Agenda packet — Cathedral City City Council, January 27, 2024

CITY COUNCIL
AGENDA

Special Meeting
Saturday, January 27, 2024
8:00 AM

DoubleTree by Hilton Hotel Golf Resort
67967 Vista Chino, Cathedral City, CA 92234
Canyon Suites Room

MAYOR
Mark Carnevale

CITY COUNCIL MEMBERS

Mayor Pro Tem
Nancy Ross

Councilmember
Raymond Gregory

Councilmember
Ernesto Gutierrez

Councilmember
Rita Lamb
• CALL TO ORDER
• ROLL CALL

1. INTRODUCTIONS

2. STRATEGIC PLAN WORKSHOP
A. Strategic Plan Overview
Recommendation: This item is for discussion only.

B. Financial Overview
C. Department Strategic Plan Updates
D. City Council Strategic Plan Updates

3. CITY COUNCIL COMMENTS

4. PUBLIC COMMENTS

ADJOURN
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NOTES TO THE PUBLIC:

The City of Cathedral City complies with 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.

If you desire to address the City Council during the meeting, please complete a Request to Speak Form available at the entrance and present it to the City Clerk. Speakers will be called upon at the appropriate time.

Any documents pr ovided to a majority of the City Council regarding any item on this agenda will be made available for public inspection in the City Clerk’s office at City Hall located at 68 -700 Avenida Lalo Guerrero during normal business hours. In addition, such documents will be posted on the City’s website at www.cathedralcity.gov.

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Staff Report

City Council

Item No. 2.A

Meeting Date: January 27, 2024
From: Anne Ambrose, Assistant City Manager
Title: Strategic Plan Overview

RECOMMENDATION:

This item is for discussion only.

BACKGROUND:

Strategic planning is crucial for a city as it helps set clear goals, allocate resources efficiently, and guide long -term development. It enables proactive decision -making, promotes collaboration among stakeholders, and ensures sustainable growth, enhancing the overall well-being of residents.

In November, 2022 the City Council and staff leadership team began a strategic planning process to develop a roadmap to guide Cathedral City for the next five years.

Through a series of workshops, informed by City Councilmember interviews, a community survey, and staff input, the City Council and staff refined the vision and values of the City organization, established goals and objectives, and created work plans to advance the city forward in the jointly -shared strategic direction. The City Council adopted the strategic plan on April 12, 2023 and on August 23, 2023 staff conducted a study session with the City Council to provide an update on staff’s progress.

Staff had been making consistent progress on identified projects, and then Tropical Storm Hilary hit on August 20, 2023 flooding portions of the city and inundating the Horizon Street area homes and businesses with several feet of mud. States of emergency were declared at the city, county, state levels in the immediate aftermath of the storm. Response to the storm became an all -hands effort for staff in Fire, Police, Public Works, Communications, Building, Finance, IT, Economic Development and the City Manager’s Office for weeks after the storm hit with staff continuing to clean up the city, coordinating with agencies to bring resources to the impacted parts of the community, and advocating to the City’s county, state and federal representatives to seek assistance to help the City recover.

DISCUSSION:

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Financial Overview

Response to the storm incident required a significant expenditure of funds for protective measures and debris removal. The City Council authorized $1,062,000 in expenditures for cleanup activities and $4,563,162 for a debris removal contract, all being allocated from the general fund. Staff initially estimated approximately $18.7m in road repairs that would also need to be prioritized.

Since it was unclear if and when federal funding would become available, on November 8, 2023, staff presented to the City Council a series of budget amendments to address the storm -related expenditures. The City Council approved $6,492,090 in cuts or deferments to balance the extraordinary impact on the general fund reserves. In addition, the City Council approved the deferment of a number of projects that had been identified in the first years of the Strategic Plan that did not yet have budget appropriations, including:

• Facilities Master Plan, Facilities Condition Assessment – Year 1 • Facilities Master Plan (Phase II – development of policies and procedures) • Annual allocation to Facilities Fund (614)
• Equipment Replacement Fund (611) allocation
• Entryway Monument Study
• IT Master Plan recommendations
• Conducting a Compensation and Classification Study

On November 21, 2023 President Biden declared a state of emergency for California, including Riverside County, and made federal funding available through FEMA for public assistance. The City submitted over $28.3 m in projects to FEMA and CalOES in the following categories:

• Debris Removal – Category A, 1 Project @ $9.3M+
• Emergency Protective Measures – Category B, 1 project @ $52.5K • Roads and Bridges – Category C, 13 projects @ $18.7M
• Public Buildings & Equipment Loss – Category E, 2 Projects @ $162K • Parks and Recreation Facilities – Category F, 2 Projects @ $60K

If the projects submitted are approved, FEMA would pay 75% of the total costs, CalOES would pay 18.75% (or 75% of the remaining 25% not covered by FEMA) and the City would be required to pay the remaining 6.25% (or 25% of the remaining 25% not covered by CalOES. The City has submitted eligible Federal Highway Administration Streets to CalTrans – if approved CalTrans could cover up to 88.53% of the repair costs.

Overview of the Strategic Plan Workshop

During the Strategic Plan workshop, the departments will present an overview of their goal accomplishments for the past year, focusing on the following questions:

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• Over the past year, what has your department accomplished that you and your team are most proud of? What factors contributed to your success? • What has challenged your department the most? What were the biggest internal or external factors that impeded your department from achieving your goals and objectives?
• What key initiatives will be the focus of your department over the next year? Do they still align with the goals/objectives outlined in the Strategic Plan or do they need to shift? If change is proposed, what is the proposed change and timeline for implementation?

Finance Director Biersack will provide a midyear budget update and discuss the current revenue and expenditure projections for FY 2023/24 and FY 2024/25.

The City Council and staff will discuss the priorities outlined in the strategic plan and discuss any modifications or reprioritizations necessary. The complete update of staff’s efforts to date are included in the attached document.

FISCAL IMPACT:

Depending on the outcome of the strategic planning session, any changes to strategic priorities may necessitate budget amendments, which would be brought back at a future City Council meeting.

Attachment: Cathedral City Five-Year Strategic Plan

ATTACHMENTS:

Year One Update - THIS IS THE DOCUMENT TO UPDATE FOR JANUARY RETREAT v.2

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CITY OF CATHEDRAL CITY
5 YEAR STRATEGIC PLAN

Update to the City Council
January 27, 2024

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1 This page inten�onally le� blank.

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2 January, 2024
 Deﬁne outcomes
 Iden�fy issues and priori�es
Understanding the
Context
Establishing a
Framework
Dra� & Adopt
Strategic Plan
 Reﬁne the vision and
values
 Develop goals
 Develop strategies and
ac�ons
 Develop Dra� Strategic
Plan
Implementa�on
 City LeadershipTeam track
progress– weekly
mee�ngs
 Addedgoals to City Council
staﬀ reports
 City Council updates
 Adjustwhen needed
 Living document
Council Interviews
City Leadership Team
Workshop #1
CommunitySurvey
City Leadership Team
Workshop #2
Council Workshop #1
City Leadership Team
Workshop #3
City Council Adop�on–
4/12/23
Council Workshop #2
Strategic Plan Overview
December February April August

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4 VALUES/VISION/MISSION
The City's Values, Vision and Mission Statement create the founda�on and framework for the Strategic Plan since collec�vely, they ar�culate our purpose, core beliefs and principles guiding how we serve our community, and our aspira�ons for the future. They also drive the Strategic Plan Matrix of Goals, Objec�ves, and Ac�ons which inform department work programs and priori�es.

