best-positioned to assist significantly more seniors in need with intensive and direct interventions, prepare for the coming onslaught of need for essent ial services caused by the waves of COVID -19 infections and related financial repercussions.

C. PILOT PROJECT TO DECREASE MISUSE OF CITY EMERGENCY RESOURCES AND

INCREASE PANDEMIC RESPONSE RESOURCES

When people call 911, it's not always for real emergencies. People are often in some kind of bind and can't think of anyone else to call, but these calls still require a full response — firefighters, trucks, police cars, the works — which can quickly outsize the problem. Calls to 911 result in sending a highly trained, expensive EMT crew, firefighters, and their apparatus, or police, or all three.

Emergency response departments are well-designed for legitimate acute and often big-scale problems. Yet, like others nationwide, Cathedral City's emergency response departments also contend with many calls that do not warrant those big resources.

These non-emergency calls involve problems that one might call a friend or family member for, e.g., a ride to pick up a prescription or a doctor's appointment and various solvable needs. When they don't have any other support, some people get to a point where they call 911 repeatedly, knowing that since nobody else will help them, Cathedral City's safety, emergency, and rescue departments will respond.

RESULT: Frequent, non-emergency calls take valuable resources that could be focused on COVID-related and actual emergencies.

Problem
Today, a disproportionate percentage of calls to 911 are related to low -priority incidents that may not require a time- sensitive response and are better suited to civilian social service responders rather than police officers, firefighters, and medics. Some 911 calls may not require a time- sensitive response at all. Recent studies conducted by the Center for American Progress and the Law Enforcement Action Partnership examined 911 calls in several cities across America. They found that between one -quarter and one- third of calls were low priority or non - urgent. Also, they found only between one-quarter and one-third of calls were life- threatening emergencies.

While many 911 calls merit an emergency response, dispatching police officers and firefighters to calls where their presence is unnecessary is an ineffective use

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of safety resources that are necessary elsewhere, especially with increased pandemic-related demands. Utilizing safety and rescue resources on low -priority calls carries high societal costs. For example, stretched thin by low -acuity 911 calls, police officers, medics, and fire fighters have less time to devote to severe and acute situations. And when they spend their days racing between 911 calls, our safety resource professionals have fewer opportunities to build proactive relationships with community members. As emergency medi cal services are increasingly overwhelmed, due in part to the pandemic, we know that a portion of use by frequent callers is potentially avoidable.

Mirroring the nationwide trend, Cathedral City Police, Fire, and Rescue operations are experiencing repeat non- emergency calls from residents, many seniors, not experiencing emergency-related issues.

Why it happens
There are common social factors, including isolation, poverty, and quality of life in those calling emergency services frequently. They are related to quality -of-life issues such as loneliness and isolation, exponentially increased by the COVID-19 pandemic, as well as homelessness, mental healt h disorders, or substance misuse. Recent validated studies suggest that nearly half of frequent EMS callers were lonely, nearly 15% had gone hungry in the preceding month, and 43% had difficulties making ends meet at the end of the month. For quality of li fe, 78% had mobility problems, 55% had difficulty with self -care, 78% had difficulty with usual activities, 87% experienced pain/discomfort, and 67% had anxiety/depression.

Many frequent callers experience psychiatric and substance use disorders or have chronic medical conditions (often with multiple comorbidities). Lacking close friends, living alone, unemployment, disability, retirement, and subjective feelings of loneliness help to define these individuals' quality of life.

Further, studies suggest that frequent EMS users lack proper access to primary healthcare services and are forced to rely on emergency health services as their only source of regular medical care. Instead, they present to EMS for non- urgent health issues. Healthcare access and quality of life issues indicate a need for wellness checks, health service optimization, and social services for this vulnerable population.

Proposed solution
Cathedral City chooses a tailored model to fit the local context and most effectively meet its residents' needs. Thus, the City meaningfully engaged a key City nonprofit contractor, Cathedral City Senior Center, to design the proposed model. The proposed public -private partnership with Cathedral City Senior Center is a less expensive solution to a growing problem and provides care for those most in need.

Cathedral City Senior Center is not a traditional senior center. Because Cathedral City is a young city incorporated in 1981, it does not yet have a community center.

Cathedral City Senior Center often ac ts as one of the community's de facto

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centers. With an emphasis on seniors, the center serves Cathedral City residents in need, regardless of age. A large, weekly public food bank, daily embedded social services departments, an upcoming SSI signup center t hat alleviates the need for residents to travel to the federal department but instead come to the center for help signing up for SSI entitlements, and other services are available to all Cathedral City residents, regardless of ability to pay. The center is becoming a 21st century Community Center for Active Living.

To strengthen outcomes for the community and safety resources alike, CCSC has developed a pilot demonstration project —A Community Approach to Reducing Non-Emergency 911 Calls in Cathedral City. This proposed project builds on Cathedral City Senior Center's existing public -private partnership with Cathedral City and the center's extensive network of wellness resources. We will contract with our embedded community social service and health partner s to address the needs of frequent 911 callers who have non-emergency needs.

As envisioned, the City of Cathedral City would utilize Cathedral City Senior Center (CCSC), a private nonprofit, to provide frequent callers with wellness checks by trained, bilingual social services workers to assess and evaluate their needs and connect them with appropriate healthcare and social service treatments. Project outcomes are to:

• reduce isolation
• connect Cathedral City residents in need with appropriate services to address their needs
• reduce the use of safety resources
• increase availability for COVID-related demands
• connect seniors and high- need residents with a community of friends and helpers at the senior center.

Senior Center qualifications for the proposed project
CCSC is uniquely qualified to partner with Cathedral City to assist residents in need. The senior center's vision and core principles include promoting wellness, community connection, quality of life, and a healthy body, mind, and spirit to assist with individual self -sufficiency. Our approach is to achieve this by connecting residents in need with a community of friends and helpers at the center.

The senior center has a long track record of successful CBDG and Community Assistance contracts with the City serving residents with high needs. The proposed pilot demonstration project details are:

1. The City refers frequent non-emergency callers, approximately 15 to 35 individuals, to CCSC for wellness checks, evaluation, resource connections, follow-up, and tracking.

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2. CCSC utilizes one to two contracted bilingual social workers available to visit and call seniors to help determine the root causes of their frequent calls to emergency personnel. Geriatric health and welfare, e.g., spotting senior abuse, will be among the full social work capabilities of CCSC social work staffing.

3. CCSC refers individuals to embedded and partner health, social services, and community agencies to address root causes of repeat callers to 911 to offer residents longer-term, more intensive solutions to issues they experience.

4. CCSC tracks these individuals for one year from the contract's start.

Measuring Success
By the end of the contract, the City and CCSC will evaluate the effect of the project by measuring outcomes, including:

1. Number of referrals received.

2. Reduction of repeat 911 calls from frequent callers.

3. Connections made to resource agencies.

4. Numbers of visits and overall connection to CCSC or related community groups.

5. Indirectly, overall increased network of support and self-sufficiency.

CCSC social workers are likely to have several interactions with the same individual and will recommend appropriate programs to consider enrolling in, such as the senior center Friendly Caller program, a volunteer weekly volunteer friendly wellness check -in call program. With appropriate transportation and other resources, they might recommend in-person recreation and education classes, or other community programs, with the goal of building friend and support networks for these individuals. Multiple calls and visits from social workers can build long- term relationships, helping individuals access housing, health care, and other supportive services and following up to maintain progress.

If successful, future phases might involve incorporating volunteer Peer Navigators.

Long-term, it is peer support that becomes the backbone of the program. We want individuals engaged and supported by the community —friends and peer navigators. These volunteers will relate to clients without judgment and personal understanding of their experience.

Ultimately, the potential for a Crisis Call Diversion program could be a natural next step, if not managed simultaneously. Diversion programs typically rely on clinicians to resolve non-emergency mental health, substance abuse, and specific geriatric or aging-related calls for service over the phone. As calls come into 911, call-takers would flag situations that might be appropriate for diversion response.

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D. REQUESTED AMOUNT

Budget & Timeline

1. $35k Contracted MSW.

2. $18k Mileage, Use of Van, Use of Office Space, Budget for Supplies, Supervision, Indirect Costs of Utilizing CCSC staff and facility.

3. The $53,000 project would span one year.

The program will be a replicable pilot demonstration project that, if successful, may be eligible for continued funding from outside sources, including the Desert Healthcare District, Riverside County Office on Aging, CA Wellness Foundation, the State of CA, and several other public agencies and private funders.

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Attachment: FY 2021-23 Senior Center 911 Program Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan Jessa Costanzo

PREPARED FOR
Cathedral City

PREPARED BY
2022 Cathedral City
Childcare Needs Assessment & Report

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Mr. Andrew Lee, Assistant Engineer
City of Cathedral City
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Re: CDBG-CV Funding FY 2021-22
Dear Mr. Lee:

It is my pleasure to submit this letter as our formal request for funding under the CDBG-CV Program for the 2021- 2022 FY Program. Additionally, this letter provides additional information about the WeeCare Programs and details how these programs will assist Cathedral City in accomplishing its goals under the CDBG-CV Grant.

WeeCare provides access to affordable, high-quality childcare for all families while supporting families and providers with a focus on equity and diversity, by supplying technology tools that allow families to easily find care and allows providers to operate a sustainable business. WeeCare will be implementing the following three programs using the CDBG Grant: (1) the Childcare Business and Technical Assistance Program; (2) the Childcare Assistance for Small Business and Micro Enterprise Employers Program; and, (3) the Backup Childcare Credits Program.

The activities to be funded with the Cathedral City 2021-2022 CDBG-CV funding will assist with Cathedral City’s efforts to prepare, prevent and/or respond to the Covid-19 Pandemic. Specifically, funds will be used to support Cathedral City families in WeeCare programs for one year. Additionally, the funds will be used to assist businesses in response to the negative effects that the pandemic has had on their operations and workforce. Also, by participating in WeeCare’s Program, participating businesses will be better positioned to effectively respond to future pandemics or other economic shocks. Additionally, the program will increase the number of high-quality, accessible, and well managed childcare facilities which will result in an increase in the available workforce talent available to local employers. Conversely, it will also result in removing a major barrier preventing parents from entering or returning to the workforce.

The Covid-19 pandemic polarized major existing challenges in the childcare industry that children, families and providers have faced, and has compounded the negative impact of such challenges. Specifically, some of these challenges include the high childcare costs pricing many families out of the market and forcing them to rely on non- suitable or inappropriate childcare alternatives; prevented otherwise able bodied parents to rely on public assistance or to remain at home to take care of their children; deprived children of the academic, social and cognitive development needed that childcare provides for future academic and social success; and, contributed to the inability of small businesses to attract and retain talent as well as limited their ability to remain open or grow due to the shortage or unavailability of childcare available for existing and potential employees. In sum, the long-term stability and prosperity of the United States depends on ensuring that our childcare system at the local levels works for everyone; children, families, and businesses.

WeeCare’s Programs meet HUD’s National Objectives as detailed below. Specifically, WeeCare’s Programs and related activities described below are all identified as “Primary Activities That Can Be Used to Prevent, Prepare for, and Respond to Coronavirus in the Community Development Block Grant Program” as identified by the United

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) States Department of Housing and Urban Development (HUD). The link to this HUD document specifically identifies: (1) Child Care, an eligible activity under the Public Services Activities category and identifies a new service as allowable, (2) Financial Assistance to For-Profit Businesses; and (3) Technical Assistance - Micro- Enterprise Assistance. Both (2) and (3) are allowed under the Economic Development Activities category. All three of the WeeCare programs and related activities meet the CDBG National Objective under the Low- and moderate- income (LMI) persons, families, or area criteria and the businesses providing LMI jobs or services criteria.

HUD further identifies general support to business owners as an eligible activity under economic development recovery for small businesses and micro-enterprises under the CDBG Program. General support, for example, includes childcare among other activities. WeeCare’s programs focus on providing childcare to small businesses and micro-enterprises to support their economic development and recovery from the impact of Covid-19. These programs also support childcare providers, which are micro-enterprises because they employ fewer than five employees.

WeeCare is requesting $138,500 total, $130,000 CDBG-CV funds to be used for Childcare Business and Technical Assistance and Childcare Benefits for Small Business Employers, and $8,500 CDBG funds to be used for Backup Childcare Credits. In order to service the estimated population, WeeCare will provide matching funds to augment the CBDG-CV grant funds.

This funding will support business and technical assistance for childcare providers in Cathedral City as well as small business and micro-enterprise employers to offer working families with childcare benefits. By providing WeeCare software free of charge to Cathedral City childcare providers and supporting employers with childcare benefits and backup credits, Cathedral City will be directly supporting the demographics of families and providers most impacted by the Covid-19 Pandemic and in need of childcare services. Additionally, by supporting the implementation of WeeCare’s programs, Cathedral City will be making strides in creating a stable childcare ecosystem for its families and businesses while maximizing the available childcare capacity.

During this year of programming, WeeCare will support 25 childcare providers in the community and over 600 small business and micro-enterprise employers. Through these childcare providers and employers, WeeCare will service more than 1,400 families and children in Cathedral City. This will decrease the number of children currently eligible for and in need of childcare services, but are not currently being serviced, which is approximately 1,801 children in the city.

We look forward to developing a long-term relationship with Cathedral City to continue to support the children, families, businesses, and childcare providers throughout the city as well as strengthen the childcare industry in the city. Please find an in-depth overview of the three programs that the CDBG Grant funds will support at the end of this document.

Sincerely,
Jessa Costanzo
VP of Business Development
[email protected]

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Mission
To inspire, connect, and support both families and childcare providers to make affordable, sustainable, and world-class childcare accessible to all families.

About WeeCare
WeeCare is the largest network of licensed family childcare providers in the nation, providing access to affordable, high-quality childcare for all families while supporting childcare providers in operating sustainable businesses. WeeCare’s provider network consists of 98% female-run businesses and more than 82% people of color. WeeCare is a woman-owned business headquartered in California and is 87 times more efficient with funding1 than other childcare company or program with the highest impact of results per dollar. In 2021 alone, WeeCare supported over 65,000 childcare providers and 200,000 new families throughout the nation.

Families use WeeCare to find, tour and enroll with the perfect childcare provider for their family. WeeCare supports families along the way with messaging, photo and video updates, and health and safety features through the app. Using WeeCare, families save over 30 hours finding care through traditional, old-fashioned methods of calling providers to find out about their available capacity.

Childcare providers are supplied with the support and tools they need to manage and grow their business with ease, including enrollment and finance management, tuition payment collection, and a professionally developed curriculum. On average, providers who use the platform earn two to three times more income and save over ten hours per week by reducing administrative tasks.

WeeCare's innovative real-time capacity matchmaking technology increases providers' enrollments by matching families to their exact openings while keeping them within the capacity and ultimately reducing the administrative burden of providers and the footwork of families. Thus, providers can earn more and more families find care that fits their needs. WeeCares technology provides a common-sense solution to the antiquated and outdated processes that have systemically held back communities to offer a more accessible and equitable solution for all.

WeeCare is a tech-based solution and centralized network that uses real-time data and tools to support its community of childcare providers, children, and families with 24/7 real-time support in over 20 different languages, including Spanish, Chinese, Filipino, Tagalog, Cebuano, Batangueno, and Russian. WeeCares' ability to access real-time data provides the most accurate insights and is key to monitoring the quality and safety of programs with continuous quality improvements.

WeeCare solves considerable systemic ecosystem challenges through its modern Community Childcare Programs. It provides a better experience for the families, children, and providers with increased transparency and accessibility while decreasing administrative costs traditionally associated with community programs.

WeeCare at a Glance

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Purpose of the Report Early care and education is a critical concern for children, parents, employers, and communities as a whole.Childcare is essential to support the workforce and plays a significant factor in Cathedral City overall economic development.The purpose of this report is to inform and provide a compilation of data and research to conduct a needs assessment of early education and childcare in Cathedral City. This data describes key information of the early care and education ecosystem in Cathedral City, which will service to assist in planning and implementing programs and initiatives.

The report is broken down into the following sections:

1. Cathedral City Population Demographics Analysis and Impact of Childcare

2. Childcare Landscape Analysis in Cathedral City

3. Childcare Provider Perspective

4. Family Perspective

5. Employer Perspective

6. Economic Analysis of Childcare Challenges in Cathedral City

7. Recommendation Summary & WeeCare Program ROI Analysis

8. Recommended Community Programs for Cathedral City
Data Sources
The information in this report comes from a variety of local, county, state and national sources. The intent is to provide the most recent information related to the target population. Data and relevant notes are documented through out the document.

Critical Findings
• One in Five people in Cathedral City lives in poverty as defined by the US Census, however 7 out of 10 households in Cathedral City have less household annual income necessary to cover the true cost of living • Childcare tuition is nearly 1/3 (27.8%) of median household income in Cathedral City • For every 3 children there is only 1 licensed slot available • 86 percent of childcare providers are serving significantly fewer children than they were prior to the pandemic and, on average, enrollment is down by 67 percent18 • 1,801 children in Cathedral City are eligible to receive government assistance through subsidies for childcare but are not able to be served through existing programs and are not receiving assistance • The impact of childcare-related challenges, in Cathedral City is significant - with 32.5 Million productivity and wage losses annually, and an estimated 240 new family employees leaving their jobs each year. • For those who have left the workforce entirely, the primary reason (64%)was the inability to find childcare solutions that meet their needs vs 29% not able to afford childcare, and only 18% stated that it was due to not finding work.
• An estimated 1.25% increase in the Cathedral City's workforce participation rate by families with young children through childcare programs would result in 562 more jobs 54, $11,056,788 Million in additional wage earnings, and $1,028,281 in extra annual tax revenue in Cathedral City • 20% of employers are currently willing to increase their investment in childcare needs. However, 49% of employers would be likely to provide additional childcare assistance if the government offered

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) supplementary incentives.
• implementing WeeCare's childcare programs will impact 25 childcare providers and over 1,400 families 18 NAEYC. “Holding On Until Help Comes.” July 13, 2020. https://www.naeyc.org/sites/default/files/globally-shared/downloads/PDFs/our-work/public- policyadvocacy/holding_on_until_help_comes.survey_analysis_july_2020.pdf 19 US Chamber "Vol. 5 Employers, Childcare, and COVID19" https://www.uschamberfoundation.org/sites/default/files/media-uploads/EarlyEd_Employer2.0_FINAL.pdf

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Cathedral City Population Analysis
Regions of Cathedral City
Cathedral City is located in Riverside County, in
the state of California. Cathedral City, is 21.5
square miles with 2,381.5 population per square
mile significantly higher than Riverside County
(303.8) and California (239.1) population per
square mile.
92234, 92241, 92264, 92270, 92276 Zip codes
covering Cathedral City.1
The Families of Cathedral CityAccording to U.S. Census, as of April 2020, there is an estimated 52,0002 individuals who reside in Cathedral City.

Population Growth
Fertility rates increase over-18 month period increased by 5% when childcare program costs are made available to the public and reduced childcare tuitions.3
Cathedral Cities population has increased by less than a percent (.57%) in over 10 years Census from 2010 to 2020,4 which is significantly lower than the 10.43% increase in Riverside County, 5.33% for the state of California, an significantly less than average growth rate for Southern US Cities with populations of 50,000 was 11.4%.

Population of MothersThere is more than 2,088 mothers with one or more children ages 0-5 residing in Cathedral City.4 Population of Children Ages 0-5Approximately 3,215 (5.8%) children ages 0 - 5, and an estimated 7,790 children ages 0-12 reside in Cathedral City.

EthnicityApproximately 58.86% of families and children are Latino in Cathedral City.5 Latino makes up the second largest population of struggling households with 46% of all latino households are defined as a struggling6.

Languages

45.41% of Cathedral City residents speak only English, and the largest non-English speaking language group is Spanish, which is spoken by 47.89% of the population7. Approximately 4.7% of the population speaks Asian and Pacific Island languages and 1.9% speaks other Indo-European languages.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Increased Risk Factors for Children in Cathedral City
Children in Cathedral City attend lower ranking K-12 schools Cathedral City has lower K-12 ratings, with low ranking elementary schools or an elementary school with a high suspension rates. These increased educational risk factors for children can be supported through preventive school readiness benefits of early education childcare. Early learning and care increases high school graduation rates by 14% and reduced the percentage of children repeating a grade by 15%.12 More specifically, longitudinal studies found that attending early childhood education can13:
• Reduce grade retention rates
• Reduce a student’s reliance on special education services • Increase a student’s odds of completing high school
• Improve college attendance post-high school
• Decrease a child’s exposure to abuse and neglect and, subsequently, welfare services • Decrease the potential for juvenile or adult arrest
• Reduce the incidence of major depressive disorder
• Decrease adult smoking rates
• Increase a student’s earnings later in life

K-12 schools in Cathedral City will benefit from the school readiness skills children build at childcare programs in the following years with children entering kindergarten. 1 City Data Zip Map https://www.city-data.com/zipmaps/Cathedral-City-California.html 2 US Census 3
Mörk, Sjögren, & Svaleryd. "Cheaper Childcare, More Children," https://d-nb.info/992570387/344 https://abc10up.com/2022/02/01/michigan-childcare-worker-shortage-critical-report-says/5 US Census data from 2010 to 2020 6 https://public.tableau.com/app/profile/hgascon/viz/TheRealCostMeasureinCalifornia2021/RealCostDashboard The Real Cost Measure in California 2021 by United Ways of California, in Riverside County (East)--Indio, Coachella, Blythe & La Quinta (East) Cities struggling by race-ethnicity 12 School Readiness13
https://equitablegrowth.org/preschool-is-about-more-than-a-third-grade-test-score/

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Households in Cathedral City
HouseholdsThere are 18,816 households in Cathedral City with an average 2.87 persons per household in Cathedral City vs

3.28 in Riverside County. The growth in single-parent family households has increased the need for economic welfare programs.7
Home OwnershipRecent reports have shown that the increased cost of childcare has a negative impact on home ownership, oftentimes delaying young families from purchasing homes in order to afford the cost of childcare.8 Less people own homes in Cathedral City with only 60.7% of the population owning vs Riverside at 66.3%.

By implementing these childcare programs, families will have more options for affordable and accessible childcare, subsequently increasing the number of families willing and able to purchase housing. Additionally, families interested in moving to Cathedral City will be encouraged by the increase in childcare options.

Home Value
A report found that home values in the community increased $20 for every dollar spent on schools.9 Investments into public education have been shown to increase economic benefits of the community, regardless of whether or not residents have any children, according to the National Bureau of Economic Research.

The median value of an owner-occupied house in Cathedral City is $279,500 compared to California’s average of $505,000.10
By implementing the recommended childcare programs homeowners of Cathedral City can benefit through an increase in their home values, regardless if they have children. 7 ttps://www.prb.org/resources/u-s-household-composition-shifts-as-the-population-grows-older-more-young-adults-live-with-parents/8 https://www.divmg.com/mysite/marie-sy/blog/rising-childcare-costs-hurt-homeownership 9 https://www.nber.org/digest/jan03/school-spending-raises-property-values10 US Census data from 2010 to 2020

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Less children in Cathedral City have access to health insurance Cathedral City population has 14.9% persons without health insurance which is higher than 9.8% in Riverside County and 8.9% in California.

Adequate access to high quality childcare could help fill in health gaps on children with decreased access to healthcare. There is substantial and lasting benefits of early care and education participation for health, including increased on-time immunization rates, early screening rates, improved cardiovascular and metabolic health, physical health and reduced smoking.14 Children with speech and language impairments are more commonly diagnosed at earlier ages, whereas disability diagnoses involving specific learning disabilities are more commonly made when children are in middle or high school. Providing childcare aids in identifying any developmental and behavioral delays so that intervention can take place early on. One in four children ages birth to 5 are at risk for developmental delays, and would benefit greatly from early intervention. Assessments and screenings can be used to evaluate developmental milestones and determine whether or not a child needs intervention. Early intervention and prevention is likely to be more effective if provided earlier in life because of how adaptable the brain is during early stages of development. ECE provides a baseline for children to be measured and assessed so that their progress can be monitored and ensure they are meeting certain developmental milestones in their cognitive and social-emotional development.15
14 https://equitablegrowth.org/addressing-the-need-for-affordable-high-quality-early-childhood-care-and-education-for-all-in-the-united-states/ 15 https://www.cdc.gov/ncbddd/actearly/whyActEarly.html

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) The Workforce in Cathedral City
Cathedral City has Fewer People Participating in the Workforce Cathedral City has less of its population participating in the workforce (57.1%) compared to Riverside County (59.7%) and California (63.3%). Both male and female unemployed families currently say they want to work but can not work because of issues related to childcare.49
Cathedral City has Even Less Female Workforce Participation An even more drastic difference in female participation in the workforce. One of the primary reasons why women are exiting the workforce at an alarming rate is inadequate access to childcare and mothers being expected to care for their children full-time instead of fathers16 While the rising cost of child care resulted in an estimated 13 percent decline in mothers' employment with children under the age of five across all ethnicities of mothers49 Cathedral City has a 17.34% less females participating in the labor force with only 49% compared to Riverside (53.5%) or California (57.5%).

