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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) This will need to be moved to FYE 2023-2024 due to staffing, financial resource issues.
Will incorporate into the biennial budget process for review and consideration.
• Information Technology
a. Deliver an IT Strategic Master Plan - In Progress.
IT Assessment and Masterplan RFP Completed. Presented and approved by City Council August 24.
b. Conduct a Technology Audit – to be incorporated in the Tyler EAM and Inventory modules.
• Laptops, desktops, iPads, etc.
• Cell phones
• Shared vs. private printers
In process. Year -long project as part of the Enterprise Asset Management Deployment.
c. Increase Stability & Speed of Wi-Fi Connection by Upgrading City Hall Wi-Fi.
The necessary AP (Access Point) is delayed. ETA January 2023. d. Add Web-link to Laserfiche (2021 Council Goal #3-q).
IT is ready. Folders are being reviewed by City Clerk’s Dept.
The link is now on the City’s Website under Public Records on the home page. This link will take users to a page where they can submit a public records re quest, search the document center on the City’s website or search the repository for Laserfiche. e. Migrate PD users back to Cyrun Alliance CAD/RMS.
Completed.
f. Implement a Fuel Management System to integrate with the Tyler EAM.
In process. Presented and approved by City Council August 10. Implementation 1 st quarter 2023.
g. Continue to improve serviceability by adding/updating hardware and/or adding/updating server software, such as operating system, database, email systems, file server systems, and telephone systems.
Upgraded the newer Servers/Storage providing for better CPU, more memory, increased/faster storage specifically for various applications used by all departments.
h. Continue improving GIS data and mapping system.
Updated several mapping layers to include address, road centerline, street intersections, building footprints, vacant parcel, school district, water district, hydrants, poles, signals, signal cabinet, streetlight, voting districts. This is an ongoing project.
I. Continue utilizing/training staff on Office 365 to provide cloud storage, cloud email system, online collaboration, conferencing, instant messaging, and new office versions.
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) Ongoing. Due to significant staff changes, training has been geared to getting new staff up to speed on existing city and specific department processes and software. i. Continue improving IT Security hardware & software solutions to include the deployment of a yearly IT Security Awareness Training.
Added firewalls/network anti -virus on all remote sites, deployed new anti -virus software, deployed security awareness training, deployed a new vulnerability scanning/update server.
• Facilities
a. Leverage the Facilities Reserve Study Plan to Initiate a Facilities Master Plan Strategy. • Identify necessary improvements over the next five years. 5-year project pipeline completed. Will be developing the additional components of the Master Plan over the 2023/2024 budget time period.
b. Beautify the Downtown Area by:
• Repaint the purple streetlights throughout the downtown area.
Bids are being secured. Anticipate completion Spring 2023. • Replace the flower planters on the handrail columns leading from the Paseo to the rear north parking lot.
Flower planters will not be replaced as the water drains have caused structural damage within the handrail columns ; thus, the flower planters were removed, damage within structure of concrete repaired, filled and capped. This may be an area for future artwork or some other alternative not water related or anything that would catch rainwater.
c. Remove & Replace 22-year-old window tint at Fire Station 413 entrance lobby and the west facing windows.
This has become more than just window tinting. Many of these older windows (25 years) and frames have become warped and caused spacing between the glass and frames.
Most of the windows need to be replaced, reframed and tinted. The entire project is being further evaluated to adequately secure bids. Anticipated completed spring 2023. d. Civic Center Initiatives to include:
• Repainting the jail
Completed.
• Replace the exit signs
Completed.
2. Planning and Building
• Planning
a. Complete General Plan Update (Phase 2 - Zoning)
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) The required zone changes for consistency with the General Plan Update approved by City Council on August 24, 2022.
b. Complete Housing Element Update
The required zone changes and Municipal Code updates approved by City Council on August 24, 2022.