OUR VALUES

OUR VISION
Cathedral City is a safe, family-oriented community that values, respects, and supports human diﬀerences and diverse perspec�ves. We strive to be a vibrant, progressive, enterprising, and visually atrac�ve community. Our diverse housing op�ons and vibrant businesses atract 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 Crea�ng a safe, inclusive, and progressive community
Providing quality service
Valuing fairness, balance, and trust
Building partnerships
Honoring our similari�es and diﬀerences
Celebra�ng our independent spirit

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5 GOALS AND OBJECT IVES

Goals and Objec�ves iden�fy key focus areas and strategies to achieve our vision, and which support and are aligned with ou r Mission and Values. They also represent aspira�ons for our community and will be used to guide and inform department work programs and priori�es.

Goal A - SERVE THE COMMUNITY WITH PRIDE

AND DEDICATION

Objec�ve: Through diversity, equity, and inclusion
driven employee programs and experiences,
Cathedral City is the employer of choice with a
workforce that is engaged, mo�vated, and respected
public stewards.

Goal D – INNOVATION
Objec�ve: Cathedral City con�nually focusses on improving service delivery and customer experiences by successfully leveraging technology and crea�ve ini�a�ves to improve
public services, public safety, and s�mulate economic
growth.

Goal B - COMMUNITY INVESTMENT
Objec�ve: Cathedral City roads, gateways, public
spaces, and other infrastructure are well planned,
designed, constructed and maintained.

Goal E - SAFETY

Objec�ve: Cathedral City is safe for all who live, work, visit, and play in our community.

Goal C - FISCAL STABILITY AND SUSTAINABILITY

Objec�ve: Cathedral City has economically
prospered by facilita�ng the investment of private
dollars in high quality development which beneﬁts
the community. We remain ﬁnancially solvent by
ins�tu�ng prudent ﬁscal policies and transparent
ﬁnancial prac�ces.

Goal F - EMBRACING, INCLUSIVE COMMUNITY

Objec�ve: Cathedral City is valued and respected as a
community that welcomes and embraces diversity, has an
abundance of high quality and aﬀordable housing op�ons
and vibrant businesses. Our neighborhoods are atrac�ve, well-maintained, and issues surrounding homelessness have been compassionately

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6 Goal A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

Objec�ve: Through diversity, equity, and inclusion driven employee programs and experiences, Cathedral City is the employer of choice with a workforce that is engaged, mo�vated, and respected public stewards.

Ac�on 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

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 elopment Services reviewing the need for
possible contract planners to address volume of work in light of staff vacancies and capacity.

CMO/

DEV SVCS
Development Services is currently contracting with two contract planners and is using contractors for plan check and building inspection services.

Within the next 12 months, Dev Services/Building will be going out to an RFP for plan check services (following the implementation of EnerGov).

Code Compliance released an RFP for STVR contract services, and a new contract was completed.

FIN Ongoing. Finance is reviewing existing maintenance vendors to update contracts.

Inform the City Council of the current use of contracts. CM/FIN/ PW
Staff will conduct a Study Session with the City Council on the use of contracts throughout the organization.

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 Presented and direction given at the Study Session meeting on August 23.

Non-rep agreement will be updated to reflect the non-compensation for the City Council. The City Council will consider a Charter amendment in 2026.

A-3 Consider a Fire Cadet program to introduce youth to the potential for careers in fire and emergency service

Fire/HR

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7 Progress Dept Status
The Fire Department is evaluating relationships with PSUSD.

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 The Fire Department has met with the career counselors at Cathedral City High School and discussed the best ways to get students to participate in a cadet/explorer program. Cathedral City High School staff believes many students would be interested in a fire department career path. The Fire Department has set up additional meetings to discuss presentations to Cathedral City High School students in early spring. The Fire Department plans to bring a plan to the City Council in July or August of 2024.

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 IT 311 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.

The City participates with Liebert Cassidy Whitmore for the LCW Public Sector Employment Relations Certificate.

Promote participation with the Municipal Management
Association of Southern California (MMASC).

HR Completed/ongoing
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. Waiting for additional staffing.

A-5 Implement professional and career development initiatives and programs which strengthen organizational capabilities and increase organizational capacity

HR/CMO All Departments
Progress Dept Status
Build a system with the goal of allowing newly promoted supervisors to obtain an LCW certificate; those not in a supervisory position can obtain the certificate and use the professional certificate as credit for supervisory experience.

HR/CMO Current Programs:
• LCW Public Sector Employment Relations Certificate
• Municipal Management Association of Southern California (MMASC) available to employees

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8 Ongoing - HR will continue to research programs and training opportunities. When opportunities are identified , t h e y w i l l be discussed with the Executive Team for feedback and buy - in.

Code officers are encouraged to obtain certification through CACEO to become Certified Code Enforcement Officers.

DEV SVCS/
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
• Quarterly Meetings allow recognition and
appreciation of employees for achievements,
performance, innovation, and efficiencies.
• Bi-annual recognition luncheon in honor of
employees who reach milestones –

5.10.15.20.25.30.35… years of service.

CMO/HR Completed.

Programs to recognize innovation CMO/HR Work has not begun on this initiative, A-7 Develop staff team building activities to encourage cohesion and foster a spirit of collaboration

X HR All Departments
Progress Dept Status
2023 – Events
• City Hall Selfie Day August 15
• Baseball Opening Day
• Holiday Secret Santa/Potluck
• Halloween Dress-up Day
• Hispanic Heritage Month/Potluck
• Hurricane Hilary Staff Appreciation
2024 – Calendar of events in the works.
03/28/24 – Management Team Teambuilding event

HR/COM/
CMO
Completed/Ongoing.

A-8 Establish workers compensation criteria and guidelines to utilize staff with light duty limitations

X HR All Departments
Progress Dept Status

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9 Policy issued. HR Completed.

A-9 Initiate a Class and Compensation Study to benchmark and proactively identify compensation issues which impact employee retention and employee attraction
X

Progress Dept Status
RFP in the works HR This project was temporarily on hold due to Hurricane Hillary. We will finalize the RFP and wait for approval to roll it out.

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. Performance Evaluations have a criterion for 5 -yr strategic plan implementation for directors.

CMO Completed.

Implement a SharePoint site to post weekly updates by staff.

Implement a separate site for Strategic Planning.

IT Strategic Plan SharePoint Site completed.

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

Progress Dept Status
Community Satisfaction Survey. CMO This will be included in the next bi-annual budget to be conducted prior to the 2026 strategic planning workshop.

• Ac�ons listed in blue are City Council strategic priori�es. • Completed Items
• Items delayed due to Tropical Storm Hilary

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10 Goal B - COMMUNITY INVESTMENT

Objec�ve: Cathedral City roads, gateways, public spaces, and other infrastructure are well planned, designed, constructed and maintained.

Ac�on Ac�on Descrip�on Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
B-1 Develop an Electric Vehicle transi�on plan to comply with upcoming state mandate and include considera�on of providing publicly accessible charging sta�ons

PW/Engin Finance
Progress Dept Status
Will be incorporated into the Climate Action Plan Update RFP as a separate module.

