CITY OF CATHEDRAL CITY
5 YEAR STRATEGIC PLAN
Update to the City Council
August 23, 2023
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2 3
4 VALUES/VISION/MISSION
The City's Values, Vision and Mission Statement create the foundation and framework for the Strategic Plan since collectively, they articulate our purpose, core beliefs and principles guiding how we serve our community, and our aspirations for the future. They also drive the Strategic Plan Matrix of Goals, Objectives, and Actions which inform department work programs and priorities.
OUR VALUES
OUR VISION
Cathedral City is a safe, family-oriented community that values, respects, and supports human differences and diverse perspectives. We strive to be a vibrant, progressive, enterprising, and visually attractive community. Our diverse housing options and vibrant businesses attract residents and visitors who choose Cathedral City for its culture, arts, special events, and natural resources.
OUR MISSION
Moving Cathedral City Forward with Commitment, Pride, and Excellence Creating a safe, inclusive, and progressive community
Providing quality service
Valuing fairness, balance, and trust
Building partnerships
Honoring our similarities and differences
Celebrating our independent spirit
5 GOALS AND OBJECTIVES
Goals and Objectives identify key focus areas and strategies to achieve our vision, and which support and are aligned with ou r Mission and Values. They also represent aspirations for our community and will be used to guide and inform department work programs and priorities.
Goal A - SERVE THE COMMUNITY WITH PRIDE AND
DEDICATION
Objective: Through diversity, equity, and inclusion driven employee programs and experiences, Cathedral City is the employer of choice with a workforce that is engaged,
motivated, and respected public stewards.
Goal D – INNOVATION
Objective: Cathedral City continually focusses on
improving service delivery and customer experiences by
successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.
Goal B - COMMUNITY INVESTMENT
Objective: Cathedral City roads, gateways, public spaces, and other infrastructure are well planned, designed, constructed and maintained.
Goal E - SAFETY
Objective: Cathedral City is safe for all who live, work, visit, and play in our community.
Goal C - FISCAL STABILITY AND SUSTAINABILITY
Objective: Cathedral City has economically prospered by facilitating the investment of private dollars in high quality development which benefits the community. We remain
financially solvent by instituting prudent fiscal policies and transparent financial practices.
Goal F - EMBRACING, INCLUSIVE COMMUNITY
Objective: Cathedral City is valued and respected as a
community that welcomes and embraces diversity, has an
abundance of high quality and affordable housing options and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness
have been compassionately addressed with thoughtful,
coordinated, and collaborative programs.
6 Goal A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
Objective: Through diversity, equity, and inclusion driven employee programs and experiences, Cathedral City is the employer of choice with a workforce that is engaged, motivated, and respected public stewards.
Action Action Description Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
A-1 Study the need to reallocate staff resources including the use of contracts
X
CMO All Departments
Progress Dept Status
HR Reviewing vendors such as CPS, Lincoln (EAP), PERMA and others for built in resources that can minimize staff burden.
CMO HR partnered with CPS to draft interview questions.
Department Heads will no longer have to create questions.
Will continue researching other resources.
ACM and Dev Services reviewing the need for possible contract planners to address volume of work in light of staff vacancies.
CMO/DS Assistant Director of Development Services reviewing current vendor contracts to assess capacity; will bring any proposed agreements to City Council for review and approval.
A-2 Review Comparison data on Council salaries and the process to update if warranted
X CMO
Progress Dept Status
Research conducted on process to amend City Council stipends. CMO/CC Scheduled for Study Session on August 23.
A-3 Consider a Fire Cadet program to introduce youth to the potential for careers in fire and emergency service
X
Fire/HR
Progress Dept Status
Fire Department is evaluating relationships with DSUSD. Based on age group, HR will review labor laws. Fire Department will review PD's career path from cadet, explorer, recruit to permanent employment.
FIRE/HR Under review by Fire Department. HR will loop in once program has been identified.
A-4 Develop a professional development program to enhance career development opportunities, strengthen organizational capabilities, and increase organizational capacity
X
HR/CMO All Departments
Progress Dept Status
Developed IT311 SharePoint site for self-help information, IT instructions and other information to help staff utilize the City's technology systems and tools.
IT IT 311 completed. IT will need to provide instructions that is part of the SharePoint training.
7 Will review partnerships with regional higher education schools and LCW consortium for professional/career development
opportunities. HR will inventory internal needs.
HR Under review.
Implement IT on-boarding system to help new hires do a self- service computer setup.
IT Researching solutions.
Provide training to staff on Office.com,
OneDrive, Teams, SharePoint to increase staff’s effectiveness.
IT IT will be doing a monthly Technology Days to provide training.
The new Enterprise Systems Analyst will be lead; he starts August 14.
A-5 Implement professional and career development initiatives and programs which strengthen organizational capabilities and increase organizational capacity
X
HR/CMO All Departments
Progress Dept Status
HR is researching programs and training opportunities. When opportunities are identified, they will discuss with the Executive Team for feedback and buy-in.
HR/
CMO
Once A-4 is completed, staff will work on implementation.
Code officers are encouraged to obtain certification through CACEO to become Certified Code Enforcement Officers.
DS/
CODE
Ongoing. 2 officers are working on certification.
A-6 Identify initiatives and establish programs which recognize and appreciate employee for performance, innovation, and efficiencies X CMO/HR All Departments
Progress Dept Status
Announced during Department Head meetings for the executive team to provide recognition information to present during CM Quarterly meetings.