Significant Number of Families Leave Workforce Due to Childcare For those who have left the workforce, the primary reason was the inability to find childcare solutions that meet their needs (64%) vs 29% not able to afford childcare, and only 18% stated that it was due to not finding work.17 16 https://www.americanprogress.org/article/child-care-crisis-keeping-women-workforce/ 17 US Chamber of Commerce Foundation https://www.uschamberfoundation.org/sites/default/files/EarlyEd_Minis_Report6_121420_Final.pdf

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Businesses of Cathedral City Cathedral City is home to 1,277 business licenses. With the largest business licensee classifications of Retail (129), Contractors (98), Cleaning/Janitorial Services (63), Eating Places (62), Auto Repair/Services (62). Followed by Beauty/Barber/Nail Salons, Gardening, Swimming Pool Services.

More Minority Owned Businesses
Cathedral City has more minority owned businesses with over 60.03% of businesses owned by minority vs than non-minority owned.18
Less Female-Owned Businesses
It is estimated that 63.5% are male-owned and 36.48% female-owned businesses and has a less equally distributed ownership compared to Riverside county (57.79% male-owned and 42.2% female-owned).

COVID19 Impact
According to the U.S. Census Bureau Small Business Pulse Survey, 34.2% of all businesses surveyed through the second week of August reported being financially impacted by the pandemic. The pain in California has been acute — more than in any other state since the pandemic began.19 Small & Minority Businesses Impacted Most
The decline in business activity among owners of color has been nearly three times the decline among other owners.20
During the beginning of the pandemic, businesses with between 20 to 49 employees had the largest employment decline of any size group. Despite efforts to reopen local economies and “get back to normal,” small business owners have had to reduce the number of employees during the height of the pandemic, with more than 60% reporting that they have not restored their headcount to pre-pandemic levels.19 Nearly half say operating capacity has decreased, with 16% reporting their capacity has decreased by more than 50%. 18 U.S. Census Survey19 https://smallbusinessmajority.org/our-research/california-small-businesses-face-difficult-decisions-as-pandemic-continues-and-funding-freezes20 https://www.nytimes.com/2021/02/19/business/newsom-coronavirus-california.html21 https://www.census.gov/quickfacts/fact/table/riversidecountycalifornia,cathedralcitycitycalifornia,CA,US/INC110219#INC110219

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) The Cost of Living in Cathedral City
1 in 5 people in Cathedral City live in
poverty
According the the US Census, the median
household income for residents of Cathedral City is
$46,521. More than 20.1% of families are living in
poverty, which is significantly higher 11.2% in
Riverside County and 11.5% in California or the
national average of 11.41%.

An estimated 44.27% households living in poverty.
7 out of 10 households have less income necessary to support basic needs in Cathedral City.

Using The Real Cost Measure in California (2021) by United Ways of California, more than 68.9% of households do not have enough annual income to meet basic needs. For a family of four located in Riverside County East: Indio, Coachella Cities with two working adults and two children (one infant age and one preschool age), the Real Cost of living is $79,916 annually.

It costs $79,675/year for a two-working parent family with one preschool-age child and one infant in Riverside County, California to make ends meet according to the Real Cost Household Budget 2019 calculator.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) A single parent in Cathedral City would have to work two full time minimum wage jobs or earn over $35.30/ hour.

Cost of Living for Single Parents
For a single parent with two children costs
$70,660/year to support basic needs in Riverside
County East.

In comparison, working three full-time minimum-wage
jobs would barely cover these costs to live, earning
families only $72,000 annually.

A single parent must earn over $35.30 per hour and
work full time in order to cover the costs for two
children in Riverside, CA.

Childcares impact on families & children's social economic status Research finds substantial and lasting benefits for children's educational and economic outcomes, including higher rates of high school completion, college attendance, and earnings, and reduced criminal activity and public assistance reliance into adulthood15 It has also been shown that effects are generally strongest for disadvantaged children.14 Research has shown that access to early care and education helps to narrow socioeconomic, racial and ethnic disparities, not only for the child, but also for parents and guardians.16 14 William T. Gormley, “The Effects of Oklahoma’s Pre-K Program on Hispanic Children,” Social Science Quarterly 89 (4) (2008); Greg J Duncan and Aaron J. Sojourner, “Can Intensive Early Childhood Intervention Programs Eliminate Income-Based Cognitive and Achievement Gaps?” Journal of Human Resources 48 (4) (2013): 945–68; Phillips and others, “Puzzling It out: The Current State of Scientific Knowledge on Pre-Kindergarten Effects”; Katherine Magnuson and Greg J. Duncan, “Can Early Childhood Interventions Decrease Inequality of Economic Opportunity?” RSF: The Russell Sage Foundation Journal of the Social Sciences 2 (2) (2017): 123, available at https://doi.org/10.7758/rsf.2016.2.2.05; Daphna Bassok, “Do Black and Hispanic Children Benefit More from Preschool? Understanding Differences in Preschool Effects across Racial Groups,” Child Development 81 (6) (2010): 1828–45, available at https://doi.org/10.1111/j.1467-8624.2010.01513.x; Yoshikawa and others, “Investing in Our Future: The Evidence Base on Preschool Education”; Taryn W. Morrissey, Lindsey Hutchison, and Kimberly Burgess, “The Short- and Long-Term Impacts of Large Public Early Care and Education Programs” (Washington: U.S. Department of Health and Human Services, 2014), available at http://aspe.hhs.gov/hsp/14/longtermimpact/rb_longTermImpact.pdf; Marianne P. Bitler and others, “Experimental Evidence on Distributional Effects of Head Start.” Working Paper (National Bureau of Economic Research, 2016), available at http://www.nber.org/papers/w20434.pdf.15 David Deming, “Early Childhood Intervention and Life-Cycle Skill Development: Evidence from Head Start,” American Economic Journal: Applied Economics 1 (3) (2009): 111–34, available at https://doi.org/10.1257/app.1.3.111; Rucker C. Johnson, “The Health Returns of Education Policies from Preschool to High School and Beyond,” American Economic Review: Papers and Proceedings 100 (2) (2010): 188–94; E. I. Knudsen and others, “Economic, Neurobiological, and Behavioral Perspectives on Building America’s Future Workforce,” Proceedings of the National Academy of Sciences 103 (27) (2006): 10155–62; Flavio Cunha and James J. Heckman, “The Technology of Skill Formation,” American Economic Review 97 (2) (2007): 31–47, available at https://doi.org/10.1257/aer.97.2.31; Jens Ludwig and Deborah A. Phillips, “Long-Term Effects of Head Start on Low-Income Children,” Annals Of The New York Academy Of Sciences 1136 (1) (2008): 257–68, available at https://doi.org/10.1196/annals.1425.005; Eliana Garces, Duncan Thomas, and Janet Currie, “Longer-Term Effects of Head Start,” American Economic Review 92 (4) (2002): 999–1012, available at https://search.proquest.com/openview/466c6163e16cd99af4b4a38f4e0442e3/1.pdf?pq-origsite=gscholar&cbl=42182.16 https://www.nber.org/system/files/working_papers/w25889/w25889.pdf

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Childcare Landscape Analysis in Cathedral City
Overview
The childcare landscape in Cathedral City consists of a mix between licensed facilities such as childcare centers and home-based (FCC) locations in addition to license-
exempt Family, Friends, and Neighbor (FFN) providers.

Licensed family child care is provided in the home of the caregiver for periods of less than 24 hours per day while parents are working, attending school, or are engaged in some other activity that requires them to be away from
their children. Family child care homes are licensed by CDSS/CCLD. Small Family Child Care Homes are
licensed to serve up to eight children depending on their ages; Large Family Child Care Homes may be licensed to
serve up to 14 children, again depending on their ages.

Child Care Centers are usually located in a commercial
building. Non-medical care and supervision is provided for infant to school age children in a group setting for periods of less than 24 hours. Child Care Centers typically
licensed and care for more children than FCCs and have
higher child:staff ratios.

Number of Childcare Providers in Cathedral City by Type Centers FCC's FFN Capacity
4 68 47 1,016
There are 4 licensed centers, 68 licensed small and large FCCs, and 47 FFN providers, contributing to an estimated total capacity of 1,016 full time childcare slots at licensed childcare facilities available. The majority of available slots are available through FCCs. One full time childcare slot can serve one family to up to fourteen part time families. Out of the 4 centers, there is only one that is administered privately and the hours of operation are 7am-6pm; however, once a child is enrolled, their schedule is fixed and cannot change from week to week, which is not ideal for nontraditional or varying parental work schedules. The remaining 3 licensed centers are school programs that only offer hours 8:00am-3:00pm and do not accommodate infants or toddlers. 22 NWLC calculations based on BLS, historical data for Establishment Data Table B-1.23 https://cameonetwork.org/wp-content/uploads/2021/03/Los-Angeles-County-Report-1.pdf 24 https://www.ffyf.org/unlike-other-industries-the-child-care-sector-is-losing-workers-because-the-current-system-is-broken/

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Childcare Landscape Continued
24 Hour and Weekend Coverage, and Offering Transportation Only a fraction of childcare providers advertise that they offer 24-hour care and weekend coverage; however, interestingly, more than 75% self-report that they are flexible with their hours, and 70% expressed that they would be willing to move to 24 hours or weekend coverage if it financially made sense. Only a few offer transportation, but 70% were open to changing this. However, providers expressed they would need to hire an assistant or additional assistance.

Licensed Capacity, Utilization, Available Vacancy & Waitlist For every 3 children (ages 0-5) only 1 licensed childcare space exists Estimated # of children (ages 0-5)Met with Existing Childcare CapacityUnmet need 3,027 1,016 66.48% (2,012)
Only 1 out of 20 childcare providers are full and can not take any additional children.

Total Capacity # Full Time Vacant Slots# of Part Time Vacant Slots Additional Families able to Serve with Existing
Supply47
1,016 317 934 317(full time) - 2,519(part
time)
While the existing child care capacity only meets a fraction of estimated need for full time care for every child in Cathedral City, the percentage of FCC’s that are operating at completely full capacity with no availability is less

10.7% and the estimated number of licensed childcare providers operating at under 50% capacity is 75% of all FCC’s. On average, enrollment in childcare centers is down 67%.26 There is an estimated number 317 full time slots available and an additional 934 part time slots out of the existing supply in order to support an estimated 2,519 additional families out of the current vacant licensed childcare slots.

Providers Willingness to Accept Families on Government Subsidy is Decreasing Additional inefficiencies in the childcare industry impact families' access to care, particularly surrounding low income families on government subsidies. The number of childcare providers in the United States that are accepting and receiving subsidies has decreased by 59% between 2005 and 2017, with the number of small in- home centers legally operating without all proper licensing (most prevalent in low-income and communities of color)

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) accepting and receiving subsidies decreased by 75%.27 In addition, many providers are hesitant or unwilling to take children on government subsidies because of delayed payments and inefficiencies within the system.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Childcare Landscape Continued
COVID19 Impact on Childcare Landscape
Providers have permanently left the industry
The childcare industry as a whole is 10% smaller than it was pre-pandemic, and a significant contributor to that is low wages; childcare providers are also leaving the industry because of significant staffing shortages that lead to providers having to take on more work and reduce their capacity or shut their doors entirely. As a result, the child care sector lost 1,200 jobs last month, bringing the total number of child care jobs lost since the start of the crisis to 173,000. With January’s losses, nearly 1 in 6 child care jobs lost since the beginning of the pandemic have not returned.22
More are considering to leave with in a year
18% of child care providers report that they are considering leaving their child care job or closing their programs in the next year. 23 Another 20% of providers are considering leaving the child care field entirely.24 Remaining childcare providers are struggling to stay afloat:

While childcare providers and FCC providers, in particular, have historically struggled to make ends meet financially, California providers' income has been falling by more than half since the start of the pandemic, according to an article from Cal Matters.24
Similarly, these FCC childcare providers have been significantly impacted by the pandemic, having to shut their doors due to low enrollment, COVID spread, or lack of supporting staff 46. Without additional staffing support, childcare providers are having to take on even more responsibilities that come with running a small business, often with little to no previous business experience, such as administrative and financial paperwork as well as vetting interested families.

Families are turned away due to staffing shortages
Childcare providers are having to involuntarily reduce the number of children they care for and reduce the hours they work due to staffing shortages. Throughout the country, 59% of center- or home-based providers are currently experiencing staff shortages compared to 36% before the pandemic, and 72% of FCC providers have reported increased staff recruitment and retention difficulty.25 As a result, families are now left with fewer childcare options and sifting through scarce supplies.
24 https://calmatters.org/economy/2021/10/california-child-care-worker-shortage/25 https://static1.squarespace.com/static/5e7cf2f62c45da32f3c6065e/t/61a51257cb3aea5591b7aedd/1638208087990/child-care-shortages-nov2021.pdf26

Ibid - US Chamber Foundation "The Important of Childcare Vol. 06" https://www.uschamberfoundation.org/sites/default/files/EarlyEd_Minis_Report6_121420_Final.pdf27 https://childcareta.acf.hhs.gov/sites/default/files/public/addressing_decreasing_fcc_providers_revised_final.pdf28 https://cscce.berkeley.edu/47
How did we calculate that? One full time slot can serve from one to as many as 15 families with different schedules, We used one slot one family for the minimum number of families able to be served and for the max number we used the average number WeeCare see of one full time slot that is made out of many part time families.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) The Cost of Childcare for Cathedral City Families
The average annual cost of childcare in Riverside County is approximately $11,718 for licensed centers, and $9,308 for FCCs. According to the Economic Policy Institute, in Riverside County, the cost of childcare makes up more than 15.3% costs for families annual basic needs.29 High childcare costs typically accrue during a period when parents are at the lowest earning years of their careers and when the financing mechanisms of grants and low-
interest loans are unavailable.30
The large percentage of income that low- to middle-
income families are spending on childcare leads to
negative outcomes for families.93
Childcare costs 27.8% of median household income in
Cathedral City.

Table 2: Average 5 Day Weekly Tuition for Centers and FCCs Cathedral City Riverside CountyCA Regional Market
Rate31
Centers* FCC Centers FCC Center FCC
Infant $203.75 $205.85 $285 $214.88$349.26$256.52
Toddler $191.25$189.25 $215 $207.73$251.36$231.33
School Age $177.68 $168.43 $156 $201.07$207.91$202.69
29 According to the US Census 2020 Cathedral City Income by Household Type 68.9% of all households earn $75,000 annually or less. While only 31.2% earn 76,000 annually or more. According to The Real Cost Measure in California 2021 by United Ways of California, on what it takes households to earn to meet basic needs in California for a family located in Riverside County East: Indio, Coachella Cities - the Real Cost is $79,916 annually, This Real Cost of Living is further verified through Economic Policy Institutes family budget calculator, which is meant to “measures the income a family needs in order to attain a modest yet adequate standard of living,” - it cost $79,675/year for a two-working parent family with one preschool-aged child and one toddler in Riverside County, for a single parent house hold with two children costs $70,660.30
Amy Traub, Robert Hiltonsmith, and Tamara Draut, “The Parent Trap: The Economic Insecurity of Families with Young Children” (New York: Demos, 2016) 93 https://www.americanprogress.org/article/working-families-spending-big-money-child-care/ 31 2018 Regional Market Rate Survey of California Child Care Providers

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Families Perspective
1,801 eligible children not receiving
childcare services
# of children
(ages 0-5) in
Cathedral City
# of children
(ages 0-5)
eligible in
Cathedral City
% of children
receiving
subsidies
# of eligible
children not
receiving
subsidies
3,215 2,035 11.5% 1,801
While subsidized programs exist to assist families with paying for childcare, many eligible families are not
receiving these benefits. More than 63.3% of family
households in Cathedral City meet the State Median
Income threshold77 to be eligible to receive public
assistance for child care.10 In Riverside County, only

11.5% of children ages 0-5 eligible for state or federal subsidy are receiving benefits.33 Leaving more than
1,801 children in Cathedral City who should receive
assistance for childcare with no access to support.

Requested Childcare Needs by
Families92:
✔ More 24/7 & Weekend Care Options
✔ Support Flexible & Variable, Part-Time Schedules
✔ Earlier Drop-Off Hours
✔ Late or Extended Pick-Up Hours
✔ Additional Back-up & Drop-in Options
✔ Bilingual, Multi-Language Care Locations
✔ Remote Supervised Learning Support at Care
✔ Transportation Offered by Providers
✔ More support for special needs
Families Report the Greatest Childcare
Challenges as45:
• Covering the cost of care
• Difficulty navigating the system
• Assistance finding care
• More than 56% of families report difficulty
finding childcare32
• More flexible hours that meet work schedule
when factoring pick up and drop off times
• Flexibility at work and support from employers
• Backup childcare options
• 70 percent of families of children under the
age of five reported their child care provider is
closed or limited hours hurting working
mothers ability to work.91
Childcares Impact on Maternal Mental
Health
Access to Childcare has profound impacts on
maternal mental health and children of depressed
mothers outcomes and reduces overall depression
and disability rates.34
Families want providers close to home
Location of the childcare provider is incredibly
important to families, with 75% of families choosing a
provider that is within five miles of their home.35
32 https://www.americanprogress.org/article/child-care-crisis-keeping-women-workforce/ 33 2020 county needs assessment http://consortiumels.org/PDFs/2020_25Riverside_County_Child_Care_Needs_Assessment.pdf34 https://link.springer.com/article/10.1007/s00787-019-01385-735 Borowsky, Jonathan, Elizabeth Davis, and Aaron Sojourner. 2021. “How Far Will They Go? Choice and Distance in Subsidized Child Care.” Working paper.77 https://www.cde.ca.gov/sp/cd/ci/mb2012.asp91 https://www.census.gov/library/stories/2020/08/parents-juggle-work-and-child-care-during-pandemic.html92 WeeCare 2022 Survey Parents Intake Needs

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Childcare Providers Perspective
The number of childcare providers leaving the industry is at an all time high, and a significant amount of providers are contemplating shutting their doors in the next year due to financial instability and work load demands. Overall, childcare providers in Cathedral City and throughout California would benefit from business support to help them run and grow their small businesses, which would, in turn, help the communities' families by increasing their access to affordable childcare. In addition to improving the lives of families and children, investing in an equitable and high quality childcare landscape will significantly improve the lives of childcare providers as the childcare workforce is currently severely underpaid and overworked.

Childcare Providers Struggle Financially
Childcare providers are small businesses themselves and often struggle and are underpaid. One in five childcare workers live below the poverty line, with many earning so little that they qualify for public assistance programs.36 In California alone, 58% of childcare workers families’ are on one or more public assistance programs such as CalFresh compared to 21% in the general population.37
Low Childcare Provider Wages
Child care isn’t generally a financially lucrative career. According to the BLS, as of May, 2019 the average wage for US child care workers was $11.65 per hour, or $24,230 per year. A Center for the Study of Child Care Employment (CSCCE) study found that 86% of providers who work with infants and toddlers are paid less than $15 per hour. 28 Struggle to Actualize Full Revenue Potential and Manage Capacity Childcare providers face one common challenge - managing available capacity44 and actualizing their full revenue potential43. FCC providers need support with managing their capacity45 and historically turn away parents seeking part-time care schedules even though space is open because they would instead save room for a full-time slot, believing that this will increase their revenue with no guarantee of a full-time family ever enrolling. 36 https://calmatters.org/economy/2021/10/california-child-care-worker-shortage/37 https://equitablegrowth.org/addressing-the-need-for-affordable-high-quality-early-childhood-care-and-education-for-all-in-the-united-states/43 US Chamber, https://www.uschamberfoundation.org/sites/default/files/EarlyEd_Minis_Report6_121420_Final.pdf 44 https://static1.squarespace.com/static/5e7cf2f62c45da32f3c6065e/t/61a51257cb3aea5591b7aedd/1638208087990/child-care-shortages-nov2021.pdf45 Workman, Simon, and Steven Jessen-Howard. 2019. “Conducting a Child Care Cost of Quality Study: A Toolkit for States and Communities.” Center for American Progress, February 2019.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Childcare Provider Perspective Continued
Work Long Hours and Overwhelmed with Business & Administrative Workload FCC providers may spend 50–60 hours per week directly caring for children.42 It is estimated that they spend an additional 10-20 hours per week on business and administrative work.39 Providers have to spend time on administrative work such as fielding phone calls from prospective families, scheduling tours, and tracking down tuition payments from current families, which all take away from providing high-quality care.

Lack a Strong Business Background
Studies have shown that FCC providers' lack of business expertise can lower wages, uncollected revenue, and capacity vacancies.38One issue that childcare providers face, particularly those that own family childcare homes, is a lack of formal business training, which makes navigating how to run a small business during a pandemic all the more challenging.

Available Resources are Not Enough
While there has been a significant effort to support them through CAREs Act funding and forgivable PPP loans, many child care providers are still struggling to keep their businesses open and thriving. Even with these supports available, childcare providers still face barriers to receiving aid, and lack access to resources that supports their long term business sustainability.41
Providers Most Requested Support
Providers report that the following resources and business services helped them improve their businesses78:
◦ help with recruitment of families (60%)
◦ free supplies (55%)
◦ help with payments (38%)
◦ business skills (37%)
Lack Business & Technical Support Services
Additionally, networks and programs that provide materials and business services such as family recruitment support, help with payments, and business skills to childcare providers can help providers achieve financial stability and run better businesses.40
Lack of Resources to Pay for Support Services
There are over 25 Childcare providers in Cathedral City on the WeeCares waiting list. These childcare providers would like access to WeeCares support and business tools but are waiting until the services are available free of charge to them. While childcare providers who use WeeCares tools and support services save over 10 hours per week on administration costs and earn significantly higher revenues, the perceived cost is the blocker for childcare providers to gain access to these support services and tools.84 38 https://childcareta.acf.hhs.gov/sites/default/files/public/addressing_decreasing_fcc_providers_revised_final.pdf39 https://www.npr.org/2022/01/30/1076844663/pandemic-spotlights-problems-with-the-child-care-industry40 https://www.erikson.edu/wp-content/uploads/2017/10/fccnetwork_execsummary.pdf41 https://homegrownchildcare.org/home-based-child-care-providers-need-improved-access-to-federal-loans-now/42 https://www.npr.org/2022/01/30/1076844663/pandemic-spotlights-problems-with-the-child-care-industry78 https://www.erikson.edu/wp-content/uploads/fccnetwork_execsummary1.pdf84 2022 WeeCare Provider Survey analyzed weekly time saved

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Employers Perspective
The problem has become such an issues it is hard to ignore and employers are feeling the constraints and impact directly from staffing shortages, to retention and productivity losses. Employers are able to help become part of the solution.

Employees Miss Work Due to Lack of Childcare
The pandemic has illuminated the significant need for childcare throughout the country, and businesses are now becoming more aware of the need to provide their own employees with childcare assistance, seeing as only 30% of working families have any form of backup childcare.39 Many families cite this lack of childcare as the reason why they are late to work, have to leave early from work, or quit their jobs entirely so they can provide care for their children at home, costing businesses around $12.7 billion annually.40 Access to Childcare Options Increases Employee Retention While child care continues to be one of the most significant challenges facing our country, families, and employers, businesses are now more than ever faced with increased difficulty attracting new employees or retaining existing employees due to a lack of child care availability and affordability. Working families have expressed how childcare benefits would impact their work, with 67% stating they would be more loyal to their current job if their employer offered childcare assistance, and that percentage rose to 74% for working families with children under the age of

4.41 The same survey found that 60% of working parents believe their job performance would improve if their employer offered some form of childcare assistance.41
Most Businesses are Unsure or Unwilling to Provide their Employees with Childcare Assistance
Even though may family employees believe businesses should provide childcare benefits and childcare benefits are the fastest rising benefit, many employers lack awareness that benefits and resources exist, and the direct and indirect benefits of providing childcare benefits offer for them. In a study conducted by the U.S. Chamber of Commerce Foundation, 20% of employers are willing to increase their organization’s investment in childcare needs, while 45% are unsure and 35% are unwilling to take any action.42 The study also found that the greatest barriers for employers who are unwilling to invest more in childcare are funds or resources. Additionally, it was found that 48% of employers would be more inclined to offer childcare assistance to their employees if the government provided additional incentives. Many businesses are unaware that the IRS does provide incentives, allowing businesses to claim 10%-25% of the cost, or up to $150,000 each year, to provide childcare benefits by directly paying for employee’s childcare expenses.43
39 https://hbr.org/2021/04/childcare-is-a-business-issue40 https://www.americanprogress.org/article/child-care-crisis-keeping-women-workforce/41 https://www.bizjournals.com/stlouis/news/2021/02/04/lessons-from-the-pandemic-companies-offering-chil.html 42 https://www.uschamberfoundation.org/sites/default/files/EarlyEd_Minis_Report6_121420_Final.pdf 43 https://blog.simplyhired.com/employers/the-benefits-of-offering-child-care-benefits-to-employees-and-how-to-do-it/

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Economic Analysis of the Impact of Childcare on Cathedral City Economists have found that high-quality early childhood education offers one of the highest long-term returns of any public investment—more than $7 for every dollar spent.51 Yet the United States is the outlier in its low levels of financial support for young children's care, spending only 0.2 percent of its G.D.P. on child care — wealthier countries in the Organization for Economic Cooperation and Development spend an average of 0.7 percent of G.D.P. on child care.58
In Cathedral City, the impact of childcare-related challenges — on the overall economy, childcare providers, families, and employers — is significant:

• 32.5 Million productivity and wage losses annually59
• 5.13 Million dollars losses due to Absenteeism resulting from Childcare • 27.37 Million dollars losses due to turnover and replacement costs • An estimated 240 new family employees leave their jobs each year in Cathedral City Without reliable, affordable childcare, workers simply cannot regularly get to work or stay there. In 2018, a survey showed that working parents with young children lose 2 hours of work time per week on average.44 This loss of time can be attributed to parents leaving work early or arriving late due to inadequate childcare options.