PW This item stalled as a result of Tropical Storm Hillary. This project has been reinitiated and Engineering and Public Works Maintenance will be putting together the RFP 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.

Ordinance Revision expediting permitting process for electric vehicle charging stations.

DEV SVCS The City Council adopted an ordinance amending Chapter 8.64 to Title 8 of the Municipal Code to create an expedited permitting process for electric vehicle charging station systems and adopted the checklist for permitting electric vehicles and electric vehicle service equipment.

B-2 Develop an entryway, medians, and ligh�ng master plan to provide appealing gateways to the City

X 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 w ere initiating the RFPs for this item for advertisement in September. Due to Tropical Storm Hillary expenditures, the Public Works Maintenance and Engineering proposed General Fund expenditures for this year were reviewed and this item was deferred. Once the overall General Fund expenditures are accounted for and FEMA reimbursements are identified we will look at options to restore this project back into the queue.

B-3 Develop a wilderness trail plan

X X PW/Engin/
Dev Svcs

Progress Dept Status

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11 RFP will be initiated by Public Works. (Engineering and Public Works Maintenance jointly).

PW Engineering and Public Works Maintenance were ini�a�ng the RFPs for this item for adver�sement in September. Due to Tropical Storm Hillary expenditures, the Public Works Maintenance and Engineering proposed General Fund expenditures for this year were reviewed and this item was deferred. Once the overall General Fund expenditures are accounted for and FEMA reimbursements are iden�ﬁed we will look at op�ons to restore this project back into the queue.

B-4 Implement the Wilderness Trail Plan by iden�fying 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 (see above). Due to Tropical Storm Hillary this project is on hold.

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 The City Council approved the contract for the design consultant to start the construc�on plans for this project. Staﬀ and the consultant have had the formal kickoﬀ mee�ng. The consultant has been on site to evaluate the exis�ng restroom building and has ini�ated the base drawings for the project. Staﬀ is monitoring poten�al funding grants for construc�ng this project.

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
The City Council supported implementing the August 24, 2023, M.I.G. Consulting Art Walk Conceptual Design -
“Preferred Design Concept” during the October 25 th Study Session.

ECON DEV The Chuperosa Lane road has been cleared and graded. Public Works will rou�nely maintain. Econ Dev and Public Works/Engineering are researching the steps necessary to eliminate vehicular traﬃc on some por�ons of Chuperosa Lane and to iden�fy smaller ﬁnancial steps the City can take to incrementally improve the project area.

B-7 Maximize the use of exis�ng resources to include underu�lized parks and the library to support goals with the budget we have

CMO PW/Engin

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12 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 is currently working with Riverside County to update the library lease agreement.

B-8 Communicate with residents to move parked vehicles on street sweeping day
X

COM 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 IT, Communications , Public Works Maintenance , and PD have been working on this project and meetings have ramped up the past few months. This should be rolled out sometime in 2024, as we will have finished demos from multiple platforms to help with messaging related to street sweeping and other necessary communications with our residents.

B-9 Improve pedestrian access to parks through the use of crosswalks and sidewalk improvements
X 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 were initiating the field visits and identification of the locations for the new additional crossings. Due to Tropical Storm Hillary expenditures, the Parks Maintenance Improvement Program General Fund expenditures for this year were reviewed and this overall item was, at that �me deferred. There is a new project in the works for the use of Council District Funds to get one of the originally planned crossings moving forward at one park. For the other crossings, once the overall General Fund expenditures are accounted for and FEMA reimbursements are iden�ﬁed we will look at op�ons to restore this project back into the queue.

Council district improvement fund projects PW PW working with Councilmember Gregory on a proposed crosswalk project using his district improvement funds.

B-10 Implement items iden�ﬁed in Ac�on B -9 to improve access to City parks

PW/Engin

Progress Dept Status
Please see B-9 PW Please see B-9 above.

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13 B-11 Improve wayﬁnding signage to direct visitors to des�na�ons in the community

COM 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. Installed new wayfinding signage in the
Community Amphitheater to attract greater attention to restroom and concession areas.

COM New banners will be installed along Avenida Lalo Guerrero in early 2024 and Communications is working with ED on proposals for new wayfinding signage at key entry points throughout Cathedral City.

B-12 Develop a traﬃc calming plan with strategies for addressing loca�on 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 Traffic Calming Committee has met regularly since August. The Committee has identified the equipment necessary for initiating temporary traffic calming efforts on individual street sections . The purchase of this equipment has been presented to the City Council at the January 25th meeting. The Committee is also compiling the list of streets to initiate these temporary operations. 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 in the Spring. The Police Department has initiated motor patrol traffic speed enforcement citywide which is making a marked impact.

B-13 Develop a plan to address the need for funding for parks and recrea�on services through the DRD and other resident priori�es including streets, and work toward a poten�al funding measure in 2024
X

CMO/
Finance
PW/Engin
Progress Dept Status
City Manager created a Resident Study Commitee. CMO The City Manager facilitated four mee�ngs with the Resident Study Commitee. Presenta�ons were also made by Finance, Public Works, and Fire. The Commitee’s recommenda�ons will be
presented to the City Council on 1/24/24.

B-14 By the end of 2023 complete the design phase and begin construc�on on the Dream Homes Park
X

PW/Engin

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14 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 The Dream Homes Park design was completed, and the City Council approved the wall and park construc�on contracts, respec�vely, including an addi�onal general fund appropria�on to fully fund the project . The groundbreaking ceremony is tenta�vely planned for March 2024. All long- term coopera�ve purchasing items have been ordered.

Properties with rear yard access and storage have been
identified and outreach has begun in coordination with
Engineering.

DEV SVCS/
CODE
Code Enforcement has worked with Public Works Maintenance to work with property owners on removing items store d in their rear yards that will be removed prior to the wall installation.

B-15 Iden�fy addi�onal funding as needed and construct the Dream Homes Parks Improvements

PW/Engin

Progress Dept Status
ENG/PW Engineering and Public Works Maintenance are con�nuing to search for addi�onal funding sources to assist in the funding for the park. The City Council appropriated addi�onal General Fund alloca�on to fully fund the park project.

B-16 Explore providing a General Fund Capital Projects Fund as part of development of the next Biennial Budget
X

Finance/
PW/Engin
Facili�es
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 Even though the General Fund budget Maintenance of Eﬀort was increased by $1.1M for FY 2023/24 to make addi�onal investment in roadway improvements, these projects have essen�ally been redirected and/or deferred as a result of the budget adjustments mad e for Tropical Storm Hillary restora�ons and repairs. Public Works made a presenta�on to the City Manager’s Ci�zen Commitee to show the current shor�all in City roadway maintenance funds.

FIN U�lizing Fund 331 for the Capital Projects Fund and adding links to Match Funds (General and Special) for complete picture.

B-17 Develop and adopt a Facili�es Master Plan

Facili�es PW/Engin/Finance
Progress Dept Status
Consultant hired and conducted an assessment. FIN/FAC MAAS Companies delivered the Facili�es Master Plan, Phase I with a Facili�es Condi�on Assessment (FCA). Phase II implementa�on on-hold.

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15 • Ac�ons listed in blue are City Council strategic priori�es. • Completed Items
• Items delayed due to Tropical Storm Hilary

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 ci�es
X

PW/Engin Finance
Progress Dept Status
Engineering staff has presented the Pavement Management Program (PMP) to the City Council at a Study Session in June.

