CITY OF CATHEDRAL CITY
FIVE-YEAR STRATEGIC PLAN
City Council Update
January 27, 2024
AGENDA
2 • Strategic Planning Overview
• Financial Overview
• Department Strategic Plan Updates
▪ City Manager's Office
▪ Human Resources
▪ City Clerk
▪ Communications
▪ IT
▪ Economic Development
▪ Financial Services
▪ Police
▪ Development Services
▪ Fire
▪ Public Works
• City Council Strategic Plan Update
• Council Comments and Discussion
• Public Comments
• Adjourn
STRATEGIC PLAN OVERVIEW
3 Understanding the
Context
Establishing a
Framework
Draft & Adopt
Strategic Plan Implementation
• Define outcomes
• Identify Issues and Priorities
Council Interviews
City Leadership Workshop
#1
• Community Survey
• City leadership team
tracks progress –
weekly meetings
• Added goals to City
Council staff reports
• City Council updates
• Adjust when needed
• Living Document
• Refine the vision and
values
• Develop goals
Council Workshop #2
City Leadership
Team
Workshop # 2
• Develop strategies and
actions
• Develop Draft Strategic
Plan
Council Workshop #2
City Leadership
Team Workshop # 3
City Council Adoption
4/12/23
December 2022 February 2023 April 2023 January 2024
STRATEGIC PLAN FRAMEWORK
4 Values
Our Shared Beliefs and Principles
VisionOur Desired Future
Mission Our Purpose
Moving Cathedral City Forward with Commitment, Pride and Excellence
Goal A Goal B Goal C Goal D Goal FGoal E
Objective Objective Objective Objective Objective Objective Action Action Action Action Action Action
Outcome Measures
Specific Methods
Specific Results
Statements of Direction
GOALS AND OBJECTIVES
5 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 B
COMMUNITY
INVESTMENT
GOAL C
FISCAL STABILITY AND
SUSTAINABILITY
GOAL D
INNOVATION
GOAL E
SAFETY
GOAL F
EMBRACING,
INCLUSIVE
COMMUNITY
Objective: Cathedral
City roads, gateways,
public spaces, and
other infrastructure are
well planned,
designed, constructed
and maintained.
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.
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.
Objective: Cathedral
City is safe for all who
live, work, visit, and
play in our 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.
FY 2023/2024
MID-YEAR FINANCIAL
REVIEW
IMPACT FROM TROPICAL STORM HILARY - INITIAL
7 • August 20 – Flooding and debris flow that inundated the Horizon St. neighborhood and other parts of the city. • City Council authorized $1.062m for initial clean up and $4.56m in debris removal $5,625,162 Total GF • At the November 8 City Council meeting, the Council approved a series of budget deferrals, cuts, or allocations to other appropriate funding sources to mitigate the impact to the budget. ▪ One-time cut of FY 2023/24 CalPERS and OPEB Payments $4,480,194 ▪ CIP and Park Improvement projects delayed or continued using restricted funds $2,011,896 $6,492,090 Reduction GF
• Budget additions were also authorized
▪ Dream Homes Park – cost overages (encumbered, to be spent in FY 24/25) $2,481,211 ▪ Insurance Premium Increases (GF) $ 832,640
▪ Insurance Premium – other funds ($42,455) $3,313,851 Additional GF • Road Improvements – Matching Funds moved from GF to other funding sources $1,568,000 Reprogrammed • Anticipated road repair costs = $16,868,683 with estimated $6,000,000 match $3,000,000 FY 2023/24 $3,000,000 FY 2024/25
IMPACT FROM TROPICAL STORM HILARY – LATEST
8 • Since November 8 City Council Meeting
▪ November 21 – FEMA Disaster Declaration
▪ December 7 – FEMA Applicant Briefing – hosted by CalOES and Riverside County in Indio ▪ December 20 – Submitted CalOES Disaster Application, an update to the original Initial Damage Estimate (IDE) submitted to Riverside County on August 24 ($16.8M+ updated to be $28.3M+) • CalOES Disaster Application – 19 Projects @ $28.3M+, comprised of:
▪ 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 • Reimbursement Formula:
▪ FEMA – 75%; for FHWA streets 88.53% if approved
▪ CalOES – 18.75% (75% of remaining 25%)
▪ City Match – 6.25% (25% of remaining 25%)
Bottom line - $1.77M estimated City Match if all projects approved through FEMA
IMPACT FROM TROPICAL STORM HILARY
9 • Projects identified in the Strategic Plan that did not have budget appropriations were recommended and approved to be deferred and reassessed in the future:
▪ Facilities Master Plan, Facilities Condition Assessment Implementation ▪ Facilities Master Plan (Phase II - Policies, Procedures) ▪ Annual Allocation to Facilities Fund (614)
▪ Equipment Replacement Fund (611) Allocation
▪ Entryway Monument Study
▪ IT Master Plan Recommendations
▪ Compensation and Classification Study
WHERE THE FUNDS COME FROM...