Over 40% of parents and guardians surveyed reported that the price or inaccessibility of child care had prevented them from working at some point.45 Furthermore, 25% of working parents surveyed said they had to reduce their regular work hours, turn down professional development opportunities, or even decline job offers due to childcare challenges. Child care is one of the top 5 barriers to employment, and in low-income households, 70% of families cite a lack of affordable child care as the reason why they are not working.

Before the pandemic, other local, state, and national leaders called for change and improvements and cited child care's impact on the economy. While early care and education are necessary components of the economic infrastructure, the COVID19 pandemic has made childcare a critical element; without reliable, affordable sources, workers cannot regularly get to work or stay there. Early COVID-19 data has also shown that 70 percent of parents with children under the age of 5 reported their child care provider is closed or operating with limited hours or space, forcing mothers to fill the void.46 New research as of 202247 shows:
• 1 in 5 families arrive late to work due to childcare
• 1 in 6 have to leave work early regularly
• 1 in 10 choose to resign or lose their jobs due to childcare challenges • 1 in 11 are forced to reduce their hours or are not able to go into full-time positions

The number of families sacrificing their careers due to childcare has steadily increased. Historically, it has often been the female caregiver that sacrifices their career, however the COVID-19 pandemic has exacerbated existing inequities between men and women in the workforce — four times as many women as men dropped out of the labor force in January 2021.45 Female labor force participation has fallen to its lowest point since the 1980s,48 with Black and Latina mothers disproportionately affected, with 28% of Latina women and 24% of Black women involuntarily working part-time compared to 17% of all women.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Societal investments in early childhood education can disrupt the intergenerational transmission of the effects of poverty. Increased access to affordable childcare increases parents' labor force participation, particularly among single mothers.50 Even a tiny 1.25% increase in the Cathedral City's workforce participation rate by families with young children would result in 562 more jobs54, $11,056,788 Million in additional wage earnings, and $1,028,281 in extra annual tax revenue in Cathedral City. Further, research suggests that investments in childcare have local solid economic development effects or multiplier effects because much of those dollars increase childcare worker wages which they, in turn, spend locally.57 The above economic impact analyses in this report were calculated using an input-output modeling system based on an initial model created by the Bureau of Economic Analysis (BEA). This report measures job loss as only one job loss and reduction in earnings were taken at face value; this report does not measure the ‘ripple effect’ or other impacts of that job loss or the estimated decline in overall earnings over time. Ripple effect impacts give a more complete understanding of the overarching economic impacts of child care and child care-related challenges. For example an analysis from the Institute for Women’s Policy Research found that over a 15-year period, women who took just one year off work had earnings that were 40 percent lower than women who did not take time off.52 44 Clive R. Belfield, “The Economic Impacts of Insufficient Child Care on Working Families” (Washington: ReadyNation, 2018)45 https://first5oc.org/childcare/exploring-the-challenges/46 US Chamberfoundation COVID19 impact childcare report https://www.uschamberfoundation.org/reports/covid-19-impact-childcare 48 https://first5oc.org/childcare/49
The Child Care Crisis Is Keeping Women Out of the Workforce50 http://people.tamu.edu/~abarr/Head%20Start%20Intergen_8_21_2017e.pdf51 https://www.ffyf.org/why-it-matters/economic-impact/#:~:text=Evidence%20shows%20that%20increased%20access,returns%20over%20the%20long%20term 52 https://www.americanprogress.org/article/child-care-crisis-keeping-women-workforce/ 54 How did we calculate that? An increase in workforce participation by 1.25% from currently at 57.2% to 58.45% would lead to an estimated 25,293 individuals in the workforce vs the current 24,731, for a difference of 562 more jobs, 562 more individuals at the average annual income of $19,674/year would come to $11,056,788 Million., with a 9.3% income tax in Cathedral City on new income wages of $11,056,788 would equal $1,028,281
57 Taryn W. Morrissey and Mildred E. Warner, “Why Early Care and Education Deserves as Much Attention, or More, than Prekindergarten Alone,” Applied Developmental Science 11 (2) (2007): 57–70, available at https://doi.org/10.1080/10888690701384897. 58 https://www.epi.org/publication/whos-paying-now-costs-of-the-current-ece-system/ https://www.nytimes.com/2021/10/06/upshot/child-care-biden.html 59 How Did We Calculate that? For Turnover and Replacement Costs: We estimated that around family employees leave annually because of a lack of childcare support. We took their average salaries of $, multiplied that by the industry average replacement cost (40% of salary for entry level, 150% of salary for mid-level, and 400% of salary for senior level), and multiplied by the number of employees in each cohort to get an annual cost of $. Over three years, this equates to $82,121,400. For Absenteeism and Presenteeism Costs: We estimated that has employed residents, and of those 3,600 have a child between the ages of 0-12, who on average miss days of work per year due to childcare issues, meaning your businesses are missing a total of full work days annually. If their average salary is $, then every missed day of work costs Employers an average of $ per day per employee or $ annually and $15,393,103 over 3-years.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Summary of Recommendations
Cathedral City’s 33759% ROI Case by Offering
WeeCare’s Childcare Community Benefit Program
Economic Development, Human Services, and Community Investments Impact ✔ Recruit & Retain Top Talent
✔ Maintain Business Continuity
✔ Support Women Returning to the Workforce
✔ Meet Diversity & Inclusion Objectives
✔ Encourage Health & Wellness
Based on the above report and analysis WeeCare recommends the city invest in childcare programming and contract with WeeCare to bring a total of four different programs to the City of Cathedral. The four childcare programs are broken up into two different phases.

The first phase includes two different programs designed to immediately stabilize and support childcare providers and small business employers through two programs:

1. The first program is Childcare Business and Technical Assistance. Funds in the amount of $50,000 will support 25 childcare providers and their enrolled families with Free Access to WeeCare for one year! As part of this providers and their families will not be charged concierge deposits, tuition processing fees, and support & safety fees.

2. The second program is Childcare Assistance for Small Business and Micro-Enterprise Employers. Funds in the amount of $80,000 will provide childcare benefits to employees of small business employers (any business with less than 50 employees) and micro-enterprise employers (with less than 5 employees). As part of this program Cathedral City will have access to a Childcare Benefit Admin Account Dashboard to monitor program results and support all the different employers and employees.

3. The third program is Backup Childcare Credits. Funds in the amount of $8,500 will support families seeking employment to secure backup childcare when needed through allotted credits.

Program details can be found on sequential pages.

Phase One Program ROI Analysis:

By implementing WeeCare’s Childcare Assistance Program for Small Business Employers, Cathedral City can boost economic development and support small businesses recover up to $27,373,800 in Turnover and Replacement losses and $5,131,000 in Absenteeism and Presenteeism losses by investing as little as $96,000 over the next year. A 33759% ROI! By supporting working small business employers families, Cathedral City can help stop economic losses of up to $32,504,834 resulting from childcare issues over the next year by investing as little as $96,000 and provide childcare matching and enrollment assistance.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Business Administrative & Technical Assistance with Free WeeCare Software Program Summary WeeCares tools and technology immediately reduce the administrative workload of providers and provide 24/7 customer and technical support to both childcare providers and their families. WeeCare has a full suite of business and administrative tools available for childcare providers including record keeping, curriculum, and family communications. WeeCares software matches childcare providers to families needing care for their exact schedule and age openings. WeeCare further assists in the tour, enrollment and first-day paperwork and coordination, and tuition processing. Childcare providers using WeeCare technology typically earn 30% more income and additionally save 15 - 20 hours per month on administrative work. In order to optimize the immediate number of families able to access child care it is strongly recommended that childcare providers have access to WeeCare's software technology free of charge.

Program Size:
# of Providers Sponsored CDBG City Funded
Cost/Month/Location
CDBG City Funded
Cost/Year/Locations
25 FCC locations $166.67 $50,000
Program Scope Summary

• WeeCare will be responsible for digital and grassroots outreach campaign bring awareness to the business tools and support available.
• WeeCare will facilitate all onboarding and training for participating childcare providers. • WeeCares technology will be made available to childcare providers free of charge including access to all premium features. • Additionally all payment tuition processing fees will be waived for families enrolled. • Each participating providers will also have access to a dedicated 1:1 care coach & 24/7 business and technical assistance support.
• WeeCare will help facilitate the marketing of each childcare locations to prospective families and match them based on the childcare locations’ real-time available openings.
• WeeCare will assist both the childcare provider and interested families with tour scheduling, enrollment and first-day paperwork and coordination, and on going tuition processing. • WeeCare will also provide ongoing 24/7 customer and technical support to enrolled families of childcare providers.

Full project program details available upon request.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) I. Childcare Business and Technical Assistance Program Summary WeeCare's Childcare Business and Technical Assistance Program supports family childcare (FCC) providers in operating a sustainable business by supplying them with WeeCare software and support free of charge. Through this program, 25 licensed family childcare providers in Cathedral City will receive business and technical assistance, generously funded in partnership with the city and WeeCare. These FCC providers qualify as micro- enterprises as they employ less than five employees per location. Providers are considered LMI employers who can serve additional LMI persons. By supporting 25 childcare providers, WeeCare will also help service 200-475 Cathedral City families.

Approximately 20% of childcare providers in Cathedral City live at or below the poverty line, which contributes to many childcare providers leaving the industry altogether as they are typically one life emergency away from sustainability. In California alone, 58% of childcare workers' families are on one or more public assistance programs, such as CalFresh, compared to 21% in the general population. Providers may spend 50–60 hours per week directly caring for children in addition to 10-20 hours per week on business and administrative work. Low wages and long hours make providers feel overworked and underpaid, causing them to shut their doors and reduce the number of available childcare slots for families in need of childcare. This reality was further compounded by the Covid-19 Pandemic as a result of decreased enrollment and the increased operations costs attributable to responding to the pandemic’s mandating purchasing of additional cleaning and sanitary products.

Furthermore, childcare providers that are remaining open struggle to market and appeal to millennial families, which are the majority of families having children and seeking childcare arrangements and who rely heavily on technology to access services. Providers also lack an easy way to optimize and manage their available openings. Providing support to transition to new technologies and to automate their operations will allow providers to improve their marketing and communication with younger families and enhance their available capacity, thereby increasing revenue.

The purpose of this program is provide back office support for family and micro-enterprise childcare providers to grow and sustain a healthy business, which will increase their revenue, reduce their workload, and in turn support the families of Cathedral City in securing reliable, quality childcare. Removing the common barrier of cost to join the WeeCare platform will open the door for providers to take advantage of the platform's helpful tools, resulting in 20 hours saved per week on average and 2-3x more annual revenue. WeeCare will utilize its technology platform to increase the quality of care for families and increase FCCs overall revenue over the program time frame.

WeeCare's tools contribute to provider success because they immediately remove much of the administrative and business workload that commonly falls on providers to complete all on their own. Business and administrative tasks include fielding calls from interested families, scheduling tours, staying on top of financial information, collecting payments from families, and more, all while trying to give their undivided attention to the children in their care.

WeeCare has a full suite of business and administrative tools for childcare providers, including record keeping, curriculum, and family communications. In addition, WeeCare matches childcare providers to families needing care for their exact schedule and age openings. WeeCare further assists in the touring, enrollment, first-day paperwork and coordination, and tuition processing. These tools give childcare providers back the valuable time they can spend focusing on the children to provide the highest quality of care.

Additionally, many family childcare providers operate their home daycare with little business experience or formal business education, except what they have learned from opening their family childcare at home. Access to WeeCare's platform also gives childcare providers access to additional resources and professional development

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) opportunities to support the growth and sustainability of their business while increasing the quality of care they are able to provide.

To activate and onboard the 25 family childcare providers in Cathedral City, WeeCare will roll out the program in phases:

TIMEFRAME ACTIVITY
April 2022 Launch marketing, awareness, and outreach to Cathedral City childcare providers and coordinate with the city and WeeCare's internal teams to ensure each provider has an equal opportunity to participate in the program May to June 2022 Onboarding and training childcare providers on how to use the platform including financial management, touring, communication with families, and more June 2022 Outreach to families already enrolled in the childcare locations to onboard them onto the WeeCare platform
Ongoing Ongoing 24/7 dedicated business, technology, matching, enrollment, and post- enrollment support
Ongoing Cathedral City will receive custom reporting and data to monitor the program's success. Examples of reported information include:
• the number of providers outreached and onboarded,
• the number of training provided,
• the number of tours requested and completed by families, • the number of children enrolled in each location, and • the increase in provider revenue due to participation in the program.

When FCCs join WeeCare’s network, they pay 10% of all tuition processed as a fee to WeeCare. On average, WeeCare earns $600-$850 per FCC per month, which is roughly between $7,000 to $10,000 thousand per year.

Even with the processing fee, our providers earn more revenue and save more time when compared to not being on the platform. WeeCare will match the public spending costs of $2 for every $1 of CDBG funding spent.

Therefore, we propose that we cap the monthly fee to be paid through funds from the CDBG program to $200 a month per FCC for this program. This cost will go toward waiving all fees for participating providers and provide them with full access to WeeCare's software and support. The cost of providing business and technical assistance to 25 childcare providers in Cathedral City for 12 months is $50,000. There will be no start-up or implementation fees outside of the total cost.

Childcare providers must meet the following criteria and guidelines to be eligible for participation in the program:
• Located and operating in the City of Cathedral City
• 5 or fewer employees, including the owner
• Document that funds are not duplicating other assistance provided via the CARES Act • Able to produce payroll records, proof of Workmen’s Compensation, or other documentation to verify the number of employees

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) $0.00
$0.00
Name Price QTY Subtotal
Business & Technical Assistance for
Microenterprise Childcare Providers
Business and Technical Assistance including free
access to WeeCare software tooling to support tour
scheduling, Enrollment Support, Family Concierge ,
Payment processing, Curriculum, and more!
Normal cost
$500/facility/month
$6000/facility/year
$6,000.00 25 $150,000.00
WeeCare's Matched Public Spending
WeeCare will match public spending with a 2
dollars contributed to every 1 CDBG / City
public dollar.
-$4,000.00 25 -$100,000.00
Subtotal $50,000.00
Discount
Tax
Total $50,000.00

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) II. Childcare Assistance for Small Business & Micro-Enterprise Employers WeeCare’s Childcare Assistance for Small Business and Micro-Enterprise Employers Program supports small business and micro-enterprise employers by providing childcare benefits for their working families. The purpose of this program is to increase access to childcare for working families and thereby increase labor force participation.

Benefits of this program include fostering a healthy economy while supporting small businesses and providing micro-enterprises with additional incentives such as tax breaks. A business is considered a small business if it has fewer than 50 employees while a business is considered a micro-enterprise if it employs five or less employees.

Employers face serious challenges when trying to implement childcare benefits for their employees. These challenges include setup costs, the time required to set up, limited childcare provider availability and inflexible options for their working families to name a few. In fact, only 7 percent of employers nationally offer childcare benefits. The WeeCare Childcare Benefits program was created to solve this very pervasive, complex, and economically debilitating problem. Small businesses and micro-enterprises face added difficulty when offering childcare benefits because they do not have the same resources as a larger company. However, many small and large companies are willing to provide some form of childcare benefit to their employees. For example, the U.S.

Chamber of Commerce Foundation found that 20% of employers are willing to increase their organization’s investment in childcare needs. In comparison, 45% are unsure, and 35% are unwilling to take action. Additionally, 48% of employers would be more inclined to offer childcare assistance to their employees if the government provided additional incentives or support (See section: "Employers Perspective").

The United States (US) loses billions of dollars annually due to a lack of access to childcare for working families. In addition, many parents experience some disruption in their working life as a result of unreliable childcare. Small businesses and micro-enterprises are targeted in this program because smaller businesses are the largest employers in the US. However, they often do not have sufficient resources to offer childcare benefits to their employees. On average, Cathedral City loses a total of $32.5 million in productivity and wage losses annually, including $5.14 Million lost due to absenteeism resulting from a lack of childcare and $27.37 Million lost in turnover and replacement costs. Additionally, an estimated 240 new family employees leave their jobs each year in Cathedral City because of childcare-related challenges (See section: "Economic Analysis of the Impact of Childcare on Cathedral City"). Childcare benefits are key for decreasing employee absenteeism, increasing team satisfaction, and reducing employee turnover — all which underscore WeeCare’s impact in the childcare space.

The Covid-19 pandemic impacted most businesses; however, small businesses were most significantly impacted as a result of their more limited access to resources in comparison to larger companies. Additionally, as discussed above, families have long-faced a myriad of childcare challenges which were worsened and exacerbated by the Covid-19 pandemic. The Covid-19 pandemic has in essence made a pervasive problem into a crisis. Now more than ever, employers and businesses face increased difficulty attracting new employees and retaining existing employees due to a lack of childcare availability and affordability. Working families have expressed how childcare benefits would impact their work, with 67% stating they would be more loyal to their current job if their employer offered childcare assistance. That percentage rose to 74% for working families with children under four. The same survey found that 60% of working parents believe their job performance would improve if their employer offered some form of childcare assistance (See section: "Employers Perspective"). Working mothers have been disproportionately affected by the pandemic as there are greater expectations for them to stay home and care for their children than fathers.

WeeCare has created the only childcare benefits program built to enable employers of all sizes to cost-effectively offer employees and team members the most options and support for their childcare needs. WeeCare has

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) developed flexible childcare benefits options that employees can actually use and are seeking from their current and prospective employers. WeeCare’s innovative technology platform matches families with the right providers who are able to offer care tailored to a family’s specific needs, increasing the value of the benefit to both employer and employee.

Through WeeCare’s program, small businesses will have the option to provide childcare benefits to their working families funded in partnership with the city. WeeCare will support employers in Cathedral City, making them aware of the childcare benefits. Employers will opt-in under one childcare benefits account for the entire city, at which point their working families will be able to use their childcare benefits. WeeCare will onboard families, find out their care needs and preferences, and match them to childcare providers within Cathedral City that match all of their needs and preferences.

The cost of providing childcare assistance to small businesses and micro-enterprises in Cathedral City for 12 months is $80,000. This cost will go toward paying for the benefit for each employer, which typically costs $7 per employee per year and an additional $6,000 base fee. This cost will also remove the $98 concierge fee and weekly $6.99 support fee for working families who take advantage of this benefit. In addition, WeeCare will match the public spending costs of $1 for every $1 of CDBG funding spent. $0.00
$0.00
Name Subtotal
Childcare Assistance for Small Business & Micro-
Enterprise Employers
Covers employed residents in Cathedral City of small business employers with less than 50 employees, and micro-enterprise employers with less than 5 employees, estimated to be approximately 24000 total employees, - Priority Placement at all WeeCare’s

- 24/7 Dedicated 1:1 Care Manager

- Waived $98 Care Manager Fee

- Waived $6.99 Weekly Safety Fee
$160,000.00
WeeCare's Matched Public Spending
WeeCare will match public spending with 1 dollar contributed to every 1 CDBG / City public dollar.
-$80,000.00
Subtotal $80,000.00
Discount
Tax
Total $80,000.00

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) III. Backup Childcare Credits Program Summary
WeeCare’s Backup Childcare Credits program provides support to low-moderate income (LMI) families in need of childcare to secure employment.

One of the greatest barriers to employment is childcare. A lack of childcare or unreliable childcare prevents parents or guardians from being able to maintain employment, look for employment, or secure a job because it interferes with job hunting, attending interviews, and being able to commit to a set schedule.

The purpose of this program is to provide childcare subsidies to LMI families, to enable them to secure employment. Once approved, families can choose to send their child to any licensed and insured childcare providers registered with WeeCare to participate in the program. The provider does not have to be located in the participating city to ensure parents and guardians have access to all the options available to them. Grant funds will be paid directly to the childcare provider as monthly reimbursement facilitated by WeeCare.

The cost of providing 100 backup childcare credits to the residents of Cathedral City is $8,500. This cost will go toward paying for 100 credits, which each equal one day of care. This program will support up to 100 families in Cathedral City.
$0.00
$0.00
Name Price QTY Subtotal
Childcare Credits
One childcare credit equals one day of care.
$85.00 100 $8,500.00
Subtotal $8,500.00
Discount
Tax
Total $8,500.00

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) CDBG - CV and CDBG Program Pricing Total
WeeCare’s programs are flexible and designed to address specific challenges of each community.

Name Price QTY Subtotal
Business & Technical Assistance for
Microenterprise Childcare Providers
Business and Technical Assistance including WeeCare
free access to WeeCare software tooling.
$50,000.00
1 $50,000.00
Childcare Assistance for Small
Business Employers
Covers employeed residents in Cathedral City of
employers with less than 50 employees, estimated to
be approximately 24000 and any new employees
added during the term.
- Priority Placement at all WeeCare’s

- 24/7 Dedicated 1:1 Care Manager

- Waived $98 Care Manager Fee

- Waived $6.99 Weekly Safety Fee
$80,000.00 1 $80,000.00
Childcare Credits
Funded through CDBG
$85.00 100 $8,500.00
Total $138,500.00

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Frequently Asked Questions
What is the WeeCare's Childcare Assistance Program?
Please see summary number II above.

How does this program help Childcare providers, and how does it help parents? The program helps childcare providers in the follow ways:

1. It provides them with a comprehensive interface to manage their business

2. It provides them with a mechanism to manage all back-office aspects of their business

3. It opens up the accessibility to their services to a wide clientele pool by placing their business on an app that is widely accessible

4. It increases their revenue by streaming their business operations and providing business support services Also, please see summary number I above for further information.

How does it help Cathedral City residents, specifically? WeeCare's programs help Cathedral City Residents specifically in the following ways.

1. It provides Cathedral parents with access to affordable, accessible, high-quality childcare so that they can participate in the local economy

2. It facilitates employment of Cathedral residents who could not otherwise work because they could not afford necessary healthcare for their children

3. It enables local businesses to grow and to become a part of the economic growth and stability of Cathedral City

4. It positions youth residents for academic, social and professional success by providing them with access to high-quality childcare that facilitates their academic, social and professional development

5. Residents will benefit from the improved economic position of local business and the local economy of Cathedral City by strengthening and growing the local business who will both provide much needed services to local residents but will contribute to the ratable economy of Cathedral City.

How will WeeCare market this program to the 24,000 estimated employees? WeeCare will market the programs to employers using the following methods.

1. Work in partnership with Cathedral City to facilitate a mailer and email advertising the program and the partnership to all 24,000 employers

2. Facilitating relationships with the local chambers of commerce, business improvement districts, professional organizations and other business networks to ensure dissemination of to their members

3. We launch an email drip campaign in coordination with our internal marketing team. We will create landing pages to explain the programs and distribute to small business and micro-enterprise employers. Employers will opt in and send the program information to their employees so they can opt in and begin using benefits..

How many new/existing child care providers will this help? WeeCare’s program has allotted 25 slots to existing childcare providers.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) How big of a problem is childcare in Cathedral City?
Cathedral City currently has 68 FCCs, 47 FFN providers, and 4 licensed centers (only 1 of which offers full day care), which totals approximately 1,016 capacity slots. For every 3 children in Cathedral City, only 1 licensed childcare space exists because there are an estimated 3,027 children ages 0-5. Only 1 out of every 20 childcare providers is completely full on their capacity, however, which indicates that there is a breakdown in the ecosystem somewhere because parents are still having trouble finding childcare even though there are providers available.

Generally, this is due to families only having access to outdated information and childcare providers not knowing how to optimize their available capacity or being unwilling to accept government subsidy enrollments. Lack of adequate access to childcare also significantly impacts the economic landscape of Cathedral City. Currently, employers in Cathedral City experience $5.13 Million in annual losses due to absenteeism and $27.37 Million in annual losses due to turnover and replacement costs, resulting in a total loss of $32.5 Million each year due to childcare related challenges. Additionally, an estimated 240 employees with families leave their job each year due to a lack of adequate childcare. If working parents don’t have access to reliable, affordable childcare, they are unable to return to work or maintain stability at work, particularly women as they are disproportionately affected and expected to remain home to care for their children.