Staff has received training on the software in late July and is working through internal implementation of the Program.

ENG Staff has completed the training on the PMP software. As a result of Tropical Storm Hillary, and the necessary restorations that need to be made, the PMP will be rerun to include recent improvements and what should be proposed for the upcoming fiscal year budget. Identifying a budget funding source is a continuing effort. Additional funding needs are identified in the Resident Study Committee report.

B-19 Develop Fleet Management policies to establish vehicle replacements and u�liza�on 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 The Fleet Coordinator has initiated a Fleet Management Program document that will integrate service and replacement of vehicles when required (use, depreciation, etc.). A first draft was submitted to the Director this past month. It will then be coordinated with the Financial Services department.

FIN Update ﬂeet deprecia�on schedules and ensure replacement costs were budgeted in the FY 2023/2024 & FY 2024/2025 biennial budget.

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16 Goal C - FISCAL STABILITY AND SUSTAINABILITY

Objec�ve: Cathedral City has economically prospered by facilita�ng the investment of private dollars in high quality development which beneﬁts the community. We remain ﬁnancially solvent by ins�tu�ng prudent ﬁscal policies and transparent ﬁnancial prac�ces.

Ac�on Ac�on Descrip�on Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
C-1 Implement improvements to purchasing prac�ces and procedures to align with procurement code requirements

Finance

Progress Dept Status
Internal First Draft Procurement Checklist and Update to MC Chapter 3.

FIN Ongoing -- Developed ini�al plan, briefed City Council at the S tudy Session mee�ng on 11/29/2023, reorganizing Financial Services staﬀ func�ons, ﬁll vacant posi�on 1st quarter and implement in 2024. Once fully staﬀed, plan to realign tasking to convert reac�ve procurement agent to proac�ve 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 acquisi�on of an underu�lized site on Cathedral Canyon and work to ac�vate the site

Econ Dev Finance/Dev Svcs
Progress Dept Status
Economic Development researched and identified the new
owner. After speaking to the Economic Development
Department about zoning and potential uses, the owner is open to selling to the City.

ECON DEV Ongoing. Economic Development is working with the property owner’s broker (and real estate developer ) to identify financially viable development uses. City acquisition is likely on hold due to the financial impacts of Tropical Storm Hilary.

C-4 Allocate resources necessary to achieve the Council’s Goals and Vision
X X X CMO All Departments
Progress Dept Status

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17 FIN/
CMO
Funding in the bi -annual budget provided funding for many of the strategic plan ini�a�ves. Some ini�a�ves have been delayed due to Tropical Storm Hilary. Any budget amendments will be brought to the City Council for authoriza�on following the 1/27/24 workshop.

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. The City Council approved the subcommittee’s recommendations with the exception of two applications that were forwarded to the Public Arts Commission.

C-5 Develop an inventory of vacant and underu�lized proper�es X

Econ Dev Dev Svcs/GIS
Progress Dept Status
Economic Development and IT have created a list of vacant proper�es broken out by council district. IT and EDD are working on a web-based pla�orm which will allow prospec�ve investors the ability to pull ownership data on all vacant proper�es in real �me.

ECON DEV Complete.

C-6 Complete and improve the u�liza�on of EnerGov so�ware to automate, improve, and streamline building plan review, permi�ng, and inspec�on processes
X

Dev Svcs/IT Finance
Progress Dept Status
See D-3
C-7 Evaluate data and work with CVEP to iden�fy holes in the local economy and develop plans to address

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, projects, and other presentations.

C-8 Strengthen the Economic Development Team and remove op�onal tasks such as commission staﬃng to focus on core/essen�al du�es X

CMO/Econ Dev

Progress Dept Status

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18 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
The updated development impact fee schedule was formally approved in October 2023 with new DIF fees becoming eﬀec�ve January 1, 2024.

ECON DEV Complete.

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
Completed.

Anticipated code enforcement needs to service the annexation area provided.

DEV SVCS/
CODE
Completed.

Dra� report. DEV SVCS/
PLN
O n g o i n g . A n R F P w a s c o n d u c t e d i n 2 0 2 3 a n d a c o n t r a c t w a s e x e c u t e d with Terra Nova Planning & Research to perform the analysis. An update to City Council is an�cipated in early 2024.

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
On hold. While substantial work has been completed, finalization of the guide is on hold given Development Services leadership and process changes. Once new entitlement processes have been established, work on the development services guide will resume.

Planning Division provided comments on initial draft of Development Services Guide.

DEV SVCS/
PLN
The Development Resource Guide is in development. It is recommended that its comple�on be delayed un�l EnerGov and the CSS are deployed.

C-12 Implement a private development en�tlement and plan review system which is predictable, streamlines internal intake and review processes, and creates applicant experiences which are facilita�ve vs regulatory
X

Dev Svcs/PW/
Engin
Fire/Econ Dev
Progress Dept Status

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19 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 City Council approved an Engineering Development Consultant to assist the Director with the flow of work through the Engineering Division. R e vi e w a n d p a s s b a c k t i me s h a ve b e e n r e d u c e d significantly. An Engineering development project status list has been developed and implemented. The Consul tant and City Staff are coordinating standard plan submittal formats and standards for developing conditions of approval.

The Development Services Committee (DSC) meets regularly to discuss projects under review and in plan check, and to schedule projects for Architectural Review Committee and Planning Commission.

DEV SVCS/
PLN
Several steps towards the crea�on of a facilita�ve development review process:
• The DSC mee�ngs are now held bi-weekly.
• New projects are introduced to the DSC for high-level discussion with subsequent transmital of plans to the DSC members. • D S C m e m b e r s p r e s e n t n e w t o p i c s / i s s u e s f o r t h e g r o u p t o discuss/resolve, i .e. Issues that arise during construc�on, new processes to facilitate plan checking, etc.

Internal opera�ons are con�nually evaluated to create
eﬃciencies.

DEV SVCS OTC Thursdays! was implemented. Every Thursday a�ernoon planning and building staﬀ reviews and permits simple building permits, such as walls, pools, and generators.

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 See C-12 above. The City Council approved an Engineering Development Consultant to assist the Director with the ﬂow of work through the Engineering Division. R e vi e w a n d p a s s b a c k � m e s h a v e b e e n r e d u c e d signiﬁcantly. An Engineering development project status list has been developed and implemented. The Consultant and City Staﬀ are coordina�ng standard plan submital formats and standards for developing condi�ons of approval.

C-13 Implement necessary hardware/so�ware and provide necessary training to fully transi�on to electronic plan submission and review including the ability to review and issue over the counter permits

Dev Svcs/IT Finance/PW/Engin
C-14 Implement necessary equipment and implement necessary policies to allow online payment of permits, licenses, etc.

Finance/IT Dev Svcs/PW Engin
Progress Dept Status

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20 See D-3 DEV SVCS/
BLD
Staff are working diligently to get Building off of the legacy permitting system. Solar Apps+ is currently live and being tested with solar developers to submit applications . The first application has been submitted and staff are doing the final tests through EnerGov to schedule inspections. Other over the counter type permits will be launched online next.