10 TAX REVENUES (THROUGH 12/31/23)
11 TAX REVENUE BREAKDOWN
12 TAX REVENUE TRENDS
13 HOW PROPERTY TAX DOLLARS ARE ALLOCATED
14 NINE REMAINING AGENCIES
15 LICENSES, PERMITS AND OTHER REVENUE SOURCES
16 LICENSES, PERMITS AND OTHER REVENUE TRENDS
17 TOTAL REVENUE
18 AND WHERE THEY GO...
19 GENERAL FUND APPROPRIATIONS
20 GENERAL FUND APPROPRIATIONS
21 PERSONNEL AND OPERATING EXPENDITURES
22 GENERAL FUND SUMMARY
23 GENERAL FUND REVENUE AND SPENDING
24 GENERAL FUND CURRENT BIENNIAL BUDGET PROJECTION
25 FY 2022/2023
Final
FY 2023/2024
Original Budget
FY 2023/2024
Amended Budget
FY 2024/2025
Budget
Beginning GF Balance $35,728,660 $39,276,888 $39,276,888 $33,803,318 Revenues 62,240,315 62,007,499 62,128,400 63,646,766
Expenditures 67,915,349 69,679,551 72,601,970 71,438,034 Operating Surplus / (Deficit) -5,675,034 -7,672,052 -10,473,570 -7,791,268 GF Balance (Available Cash) $30,053,626 $31,604,836 $28,803,318 $26,012,050 ARPA Revenue comprised of: 8,223,262 5,000,000 5,000,000 1,000,000 Rehiring Public Sector Staff 1,385,415 1,000,000 1,000,000 1,000,000 Supplemental Pay 836,963 - - -
Revenue Recovery 6,000,884 4,000,000 4,000,000 -
Surplus / (Deficit) $2,548,228 -$2,672,052 -$5,473,570 -$6,791,268 Ending GF Balance (Avail Cash) $39,276,888 $36,604,836 $33,803,318 $27,012,050 33% Fund Balance Reserve Policy 22,638,450 23,226,517 24,200,657 23,812,678 50% Target Fund Balance Policy 33,957,675 34,839,776 36,300,985 35,719,017 01/27/2024 Projected Fund Balance
Reserve 58% 53% 47% 38%
11/08/2023 Projected Fund Balance
Reserve 38% 33%
IMPACT FROM TROPICAL STORM HILARY – LATEST
26 • CalOES Disaster Application – 19 Projects @$28.3M+, comprised of:
• Reimbursement Formula:
▪ FEMA – 75%; for FHWA streets, then 88.53% if approved ▪ CalOES – 18.75% (75% of remaining 25%)
▪ City Match – 6.25% (25% of remaining 25%)
• 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 • Two Variable Projects – FHWA Streets
▪ Date Palm: Vista Chino to 30th Ave $5.6M
▪ Vista Chino: Date Palm to Panorama Rd $1.8M
Bottom line - $1.77M versus $6.0M estimate (Best Case Scenario) If not approved through FHWA, then won’t be approved by FEMA, then is $467,428 becomes$6.578 (Worst Case Scenario)
CITY MANAGER'S OFFICE
A goal without a plan is just a wish.
-Antoine de Saint-Exupéry
DISCUSSION QUESTIONS
28 Over the past year, what has your department accomplished that you and your team are most proud of? What factors contributed to your success?
▪ Resident Study Committee to assess revenue-generation measures. Recommendations presented to the City Council on 1/24/24.
▪ Established a staff Homeless Committee
▪ Review and update of the City’s 457 and 401a plans, reducing fees to staff and improving investment options.
Implementation to be completed in February.
▪ EnerGov Implementation – well underway with first online permit applications available for residential solar, residential and commercial pool drain, and garage sale permits.
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? ▪ Tropical Storm Hilary
DISCUSSION QUESTIONS
29 • 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? ▪ Key initiatives as prioritized by the City Council in the five-year strategic plan and as amended. ▪ Educational outreach on sales tax measure
▪ Furthering efforts to ensure development review processes are predictable, facilitative and online.
HUMAN RESOURCES
Culture eats strategy for breakfast.
– Peter Drucker
HUMAN RESOURCES
31 • Over the past year, what has your department accomplished that you and your team are most proud of? What factors contributed to your success?