CMO/
HR
Quarterly.
A-7 Develop staff team building activities to encourage cohesion and foster a spirit of collaboration
X HR All Departments
Progress Dept Status
Planning to participate in #CityHallSelfieDay - a day that celebrates pride in being public servants -- working on an activity to get all staff involved. https://elgl.org/cityhallselfie/ HR/COM
/CMO
City Hall Selfie day is August 15. Planning an all-hands photo in the Amphitheater; will be publicized in the August 8 weekly newsletter to encourage community participation.
A-8 Establish workers compensation criteria and guidelines to utilize staff with light duty limitations
X HR All Departments
Progress Dept Status
Prepared city-wide modified duty policy HR Policy drafted, need to finalize through Meet and Confer process with the bargaining units.
8 A-9 Initiate a Class and Compensation Study to benchmark and proactively identify compensation issues which impact employee retention and employee attraction
X
HR
Progress Dept Status
Prepared RFP draft HR Target RFP date - end of year.
A-10 Implement the Strategic Plan by ensuring department work programs include initiatives which achieve Strategic Plan Actions and regularly review progress and accomplishments at City Manager Department Head Meetings
X X X CMO All Departments
Progress Dept Status
A strategic plan goal is discussed at each Department Head meeting. Goals have been incorporated into staff reports to the City Council. Performance Evaluations will have a criterion for 5- yr strategic plan implementation for directors.
CMO On-going Department Head meetings; Performance
Evaluations target date August 11.
Implement a SharePoint site to post weekly updates by Staff.
Implement a separate site for Strategic Planning.
IT Currently testing.
A-11 Include Community Satisfaction Survey in future budget to monitor community support and satisfaction of Strategic Plan outcomes and to objectively gather community opinions, preferences, and satisfaction of city services
X CMO
• Actions listed in blue are City Council strategic priorities. • Completed Items
9 Goal B - COMMUNITY INVESTMENT
Objective: Cathedral City roads, gateways, public spaces, and other infrastructure are well planned, designed, constructed and maintained.
Action Action Description Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
B-1 Develop an Electric Vehicle transition plan to comply with upcoming state mandate and include consideration of providing publicly accessible charging stations
X
PW/Engin Finance
Progress Dept Status
Will be incorporated into the Climate Action Plan Update RFP as a separate module.
PW Engineering and Public Works Maintenance will be putting together the RFP this next month and sending out for proposals.
Will bring back for Council approval when qualified consultant is vetted. Development of Plan will take approximately one year.
B-2 Develop an entryway, medians, and lighting master plan to provide appealing gateways to the City
X PW/Engin Econ Dev/Dev Svcs
Progress Dept Status
Public Works is developing the RFP (Public Works =
Engineering and Public Works Maintenance).
PW Engineering and Public Works Maintenance will be putting together the RFP this next month and sending out for proposals.
Will bring back for Council approval when qualified consultant is vetted. Development of a plan will take approximately one year.
Staff will incorporate input received from Councilmember Ross’s subcommittee which is researching ideas for entryway
beautification and Communication’s project to update the City’s wayfinding signage.
B-3 Develop a wilderness trail plan
X
PW/Engin/Dev
Svcs
Progress Dept Status
RFP will be initiated this Fall by Public Works. (Engineering and Public Works Maintenance jointly).
PW Engineering and Public Works Maintenance will be putting together the RFP this Fall and sending it out for proposals. Will bring back for Council approval when qualified consultant is vetted. Development of a Plan will take approximately one year plus.
10 B-4 Implement the Wilderness Trail Plan by identifying designated access points including providing necessary signage and public improvements
X PW/Engin
Progress Dept Status
The RFP in B-3 (Wilderness Trail Plan) will provide a module with signage, access points and identify the infrastructure needed to complete.
PW Joint project between Engineering and Public Works Maintenance with B-3.
B-5 Complete a dog park in the southern part of the city X X
PW/Engin
Progress Dept Status
RFP for the complete design of the Downtown Dog Park has been issued by Engineering and proposals will be received in August.
ENG Once proposals are vetted and the Consultant is selected, Staff will present this to the City Council (anticipated) in September for approval.
B-6 Improve and expand Chuperosa Lane to become a point of pride in Cathedral City
X X X Econ Dev PW/Engin/ Dev Svcs
Progress Dept Status
Mayor, Economic Development, Public Arts Commissioners
and the consultant group MIG engaged the community in the Cove to discuss ideas for Chuperosa Lane. MIG prepared an Art Walk Concept Package for staff and the Mayor's review.
ECON
DEV
Concept proposal received July 14. Stone met with the Mayor to discuss. MIG to still provide pricing of amenities to have further discussions with the City Manager and City Council.
B-7 Maximize the use of existing resources to include underutilized parks and the library to support goals with the budget we have
X
CMO PW/Engin
Progress Dept Status
Ongoing meetings with the Library and Senior Center to move certain Senior Center Programming to the Library.
CMO ACM met with the Library and Senior Center staff together on July 14. Senior Center and Library to work together to determine schedule for the Senior Center to use the large community room and possibly other locations within the Library. ACM will work with the County and Senior Center to update agreements for the Senior Center’s use of the facility. Final agreements will be brought to the City Council for approval when complete.
B-8 Communicate with residents to move parked vehicles on street sweeping day
X
Communication PW/Engin
Progress Dept Status
Met with Public Works about messaging and ways we can
communicate about street sweeping day. This will include the website, social media and potentially video production.