C-15 Develop Economic Development Strategic Plan which addresses economic development opportuni�es, business atrac�on, reten�on, and expansion including the atrac�on and support of trade sector training and employment. Key focus of this plan will include a viable s t r a t e g y t o d e v e l o p a r e a s n o r t h o f I-10 including the North Area Speciﬁc Plan, Extended North Area Speciﬁc Plan, and poten�al Thousand Palms annexa�on

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 addi�onal professional service contracts to increase staﬀ capacity related to private development plan review, building plan review and inspec�ons, 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
Based on staff capacity and to facilitate development several contracts have been entered into.

DEV SVCS/
CODE
Dev Services is currently contracting with three contract planners and is using contractors for plan check and building inspection services. Within the next 12 months, Dev Services/Building will be going out to an RFP for plan check services (following the implementation of Energov).

Code Compliance let out an RFP for STVR contract services and a new contract completed.

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 With the support of the City Council, Public Works has been able to hire consultants that fill specialized needs and departmental staff vacancies.

Staff is continually monitoring the need for existing consulting services

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21 to see if Staff can complete the tasks in house or more effectively utilize consultants.

C-17 Establish a Risk Management Program focused on claims reduc�on and minimizing li�ga�on exposure by informing, engaging, training, and educa�ng opera�ons staﬀ

Finance All Departments
Progress Dept Status
Offer tendered to Risk Management Analyst on June 27 .

Employee began on July 31.

FIN/HR Hired Risk Management Analyst, developed a dra� infrastructure plan, briefed City Council study session January 10, 2024, with goal to implement plan by July 1, 2024.

C-18 Con�nually review and streamline internal ﬁnancial policies, procedures, and prac�ces to remove unnecessary controls without sacriﬁcing accountability and transparency
X X X Finance CMO/City Atorney
Progress Dept Status
Monthly review of department task list to ensure adequate backup capabilities and separation of duties.

FIN Upda�ng 2009 Policy and Procedures Manual. Provided Outline and sample process and policy briefs to auditors. Final document to be provided by close of ﬁscal year 2023/2024.

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 not ices to two of the City’s recordkeepers (Nationwi de and Pentegra). A full presentation of the transition was made by Shuster to all employees on August 9 with an update on November 8 . The Assistant City Manager, HR and Finance staff are working through the final steps to implement with full roll-over to be completed by the end of February 2024.

C-19 Ini�ate a Small Business Roundtable or industry speciﬁc taskforces to iden�fy needs and support strategies

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 Already implementing. Economic Development identified material problems for the Auto Center (unhoused criminal vagrancy, roadway condition of East Palm Canyon, failing digital reader boards, and no U.S.

Mail service) and has worked with other city departments (e.g., Engineering and Police) to address. Economic Development hosted (i) the first meeting of the restaurant and hospitality association and is

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22 working to increase membership and participation and (ii) is building a Mission Plaza/Hampton Inn business community watch group.

• Ac�ons listed in blue are City Council strategic priori�es. • Completed Items
• Items delayed due to Tropical Storm Hilary

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23 Goal D – INNOVATION

Objec�ve: Cathedral City con�nually focusses on improving service delivery and customer experiences by successfully leveraging technology and crea�ve ini�a�ves to improve public services, public safety, and s�mulate economic growth.

Ac�on Ac�on Descrip�on Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
D-1 Develop and adopt an Informa�on Technology Master Plan including considera�on of providing public Wi-Fi access in parks

IT All Departments
Progress Dept Status
IT Master Plan: Contracted with ClientFirst. 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.

Implementation will be delayed due to impact of Tropical Storm Hilary.

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 installa�on of the Tyler EnerGov so�ware to automate, improve and streamline the plan review, permi�ng and inspec�on processes
X

CMO IT/Dev
Svcs/Finance/PW/
Engin
Progress Dept Status
Worked with Tyler Implementation Consultant for permitting and inspections, and implementation of Customer Self Service (CSS) online services.

CMO/ IT
/BLDG
Tyler IC worked with staﬀ to ﬁnish implemen�ng CSS. We are currently live with CSS but are ﬁnishing tes�ng with some actual solar applicants before further publicizing. Several over the counter type permits will be next. Staﬀ from all development related departments are mee�ng with IT, Finance, and the EnerGov implementer weekly to review current prac�ces, retool processes,

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24 and delete prac�ces that are no longer necessary. Comple�on is slated for April 2024.

D-4 Work with opera�ons staﬀ to iden�fy, implement and support the implementa�on of technology solu�ons to bolster IT security and improve opera�onal, analy�cal, and management func�ons
X X X IT All Departments
Progress Dept Status
Deploy Time Clocks to automate employee attendance tracking. CMO/

HR/FIN/
IT
Complete. Time Clocks deployed for all employees.

Cardkey software upgrade and implement automated door locks at Amphitheater (Approved Budget).

IT Completed.

City Clerk: City Council Agenda Management, Voting System, Video Streaming Replacement (Approved Budget): The current Agenda Management/Voting System platform is no longer being supported, a new program needs to be implemented.

IT/CITY
CLERK
Currently in Progress. Expected go-live is April 2024.

City Clerk: Commitee Management Program (This is part of the Granicus Suite and was approved in the Budget) . This pla�orm will automate the management of the Commissions/Commitees and the applica�on process.

IT/CITY
CLERK
Currently in Progress. Expected go-live is May 2024.

City Clerk: Electronic Filing of Fair Poli�cal Prac�ces For ms.

Currently the FPPC has a pla�orm for individuals that are 87200 ﬁlers (Elected Oﬃcials, Planning Commission, City Manager and City Atorney). Staﬀ is reviewing op�ons to implement a pla�orm for the electronic ﬁling of FPPC Forms required to be ﬁled with the City Clerk’s Oﬃce including the 700 Form for City Council iden�ﬁed staﬀ.

IT/CITY
CLERK
Staﬀ is reviewing available applica�ons to see which one would be best suited for the needs of the City and then will evaluate if it makes ﬁnancial sense.

Fuel Management Software Implementation. IT/FIN/
PW
Fuel systems replaced. EKOS software implemented. Produced video training.

GIS Enterprise Software Upgrade (Approved Budget): Current version is limited. We need enhance GIS software and provide city- wide mapping applications and enhance community development operations.

IT Set up new GIS servers and installed the latest ARCGIS enterprise systems. Tes�ng deployment to EnerGov system.

GIS Aerial Imagery for Mapping (Approved Budget): We don’t have an updated aerial imagery system. We need an Aerial Imaging IT Completed and integrated with City Maps online.

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25 platform to be use with GIS Enterprise solution for Public Safety and Community Development.

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 extra staffing.

Upgrade backup system to have Cloud backups/DR solution (Approved Budget).

IT Completed.

Replace Civic Center Alarm System (Approved Budget). Systems are very old and basement panel no longer working.

IT Completed.

D-5 Improve workforce mobility and eﬃciency by u�lizing and suppor�ng advanced mobile devices
X X X IT All Departments
Progress Dept Status
IT iPads are being u�lized by Public Works in the ﬁeld. EnerGov implementa�on will further the use of mobile devices for inspec�ons. Oﬀ-site employees can enter �me through mobile devices.

D-6 Leverage technology to increase and improve online services, improve access to public informa�on, and improve city capabili�es to monitor, automate, and manage opera�onal data remotely
X X X IT All Departments
Progress Dept Status
Implement a new Public Records Request Portal that is more user friendly that will improve access to public records and automate the process to request public records.

CITY
CLERK/
IT
Completed. NextRequest is the new Public Records Request Portal effective July 1, 1023.