▪ Management of the 41recruitment processes, resulting in a positive impact on the city’s overall performance ▪ Automated onboarding, making it user-friendly and consistent ▪ Assisted in the development of the Ambulance Operator Career Path program ▪ Increased efficiency and HR Technology (HRIS, Neo-Gov, TrakStar, TargetSolutions) ▪ Managed multiple complex Workers’ Compensation caseloads ▪ Offboarded 39 employees
▪ Coordinated multiple Employee Recognition events
▪ Coordinated with the Unions to implement a timekeeping system for ALL non-exempt employees ▪ Negotiations for AFSCME, CCPFA and CCFMA
▪ Implemented Focus Group meetings for new hires
• Contributing factors:
▪ Experienced Team
▪ Team collaboration with other departments
HUMAN RESOURCES
32 • 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? • Internal Factors
▪ Leadership development
▪ Flex Schedule
▪ Technology savvy – full utilization of available technology • External Factors
▪ Appealing to the Five Generations in the Workforce
• Key Initiatives for 2024
▪ Diversity, equity, and inclusion (DEI)
▪ Class & Comp Study (currently deferred due to Tropical Storm Hilary)
CITY CLERK
If you say yes to everything,
nothing will get done. -Unknown
CITY CLERK
34 • Strategic Plan Accomplishments:
▪ Implemented a new Public Records Request Portal that is more user friendly and improves access to public records and automates the process to request and search public records. ▪ In conjunction with the IT Department, The Laserfiche version/license was upgraded to an Enterprise License(Approved FY 2023/2024 Budget). The version/license that the City had was very limited. The Enterprise License will now allow for unlimited users and web searches in order to improve access to public records and information.
• Noted Accomplishments for 2023:
▪ Received and processed 587 Public Records Requests
▪ Compiled and published 69 City Council and Commission/Committee agendas and packets. ▪ Implemented an Electronic Signature Policy
▪ Held the City-Wide "Binge and Purge" event to clean-up files and office space. This will likely be an annual event.
▪ Began the implementation of the new Agenda Management program and City-wide Records Management Program.
▪ Began the implementation of the Committee Management Program.
CITY CLERK
35 • Factors for Success of Accomplishments and Initiatives:
▪ Support of leadership
▪ Utilizing the experience of the City team
▪ Teamwork within the department
▪ Collaboration with other departments and the willingness to work together as a team for the greater good of the City.
▪ The resourcefulness of staff
• Factors for Challenges to complete Initiatives and Projects:
▪ Limited resources, staff and time
▪ Daily interruptions
▪ The Department has regular functions that are required to be completed on a regular basis, this can prolong the completion of special projects and initiatives.
CITY CLERK
36 • Initiatives for 2024
▪ Complete implementation of the updated Agenda Management/Voting platform – April, 2024 ▪ Continue progress on full implementation of the 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.
▪ Update records retention schedules
▪ Implement Committee Management Program (part of the Granicus Suite) to automate the management of the Commissions/Committees and the application process. ▪ Review available solutions to automate the electronic filing of the Fair Political Practices and Form 700 forms.
▪ Conduct the November 2024 Election.
COMMUNICATIONS AND
SPECIAL EVENTS
Communication and communication strategy
is not just part of the game – it is the game.
–Oscar Munoz
COMMUNICATIONS & SPECIAL EVENTS
38 • Strategic Plan Accomplishments:
▪ Implemented a new calendar system for amphitheater bookings and made significant improvements to the events calendar at DiscoverCathedralCity.com.
▪ Increased the City's partnership with El Informador (the most widespread Spanish print publication in the Coachella Valley) to diversify our communication methods and provide listings in Spanish about job postings, key news, city events, etc. ▪ Staff continues to promote new and existing community events on the website, social media, video production and both our fall and spring mailers. This includes the addition of several third -party events and the Taste & Sounds of Cathedral City dinner series rolling out in Feb. 2024.
• Noted Accomplishments for 2023:
▪ City of Cathedral City saw record attendance for Taste of Jalisco (Feb. 2023), Sunday Bed Races at Cathedral City LGBT Days (March 2023), and SnowFest at North Pole Village (Dec. 2023). ▪ Visit Greater Palm Springs honored the Cathedral City Hot Air Balloon Festival with the Palm Award for Visitor Experience on Monday, Oct. 30, 2023.
▪ City leadership and staff across multiple departments (including Communications & Events) were recognized at the 25th Annual Peace Officer and Public Safety Award Luncheon for our response to Tropical Storm Hilary. ▪ Revamped the look and design of the City's weekly newsletter, now called Discover Digest.
COMMUNICATIONS & SPECIAL EVENTS
39 • Factors for Success of Accomplishments and Initiatives:
▪ Public Works, Facilities, CCPD, CCFD, IT, and many others continue to play anintegral role in the success of our signature events. This collaboration continued to improve/strengthen in 2023 as new staff began to settle into assigned roles.