Staff is working with our consultant to address HCD’s comments received on August 15, 2022.
c. Complete CCMC Updates – Chapter 9 (Priority 1 & 2)
Phase 1 of the comprehensive update to Chapter 9 approved by City Council on August 24, 2022.
d. Complete Billboard Ordinance Update
Ordinance 860, prohibiting new billboards in the City, approved by City Council on April 27, 2022.
e. Development & Project Support
• Streamline Entitlement & Approval Process (CCMC Updates) Phase 1 of the comprehensive update to Chapter 9 approved by City Council on August 24, 2022. Examples of streamlining include the new ADU Chapter and changes to uses that previously required a CUP such as small gym facilities and garages over 800 square feet to permitted uses. The updates also included a provision allowing legally permitted multi-family units to remain as “conforming” in R1 single-family zones.
• Reduce Plan Review Timeframes
Plan review times for both minor permits, including walls, patio and solar, and major permits for new home and commercial construction have been reduced a minimum of 50 percent. Staff is continuing to review internal processes and procedures with the goal of offering limited over the counter permitting for minor permits in the near future.
• Update Applications & Submittal Requirements
Majority of applications have been updated to reflect the new fee schedule and submittal requirements are being reviewed for future updating. f. Update Downtown Specific Plan
• Explore Design Guidelines
A review of the Downtown Design Guidelines was presented in a study session on March 9, 2022.
g. Architectural Review Committee- fill landscape architect position Staff continues to work with the City Clerk’s Office to fill the position.
• Building
a. Implement Energov (Phase 1)
• Complete Transition from Permits Plus (old system)
Transitioning from Permits Plus is the critical path to offering online permitting and electronic plan review. Therefore, the priority has been completing requirements for the transition including permit and inspection cards and reports.
The staff implemen tation team has been meeting weekly to resolve issues and
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) provided improvements and enhancements for complete transition from Permits Plus.
• Implement Online Permits & Payments
The staff implementation team has been working with Energov to initiate online payments, with permitting to be a later phase after transitioning from Permits Plus is completed.
• Implement Electronic Plan Submittal & Review
This will be a later phase when transitioning from Permits Plus is completed.
However, the existing electronic plan submittal through email, developed during Covid, has remained in place, and is the preferred method by customers, and will assist in the transition to Energov’s electronic plan review module. • Implement Inspections Module (Online and In-Field Results) The staff implementation team has been working with users on the first phase (recording of inspections from the office) of the inspection’s module. In -field results will be part of the second phase of implementation. b. Development & Project Support
• Reduce Permit and Plan Review Timeframes
o Cross-training Staff
The cross -training of staff is on-going, but the initial results have been positive as permitting and plan review turnaround times have been reduced.
o Implement Intern/Volunteer Program
Building and HR Staff worked with College of the Desert to establish an intern program. Unfortunately, the first intern under the program did not meet the City’s program requirements.
• Provide Friday Inspections
The demand has not been sufficient to warrant having an inspector available on Fridays, which would potentially require contracting another inspector as Monday – Thursday requests remain high.
c. Adoption of 2022 Codes
Staff is working with the Fire Department and City Attorney’s Office for formal adoption of the 2022 Codes prior to January 1 st. The first reading is tentatively scheduled for late October.
d. Implement Mobile Home Parks Inspection Program
The first mobile home park to be inspected under the new program will be Tramview.
The park manager has been notified and formal notices are scheduled to be sent when residents return (late September/early October).
• Code Enforcement
a. Implement Proactive Code Enforcement in Four Neighborhoods • Obtain 75% Compliance Threshold
• Leverage Interdepartmental & Interagency Partnerships Due to staffing vacancies, code compliance has pivoted its strategy to focus on specific violations that create visual blight. Code Compliance partnered with
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) Public Works to send a mailing to properties along Cathedral Canyon regarding parking on unpaved surfaces and begin enforcement within the next week. This proactive strategy will then expand to adjacent neighborhoods. b. STVR Program, Implement Phase II
• Enforcement of Unpermitted STVRs, Advertising & TOT Remittance Violations Code Compliance continues to enforce the STVR ordinance. Code officers respond to complaints and review Deckard reports regarding unpermitted STVRs.