What is the timeline and how soon will we see success?
The program will launch business and technical assistance within 6 weeks and WeeCare will be able to begin services by the end of April, if not sooner. WeeCare will be consistently measuring success metrics of the program and will be able to report success of the provider business and technical assistance program within the first 2 months of the program launching. Some examples of success measures that will be reported include the number of providers that have opted in as well as the level of app utilization (i.e. tours requested/accepted, messages sent, etc.). Childcare benefits for small businesses will launch shortly after business and technical assistance for providers, approximately two weeks, so there will be an ample amount of support for providers as more working families seek enrollment. Success metrics for the small business program will be provided within the first two months of implementation, and will be measured by the number of small businesses that opt in, the number of families that utilize the benefits and find childcare, as well as the increase in enrollments for participating providers.

What will you need to accomplish before the program launches and services begin? WeeCare will need 6 weeks of lead time to coordinate the launch with our internal teams, such as product and marketing, in addition to coordinating with Cathedral City’s teams to put together PR materials and set up communications within the city. WeeCare will be creating landing pages for providers and small business employers/employees as well as ensuring teams are informed to ensure a smooth launch.

How many people are expected to be impacted by these programs? Estimated to impact at least 1,438 individuals. This is from expectations of the number of childcare providers that will participate and the number of families they will serve, in addition to the number of families serviced at each small business. This number is an approximation and will likely increase as we see program success.

What kind of success are you anticipating from this program? We expect to see an increase in provider participation in WeeCare, which will provide them with support for their business, particularly surrounding filling and managing their capacity and connecting with more families. We also expect participating providers to fill to maximum capacity which will help them maximize their revenue and ultimately more families will be serviced and less families will be turned away. Additionally, we expect to see an increase in workforce participation as families are more able to find affordable childcare and return to work. This increase in accessibility to reliable childcare will positively impact the small business employers of Cathedral City because they will see less employee turnover and missed work days due to childcare challenges. Currently, employers in Cathedral City experience $5.13 Million in annual losses due to absenteeism and $27.37 Million in

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) annual losses due to turnover and replacement costs, resulting in a total loss of $32.5 Million each year due to childcare related challenges. Additionally, an estimated 240 employees with families leave their job each year due to a lack of adequate childcare. The economic impact of this program is expected to be significant due to increased workforce participation. Even a tiny 1.25% increase in the Cathedral City's workforce participation rate by families with young children would result in 562 more jobs 54, $11,056,788 Million in additional wage earnings, and $1,028,281 in extra annual tax revenue.

What is the long-term goal of this program? What happens at the end of the contract? In short - Economic Empowerment. The goal is to create a more sustainable childcare ecosystem in Cathedral City by giving providers the tools to manage their business successfully and incentivizing businesses to become part of the solution by offering childcare benefits, which will ultimately influence the overall economic development of the city by reducing economic losses caused by childcare challenges. Currently, Cathedral City is experiencing $5.13 Million in annual losses due to absenteeism and $27.37 Million in annual losses due to turnover and replacement costs, resulting in a total loss of $32.5 Million each year due to childcare related challenges. Additionally, an estimated 240 employees with families leave their job each year due to a lack of adequate childcare. WeeCare’s program aims to increase female participation in the workforce by increasing access to childcare, as well as reduce the massive costs currently being incurred due to high turnover and absenteeism. This will help employers struggling with staffing shortages, retention, and hiring challenges. Another goal of this program is to ensure families have equitable access to high quality childcare including families having backup and long-term care options that meet their cultural needs. Ultimately in the long-run, this program will help to create a more viable urban community for Cathedral City.

What level of involvement will the city have?
Ideally the city will have minimal involvement as childcare providers and businesses become self-sufficient using the tools and navigating the ecosystem throughout the course of the contract. WeeCare is here to do a bulk of the work in supporting participating childcare providers and small business employers, while the city would help set up the qualifications and determine program eligibility to align with the consolidated plan and strategic goals of CDBG funding. Another area of support from the city would be providing access to updated business contacts and lists as well as establishing the meeting cadence to ensure we remain in alignment throughout the course of the contract.

We are able to enforce and support with implementation, recruitment, reporting, etc.

Why are we putting money into providers and not directly into families? A healthy childcare ecosystem relies on a solid and supported childcare workforce. To establish long-term solutions, WeeCare aims to support families by first supporting childcare providers in establishing and operating sustainable businesses. This will help providers remain open, optimize their capacity, subsequently reducing the number of providers leaving the industry, and ultimately serve more families. The subsequent ripple effect will positively impact families by increasing their access to reliable childcare.

Why not just subsidize the childcare slots and give money to the families? In Cathedral City currently there are 1,801 children in need of childcare assistance but aren’t receiving it. If the city were to use this money to subsidize care, at $350/week for the typical rate of subsidized childcare, the city would only be able to service 8 children, leaving 1,793 without the care that they need. This program allows for greater impact on the childcare ecosystem in Cathedral City as a whole because we’ll be setting providers up for future success and reducing economic losses throughout the city.

Why are small businesses being targeted for childcare benefits?

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Small businesses don’t have all the resources and finances that larger businesses do to provide benefits to employees, let alone childcare benefits. This program will give small businesses the means to offer these benefits and will see the positive outcomes that offering childcare benefits will have on the success and sustainability of their business. There are 652 small businesses in Cathedral City that will have the opportunity to participate in this program. The US Chamber of Commerce found that 20% of businesses would like to offer childcare benefits, and 48% would be more likely to offer benefits if there was some kind of government incentives or assistance.

How will the public receive their benefit?
There will be dedicated landing pages for childcare providers, small business employers, and small business employees to opt in to the program, which will be sent out in an email campaign by WeeCare and advertised by the city. WeeCare outreach will go out to family childcare providers and small business employers and will include links to the landing pages, more information about the program, and letting them know that the city is providing these benefits to them. Once providers, employers, and employees opt into the program and sign up with WeeCare, they will receive the services paid for by the city. The city will be set up with a single admin account and dashboard for small businesses to join and receive childcare benefits for their employees, which will be managed by a WeeCare account manager. Employed families will then utilize WeeCare and our childcare coordinators to search for and enroll in childcare locations that best fit their needs, using the benefits provided by their employer to pay for the childcare. Childcare providers that opt into the program will have access to WeeCare’s platform to manage tours and enrollments, communication with families and with WeeCare support, as well as post-enrollment experiences including health and safety checks and photo and video updates.

How will your program ensure social equity and accessibility? WeeCare doesn’t discriminate against any underserved population and celebrates the diversity of the populations that we serve. Every childcare provider and family that comes to WeeCare for assistance with childcare is given equal opportunity and access to WeeCare’s resources. Additionally, WeeCare ensures accessibility by providing resources over the phone, via text, in-app messaging, and through web browsers. We are also able to support multiple languages, including Spanish.

What does it take to be a licensed daycare provider?
To become a licensed family childcare provider in California, providers must attend an orientation and fulfill all the licensing requirements put forth by the Community Care Licensing Division of CDSS. There are two types of family childcare (FCC) homes, small and large. FCC(large licenses) homes are licensed for either up to 8 children (small licenses) or up to 14 children at any given time. Licensees must be 18 years or older, live in the home they are licensed for care, obtain a criminal record clearance, obtain a tuberculosis test, complete 16 hours of Pediatric Health and Safety training. If applying as a large FCC home, licensees must provide proof of one year of experience as a small FCC home provider or as a teacher or director of a licensed childcare center. After completing an orientation and becoming familiar with all Title 22 regulations and health and safety codes, providers must apply and pay all necessary fees. The final step is a pre-licensing inspection, during which a Licensing Program Analyst will inspect the home. Licensed FCC providers are then required to comply with announced and unannounced inspections of the FCC home to maintain an active license. If a provider violates any laws and regulations, their license may be suspended or revoked.

Are there a significant number of providers no longer in business? If so, why? Almost a third reduced California’s childcare workforce at the start of the pandemic. Although many providers have returned, the workforce is about 10% smaller. Childcare providers are leaving the industry at an alarming rate for several reasons, including low wages, safety, school closures, staff shortages, and being overworked. Additionally, many providers are quitting childcare because they’re worried about getting sick with Covid or infecting close family members; in addition, many providers shut down their daycare so they could stay home and care for their children

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) that were home due to school closures. Staffing shortages also lead providers to work extra hours for little pay, which is causing overworked providers to leave the industry altogether for better opportunities (source).

WeeCare addresses many of these blockers by helping providers actualize their full revenue potential and fill their location. WeeCare does this by using our matching algorithm to place families at childcare locations that accommodate their preferred care schedules while ensuring providers fill up all their slots. WeeCare’s high-level view of the childcare landscape, including accurate depictions of supply and demand, allows for efficient matchmaking and capacity optimization. Additionally, WeeCare provides daily health screening tools to maintain the health and safety of each location. These health screening tools help families, and their children avoid unnecessary sickness. It also protects providers from illness, which allows them to remain open more often than not and provide more consistent care. WeeCare’s business tools also remove a significant workload from providers, giving them a break from administrative tasks and removing the extra, time-consuming burden of running a sustainable business.

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Attachment: FY 2022-23 WeeCare Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued))

2021-2022 Funding Proposal
For the
City of Cathedral City

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Attachment: FY 2021-22 Assistance League Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Cathedral City
FUNDING REQUEST: $15,000 to clothe over 300 Cathedral City elementary school students as well as provide hygiene kits for those students.

ESTIMATED NUMBER OF PEOPLE SERVED THIS FISCAL YEAR (June 1 to May 31): 2500 YOUTH, 100 ADULTS, 400 SENIORS
Relevant Public Services: Provide equipment, supplies, and materials necessary to carry-out a public service related to the effects of the pandemic, or to enable resilience to the effects of coronavirus in future, such as food banks, youth services, health care, WIFI, or senior services.

A. GENERAL PROGRAM DESCRIPTION
We seek funding for our Operation School Bell® program which serves disadvantaged, under- represented minority youth. We serve three school districts (Coachella Valley, Palm Springs, and Desert Sands), the majority of these district students are disadvantaged.

Through our Operation School Bell program, the organization purchases new school clothing and hygiene kits for distribution to students i n need. Since 1991, our organization has provided these items to under-served, under represented, low-income students. Over 50,000 students have been served through the program. There are no comparable programs in the area.

School personnel refer us to needy students, i.e.: students with limited school clothes because of an emergency or crisis; students raised by a struggling single parent, in foster care, or living in a homeless shelter; students being teased or bullied because of the clothes they wear; and students teachers observe wearing worn, torn or ill-fitting clothing, or the same clothes day after day. After students are identified, our volunteers order clothing and pack clothing bags for recipients.

Participating students receive shirts, shoes, socks, underwear, and hygiene kits. Additional clothing and hygiene kits are purchased for inventory which enables school administrators to distribute clothing and hygiene kits throughout the school year as needs arise such as the arrival of migrant students or other new enrollees, students unable to comply with a school uniform policy due to lack of proper clothing, and students needing clothing replaced be cause clothing items become worn or no longer fit.

Our goals for the 2021-2022 school year are to clothe 2,500 students at a cost of $40 per participant and to purchase 3,000 hygiene kits at a cost of $4.00 per kit. 2,500 kits will be distributed along with clothing bags. An additional 500 kits will be distributed to homeless students and others in need of hygiene kits. Additionally, extra clothing will be purchased for inventory. The extra inventory enables school administrators to distribute clothing throughout the school year as needs arise.

Participants by school district are projected to be:

Palm Springs Unified School District (PSUSD) 863
Coachella Valley Unified School District (CVUSD) 1,200
Desert Sands Unified School District (DSUSD) 437
the school year as needs arise.

Participants by school district are projected to be:

Palm Springs Unified School District (PSUSD) 863
Coachella Valley Unified School District (CVUSD) 1,200
Desert Sands Unified School District (DSUSD) 437

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Attachment: FY 2021-22 Assistance League Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) Budget
Clothing $95,000
Health $12,000
Office Supplies, Printing, Postage $ 200
TOTAL $107,200
In 2021-2022
, we will clothe over 300 PSUSD students in the following Cathedral City schools:

Agua Caliente, Cathedral City, Landau, Rio Vista and Sunny Sands. These schools were identified by PSUSD as being the most in need. Our expenditures for Cathedral City student benefits are already in excess of excess of $10,000 and the school year will not end for several months.

Providing new school clothes improves student self-esteem, attendance, and classroom behavior while reducing teasing and bullying. Having clothes to wear to school prepares students to learn and focus on school work rather than worrying about having proper clothing and fitting in with their peers. Beyond that, providing clothing to disadvantaged students is an important part of their well-being. As we have developed relationships with school district personnel who work with homeless families and others from disadvantaged circumstances, we find that those we serve need reassurance of stability in these uncertain times.

Distributing hygiene kits is impactful as many students we serve do not have access to basic toiletry items. Student anxiety is reduced and self-esteem and confidence improve as students have needed hygiene supplies. These supplies also reduce incidents of disease as well as reinforce the hygiene steps necessary to prevent further COVID spread throughout family groups and the local communities.

COVID-19 has disproportionately affected minority families in the Coachella Valley financially, physically and mentally. Many families are still either under or unemployed, facing eviction or unable to obtain childcare in order to make ends meet. By providing new school clothing and hygiene kits, our organization relieves some of the financial stress faced by these families.

B. COVID-19 impact and our efforts to mitigate that impact.

In 2020, our organization pivoted to increase our focus on hygiene and the ways to educate students on proper hygiene. This was to help families mitigate COVID-19 infection transmission, as well as learn proper daily hygiene with the provision of hygiene kits alongside the new clothing. COVID-19 disproportionately affected minority families in the Coachella Valley financially, physically and mentally. As many as 94% of Coachella Valley school children qualify of free or reduced lunches. The continued financial effect of job loss, underemployment or caregiving is placing families under extreme financial duress. New clothing was not a necessity under the 2020-2021 virtual learning models, but with schools back to in person learning, as well as the resumption of social interactions and recreation, we are being contacted by more school principals to see if we can provide necessary clothing for needy students. Many valley schools require uniforms, adding to back-to-school stress. With new

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Attachment: FY 2021-22 Assistance League Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued)) school clothing and hygiene kits, our organization relieves some of the financial stress faced by these families, as well as providing self-confidence to those adversely impacted by COVID.

C. Please describe how you will evaluate or measure the success of this grant request.

Evaluation of this program is accomplished by surveying the teachers who referred students to the program. We measure the change in student behavior. Historically, positive results have been shown in all three of the areas surveyed: observed change in classroom behavior, observed change in student confidence, and observed change in level of engagement with peers and/or school activities.

D. Please list the names and describe the roles of key organizations or agencies that will collaborate with your organization to implement this program or project.

Key organizations: Palm Springs Unified School District (PSUSD), Coachella Valley Unified School District (CVUSD), and Desert Sands Unified School District (DSUSD) provide the number of participants for each respective districts and the participants’ schools. The districts may also assist in the packing of the new clothing and hygiene kits as well as providing space for the packing and distribution. We also have financial support from some of the Coachella Valley cities, including Indio, La Quinta and Rancho Mirage.

Submitted by:

Jennifer Gifford
Grants Chairperson
Assistance League Coachella Valley
P.O. Box 3056
Rancho Mirage, CA 92270

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Attachment: FY 2021-22 Assistance League Proposal (3167 : Substantial Amendment to the CDBG FY 2021-22 Annual Action Plan (continued))

Transgender Health and Wellness Center
340 S. Farrell Drive, Suite A208, Palm Springs, Ca. 92262 Ph: (760) 202-4308 & (760) 656-4141 Fax: (760) 818-8025 6700 Indiana Ave, Suite 252, Riverside, Ca. 92506 Ph: (951) 530-8257 Fax (760) 818-8025 6840 Indiana Ave, Suite 150, Ca. 92506 Ph: (951) 530-8148 Fax (760) 818-8025 3737 Moraga Ave, Suite A204, San Diego, Ca. Ph: (858) 352-6015 Fax (760) 818-8025 www.trans.health

The Transgender Health & Wellness Center (TH&WC) was founded by Transgender Community Coalition in 2018 with only $10,000.00 in Cathedral City. It now has four locations in Southern California with close to a 1-million-dollar budget in 2022. In four years, it has become the largest employer of Transgender, Gender Non-Conforming and Intersex (TGI) people in Southern California. It has over 3,000 clients/patients and performed an addition 1,100 enrollments in 2021 for social services and healthcare. By the equations used by the Williams Institute Cathedral City has hundreds of TGI residents. TH&WC region that it serves is up to Upland to Barstow, Down to El Center and Imperial Valley, and to San Diego. This includes Cathedral City residents.

Although TH&WC focuses on the TGI community and LGBTQ+ youth it is open to anyone that needs assistance. As TH&WC grows it is a member of the Riverside County Continuum of Care (CoC), our CEO sits on a LGBTQ health equity committee for the White House and much more. These committees and more allow TH&WC to bring life changing resources to Cathedral City residents. As an example:

TH&WC and the Riverside CoC, TH&WC currently is offering housing vouchers for victims of domestic violence, sexual assault and homeless. These vouchers all both first month and deposit, and a monthly payment for housing for one year if they agree to be in the case management program to help them be a success. Statistics show that just giving someone housing along is insufficient to success. It takes management and navigation to help the person get on their feet and stabilize over the course of a year.

TH&WC would like to work with the Cathedral City Police Department, so they have this information to help those in Cathedral City that they serve and protect while addressing incidents of violence or patrolling for homeless camps.

In addition, to address at risk human trafficking in Cathedral City with at risk youth i (LGBTQ+ Youth have the highest risk of sexual abuse in family settings)ii TH&WC would like to start its LGBTQ+ youth internship with Cathedral City LGBTQ+ youth. They would come to the office, learn office skills, to give them a competitive edge with future employment, and reduce potential underground economic activity like survival sex work.

With the above it requires complex navigation due to systemic barriers to provide effective case management for victims of sexual assault, domestic violence, and the LGBTQ+ community.

Part of the housing assistance program and general Cathedral City population TH&WC provides ‘free’ mental health treatment and life coaching to help guide individuals to success. This program

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Transgender Health and Wellness Center
340 S. Farrell Drive, Suite A208, Palm Springs, Ca. 92262 Ph: (760) 202-4308 & (760) 656-4141 Fax: (760) 818-8025 6700 Indiana Ave, Suite 252, Riverside, Ca. 92506 Ph: (951) 530-8257 Fax (760) 818-8025 6840 Indiana Ave, Suite 150, Ca. 92506 Ph: (951) 530-8148 Fax (760) 818-8025 3737 Moraga Ave, Suite A204, San Diego, Ca. Ph: (858) 352-6015 Fax (760) 818-8025 www.trans.health

would reduce government costs for social services, suicidal ideation and attempts, and navigation of systemic inequity.

We thank you for the opportunity to apply for $20,000.00 to provide these services to the Cathedral City Community.

Thomi Clinton, CEO

Thomi Clinton, CEO

i https://www.hrc.org/resources/sexual-assault-and-the-lgbt-community ii https://www.nctsn.org/sites/default/files/resources/lgbtq_youth_sexual_abuse_professionals.pdf

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January 27, 2022

Andrew Lee
City of Cathedral City
78-495 Calle Tampico
Cathedral City, CA 92234

RE: CVHF Program Overview - Fiscal Year 2021/2022

Dear Mr. Lee:

This letter is to provide you with further information regarding the services offered in Cathedral City through the regional CV Housing First (CVHF) program.

Throughout the COVID-19 pandemic we have continued to provide services and shelter through the CVHF program, which integrates outreach, progressive engagement, and crisis stabilization housing (CSH) with case management and wrap around services. There was no interruption in the provision of services to clients and thorough safety protocols were implemented to protect staff and clients from the risk of exposure to COVID-19.

Our CSH units have provided emergency shelter to Cathedral City residents, and seniors in particular. These particular households who originate from Cathedral City are placed in bridge housing for up to 90 days, while case managers work with each household to identify permanent housing solutions.

Further, Street Outreach is regularly conducted in partnership with Cathedral City Police Department as part of the CV200 initiative, filling a unique role in Coachella Valley’s homelessness response network by targeting the hardest-to-help people living on the streets in Cathedral City. With the recently deployed Mobile Access Center, our staff will expand our existing services to assist more unsheltered homeless living in Cathedral City with acquiring vital records, compiling necessary documentation for housing, and providing intensive case management.

If you have any questions, please contact me at [email protected] or 760-346-1127.

Sincerely,
Anyse Smith
Management Analyst

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FY22 CDBG PROPOSAL

CARES Pandemic-Related Programs, Services, and Outreach Engaging Low-Income, Marginalized Cathedral City Communities

A. COVER LETTER

1. Agency contact
Geoff Corbin, President & CEO, Cathedral City Senior Center 37137 W. Buddy Rogers Ave., Cathedral City, CA 92234, 760-321-1548 o, 404-759-8443 c, [email protected], www.theccsc.org

2. The purpose of the organization
Since 1980, Cathedral City Senior Center (CCSC) has provided for the needs of Cathedral City's seniors, their families, and caregivers. We proudly serve Cathedral City residents and seniors in bordering cities regarding their aging issues; healthy aging in place, as well as broader nutritional and crisis needs ; access to free motel vouchers, provision of emergency meal kits, grocery store, and gas station gift cards; and access to CVRM, APS, and a network of resources throughout the valley.

CCSC offers recreation, exercise, nutrition, wellness, social opportunities, access to social services, transportation, cultural and educational experiences that prevent isolation, promote independence, healthy living, and quality of life for older adults a nd caregivers.

Because area seniors face medical, nutritional, transportation, and financial challenges, we provide our services regardless of ability to pay. CCSC is uniquely positioned to provide services typically executed by large social services agenc ies and programming often offered by community center s—managed by a municipal parks department—to a broader, more diverse audience of seniors and younger city residents who makeup up Cathedral City.

CCSC is a one -stop aging resource and service center wi th more than 600 senior members, who might refer to CCSC as their home away from home; another 5000 older adults who routinely utilize programs and services multiple times annually; and over 40,000 people from across the valley who visit the Center annually. Further, thousands of seniors utilize social media, virtual programming (e.g., CCSC@Home), and call or email for resources, information, and referrals.

Where CCSC fits in the tapestry of senior centers across Coachella Valley There are fourteen senior centers or senior center operations and initiatives within municipal community centers in Coachella Valley. Eleven are publicly funded and managed by city governments, Riverside County, or the Desert Recreation District, a special government district. For example, Indio's new multimillion- dollar senior center facility was built and is maintained by the city, and the 1.3MM+ program budget is a line item in the city budget.

The three nonprofit senior centers are all in West v alley and border one another. The centers bordering either side of Cathedral City are Mizell Senior Center serving Palm Springs, a city of 44,000, and Joslyn Senior Center in Palm Desert, 51,000, also serving Rancho Mirage and Indian Wells.

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Role in Cathedral City
Cathedral City is a diverse working city of 55,000 residents, with particularly high- need seniors. Yet, Cathedral City Senior Center faces the challenge of historically and significantly less public funding combined with a small but growing private donor base.

Public and private funding sources are on a tremendous trajectory but are insufficient to serve all the local seniors in need. Space is another significant barrier to growth, so the center is responding with site-specific community programming throughout the city.

Cathedral City is a minority -majority city . Nearly 60% of Cathedral City residents are Hispanic; therefore, we have a substantial Spanish-speaking population. Over 40% of our residents reside in low -income census tracts . In 2 021, CCSC 's board of directors committed the agency to a concerted effort to serve BIPOC and marginalized communities. For instance, CCSC has an agreement with the Braille Institute that added 42 Braille members and a host of low -sight-oriented programming. The center also provides ASL and language classes, including Spanish for Spanish Speakers, teaching Spanish reading and writing.

Modernizing to address the Silver Tsunami – Becoming a 21st century center for active living
CCSC is modernizing to become a 21st-century community center for active living in part because the so-called 'silver tsunami' of aging Boomers is upon us. By 2050, nearly 20 percent of the United States population will be 65 or older, compared to 15 percent today.

In the Coachella Vall ey in 2015, the number of people 60 years and older far exceeded state averages. The age brackets from 70 to 79 were 100 percent greater than the state average. Overall, 25.5 percent of Coachella Valley residents were older than 60, while the state showed 17.5 percent. In part, these statistics are on the rise because the valley is a popular winter getaway and a major retirement destination.

As the Valley ages, CCSC is preparing for the increase in the aging population, their changing interests, needs, an d how this will impact the senior center's role in providing services. We are asking the community what it will take to attract this population to the center, to be their gathering place and a vital source of entertainment, recreation, education, and arts. We want to provide the help they need to remain connected to their community, age in place, and keep active minds, spirits, and bodies.

Boomers don't see themselves at traditional senior centers. Yet, like all seniors before them, they need to remain ac tive, with healthy minds and bodies to remain independent as long as possible. Crucially, CCSC must transform to meet the needs of the vast age span and diversity of residents in our majority-minority, low-income community. CCSC will double its membership in three years with the community outreach initiative by attracting more of Cathedral City's Spanish-speaking majority. As the only city in the valley without a parks department or a community center, CCSC meets additional demands. CCSC's outreach initiative is essential for our strategic transformation and expansion into a 21st - century community center for active living.