▪ Overall teamwork and selflessness across multiple departments, particularly during Tropical Storm Hilary.
▪ Continued positive relationships/partnerships with third-party vendors and contractors that help workflow become more efficient and allow the Communications & Events Manger to focus on Strategic Plan initiatives.
• Challenges to complete Initiatives and Projects:
▪ Limited resources, staffing and time to execute key initiatives and daily punch list items. ▪ The Communications side and Events side continue to be two different jobs with significant responsibilities rolled into one position (Events & Recreation Coordinator should help). ▪ BOTH AN OPPORTUNITY/CHALLENGE: As the City continues to grow and new events and projects are created, there's a lot more ground to cover related to marketing and promotion in 2024 and beyond. This is a challenge with limited staffing and resources.
COMMUNICATIONS & SPECIAL EVENTS
40 • Initiatives for 2024
▪ Communication & Events is working on a marketing document that can be sent out to prospective agencies and event companies in the Coachella Valley (and beyond) to showcase all city venues, particularly those in Downtown Cathedral City.
▪ Staff is also working with location scouts to promote the amphitheater as a destination venue for events and has seen a steady increase in third-party applications, not just in the amphitheater, but Avenida Lalo Guerrero, Town Square Park, Festival Lawn, and the breezeway area/steps at Civic Center Plaza.
▪ The Communications & Events Manager is in the process of developing a strategy/comprehensive plan related to diversified methods of outreach. This will include scientific surveys to help staff better prioritize where residents get their news/information.
▪ Staff is also working on improved wayfinding signage and visual enhancements toDowntown. This includes priorities like new banners along Avenida Lalo Guerrero,new concessions & restrooms LED signage in the amphitheater (installed in Jan. 2024), etc. We're also looking into digital signage at some of our walking kiosks near City Hall and the Mary Pickford Theatre, as the static displays wash out quickly due to harsh sunlight.
INFORMATION TECHNOLOGY
There is nothing so useless as doing
efficiently that which should not be done at
all. — Peter Drucker
INFORMATION TECHNOLOGY
42 • Key Accomplishments for 2023
▪ Initiated the IT Master Plan and City-wide technology assessment. ▪ Improve GIS mapping services
▪ Improve Desktop Management and Endpoint Security
▪ Upgraded Server Infrastructure
▪ Upgraded backups for Disaster Recovery
▪ Upgraded Document Management System
▪ Jumpstart EnerGov Implementation
▪ Automated access controls at Amphitheater
• Factors Contributing to Success
▪ Leadership support for the projects
▪ Knowledgeable staff
▪ Resourcefulness – collaboration, research, creative, problem solving, innovative thinking
INFORMATION TECHNOLOGY
43 • Challenges
▪ Emerging Technologies
▪ Keeping up with technology
▪ Fostering innovation and organizational cultural change ▪ Training
▪ IT staff training
▪ End user training
▪ Limited Resources: time, staff, budget constraints
▪ IT/Cyber Security
INFORMATION TECHNOLOGY
44 • Initiatives for the next 12 months
▪ Implement IT Master Plan Initiatives – as budget allows ▪ Fully deploy Customer Self Service online services, EnerGov, and kiosk machines ▪ Upgrade voting, web steaming, agenda management systems ▪ Cathedralcity.gov upgrade
▪ Continue improving endpoint management and cyber security ▪ Continue improving GIS mapping solutions
▪ Laserfiche document management assessment
▪ Technology training
▪ Full deployment of SharePoint
▪ Continue improving server and network infrastructure
▪ Continue improving Council Chambers Audio/Video technology
ECONOMIC DEVELOPMENT
A satisfied customer is the best business
strategy of all. — Michael LeBoeuf
ECONOMIC DEVELOPMENT
46 • Significant accomplishments over the past year include:
▪ Implemented an updated Development Impact Fee schedule: Estimated annual fiscal impact:
$700,000/year of additional annual DIF fee revenue.
▪ Closed escrow and begun site workon 13.5 acres.
▪ Engaged a boutique hotel and limited-service hotel interested in developing within Downtown. ▪ Top ten grocery store is under contract on a key Date Palm Drive location. ▪ Rebuilt the City/Auto Center relationship.
▪ Sparked material interest from accomplished developers within North City specific plans. ▪ College of the Desert is moving forward withRoadrunner Motors. • Contributing factors:
▪ Strategic focus.
▪ Teamwork.
▪ Creative thinking and persistence.
ECONOMIC DEVELOPMENT
47 • Biggest Internal Challenges:
▪ Limited departmental funding.