Upgrade and redesign Cathedralcity.gov website (Approved Budget)
IT/COM Project is restarting in February.

Laserfiche Enterprise Upgrade (Approved FY 2023/2024 Budget) The City’s current version/license is very limited, on -line searches are limited to 10 users, which includes the public and staff.

Upgrading to the Enterprise License will allow for unlimited users and web searches.

CITY
CLERK/
IT
Completed. License was upgraded to the Enterprise License in mid- November 2023.

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26 D-7 Leverage the SiFi broadband digital network to create economic development incen�ves and opportuni�es and improve the
accessibility and aﬀordability of reliable high speed internet services

X IT/CMO PW/Engin/Facili�es/
Econ Dev
Progress Dept Status
SIFI con�nues working on obtaining access to a dark ﬁber mainline.

This mainline is the founda�on in which the city network would be built. While SIFI remains op�mis�c, SIFI is unable to commit to an installa�on �meline.

ECON
DEV
Ongoing.

D-8 Establish innova�ve community-based Fire Preven�on programs regarding Drowning, Smoke Alarm Installa�on, Paramedic Services, Fall Preven�on, and CPR
X

Fire Communica�ons
Progress Dept Status
The Fire Department is con�nuing to expand its programming for the community. As of the comple�on of this Strategic Plan update, the Fire Department has a full schedule for the Spring and Fall in 2024 of community risk reduc�on classes that will be oﬀered to the public and city staﬀ. These classes include:

• CPR
• STOP THE BLEED
• DROWNING PREVENTION
• CERT
• FALL PREVENTION
• SMOKE ALARM INSTALLATION
• DISASTER PREPAREDNESS

FIRE Upcoming Events: As of July 30, 2023
BLS CPR Course 2023: 08/17, 08/24 City Hall
STOP THE BLEED 2023: 09/19 City Hall
SIDEWALK CPR 2023:
10/2023: One location per week for each Council District 1 -5 in Country Clubs/Senior.

SIDEWALK CPR AND STOP THE BLEED 2024: City Calendar Events, Coordinating with Ryan Hunt.
01/2024: One location per week for each Council District 1 -5 in Country Clubs/Senior Center/MHP (Refer to ** below for locations) 04/2024: Boys & Girls Club
09/2024: CCHS

DROWNING PREVENTION 2024:
03/2024, 2nd and 3rd week (prior to Spring Break) private and public elementary schools 2-3 per week
04/2024: One location per week for each Council District 1 -5 in Country Clubs/Senior Center/MHP

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27 05/2024: 1st week, Boys and Girls Club

CERT 2023:
10/2023-English
CERT 2024:
02/2024-Spanish

FALL PREVENTION 2023:

Fall 2023: TBD (in conjunction with DRMC) @ Senior Center

Center/MHP.

SMOKE ALARM INSTALLATION WITH AMERICAN RED CROSS 2024:
01/20/24
**Senior Center/DPCC/Royal Palms/Park David/Desert Sands (other locations to be determined.

Additional courses have been planned for 2024 as follows:

SPRING 2024:

HO CPR/ STOP THE BLEED:
4/13/24 EOC (Richardson, Maier)
5/25/24 EOC (Richardson Maier)

CERT : 2/24/24 EOC

FALL PREVENTION: 2/2024, 3/2024, 4/2024
Classes are to be held at Date Palm CC, Park David, and Mountain View apartments. Class location is data driven. This data correlates to a higher number of PSR lift assists and traumatic falls within Cathedral City.

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28 DISASTER PREPAREDNESS:
1/19/24 Outdoor Resorts (Dietz)
1/25/24 Canyon Mobile Home Park (Nancy Ross, CCFD)
2/3/24 Agua Caliente Elementary School (Rita Lamb, CCFD)

FALL 2024:

HO CPR/ STOP THE BLEED:
9/7/24 EOC (Richardson, Maier)
9/28/24 EOC (Richardson, Maier)

CERT (Teen) 10/2024

FALL PREVENTION: 9/2024, 10/2024, 11/2024
Classes are to be held at Desert Sands MHP, Canyon MHP and CC Senior Center. Class location is data driven. This data correlates to a higher number of PSR lift assists and traumatic falls within Cathedral City.

D-9 Iden�fy 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 informa�on
X X X IT/City Clerk All Departments
Progress Dept Status
The City currently uses Laserfiche as a repository for documents for a limited number of departments. With the upgrade to an Enterprise License, staff has determined that utilizing Laserfiche as the trusted repository for all paper files that need to be converted to digital files is the best document imaging program to use at this time. This will allow the City to implement a City -wide Records Management Program, which will allow better access to records, save on storage space and offer a trusted electronic searchable format.

IT/CITY
CLERK
On July 26, 2023, a meeting was held with the consultant to begin discussing implementing a City -wide Records Management Program/Project. The project is in the early stages.

On November 9, 2023, the City Clerk’s Department held an Internal E v e n t “ B i n g e a n d P u r g e ” t o i d e n � f y a n d p u r g e r e c o r d s t h a t a r e n o longer required to be maintained pursuant to the Records Reten�on Schedules. This will help minimize the number of records stored and help iden�fy those records that ne ed to be converted to digital ﬁles.

This will likely become an annual event.

In November of 2023, the City Clerk’s Department was the ﬁrst Department to design the ﬁle structure to kick -oﬀ the City -wide

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29 Records Management Project. The City Clerk will begin working with each department to iden�fy what ﬁles need to be converted to digital format and what the ﬁle structure will look like in the system. It is an�cipated to tak e 2024 t o get thr ough the departments and begin conver�ng the ﬁles.

In January 2024, The City’s consultant Diane Gladwell provided the updated Records Reten�on Schedules, that were updated to reﬂect updates in law and best prac�ces. This enables staﬀ to con�nue to ensure records that need to be accessible are and those that don’t are destroyed freeing up storage space.

• Ac�ons listed in blue are City Council strategic priori�es. • Completed Items
• Items delayed due to Tropical Storm Hilary

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30 Goal E - SAFETY

Objec�ve: Cathedral City is safe for all who live, work, visit, and play in our community.

Ac�on Ac�on Descrip�on Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
E-1 Fill the authorized Ambulance Operator posi�on and complete the transi�on to the ambulance operator program and provision of the third ambulance
X

Fire HR
Progress Dept Status
Third ambulance in service Fire Complete.

E-2 Develop a ﬁrearm discharge ordinance X

PD City Atorney
Progress Dept Status
City Atorney reviewing current ordinance; will work with staﬀ to iden�fy speciﬁc issues to be addressed in the ordinance.

CA/PD Complete. The Police Chief and City Atorney determined our current ordinance will suﬃce. The Police Chief sent leters to each golf course explaining our current ﬁrearms ordinance and their requirements under the ordinance.

E-3 Expand the use of cameras and other technology to promote public safety

PD IT/PW/Engin/
Facili�es
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 21 Flock ALPR cameras
PD Complete. 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 Communica�ons/
Dev Svcs
Progress Dept Status

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31 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
The code compliance division conducted educa�onal
outreach to raise awareness of the risks of ea�ng food from unlicensed vendors and held a licensing event at Panorama Park for sidewalk vendors.

Police Department personnel attended 38 community events in 2023.