Community outreach mandate: engaging marginalized communities Cathedral City's Hispanic and Spanish-Speaking Communities In 2021, the s enior center board of directors approved, and the agency launched a momentous outreach initiative to reflect better the communities we serve. Thanks to a generous private seed grant, CCSC hired a half -time Community Outreach Coordinator

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Alma Gutierrez. Also, the board elected our new board chair, Luz Gonzalez, in June 2021; both Luz and Alma are native Spanish speakers forming a coalition of partners to help CCSC achieve its goal of engaging the marginalized majority Hispanic and minority communities.

Currently, CCSC is planning site-based programming around Cathedral City, including the library, Dream Home Neighborhood, apartment buildings, churches, schools, and other venues. The senior center has significantly increased its Spanish-language programming both on- site and in the community. Alma serves scheduled hours on- site at gathering places, such as Mountain View, Heritage View, St. Louis Catholic Church, and many others across Cathedral City , providing social services assistance and reso urces for Spanish speakers. [Notably, CCSC now enjoys an outstanding partnership with St. Louis Catholic Church, mending a vital relationship.]

Pandemic-related challenges
CCSC has identified three significant challenges enhanced by the epidemic: isolatio n, misinformation, and, critically, nutrition.

Isolation—a silent killer
The harmful effects of isolation are devastating. Necessary COVID-19 protocols and fear of acquiring COVID in the hospital and other medical settings delay routine care. Seniors with chronic diseases face a slew of complications, illness, and death.

Approximately 600+ seniors experience their most meaningful sense of community at the senior center due to losing a spouse, family separation, medical, financial, and nutritional challenges. Part of the center's mission is to prevent isolation; yet, isolation is the effective strategy to contain the epidemic. While potentially lifesaving during COVID-19, isolation is also unhealthy for seniors and potentially deadly. Loneliness is an impactful risk factor with debilitating health effects, including hypertension, insomnia, depression, anxiety, and lowered immune function. There are studies comparing isolation to smoking 15 cigarettes a day. CCSC first converted basic isolation- reduction programming from space -based, center-centric to virtual gatherings and th en planned a safe, phased reopening for vaccinated participants to attend programs by reservation, in limited numbers, and with safety and health protocols in place. Eventually, CCSC hopes to return to the senior community's living room to hang out, visit, play, and share food and friendship.

Misinformation—hurting marginalized people—CCSC access to accurate information The 40,000+ people who call or visit the CCSC website and social media receive vetted, accurate information about COVID and COVID -related resources from a trusted local source.

CCSC access to COVID-19 and other vaccinations (flu, pneumonia, shingles, boosters) CCSC has conducted three vaccination events on- site and referred and provided transportation and support to multiple community vaccination sites.

Hidden victims of the pandemic: Low-income, under-served, and marginalized communities Over 51% of CCSC participants are Cathedral City residents, and 49% are from nearby cities; they utilize CCSC's social and nutritional services dispropor tionately and heavily.

Estimates are that Cathedral City seniors and other residents compose 80% of participants in CCSC's services designed for seniors in need and designed to respond to COVID-19.

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Also, CCSC is at the base of a 75-unit HUD senior housing complex, Tierra del Sol (TdS), operated by Mercy Housing. TdS residents receive a lifetime CCSC membership as a part of our lease agreement . CCSC works closely with TdS to provide its residents with a convenient and comprehensive array of intensive programs and services.

CCSC is across from a central bus terminal , near a significant homeless encampment , and in a low-income neighborhood. Our location provides a steady stream of low-income and unhoused people who participate in the Food Bank, request emergency food kits, grocery and gas station gift cards, motel vouchers, and require crises service interventions and referrals.

The pandemic's hidden victims require more service, not less. As just one example, the demand on CCSC for donated household go ods, clothing, medical mobility, and health- related supplies—which we typically sell at very reasonable prices in quarterly rummage sale fundraisers—has increased dramatically, and we now provide free. So, in addition to the significantly enhanced nutrition and crisis referral services we offer, CCSC now provides all the above items at no cost to seniors and their families in need.

Unprecedented agency and client need due to COVID-19
On March 17, 2020, Cathedral City Senior Center closed to public walk -ins. We pivoted immediately to CARES -specific initiatives, providing aid, relief, and security for low - income, marginalized communities to help prevent, prepare for, and respond to Coronavirus.

Before March 2020, the senior center invested staff time, volunteers, board leadership, and financial resources, which includes fundraising, branding, advertising, and other apparatus, to create community celebrations, increase visibility, visitorship, membership, diversity, community outreach, and a targeted campaign to raise an additional $150,000 by the calendar year-end. This focused effort in infrastructure, capacity, and sustainability was stalled, and time-sensitive objectives are now at risk.

For example, at -risk is the addition of a new bilingual staff positi on necessary to create Spanish-speaking outreach and programming. Also at risk is a feasibility initiative for program planning through community town halls to determine the need for new or renovated space and the resident agencies and collaborations to make that possible. The addition of intergenerational programming is another stalled initiative in jeopardy.

Due to COVID -19, Cathedral City Senior Center (CCSC) is experiencing an unprecedented need for funding to continue and expand essential pandemic services.

Intensifying the financial need, CCSC is simultaneously enhancing a significant new diversity and outreach initiative. CCSC will double its membership in three years to reflect the majority Hispanic community and minority communities , including indigenous people, transitioning from the traditional senior center model into a sustainable 21st-century community center for active aging.

Many participants are faced with additional economic challenges resulting from the pandemic, often manifesting as nutrition insecurities. Loneliness and isolation, a challenge for aging adults, many of whom lost spouses and friends in the pandemic, became even more endemic in the senior population. As a result, individual and community health has declined, and for seniors, mobility issues increased .

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Participants require more social services to assist them with a range of needs to navigate this uncertain, dangerous epidemic. Consequently, the costs of providing enhanced services to more participants have increased.

The Center does not turn away anyone due to inability to pay (e.g., more than 50% of CCSC members receive scholarships, and activit y fees are on a sliding scale).

Nutrition
The immediate transition from weekly in- person food bank shopping and daily in - house lunch dining to grab-and-go and delivery requires full use, cooling, and intense cleaning of our facility. CCSC provides a limited shopping experience with pre-packed bags, allowing quarter -room capacity for a limited shopping experience to add cold foods, meats, fresh fruit, vegetables, dairy, and bread to the dry and canned goods.

Volunteers assemble, stage, and prepare bags of food, medical mobility equipment, other health supplies, household goods, clothing, and lunches for pickup and delivery.

Fixed costs of keeping the facility operating (insured, cooled, sanitized, vans driving, etc.) remain a significant expense. Many volunteers able to work at the facility with regularity are also high- risk because of their age. Accordingly, we have purchased highly professional sanitizing defoggers and do our best to exceed public health protocols to keep them safe.

CCSC continued and exp anded its daily and weekly nutrition programs in FY 2021 , including multiple meals on Friday to cover the weekend. CCSC distributes more hot "grab and go" lunches than ever before, safely, to individuals who have been pre- qualified by the federal "meals on wheels" program (for which CCSC is a congregant lunch site.) The Center supports others who meet FIND requirements. FIND food bank pre-qualifies individuals based on need. The application process is not difficult; CCSC assists in completing the application. While seniors are CCSC's focus, no one in need is turned away, regardless of their age or qualifying status.

The Food Bank is open to those individuals living in the community's low-income HUD housing complexes in Cathedral City . Currently, most individuals reside in Mercy Housing Tierra del Sol development atop CCSC, and residents of other low -income housing complexes also attend. Transportation is an issue for non- Mercy hous ing residents, and CCSC is readying to receive a passenger van, a contribution resulting from Cathedral City touting the senior center as a community asset in their economic development work.

With our current aging van, and volunteers willing to utilize their vehicles, our nutrition programs currently offer limited food delivery if necessary. CCSC is poised to expand as the need expands. Recent additions to CCSC 's frozen food storage capacity allowed CCSC to provide more proteins to those in need.

FIND Food Bank provides the food for the Food Bank programs at a much- reduced cost to CCSC. Trader Joe's of Cathedral City weekly donates large quantities of perishable vegetables, bread, and other foodstuffs when the packaging is damaged in shipment. CCSC also receives weekly fresh food donations from the local Starbucks, Panera Bread, and the Grocery Outlet. When necessary, CCSC supplements food provided by others with weekly shopping trips to retail outlets purchasing proteins and

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other food not provided by our suppliers.

On Saturday and Sunday each week, the staff uses the agency van to collect food from the various retail establishments donating to CCSC. A small army of volunteers congregate at the Senior Center to assemble the food bags and prepare the Center for the " grab and go " safe food distribution on Monday. Keeping the building clean and safe for these volunteers is of utmost importance, as is providing a touchless food distribution program on Mondays. A dedicated staff is critical to this program.

In 2020 -21, CC SC served 7, 400 low -income seniors and their families with nutritional services, including 4 ,081 through our weekly Food Bank, 3 ,194 daily lunches, and hundreds of holiday meals.

Friendly Connections Wellness Check Calls
Volunteers make CCSC's Friendly Connections wellness check calls daily and weekly to homebound seniors and others who need a friendly voice. CCSC recognizes that isolation is a significant cause of medical decline for seniors, so friendly wellness calls are essential. The caller can arrange for a CCSC volunteer to run errands, pick up medication, and do other necessary out-of-house duties, which the senior is incapable of doing. We know from anecdotal evidence that these calls can also be lifesaving, identifying seniors who cannot call for help themselves. This program is supervised by staff.

Virtual Program
Since the start of the Pandemic, CCSC has been developing a robust Virtual Program.

Launched in June 2020, CCSC@Home provides a variety of programs, including cooking demonstrations, exercise and fitness classes, programs from the Palm Springs Air Museum, an art 'painting' class with supplies provided through the CC Arts Commission and SCRAP Gallery, Spanish and French classes, how to use Zoom, travel series, natural history tours and a weekly Thirsty Thursday where friends and acquaintances gather virtually for conversation and camaraderie over a glass of wine.

We invested heavily in updating our capacity, infrastructure, brand, and reach as we launched the first phase to create a virtual senior center.

CCSC@Home offers an eclectic mix of online programmi ng by local instructors and sharing local, regional, and national resources. As the program grows, CCSC hopes to enhance the offerings substantially and reach and offer CCSC@HomeEspanol in the next phase.

With limited digital expertise, capacity, and infrastructure, CCSC online offerings have significant room for growth and development. CCSC creates a community of digitally linked seniors who securely talk with other seniors, make friends, and create relationships. We are teaching seniors how to: use Zoom, Skype, Google Hangouts, Facebook, take our local CCSC branded classes, use links to national content made accessible to them, use email and video chat with peers. They will be alerted to and become savvy to scammers. CCSC@Home bridges distances —it is personal, community-based, and keeps seniors safe at home but not alone.

This programming is designed to stimulate brains. Planning each day to see what's available for viewing or participation forces people to get up, dressed, and organized.

When funding is secured, the next phase will offer seniors who are part of the program

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unlimited technical support by phone or online, plus Skype and email accounts.

Social Services
Partnerships and collaborations have been a foundation of CCSC's success and are integral to our goal of future sustainability. Important new alliances are in jeopardy. For example, the Joslyn Center provides various intensive wellness programs and services on-site at CCSC that would otherwise be unavailable to our members. Many CCSC seniors are unable to travel to other centers, so this new programming partnership is vital. The Braille Institute recently designated CCSC as Southern California's first low- to-no vision programming- friendly senior center, allowing 43 Braille Institute members displaced by closing their Rancho Mirage location to take their enhancement classes at CCSC and call the senior center their home as members through a co-membership program.

Due to the pandemic, CCSC enhanced collaborations with exis ting community partners, doubling the on- site, rent -free allocation of office space dedicated to embedded social service partners. We increased access to their essential work addressing the multitude of social service needs of Cathedral City, Palm Springs, Rancho Mirage, and surrounding area clients.

CCSC continues to offer the services of Senior Advocates of the Desert, Jewish Family Services, Braille Institute, and collaborative programs with Mizel l and Joslyn senior centers on-site at CCSC to address th e variety of concerns facing our constituents .

Support services include helping individuals navigate complex and confusing public bureaucracies from which they are entitled to services, utility companies, landlords, medical establishments, transportation providers, and the many other barriers individuals face as they age. Our embedded partners offer much-needed relief to those facing an increasingly complex world, especially during the pandemic.

The cost to provide these resources is represented by the sacrifice of earned income from our minimal revenue-producing spaces, plus outgoing expenses, including office supplies and associated overhead.

Center Upgrades
In response to the strains put on the agency by the pandemic and increase in related services a nd programming, CCSC has focused on strengthening both staff and volunteer training and effectiveness. New accounting controls have been implemented, and reopening programs have been carefully planned in a phased rollout. The board has been enlarged and continues to grow to achieve meaningful outreach goals while meeting the increasing demand for essential services, requiring dramatically increased fundraising.

Agency efforts to meet the need financially
Loss of earned income typically generated from space rentals and program fees; suppressed memberships and volunteerism; postponed fundraising events (2020 & 2021 Pasta Suprema, 2020 Chili Cook -off, 2021 Club 40 Gala), and limited reserves all add urgency to our current financial need.

CCSC has not yet established an endowment. Our fundraising effort is small but growing.

Yet, our space, capacity, donor base, and public funding do not compare with similar size cities or with our partnering nonprofit senior centers adjacent to Cathedral City.

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Currently, CCSC utilizes limited reserves to avoid disrupting essential services to the area's most vulnerable seniors. Many seniors, particularly Cathedral City seniors, face transportation, finances, health, wellness, and nutrition challenges. Over 40% of Cathedral City residents live in economic hardship zones, and nearly 60 percent are Hispanic. The senior center is diligent and focused on reflecting the community we serve and meeting their needs.

Utilizing volunteers and business support to effect significantly outsize impact DURING THE PANDEMIC, the CCSC volunteer operation began to transform from grassroots to a more mature, professional, self-sustaining program. Volunteers treat their duties with the same integrity as they would if they were paid staff. As a result, our small agency acts and feels like a much larger one. Volunteer-led staffing helps achieve CCSC's mission to serve more seniors comprehensively. With a large, effective volunteer contingent, CCSC has an outsized impact on our community compared to its budget and building size.

One lasting example of our improved volunteer program is our commitment to monthly Volunteer Forums, the first Friday of every month. Volunteers learn about and influence the agency's goals, ask questions, share feedback with agency board and staff leadership, and hear about upcoming events and opportunities.

B. STATEMENT OF QUALIFICATIONS

3. Staff
The staff is composed of five employees equating to 4 full -time equivalents (FT E).

President and CEO Geoffrey E. Corbin possess a Master's degree in Nonprofit Leadership and 30 years of dedicated nonprofit executive leadership experience; VP of Operations, Victor J. Ide, owned an In-Home Senior Care Agency in Palm Springs which he recently sold to a larger company out of Los Angeles and before that he spent his career in Human Resources with several large organizations including Office Depot, Gap, Inc., Wells Fargo, and Charles Schwab; VP of Programming, Rebecca Ruffing, is a seasoned professional with recent senior programs and services experience from a considerably larger senior center; part-time Volunteer Coordinator, Patricia Graves, is a retired corporate executive with nearly a decade of CCSC experience; and Community Outreach Coordinator, Alma Gutierrez, is an energetic, enthusiastic bilingual medical professional dedicated to engaging Cathedral City's under-served communities in programming beneficial to them.

Agency
Since March 2020, CCSC has focused entirely on the prevention, preparation, and response to COVID-19. Seniors, many presenting underlying health conditions, suffer and remain most at risk of COVID -19. As Cathedral City's sole agency entirely dedicated to serving seniors and addressing agin g issues, we are witnessing that the COVID -19 pandemic is causing more problems for older adults than just sickness and death.

Widespread social distancing and the cancellation of routine medical care have profound and potentially devastating implications for elders. Isolation drastically decreases physical and mental healt h, negatively impacts nutrition, and delays decisions to s eek medical treatment—compounding existing chronic medical issues and creating new ones. CCSC is best-positioned to assist significantly more seniors in need with intensive and direct

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interventions, prepare for the coming onslaught of need for essential services caused by the waves of COVID-19 infections and related financial repercussions.

These critical services incur considerable expenses - rent, staff, utilities, insurance, and supplies. With the safety of our senior volunteers and staff in mind, additional costs have emerged in keeping the facility disinfected, clean, and sanitary at a much-increased level.

As limited and controlled reopening mandated by county protocols, incurs costs for digital thermometers, masks and gloves, and other PPE supplies. As meat and other food and supply chain shortages occur, we purchase proteins in bulk instead of depending on FIND Food Bank and community donations of dry and canned goods. The agency proposes to use the requested amount to continue, expand as able, and m aintain the flexibility to modify or create new services as the pandemic and recession mature.

With funding at the requested amount, CCSC will continue providing the essential services detailed above. The senior center will continue vital staging activities packing lunches and food bank bags for curbside pickup, providing in-person services, picking up and delivering food and medications. We will answer telephone calls, provide information, resources, and make referrals. The agency will coordinate with embedded and other service partners, including Salvation Army, local churches, LGBT Center, and receive donations of food, clothing, household goods, medical mobility , and other health- related supplies for redistribution.

Notably, the agency can serve seniors on waiting lists at the requested funding level and address the additional effects of a lingering pandemic and recession. The senior center is an ongoing operation facing an enormous public health crisis and an oncoming explosion of new seniors in this decade. But with this requested funding, we will meet this unprecedented need and continue to operate and grow.

The senior center has no more excellent ally than the City of Cathedral City. The personal and professional commitment to Cathedral City's seniors is evident from each City department, staff, and City Council member involvement. CCSC greatly appreciates Cathedral City's numerous funding and assistance activities: contributions to garden construction, Economic Development donor prospect leads, assistance with a van donation, food, bags for food, attendance at CCSC events, and promotion of CCSC utilizing the city's massive marketing reach. The City's generosity is invaluable.

Other valley senior centers are fully publicly funded and managed. The other two nonprofit senior centers receive more public funding and have extensive fundraising efforts, donor support, and buildings/campuses. As a result, they offer a breadth of programs and services that CCSC would some day like to offer our seniors in need when space and funding allow. Thankfully, CCSC works closely with our sister agencies in the West Valley on several programs benefiting Cathedral City seniors that would not occur without their support. We value these collaborations.

4. SUMMARY
CCSC is capitalizing on unprecedented momentum to become a sustainable 21st-century community center for active living. We cannot slow down else risk squandering this historic opportunity. While we expand our funding base at a record pace, these next few years of investment will produce a new model for sustainability into a bright future for our local seniors.

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There are as many senior centers in the United States as Starbucks coffee shops (11,000).

But unlike Starbucks, where part of the attraction is that anyone can get the same coffee at any store, senior centers are local creations adapted to distinct local needs. Today's older adult population is significantly different from the older adult populations of yesterday and tomorrow.

Today, CCSC is serving people in their 60's, 70's and 80's which means that our Center must serve people raised in the 1930s, '40s, 50's and 60's —a forty-year span filled with some of the most significant changes our nation has ever undergone. The musical tastes, political and social mores of individuals born and raised in these different decades can be highly diverse. Some were born when Social Security was created, and others worry Social Security will not be there for them. Some were born years befor e computers were invented, and others were among the first computer programmers. The variety of needs, experiences, and expectations is wide— creating synergies and potential tensions for a senior center to manage. To sum, CCSC will meet this challenge head-on. Cathedral City and CDBG make a sizable difference in the success and well -being of low - income Cathedral City seniors, their families , caregivers, health providers, and residents who are not seniors but are affected by the pandemic.

5. REQUESTED AMOUNT
One hallmark of a great city is its support of lifelong residency for its residents. Ideally, a city retains its citizens throughout their later years because a community with a range of ages and good "connectivity" among residents provides everyone a better quality of life .

In an age- diverse community, parents, children, and grandparents who live near each other often build deeper relationships and provide more effective support than is possible for more geographically distant families. Retaining current Cathedral City residents as they age is good for the town socially and financially. CDBG contributes to keeping the senior center operating and responsive to the most vulnerable of Cathedral City’s citizens.

In FY 20- 21, CCSC provided 45,412 services, from entertainment, recreation, and education to nutritional, social services, to phone, website, and social media contacts for aging-related information and resources. The agency has income and other demographic information for 600 paid and scholarship-recipient members, but the agency is unable to better account for 74% of our participants whose low income is evident but not available.

We know from their pre-qualification in medical signups, FIND Food Bank, and similar low- income programs that require the collection of income information that we serve a disproportionate under-served and low-income share of Cathedral City . We have yet to develop the means in- house to incentivize volunt ary sharing of ethnicity, income, and other demographic information with CCSC if they are not signing up as a paying member.

CCSC does not turn away participants due to lack of ability to pay.

Demographic Profile of Cathedral City’s Low-Income Seniors Total participants who experience a point of contact with CCSC 45,412 CC residents who experience a point of contact with CCSC 23,160 Total participants who utilize a repeat on-site service 8,279 CC residents who utilize a repeat on-site service 4,222 CC low-to-no-income participants who experience a point of contact with CCSC 17,138 CC low-to-no-income participants who utilize a repeat on-site service 3,124 CC residents over age 65 22%

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CC poverty rate 20.1%
CCSC members over age 70 82%
CCSC members living alone 24%
Largest demographic living in poverty in CC Hispanic women

With the funding requested in this proposal, CCSC will meet the growing and evolving challenges caused by C OVID-19 and subsequent waves following our March 2020 transition to essential services and resulting changes in operations and programming designed to keep Cathedral City seniors safe, fed, and healthy. Total funding of the requested $152,862 ensures this city's senior center provides our area's seniors with evolving, tailored responses to the pandemic based on community need and a science- based approach.

ACTIVITY #1
Continually operate a physical facility to prep, stage, and implement all programs and services designed for low, extr emely-low, and no- income seniors and other Cathedral City residents, safely, with COVID protocols in place , and provide PPE for participants and staff
CCSC staff and volunteers continue to utilize the senior center facility to stage vital services fully: p icking up and delivering food, medications, answering telephone calls, packing lunches and food bank bags for curbside pickup, coordinating with other service providers, and receiving donations of food, clothing, household goods, and medical mobility and o ther medical supplies for redistribution to the community, especially homebound seniors in need.

These critical services incur considerable expenses —such as rent, staff, utilities, insurance, and supplies —but without any of the income derived from daily activity fees and facility rentals. Additionally, we must keep the facility disinfected, clean, and sanitary at a much-increased level and cost for the safety of our senior volunteers and staff. As we implement a phased reopening , we are incurring unbudgeted costs of digital thermometers, masks and gloves, and other PPE supplies as protocols mandate.

Food Bank, daily Grab-and-Go lunches, emergency food kits for unhoused and extremely low income, provision of gift cards to groceries and gas, access to MSW and other social workers, and the remaining array of essential and other services remain available during the pandemic.

TARGET—CCSC physical facility on West Buddy Rogers Ave is open to volunteers to prep for high-need programs and services with regular hours, M-F, 7:30 a.m. – 5:00 p.m. and weekend staging, and open to the community regular hours, 9 a.m. – 4:00 p.m. M-F, with extended hours on Wednesday and scheduled weekends . Host health fair with free vaccinations (COVID-19, flu, shingles, pneumonia), COVID testing, and other health tests (e.g., blood pressure). Conduct vax clinics throug hout the year as appropriate and possible.

DATE—Ongoing.

ACTIVITY #2:

Deliver and provide meals and grocery items, safely, with COVID protocols in place.

CCSC is requesting funding to help expand our two senior nutrition services - the weekly CCSC Food Bank and daily Grab & Go Lunches. The CCSC Food Bank began in 1998

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and provides over 5000 pounds of food annually to more than 400 low-income, unhoused, underserved, or food insecure families every month.

The onset of the COVID-19 pandemic required rapid transition and modification of CCSC services. Our volunteer force is composed of seniors. Therefore, CCSC followed and exceeded government health recommendations and protocols to keep them safe. Many of CCSC seniors have underlying conditions and have been sheltering in place as recommended. We predict that they will continue to shelter in place intermittently beyond government-suggested timeframes.

The second nutrition and hunger-based program provided by CCSC is part of a greater effort through Meals on Wheels (MOW) to provide nutritious, ready-to-eat meals for seniors in need. The MOW program, previously known as Congregate Lunch, but due to the pandemic has been changed to Grab & Go Lunches, provides low-income seniors and persons with disabilities with daily meals and relief from hunger. Utilizing volunteers and staff, CCSC provides an average of 265 meals each month and over 3,200 meals to a minimum of 43 unduplicated clients annually. CCSC purchases ready-made meals and frozen and weekend meals from Mizell Center in Palm Springs.

TARGET—Serve a minimum of 32 low-income Cathedral City residents with lunch daily during FY22. Serve 100+ CC low-income families with groceries weekly.

DATE—Ongoing.

ACTIVITY #3
Online activities for people who are homebound, have disabilities, or are sheltering- in-place
We rapidly moved as much programming and services as possible onto our website and social media at the start of the pandemic , adding to the digital content and video appointments as we gain the capacity to do so, on CCSC@Home.

We make automated broadcast phone calls to seniors with new health guidelines and up-to-date information on the CCSC. Through social media, we offer an evolving lineup of online programming ranging from personal growth and self-improvement instruction to entertainment, humor, exercise, virtual gatherings, and more. We are in the process of offering enhanced virtual programming with CCSC's regular lineup of beloved instructors, and some new ones.