▪ One staff member levels limit number of economic development initiatives simultaneously undertaken. • Biggest Internal/External Opportunities:
▪ Proactive and responsive Development Services Team.
▪ Development potential ofkey Downtown parcels.
▪ Continued execution of the Economic Development Strategic Plan. ▪ Improve City branding and marketing by increasingCommunications Department partnership. ▪ Improve Cathedral City Economic Development websitefunctionality. ▪ Partner with the Development Services Department to marketstreamlined entitlement process. ▪ Increase time spent on business attraction, retention, and expansion (BARE) activities. ▪ Build community support forChuperosa Lane.
ECONOMIC DEVELOPMENT
48 • 2024 Key initiatives:
▪ Update and continue implementing the Economic Development strategic plan. ▪ Development of vacant parcels along Downtown, Date Palm Drive, and North City. ▪ Increase existing businesses engagement, support, and outreach. ▪ Decrease sales tax revenue leakageby improvingbusiness and community cohesion. ▪ Build on Development Services and Economic Development Departmentalcollaboration. • Strategic Plan Modification:
▪ Strategic Plan Goal C-8: Strengthen Economic Development Team: Increasing the size of the EDD team is important. Creating objective design standards within the MXC zoning district is vital.
EDD is working with DSD to create ODS and may need to use some EDD staff funding. ▪ Strategic Plan Goal C-11: Development Services Guide:Finalizing a Development Services Guide is best accomplished after the new ERP is implemented.
▪ Strategic Plan Goal F-9: Obtain Cathedral City RUHS facility: No available RUHS funding.
FINANCIAL SERVICES
A vision is not just a picture of what could
be; it is an appeal to our better selves, a
call to become something more.
- Rosabeth Moss Kanter
FINANCE
50 • Over the past year, what has your department accomplished that you and your team are most proud of?
▪ FY 2023/2024 and 2024/2025 Biennial Budget
▪ FY 2022/2023 Annual Comprehensive Financial Report
▪ Paying our PEOPLE and our VENDORS
▪ Successful submission throughout the year of all external financial reporting • What factors contributed to your success?
▪ Finance team growth and teamwork – where needed, everyone has a role that makes us successful. ▪ Leveraging and increasing the functionality of our Enterprise Resource Planning (ERP) system, Tyler Munis and the associated applications,to include training department/division POCs
FINANCE
51 • What has challenged your department the most?
▪ People
▪ Losing an administrative staff member
▪ Mishap with first risk analyst
▪ Changes, e.g, a new Government Account Standards Board (GASB) pronouncement • What were the biggest internal or external factors that impeded your department from achieving your goals and objectives?
▪ Time / Deadlines
▪ People
▪ Backup Support
FINANCE
52 • What key initiatives will be the focus of your department over the next year? ▪ Risk Implementation
▪ Purchasing Implementation
▪ Grants Implementation
• Do they still align with the goals/objectives outlined in the Strategic Plan or do they need to shift? ▪ Finance is moving forward with our plan, i.e., train staff, shift responsibilities to provide depth and succession planning
• If change is proposed, what is the proposed change and timeline for implementation? ▪ N/A
FACILITIES
53 • Over the past year, what has your department accomplished that you and your team are most proud of?
▪ Facilities Master Plan Phase I, including the Facilities Condition Assessment (FCA) of the 18 identified City facilities
▪ Flooring, Windows, Painting, Heating and A/C upgrades ▪ Our new Facilities Manager being able to uncover the nuances and the idiosyncrasies ▪ Identifying facilities maintenance vendors requiring changeout • What factors contributed to your success?
▪ Tracking work orders- average 1,500 work annually
▪ Identifying repeat issues/business
FACILITIES
54 • What has challenged your department the most?
▪ Securing services in the post-COVID era
▪ Increasing costs
• What were the biggest internal or external factors that impeded your department from achieving your goals and objectives?
▪ Customer Needs
▪ Prioritizing Work Orders
FACILITIES
55 • What key initiatives will be the focus of your department over the next year? ▪ Fountain - Completed not later than May 1st
▪ Risk inventory
▪ Near-term fixes
▪ Long-term repairs
• Do they still align with the goals/objectives outlined in the Strategic Plan or do they need to shift? ▪ Yes
• If change is proposed, what is the proposed change and timeline for implementation? ▪ N/A
POLICE
Strategy without tactics is the slowest route
to victory. Tactics without strategy is the
noise before defeat. - Sun Tzu
POLICE DEPARTMENT
57 • Over the past year, what has your department accomplished that you and your team are most proud of? What factors contributed to your success?
▪ Implementation and integration of the PSEC (Public Safety Enterprise Communication) radio platform.
▪ CCPD went live with PSEC on 4-20-2023.
