CITY COUNCIL
AGENDA
Special Meeting
Five Year Strategic Plan Workshop
Saturday, January 28, 2023
8:00 AM
Double Tree by Hilton Hotel Golf Resort
67967 Vista Chino
Cathedral City, CA 92234
MAYOR
Rita Lamb
CITY COUNCIL MEMBERS
Mayor Pro Tem
Mark Carnevale
Councilmember
Nancy Ross
Councilmember
Raymond Gregory
Councilmember
Ernesto Gutierrez
• CALL TO ORDER
• ROLL CALL
1. WELCOME AND INTRODUCTIONS
2. STRATEGIC PLAN OVERVIEW
A. Strategic Planning Overview
Recommendation: This item is for information and discussion only.
B. Executive Team Workshop Summary
Recommendation: This item is for information and discussion only.
C. 2023 Community Survey Summary
Recommendation: This item is for information and discussion only.
3. 2022 GOALS UPDATE
A. Update on Council Goals for 2022
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Recommendation: This item is presented for information, discussion and direction only.
4. STRATEGIC PLAN FRAMEWORK
5. FINANCE OVERVIEW
A. Financial Overview and FY 2022/2023 Mid-Year Budget Update Recommendation: For Information Only; Receive and File
6. STRATEGIC DIRECTIONS
7. STRATEGIC PLANNING INITIATIVES
A. Strategic Planning Initiatives
Recommendation: This item is for information and discussion only.
8. SUMMARY
A. Public Comment
ADJOURN
NOTES TO THE PUBLIC:
The City of Cathedral City complies wi th the Americans with Disabilities Act of 1990. If you require special assistance to participate in this meeting, please call the City Clerk’s Office at (760) 770-0322 at least 48 hours prior to the meeting.
Cathedral City Page 1 of 2 Printed on 1/23/2023
Staff Report
City Council
Item No. 2.A
Meeting Date: January 28, 2023
From: Charles McClendon, City Manager
Title: Strategic Planning Overview
RECOMMENDATION:
This item is for information and discussion only.
BACKGROUND:
On June 22, 2022, City Council authorized the City Manager to enter into a contract with Moore Iacofano Goltsman, Inc (MIG) to provide facilitation services for preparation of the 5 Year Strategic Plan. Established in 1982, MIG is a multi -disciplinary community design and planning firm with expertise in Strategic Planning , Community Engagement, Facilitation, and Consensus Building.
In addition to facilitation services, MIG is also working with the City Manager’s office to design meetings and workshops with City Council and ci ty staff to capture community and organizational information and knowledge important to the strategic planning effort.
Under direction and through consultation with the City Manager’s Office, MIG will design and facilitate a co llaborative and inclusive vi sioning and goal setting process which will include input from the City Council, the City’s Executive Management Team, and community for development of the 5 Year Strategic Plan.
DISCUSSION:
Strategic Planning is a process in which organizational leaders define their vision for the future and identify important goals, objectives and strategic initiatives to achieve desired outcomes. Strategic planning expands beyond previous goal setting performed by the City since, in addition to annual goals, it also identifies mid to longer range (3 - 5 years) priorities and initiatives as additional focus areas.
A Strategic Plan is an important planning document to help organizations maintain focus on the future in addition to operationally and tactically addressing current and past issues and needs. Similar to the City’s Biennial Budget process and 5 -Year Capital Improvement Program, the Strategic Plan should not be viewed as a static document. It should be reviewed, updated and revised annually to reflect changes in business climate, evolving customer needs and expectations , challenges and opportunities created by current and em erging technologies , and new or emerging legal and regulatory compliance mandates.
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Although different than the goal setting process used in the past, the strategic plan will utilize and incorporate pipeline goals and work programs identified by the City’s Executive Team and City Council . Although prepared an d presented as a list of tasks and projects, themes reflecting mission, vision, and values of city staff and City Council emerge through review of this information . Collectively, these themes suggest the following key focus areas:
• Public safety
• Fiscal Stability and Sustainability
• Organizational Transparency and Accountability
• Community Pride and Investment
Prior to the January 28 th Strategic Planning Workshop with City Council, important information to help inform the direction and content of the Strategic Plan was gathered.
This included interviews with City Council, conducting a Stra tegic Planning Workshop with the Executive Team, and conducting a community survey to assess general attitudes of residents towards city services , programs, resident concerns and priorities.
Esmeralda Garcia with MIG Consulting will provide a Strategic Planning Overview at the January 28th Workshop.
FISCAL IMPACT:
This item is for discussion only and there is no fiscal impact.
ATTACHMENTS:
Strategic Planning Overview
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Cathedral City Five Year Strategic Plan
City Council Strategic Plan Workshop
January 28, 2023
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Attachment: Strategic Planning Overview (3590 : Strategic Planning Overview) Agenda
• Welcome and Introductions
• Strategic Plan Overview
• 2022 Goals Update
Break
• Strategic Plan Framework – Discussion
Lunch
• Finance Overview
• Strategic Directions – Discussion
Break
• Strategic Planning Initiatives
• Summary and Next Steps
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Attachment: Strategic Planning Overview (3590 : Strategic Planning Overview) Define shared values,
vision, and directions
for action
Re-align goals and
strategies
Collectively
determine outcomes
Provide guideposts and
milestones
Strategic Plan Overview
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Attachment: Strategic Planning Overview (3590 : Strategic Planning Overview) Our Purpose
Our Desired Future
Our Shared Beliefs
Values
Vision
Mission
Goal GoalGoalGoalGoalGoal
Short Term
Medium Term
Long Term
Objectives
Strategies
Actions
Objectives
Strategies
Actions
Objectives
Strategies
Actions
Objectives
Strategies
Actions
Objectives
Strategies
Actions
Objectives
Strategies
Actions
Outcome Measures
Actions:
Strategic Plan Framework
Moving Cathedral City Forward
With Commitment, Pride and Excellence
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Attachment: Strategic Planning Overview (3590 : Strategic Planning Overview) § Define outcomes
§ Identify issues and priorities
Understanding the
Context
Establishing a
Framework Draft Strategic Plan
§ Refine the vision and
values
§ Develop goals
§ Develop strategies and
actions
§ Develop Draft Strategic
Plan
Implementation
§ City Leadership Team track
progress
§ City Council updates
§ Adjust when needed
§ Living document
December February March
Council Interviews
City Leadership Team
Workshop #1
City Leadership Team
Workshop #2
Council Workshop #1
City Leadership Team
Workshop #3
Council Workshop #2
Strategic Plan Overview
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Attachment: Strategic Planning Overview (3590 : Strategic Planning Overview) • Community serving
• Serving all
• Engagement
• Safe community
• Partnerships and Collaboration
• Equitable allocation of resources
• Economic Prosperity
• Cohesive and collaborative City team
• Infrastructure investment
Emerging Themes
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Attachment: Strategic Planning Overview (3590 : Strategic Planning Overview) Cathedral City Five Year Strategic Plan
City Council Strategic Plan Workshop
January 28, 2023
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Attachment: Strategic Planning Overview (3590 : Strategic Planning Overview)
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Staff Report
City Council
Item No. 2.B
Meeting Date: January 28, 2023
From: Charles McClendon, City Manager
Title: Executive Team Workshop Summary
RECOMMENDATION:
This item is for information and discussion only.
BACKGROUND:
As part of the in formation gathering in preparation for the Strategic Planning Workshop with City Council, a Strategic Planning Workshop was held on December 15, 2022 with the City’s Executive Management Team. The 3 hour workshop was facilitated by Esmeralda Garcia with MIG Consulting.
DISCUSSION:
The primary focus of the workshop was to educate the team on the primary elements of a strategic plan and the importance of developing a longer term vision to ensure the City is positioned and prepared to continually adapt, chan ge, and improve. As the City continues to grow and requirements of municipal services become increasingly complex, the ability to quickly adapt to changing needs and expectations of our community becomes increasingly important. As leaders and operational experts of the City organization, the Executive Management Team ’s understanding and knowledge of changes within their business groups, new and/or emerging legal and regulatory compliance mandates, challenges and opportunities created by current and emergi ng technologies, and evolving customer service needs and expectations are all important “inputs” which must be incorporated into successful visioning and goal setting efforts.