TARGET Reach 17,500 Cathedral City residents, approximately 12,950 low -income (income levels will be based on volu ntary surveys and extrapol ation). Add CCSC@HomeEspanol programming.

DATE Ongoing.

ACTIVITY #4
Provide bilingual community outreach
A bilingual community outreach coordinator will spend 8- 16 hours weekly in majority Spanish-speaking and Hispanic housing, places of worship, businesses, and schools, will aid, make referrals, and develop and make available CCSC’s new Spanish- language programming to the community.

TARGET—Activity should result in a 17% inc rease in low- income Spanish-speaking participants in CCSC programs and services.

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DATE—Ongoing.

ACTIVITY #6
Wellness Services
Before we suspended gatherings on March 15, the Senior Center offered a multitude of opportunities for seniors, including Excel at Exercise, catering to different ranges of fitness ability. Seniors receive professional instruction and supervision through a guided stretch, flexibility, and strengthening program lasting about 45 minutes per session. Our Wellness Center offered Aging Mastery, Brain Boot Camp, and one-on-one Positive Life Strategies sessions with a counselor, among other health and wellness programming. We embed various community social service agencies in free office space within the senior ce nter.

These organizations offer MSW counselors skilled and knowledgeable in the programs and opportunities for low -income seniors to receive food, nutrition counseling, help with legal, landlord/tenant, and utility savers programs , among many other entitlements and resources.

TARGET—Provide access to embedded social workers three days weekly, by appt. and drop-in, to serve more than 300 unique individual low-income CC residents.

DATE—Ongoing.

ACTIVITY #7
Reduce social isolation with wellness calls, and education and recreation offerings TARGET—Provide Friendly Connections weekly phone calls from CCSC volunteers to seniors in need of a friendly voice. Those calls involve a regular check-in and referrals to testing sites, tele-counseling, Office on Aging resources, senior citizens residential utilities discount programs, connections to our social workers at JFS, Senior Advocates of the Desert, Mizell MSWs, and in many instances, volunteers run errands, such as delivering food or picking up medications.

CCSC will schedule at least 40 weekly on-site recreational and educatio nal events throughout the week. Programs include exercise, education, and entertainment with programming aimed at all skill and ability levels so that no one is left out. All programs are fun and encourage participation. There is dance, music, knitting, and many other classes designed to promote activity and socialization. Language classes stimulate the brain and promote assimilation for non-English speakers.

DATE—Ongoing.

ACTIVITY #8
Medi-closet
TARGET—CCSC will maintain a free medical and health supply closet with electric carts, wheelchairs, walkers, canes and other mobility devices, diapers, and a variety of donated health-related supplies, available to low-to-no-income seniors.

DATE—Ongoing.

ADDITIONAL DELIVERABLE
Match public spending 3.3 to 1
Despite the loss of e arned income from activity fees and facility rentals, which abruptly stalled in March of 2020, CCSC will maintain its pr ivate fundraising to supplement the balance of services to Cat hedral City residents. If fully funded at $150,000 to provide services to the highest need and lowest income Cathedral City residents, then CCSC will match public spending with 3.3 contributed dollars to every 1 CDBG/Cathedral City public

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dollar.

On behalf of the CCSC Board of Directors and our Emergency Preparedness/COVID-19 Response Task Force, and as the senior executive for the senior center, I sincerely thank you for your consideration of this proposal to continue serving low-income Cathedral City residents' increasing needs caused by the pandemic.

The Cathedral City Senior Center looks forward to continuing its decades-long history as a representative and public -private partner of the City of Cathedral City, providing essential COVID-19 response and nutritional, social, health, wellness, and recreational services and programs to Cathedral City's large senior population.

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Staff Report

City Council

Item No. 5.B

Meeting Date: March 23, 2022
From: George Crum, Police Chief
Title: Introduction of an Ordinance of the City of Cathedral City in order for the Cathedral City Police Department to continue its current use and deployment of specialized police equipment and Adopt Use Policies of Specialized Law Enforcement
Equipment also known as "Military Equipment".

City Council

RECOMMENDATION:

Staff recommends that the City Council approve its current inventory of specialized equipment and adopt its “Use Policy,” related to military equipment, by Ordinance, as required by AB 481.

BACKGROUND:

Assembly Bill 481 was signed into law on September 30, 2021, by Governor Gavin Newsom and became effective on January 1, 2022. AB 4 81 identifies certain law enforcement equipment as “military equipment” and requires a governing body to oversee all future purchases and its application of use of said military equipment. The Cathedral City Police Department is proposing the City Council support and approve its current inventory of specialized equipment and adopt its “Use Policy”, related to military equipment, by Ordinance, as is now required by AB 481.

DISCUSSION:

On September 30, 2021, California Governor Gavin Newsom signed Assembly Bill 481 (AB481), which became effective January 1, 2022. The bill requires the Cathedral City Police Department create a Military Equipment Use Policy which must be adopted by the City by May 1, 2022. Due to recent events in our nation, the public has ask ed state and local leaders to enact law enforcement reforms and setting state -wide standards for safe de-escalation techniques.

AB481 identifies certain law enforcement equipment as “military equipment” and requires oversight from a governing body for pur chase and usage of what the bill has deemed military equipment. For the Cathedral City Police Department, the governing body is the City Council. The purpose of this request is to seek approval and support

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from the City Council in adopting the police departments current inventory (specialized equipment) and its use. The Use Policy establishes an on -going standard and policy for safe de-escalation techniques and military equipment use/application which is attached as required by AB481.

The list of identifie d “military equipment” is currently deployed by law enforcement agencies in this county, surrounding counties and throughout the State of California, as well as law enforcement organizations across the nation. AB481 lists equipment that is recognized and m ore appropriately identified by local, state, and federal law enforcement entities as specialized police equipment. Locally, the Association of Riverside County Chiefs of Police and Sheriff (ARCCOPS) have endorsed the list of specialized equipment which is already in use across the county. For additional context, the Cathedral City Police Department has acquired these tools with previous city council approval either during the bi -annual budget process, or as an individual agenda item purchase.

Specialized police equipment is used only by highly trained and experienced law enforcement professionals. The list of itemized equipment is attached as required by AB481. This inventory list ranges from modernized tools and aerial drones whose primary purpose is the preservation of human life when utilized in responding to critical incidents, which often involve high -risk apprehension, search and rescue, fast responses to catastrophic events, reduce liability of physical injury to public and department personnel, and allow for de -escalation tactics during high -risk encounters with armed violent suspects. The tools, equipment, and resources can function as a force multiplier in some cases to reduce manpower hours and is ultimately a cost savings to the city.

Riverside County law enforcement agencies are responsible for ensuring the highest standard of public safety, protect and serve members of the community, and apprehend criminal offenders. To help achieve and maintain the highest standard of public safety, law enfor cement receives support from our elected officials who are committed in funding operational needs, which includes the approval to purchase and finance necessary tools, protective gear, and specialized equipment for the purpose of helping protect and save l ives and property. With the city council’s partnership and approval, law enforcement can operate with the most advanced technology, equipment, and resources available with the goal to protect and serve the community with increased effectiveness, be prepared for the unexpected, and ultimately save lives with a uniform response standard by all law enforcement agencies across all jurisdictions within the county.

Although most tools, equipment, and resources listed as military equipment in AB481 are found in a military environment and may be similar in nature, the application in which the equipment is used is significantly different for public safety and law enforcement. Attached in the agenda packet you will find a list of specialized equipment definitions and an inventory list for the police department.

Pursuant to AB 481 t he City Council may approve the acquisition and use of military equipment if it determines all of the following:

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a) The military equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety;

b) The proposed military equipment use policy will safeguard the public’s welfare, safety, civil rights, and civil liberties;

c) If purchasing the equipment, the equipment is reasonably cost effective as compared to available alternatives that can achieve the same objective of officer and civilian safety; and

d) Prior military equipment use by the US Military is consistent with the military equipment use policy of the local law enforcement ; or, if not consistent, the local law enforcement agency has taken corrective action to remedy nonconforming uses and ensure future compliance.

ENVIRONMENTAL IMPACT

The proposed action does not meet the definition of a project as defined by Section 15378 California Environmental Quality Act (CEQA). A “Project” means the whole of an action, which has a potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment.

FISCAL IMPACT:

None

ATTACHMENTS:

Cathedral City Police Military Equipment Inventory List CCPD Military Equipment Inventory 3-8-2022
CATHEDRAL CITY - Ordinance Approving Military Equipment Policy 2022 Military Equipment Policy

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Attachment: CCPD Military Equipment Inventory 3-8-2022 (3153 : Assembly Bill 481 "Use of Military Equipment") RIV #4885-4391-9887 v1
07024-0001
ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

CATHEDRAL CITY, CATHEDRAL CITY POLICE
DEPARTMENT POLICY NO. 708, IN ACCORDANCE WITH
ASSEMBLY BILL 481
WHEREAS, on September 30, 2021, Governor Newsom signed into law Assembly Bill (“AB”) 481 to address the funding, acquisition, and use of items lawmakers deemed to be considered “military equipment”; and

WHEREAS, AB 481 requires law enforcement agencies, including the Cathedral City Police Department, “to obtain approval of the app licable governing body, by adoption of a military equipment use policy, ” as specified, “to obtain approval of the applicable governing body, by adoption of a military equipment use policy, as specified, by ordinance at a regular meeting held pursuant to specified open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment, as defined;” and

WHEREAS, the City Council finds that the public has a right to know about any funding, acquisition, or use of military or militaristic equipment by the City of Cathedral City, as well as a right to participate in any City decisions to fund, acquire, or use such equipment; and

WHEREAS, the City Council finds that decisions regarding whether and how military or militaristic equipment is funded, acquired, or used should give strong consideration to the public’s welfare, safety, civil rights, and civil liberties, and should be based on meaningful public input; and

WHEREAS, the City Council finds that legally enforcea ble safeguards, including transparency, oversight, and accountability measures, must be in place to protect the public’s welfare, safety, civil rights, and civil liberties before military or militaristic equipment is funded, acquired, or used; and

WHEREAS, the City Council finds that for at least thirty (30) days prior to date of the public hearing on Ordinance No.___, concerning the proposed Military Equipment Policy, along with any Attachments, was made available on the Cathedral City Police Department’s public website; and

WHEREAS, the City Council finds that the military equipment identified in the Military Equipment Policy, entitled “DSM 708 Military Equipment List-CCPD” and attached hereto as Exhibit “A,” is necessary because there is no reasonable a lternative that can achieve the same objective of officer and civilian safety; and

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WHEREAS, the City Council finds that the proposed Military Equipment Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties; and

WHEREAS, the City Council finds that the military equipment identified in the Military Equipment Policy, entitled “DSM 708 Military Equipment List -CCPD” is reasonably cost effective as compared to available alternatives that can achieve the same objective of officer and civilian safety; and

WHEREAS, the City Council finds that prior military equipment use by the US Military is consistent with the proposed Military Equipment Policy of the Cathedral City Police Department; or, if not consistent, the Cathedra l City Police Department has taken corrective action to remedy nonconforming uses and ensure future compliance; and

WHEREAS, the City Council has determined and finds the Cathedral City Police Department has timely sought approval of Ordinance No. _____ from the City Council to continue the use of any military equipment that was acquired prior to January 1, 2022, and that by approving this Ordinance No.____, within 180 days from the date this approval process was initiate, the City Council authorizes the Cathedral City Police Department to continue its use of such Military Equipment.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. RECITALS
The City Council finds that all recitals, facts, findings, and conclusions set forth above are true and correct and hereby incorporated by reference.

SECTION 2. ADOPTION OF MILITARY EQUIPMENT POLICY
The City Council hereby adopts the Policy No. 708, Military Equipment Policy, along with any related Attachments, which are all attached hereto as Exhibit “A”.

SECTION 3. EFFECTIVE DATE.

This ordinance shall be effective thirty (30) days from and after its final passage.

SECTION 6. SEVERABILITY.

If any section, subsection, subdivision, sentence, clause, phrase, or portion of this ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, then such decision shall not affect the validity of the remaining portions of this ordinance. The City Council of the City of Cathedral City hereby declare they would have adopted this ordinance, and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions. sentences, clauses, phrases, or

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portions thereof be declared invalid or unconstitutional.

SECTION 7. PUBLICATION.

The City Clerk is authorized and directed to cause this ordinance to be published within fifteen (15) days after its passage in a newspaper of general circulation and circulated within the City in accordance with Government Code Section 36933(a) or, to cause this ordinance to be published in the manner required by law using the alternative summary and posting procedure authorized under Government Code Section 36933 (c).

INTRODUCED at the regular meeting of Cathedral City Council on the _____ day of __________2022.

PASSED, APPROVED AND ADOPTED at the regular meeting of Cathedral City Council on the _______ day of ___________2022.

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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Staff Report

City Council

Item No. 6.A

Meeting Date: March 23, 2022
From: Sandra Molina, Code Compliance/Development Manager Title: Chapter 5.96 Short Term Vacation Rental Units - Amendment

City Council

RECOMMENDATION:

Introduce and provide first reading to an ordinance amending Chapter 5.96 Short Term Vacation Rental Units; and

Adopt a Resolution establishing penalties and fines for violation of the City's Short Term Vacation Rental regulations.

BACKGROUND:

On January 26, 2022, the City Coun cil conducted a study session on possible amendments to Chapter 5.96 Short Term Vacation Rental Units. The January 26, 2022 agenda report presented 14 revisions proposed by Staff and 15 revisions suggested by former members of the previous STVR Task Force.

The City Council considered the presentation and public testimony and provided Staff direction on amendments to the code.

On February 8, 2022, the City Manager and Code Compliance Manager met with former STVR taskforce members to receive further input on their suggested revisions. The meeting focused on four topics, which are noted in this report.

The City Attorney’s Office also conducted a comprehensive review of Chapter 5.96 and made additional revisions to provide clarity, support revisions made a nd/or provide additional enforcement tools.

Attached for the Council’s consideration are:

(1) An Ordinance amending Chapter 5.96 Short term vacation rental units with redlines (2) An updated chart of Staff’s proposed changes from the January 26, 2022 study session
(3) An updated chart of Resident’s suggested changes from the January 26, 2022 study session
(4) A Resolution establishing penalties and fines for violation of the STVR regulations

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DISCUSSION:

The revisions discussed in this Agenda Report are those where dire ction was given at the study session meeting to make changes, and also those substantive changes made by the City Attorney.

Section 5.96.020 Definitions.

The definitions were amended to add definitions for “advertise”, “booking service”, “good neighbor brochure”, “hosting platform”, “managing agency or agent”, “multiple rentals”, owner’s authorized agent or manager”, and “transient occupancy tax”. These changes support a new section (5.96.080 Unpermitted/Unlicensed Short Term Vacation Rentals) added to h old hosting platforms accountable for advertising and operating of STVR properties.

The definition of “home sharing or home share” was revised to state that the portion being rented is not to exceed fifty percent (50%) of the total bedrooms on the property.

Section 5.96.035 Permits required for short term vacation rental units; termination of short term vacation rentals, exceptions

Section 5.96.035(D) Termination of existing permits is revised to provide more clarity regarding termination of STVR permit s on January 1, 2023, in that permittees must discontinue advertising and offering the property for short term rentals.

Section 5.96.035(E) prohibits subletting and was moved from Section 5.96.040.

New Section 5.96.035(F) clarifies that each STVR prope rty is required to have its own permit number.

Section 5.96.040 Short term vacation rental / home share permit required application and fee.

Permit application . Section 5.96.040(E) lists the items required to be submitted for a permit. Subsections 8, 9, 10, and 11 are items that are already part of the application and are proposed to be added to the Chapter.

Findings for denial of a permit . Section 5.96.040(N). The section has been revised so that the findings apply to both new and renewal permits.

Finding for denial #2 of Section 5.96.040(N) . The concern raised during the study session was that the wording of this finding, that a renewal permit would be denied if a citation had been issued in the last 12 months, supplants the suspension and/or revocation process written into the code. The City Attorney’s office has reviewed this provision and proposes to delete the wording calling for denial based upon a citation having been issued in the last 12 months. The remainder of the finding would remain.

This topic was discussed with the resident group on February 8, 2022. The group asked

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that a 7th finding be added that allowed for a permit to be denied if based on the totality of the enforcement record the owner or representative was not using prudent busines s practices to ensure the STVR was operated in compliance with the regulations. The City Attorney’s office did not recommend adding this language.

Understanding the concerns of the resident group, it will be incumbent on Staff to monitor STVR properties and take action as allowed in the Code when warranted.

Timeframe to reapply . New section 5.96.040(O) clarifies that when a permit is denied the applicant can apply again after 12 months from the denial date.

Mailed notification of new/renewed permits . St aff will continue to mail out notices on both new and renewed permits as required by Section 5.96.040(R), which was also conveyed to the resident group when we met on February 8 th. After further review, Staff is proposing to change the mailing radius to pr operty owners within 150 feet of the subject property as opposed to 300 feet. The reduction is for efficiency purposes and given that many notices are returned undeliverable. Should the Council desire to maintain a 300-foot notification radius, the distance can be changed back.

Section 5.96.050 Standard operational requirements and conditions.

Occupancy limits. Section 5.96.050(C) has been revised to state that children two years of age or younger do not count towards the occupant maximum.

Trash collecti on. Section 5.96.050(G) has been revised to exempt home shares and STVRs in common interest developments with communal bins from the requirement of obtaining additional trash receptacles and walk-up yard service.

Submittal of URLs . Section 5.96.050(K) h as been revised so that URLs are no longer required to be submitted monthly. When Staff met with the resident group, the group understood Staff’s reasoning for a yearly submittal with the application, as opposed to each month. They did request consideratio n for submittal twice a year. Instead, Staff recommends that it is collected with the initial or renewal permit application and that the owner submit updated information within 14 days of a change in the URL.

Noticing on suspended or revoked permits . 5.96 .050(S) is deleted as it belongs in Section 5.96.070 (Violations, notices, remedies and penalties), which also revises the notification requirements and is discussed later in this report.

Producing identification upon request . Section 5.96.050(P) allows for issuing a citation to an owner when the owner or owner’s agent refuses to provide their government ID upon request. It also states that the owner shall be cited if the responsible person refuses to provide a government ID. Staff proposes to change the “shall” to “may” as the responsible person’s information can be obtained from the Informational Form and the responsible person issued a citation. This revision does not preclude the ability to cite the owner if the Informational Form does not include this information.

Section 5.96.070 Violations, notices, remedies and penalties

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The code has been revised to provide for two types of suspensions:

(1) An automatic six-month suspension upon issuance of a third citation within 12 months. An appeal can only be filed as it relates to the duration of the suspension.

(2) Allows for the City Manager/designee to recommend suspension based on health, safety and general welfare considerations. A hearing is held by a hearing officer to determine the suspension.

In both instances the ability to file civil proceedings remains.

Currently, there are three STVR permits with three citations. For these three properties, it is appropriate to not suspend the permit unless a fourth citation is issued.

The noticing requirements are also proposed to be revised as follows:

(1) Notice that a permit has been suspended will be provided to property owners within 150 feet of the STVR property.

(2) If there is an appeal, the proposed revisions allow for notice of the appeal to those persons that filed a complaint within the preceding 12 months and provide for the opportunity to provide written statements for the hearing officer’s consideration.

Section 5.96.080 Unpermitted / Unlicensed Short Term Vacation Rentals.

This sec tion is new. It clarifies that any owner operating a STVR while under suspension is deemed operating without a permit and subject to penalties and fines for operating or marketing an unpermitted STVR.

Sections (B) and (C) puts hosting platforms on notice that they are prohibited from facilitating and advertising unpermitted short term vacation rentals. While Section (D) also states that owner and or managing agents are prohibiting from operating or marking an unpermitted STVR.

Resolution Establishing Penalties and Fines
A Resolution establishing updated penalties and fines for violation of short -term vacation rental regulations is attached. It has been revised to delete the higher fines for advertising regulations and making them consistent with all othe r operational and permitting violations. Advertising violations will escalate at $1,000/$3,000/$5,000 and suspension of the permit within a 12-month period.

The Resolution also includes the fines and penalties assessed to Hosting Platforms for violation of the regulations.

FISCAL IMPACT:

Staff and City Attorney costs have been incurred in drafting and reviewing of the

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Cathedral City Page 5 of 5 Printed on 4/18/2022
Ordinance and Resolution.

ATTACHMENTS:

Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units Updated Staff Proposed Changes
Updated Suggested Revisions from Residents
Resolution for Establishment of STVR Fines

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ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

CATHEDRAL CITY, CALIFORNIA, AMENDING CHAPTER

5.96 OF TITLE 5 OF THE CITY OF CATHEDRAL CITY

MUNICIPAL CODE REGARDING SHORT TERM VACATION

RENTALS
WHEREAS, on September 9, 2020 the City Council, having made numerous recitals and findings regarding the public peace, health. safety and general welfare being affected by the increasing number of Short Term Vacation Rentals, adopted Ordinance No. 842 establishing Chapter 5.96 of Title 5 of the Cathedral City Municipal Code; and WHEREAS, in practice, City Staff charged with enforcing the STVR regulations has come to learn that certain provisions of the STVR regulations, if amended, would better facilitate the City’s enforcement efforts; and
WHEREAS, in late 2021 and early 2022, City Staff, with the participation of the City Attorney’s office and a number of Cathedral City residents, reviewed Chapter 5.96 and other related provisions of the Code (STVR regulations) and identified areas to be recommended for amendment; and
WHEREAS, on January 26, 2022, City Staff presented to the City Council for discussion and direction, a report outlining recommended amendments to the STVR regulations; and
WHEREAS, the City Council finds that the proposed amendments are consistent with and enhance the existing STVR regulations; and
WHEREAS, the City Council finds the regulation of Short Term Vacation Rental units is in the best interest of the public health, safety and general welfare.

WHEREAS, STVRs (also known as commercial transient housing arrangements) are not traditional rentals or leases that convey a real property interest, but rather they are overnight accommodations offered for hire for periods of 30 days or less pursuant to a license agreement. In this respect, they are quite similar to a transient occupancy, hotel, motel, or bed and breakfast; and
WHEREAS, the City Council recognizes that unregulated STVRs can create disproportionate impacts related to their size, excessive occupancy, and lack of proper facilities; and
WHEREAS, the presence of unregulated STVRs in established residential neighborhoods can create negative compatibility impacts and nuisance violations, 1 RIV #4875-1993-01

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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) among which include, but are not limited to, excessive noise, on -street parking, accumulation of trash, and diminished public safety; and WHEREAS, if not for the City’s existing moratorium, permanently place on new STVRs by Ordinance 842, the conversion of long-term housing units to Short Term Vacation Rentals would have resulted in the loss of long-term housing for Cathedral City residents; and
WHEREAS, it is in the public interest that STVR uses be regulated in order to help preserve housing for long-term tenants and to minimize any potential deleterious effects of Short Term Vacation Rental properties on other properties in the surrounding neighborhoods in which they are located; and
WHEREAS, the City Council finds that there is a substantial interest in furthering the public health, safety and welf are by controlling density, by protecting the residential character of areas designated for residential use, by promoting home ownership and providing appropriate housing stock to meet the needs of the City, by establishing and enforcing minimum life safety standards, and by preserving the long-term rental housing market located within the City; and
WHEREAS, STVRs within the City are subject to the City's transient occupancy tax; and
WHEREAS, the City desires and intends to amend the Cathedral City Municipa l Code to make express and clarify provisions concerning STVRs, promote accurate collection of the transient occupancy tax, and enhance and maintain the residential character of its residential zones by providing regulations for Short Term Vacation Rentals within the City.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY DOES HEREBY ORDAIN AS FOLLOWS:

SECTION 1. AMENDMENT OF CHAPTER 5.96 OF TITLE 5 OF THE CITY OF CATHEDRAL CITY MUNICIPAL CODE.

Chapter 5.96 [Short Term Vacation Rental Units] of Title 5 the City of Cathedral City Municipal Code is hereby amended to read as shown in Exhibit "A".

SECTION 2. OPERATIONAL REQUIREMENTS.

All existing STVR permits and any issued prior to the effective date of this Ordinance shall come into compl iance with the standard operational requirements and conditions imposed under Section 5.96.050 of Exhibit "A" by no later than the thirtieth (30th) day following the effective date of this Ordinance. The standard operational requirements and conditions imposed under Section 5.96.050 of Exhibit "A" shall be applicable to all permits issued or renewed on or after the effective date of this Ordinance. The City will post this Ordinance on its website, will make copies of the Ordinance 2 RIV #4875-1993-0133 v1

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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) available at City Hall, and will mail or email a copy of the Ordinance to all existing STVR permittees prior to the effective date of the Ordinance. Failure of any permittee to receive a copy of the Ordinance shall not excuse permittee's failure to comply with the requirements of the Ordinance. The City reserves the right to amend, modify, repeal, or readopt the Ordinance, including without limitation the right to discontinue issuance of new or renewed STVR permits.

SECTION 3. EFFECTIVE DATE.

This ordinance shall be effective 30 days from and after its final passage.