▪ This established radio communication interoperability county-wide. ▪ PSEC proved invaluable during Tropical Storm Hilary.
▪ ERICA radios went down during the storm.
• Increased staffing in the Detective Bureau
▪ The Detective Bureau solved the cold case homicide of Ramon Diaz from 2018. ▪ The Detective Bureau continues to focus on gang issues in the community. • Re-establishing a Traffic Bureau
▪ A Sergeant and three Motor Officers went into service in August 2023.
POLICE DEPARTMENT
58 • Community Events and support
• The Police Department hosted and/or attended 38 community related events in 2023. ▪ These events included City sponsored events as well as department-initiated community events ▪ Taste of Jalisco, LGBT Days, Balloon Festival, Spooktacular etc. ▪ Held Neighborhood Watch meetings in several neighborhoods. ▪ Back to School Backpack give-away event.
▪ Active Shooter presentations at Boys and Girls Club.
▪ Produced a series of crime prevention and informational videos for the community. ▪ Dinner with Patsi events.
▪ Video Game competition with high school students.
▪ Shop with a Cop.
▪ Santa with Seniors event in partnership with the Cathedral City Senior Center. ▪ Holiday gift give-away to community youth.
POLICE DEPARTMENT
59 • 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? ▪ Personnel Issues and long-term absences were our biggest challenge in 2023. ▪ Myself and the Commanders spent a majority of 2023 navigating significant internal and external personnel issues and long-term absences which created devoting a significant amount of time to resolving these personnel matters.
▪ These personnel issues and absences presented a significant staffing issue which required employees to assume additional duties to maintain the good working order of the department. ▪ Despite these personnel challenges and absences, the Police Department achieved their goals and objectives.
POLICE DEPARTMENT
60 • 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? • Succession Planning
▪ Preparing personnel for upcoming retirements which will create future promotional opportunities through mentoring, training and placing personnel in acting supervisory and management roles. • Hiring and Retention
▪ Maintaining a fully staffed Police Department.
• Technology
▪ Continue to assess technological changes and needs of the Department. • Community Engagement
▪ Continue our on-going efforts to engage with our community.
DEVELOPMENT SERVICES
Planning is bringing the future into the
present so that you can do something
about it now. - Alan Lakein
DEVELOPMENT SERVICES
62 • Significant accomplishments over the past year include:
▪ Successful recruitment of multiple key positions, including director, deputy director, code compliance manager, and building official, creating a culture shift within the department. ▪ Efforts across the department have renewed focus on customer serviceand the greater facilitation of development, including the introduction of OTC Thursday!,increasing the frequency of DSC meetings,routing plans earlier in the entitlement process, and strategically using consultant resourcesto augment staff resources. ▪ Housing Element certification.
▪ Standardization of policies and procedures in the Code Compliance Division to more effectively manage case load, improving responsiveness to the community.
▪ Municipal Code amendments responding to new state legislation, includingAssembly Bill (AB) 1236 and AB 970 (electric vehicle charging stations); Senate Bill (SB) 897 , SB 976, and AB 2221 (ADUs); and AB 2234 (post- entitlement permit streamlining).
▪ Designation of Agnes Pelton Home and Studio as a historic property. • Contributing factors:
▪ Staff and contract resources.
▪ Alignment with other departments and the CMO.
DEVELOPMENT SERVICES
63 Biggest Internal Challenges:
▪ Capacity. The department was inhibited in fully realizing its goals the prior year due to staff capacity, both in response to significant staff turnover and the need to continue to dedicate time and resources to state mandates and new state legislation. The department anticipates that it will be fully staffed in early 2024, although continued turnover is inevitable. There are numerous bills that the department still needs to process while also prioritizing other work.
▪ Obsolete zoning code and design guidelines.
▪ Absence of digital submission and electronic plan review / permitting solution. ▪ Lack of a development resource guide, includingsubmittal and content requirements for entitlement applications.
Biggest Internal/External Opportunities:
▪ Use of contract resources. This has proven to be effective as a measure to augment staffing in planning and building.
▪ Standardization of code compliance case management.
DEVELOPMENT SERVICES
64 • 2024 Key initiatives:
▪ Support for the implementation and redeployment of EnerGov. Go digital from the inception of an application is submitted to the time its approved.
▪ Completion of development resource guide in conjunction with other departments. ▪ Repeal obsolete specific plans.
▪ Development of comprehensive strategy to amend zoning code and update design guidelines and identify a split / share assignment of work to City staff versus what optimally should be contracted out. Major focal areas include: 1) development of objective design standards in response to new state housing laws; 2) overhaul of commercial zoning code; 3) substantial update of design guidelines; 4) streamlining of development review processes; and 5)continued implementation of new state legislation.