A summary memorandum of the discussion from the December 15 th Workshop along with an image of the visual notes is attached for information. The power point with meeting agenda and strategic planning overview is also attached for information.
FISCAL IMPACT:
This item is for discussion only and there is no fiscal impact.
ATTACHMENTS:
Executive Team Strategic Planning Overview
Summary Memo Exec Team Workshop Dec 2022
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Cathedral City Five Year Strategic Plan
City Staff Leadership Workshop #1
December 15, 2022
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Attachment: Executive Team Strategic Planning Overview (3594 : Executive Team Workshop Summary) Agenda
I. Welcome and Introductions
II. Strategic Plan Overview
III. Shared Community Vision – Discussion
IV. Issues and Opportunities – Discussion
V. Team Strengths – Discussion
VI. Summary and Next Steps
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Attachment: Executive Team Strategic Planning Overview (3594 : Executive Team Workshop Summary) Define shared vision,
mission, and
directions for action
Re-align goals and
strategies
Collectively
determine outcomes
Provide guideposts and
milestones
Strategic Plan Overview
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Attachment: Executive Team Strategic Planning Overview (3594 : Executive Team Workshop Summary) Our Purpose
Our Desired Future
Our Shared BeliefsValues
Vision
Mission
Goal GoalGoalGoalGoalGoal
Short Term
Medium Term
Long Term
Objectives
Strategies
Actions
Objectives
Strategies
Actions
Objectives
Strategies
Actions
Objectives
Strategies
Actions
Objectives
Strategies
Actions
Objectives
Strategies
Actions
Outcome Measures
Actions:
Strategic Plan Framework
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Attachment: Executive Team Strategic Planning Overview (3594 : Executive Team Workshop Summary) § Define outcomes
§ Identify issues and priorities
Understanding the
Context
Establishing a
Framework Draft Strategic Plan
§ Refine the vision and
values
§ Develop goals
§ Develop strategies and
actions
§ Develop Draft Strategic
Plan
Implementation
§ City Leadership Team track
progress
§ City Council updates
§ Adjust when needed
§ Living document
December February March
Council Interviews
City Leadership Team
Workshop #1
City Leadership Team
Workshop #2
Council Workshop #1
City Leadership Team
Workshop #2
Council Workshop #1
Strategic Plan Overview
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Attachment: Executive Team Strategic Planning Overview (3594 : Executive Team Workshop Summary) • Community
• Coming together
• Serving all
• Engagement
• Equitable allocation of resources
• Economic Prosperity
• Cohesive and collaborative City team
• Infrastructure investment
• Safe community
• Partnerships (Other Coachella Valley Cities, regional, etc.) Emerging Themes
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Attachment: Executive Team Strategic Planning Overview (3594 : Executive Team Workshop Summary) Prepared by MIG, Inc. 1
Cathedral City
Five Year Strategic Plan
City Staff Leadership workshop #1
December 15, 2022
Workshop Summary
Introduction
On Thursday, December 15, 2022, MIG facilitated a workshop for Cathedral City department directors, to inform a five-year strategic plan for the city. The purpose of this workshop was to introduce the leadership team to the Strategic Plan process, and to discuss their vision, goals, and shared values. The group also shared ideas about opportunities to be considered in five- year strategic plan.
Esmeralda García served as the meeting facilitator and initiated the discussion. A summary of the discussions is provided in the following sections, and an image of the visual notes captured on the wallgraphic follows at the end of this report.
Emerging Themes
Prime Community
• Embrace our identity as an affordable and accessible alternative to other places in the Valley.
• Celebrate the diversity of our community – youth, seniors, arts, culture, business. • Claim and leverage our adjacency to Palm Springs
• Ensure we continue to respond to our diverse community while balancing the need to accommodate new residents.
• As our community evolves, carefully consider how shifts in could shift our identify.
Safety
• There is pride in our neighborhoods – they are clean and healthy. • Express our community pride to shift the reputation and perspective that others have about our city.
• Continue to strengthen our partnership with the police department to further ensure their responsiveness.
Community Serving and Friendly
• Build on existing community services that address the needs of our diverse community – youth, seniors, and families.
• Staff is engaged with the community and successfully delivers services for all.
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Attachment: Summary Memo Exec Team Workshop Dec 2022 (3594 : Executive Team Workshop Summary) Prepared by MIG, Inc. 2
• The city is development and business friendly.
Desired Outcomes
• Articulate a shared vision and goals
o Outcomes focused
• Ensure the plan is achievable and implementable
o Initiatives need to be strategic
o Include an effective and achievable action plan
o Align with city council agenda
o Proactive not reactive
o Design so it aligns with staff skill sets
• Build in flexibility to realize opportunities
o Can address new urgent priorities
• Create a living document in order to adapt to changes o Ensure annual check ins to track our progress
o Supports staying on course
• Ensure it is a tool to keep focus on outcomes
o City Council
o Staff
o Community
• Reinforce staff and City Council partnership
• Sustain fiscally
o Align with the budget
• Build consensus
o Create staff buy in
• Forward looking
o Forecast and realize opportunities
o Position us for future funding
• Inclusive and transparent
o Community engagement
o Data driven
• Build tools and methods for tracking to stay the course o Include Strategic Plan into Council reporting
o Infuse in our culture
• Include communications strategy
• Set future direction for services
Issues and Opportunities
Collaboration and Partnerships
• Create cross collaboration opportunities
• Internal and across all departments
• Partners with outside organizations and groups
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Attachment: Summary Memo Exec Team Workshop Dec 2022 (3594 : Executive Team Workshop Summary) Prepared by MIG, Inc. 3
Community Identity
• Engage diversity of community
• Similar concerns to daily interactions
• Emerging identity
• Existing momentum
• Differentiation from other cities
• Articulate our identity to attract business to the city • We have a unique identity in the Coachella Valley
• Our amenities on par with Palm Springs
•
Staff Development
• Engage with staff
o At all levels
o Mid-level staff to
• Ensure staff know their role and relevance of their contribution • Hard working staff
o Model life work balance
• Prioritize expertise
o Seek new talent
o Position for grants
• Create department staff quarterly check ins
• Establish cross-departmental teams
o Make it all our jobs
• Organization transparency
• Resources
• Seek opportunities to adapt to shifting workforce
o Leverage new skills and expertise
• Bring in new ideas
Community Engagement
• Consider citizens group
• Revisit allocation
• Leverage momentum
Organizational Culture
• High functioning organization
• Feels like a city family
• Highly skilled staff
• City staff leadership communicate effectively to get the job done o Infuse this with new and mid-level staff
o We are helpful and are one text message away
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Attachment: Summary Memo Exec Team Workshop Dec 2022 (3594 : Executive Team Workshop Summary) Prepared by MIG, Inc. 4
• Hard working
o The job gets done
• Staff connects outside of work
• There is a spirit of teamwork
o Teams work together
• Services are delivered proactively and effectively
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Attachment: Summary Memo Exec Team Workshop Dec 2022 (3594 : Executive Team Workshop Summary) Prepared by MIG, Inc. 5
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Attachment: Summary Memo Exec Team Workshop Dec 2022 (3594 : Executive Team Workshop Summary)
Cathedral City Page 1 of 2 Printed on 1/23/2023
Staff Report
City Council
Item No. 2.C
Meeting Date: January 28, 2023
From: Charles McClendon, City Manager
Title: 2023 Community Survey Summary
RECOMMENDATION:
This item is for information and discussion only.
BACKGROUND:
On June 22, 2022, City Council authorized the City Manager to enter into a contract with Fairbank, Maslin, Maullin, Metz & Associates (FM3) to perform a Community Survey in support of development of the City’s 5 Year Strategic Plan. FM3 is a Opinion Research and Strategy De velopment consulting firm specializing in conducting public policy oriented opinion research since 1981 on a wide range of social and economic issues for municipalities throughout California.