COM This should be rolled out sometime in August.
11 B-9 Improve pedestrian access to parks through the use of crosswalks and sidewalk improvements
X
PW/Engin
Progress Dept Status
Funding for this effort was provided in the recent budget over a five-year period.
PW Engineering and Public Works Maintenance will put together a team in August to identify and design these new crossings (pedestrian access points) to the City's parks. A program approach will be taken to expend the approved funding for this effort each year at various parks incrementally.
B-10 Implement items identified in Action B-9 to improve access to City parks
X
PW/Engin
Progress Dept Status
Please see B-9 PW Please see B-9.
B-11 Improve wayfinding signage to direct visitors to destinations in the community
X
Communication
s
PW/Engin/ Dev
Svcs/Econ Dev
Progress Dept Status
Stripped the old/washed out banners along Avenida Lalo
Guerrero and met with a company who designs wayfinding
signage to improve/refresh the current look and enhance the city's image.
COM New banners will be installed along Avenida Lalo Guerrero in September and Communication is working with ED on proposals for new wayfinding signage.
B-12 Develop a traffic calming plan with strategies for addressing location specific speeding issues
X
PW/Engin PD/Fire/Transit
Agency
Progress Dept Status
An internal Traffic Calming Team is being assembled with Engineering, Public Works Maintenance and Police personnel to first identify equipment needs for the Traffic Calming Trailer. Additionally, streets that staff have received complaints about are now accumulated on a spreadsheet in order to proceed with the target areas.
PW The Task Force will be ordering the equipment and trailer in the next 2 months for use in the field. Additionally, the City's Traffic Calming Policy is being reviewed and modified and will be presented as a Study Session item to the City Council late Fall.
B-13 Develop a plan to address the need for funding for parks and recreation services through the DRD and other resident priorities including streets, and work toward a potential funding measure in 2024
X
CMO/Finance PW/Engin
12 B-14 By the end of 2023 complete the design phase and begin construction on the Dream Homes Park
X
PW/Engin
Progress Dept Status
Implement Cameras/Wi-Fi for Dream Homes Park. IT IT provided equipment information to Engineering Dept.
Dream Homes Park design complete. PW Community meeting scheduled for August 10 to receive input from the community on the naming of the park. Study session scheduled with the City Council on August 23 to present the final design and request authorization for direct purchase of items for the park.
Properties with rear yard access and storage have been
identified and outreach has begun in coordination with
Engineering.
DEV
SVCS/
CODE
Prior to the wall being built, code enforcement action will be taken on those properties that have large items that can only be removed through the rear of the property. Access to the rear yards will no longer be available once the wall is constructed.
B-15 Identify additional funding as needed and construct the Dream Homes Parks Improvements
X
PW/Engin
B-16 Explore providing a General Fund Capital Projects Fund as part of development of the next Biennial Budget
X
Finance/PW/
Engin
Facilities
Progress Dept Status
General Fund reserves were included in the FY 2023 -2024 budget to address community concerns for the condition of the City’s roadways.
PW/
FIN
The Capital Projects budget was increased by an additional $1.1M over MOE for FY 2023/24 to make additional investment in roadway improvements.
B-17 Develop and adopt a Facilities Master Plan
X
Facilities PW/Engin/Finance
Progress Dept Status
Consultant hired and conducted an assessment. FIN/
FAC
Staff received the consultant’s draft report in mid-July and are reviewing. Staff will be setting meeting with consultant to go through report to finalize.
B-18 Develop a 5 -Year pavement maintenance strategy and funding plan to achieve a citywide Pavement Quality Index that ranks in the Top 3 of Coachella Valley cities
X
PW/Engin Finance
Progress Dept Status
Engineering Staff has presented the Pavement Management Program (PMP) to the City Council in a Study Session in June.
ENG Once staff has completely trained in the PMP software, they will start working on scenarios for the upcoming fiscal year. This year’s CIP program will not be modified at this point in time. 13 • Actions listed in blue are City Council strategic priorities. • Completed Items
Staff has received training on the software in late July and is working through internal implementation of the Program.
B-19 Develop Fleet Management policies to establish vehicle replacements and utilization standards
X
PW/Engin PD/Fire/Finance
Progress Dept Status
Public Works Maintenance, through the Fleet Coordinator have initiated the start of the Fleet Management Program, focusing on the fleet maintenance itself, servicing pool, departments, police and fire vehicles.
PW Fleet will be expanding the program to integrate replacement of vehicles when required (use, depreciation, etc.) in conjunction with the Financial Services Department.
14 Goal C - FISCAL STABILITY AND SUSTAINABILITY
Objective: Cathedral City has economically prospered by facilitating the investment of private dollars in high quality development which benefits the community. We remain financially solvent by instituting prudent fiscal policies and transparent financial practices.
Action Action Description Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
C-1 Implement improvements to purchasing practices and procedures to align with procurement code requirements
X
Finance
Progress Dept Status
Internal First Draft Procurement Checklist and Update to MC Chapter 3.
FIN Ongoing -- once fully staffed, plan to realign tasking to convert reactive procurement agent to proactive procurement agent.
C-2 Increase Council District Improvement Funds X
CMO Finance
Progress Dept Status
District Improvement account for each councilmember increased from $15,000 to $30,000 in the adopted biennial budget for FY 2023/2024 & FY 2024/2025.
CMO/ FIN Complete.