Advertising is reviewed on an ongoing basis to coincide with permit renewals.
Code Compliance continues to work with Finance regarding TOT remittance. • Leverage STVR Compliance Officer Resources
Training of STVR compliance on general code compliance enforcement, including building violations and weekend enforcement. All new code compliance officers hired are being trained on code compliance programs, including vehicle (public and private property), STVR and general public nuisance enforcement. c. Weekend Enforcement
Code Compliance continues to provide weekend coverage. Code Officers work off a checklist that includes patrolling for unpermitted construction activity, unpermitted garage sales, patrolling of major corridors and patrolling of commercial centers. d. Institute Saturday and Sunday coverage
Code Compliance continues to provide weekend coverage. Code Officers work off a checklist that includes patrolling for unpermitted vendors, unpermitted construction activity, unpermitted garage sales, patrolling of major corridors and patrolling of commercial centers.
e. Implement Strategy to Manage Unpermitted Vendor Activity Code Compliance proactively patrols for vendor activity through main corridors and the outskirts of the City. Since the beginning of the calendar year, there has been a decrease in vendor activity.
f. CCMC Update
• Complete Update to Chapter 5.96 – Short Term Vacation Rental Units Chapter 5.96 was updated on April 13, 2022. This has been completed. • Complete Update to Title 13 Code Enforcement and Remedies This item is pending.
• Participate in City-wide Update on Chapters That Relate to Enforcement Code Compliance participated in the review of and provided input on changes to Title 9 (Zoning) that relate to enforcement.
g. Improve Utilization of City Attorney’s Office
• Fine Recovery
Notices of Pendency have been recorded on all STVR properties that were issued citations of $2,500 or more. The Pendency clouds the title of a property and the City will remove it upon payment of outstanding fines. Additionally, the City’s vendor, after routine attempts to collect, pursues payment through FTB holds or collections. Another possible option is to pursue recovery through small claims. • Pursue Civil Remedies
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) Code Compliance staff continues to meet regularly with the City Attorney’s office on referred code compliance cases.
h. Volunteer Program
• Enlist 2 volunteers
Staff vacancies and training has affected the resources needed to implement a volunteer program.
3. Economic Development
a. Promote Citywide Development Opportunities
The promotion of city -wide development opportunities is key weekly priority and activity. Promotion includes speaking with potential tenants, developers, brokers, and current business owners.
b. Complete 13.5 Acre Entitlement (SW Corner of Date Palm Drive/East Palm Canyon) With City Council’s full project approval on September 14, 2022, the Economic Development team is working with Fountainhead Development to think ahead and address necessary components of the final parcel map ahead of their full submission of the final parcel map. After having helped Fountainhead Development attract a national apartment tenant, I continue to assist FHD in retaining this builder. c. Market 5 Acres (Adjacent to Napa Auto Parts)
Working to create a vision for the site and surrou nding area before beginning to aggressively market this five -acre property. Vision creation will involve the Council and the community. Working with other property owners (and their brokers) in the area to revitalize this core element of our Downtown.
d. Promote Horizonal and Vertical Development of North Cathedral City This is another active, ongoing, and vital priority. Currently working on engaging an end user interested in building a 2.4M square building with a 130’ clear height. Also working with other industrial development company and a property owner. e. Complete & Implement the Development Impact Fee Study Ongoing priority. Will be providing a project status update during the October 14, 2022, City Council study session. Project is expected to be fully complete, and fee adopted by or before Q2 2023.