Outreach survey s performed by FM3 are objective, scientifically based , and provides constituent data important for development of Cathedral City’s 5 Year Strategic Plan.
Important information derived from community survey results will inform and validate resident attitudes towards city services , public infrastructu re, resident priorities and concerns, opinions on current and proposed policies, and assess perception of adequacies and effectiveness of existing City programs.
DISCUSSION:
The FM3 work scope consisted of two primary tasks . The first was performing online interviews with 3 Focus Groups followed by development of a questionnaire for the purpose of conducting a community survey to assess general attitudes of residents toward city services and programs; determine resident concerns, priorities, and view s on social issues; assess attitudes and opinions on policy issues and proposals.
The 3 Focus Groups were conducted over the course of two evenings, December 5 th and 6th, 2022. The Focus Groups consisted of three specific subsets of Cathedral City residents:
• Seniors
• Spanish speaking as primary household language
• Residents from the Mideast area of Cathedral City. The area roughly bounded by Dinah Shore, Landau, 30th, and Date Palm Drive
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Each Focus Group consisted of 8 residents for a total of 24 partici pants. It is important to recognize the Focus Groups were only a small sample of the total community and do not reflect a representative sample of all residents. The primary purpose and value of this activity was to perform qualitative research to inform and facilitate discussions which formed the foundation for development of the community survey questionnaire. A summary of the key takeaways from the Focus Group conversations is provided as an attachment to this report.
Based upon information gathered from the Focus Groups, review of Cathedral City’s past survey research, understanding of current and future city objectives and needs, and consultation with the City Manager’s office, FM3 designed the Cathedral City community survey questionnaire.
The Community Survey was being administered in early January 2023 and the results were not available at the time of preparation of this staff report. However, the surveys will be complete and survey responses will tabulated and analyzed prior to January 28th.
FM3 will present an analysis of survey results including topline and demographic information, key survey findings, summary of conclusions , and actionable recommendations at the January 28th Strategic Planning Workshop.
FISCAL IMPACT:
This item is for discussion only and there is no fiscal impact.
ATTACHMENTS:
Focus Group Summary
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12100 Wilshire Boulevard, Suite 350 | Los Angeles, CA 90025 Phone: (310) 828-1183 | Fax: (310) 453-6562
1999 Harrison St., Suite 2020 | Oakland, CA 94612
Phone: (510) 451-9521 | Fax: (510) 451-0384
TO Charles McClendon and Mike Kashiwagi
City of Cathedral City
FROM Richard Bernard and Adam Sonenshein
FM3 Research
RE: Draft Takeaways from Recent Focus Groups
DATE December 14, 2022
Background
• It is important to remember that focus groups are not a quantifiable activity and the participants in the three categories of the focus groups do not reflect a representative sample of all of the residents in the city, so we do not want to over-interpret the finding or focus on the total number of participants who selected any of the items.
• Focus groups included three specific subsets of residents:
o Seniors
o Spanish-speakers
o Residents from the area of Cathedral City in neighborhood in the Midwest area of the city between Dinah Shore Drive and 30th, Landau and Date Palm Drive. o 8 participants per group for a total of 24 participants
Impressions of Cathedral City
• Participants moved to Cathedral City because it is more affordable than Palm Springs or other nearby areas o A lot of folks viewed the city in comparison to other place they have lived (Los Angeles, east coast cities, etc.) and/or the other cities in the Coachella Valley. In comparison to LA, Cathedral City is “peaceful.”
o Latinos tended to appreciate the diversity of the city and that there are many Spanish-speakers so it is easy for them to communicate.
• Participants appreciated that they can access amenities, services and entertainment nearby, but wished those things were local to Cathedral City. They had the sense that “there’s no there there” and they want something in Cathedral City to be perceived as a destination. o They perceived Cathedral City as “a suburb” that is “in the shadows” of other cities. o They wanted better/more economic development. The new businesses they see are largely cannabis dispensaries/shops.
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Attachment: Focus Group Summary (3593 : 2023 Community Survey Summary)
• There were soft reviews for the city government – not the sense that everything is going terribly – just that there are missed opportunities.
o There was some concern that Latinos and low-income neighborhoods do not get the fair treatment they deserve.
Key Issues and Priorities
• Concerns about the “infrastructure” of the city, often but not exclusively related to how it looks:
streets/medians do not look good, vacant store fronts in prime areas, lack of street lighting, lack of crosswalks, lack of parks, lack of senior center (raised by seniors), safe bike lanes (could be just a couple of participants); flooding.
o Some people also mentioned the lack of youth activities. o Homelessness is seen as a growing problem.
• There were mixed feelings about the police department, and opinions varied a lot across groups. Seniors were happier with the department, Latinos and Midwest participants were less impressed. Participants tended to judge the department based on the number of patrols they see and the response they get when they call.
• Most participants thought the City had at least some need for additional funding, but increasing funding for public safety departments wasn’t much of a priority; participants preferred to put money into infrastructure and community programs.
• In terms of specific ideas for long-term plans, among the higher priorities were the following:
o “Establishing a Homeless Liaison Officer with mental health technician” – coincided with concern that homelessness is increasing.
o “Evaluating and developing an East Palm Canyon and Downtown Arts and Entertainment District” – associated with the feeling that the City needs to develop more of its own identity and have more opportunities for entertainment.
o “Supporting educational and trade/vocational programs for students in high school and local community colleges” – seen as an investment in the future of the city and a belief that providing young people with more opportunities would help reduce crime.
• The only long-term plan that had a substantial number of participants rank it as their lowest priority was “Replacing city-owned cars and trucks with electric vehicles,” which was perceived as a “nice-to-have” but would do little to improve residents’ immediate quality of life.
Parks and Measure K
• Very little recollection of “Measure K” by title although most remembered it when they saw the ballot question; most were unsure if it passed or failed which is important to remember if the City considers another revenue ballot measure.
o Those who supported Measure K thought it was a good investment in the future and recognized the lack of funding for parks and recreation programs.
o Those who opposed it generally thought there were other higher priorities, didn’t want to pay more in taxes, or were confused by the relationship with DRD.
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Attachment: Focus Group Summary (3593 : 2023 Community Survey Summary)
o Hearing that there is no recreation program funding did not always make more people inclined to support a tax measure; some felt it was a sign of mismanagement of City funding that could be used for those purposes.
o Some participants expressed frustration at having to go to other cities for parks and recreation programs.
Communication with Residents
• Almost all participants felt the City should be doing more to communicate with residents (it is common to hear that people feel their city doesn’t communicate enough), with some participants raising the issue of a lack of communication from the City before the idea was introduced in the discussion. o Many seniors got the weekly newsletter, while others didn’t even know it exists.
Vision for the City’s Future
• A few different perspectives were offers on their vision for Cathedral City in the future:
o Arts and culture capital
o Safe and affordable
o Welcoming to families and retirees
o Diverse
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Attachment: Focus Group Summary (3593 : 2023 Community Survey Summary)
Cathedral City Page 1 of 2 Printed on 1/23/2023
Staff Report
City Council
Item No. 3.A
Meeting Date: January 28, 2023
From: Charles McClendon, City Manager
Title: Update on Council Goals for 2022
City Council
RECOMMENDATION:
This item is presented for information, discussion and direction only.
BACKGROUND:
Council met in a strategic planning retreat on January 22, 2022 and developed goals for the year, which were subsequently adopted through a resolution on February 16, 2022.
Department heads have incorporated achievement of the goals into their work plans for the year. Some outstanding goals from previous years have been carried over to 20 22 as well.
DISCUSSION:
The attached document provides an update to Council regarding achievements to date related to the adopted City Council goals.
The COVID -19 pandemic and the resulting recruitment and retention challenges affected the City’s ability to achieve the 202 1 goals and continues to have some effect on the 2022 goals as HR and departmental staff work to fill the positions restored in the budget, which are necessary to achieve some of the goals. Nonetheless progress has been made on most of the Council goals.
FISCAL IMPACT:
Costs related to the goals during FY 2021-22 were absorbed in departmental operating budgets or a budget adjustm ent was authorized. Items necessary to meet the goals in FY 2022-23 were included in approved budget amendments or will need to be absorbed in departmental budgets or addressed through additional budget adjustment s as the situation warrants.