C-3 Consider acquisition of an underutilized site on Cathedral Canyon and work to activate the site
X
Econ Dev Finance/Dev Svcs
Progress Dept Status
Economic Development researched and identified the new owner.
After speaking to ED about zoning and potential uses, the owner is open to selling to the City.
ECON DEV Ongoing. Economic Development is working with the City Manager's office to identify potential creative uses for the CCC parcel and potentially the current boneyard property should funding be made available.
C-4 Allocate resources necessary to achieve the Council’s Goals and Vision X X X CMO All Departments Progress Dept Status
Community Assistance Grant Program – During the budget
process, funds were reallocated from CDBG to the General Fund for this program to broaden the number of applicants that would be eligible to apply for funding.
FIN $70,000 is allocated for grants between $1,000 to $15,000. The application for funding went live July 5 and applications are due at 5:00pm on July 31. A subcommittee of the City Council was appointed to review applications and make recommendations for funding.
15 C-5 Develop an inventory of vacant and underutilized properties X
Econ Dev Dev Svcs/GIS
Progress Dept Status
Economic Development and IT have completed a list of vacant properties.
ECON DEV Complete. Economic Development and IT have created a list of vacant properties broken out by council district. IT, with ED support, is working on a web-based platform which will allow prospective investors the ability to pull ownership data on all vacant properties in real time.
C-6 Complete and improve the utilization of EnerGov software to automate, improve, and streamline building plan review, permitting, and inspection processes
X
Dev Svcs/IT Finance
Progress Dept Status
See D-3
C-7 Evaluate data and work with CVEP to identify holes in the local economy and develop plans to address
X
Econ Dev
Progress Dept Status
Economic Development continues working with CVEP to identify and fill informational gaps.
ECON DEV In process. Econ Dev has utilized CVEP Analytics to assist with preparing for ICSC and other presentations.
C-8 Strengthen the Economic Development Team and remove optional tasks such as commission staffing to focus on core/essential duties X
CMO/Econ Dev
Progress Dept Status
Economic Development has transitioned all Public Art Commission responsibilities to Assistant City Manager Anne Ambrose.
ECON DEV Complete.
C-9 Complete and adopt the Development Impact Fee Study X
Econ Dev All Departments
Progress Dept Status
Nexus study presented to the City Council in study session on June 28 and August 9.
ECON DEV Will be brought back to a public hearing for adoption in September.
Development Services reviewed draft study and provided
comments. Also provided information on potential programs to address affordable housing for Council consideration.
DEV SVC S/
PLN
Ongoing.
16 C-10 Update the Thousand Palms Fiscal Analysis X
Dev Svcs All Departments
Progress Dept Status
Requested information and data from all departments has been provided to the consultant (as of July 18).
DEV SVCS/
PLN
Ongoing.
Anticipated code enforcement needs to service the annexation area provided.
DEV SVCS/
CODE
Ongoing, as needed to facilitate completion of the study.
C-11 Create a Development Resource Guide to educate and inform project applicants of Cathedral City requirements and processes X
Econ Dev Dev Svcs/PW
Engin/Fire
Progress Dept Status
Development services guide has been created and is being reviewed by city staff.
ECON DEV/
DEV SVCS/
PW
In process. Under staff review.
Planning Division provided comments on initial draft of Development Services Guide.
DEV SVCS/
PLN
In process. Guide will need to align with updated practices initiated with the implementation of EnerGov.
C-12 Implement a private development entitlement and plan review system which is predictable, streamlines internal intake and review processes, and creates applicant experiences which are facilitative vs regulatory X
Dev Svcs/PW/ Engin Fire/Econ Dev
Progress Dept Status
Regular meetings are held within the Planning Division to track projects under review for land use entitlements and those in plan check. Applications are being updated including submittal requirements.
DEV SVCS/
PLN
Ongoing.
The Development Services Committee (DSC) meets regularly to discuss projects under review and in plan check, and to sche dule projects for Architectural Review Committee and Planning Commission.
DEV SVCS/
PLN
Ongoing. The DSC is attended by Planning, Building, Fire, Public Works and Economic Development.
The Engineering Division is working in conjunction with the Development Services Department to make the development process predicable, including actively participating in the DSC meeting.
ENG Engineering has hired a contract (consultant) Development Manager to assist the Public Works Director in making the development process more predictable. The City Council approved this action in June and Staff has had kick-off meetings with the consultant to move development projects through the process smother with
predictability and manage the other consultants providing development support. Staff anticipates seeing significant changes in August and September.
17 C-13 Implement necessary hardware/software and provide necessary training to fully transition to electronic plan submission and review including the ability to review and issue over the counter permits
X
Dev Svcs/IT Finance/PW/Engin
C-14 Implement necessary equipment and implement necessary policies to allow online payment of permits, licenses, etc.
X
Finance/IT Dev Svcs/PW Engin
Progress Dept Status
See D-3 DEV SVCS/
BLD
Staff are working diligently to get Building off of the legacy permitting system. Park Consulting are working with the Finance program manager, department staff, and IT to build out workflows that will be necessary for customer self-service.
C-15 Develop Economic Development Strategic Plan which addresses economic development opportunities, business attraction, retention, and expansion including the attraction and support of trade sector training and employment. Key focus of this plan will include a viable strategy to develop areas north of I-10 including the North Area Specific Plan, Extended North Area Specific Plan, and potential Thousand Palms annexation
X X Econ Dev Dev
Svcs/CVEP/GCVCC
Progress Dept Status
Economic Development has begun outlining and working on strategic plan elements.