▪ Issue building services RFP for on-call plan check and inspection services. ▪ Continued development of code compliance policies and procedures, maximizing the effort of City staff before turning prioritized cases over to legal. Evaluate code compliance legal services to maximize ROI from legal budget. Develop safety standards and training for code enforcement officers in compliance with SB 296.
DEVELOPMENT SERVICES
65 • Strategic Plan Modification:
▪ Action F-1- Complete the comprehensive update of the Cathedral City Municipal Code with initial emphasis on Chapter 9 (zoning ) and Chapter 5 (business regulations). This is a substantial undertaking, particularly with the dedication of staff resources to the EnerGov redeployment through mid-2024, the onboarding of new planning staff, and the ongoing need to continue to implement new state legislation, all while performing development review at a level that is responsive to the development community.Supplemental resources are likely needed and the timeframe for completion likely will see work continuethrough 2025. For 2024, staff will create a work plan identifying a strategy to complete this goal, including what work can reasonablybe completed by City staff and what will require contract support. Staff will prioritize code amendments necessary to be compliant with state law and those that can be performed without additional resources. For those that require contract support, staff will create a detailed scope of work and seek funding opportunities. If a grant funding source is not available, this will be programmed into a future budget request.
Indio – Unified Development Code - $450,000, 1.5 FTEs, 2 years Palm Desert – Objective Design Standards - $150,000, 1.0 FTEs Palm Springs – RFP in process for zoning code update
DEVELOPMENT SERVICES
66 • Strategic Plan Modification:
▪ Action F-19 - Develop standard plans, streamlined processes and educational materials that promotes ADUs to increase housing production.Pursuant to AB 1332, the City must develop a program for the preapproval of accessory dwelling unit plans by January 1, 2025. This would mean that a contractor could seek the pre-approval of a set of ADU plans through the City and the City would post the preapproved ADU plans and the contact information of the applicant on its website.
This is in the work plan for 2024.
The City could, additionally, develop its own pre-approved ADU plans for use at no cost to City residents, like what Desert Hot Springs has done, although this program would likely take 12 to 18 months to develop and would cost approximately $150,000. There is no budget to perform this work.
FIRE
Without a strategy, execution is aimless.
Without execution, strategy is useless.
- Morris Chang
FIRE DEPARTMENT
68 • Over the past year, what has your department accomplished that you and your team are most proud of? What factors contributed to your success?
▪ 3 Firefighter academies.
▪ 9 Firefighters hired.
▪ 1,512 hours of training (Instructors are not included but they are included in the annual totals.) ▪ 5 Ambulance Operator academies.
▪ 12 Ambulance Operators hired.
▪ 780 hours of training (Instructors are not included but they are included in the annual totals.) ▪ 33% of full-time AO’s have been hired to full time Firefighter positions (Ramirez, Corado, Robinson-Herdt).
▪ 2 have been sent to a state-certified fire academy by CCFD. ▪ This was possible through the collaboration of Human Resources, Police and Fire Department to decrease recruitment and hiring processes in ½ to 30-45 days. ▪ Decreased mandatory and voluntary overtime by Fire Captains, Engineers, and Firefighters by 29%, 15% and 27% respectively.
FIRE DEPARTMENT
69 ▪ PP-GEMT IGT - We identified some inefficiencies in our billing and processing of patient accounts and have increased our reimbursement rate from 70% of all calls to 90%. I believe we will cover all ambulance costs including staffing by the end of this year. Added a third ambulance, we have also seen an increase in the number of transports to the hospital, which has also increased our reimbursement by $500,000 this calendar year. There is a scheduled increase of 8.6% in the PP- GEMT IGT program for 2024.
▪ Fire Prevention/Fire Marshal -. The fire marshal is working to fully integrate EnerGov/EPL into the Fire Prevention process. The fire marshal is also conducting a work analysis of the fire inspector and identifying strengths and weaknesses. Fire personnel will start conducting community fire inspections around March of 2024 to better familiarize themselves with changes in building, construction, and business familiarization.
FIRE DEPARTMENT
70 ▪ Community Events - Throughout the year we have actively engaged with our community through various events including Battle of the Badges, Taste of Jalisco, the Pancake Breakfast, Senior Center gift giveaway and breakfast, Boys and Girls club gift giveaway to name just a few. ▪ Community Risk Reduction - In addition to our regular community events, we have held 3 disaster preparedness classes in English and Spanish with 2 additional courses scheduled for 2024, 2 CERT courses with an additional course scheduled in 2024, 1 Stop the Bleed course with 2 additional courses scheduled for 2024, 1 fall prevention course with 2 additional courses scheduled, and 2 CPR courses and 2 courses scheduled.