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ATTACHMENTS:
2022 City Council Goals and Departmental Work Plans
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2022 City Council Goals and Departmental Work Plans
February 16, 2022
1. Parks and Recreation
a. Complete the budgeted parks improvements and provide periodic status updates to Council.
• Panorama Dog Park: completed.
• Century Park Improvements: Council authorized replacement of tot lot play equipment, shade structure, rubber surfacing, BBQs, picnic tables and benches. ▪ Play equipment, shade structure to be installed when delivered in spring. ▪ BBQs, picnic tables and benches to be installed this month. ▪ Parking lot ADA improvements completed.
▪ Bathroom ADA improvements completed.
▪ Privacy doors installed in restrooms.
• Panorama Park Improvements: Council authorized shade structures and rubber surfacing, BBQs, picnic tables and benches.
▪ Shade structures and rubb er surfacing to be installed when delivered in spring.
▪ BBQs, picnic tables and benches to be installed this month. ▪ Parking lot ADA improvements completed as well as initial ADA path of travel improvements completed.
▪ Bathroom ADA improvements completed.
▪ Privacy door installed in restroom.
• Dennis Keat soccer Park: Council (1 -25-23) authorized adult fitness equipment repair/replacement of units.
▪ Bathroom ADA Improvements completed.
▪ Privacy doors installed in restrooms.
• Ocotillo: Council (1 -25-23) authorized playground rubber replacement and adult fitness equipment replacement of two units.
b. Complete the Cathedral City High School Swimming Pool agreements with the Palm Springs Unified School District and the Desert Recreation District for approval by Council and provide community access to the pool in the summer of 2022. • Completed. The pool was open to residents during June and July. c. Support the Parks and Community Events Commission in providing small community events in the parks including potentially a 5K run, events to introduce the community to the Desert Recreation District and events to support community non-profits. • The PACE Commission completed:
▪ Yoga in the Park at the Amphitheater.
▪ Baseball/Softball/Fitness Day at Panorama Park baseball diamond. ▪ The Butterfly Festival at Panorama Park.
▪ Earth Day Springfest event at Century Park.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) ▪ Supported Free Movies at Mary Pickford for children and families. d. Develop cost estimates for construction of new pickleball courts or conversion of existing tennis courts to be used for pickleball.
• Listed on the 2022/23 Park Improvement Plan Schedule, the conversion of the tennis court to a Pickle Ball Court on a trial basis will be brought before the City Council for approval on March 22, 2023.
e. Identify and evaluate options to provide a public pool and/or community recreation center in Cathedral City.
• A community recreation center was included in Measure K, which did not succeed. regrouping options to fund community center in discussion stage.
2. Streets and Infrastructure
a. Develop an Electric Vehicle transition plan to comply with upcoming state mandate and include consideration of providing publicly accessible charging stations. • This is a long - term project:
▪ At this time Staff is communicating with EV charging station providers. these discussions relate to the backhouse infrastructure costs, locations for charging sites and the ability to recoup costs.
b. Provide a comprehensive review of allowable uses of CDB G funding including information on programs and services provided in other jurisdictions. • This was completed with the Process for the 2022 -23 Annual Action Plan and the completion and submittal of the 5 Year 2022–2026 Consolidated Plan. c. Develop an entryway , medians, and lighting master plan to provide appealing gateways to the City.
• Will be undertaking an assessment of entryways and medians in the next fiscal budget year.
d. Explore a professional services contract to gauge property owner interest and potentially develop an Assessment District to provide infrastructure in the area north of Ramon and west of CV Link.
• City Council approved contract with Woodard and Curran (Consultant) to engage and solicit interest from four distinct areas in the Combined Sar ah Street Area.
This Phase 1 assessment district formation Project is underway. e. Conduct research and prepare a report on the history of a joint Coachella Valley Council.
• Communicated with various desert agencies and CVAG and there is no historical information that this Council existed.
3. Finance and General Government
a. Develop employee recognition and appreciation events and programs including opportunities to interact with management.
• Employee appreciation lunch with Taco Truck was held on October 6, Holiday dinner was held on December 8. Quarterly meetings are offered with City Manager and department heads. Semiannual recognition luncheon and giftcard program for employees achieving City work anniversary dates of 5, 10, 15 etc.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) b. Evaluate City communications with the public and needed improvements including increased use of video and communication with Spanish speakers. • Communications/Events is f requently utilizing ad s in El Informador, a popular publication in the Coachella Valley for Latino/Hispanic residents. We’re also translating social media posts on a more regular basis, using internal staff for translation assistance when available and exploring ways to increase our Spanish video content.
c. Provide an on-line calendar to display Amphitheater bookings. d. Explore providing a General Fund Capital Projects fund as part of development of the next biennial budget.
• This will be part of the budget discussions as the next biennial budget is developed and reviewed by Council. This will include not only existing maintenance of effort (MOE) but will also provide additional funding.
e. Work toward a successful Desert Recreation District annexation election in 2022. • Measure K was befo re the voters on November 8. Informational mailers were provided to the residents and Council approved a resolution of support. The Measure received almost 55% support but required a super majority. f. Develop and adopt a Facilities Master Plan.
• In progress. 5-year Master project pipeline completed. Presented and approved contract award to MASS CO at 10/12/2022 City Council meeting.
g. Develop and adopt an Information Technology Master Plan including consideration of providing public WiFi access in parks.
• IT Assessment and Masterplan RFP Completed. Presented and approved contract award to Client First at 08/24/2022 City Council meeting. Public WiFi project for Panorama Park completed.
h. Explore the development of a citywide fiberoptic broadband network. • The SiFi agreement to provide city -wide broadband was approved and construction and will likely start in spring 2023.
i. Provide a volunteer appreciation event in 2022.
• This was part of the Holiday event held on December 8. Special recognition was also provided at a Council meeting for two volunteers who provided many hours of service.
j. Evaluate annually the additional payments for PERS and OPEB debt obligations. • These payments are included in the FY22 -23 budget and will be discussed with Council for authorization to make the payments.
k. Implement the Tyler Munis budgeting module and improve budget reporting to department and Council.
• Bimonthly reporting now provided to Council along with monthly reporting to departments. Training department points of conta ct on financial system inquiry and reporting capability.
l. Implement improvement to purchasing practices and procedures to align with procurement code requirements.
• Staffing issues have slowed this process. Staffing review ongoing to address this goal. In the interim, upon department request, Purchase Orders are being issued for significant
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) purchases. We have implemented the financial system modules for RFPs, responses/bids, winning bid/contract to support requisition/purchasing to encumber funds. m. Complete a comprehensive review of Cannabis including the costs and requirements of cannabis licensing, code requirements and enforcement and taxation. • A complete review of the ordinance (5.88) was completed, and revisions approved by Council. A taxation review was completed and reviewed with Council. Changes were made to the cultivation tax. An additional survey and report presented to Council on January 25.
4. Code Enforcement
a. Implement the pro-active model for providing Code Enforcement services. • This is continuous. Staff has begun with proactive enforcement including vehicle parking on landscape areas.
b. Provide a follow-up presentation on the integration of the Short-Term Vacation Rental enforcement and general code enforcement teams.
• A presentation was provided to Council on February 9, 2022. Officers have been integrated into a single team with cross -training of all officers on STVR and code compliance enforcement. Officers' schedules are rotated regularly to ensure continued training on all aspects of enforcement.
• Chapter 5.96 Short Term Vacation Rental Units was amended in May 2022. As part of the STVR enforcement program, staff inspects STVR properties during the new and renewal permit process, reviews advertising for compliance with the STVR ordinance and provides nighttime coverage Thursday – Sunday. A phase-out and home share enforcement program has been implemented to ensure compliance with the ordinance.
c. Evaluate and improve the GO Request app and related notification processes. • The City has completed the conversion to the new MyCathedralCity app and improved the overall operation of the app, while still retaining some features of the Go Request version. IT continues to work with the vendor to add and improve functionality.
d. Continue to prioritize illegal parking enforcement.