ECON DEV In process.
C-16 Procure additional professional service contracts to increase staff capacity related to private development plan review, building plan review and inspections, capital project delivery, and land use planning to ensure required city services are performed based upon applicant need vs staff availability
X
PW/Engin/Dev Svcs
Progress Dept Status
RFP for STVR consultant services completed and will be before the Council for approval. STVR consultant will monitor online platforms for compliance with City regulations with ongoing reporting and will provide the STVR Hotline. These services will be provided by one vendor instead of multiple vendors.
DEV SVCS/
CODE
Contract to Council in September, implemented within 10-12 weeks.
PWs (both Engineering and Public Works Maintenance) have been hiring additional services to assist Staff where skill set, efficiency and economically it makes sense for Staff to seek support.
PW Public Works is continually monitoring the need for existing consulting services to see if Staff can complete the tasks in house or more effectively utilize consultants. Staff presents these additional support services to the City Council for approval as necessary. 18 C-17 Establish a Risk Management Program focused on claims reduction and minimizing litigation exposure by informing, engaging, training, and educating operations staff
X
Finance All Departments
Progress Dept Status
Offer tendered to Risk Management Analyst on June 27. Employee began on July 31.
FIN/HR Plan to create active Risk Management program to work with departments. Will transition workers compensation responsibilities to Financial Services with ongoing HR coordination.
C-18 Continually review and streamline internal financial policies, procedures, and practices to remove unnecessary cont rols without sacrificing accountability and transparency
X X X Finance CMO/City Attorney
Progress Dept Status
Monthly review of department task list to ensure adequate backup capabilities and separation of duties.
FIN Ongoing.
Reviewed the City’s 457 and 401a plans; met with Shuster Financial Advisors to review fees charged to plan participants and presented opportunities to reduce plan costs for the City’s employees.
CMO/FIN/
HR
Shuster Financial Advisors made a presentation to the bargaining groups leadership on July 10 and a separate meeting with the AFSCME leadership on July 22 to discuss the upcoming changes to the 457 and 401s plans. On July 24, the City sent termination notices to two of the City’s recordkeepers (Nationwide and Pentegra). A full presentation of the transition will be made by Shuster to all employees on August 9. The Assistant City Manager, HR and Finance staff are working through the next steps in the transition with target implementation in late November/early December dependent on the transition deadlines provided by the recordkeepers.
C-19 Initiate a Small Business Roundtable or industry specific taskforces to identify needs and support strategies
X
Econ Dev
Progress Dept Status
Identifying and engaging individuals interested in collaboration, best-practice sharing, and community building. Working with and supporting existing associations (e.g., auto center).
ECON DEV Ongoing. Economic Development identified material problems for the Auto Center (unhoused criminal vagrancy, roadway condition of East Palm Canyon, and digital reader boards) and is working with other city departments (e.g., Engineering and Police) to address.
Economic Development will host a restaurant/hospitality roundtable in Q3 2023.
• Actions listed in blue are City Council strategic priorities. • Completed Items
19 Goal D – INNOVATION
Objective: Cathedral City continually focusses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.
Action Action Description Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
D-1 Develop and adopt an Information Technology Master Plan including consideration of providing public Wi-Fi access in parks
X
IT All Departments
Progress Dept Status
IT Master Plan: Contracted with Client First. CMO/IT Ongoing; gathering departmental input. Hardware and technology resources assessment completed. Questionnaires have been completed by all departments on technology needs; departmental interviews conducted with the consultant;
individual interviews conducted with the City Council.
D-2 Provide an on-line calendar to display Amphitheater bookings X
CMO IT
Progress Dept Status
An events calendar showcasing amphitheater bookings has been added to the CC Amphitheater website.
CMO/IT This is complete.
D-3 Complete and improve the installation of the Tyler EnerGov software to automate, improve and streamline the plan review, permitting and inspection processes
X
Finance/Dev Svcs PW/Engin/IT
Progress Dept Status
Contracted with Park Consulting Group to implement CSS for permitting and inspections, and implementation of CSS.
CMO/BLDG Council approved the agreement on June 28; Kick off meeting occurred on July 10. First priority - working with Building to get permitting completely out of PermitsPlus. Division meetings completed with Engineering, Planning, and Fire to discuss their processes and needs. New Enterprise Systems Engineer (IT staff member) to begin August 14 who will be tasked with ongoing activities of EnerGov implementation.
20 D-4 Work with operations staff to identify, implement and support the implementation of technology solutions to bolster IT security and improve operational, analytical, and management functions X X X IT All Departments
Progress Dept Status
Deploy Time Clocks to automate employee attendance tracking. CMO/HR/ FIN/IT
Clocks installed, new time clock implemented for AFSCME and Non-rep, non-exempt employees, including Ambulance Operators and Dispatch
Cardkey software upgrade and implement automated door locks at Amphitheater (Approved Budget).
IT Reviewing the solution and will be placing the order.
City Clerk: Council Agenda management, voting system, video streaming Replacement (Approved Budget): The current Agenda Management/Voting system is no longer in development; needs a replacement.
IT/CITY CLERK Placed the order on July 3. Waiting for Project scheduling.
Equipment to be delivered.
Fuel Management Software Implementation. IT/FIN/PW Fuel systems replaced. EKOS software implemented. Scheduling software training.
GIS Enterprise Software Upgrade (Approved Budget): Current version is limited. We need enhance GIS software and provide city-wide mapping applications an d enhance community
development operations.