f. Retain College of the Desert’s (COD) Road Runner Motors Project Ongoing priority. The April 2, 2022, rally was the turning point, forcing the COD Board of Trustees to reinstate a CC RRM after cancelling and abandoning the project in June 2021. The CC RRM is still in the design phase. The Economic Development team is also working to support the full build out of the Palm Springs COD campus. While not located within Cathedral City, the full build out of the PS COD campus will provide invaluable opportunities for Cathedral City residents.
g. Strengthen and Diversify the Cannabis Industry Business Cluster Ongoing priority. Recently accomplishments included facilitating Southern California’s largest cannabis -industry trade show for the second year. Also working with the Development Services team to support the completion and ultimate operation of the
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) former Sunniva property. Working with brokers and various cannabis operators to navigate the challenges this industry is currently facing. h. Continue to Equitably Locate Public Art Throughout All Five Districts Accomplishing this goal through the strategic leadership of the Public Arts Commission and leveraging the capable and accomplished professionals who make up the commission.
i. Continue Supporting Planning and Engineering Entitlement Efforts A vital and ongoing priority.
j. Improve educational attainment within the City and West Valley The Economic Development team is working to support the full build out of the Palm Springs COD campus. While not located within Cathedral City, the full build out of the PS COD campus will provide vitally needed opportunities for Cathedral City residents.
Beginning third year as a student mentor for the Cathedral City High School DAT A program.
k. Engage Tribe on Local Development Partnership Opportunities Maintain contact with the tribe on routine basis, offering development opportunities the City is unable to accommodate or potential opportunities to collaborate.
4. Fire
a. Initiate the Accreditation Process for Center for Public Safety Excellence (CPSE).
Work has begun on the Community Risk Analysis and the beginning of the Standards of Cover document is underway.
b. Reduce Emergency response times through data assessment and technology.
Mobile Data Computers have been installed in nearly all fire apparatus to include wireless routers. Additionally, all stations are near completion with the US Digital Design G2 alerting system. Together these two programs will work together to improve response turn-out time. It will take a year to be able to evaluate response time data.
c. Develop a plan to create a fulltime Fire Marshal position.
Chief Muhr has worked with HR to develop a Fire Marshal job description over the course of the last few months.
d. Improve Out-of-Hospital Cardiac Arrest Outcomes with increased development of High-Performance CPR.
Department wide training with High performance CPR continues. e. Provide Update to City Council on the Ambulance Operator program progress and implementation of phase two.
Recruitment for the AO Paramedic position continues to be a challenge due to a nationwide Paramedic shortage. Local paramedic programs have increased capacity to meet demands. Two AO Paramedics are now working in the department and currently staff Medic 411 on two shifts. A new classification of EMT AO has been developed and recruitment is underway.
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) f. Reduce workplace injuries by creating a peer review process for injuries and near- miss accidents.
No work on this item completed yet.
g. Continue Fire Service migration to PSEC.
The fire department continues to monitor the progress of other agencies in Riverside County that have, or are, transitioning to PSEC. $260,000 was earmarked for upgrades to the Fire Repeaters in this 2022/2023 budget. The fire department has identified that it is feasible to transition and expects the other agencies to transition eventually. Murietta Fire is the first to transition. h. Improve Fire Department’s Use of Technology.
The Fire Department i s near completion of implementing MDBs and the G2 Alerting systems. Emergency Medical Dispatch (EMD) is in the early phases of implementation, and Fire is working with the Police Department to further that process.
i. Complete Installation and Implementation of call alerting system at Stations 412 and 413.
Near Completion
j. Improve Data Accuracy by Implementing New Mobile Data Books (MDBs).
Near Completion
k. Improve Firefighter Safety by Replacing Station 412 Breathing Air Compressor.
We have received estima tes for a new compressor. The Fire Department has placed this purchase and installation in the Five-Year plan in process now and will place this as a priority in the budget planning process. l. Develop renovations plans for Fire Station 412 and 413 to prepa re for grant applications.
This project as well has been identified on the Five -Year Plan with preliminary estimates for Architectural design as well as build out. Architectural design was identified as a priority for use in potential grant opportunities. m. Develop a plan and adopt the next California Fire Code.