• Code has implemented a proactive approach to parking enforcement with results reviewed and reported weekly.
5. Public Safety
a. Fill the authorized Ambulance Operator position and complete the transition to the ambulance operator program and provision of the third ambulance. • The Fire Department has hired two AO Paramedics and has conditional offers out for AO EMTs to assis t in implementing the third ambulance which should go into service in March/April 2023.
b. Provide regular, comprehensive reporting on the Homeless Liaison program including results, status of cases, clean-ups and other services provided. • The police department began sending a comprehensive monthly update to the City manager and City Council in March 2022. The update is generally sent out in
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) the beginning of each month. A HLO presentation was provided to council on August 10, 2022, during study session.
c. Develop a Police Chief/Fire Chief and Police Officer at Your Corner program or integrate into the City Hall at Your Corner program.
• Chief Crum participated in two virtual meetings with the community titled “Chief at your corner”. Chief Crum also attended a virtual “City Hall at your corner” on March 17, 2022. The Fire Chief and a BC were present at the “Fire Chief at your corner” meeting which was hosted online. A City Hall at Your Corner featuring the new Fire Chief was held in December.
d. Provide increased and improved opportunities for Police and Fire personnel to interact with the community.
• The Police Department has participated in the following events and meetings:
LGBT Days- Bed Race, Neighborhood Watch meetings at Sungate and Ocotillo Park on 4-21-22, La Posada neighborhood meeting on 4 -23-22, Ocotillo Park meeting on 5-1-22, Harvey Milk Breakfast on 5-11-22, State of the City 5-19-22, Coffee with a Cop on 6-1-22, multiple “Dinner with Patsy” events, Shadowcrest neighborhood watch meeting 6-23-22, River Canyon Apartments child backpack donations event on 7 -5-22, City of Cathedral City Peace Initiative 9 -21-22, Boys and Girls Club Meatball contest 10-2-22, Fall Festival and Clean Air Day 10 -8-22, National Walk to School Day 10 -12-22, Tejano Music Festival 10 -29-22, Spooktacular 10 -30-22, Senior Center Dinner 11 -1-22, Verano neighborhood watch meeting 11 -10-22, Fields of Valor 11-12-22, Peace Officer and Public Safety Awards Luncheon 11-30- 22, Shop with a Cop 12-17-22, Santa for Seniors 12-21-22. • Fire Crews have been present at all public events to include the LGBT Days Bed Race, Spring event at Century Park, The Dog Park Grand Opening at Panorama, the Butterfly event at Panorama, State of the City address at the Doubletree, and others. The Fire Department continues to embrace community involvement and understands the importance of maintaining a positive community profile.
6. Community & Economic Development
a. Streamline and improve the development review, permitting and inspection processes.
• Economic Development and City Consultant Michael Kashiwagi are improving the clarity of the entitlement process by creating a Development Services Guide. This guide will assist applicants by clearly laying out the entitlement process, required steps, and City expectations of the applicant.
• A manager for the Building Department, the Chief Building Official, has been hired and begun updating Ci ty construction standards, permitting and inspection processes and department policies and implemented training, which has improved permit turnaround times, created a predictable inspection process and streamlined the plan review process.
b. Complete and impr ove the installation of the Tyler EnerGov software to automate, improve and streamline the plan review, permitting and inspection processes.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) • An Energov weekly meeting has been established and includes stakeholders from Admin Services, Planning, and Building. This has proven beneficial in addressing implementation issues and progress has been made in the effort to fully transition the departments to Energov. Permit turnaround times are tracked weekly and have declined but further work is required.
c. Complete the comprehensive update of the Cathedral City Municipal Code with initial emphasis on Chapter 9 (zoning) and Chapter 5 (business regulations). • The first phase of revisions to Title 9 (Planning and Zoning), which included revisions required by the G eneral Plan and Housing Element Updates, was approved by the City Council on August 24, 2022, second reading and approval on September 14, 2022.
d. Update and improve methods to communicate with developers, contractors and the public on Planning and Building processes.
• See 6.a.
e. Implement a mobile home park inspection program with associated cost recovery fees • The new mobile home park inspection program has been implemented, with training coordinated with HCD, and inspections are being conducted on the first park, Tramview mobile home park.
• Under the new program, a complete inspection of one mobile home park is planned each year, with each park to be inspected a minimum of once every seven years as required under HCD.
f. Evaluate data and work with CVEP to identify holes in the local economy and develop plans to address.
• This is an ongoing dialogue. The Economic Development Department (EDD) continues to work with CVEP’s GIS Department to identify economic and educational gaps within the City. CVEP data was u sed in the campaign to retain the COD Roadrunner Motors campus. In addition to CVEP data, EDD will be bringing a subscription-based contract for mobile data to Council in Q1 2023. g. Update the Thousand Palms annexation fiscal analysis. • A review of the Thousa nd Palms Fiscal Analysis prepared in 2018 was presented to the City Council during the August 24, 2022 , Study Session. Direction was received to update the Fiscal Analysis.
• An RFP to update the Fiscal Analysis was prepared, mailed to potential consultants, and uploaded to the City’s website. Proposals are due January 20, 2023.
h. Complete the entitlements for the 13.5 acres and work with the developer on construction documents, plan review and permits to keep the development process on target to meet the established schedule.
• The entitlements were approved by the Planning Commission on August 13th and the City Council on September 14, 2022.
▪ Engineering Department: The Parcel Map is under review with the first plan check completed and now working on second plan check. ▪ Engineering Department: Construction plans and studies have submitted.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) ▪ Building Department: Construction plans have been submitted.
Departmental Work Plans
1. Administrative Services
• Finance
a. Implement Tyler Munis Position Budget Control for the Next Biennial Budget Cycle (FY 2023/2024 & FY 2024/2025).
• Training sessions have continued; Testing scheduled for fall 2022, Plan to implement for next biennial budget.
b. Implement the Tyler Munis Enterprise Asset Management (EAM), Inventory and Work Order System.
• Integrate to the existing Purchasing and Accounts Payable modules. • Build and Validate March – August 2022; Testing activities in Summer/Fall 2023; Implementation activities have occurred for Fleet. Implementing Public Wor ks activities in January 2023; Inventory built and utilized for Finance items; Initiated Facilities planning and development activities in January 2023 with initial implementation activities in the second quarter of 2023. c. Commence Tyler Munis Payroll Enhancements.
• Advanced Scheduling for Public Safety & Dispatch.
▪ Tyler Demo completed Spring 2022. Pursue after Time Clock Implementation. This will replace scheduling activities currently done with InTime (Police) and Telestaff (Fire).
• Time Clocks.
▪ Tyler Demo completed Spring 2022. Hardware purchase in IT integration with Tyler Executime Fall 2022. Initial implementation is for all non-exempt NonRep and AFSCME employees, will then move on to nonexempt sworn police staff. Testing Time Clock technolog y. Goal is to implement by April 2023.
d. Issue a Pension Obligation Bond (POB) for Public Employee Retirement System (PERS) Unfunded Actuarial Liability (UAL).
• Completed April 2022.
e. Complete Cathedral City Municipal Code (CCMC) Update. • Participated in Internal Cannabis Work Group for changes to Chapters 5 and 9; Chapter 14.12 Sidewalks considered in February 2022 but decided not to move forward at that time.
f. Streamline and Enhance Cannabis/Business Licensing Processes. • Implementing EnerGov Licensing Module – licenses are now issued via email (for those vendors with an email (approximately 90%). Also, exploring outsourcing BL function as a whole.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) • Now have Cannabis licensing in EnerGov Licensing software, which has moved this to a more automated process.
• Have utilized the EnerGov licensing module for other related recuring type permits, e.g., Home Occupation, STVR.
g. Review and Implement Internal Processes for Purchasing (i.e., Purchasing Checklist). • See Purchasing activities above paragraph 3.l. Ongoing. h. Support the Desert Recreation (DRD) Formation.
• Went to the Voters November 2022. Exploring other alternatives. i. Create an active Risk Management Role/Function with Departments/Divisions to Mitigate Potential Litigation.