IT Placed order July 10. Waiting for project scheduling.
GIS Aerial Imagery for Mapping (Approved Budget): We don’t have an updated aerial imagery system. We need an Aerial Imaging platform to be use with GIS Enterprise solution for Public Safety and Community Development.
IT Placed order July 5. Waiting for project scheduling.
Continue utilizing/training staff on Office 365 to provide cloud storage, cloud email system, online collaboration, conferencing, instant messaging, and new office versions. Enhance
management and security of Office 365.
IT IT will be doing a monthly technology day to provide training to staff on Office 365 and other technology tools. Waiting for the new hire to lead training efforts.
Upgrade backup system to have Cloud backups/DR solution (Approved Budget).
IT Placed order July 6. Waiting for project scheduling. Equipment to be delivered.
Replace Civic Center Alarm System (Approved Budget). Systems are very old and basement panel no longer working.
IT Placed order July 10.
D-5 Improve workforce mobility and efficiency by utilizing and supporting advanced mobile devices
X X X IT All Departments
21 D-6 Leverage technology to increase and improve online services, improve access to public information, and improve city capabilities to monitor, automate, and manage operational data remotely
X X X IT All Departments
Progress Dept Status
Implement and go-live with new public records request system CITY CLERK/IT Complete. NextRequest is the new public records request system.
Upgrade and redesign Cathedralcity.gov website ( Approved Budget)
IT/COM Placed order July 17. Waiting for project scheduling.
Meeting held on July 26, 2023 with consultant to begin discussing the plan to further implement the City-wide Records
Management Program converting paper files into a trusted electronic searchable format.
CITY CLERK/IT Meeting held and project is in the beginning stages.
D-7 Leverage the SiFi broadband digital network to create economic development incentives and opportunities and improve the accessibility and affordability of reliable high speed internet services
X IT/CMO PW/Engin/Facilitie
s/Econ Dev
D-8 Establish innovative community-based Fire Prevention programs regarding Drowning, Smoke Alarm Installation, Paramedic Services, Fall Prevention, and CPR
X
Fire Communications
Progress Dept Status
Fire is continuing to expand its programming for the community. FIRE Upcoming Events:
BLS CPR Course City Hall
August 2023: August 17th & 24th - City Hall.
Stop The Bleed City Hall
September 2023: September 19th - City Hall.
Sidewalk CPR and Stop The Bleed
City Calendar Events: Coordinating with Ryan Hunt.
January 2024: One location per week for each Council District 1- 5 in Country
Clubs/Senior Center/MHP. (Refer to ** below for locations) April 2024: Boys & Girls Club.
September 2024: CCHS.
Drowning Prevention
22 March 2024: 2nd & 3rd week (prior to Spring Break) private and public elementary schools 2-3 per week.
April 2024: One location per week for each Council District 1-5in Country Clubs/Senior Center/Mobile Home Parks
May 2024: 1st week (Boys and Girls Club).
CERT
October 2023-English
February 2024-Spanish
Fall Prevention
Fall 2023: TBD (in conjunction with DRMC) @ Senior Center.
Sidewalk CPR
October 2023: One location per week for each Council District 1- 5 in Country Clubs/Senior
Center/MHP.
Smoke Alarm installation with American Red Cross
January 20,2024
**Senior Center/DPCC/Royal Palms/Park David/Desert Sands (other locations to be determined.
D-9 Identify and implement a Document Imaging Program to convert paper documents into digital files to reduce storage requirements and costs, increase efficiency, enhance security, and improve future access to information
X X X IT/City Clerk All Departments
Progress Dept Status
Meeting held on July 26, 2023 with consultant to begin discussing the plan to further implement the City-wide Records
Management Program converting paper files into a trusted electronic searchable format.
IT/CITY CLERK Meeting held and project is in the beginning stages.
Laserfiche Enterprise Upgrade (Approved in the FY 23/24 budget).
The City’s current version is very limited and online searches are limited to 10 users at a time; including the public. Staff is changing to an enterprise license to allow for unlimited web searches.
IT/CITY CLERK Placed order July 10 for an enterprise license. Waiting for Project scheduling.
• Actions listed in blue are City Council strategic priorities. • Completed Items
23 Goal E - SAFETY
Objective: Cathedral City is safe for all who live, work, visit, and play in our community.
Actio
n
Action Description Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
E-1 Fill the authorized Ambulance Operator position and complete the transition to the ambulance operator program and provision of the third ambulance
X
Fire HR
Progress Dept Status
Third ambulance in service FD Complete
E-2 Develop a firearm discharge ordinance X
PD City Attorney
Progress Dept Status
City Attorney reviewing current ordinance; will work with staff to identify specific issues to be addressed in the ordinance.
CA/PD City Attorney to work with Police Department.
E-3 Expand the use of cameras and other technology to promote public safety
X
PD IT/PW/Engin/
Facilities
Progress Dept Status
Park Cameras are now simultaneously visible on newly
purchased TV monitors in the dispatch center
PD/IT/FIN Complete.
One additional Flock ALPR has been purchased and installed bringing the city total to 23 Flock ALPR cameras
PD PD will continue to evaluate technology methods to help reduce crime in the City.
Dreams Homes Park Cameras IT IT provided equipment information to Engineering Dept.
E-4 Increase Police, Fire, and Code Compliance engagement with the community
X
PD/Fire Communications/
Dev Svcs
Progress Dept Status
Code will be participating in the upcoming Dream Homes
Community Park meeting and with HR on the upcoming
Backpack give away event hosted by PD.