Events included Neighborhood Watch meetings, city sponsored events, community fundraisers, a Citizen’s Police Academy, Active Shooter presentations to community groups, Rotary meetings, Cathedral City High School scholarships and awards, hosted an E -sports team challenge between officers and youth from CCHS, hosted a Back to school backpack giveaway event, Spooktacular, Shop with a Cop, partnered with the Senior Center and hosted a Santa and Seniors event as well as a youth gift giveaway event.

PD Ongoing.

See D-8 Fire
E-5 Police department develops pro -a c � v e m e t h o d s t o r e a c h o u t t o youth and families
X

PD Communica�ons
Progress Dept Status
See E-4 PD CCPOA hosted a back-to-school backpack give away event on August 3. The PD held their annual Spooktacular Halloween event with youth and families, held their annual Shop with a Cop in December as well as hosted a youth gift give -away event at Christmas time.

E-6 Improve Police presence and interac�on at community events X

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 upda�ng the City's Emergency Opera�ons Plans through annual training sessions and tabletop exercises
X X

Fire/PD CMO/IT
Progress Dept Status

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32 Applied for a grant to update the City's EOC, conduct EOC drills and training as well as updating the City’s Emergency Operations plan and Local Hazard Mitigation plan.

Fire Grant was submited to OES in August 2023. The Fire Department was no�ﬁed in J anuary 2024 that applica�on
was forwarded to FEMA and we would be no�ﬁed as soon as a decision was made.

The PD successfully implemented the PSEC transition in May 2023 allowing both PD and FD to have county -wide communication interoperability. The PD implemented Emergency Medical Dispatching in June 2023.

PD Completed.

The Fire Department has conducted two community preparedness presentation in English and Spanish with over 120 residents attending.

Fire Two C ERT programs are scheduled for the F all and Spring, one in English and one in Spanish. A dditional classes have been scheduled for the Fall of 2024 , both for emergency preparedness and CERT. In Fall of 2024, the Fire Department will establish a community-based CERT program that can be accessed in the case of a city emergency.

Upgrade backup system to have Cloud backups/DR solution (Approved Budget).

IT Completed.

E-8 Build community resiliency through implementa�on of community training programs, CERT training, and other educa�onal outreach X X

Fire/PD CMO
See E-4 and E-10 for PD.

E-9 Develop a FD Injury Preven�on and Wellness Program X X

Fire HR/Finance
Progress Dept Status
A wellness committee has been established. Committee has established the scope of the committee and is gathering historical injury data.

HR/Fire The Wellness and Safety Committee has been established.

The F ire Department staff has been sent to multiple train trainer courses that include behavioral health, physical fitness, nutrition, and proper physical maintenance of the body. HR staff has been added to the committee to discuss the rollout of the safety initiati ve. The Fire Chief is working with HR to devel op root cause analysis of injuries. Fire department staff will be teaching classes to all fire
department personnel that include proper use of fitness equipment, and how to access behavioral health resources.

E-10 Implement community engagement and public educa�on ini�a�ves to increase awareness regarding public safety programs, services, and results of proac�ve community policing eﬀorts

Communica�ons PD/Fire

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33 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. The second video featured safety tips and crime prevention tips. A third video was produced highlighting our Traffic Bureau in December. 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
Ongoing.

E-11 Iden�fy improvements and pursue grant funding to improve safety and connec�vity of non-motorized routes throughout the City

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 Project has been delayed due to Tropical Storm Hillary restoration budget impacts on staff time and the participation budget.

Other grant projects with participation requirements coming from the City’s Traffic Safety Fund are continuing.

E-12 Implement new program to improve community access to crime stats
X

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 Opera�ng 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 has initiating working on these protocols this past month, having been stalled by Tropical Storm Hillary efforts to staff time.

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

Facili�es IT/PW/Engin

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34 Progress Dept Status
IT/FAC IT coordinated with PD to purchase new monitors for dispatch. New equipment has been procured and in the
process of being installed to ﬁx inoperable cameras. If PD no�ces a camera is down, they put in a help desk request to IT to ﬁx.

E-15 Establish regular inspec�ons of park equipment and playing ﬁelds to ensure they are well maintained and func�onal
X

Facili�es/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 Facili�es has ini�ated working on these protocols this past month, having been stalled by Tropical Storm Hillary restora�on impacts on staﬀ �me. Currently, Facili�es inspect park restrooms as part of the weekly
maintenance ac�vi�es.

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 Facili�es has ini�ated working on these protocols this past month, having been stalled by Tropical Storm Hillary restora�on impacts on staﬀ �me.

• Ac�ons listed in blue are City Council strategic priori�es. • Completed Items
• Items delayed due to Tropical Storm Hilary

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35 Goal F - EMBRACING, INCLUSIVE COMMUNITY

Objec�ve: Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and aﬀordable housing op�ons and vibrant businesses. Our neighborhoods are atrac�ve, well-maintained, and issues surrounding homelessness have been compassionately addressed with though�ul, coordinated, and collabora�ve programs.

Ac�on Ac�on Descrip�on Yea
r 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 ini�al emphasis on Chapter 9 (zoning) and Chapter 5 (business regula�ons)
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
ADU and EV charging station ordinances were adopted by the City Council. Planning Commission workshops on SB 9 are underway. An updated telecommunications ordinance will be processed within the first half of the year.

A work plan and schedule to update the zoning code, prepare objec�ve design standards for the downtown area, and to conduct a more comprehensive update of the commercial
zoning regula�ons and design guidelines, including
partnering with professional consultants, will be prepared.

F-2 Address parking and paving provisions in the code for residences X

Dev Svcs PW/Engin
Progress Dept Status
No work has been done on this goal to date.

F-3 Prohibit Parking in front of mailboxes X

Dev Svcs

Progress Dept Status
No work has been done on this goal to date. PW/DS
F-4 Educate residents regarding sidewalk horizontal clearance standards to ensure private mailboxes do not violate ADA accessibility requirements

Engin/PW/
Dev Svcs

Progress Dept Status

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36 PW will provide the information needed to work with Development Services on this project. PW will also research other cities on how they tackle this challenge.

PW/DEV

SVCS/PLN
For F-2, F-3, and F-4 above, PW and Development Services will initiate work on the research for this item in February 2024.

F-5 Help deﬁne who Cathedral City is for our families and others

CMO

Progress Dept Status
The City of Cathedral City, across all departments, con�nues to make progress on deﬁning our mission and what our community
represents and provides for our residents. Through recent community surveys, we know Cathedral City is valued/respected as a community that welcomes and embraces diversity, has an abundance of high quality and aﬀordable housing op�ons and vibrant businesses. Our neighborhoods are atrac�ve, well- maintained, and issues surrounding homelessness have been compassionately addressed with though�ul, coordinated, and collabora�ve programs.

CMO Communica�ons & Events will be working with
FlashVote, a scien�ﬁc survey company, to learn more
about wher e residents are ge�ng their news /key
informa�on about Cathedral City, what types of events
they want to con�nue to see, elements that oﬀer a sense of community pride, etc. Economic Development is
doing the same with FlashVote regarding poten�al
businesses and general interests our consumers might
have related to future development.

The MyCathedralCity app is also helpful when it comes
to deﬁning our iden�ty, allowing both employees and
ci�zens the chance to report issues in real -�me to
ensure our neighborhoods are atrac�ve and well -
maintained.

F-6 Promote addi�onal community events and celebra�ons X

CMO/COM

Progress Dept Status
Staff continue s 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. This includes the addition of several third -party events and the Taste & Sounds of Cathedr al City dinner series rolling out in Feb. 2024.