• 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). • 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 request, 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. Awaiting Hardware delivery. Coordinated Implementation with Fleet coordinator; Anticipate 1 st quarter 2023 installation.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) 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.
• 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 a nd 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.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) 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. Pursued three vendors and award ed to best respondent and qualified vendor. 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).
The required zone changes for consistency with the General Plan Update were approved by City Council on August 24, 2022.
b. Complete Housing Element Update.
The required zone changes and Municipal Code updates were 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 was approved by C ity Council on August 24, 2022.
d. Complete Billboard Ordinance Update.
Ordinance 860, prohibiting new billboards in the City, was 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, incl uding 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.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) • Update Applications & Submittal Requirements.
• Majority of applications have been updated to reflect the new fee schedule and submittal requirements have been updated with additional updates expected with the comple tion of the development streamlining initative. Handouts have been updated to reflect the changes from the Comprehensive CCMC update. 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 permits, inspection cards and reports. The staff implementation team has been meeting weekly to resolve issues and provide 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 online permitting to be a later phase after the complete transition from Permits Plus is completed.
• Implement Electronic Plan Submittal & Review.
▪ This will be a l ater 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.
▪ Cross-training Staff.
o 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.
▪ Implement Intern/Volunteer Program.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) o Building and HR Staff worked with College of the Desert to establish an intern program. Unfortunately, the f irst 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.
• The adoption of the 2022 California Building and Fire Codes was completed with an effective date of January 1, 2023, in compliance with the State requirements. d. Implement Mobile Home Parks Inspection Program.
• The mobile home parks inspection program has been implemented and inspections have begun on the first mobile home park, Tramview. • Code Enforcement
a. Implement Proactive Code Enforcement in Four Neighborhoods. • Obtain 75% Compliance Threshold.
• Leverage Interdepartmental & Interagency Partnerships. ▪ While staff vacancies continue to be filled, Code Compliance pivoted its strategy to focus on specific violations that create visual blight, and this strategy was implemented in three areas totaling over 1,000 properties. ▪ Parking enforcement along Cathedral Canyon (100+ properties) resulted in 52 citations issued.
▪ Visual Blight Enforcement – area bounded by Cathedral Canyon, 33 rd St., Ramon Rd and Date Palm Dr. (400+ properties).
Illegal Dumping Garbage Containers Shopping Carts
Total 89 108 25
▪ Visual Blight Enforcement – area bounded by Ramon Rd., McCallum, Landau Blvd and Avenida Maravilla (500+ properties). Code compliance officers have begun the vehicle abatement process on inoperative vehicles.
Inoperative
vehicles
Parking on
unimproved surface
Garbage
Containers
Shopping Carts Bulky Items
Total 24 13 66 6 26
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 the Deckard report for 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
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) ▪ The STVR compliance program and officers have been integrated into the Code Compliance Department and have been trained on general code compliance enforcement, including building violations and weekend enforcement. All new officers hired are being trained on code compliance programs, including vehicle abatement (public and private property), STVR enforcement 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. • A new Sidewalk Vendor Ordinance has been developed and received first reading by the Council on January 11, 2023. The new Ordinance will improve enforcement and provide additional tools for managing unpermitted sidewalk 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, to coincide with the comprehensive update. • 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. The City Attorney will retain a firm to commence small claims.
• Pursue Civil Remedies.
▪ 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.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022)
3. Economic Development
a. Promote Citywide Development Opportunities.
• The promotion of city-wide development opportunities is an ongoing 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 Econ omic Development Department 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, EDD continues to assist FHD in retaining this builder. Rising interest rates and a troubling economic forecast has caused the apartment developer to lose all but one potential capital partner. c. Market 5 Acres (Adjacent to Napa Auto Parts).
• Marketing is underway.
d. Promote Horizonal and Vertical Development of North Cathedral City. • The Council’s approval of the North City Economic Development Resolution (EDR) was a significant step towards accomplishing this goal. Immediately upo n approval, the EDR has been sent to land owners, brokers, and investors and has been posted on City websites. On the latter half of the year, EDD has been speaking with three groups interested in the north city area. EDD is also working with Councilmembers Gregory and Ross and the Engineering Department to build key stakeholder support (CVAG, Congressman’s office, Assemblyman’s office, Desert Hot Springs, etc.) to fund the remaining design and construction needed to build out Varner Road. The design and construction of Varner Road could be done in three phases (Palm Drive to Mountain View, Mountain View to Date Palm, Date Palm to Bob Hope).
e. Complete & Implement the Development Impact Fee Study. • Ongoing priority. A status update was provided during the October 14, 2022, City Council study session. A draft report will be circulated in Q1 2023. The finalized report is expected to be ready for 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 and working to attract the same back for year three despite a change in ownership and building use. Have worked with the Development Services team to support the completion
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) and ultimate operation of the former Sunniva property. Working with the City Manager’s office to complete a thorough analysis of the environment Cathedral City cannabis businesses are facing. Thi s analysis included a detailed survey and in-person interviews. Other Valley cities’ cannabis tax structures were also evaluated.
h. Continue to Equitably Locate Public Art Throughout All Five Districts. • Ongoing priority. Accomplishing this goal through stra tegically facilitating the Public Arts Commission, shortening response times on key initiatives, and proactively leveraging the capabilities of each commissioner. The City’s largest single art installation, the Bringas Bridge, was completed on time and und er budget.
i. Continue Supporting Planning and Engineering Entitlement Efforts. • Ongoing priority.
j. Improve educational attainment within the City and West Valley. • EDD continues to volunteer for the annual Cathedral City High School Data mentor program during personal time. Mentor activities include providing books, periodic lunches, and motivating discussions each month. The books, journals, and food are a personal expense; no city funds are used. EDD is working with the Greater Coachella Valley Chamber of Commerce to restart educational programing offered to Cathedral City businesses. EDD is also supporting the full build out of the Palm Springs COD campus. The full build out of the PS COD campus will provide vital opportunities for Cathedral City resid ents. EDD continues to monitor COD’s execution of the Cathedral City Roadrunner Motors campus. k. Engage Tribe on Local Development Partnership Opportunities. • Maintains contact with the tribe on a periodic basis. Offers and discusses development and/or collaboration opportunities.
4. Fire
a. Initiate the Accreditation Process for Center for Public Safety Excellence (CPSE). • Work has not started on the formal accreditation process. The gathering of data and data sets needed for the accreditation process has started. The community risk analysis, strategic plan and standards of coverage outlines and timeline for each has been established. Initiation of the accreditation process will be dependent on the Battalion Chief who is the program administrator and his expected retirement.
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. There are some technical difficulties that are still being worked through. c. Develop a plan to create a fulltime Fire Marshal position.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) • Currently working on a workload analysis of the fire prevention program as well as the workload of the current employees assigned to the fire prevention division. d. Improve Out -of-Hospital Cardiac Arrest Outcomes with increased development of High-Performance CPR.
• High-performance CPR training has been completed and we are working on a departmentwide CQI process to determine best metrics to determine success. e. Provide Update to City Council on the Ambulance Operator program progress and implementation of phase two.
• Recruitment and placement of AO EMTs and AO paramedics has continued to be a challenge. We are currently recruiting for three vacant paramedic positions and seven vacant AO EMT positions. Based on an aggressive outreach recruitment and hiring practices we expected to have all AO positions filled by June 1, 2023. f. Reduce workplace injuries by creating a peer review process for injuries and near-miss accidents.
• Safety and wellness committee has been established with representatives from firefighters Union and HR first meeting is planned for February 2023. 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. No further action has been taken on the migration to PSEC.
h. Improve Fire Department’s Use of Technology.
• MDB and G2 alerting learning system is complete. Initial meeting has been set for EMD.
i. Complete Installation and Implementation of call alerting system at Stations 412 and 413.
• New alerting system has been installed at stations 412 and 413. j. Improve Data Accuracy by Implementing New Mobile Data Books (MDBs). • All Frontline equipment have the new MDB books, medic 412 still needs a new MDB purchased and installed.
k. Improve Firefighter Safety by Replacing Station 412 Breathing Air Compressor. • No action has been taken on the compressor, but replacement should be added to the next budget cycle.
l. Develop renovations plans for Fire Station 412 and 413 to prepare for grant applications.