DEV SVCS/CODE Ongoing.
24 Police Department personnel attended 21 community events in the first half of 2023. Events included Neighborhood Watch meetings, city sponsored events, community fundraisers, a Citizen’s Police Academy, Rotary meetings, Cathedral City High School scholarships and awards, and an E -sports team
challenge between officers and youth from CCHS. Coca-Cola with a Cop at Sonic on August 9.
PD This goal is on-going.
See D-8 Fire
E-5 Police department develops pro-active methods to reach out to youth and families
X
PD Communications
Progress Dept Status
See E-4 PD CCPOA hosted a back-to-school backpack give away event on August 3.
E-6 Improve Police presence and interaction at community events X
PD
Progress Dept Status
See E-4 PD
E-7 Strengthen the City's ability to prepare for, respond to, and recover from disasters by reviewing and updating the City's Emergency Operations Plans through annual training sessions and tabletop exercises X X
Fire/PD CMO/IT
Progress Dept Status
Applied for a grant to update the City's EOC. FD April, 2024 The PD successfully implemented the PSEC transition in May 2023 allowing both PD and FD to have county -wide
communication interoperability.
PD Completed.
FD has conducted two community preparedness presentation in English and Spanish with over 120 residents attending.
FD Two CERT programs are scheduled for fall and spring, one in English and one in Spanish.
Upgrade backup system to have Cloud backups/DR so lution (Approved Budget).
IT Placed order July 6. Waiting for project scheduling. Equipment to be delivered.
E-8 Build community resiliency through implementation of community training programs, CERT training, and other educational outreach X X
Fire/PD CMO
25 E-9 Develop a FD Injury Prevention and Wellness Program X X
Fire HR/Finance
Progress Dept Status
Wellness committee has been established. Committee has
established the scope of the committee and is gathering historical injury data.
HR/FD On going
E-10 Implement community engagement and public education initiatives to increase awareness regarding public safety programs, services, and results of proactive community policing efforts
X
Communications PD/Fire
Progress Dept Status
The PD began a series of videos to educate the public on crime and safety. The first video featured our HLO program which was aired at the State of the City in May. There was also a panel discussion featuring both the Police and Fire Chiefs at State of the City as well, promoting our public safety messaging, accomplishments and programming to key
stakeholders/residents.
PD/FIRE/COM This goal is on-going
E-11 Identify improvements and pursue grant funding to improve safety and connectivity of non-motorized routes throughout the City
X
PW/Engin
Progress Dept Status
PW is always on the lookout for opportunities to enhance the City's ATP.
PW Engineering staff most recently secured a SB 821 Grant to complete bicycle lane improvements along Whispering Palms Trail (which will include traffic calming features) and segregated bicycle lanes on Perez Road. Work on the Projects will start when the agreements are approved between the City and RCTC.
E-12 Implement new program to improve community access to crime stats X
PD
Progress Dept Status
The PD went live with its new crime mapping software in May 2023. The new website is crimemapping.com
PD Completed
E-13 Develop Standard Operating Procedures regarding how Public Works responds to Localized Flooding and Blow Sand events
X
PW/Engin
Progress Dept Status
Public Works staff will be working on developing procedures to respond to localized flooding and blow sand events.
PW Public Works will be initiating working on these protocols this fall. 26 E-14 Develop a program to ensure City owned cameras at public spaces are maintained and tested regularly to ensure they are working properly X
Facilities IT/PW/Engin
E-15 Establish regular inspections of park equipment and playing fields to ensure they are well maintained and functional
X
Facilities/PW/
Engin
Progress Dept Status
Public Works Maintenance, Facilities and Engineering staff will be working on developing procedures to inspect the parks, equipment and restrooms on a regular basis.
PW/FAC Public Works and Facilities will be initiating working on these procedures this fall.
E-16 Formalize protocols for emergency response call outs X
PW/Engin All Departments
Progress Dept Status
Public Works staff will be working on developing procedures to respond to emergency call outs.
PW Public Works and Facilities will be initiating working on these procedures this fall.
• Actions listed in blue are City Council strategic priorities. • Completed Items
27 Goal F - EMBRACING, INCLUSIVE COMMUNITY
Objective: Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.
Action Action Description Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
F-1 Complete the comprehensive update of the Cathedral City Municipal Code with initial emphasis on Chapter 9 (zoning) and Chapter 5 (business regulations)
X X
Dev Svcs
Progress Dept Status
Phase 2 (legal updates) has commenced, starting with
updating of the ADU Ordinance and a new ordinance
addressing SB9.
DEV SVCS/PLN The ADU Ordinance is scheduled for PC in August and CC in September.
F-2 Address parking and paving provisions in the code for residences X
Dev Svcs PW/Engin
F-3 Prohibit Parking in front of mailboxes X
Dev Svcs
F-4 Educate residents regarding sidewalk horizontal clearance standards to ensure private mailboxes do not violate ADA accessibility requirements
X
Engin/PW/Dev
Svcs
Progress Dept Status
PW will provide the information needed to work with
Development Services on this project. PW will also research other City's on how they tackle this challenge.
PW/DEV
SVCS/PLN
PW will initiate work on the research for this item midyear.
F-5 Help define who Cathedral City is for our families and others
X
CMO
F-6 Promote additional community events and celebrations X
CMO/Communic
ations
Progress Dept Status
Staff continue to promote new and existing community events on the Discover Cathedral City website, social media and through video production and both our fall and spring mailers.