COM Ongoing.

F-7 Develop a marke�ng plan to promote and raise awareness of available city venues such as the Community Amphitheater. The marke�ng strategy will include promo�ng the City's interest in atrac�ng and facilita�ng high quality events and celebra�ons which adds to the City's culture, support of the arts, and crea�on of a posi�ve community iden�ty
X

COM/CMO

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37 Progress Dept Status
Communica�on & Events is working on a marke�ng document that can be sent out to prospec�ve agencies and event companies in the Coachella Valley (and beyond) to showcase all city venues, par�cularly those in Downtown Cathedral City. Staﬀ is also working with loca�on scouts to promote the amphitheater as a des�na�on venue for events and has seen a steady increase in third -party applica�ons, not just in the amphitheater, but Avenida Lalo Guerrero, Town Square Park, Fes�val Lawn, and the breezeway are a/steps at Civic Center Plaza.

COM This will be ﬁnalized soon (by end of spring 2024) as a formal document , with staﬀ making enhancements to
the Special Use Permit (SUP) applica�on process, rental costs, and beeﬁng up the overall awareness of Cathedral City as an events des�na�on, par�cularly the
Community Amphitheater. In recent years, we’ve seen
third-party events reques�ng to come back a�er a
successful experience. This includes the Coachella Valley Bully Fest, Au�sm Awareness Walk/Acceptance event,
DAP Health Volunteer Apprecia �on, Desert BrewFest
(Luchador Brewing) and has sparked con�nued interest
from poten�al third-party applicants.

F-8 Develop and implement a plan to improve and diversify methods to communicate with residents
X

COM

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 Infor mador, 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 locate the poten�al RUHS community health center in Cathedral City

Econ Dev

Progress Dept Status
M e t w i t h R i v e r s i d e U n i v e r s i t y H e a l t h S y s t e m ( R U H S ) t o d i s c u s s t h e possibility of atrac�ng a Federally Qualiﬁed Health Clinic to Cathedral City.

RUHS allocates resources based on pa�ent needs, speciﬁcally, RUHS looks to serve eligible but unserved Medi caid pa�ents. RUHS ranked Riverside County ci�es by their respec�ve number of eligible but unserved Medicaid pa�ents. Numbers of eligible but unserved Medicaid pa�ents ranged from ECON DEV Complete. RUHS services are current available to Cathedral City residents within exis�ng Palm Springs facili�es.

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38 99,022 (City of Riverside) to 5,419 (City of Winchester). Based on this criteria, Cathedral City ranks 16th out of 24 ci�es. In order of eligible but unserved Medicaid pa�ents, the Coachella Valley saw the following rankings: Indio was ranked 6th with 26,619 pa�ents, Coachella was ranked 10th with 15,455 pa�ents, Palm Des ert was ranked 11th with 13,687 pa�ents, Cathedral City was ranked 16th with 9,900 pa�ents. Given Cathedral City’s immediately proximity to a number of RUHS facili�es in Palm Springs, RUHS staﬀ does not see Cathedral City receiving any RUHS facili�es in the immediate future.

F-10 Develop a public awareness campaign to inform the community of the City’s eﬀorts and expenditures on homelessness and how residents can par�cipate in solu�ons
X

COM 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 regula�ons to support diverse, accessible, and aﬀordable housing

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
Ongoing.

Housing Element. DEV SVCS Housing Element was cer�ﬁed in 2023.

Housing Element Program 1.A.7: Sites #6 and #9 were re- zoned to R3 to accommodate high density residen�al.

Zoning Ordinance Amendment implemented the following
changes in accordance with Program 2.F.1:
• Create the P/IH (Ins�tu�onal Housing) Overlay
District
• Prohibit STVR uses in the R1 and R2 zones
• Allow transi�onal and suppor�ve housing by-right
in zones where mul�family and mixed uses are

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39 permited, including nonresiden�al zones
permi�ng mul�family uses
• Updated the deﬁni�on of “family” to remove the
limit of ﬁve unrelated persons
• State that “Manufactured homes” are only subject
to the same development standards that a
conven�onal single-family residen�al dwelling on
the same lot would be subject to.

F-12 Con�nue to facilitate the atrac�on and promo�on 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
Ongoing. 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, re�rees, and Spanish speaking popula�on

CMO and
Economic
Development
All Departments
Progress Dept Status
Communica�ons and Economic Development con�nue to collaborate on poten�al events as well as city marke�ng and improving the City's wayﬁnding program.

ECON DEV Ongoing
F-14 Establish a mul� -disciplinary City Team to increase eﬀec�veness and improve coordina�on of city responses to address the needs and impacts of the homeless popula�on
X

CMO All Departments/
Mental Health
Professionals
Progress Dept Status
The CMO oﬃce has established a monthly mee�ng with employees from all relevant departments. A CVAG representa�ve (Housing First Program) will be atending the February 2024 Unhoused Commitee mee�ng to provide update and progress informa�on.

CMO Ongoing.

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40 F-15 Ini�ate regional discussions to explore the interests and feasibility of forming a West Valley Homeless Task Force

CMO PD/Fire/
Mental Health
Professionals/
Regional Partners
Progress Dept Status
No ac�vity to date other than CMO mee�ng with City of Palm Springs CMO each month.

Ongoing.

F-16 Implement a code compliance program that proac�vely iden�ﬁes and responds to code compliance complaints

X Dev Svcs All Departments
Progress Dept Status
The Code Compliance Division has established various teams with mission speciﬁc direc�ves. The “Red Team” was created to proac�vely iden�fy and address not only code compliance complaints but other city issues as well u�lizing the MyCathedralCity App. The Division iden�ﬁes at least one team member per shi� as the “Red T eam” lead to spend more �me proac�vely searching for these viola�ons.

DEV

SVCS/CODE
Ongoing.

F-17 Develop ini�a�ves to proac�vely monitor the City's commercial corridors to address visual blight and nuisance issues associated with vacant and underu�lized proper�es and non -compliant commercial strips and centers
X

Dev Svcs PW/Engin
Progress Dept Status
The Code Compliance Division has iden�ﬁed several oﬃcers with a specialized skillset to address commercial proper�es. Over the last year Oﬃcer Mar�nez has been the primary point of contact with many of our commercial areas and has choreographed signiﬁcant improvements in the 99Cent store and Cardenas parking areas.

DEV

SVCS/CODE

Ongoing.

F-18 Implement ini�a�ves iden�ﬁed in Ac�on 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
Progress Dept Status
The Code Compliance Division in the past several months has developed policy and procedure to con�nue to eﬀec�vely address blight and nuisance DEV

SVCS/CODE

Ongoing.

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41 • Ac�ons listed in blue are City Council strategic priori�es. • Completed Items
• Items delayed due to Tropical Storm Hilary

issues, including a formalized eight-step process for code oﬃcers to move cases to our legal team quickly.

F-19 Develop standard plans, streamlined processes and educa�onal materials that promotes ADU’s to increase housing produc�on X

Dev Svcs Econ Dev/COM
Progress Dept Status
Development Services brought an ordinance amendment to the City Council.

DEV SVCS Ordinance revision to bring ordinance in compliance with State law was approved on 12/13/23.

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Cathedral City City CouncilJanuary 27, 2024

Cathedral City City Council
January 27, 2024