SECTION 6. SEVERABILITY.

If any section, subsection, subdivision, sentence, clause, phrase, or portion of this ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, then such decision shall not affect the validity of the remaining portions of this ordinance. The City Council of the City of Cathedral City hereby declare they would have adopted thi s ordinance, and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof be declared invalid or unconstitutional.

SECTION 7. PUBLICATION.

The City Clerk is authorized and directed to cause this ordinance to be published within fifteen (15) days after its passage in a newspaper of general circulation and circulated within the City in accordance with Government Code Section 36933(a) or, to cause this ordinance to be published in the manner required by law using the alternative summary and posting procedure authorized under Government Code (c).

INTRODUCED at the regular meeting of Cathedral City Council on the _____ day of 2022.

PASSED, APPROVED AND ADOPTED at the regular meeting of Cathedral City Council on the _______ day of __________ 2022.

AYES:

NOES:

ABSTAIN
Ernesto M. Gutierrez, Mayor
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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) ATTEST:

Tracey R. Hermosillo, City Clerk
APPROVED AS TO FORM:

Eric S. Vail, City Attorney
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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment)

EXHIBIT A
TITLE 5 BUSINESS REGULATIONS
Chapter 5.96 Short Term Vacation Rental Units

5.96.010 Purpose.

The purpose of this Chapter is to establish regulations for the use of privately owned residential dwellings as Short Term Vacation Rentals (STVR), to ensure the collection and payment of applicable transient occupancy taxes, and minimize the negative secondary effects of STVRs on surrounding residential neighborhoods. This Chapter also establishes a method to phase out STVRs within the City within two years from and after the effective date of ordinance 842, on October 9, 2020, except in (a) common interest developments with established CC&Rs that do not prohibit STVRs, and (b) home sharing as permitted under this code. This Chapter 5.96 does not provide any owner of residential property with the right or privilege to violate any private CC&Rs applicable to the owner's property that may prohibit the use of such owner's residential property as a STVR or for home sharing as discussed in this Chapter.

5.96.020 Definitions.

For purposes of this Chapter only, the following words and phrases shall have the meanings provided below. Terms not expressly defined below shall have the meaning provided in other applicable sections of the Cathedral City municipal code. Terms not defined in the municipal code shal l have the meaning provided in a dictionary of the English language of common and current usage.
"Advertise" means the act of drawing the public's attention to a short term vacation rental in order to promote the availability of the residence for use as a Short Term Vacation Rental. Said advertising may be found in any medium, including but not limited to, newspaper, magazine, brochure, website, or mobile application. "Applicable laws, rules and regulations" means any laws, rules, regulations and codes (whether local, state or federal) pertaining to the use and occupancy of a privately owned dwelling unit as a Short Term Vacation Rental.
"Booking Service" means any reservat ion and/or payment service provided by a person or entity that facilitates a Short Term Vacatio n Rental transaction between an Owner and a prospective Occupant, and for which the person o r entity collects or receives, directly or indirectly through an agent or intermediary, a fee in connection with the reservation and/or payment services provided for the Short Term Vacation Rental transaction.
"City Manager' means that person acting in the capacity of the City Manager of the City of Cathedral City or designee.
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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) “CC&Rs" means all legal documents establishing the declaration of covenants, conditions, and restrictions, recorded against a property that is part of a common interest development.
"Coachella valley" means the territory within the boundaries of the cities of Desert Hot Springs, Palm Springs, Cathedral City, Rancho Mirage, Palm Desert, Indian Wells, La Quinta, Indio, Coachella, and the unincorporated area of Riverside County th at is within the territorial boundaries of the Palm Springs and Desert Sands Unified School District, and that portion of the Coachella Valley Unified School District located within Riverside County, as such boundaries may be adjusted from time to time as allowed for under the law.
'Common interest development" means a common interest development subject to the Davis -Stirling Common Interest Development Act, as further defined in California Civil Code section 4100, including without limitation homeowners associations, condominium owner associations and similar associations formed pursuant to the aforementioned Act.
"Disqualified space" means any publicly owned single family dwelling unit or multi- family dwelling unit, any dwelling unit subject to recorded affordability covenants, any privately owned multi-family rental housing, any accessory dwelling unit built or permitted after January 1, 2020, or any portion of a dwelling unit rented separately from the main residential dwelling unit, including without limitation any garage. balcony, patio. yard, outdoor area or amenity, any recreational vehicle, any tent, space, lot, areas or site in any campsite, park or other property any commercial or industrial structure, any structure not built for habitable use, any barn, shed, storage unit, or tree house. "Good Neighbor Brochure" means a document prepared by the City, as may be revised from time to time, which summarizes the general r ules of conduct, consideration and respect pertaining to the use and occupancy of the Short Term Vacation Rental units. 'Home sharing or home share" means a form of Short Term Vacation Rental of a privately owned qualifying residential unit located on property that is the primary residence of the owner(s), a portion of which, not exceeding fifty percent (50%) of the total bedrooms, is rented occasionally for occupancy, dwelling, lodging, or sleeping purposes for a period of thirty (30) consecutive calendar days or less, counting portions of calendar days as full use days to another person or persons, incidentally to the normal occupancy by the owner(s), where at least one (1) of the owners occupies the qualifying residential dwelling, or an accessory dwelling unit located on the same property, for the duration of the rental contract. Home sharing or home share is not permitted in any disqualified space. Home sharing or home share does not include the use of a lodging facility, hotel, motel or a timeshare subject to Chapter 9.92 of this code. Unless expressly provided otherwise, all provisions of this Chapter that apply to Short Term Vacation Rentals are applicable to home sharing or home share.
"Hosting Platform" means a person or entity that participates in t he Short Term Vacation Rental business by providing, and collecting or receiving a fee for, Booking Services through which an Owner may offer premises for an occupant on a short -term basis.

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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) Hosting Platforms usually, though not necessarily, provide Booking Services through an online platform that allows an Owner to advertise the premises through a website provided by the Hosting Platform and the Hosting Platform conducts a transaction by which potential occupants arrange their use and their payment, whether the would -be occupant pays rent directly to the Owner or to the Hosting Platform. Hosting Platform also means a marketplace that is created for the primary purpose of facilitating the Short Term Vacation Rental of a residential unit offered for occupancy for tourist or transient use for compensation to the offeror of that unit, and the operator of the hosting platform derives revenues, including booking fees or advertising revenues, from pro viding or maintaining that marketplace. "Facilitating" includes, but is not limited to, the act of allowing the offeror of the residential unit to offer or advertise the reside ntial unit on the Internet Website provided or maintained by the operator. "House trailer" means a trailer designed for human habitation. The term does not include manufactured housing.
"Local contact person" means the person designated by the owner or the owner's authorized agent or representative who shall be available twenty -four (24) hours per day, seven days per week for the purpose of: (1) responding in person within thirty (30) minutes to complaints regarding the condition, operation, or conduct of occupants of the Short Term Vacation Rental unit; and (2) taking remedial action to resolve any such complaints. The local contact person must be a resident of the Coachella valley.
"Managing agency or agent" means a person, firm, or agency representing the Owner of the Short term vacation rental, or a person, firm, or agency owning or operating more than one (1) Short Term Vacation Rental.
"Multi-family rental housing" means any complex, structure or a portion of a structure zoned, used and/or designated as rental dwellings and that includes two (2) or more independent dwelling units. This includes, but is not limited to, duplexes, triplexes, apartments, and townhouses.
"Multiple Rentals" means the ownership or controlling interest of any number of real properties in excess of one residential property in the City used for purposes of Short term vacation rentals as defined in this Chapter 5.96.
"Occupant" means an individ ual of any age that is present on the property during the duration of the Short Term Vacation Rental contracted stay. Persons hired by the owner to perform bona fide cleaning, maintenance, landscaping, construction, repair or similar services on the proper ty will not be considered to be occupants, provided said persons are solely engaged in activities directly related to the services for which they were hired. Occupant also includes the primary residents of a dwelling who remain on the property during the d uration of a home share. "Owner" means the person(s) or entity(ies) that hold(s) legal and/or equitable title to the property used for a Short Term Vacation Rental.
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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) "Owner's authorized agent," or "manager," or "managing agency" means an individual or business entity, or their representative, appointed by an Owner to solicit applications, execute agreements, or otherwise act on Owner's behalf in the rental of property as a Short term vacation rental.
"Permit" and "Renewal Permit" means a permit that allows the use of a privately owned residential dwelling as a Short Term Vacation Rental pursuant to the provisions of this Chapter, and incorporates by consolidation the t ransient occupancy registration permit as required by Chapter 3.24; and, may also be referred to as “STVR permit” or “STVR operating permit”.
"Property" or Premises means a residential legal lot of record on which a Short Term Vacation Rental is located and the actual single -family house or other residential dwelling unit, including all of its improved real property, which is used as a Short Term Vacation Rental or Home Share.
“Qualifying residential dwelling unit" means a residential dwelling unit that is not a disqualified space and that may be, including without limitation, any single family detached dwelling unit, any accessory dwelling unit built or permitted prior to January 1, 2020, any multi -family dwelling unit where the units are privately owned. including without limitation any duplex, triplex, quadraplex, or condominium, any mobile home or house trailer on a residential lot or within a mobile home park, or other similar structure or portion thereof as may be deemed qualified by the City.. "Recreational vehicle" shall mean a vehicle intended for temporary occupancy, with or without a motor, including without limitation any automobile, motorhome, travel trailer, truck campers, camping trailers, park trailers, fifth wheel trailers, house cars, trailer coaches, slide in or pop up campers, truck campers, tent trailers and any boat or house boat.
“Responsible person" means an occupant of a Short Term Vacation Rental who is at least twenty-five (25) years of age and who is legally responsible for e nsuring that all occupants of the Short Term Vacation Rental comply with all applicable laws, rules and regulations pertaining to the use and occupancy of the subject Short Term Vacation Rental unit, and who may be held liable for any violation of all applicable laws, rules and regulations set forth in this Chapter..
"Short term vacation rental or STVR" means any privately owned qualifying residential dwelling unit or portion thereof, rented for occupancy, dwelling, lodging, or sleeping purposes for a period of thirty (30) consecutive calendar days or less, counting portions of calendar days as full use days, in exchange for any form of monetary or non -monetary consideration such as, but not limited to, trade, fee, swap or any other in lieu of cash paym ent. A STVR shall not be and is not permitted for use in any disqualified space. A STVR does not include the use of a lodging facility, hotel, motel or a timeshare subject to Chapter 9.92 of this code. "Transient occupancy tax" means the tax le vied by the City in accordance with Chapter 3.24 of the Cathedral City Municipal Code. This tax is levied upon 8 RIV #4875-1993-0133 v1

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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) individuals or businesses engaged in the sale of sleeping accommodations to the public, which accommodations include, among others, Short Term Vacation Rentals. "Qualifying residential dwelling unit" means a residential dwelling unit that is not a disqualified space and that may be, including without limitation. any single family detached dwelling unit, any accessory dwelling unit built or permitted prior to January 1, 2020, any multifamily dwelling unit where the units are privately owned. including without limitation any duplex, triplex, quadraplex, or condominium, any mobile home or house trailer on a residential lot or within a mobile home park, or other similar structure or portion thereof as may be deemed qualified by the City.

5.96.030 Authorized agents or representatives.

An owner may authorize an agent or a representative to comply with the requirements of this Chapter on behalf of the owner. However, the owner shall not be relieved from any personal responsibility for noncompliance w ith any applicable law, rule or regulation pertaining to the use and occupancy of the subject Short Term Vacation Rental unit, regardless of whether such noncompliance was committed by the owner's authorized agent or representative or the occupants of the owner's Short Term Vacation Rental unit.

5.96.035 Permits required for Short Term Vacation Rental units; termination of Short Term Vacation Rentals; exceptions.

A. All Permits. No person shall use any qualifying residential dwelling unit for a Short Term Vacation Rental without a valid STVR permit issued pursuant to this Chapter.

B. New Permits. Upon the effective date of Ordinance No. 842. no person or entity shall be issued a permit for a Short Term Vacation Rental, except for a new permit (1) to conduct home sharing in any qualifying residential dwelling unit, or (2) to operate a Short Term Vacation Rental in a qualifying residential dwelling unit within a common interest development as permitted under this Chapter.

C. Renewal Permits. Upon the effective date of Ordinance No. 842. no person or entity shall be issued a renewal permit for a Short Term Vacation Rental that will be valid beyond January 1, 2023 except for a renewal permit (1) to conduct home sharing in any qualifying residen tial dwelling unit. or (2) to operate a Short Term Vacation Rental in a qualifying residential dwelling unit within a common interest development as permitted under this Chapter .

D. Termination of Existing Permits. Effective on January 1, 2023, all existing STVR Permits previously issued by the City shall terminate; and permittees shall discontinue the use of any property for a Short Term Vacation Rental , and shall not shall be prohibited, and no person advertise, offer to RIV #4875-1993-0133 v1

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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) rent, or rent property for a Short Term Vacation Rental, unless expressly excepted above.

E. Lessee of Long Term Rental Property. Th e lessee of a long term rental property shall not obtain a permit and is prohibited from using the property as a Short Term Vacation Rental. No person who has rent ed a Short Term Vacation Rental shall sublet such dwelling unit or any portion thereof to any other person or entity.

F. Pursuant to this Chapter and any other applicable provisions of this Code, multiple rentals under one Short Term Vacation Rent al permit are prohibited. Each Short Term Vacation Rental property shall require a uniquely numbered permit.

5.96.040 Short term vacation rental / home share permit required— application and fee.

A. The owner is required to submit an application signed by the owner and obtain a permit from the City, pursuant to the provisions of this section, before renting and/or advertising the availability of any Short Term Vacation Rental unit or home share unit. The owner may authorize an agent or representative to process the application.

B. The permit must be renewed annually to remain valid. An invalid permit is equivalent to not having a permit. A permit shall not be renewed if there are unresolved City code compliance cases, outstanding City fines or fees or City liens on the property.

C. Failure to obtain an initial new permit or renewal permit before renting and/or advertising the Short Term Vacation Rental shall result in fines, penalties and other remedies as provided in this Chapter, including but not limited to future denial.

D. If a renewal application is not submitted and the fees not paid by the expiration of the existing permit, the owner shall have thirty (30) days from the expiration date of the existing permit to come into compliance with all provisions in this Chapter.

E. The owner must submit the following information on a permit application form provided by the City:

1. Identify whether the permit is for a Short Term Vacation Rental or a home share.

2. The name, address, and telephone number of the owner of the subject Short Term Vacation Rental unit;

3. The name, address, and telephone number of the owner's authorized agent or representative, if any;
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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment)

4. The name, address, and telephone number of the local contact person available twenty four hours a day;

5. The address of the proposed Short Term Vacation Rental unit;

6. The number of bedrooms and the applicable occupancy limit of the proposed Short Term Vacation Rental. If a home share, also indicate the number of bedrooms on the property proposed to be rented;
7 Photo of the front of the Short Term Vacation Rental unit sufficient to allow City to visually identify the unit, the minimum size of which will shall be 4" x 5"; and

8. Submit all information necessary for Transient Occupancy Tax (TOT) registration;

9. An executed indemnification and hold harmless agreement i n a form approved by the City Attorney;

10. An executed consent to inspection form signed by the owner of the property; and

11. Such other information as the City Manager or designee deems reasonably necessary to administer this Chapter.

F In addition to the requirements of subsection E above, for properties located in any area governed by a common interest development, the owner or the owner's authorized agent or representative must submit a letter from the association's governing board stating that the CC&Rs and rules and regulations of the common interest development do not prohibit Short Term Vacation Rentals to operate within the common interest development and on the subject qualifying residential unit.

G. The permit application and any associated business licenses shall include an affidavit signed by the owner under penalty of perjury stating that all the information in the application is correct and that the owner maintains full responsibility that the Short Term Vacation Rental shall be advertised, rented, operated and maintained in compliance with this Chapter and all other relevant municipal codes.

H. The owner must provide proof of commercial Short Term Vacation Rental insurance that covers the rental of the property as a Short Term Vacation Rental with limits as may be established by the City Manager and amended from time to time. Proof of insurance shall be provided at the time of both initial and renewal permit issuance and shall remain in effect for the duration of the annual permit.

Failure to maintain commercial property Short Term Vacation Rental insurance shall result in suspension of the permit.
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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) I. Each application shall contain an executed indemnification and hold harmless agreement in a form approved by the City attorney agreeing to indemnify, hold harmless and defend the City, the City Council of the City, individually and collectively, and the City representatives, officers, officials, employees, agents and volunteers from any and all claims, demands, damages, fines, ob ligations, suits, judgments, penalties, causes of action, losses, liabilities. or costs at any time received, incurred or accrued as a result of, or arising out of owner's or authorized agents or representative or local contact person's actions or inaction in the operation, occupancy use and/or maintenance of the property.

J. The permit application shall be accompanied by the payment of an application, inspection fee and registration fee in an amount established by City Council resolution from time to time.

K. The permit application shall be accompanied by a consent to inspection form signed by the owner of the property by whic h the owner agrees and consents to a health and safety inspection. The City shall conduct a health and safety inspection of the proposed Short Term Vacation Rental unit prior to issuing a new permit and prior to issuing any renewal permit. A health and saf ety inspection shall include verification of the number of bedrooms that were originally permitted and authorized under the original certificate of occupancy for the unit on the qualifying residential dwelling unit. The City shall also verify that no space has been converted into a bedroom or living space without all required permits.

L. No initial or renewal permit shall be issued if the property to be used for Short Term Vacation Rentals does not have functioning smoke and carbon monoxide detectors, HVAC, electricity or plumbing, the structure has been substantially modified in any way that required a building permit from the City and a permit was not obtained, or the City determines that any other conditions are present on the property that would present a substantial threat to the health, safety or welfare of guests.

M. If the Short Term Vacation Rental has a privately owned pool or spa, the City inspector shall confirm, prior to the issuance of a new STVR permit or renewal permit, that the pool or spa:

1. Was built in compliance with a valid City issued permit; and

2. Is currently operating safely in compliance with all applicable statutes, codes, rules and regulations.

N. A permit application for a new STVR permit or for a renewal STVR permit shall be denied if the City determines any of the following grounds for denial exist:

1. If, at the time the permit application is being submitted, the City has commenced any open code or building compliance proceedings against 12 RIV #4875-1993-0133 v1

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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) the owner with respect to any building, structure, use or land use in the City.

2. If the owner has had a prior permit suspended or revoked or has been cited for violating any provision of the code for any Short Term Vacation Rental property in the City within the past twelve (12) months.

3. If the owner is delinquent in the payment of any outstanding fees, assessments or taxes owed to the City related to any property located in the City that is owned by the owner or is not current in submitting any monthly transient occupancy tax return forms due to the City.

4. If there is credible evidence that any governing documents, including CC&Rs, of a common interest development, or the rules or regulations enacted by the association governing the common interest development, prohibit the use of a property for Short Term Vacation Rental purposes.

5. If the Short Term Vacation Rental or home sharing is to be conducted on a property where such use is prohibited under section 5.96.050(Q).

6. If the owner fails to provide any of the required application infor mation described in this section.

O. If a new permit application is denied pursuant to Section 5.96.040(N), the applicant may apply again for a new permit after the passage of twelve (12) months from the date of denial.

P. Subject to the restrictions on new permits in Section 5.96.035(B) within fourteen (14) days of a change of property ownership, change of owner's agent or representative, or any other change in material facts pertaining to the information contained in the permit application, the owner or owner' s authorized agent or representative shall submit an application and requisite application fee for a new permit, which must be obtained prior to continuing to rent the subject property as a Short Term Vacation Rental. Changes to the owner's mailing and email addresses, advertising Uniform Resources Locater (URL) and changes of the local contact person may be done by email to the City in a format required by the City and shall not require an application for a new permit.

Q. If the Short Term Vacation Rental is sold, otherwise disposed of, or after an event that results in the property no longer in use as a Short Term Vacation Rental, the owner of his or her agent or representative shall within seven (7) days cancel the permit and delete any and all advertisements of the STVR.

Q. Any newly constructed dwelling applying for a permit must be accompanied by a completed and approved certificate of occupancy.
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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) R. Within thirty (30) days of the issuance of a new permit or renewal permit, the City shall mail a notice to all residences within three hundred (300)one hundred and fifty (150) feet of the STVR notifying the residents that a permit has been issued and providing information regarding how to lodge complaints regarding the STVR, if any.

S. Permits are subject to any and all further amendments to this Chapter changes to this Chapter as may be enacted by the City Council from time to time; and to any and all changes to policies and procedures developed by the City Manager or his/her designee, consistent with this Chapter.

5.96.050 Standard operational requirements and conditions.

A. The owner and/or owner's authorized agent or representative shall use reasonably prudent business practices to ensure that the property used for Short Term Vacation Rental is used in a manner that complies with all applicable laws, rules and regulations pertaining to the use and occupancy of the subject Short Term Vacation Rental unit, and shall further use reasonably prudent business practices to ensure the occupants of the Short Term Vacation Rental do not create noise in violation of municipal code Chapter 11.96 or other disturbances, engage in disorderly conduct, or violate any applicable law, rule or regulation pertaining to the use and occupancy of the subject Short Term Vacation Rental.

B. Upon notification that the responsible person and/or any occupant and/or guest of the Short Term Vacation Rental has created noise in violation of municipal code Chapter 11.96 or other disturbances, engaged in disorderly conduct, or committed violations of any applicable law, rule or regulation pertaining to the use and occupancy of the subject STVR, the owner, the owner's authorized agent or representative and/or the owner's designated local contact person shall promptly respond to immediately halt or prev ent a recurrence of such conduct by the responsible person and/or any occupants. Failure of the owner, the owner's authorized agent or representative and/or the owner's designated local contact person to respond to calls or complaints regarding the conditi on, operation, or conduct of occupants and/or guests of the Short Term Vacation Rental within the time designated in the City's complaint protocols shall be subject to all administrative, legal and equitable remedies available to the City.

C. The number of occupants allowed to be present at any Short Term Vacation Rental or home share shall be limited as follows:

Number of
Bedrooms
Maximum Number
of Occupants
0—Studio 2
1 2
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3 6
4 8
5 or more 10
Children two (2) years of age or younger are not counted towards the occupant maximum.

Notwithstanding the foregoing, the occupancy limits may be exceeded if the owner or authorized representative obtains a special use permit for a special event pursuant to Chapter 9.68 of the City municipal code.

D. During the period of a Short Term Vacation Rental, the owner, the owner's authorized agent or representative and/or the owner's designated local contact person shall be available twenty four (24) hours per day, seven (7) days per week for the purpose of re sponding within thirty (30) minutes to complaints regarding the condition, operation, or conduct of occupants of the Short Term Vacation Rental. The owner shall also ensure the responsible person is present at the STVR property during the duration of the rental period.

E. In addition to the noise standards identified in Chapter 11.96 of the code, no radio receiver, musical instrument, phonograph, compact disk player, loudspeaker, karaoke machine, sound amplifier, or any machine, device or equipment that produces or reproduces any sound shall be used outside or be audible from the outside of any unit used for Short Term Vacation Rental. Any machine, device or equipment that amplifies music inside any Short Term Vacation Rental shall not be heard beyond the property line of the Short Term Vacation Rental at all times.

F. Upon check in, the owner or owner's agent or representative shall:

1. Be present on-site to check in the responsible person. Video check in is also permitted;

2. Obtain from the responsible person an "Informational Form," as provided by the City which contains:
a. The name, address and copy of the valid government identification of the responsible person;
b. A list of the names of all occupants of the STVR; and c. A list of all vehicle information and license plate numbers of the responsible person and occupants and guests.

3. Advise the responsible person, verbally and in writing, of the following:
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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) a. The City's Short Term Vacation Rental provisions and regulations (e.g. music, noise, trash, occupancy limits, parking);
b. The responsible person must be a present occupant at the property during the duration of the STVR rental period; and
c. The Good Neighbor B rochure.

4. Provide the responsible person with the local contact person's twenty four hour availability information;

5. Require the responsible person sign the "Guest Agreement Acknowledgement" form as provided by the City. Both the "Informational Form" and the "Guest Agreement Acknowledgement" form described above shall be readily available on site during the time the property is rented for inspection upon request by any City officer responsible for the enforcement of the Short Term Vacation Rental laws and reg ulations or other City employees or contractors as designated by the City Manager, and shall be maintained by the owner for a minimum of three years; and

6. Ensure a copy of the permit and good neighbor brochure shall be posted in a conspicuous place within the Short Term Vacation Rental property.

G. Permitted Short Term Vacation Rental properties shall have walk up trash service for trash cans and are furthe r required to have a total of two regular trash cans and two recycling trash cans provided by and through the City’s waste management/trash service provider. Home shares and Short Term Vacation Rental units located in common interest developments with communal waste bins are exempt from this requirement. The owner, the owner's authorized agent or representative shall use reasonably prudent business practices to ensure compliance with all the provisions of Chapter 6.04 and section 13.80.090 of the City municipal code.