COM This is ongoing.
F-7 Develop a marketing plan to promote and raise awareness of available city venues such as the Community Amphitheater. The marketing strategy will include promoting the City's interest in attracting and facilitating high quality events and celebrations which adds to the City's culture, support of the arts, and creation of a positive community identity X
Communications
/CMO
28 F-8 Develop and implement a plan to improve and diversify methods to communicate with residents
X
Communications
Progress Dept Status
Communications is in the process of developing a
strategy/comprehensive plan related to diversified methods of outreach and prioritizing where residents get their
news/information.
COM The first step would be to conduct scientific surveys in English and Spanish asking residents where they like to receive communication/news from the City. Communications also
continues to promote key news and events on KGAY Radio and Gay Desert Guide as outreach to our LGBTQ+ residents. We also have an agreement with El Informador, to publish news articles and event posters in one of the most popular Spanish
newspapers in the Coachella Valley.
F-9 Work with Riverside County to l ocate the potential RUHS community health center in Cathedral City
X
Econ Dev
Progress Dept Status
Economic Development has resumed discussions with
Riverside County and Riverside University Health System in an effort to restart 2019 efforts to locate a FQHC in Cathedral City.
ECON DEV On going.
F-10 Develop a public awareness campaign to inform the community of the City’s efforts and expenditures on homelessness and how residents can participate in solutions
X
Communications PD/Fire/PW/Engin
Progress Dept Status
The PD created an informational video on our Homeless
Liaison Officer (HLO) program which was shown at our State of the City event in May. The video was also posted on all city social media sites and websites
PD/COM While the initial communication/outreach video is complete, this is ongoing between PD and Communications.
F-11 Review land use regulations to support diverse, accessible, and affordable housing
X
Dev Svcs Econ Dev
Progress Dept Status
Development Services and Economic Development have
ongoing conversations regarding potential locations and potential methods for facilitating the construction of
affordable housing.
ECON DEV/DEV
SVCS
On going.
29 F-12 Continue to facilitate the attraction and promotion of community events which celebrate our diversity, builds a cohesive community, and supports local business
X
CMO Econ Dev
Progress Dept Status
Communications and Economic Development continue to
collaborate on potential events as well as City marketing and improving the City's wayfinding program.
CMO/ECON
DEV
On going. State of the City event held to record attendance.
Example of potential future events include Maya La Feria and a water education-based event.
F-13 Develop an outreach strategy to determine if services are addressing the needs of our diverse community including families, retirees, and Spanish speaking population
X
CMO All Departments
F-14 Establish a multi -disciplinary City Team to increase effectiveness and improve coordination of city responses to address the needs and impacts of the homeless population
X
CMO All
Departments/Ment
al Health
Professionals
F-15 Initiate regional discussions to explore the interests and feasibility of forming a West Valley Homeless Task Force
X
CMO PD/Fire/Mental
Health
Professionals/Regio
nal Partners
F-16 Implement a code compliance program that proactively identifies and responds to code compliance complaints
X
Dev Svcs All Departments
Progress Dept Status
The STVR Program continually reviews the advertising of all licensed STVR properties for advertising compliance,
continually reviews Deckard reporting for unlicensed STVR properties, schedules occupancy checks on Homeshare
properties to ensure that they ar e being operating as
approved, and schedules occupancy checks on possible
unlicensed STVR properties.
DEV
SVCS/CODE
Ongoing. 71 citations written during the FY 2022/23 fiscal year.
Code has incorporated several initiatives, within ongoing code program to proactively identify and respond to complaints:
Blue Team has inspected all open cases and closed those that need to be closed. This task is near completion and
approximately 250 cases have been closed.
Red Team patrols neighborhoods and commer cial centers 2x week and submits issues through MyCC.
Orange Team patrol 2x week focusing on vehicle enforcement DEV
SVCS/CODE
Implemented and Ongoing.
30 on public streets
Team Sweeps are focused enforcement on identified issues.
Team Sweeps have occurred in the last 6 months.
A field courtesy notice was created allowing all code officers to efficiently check off observed violations and leave the notice at the property, instead of returning to the office to create a mailed notice
DEV
SVCS/CODE
Implemented and ongoing.
A proactive effective approach to responding to new
complaints has been instituted. New complaints are first inspected so that new code cases are not opened
unnecessarily. In the first three months, 58 inspections have been done on new complaints and only 10 cases needed to be opened.
DEV
SVCS/CODE
Implemented and ongoing.
F-17 Develop initiatives to proactively monitor the City's commercial corridors to address visual blight and nuisance issues associated with vacant and underutilized properties and non -compliant commercial strips and centers
X
Dev Svcs PW/Engin
Progress Dept Status
Pilot program initiated at the Cardenas Commercial Center to ascertain resources needed and level of effectiveness.
DEV
SVCS/CODE
Compliance has been achieved by the majority of the center.
Unpermitted signs and banners have been removed, parking lots have been repaired and re-painted, weeds have been removed and many of the properties have had new landscaping put in.
Program initiatives will be created with the new code manager.
F-18 Implement initiatives identified in Action F -17 to formalize deployment of staff to reduce visual blight and nuisance issues along the City's commercial corridors
X
Dev Svcs PW/Engin
F-19 Develop standard plans, streamlined processes and educational materials that promotes ADU’s to increase housing production X
Dev Svcs Econ Dev/
Communications
• Actions listed in blue are City Council strategic priorities. • Completed Items