• A walk-through of all Cathedral City fire department facilities has been set up with the city facilities Department to identify areas within each station that need to be improved.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) m. Develop a plan and adopt the next California Fire Code. • The 2022 Uniform fire code has been adopted by the city.
5. Police
a. Prevent & Suppress Crime.
• Named the top 50 safest cities in California for the second year in a row. • 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. • 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.
• 19 Flock cameras throughout city.
f. Identify & Address Emerging Policing Trends within Our Own Community:
• Seek grants that assist in serving our community.
▪ OTS grants, Tobacco grants, Cannabis grants.
• Improve Homeless Liaison Program.
▪ Partner with the County to add a CBAT mental health technician to the HLO program. County position was just filled and the technician started in October.
6. Engineering and Public Works
• Engineering
a. Complete a Pavement Management Program update.
• City Council approved consultant to complete the C ity’s Pavement Management Program:
▪ Staff and Consultant have started the work on the Project, GIS files have been transferred and the street assessment has started. Staff anticipates completion of the Project in April /May 2023.
b. Bridge the digital divide by proposing citywide broadband infrastructure.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) • Processed Si Fi agreement and continue to work on permits for Verizon and Frontier for their Broadband infrastructure installation. c. Streamline the development review and permitting processes. • Continuing to improve the development review process with the use of outside plan checkers and utilizing an all “electronic” submittal process. • HR is currently recruiting the Land Development Engineer position that will assist the Engineering Department and Directors in working with developers as a primary task.
d. Participate in the comprehensive CCMC update.
• Working on portions that affect the Engineering and Public Works Departments as other Departments update sections.
▪ This past year Engineering completed updates to the Municipal Code in the following areas:
o Undergrounding of Existing Overhead Facilities.
o Dogs in the Parks.
e. Work with Public Works division to complete budgeted park improvements. • 2022/23 Park Improvement Plan Schedule has been distributed and Staff is following the timelines and dates items will be presented to the City Council. f. Utilize additional consultants for Staff augmentation. • Engineering has successfully brought on consultants to bolster the gaps in being able to complete work. As City Council authorized po sitions for the Department are filled, use of consultants will be reduced.
g. Fill Engineering vacancies.
• Recruitments for the following positions are underway with HR:
▪ Land Development Engineer.
▪ Engineering Technician I.
▪ Analyst I/II.
▪ Administrative Assistant I.
• An approved existing Assistant Engineer position may or may not be reclassified and will be determined as newly authorized FTE positions are filled. h. Complete construction on Capital Improvement Projects:
• Ofelia Bringas Memorial Bridge.
▪ Completed.
• Citywide striping.
▪ Completed.
• Century Park neighborhood street rehabilitation.
▪ Completed.
• Via De Anza Street rehabilitation.
▪ Near completion.
• Sarah Street rehabilitation.
▪ Completed.
• Ramon Road REAS.
▪ Completed.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) • Corral Road REAS.
▪ Completed.
• Avenida Los Ninos surface widening.
▪ Completed.
• HSIP Cycle 9A – 10 Intersections.
▪ Design near completion.
• 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.
▪ Design continuing.
• Traffic Signal at Landau Blvd. and McCallum Way.
▪ In design.
• East Palm Canyon MUP and Widening.
▪ In design.
• Second Street Dog Park
▪ City Council authorized a consultant to provide a basic schematic plan for the Project. Consultant has visited site and commenced work on the plan. • ACBCI funded Date Palm Drive Improvements.
▪ Consultant’s contract approved by the City Council and the consultant has commence the design work.
• CVAG Partnership Projects.
▪ Varner Road and Date Palm Drive:
o CVAG and City Staff are working to continue the existing Date Palm Drive I -10 to Varner Road Project and are soliciting the original consultant on an addendum to continue the design work for the full width segment of this roadway. Once a proposal is submitted Staff and CVAG to determine the next step.
o CVAG and City Staff are working to secure a proposal for the ultimate design, with phases, of Varner Road from Palm Drive to Date Palm Drive as part of CVAG’s Blowsand and Flooding initiative.
Once a proposal is secured from the consultant, CVAG and Staff will determine the next steps to present to the CVAG Transpo rtation Committee.
o City Staff and Councilmembers Gregory and Ross held a meeting with Federal, State and Local representatives regarding Varner
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) Road in an effort to place this segment of roadway as a roadway of regional importance connecting underserved co mmunities and is an I -10 emergency bypass segment. The meeting placed the roadway at the forethought of attendees for securing funding through Federal/State programs and grants.
• Complete Design of CVAG/CV Link Traffic Signal at Canyon Shore Drive. ▪ Working with CVAG Staff and Consultant on Warrant Study timing for the intersection site. Will take place in the next 60 days. • 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 Palm Improvements.
▪ Staff is engaging CVAG on its ability to assist in the funding of this Project as proposed initially by CVAG.
• Public Works
a. Paint Red Curbs throughout entire City.
• Project started completion date February 2023.
b. Enforce Shopping Cart Retrieval Program.
• On-going and 2023 program verifications underway. Outreach continues with grocery stores. Working well, with the ex ception of Dream Homes, which carts come from Palm Springs stores, thus continuing outreach with these out of City stores.
c. Complete the Panorama Dog Park w/Engineering.
• Project Completed
d. Implement Asset Management System for street signs.
• Implementing a labeling program to assist with inventory. Will be budgeting in next fiscal year’s budget for a consultant to perform and provide a field inventory of all City signage.
e. Inventory accounting for future maintenance of City owned infrastructure. • Inventory 100% completed with information provided.
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 multip le 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).
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) ▪ Landau Manor/Homes, Alicante, Santoro Cimarron perimeters completed. ▪ Century perimeter in process.
• Install more shade trees.
▪ Adding shade trees to Panorama Park and Century Park perimeter. ▪ Added shade trees to LLD’s Landau Homes, Landau Manor, Santoro and Cimarron.
i. Implement successful SB 1383 programs for Commercial/Multi -Family and Residential.
• Commercial Business Recycl ing Campaign City Council approved January 2022.
Program completed.
• Residential Roll Out Program City Council approved June 2022. Program roll out process in progress.
j. Implement Fuel Management System (card reader at fuel pumps). • Council approved implementation and equipment is starting to arrive and installation will occur in the next 30 to 60 days.
k. Explore Electric Fleet Implementation and Electric Vehicle Supply Equipment (EVSE) and publicly accessible charging stations.
• Continuing to monitor regulations, discussions with other agencies and efficiency of electric vehicles within a work fleet.
• Interviewing EV charging companies on cost, infrastructure support costs, recuperation of investment costs and potential viable locations. • Continuing to monitor grants in this area.
l. Utilize Fleet Asset Management System for rolling stock. • Completed and continuing to debug Fleet Enterprise Asset Management program within Tyler Munis.
7. City Administration
a. Update the Records Retention Schedule & Implement Citywide Records Management System.
• Completed. Records retention schedule approved by Council. b. Manage the 2022 Municipal Election
• Completed.
c. Conduct a Class & Compensation Study.
• RFP will go out this spring in preparation for implementation during the 2023/24 budget year.
d. Negotiate Five Collective Bargaining Contracts.
• POA completed May 2022.
• PMA completed in January 2023.
• AFSCME – In progress.
• PFA, FMA – In progress.
e. Review the Viability of Technology Stipends and Car Allowances to reduce costs and improve efficiency.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022) • 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.
• Began a focus group that targets new employees on how they learned about our job opportunities and why they applied, as well as their experience through the hiring process and initial working period.
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.
• DIscovercathedralcity.com has been updated and a new arts commission page has launched. Improvements to other websites are planned.
i. Support the Proposed DRD Annexation and 2022 Measure. • The measure was on the ballot and staff iprovided information to voters in line with what is legally allowed.
j. Partner with PSUSD on Cathedral City High School Summer Pool Program. • Completed for Sumer 2022. Working on agreements for summer 2023.