H The owner, the owner's authorized agent or representative and/or the owner's designated local contact person shall post a copy of the permit and a notice in the form required by the City of the applicable regulations in a conspicuous place within the Short Term Vacation Rental.

I. The owner and/or the owner's authorized agent or representative shall include the current permit number on or in any advertise ment appearing in any newspaper , magazine, brochure, television trade paper, internet website, etc., that promotes the availability or existence of a Short Term Vacation Rental unit in a place or location deemed acceptable by the City Manager or designee. In the instance of audio-only advertising of the same, the permit number shall be read as part of the advertising.

The maximum occupancy of the Short Term Vacation Rental unit, as provided for in subsection 5.96.050(C), shall be clearly identified in any advertisement. The Short Term Vacation Rental number must also be
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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) prominently and legibly included in the first line of the property description text in any advertisement in the following format: "City of Cathedral City STVR Permit No." followed by the assigned permit number. Additionally, the following shall be clearly identified in any advertisement:

1. Maximum occupancy;

2. Requirements for compliance with the City's noise and outdoor activity standards and regulations;

3. Maximum number of cars allowed;

4. A statement that the Short Term Vacation Rental occupants shall respect the neighborsneighbors’ privacy and peaceful enjoyment of their property;

5. The applicable rate of the City's transient occupancy tax; and

6. A photo of the front of the Short Term Vacation Rental.

J. Unless otherwise provided in this Chapter, the owner of a Short Term Vacation Rental unit and/or the owner's authorized agent or representative shall be subject to and sh all comply with all provisions of Chapter 3.24 concerning transient occupancy taxes, including, but not limited to, submission of a monthly or alternative return, which shall be filed monthly even if the Short Term Vacation Rental unit was not rented during each such month. The owner shall maintain for a period of three years records in such form as the tax administrator may require to determine the amount of transient occupancy tax owed to the City. The tax administrator shall have the right to inspect such records at all reasonable times.

Such records shall be maintained at the owner's premises or shall be available for delivery to the tax administrator within fourteen days after request. If advertising on an online platform and such platform provides monthly statement to an owner, the monthly statement shall be attached to the monthly transient occupancy tax reports.

K. All internet listing sites (e.g. website URLs) and listing numbers associated with a Short Term Vacation Rental shall be submitted within thirty days of approval of the permit and annually thereafter. Any change to internet listing sites (URL) shall be submitted to the City in accordance with Section 5.96.040(P).

L. No fence or wall required by section 9.14.110, 9.16.110, 9.18.110, 9.20.110,

9.22.110, or 9.46.110 or any other provision of title 9 of the City's municipal code shall be removed, in whole or in part, from the rear or side yard of any Short Term Vacation Rental.

M. Operation of a Short Term Vacation Rental includes but is not limited to any one or more of the following:
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1. Advertisement of the property means on any web based advertising, hosting platform, print media, bulletin, signage, radio, television or on any other medium for the purposes of promoting interest in, testing the market for, or soliciting the occupancy of a property for a period of thirty (30) consecutive days or less.

2. An owner, agent or other representative of the owner has an interest in rental, exchange, trade, gift, or grant of a guest stay at a property of less than thirty (30) consecutive days or less.

3. An owner, agent or other representative of the owner interacts with another party, whether directly or indirectly, through personal or digital/electronic contact with the intent to provide availability of the property for occupancy of thirty (30) days or less, or to complete a rental and/or reservation of the property for future occupancy of thirty (30) days or less.

N. A maximum of one vehicle per bedroom of the STVR is permitted to park in the garage and driveway of the STVR or property or on the street. Vehicle parking in front of any mailbox is prohibited. The owner or the owner’s authorized agent or representative shall ensure compliance with all applicable laws, rule and regulations related to parking of vehicles.

O. The minimum duration of a Short Term Vacation Rental contract shall be four (4) days, three (3) nights. Properties used for a home share and Short Term Vacation Rentals in common interest developments are not subject to this limitation minimum duration requirement.

P While present at the Short Term Vacation Rental property, should a City employee or agent ask to see the government issued identification of the owner or the owner's agent or representative and that individual is unable or refuses to provide such identification, then a citation will be issued to the owner. Should a City employee or agent ask to see the government issued identification of the responsible person and if the individual is unable or refuses to provide identification, then a citation may be issued to the owner. If no one responds or is willing to be identified as the responsible person, then a violation will be issued to the owner and the local contact person shall either locate the responsible person or evict the tenants from the Short Term Vacation Rental.

Q. Short term vacation rentals are prohibited in every disqualified space.

R. The lessee of a long term rental property shall not obtain a permit and is prohibited from using the property as a Short Term Vacation Rental. No person who has rented a Short Term Vacation Rental shall sublet such dwelling unit or any portion thereof to any other person or entity.

S. If a permit is suspended or revoked, all property owners within three hundred (300) feet of the Short Term Vacation Rental property shall be provided written 18 RIV #4875-1993-0133 v1

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R. All home maintenance and repairs (external and internal), garden and yard maintenance, and pool cleaning and maintenance shall not be performed between the hours of 5 p.m. on Friday through 8 a.m. on Monday, except in the case of an emergency or the occurrence of an unexpected event that reasonably warrants a timely or immediate response. Repairs and maintenance shall not be scheduled in advance to occur during the days and time specified in this subsection.

S. In addition to the noise standards identified in Chapter 11.96 of the code, all use of outdoor amenities and/or outdoor games or any outdoor activities that create noise between the hours of 10 p.m. and 8 a.m. is prohibited. A sign stating these restrictions must be clearly visible near any such spa/pool or posted on all interior doors leading to the exterior amenities.

T. All Short Term Vacation Rental contracts shall be filed with the City prior to occupancy or within twenty four (24) hours of execution of the contract of a Short Term Vacation Rental by occupants. The City shall utilize this information for transient occupancy tax collection and for code compliance purposes. The exact number of occupants shall be included in the contract as well as all City municipal code requirements regulating occupancy limits, noise, outdoor amplified music prohibition, public nuisance, parking, trash, and other code requirements related to Short Term Vacation Rental occupancy.

U. The City Council shall promulgate, and may amend from time to time, protocols by resolution setting for the appropriate process for filing complaints regarding alleged violations of the municipal code occurring at a Short Term Vacation Rental unit or allegedly committed by the owner, occupants, local contact person, or other person.

5.96.060 Additional or modified operational requirements and conditions.

A. The City Manager. or designee, shall have the authority to impose additional conditions on the use of any given Short Term Vacation Rental unit to ensure that any potential secondary effects unique to the subject Short Term Vacation Rental are avoided or adequately mitigated.

B. The standard conditions set forth herein may be modified by the City Manager, or designee, upon request of the owner or the owner's authorized agent or representative based on site -specific circumstances for the purpose of allowing reasonable accommodation of a Short Term Vacation Rental. All requests must be in writing and shall i dentify how the strict application of the standard conditions creates an unreasonable hardship to a
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5.96.070 Violations, notices, remedies and penalties.

A. The City Council shall establish fines, penalties, and other charges for violation of this Chapter by resolution, which may be amended from time to time.

B. Notice of Violation / Administrative Citation

1. The City may issue and the Owner may receive a notice of violation or administrative citation for any violation of this Chapter 5.96, or any other provision of this C ode which is violated during a Short Term Vacation Rental including, without limitation, the City's noise ordinance, by the short- term residential rental occupant.

2. The City, may issue a notice of violation or administrative citation to any occupant, invitee, renter, lessee or Owne r of the Property, or Managing agency or agent, and/or Hosting Platform for a violation of any provision of this Chapter of other provisions of the Code pursuant to Chapter 13.

3. Each and every day, or portion thereof, that a violation of this Chapter and/or Code exists constitutes a separate and d istinct violation for which an administrative citation may be issued. Such notice of violation or administrative citation shall be issued, notice given, and any appeals heard in the manner and by the process prescribed by Title 13 of this Code, as amended from time to time.

4. In addition or in the alternative, any violation of this Chapter may constitute a misdemeanor which may be subject to the maximum punishment therefor as allowed by law.

5. The City may issue, and the Hosting Platform shall be subject an administrative citation for each violation of Section 5.96.080 of this Chapter. Each and every violation by a Hosting Platform carries a fine of no less than $1,000 per violation per day; or as that fine amount may be amended and set from time to time by resolution of the City Council.

C. Suspension of a Short term Vacation Rental Unit Permit

1. Upon the issuan ce of a third notice of violation and/or administrative citation within twelve (12) months at the same Short Term Vacation Rental Property, the Director of Community Development or his/her designee shall suspend the permit for a period of time determined by the City, not exceeding six (6) months.
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2. The City Manager or his/her designee may suspend a Short Term Vacation Rental permit, if he/she determines, based on substantial evidence, that such suspension is necessary to protect or preserve the public health, safety and general welfare, irrespec tive of the number of notices of violation and/or administrative citations issued,

3. The City shall give written Notice of Suspension to the owner of the Short Term Vacation Rental unit. The permit suspension is effective three (3) days following the date the written Notice of Suspension is sent by certified or registered mail.

Notice shall be sufficient if mailed to the owner/permittee at the address shown in the last application for a permit or renewal permit, whether or not the mailing is receipted for or claimed. The Notice is deemed received three days (3) days following the date the Notice is sent.

4. Notice of Suspension shall include all of the following information:
a. The name of the subject Short Term Vacation Rental unit permit holder and owner;
b. The street address or definite location where the violation(s) occurred; c. The code section(s) violated;
d. A description of the conditions or actions which warrant suspension, of the subject permit;
e. A description of any prior action taken by the City to gain compliance with the code with regards to the subject violation(s); f. The name, title and telephone number of the official making the decision.
g. The right to appeal a Notice of Suspension issued for reasons other than Section 5.96.070(C)(1) and the procedure to timely initiate an appeal of the Notice of Suspension.

5. Right to Appeal Notice of Suspension
a. The issuance of a Notice of Suspension pursuant to Section

5.96.070(C)(1) may be appealed to a hearing officer to challenge only the duration of the suspension period pursuant to the procedure set forth in this Chapter 5.96. [Nothing in this Chapter 5. 96 shall prohibit a permittee from challenging/appealing the third citation upon which the Notice of Suspension is based in accordance with the process set forth in Chapter 13.]
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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) b. The issuance of a Notice of Suspension pursuant to Section

5.96.070(C)(2) may be appealed to an independent hearing officer pursuant to this Section.

6. A permittee issued a Notice of Suspension may, within ten (10) days of the date deemed to be received pursuant to Section 5.96.070(C)(3), appeal the decision to a hearing officer, subject to the limitations set forth in Section

5.96.070(C)(5)(a) and (b), by submitting a written notice to the City Clerk, on a form provided by the City along with the required filing fee. The City Clerk, or his or her designee, shall fix a date, time and place for the hearing to consider the suspension of the subject Short Term Vacation Rental permit.

Such date shall be not less than ten (10) calendar days and not more than forty-five (45) calendar days from the date the notice was submitted to the City Clerk.
7 The City Clerk or his/her designee shall prepare and give Notice of the Appeal Hearing pursuant to Section 13.150.050 of Chapter 13.150 if this Code.

8. If a Short Term Vacation Rental permit is suspended for any reason, all property owners within one hundred fifty (150) feet of the suspended Short Term Vacation Rental property shall be provided written notice of the suspension. Those property owners that, within the pri or twelve (12) months, lodged with the City a complaint(s) concerning the subject STVR may be provided written notice of any scheduled appeal hearing, if any, no more than ten (10) days after the date wh en the appeal period ends, and may also be given the opportunity to submit written statements for consideration by the hearing officer, in his or her discretion, at the appeal hearing.

9. After the City Clerk gives Notice of the Appeal Hearing, the hearing process for an Appeal Hearing shall be the same as those set for a hearing on the modification of revocation of a permit set forth in Chapter 13.150 of this Code.

D. Modifications and Re vocations

1. A violation of any provision of this Chapter by any of the occupants, responsible parties, owner(s) or the owner's authorized agent(s) or representative(s) shall authorize the City Manager , or designee, to recommend the modification of the Short Term Vacation Rental Permit and the imposition of additional conditions on the use of any given Short Term Vacation Rental unit to ensure that any potential additional violations are avoided.

2. Upon a violation of any provision of the Code and/or the Short Term Vacation Rental permit by any of the occupants, responsible parties, owner(s) or the owner's authorized agent(s) or representative(s) and/or, in the event that 22 RIV #4875-1993-0133 v1

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Attachment: Ordinance Amendment Chapter 5.96 Short Term Vacation Rental Units [Revision 4] (3148 : STVR Ordinance Amendment) the continued operation of the Short Term Vacation Rental poses a threat of danger to the health, safety and welfare of the public, the City Manager, or designee shall be authorized to recommend the revocation of the Short Term Vacation Rental Permit of any given Short Term Vacation rental unit to ensure that any potential additional violations and threats of danger are avoided.

2. A violation of any provision of this Chapter by any of the occupants, responsible parties, owner(s) or the owner's authorize d agent(s) or representative(s) shall constitute grounds for modification, suspension and/or revocation of the Short Term Vacation Rental unit permit and/or any affiliated licenses or permits pursuant to the provisions set forth in Chapter

13.150. The city may issue a notice of violation to any occupant, responsible party, owner(s) or the owner's authorized agent or representative, pursuant to Chapter 13.55, if there is any violation of this Section committed, caused or maintained by the any of the above parties.

E. It shall be unlawful to commit a violation of any term or condition of a permit, and such violation shall be subject to any enforcement action available under this Code, at law or in equity, without limitation.

F. It shall be unlawful for any person to file any false report regarding the use or operation of any Short Term Vacation Rental unit. A violation of this Section shall not result in a criminal penalty but shall be subject to a fine in an amount to be established by resolution of the City Council.

G. Any person issued an administrative citation under Chapter 13.58 for a violation of this Chapter or for violation of a term or condition of a permit, for each separate violation, shall be subject to a fine in an amount to be established by a resolution of the City Council.

Upon a third citation fourth violation within twelve (12) months at the same Short Term Vacation Rental, the City shall suspend the permit for that STVR for a period of time determined by the City.

H. Fines or penalties counting as violations are based upon a twelve (12) month period.

Once the prescribed number of citationsviolations has been reached to suspend or repeal a permit, that action shall be taken.

I. It shall be a publi c nuisance for any person to commit, cause or maintain a violation of this Chapter, which shall be subject to the provisions of Chapter 13.90 in addition to any other penalty authorized by law.

5.96.080 Unpermitted / Unlicensed Short Term Vacation Rentals A. Any owner found to be operating a Short Term Vacation Rental while the permit is under suspension shall be deemed operating without a valid Short Term Vacation Rental permit and subject to applicable fines and penalties, and may be subject to revocation.

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B. Hosting Platforms are prohibited from facilitating the short -term residential rental of unlicensed, unpermitted, and illegal businesses. Hosting Platforms shall not process transactions for properties that are not licensed and permitted by the City.

Hosting Platforms shall not facilitate the evading of relevant taxes and regulations by any Short Term Vacation Rental.

C. No Hosting Platform shall advertise a Short Term Vacation Rental situated within the City that is not licensed and permitted pursuant to thi s Chapter. All Hosting Platforms shall provide the following information in a notice to any owner listing a Short Term Vacation Rental located within the City of Cathedral City through the Hosting Platform's service. The notice shall be provided prior to the owner listing the premises and shall include the following information: THE "SHORT TERM

VACATION RENTAL CHAPTER OF THE CATHEDRAL CITY MUNICIPAL CODE

PROHIBITS THE SHORT TERM RENTAL OF RESIDENTIAL PREMISES WITHIN

THE CITY OF CATHEDRAL CITY UNLESS THE CI TY HAS ISSUED A STVR PERMIT, AND THE OWNER PAYS TRANSIENT OCCUPANCY TAX. The STVR Permit License Number assigned by the City to a Short Term Vacation Rental shall by displayed on any Hosting Platform's website where said Short Term Vacation Rental is advertised. Each Short Term Vacation Rental shall have a unique STVR permit number.

D. Owners and/or Managing Agents and/or agents and/or operators of an unlicensed Short Term Vacation Rentals are expressly prohibited from operating in the City and are illegal and are prohibited from being marketed as Short Term Vacation Rentals available for lodging within the City. 24 RIV #4875-1993-0133 v1

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5.96.040 (H) Commercial Insurance The owner must provide proof of commercial insurance that covers the rental
of the property as a short-term vacation
rental with limits as may be established by
the city manager and amended from time to
time. Proof of insurance shall be provided at
the time of both initial and renewal permit
issuance and shall remain in effect for the
duration of the annual permit. Failure to
maintain commercial property insurance
shall result in suspension of the permit.

Revise the requirement for
commercial insurance, as
commercial insurance is applicable
to commercial uses such as retail,
restaurants, etc.

Revise this section to delete the
requirement for commercial
insurance and instead require the
property owner to obtain short
term vacation rental insurance.

Update: Revision made to require
short term vacation rental
insurance.

Section 5.96.040(H)

5.96.040 (N)(2) Denial of application A permit application shall be denied if the city determines any of the following grounds
for denial exist:

Findings not included. Refer to Attachment 3-
STVR Ordinance.

This section does not indicate if the
findings apply to new or renewal
permits and should be clarified to
indicate findings for a new or
renewal permit.

Revise language establishing
findings for both "New" and
"Renewal" applications.

Update: Revision made that
findings apply to new and renewal
permits.

Section 5.96.040(N)(2)
Proposed CCMC 5.96 Ordinance Changes

SHORT TERM VACATION RENTAL PROGRAM
Rev. 03/10/2022
01/11/2022 Page 1 of 9 CCMC 5.96 Proposed Changes

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5.96.040 (Q) Certificate of Occupancy Any newly constructed dwelling applying for a permit must be accompanied by a
completed and approved certificate of
occupancy.

A certificate of occupancy is not
issued on single family residential
construction. A final inspection is
conducted on the building permit
and final approval granted.

Recommend deletion of this
provision, as certificates of
occupancy are not issued for single
family residential construction.

Section 5.96.040 (L) prohibits the
issuance of a new or renewal
permit if the STVR does not have
functioning smoke and carbon
monoxide detectors, utilities,
unpermitted alterations or other
conditions that present health and
safety concerns, which would
cover the original permitting.

Update: Revision made to delete
section, covered under another
provision.

Section 5.96.040(Q)
Rev. 03/10/2022
01/11/2022 Page 2 of 9 CCMC 5.96 Proposed Changes

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5.96.040(R) Mailing Notification Within thirty days of the issuance of a new permit or renewal permit, the city shall mail
a notice to all residences within three
hundred feet of the STVR notifying the
residents that a permit has been issued and
providing information regarding how to
lodge complaints regarding the STVR, if any.

This requirement should only be
applicable for new applications.

In HOA communities, the 300 foot
radius can average 200 mailings for
one STVR. Where there are multiple
STVRs residents are receiving
multiple mailings and have called to
complain. Hundreds of notices have
been returned by the post office,
the majority of which are for HOA
properties.

Revise to require that notification
should be required for new permit
applications only.

For HOA properties, notification to
be given to HOA management,
rather than the property owner.

It should be noted that postage
associated administrative costs are
not offset by the STVR owner.

Update: Noticing will continue on
new and renewal permits; mailing
radius is proposed at 150 feet.

Section 5.96.040(R)
Rev. 03/10/2022
01/11/2022 Page 3 of 9 CCMC 5.96 Proposed Changes

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5.96.050 (C) Occupancy The number of occupants allowed to be present at any short-term vacation rental or
home share shall be limited as follows:

Table not included. Refer to Attachment 3 -
STVR Ordinance.

Currently there is no distinction
between adults and children as
occupants.

Staff has received calls from
potential renters with a young child
forced to rent a larger STVR
because the child is counted
towards occupancy.

Occupancy limitations are intended
to limit overcrowding, noise and
other deleterious effects related to
the number of persons in a STVR.

Should the City Council be inclined
to consider a change, staff
recommends that children under
the age of two (2) not be
considered towards occupancy.

Update: Revision made to not
include children under the age of
two (2) in occupancy limitations.

Section 5.96.050(C)

5.96.050(G) Trash Permitted short-term vacation rental
properties shall have walk up trash service
for trash cans and are further required to
have a total of two regular trash cans and
two recycling trash cans. The owner or the
owner’s authorized agent or representative
shall use reasonably prudent business
practices to ensure compliance with all the
provisions of Chapter 6.04 and Section

13.80.090 of the city municipal code.

Additional trash bins should only be
required for four (4) bedroom
properties or more.

Add verbiage that this does not
apply to home shares.

Walk up service should not apply to
homeshares where the homeowner
is at the home to ensure
compliance and has lesser
occupancies, nor to STVR's in an
HOA which either have communal
bins and/or are gated.

Amend the code as noted.

Update: Revision made to not
require walk up service or
additional trash cans for
Homeshares or HOA properites
that have communal bins.

Additional trash bins will be
requried for all other STVRs
regardless of number of
bedrooms.

Section 5.96.050(G)
Rev. 03/10/2022
01/11/2022 Page 4 of 9 CCMC 5.96 Proposed Changes

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5.96.050(K) URL Submittal All internet listing sites (e.g., website URLs) and listing numbers associated with a short-
term vacation rental shall be submitted
within thirty days of approval of the permit
and thereafter with the monthly transient
occupancy tax form due to the city.

Providing URL on a monthly basis is
redundant for staff and property
owner and provides minimal
enforcement value. URL
information should be gathered at
the time of application and upon
yearly renewal.

Delete requirement for monthly
URL submittal.

Update: Revision made to require
annually and when any change is
made to URLs.

Section 5.96.050(K)

5.96.050 (N) Parking A maximum of one vehicle per bedroom of the STVR is permitted to park in the garage
and driveway of the STVR or property or on
the street. Vehicle parking in front of any
mailbox is prohibited.

STVR Officers respond to a number
of complaints of a car parked in
front of an STVR property's mailbox
and determined that the car
belonged to the STVR occupant.

Consider revising so that vehicles
associated with the STVR can park
in front of the mailbox for the STVR
property.

It should not be a violation to park
in front of the STVR property's own
mailbox. Determining whether the
vehicle belongs to an STVR
occupant can easily be done by
checking the guest
acknowledgment form which
identifies the vehicles associated
with the rental.

Update: No change was made.

Parking in front of any mailbox
will continue to be a violation.

5.96.050(R) Long Term and
subleasing property
short-term
The lessee of a long term rental property
shall not obtain a permit and is prohibited
from using the property as a short-term
vacation rental. No person who has rented a
short-term vacation rental shall sublet such
dwelling unit or any portion thereof to any
other person or entity.

This language is a permitting
requirement and should be moved
to Section 5.96.040.

Move to Section 5.96.040.

Update: Change made to move
this to permitting requirements.

Section 5.96.035(E)
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01/11/2022 Page 5 of 9 CCMC 5.96 Proposed Changes

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Attachment: Updated Staff Proposed Changes [Revision 1] (3148 : STVR Ordinance Amendment) Code Section Topic Code Language Comments Recommendation

5.96.050(S) Administrative Appeal
Process
If a permit is suspended or revoked, all
property owners within three hundred feet
of the short-term vacation rental property
shall be provided written notice within ten
days of such action. If such action is
appealed, all property owners within three
hundred feet of the short-term vacation
rental property shall be notified of the time,
date, and location of the appeal hearing and
shall be afforded the right to testify during
the hearing.

Inconsistent wording with the
administrative appeal process in
Chapter 13. 150 (Permit and License
Suspension, Modification and
Revocation Procedures).

A hearing is required on a
suspension/revocation. The hearing
officer's decision can be appealed,
but it is done through civil
proceedings, which is outside of the
City's authority.

Revise this Section so it is
consistent with Chapter 13.150.

Update: The Section has been
deleted and the hearing process is
addressed in Section 5.96.070.

Rev. 03/10/2022
01/11/2022 Page 6 of 9 CCMC 5.96 Proposed Changes

6.A.b
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Attachment: Updated Staff Proposed Changes [Revision 1] (3148 : STVR Ordinance Amendment) Code Section Topic Code Language Comments Recommendation

5.96.050(S) Administrative Appeal
Process: Noticing of
Neighbors
If a permit is suspended or revoked, all
property owners within three hundred feet
of the short-term vacation rental property
shall be provided written notice within ten
days of such action. If such action is
appealed, all property owners within three
hundred feet of the short-term vacation
rental property shall be notified of the time,
date, and location of the appeal hearing and
shall be afforded the right to testify during
the hearing.

Notification of the action taken
should be provided to residents.

The hearing to suspend or revoke, is
not a public hearing and should not
be treated as such.

Revise Section so it is consistent
with Chapter 13.150 and remove
requirement for public notice
and/or participation.

Update: This section has been
deleted and addressed in Section

5.96.070 Violations, notices,
remedies and penalties.

Section 5.96.070 provides that
when a permit is suspended,
written notice will be provided to
property owners within 150 of the
STVR.

If an appeal is filed, proposed
revisions allow for notice of the
appeal to those persons that filed
a complaint within the preceding
12 months and provide for the
opportunity to provide written
statements for the hearing
officer’s consideration.

Section 5.96.070
Rev. 03/10/2022
01/11/2022