This is under development currently and will be presented later this year for Code Adoption.
5. Police
a. Prevent & Suppress Crime
• The basic mission of the Police Department is suppression of violent crime and property crime in Cathedral City.
• Increased Gang Unit staffing, RING Community Program, Nextdoor. b. Increase staffing ratios
• Two sworn positions were added through the PACT funding. c. Maintain Priority One Response Time Within Seven Minutes
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) • A priority one call is an incident where there is imminent danger of loss of life or property.
• Designated personnel to track CAD responses on a routine basis. • Evaluating the size and coordination of beats and deployments to ensure efficient and effective responses.
d. Maintain, Embrace & Engage Partnerships with the Community • Shop with a Cop, Santa for Seniors, Spooktacular, Neighborhood Watch, Citizens on Patrol, Police Explorer Program, Police Cadet Program, Citizen Police Academy. e. Enhance Police Department Technology
• ATAC/RAIDS Online, crime statistics access for community. • Transition to Alliance CAD/RMS server system.
• Continue the transition from ERICA to PSEC to establish countywide communications interoperability.
• Intelligence-led policing through analytics.
f. Identify & Address Emerging Policing Trends within Our Own Community:
• Seek grants that assist in serving our community
o OTS grants, Tobacco grants, Cannabis grants
• Improve Homeless Liaison Program
o Partner with the County to add a mental health technician to the HLO program. County position was just filled and should start in October.
6. Engineering and Public Works
• Engineering
a. Complete a Pavement Management Program update.
Pavement Management Program funding for consultant to provide professional streets assessment, software program and training RFP is being made ready to advertise and once an RFP is selected, will be brought forward for City Council approval and a budget amendment.
b. Bridge the digital divide by proposing citywide broadband infrastructure.
Processed Si Fi agreement and working with Verizon and Frontier on their Broadband infrastructure.
c. Streamline the development review and permitting processes.
Continuing improving the process with the use of outside plan checkers and utilizing an all “electronic” submittal process.
d. Participate in the comprehensive CCMC update.
Working on portions that affect the Engineering and Public Works Departments as other Departments update sections.
e. Work with Public Works division to complete budgeted park improvements. 2022/23 Park Improvement Plan Schedule has been distributed to complete the program.
f. Utilize additional consultants for staff augmentation.
Have successfully brought on consultants to bolster the gaps and demonstrating the needs to transition to FTEs.
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) g. Fill Engineering vacancies.
Ongoing.
h. Complete construction on Capital Improvement Projects:
• Ofelia Bringas Memorial Bridge.
Completed.
• Citywide striping.
Completed.
• Century Park neighborhood street rehabilitation.
Near completion.
• Via De Anza Street rehabilitation.
Near completion.
• Sarah Street rehabilitation.
Completed.
• Ramon Road REAS.
Completed.
• Corral Road REAS.
Completed.
• Avenida Los Ninos surface widening.
Completed.
• HSIP Cycle 9A – 10 Intersections.
In design.
• Panorama Dog Park.
Completed.
• ATP Cycle 5 Grant Projects.
Waiting for BIA land leases to be completed.
o Complete East Palm Canyon Bicycle Lanes
o Complete Plans & Start Construction on Date Palm Drive – EPC to Perez Road
o Complete Plans & Start Construction on Cathedral Canyon Multiuse Trail • Complete design on Capital Improvement Projects:
• Dream Homes Park.
In design.
• Traffic Signal at Landau Blvd. and McCallum Way.
In design.
• East Palm Canyon MUP and Widening.
In design.
• Second Street Dog Park
• ACBCI funded Date Palm Drive Improvements.
RFP for design being prepared.
• CVAG Partnership Projects.
CVAG Transportation Committee has approved a Consultant for the design of Varner Road between Mountain View and Date Palm Drive and Date Palm
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) Drive from I-10 to Varner Road. Meetings with CVAG are underway. Needs to be approved by the CVAG Executive Committee.