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Attachment: 2022 City Council Goals and Departmental Work Plans (3600 : Update on Council Goals for 2022)
Cathedral City Page 1 of 1 Printed on 1/23/2023
Staff Report
City Council
Item No. 5.A
Meeting Date: January 28, 2023
From: Kevin Biersack, Deputy Finance Director
Title: Financial Overview and FY 2022/2023 Mid-Year Budget Update
City Council
RECOMMENDATION:
For Information Only; Receive and File
DISCUSSION:
Staff presentation to City Council providing a General Fund Financial Overview, including 10-Year Historical Financial Trends, and the Fiscal Year (FY) 2022/2023 Mid - Year General Fund Budget Update.
FISCAL IMPACT:
None
ATTACHMENTS:
Cathedral City Financial Overview
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Historical Financial Background
10-year Financial Trends
Presented By
Kevin Biersack
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year Sales Tax Clusters / Producers
1/23/2023 4:30 PM
8 Primary Clusters
Autos & Transportation 52.2%
State & County Pool 14.7%
Restaurant & Hotels 8.4%
Fuel & Service Stations 8.4%
Food & Drugs 5.3%
General Consumer Goods 5.1%
Building & Construction 3.4%
Business & Industry 2.5%
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year Historical Licenses & Permits, Fees & Services Trend
1/23/2023 4:30 PM
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
SOLID- SALARY & BENEFITS
PATTERN- OPERATIONS
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year FY 2022 Expenditure Breakdown
1/23/2023 4:30 PM
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year Historical Revenues versus Expenditures
1/23/2023 4:30 PM
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year FY 2022 General Fund Revenue and Spending
1/23/2023 4:30 PM
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year FY 2022-2023 General Fund
Mid-Year Financial Review
Presented By
Kevin Biersack
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year How Property Tax Dollars are Allocated
1/23/2023 4:30 PM
Desert Comm
College Dist
$0.0864Riverside
County
$0.2426
10 Remaining
Agencies
$0.2068
Cathedral City
$0.1614
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
FY 2022/2023
Licenses, Permits, Fees & Services Revenue
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
FY 2022/2023
Misc Revenue & Fund Transfers
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
FY 2022/2023
Total Revenue
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
Where the funds come from …
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
...And Where The Funds Go
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
FY 2022/2023
General Fund Appropriations
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
FY 2022/2023
General Fund Appropriations
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
FY 2022/2023
Personnel – Related and Operating Expenditures
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
FY 2022/2023
General Fund Summary
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
FY 2022/2023
General Fund Revenue and Spending
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year 1/23/2023 4:30 PM
General Fund 5-Year Forecast
FY 2022 – 2027
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Attachment: Cathedral City Financial Overview (3603 : Financial Overview and FY 2022/2023 Mid-Year
Cathedral City Page 1 of 2 Printed on 1/23/2023
Staff Report
City Council
Item No. 7.A
Meeting Date: January 28, 2023
From: Charles McClendon, City Manager
Title: Strategic Planning Initiatives
RECOMMENDATION:
This item is for information and discussion only.
BACKGROUND:
As part of the inf ormation gathered in preparation for the Strategic Planning Workshop with City Council, the City’s Executive Management Team developed Strategic Initiatives for review and consideration by City Council. These initiatives, along with pipeline goals and pro jects identified by professional staff responsible for city operations, the Strategic Planning Workshop conducted with the Executive Team in December 2022, and results of the 2023 Community Survey recently completed by FM3 are all important data which form the foundation of information necessary to develop a relevant and meaningful strategic planning tool for Cathedral City.
DISCUSSION:
Collectively, strategic initiatives create a comprehensive plan organizations create to identify and achieve a long term vision for improvement. For Cathedral City, strategic initiatives will help identify key focus areas which will position and prepare the organization to change and evolve current programs and services . As the City continues to grow and requirements of mu nicipal service providers become more complex, the ability to adapt to changing needs and expectations of the community we serve becomes increasingly important.
Once developed, strategic initiatives will be an effective tool to evaluate if and how current and proposed programs and projects align with longer term priorities. Strategic initiatives:
• Lead to necessary change
• Have well defined scopes which produce detailed work programs • Supports and aligns with the Organization’s Vision
• Closes performance gaps
By design, strategic initiatives are meant to be transformative. It’s about identifying changes to existing operations and programs to adapt to evolving requirements and
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Cathedral City Page 2 of 2 Printed on 1/23/2023
expectations. It’s about identifying and closing perform ance gaps to align actual results to expected results. It’s about continually evaluating and understanding current operating systems to ensure changes result in meaningful improvement and increased customer satisfaction. In many cases, strategic initiatives require effective partnerships with internal and external partners to achieve success.
Strategic initiatives developed by the City’s Executive Team are attached for review and discussion.
FISCAL IMPACT:
This item is for discussion only and there is no fiscal impact.
ATTACHMENTS:
Draft Strategic Initiatives
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CATHEDRAL CITY 5 YEAR STRATEGIC PLAN DEVELOPMENT
Draft Strategic Initiatives
January 2023
• Increase community-based service delivery and decrease call volume through implementing a community wide risk reduction program in Spanish and English (FD) • Make CCFD more attractive to increase generationally diverse candidates (FD) • Attract and retain the best public safety employees possible (PD) • With a focus on Diversity, Equity, and Inclusion continually develop employee programs and create employee experiences to position Cathedral City as the employer of choice with a workforce that is diverse, engaged, and innovative (CMO) • Create a Risk Management system focused on reducing exposure to claims and litigation by informing, engaging, educating, and training city operations staff (Admin Serv) • Continually review and improve services to customers through system and process improvements, investment and utilization of technology, and improved deployment of resources (Comm Dev)
• Develop future leaders for the department (PD)
• Employee development with a focus on continuously improving operations, leadership, and community service (FD)
• Utilizing information from the IT Master Plan, identify innovation and technology enhancements to improve city operations and customer experiences (Admin serv) • Continually strive to educate, inform, and engage the community through effective, strategic, and targeted communications (CMO)
• Create a department wide injury prevention and wellness program (FD) • Support private construction activities by streamlining and automating building permit process, leverage technology to improve public access to permits and building records, and ensure Permit Fee structure promotes affordable housing and economic development (Comm Dev)
• Continually focus and review internal financial policies, procedures, and practices to improve transparency, accountability, and maintain fiscal stability (Admin Serv) • Partner with Code Compliance and Public Works to address the communities quality of life concerns, noise complaints, and general blight issues within our city (PD) • Improve safety and connectivity of non-motorized routes throughout the City promoting public health and greenhouse gas production (PW/Eng)
• Reduce residential water runoff through education, code compliance, monitoring, and infiltration to improve compliance with National Pollutant Discharge Elimination System (NPDES) requirements and vector control (PW/Eng)
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Attachment: Draft Strategic Initiatives (3592 : Strategic Planning Initiatives) • Annually improve the City’s overall road Pavement Condition Index utilizing the Pavement Management Program (PW/Eng)
• Facilitate predictable development processes and continuously review and update land use regulations to support diverse and affordable housing and creation of economic development opportunities (Comm Dev)
• Develop and implement an automated, streamlined, facilitative, and predictable private development process (PW/Eng)
• Develop a sustainable vehicle maintenance and replacement program through improved management systems and funding programs (PW/Eng)
• Facilitate new development by attracting and facilitating private investment (Econ Dev) • Strengthen the City’s attractiveness and reputation as a top-tier tourist destination (Econ Dev)
• Build an equitable economic environment which offers educational opportunities, diverse trade sector employment, and access to thriving-wage jobs that lead to greater economic prosperity and improved public health (Econ Dev) • Increase public trust in code compliance activities through transparency, proactive community outreach, and public engagement while maintaining a focus on ensuring the community is safe, clean, and visually attractive (Comm Dev) • Continuously improve our governance practices and processes to increase public trust through our commitment to transparency and accessibility (CMO) • Increase community engagement (PD)
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Attachment: Draft Strategic Initiatives (3592 : Strategic Planning Initiatives)