• Complete Design of CVAG/CV Link Traffic Signal at Canyon Shore Drive • Partner with CVAG to Initiate the Design of Varner Road (Palm to Date Palm Drive). See above.
• Complete Design & Start Construction of Date Palm Widening (I-10 to Varner).
See above.
• Complete Funding Agreement & Design for Los Gatos/Date P alm Improvements.
• Public Works
a. Paint Red Curbs throughout entire City.
Project started completion date January 2023.
b. Enforce Shopping Cart Retrieval Program.
On-going, outreach completed with grocery stores, working with alternative companies to develop a more efficient retrieval program. c. Complete the Panorama Dog Park w/Engineering
Project Completed
d. Implement Asset Management System for street signs.
Researching vendors, reaching out to other jurisdictions to verify successful programs.
e. Inventory accounting for future maintenance.
Inventory 95% completed.
f. Claims support.
Process implemented in partnership with the Finance Department and Risk Management.
g. Sign pollution reduction
Updating all signage, adding Spanish and combining multiple signs into one. Program on-going.
h. Continue Water Efficiency Renovations/Beautification projects:
• Medians, Parkways & Retention basins.
In process, renovated the following: Whispering Palms Parkway, Avenida Quintana median.
• Lighting and Landscaping Districts (LLDs).
In process, Landau Manor/Homes completed, Al icante completed, next focus is Century Park, Santoro and Cimarron perimeters.
• Install more shade trees.
In process, adding shade trees to Panorama Park and Century Park perimeter with the objective of benefiting the walking paths. Upcoming projects w ill include LLD’s Landau, Santoro, Cimarron.
i. Implement successful SB 1383 programs for Commercial/Multi -Family and Residential.
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) • Commercial Business Recycling Campaign City Council approval January 2022.
Program is on-going.
• Residential Roll Out Program City Council approval June 2022. Program is on - going.
j. Implement Fuel Management System (card reader at fuel pumps).
Council approved implementation, contract being finalized, estimated start of construction 11/1/2022
k. Explore Electric Fleet Implementation and Electric Vehicle Supply Equipment (EVSE) and publicly accessible charging stations.
Researching possible future sites, researching grant possibility. l. Utilize Fleet Asset Management System for rolling stock.
Working with Finance to develop Enterprise Asset Management program within Tyler Munis.
7. City Administration
a. Update the Records Retention Schedule & Implement Citywide Records Management System
Update is complete. Scheduled for Council review in October. b. Manage the 2022 Municipal Election
In progress.
c. Conduct a Class & Compensation Study
RFP will go out December in preparation for 2023 approvals. d. Negotiate Five Collective Bargaining Contracts
• POA completed May 2022.
• PMA expect to complete in September.
• AFSCME – Will begin negotiaions September.
• PFA, FMA – waiting for start dates. Expiration date December 2022. e. Review the Viability of Technology Stipends and Car Allowances to reduce costs and improve efficiency.
Technology Stipend and Car Allowance approved in the Regulations Covering Executive, Administrative, Professional, Confidential, and other particular employees. • Technology Stipend effective 7/2022
• Car Allowance – on hold until fleet audit is completed f. Launch an Employee Appreciation Committee
Target Date: Fall 2022.
g. Expand the City’s 2022 Special Events
No action due to vacancy in Communications and Events Manager position. h. Improve the City’s Website
This will be a priority with the hiring of the new Communications and Events Manager. i. Support the Proposed DRD Annexation and 2022 Measure The measure is on the ballot and staff is providing information to voters in line with what is legally allowed.
j. Partner with PSUSD on Cathedral City High School Summer Pool Program
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022) Completed for Sumer 2022.
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Attachment: 2022 City Council Goals and Departmental Work Plans (Final (3421 : Update on Council Goals for 2022)