FIRE DEPARTMENT
71 • 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? ▪ Succession Planning - Of our 53 Firefighters and Ambulance Operators we have 9 personnel with 10 years or more.
We will need to gain experience through training.
▪ Training - With the many new personnel we have dedicated a significant amount of time and resources to training, accumulating a total of 27,000 training hours. This commitment to continuous learning, training, and testing ensures that our personnel are well-prepared to handle any situation that comes their way and will be a continuous investment of time and resources for years to come. We have completed over 21,000 hours of training during this calendar year.
All supervisors and managers have been enrolled in an HR certificate program. I have established a list of minimum qualifications for all ranks and have started this training but will take 2-3 years to complete. Training has been neglected for many years and won’t be fixed quickly.
▪ Probationary employees -We now have 28 of our 54 total personnel on probation. This will create an increased cost and need to focus on their development over the next 1 to 3 years until they gain much needed experience.
FIRE DEPARTMENT
72 • 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? ▪ Measurables and standards or KPI - With the addition of an Analyst position we are working on integrating multiple platforms so that we can create a weekly and monthly dashboard to measure the following areas. The goal is to create a real time process so we can spot problem areas immediately. The second part of this create accountability amongst personnel for the following: Response time, Turn out time, drug and controlled substance log, vehicle maintenance logs, unit utilization, shift trades, vacation hours ,sick leave utilization, daily unit log checks, probationary testing process, manipulative skills, community event integrations, prevention inspections
▪ Update and add department policies - This is an area that needs to be addressed as soon as possible.
There are many outdated policies and new policies that need to be added to the department. This will take a large portion of the year.
FIRE DEPARTMENT
73 ▪ Complete the accreditation process-the Fire Department strategic plan is complete. We are in the final stages of the standards and coverage. Once both documents are completed and submitted to the Center for Public Safety Excellence the site visit will be set up for proctors to come and visit Cathedral City fire. Within 60 days after the site visit accreditation will take place. ▪ Complete emergency operations plan and local hazard mitigation plan ▪ Deputy Chief - Get position on-board and up to speed
▪ Cadet Program-we have had multiple meetings with Palm Springs Unified School District/Cathedral City High School - we will be conducting 4 informational sessions to gauge interest in the cadet program.
- Vincent van gogh
PUBLIC WORKS
Someone is sitting in the shade today
because someone planted a tree a long
time ago. — Warren Buffett
PUBLIC WORKS - ENGINEERING
75 • Over the past year, what has your department accomplished that you and your team are most proud of?
▪ Most of all, the immediate shifting ofthe Engineering Division's priorities to respond to Tropical Storm Hilary, especially during and afterthe storm including the necessary budget revisions. ▪ Competing the 2023 City Wide Paving Projects, Via De Anza Sidewalk Project – Phase II, the 2023 Spring Reas Projects, the Date Palm Drive Paving Project and having the PMP completed with all the Cities public roadways assessed and inputted into the Program. • What factors contributed to your success?
▪ Having a competent Engineering staff, with vacancies being filled as the year progressed, and the ability to hire key consultants that fill ourstaffing voids.
PUBLIC WORKS - ENGINEERING
76 • What has challenged your department the most?
▪ As usual, working though bigger government timelines to gain grant approvals, increased requirements for environmental clearances and available budget. • What were the biggest internal or external factors that impeded your department from achieving your goals and objectives?
▪ Internally: The availability of budget funding to increase the City's overall roadway PCI. ▪ Externally: Finding the right people to support the Engineering Division's development support, which took a while. A team of Staff and Consultants was put together to move usin the right direction to create a predictable development process for developers.
PUBLIC WORKS - ENGINEERING
77 • What key initiatives will be the focus of your department over the next year? ▪ First focus is moving to complete the necessary repairs needed due to Tropical Storm Hilary. ▪ This includes (and working with CalOES and FEMA):
▪ Repairs to Date Palm Drive with drainage at the Los Gatos intersection location. ▪ Rehabilitations to Vista Chino, Horizon, Avenida La Paz and Adelina Drive. ▪ The next focus is working with the available budget, using the PMP, to determine ournext City paving and grant participation goals.
▪ Complete the Dream HomesPark.
▪ Continue full press effort on completingVarner Road, with Project partners. • Do they still align with the goals/objectives outlined in the Strategic Plan or do they need to shift? ▪ All the above goals align with current Strategic Plan overall objectives. • If change is proposed, what is the proposed change and timeline for implementation? ▪ The changes to the Strategic Plan will be to the timelines for individual projects completion, due to Tropical Storm Hilary impact on Staff time and budget. Estimates are this will push back some construction projects timelines back at least a year to a year and a half.
PUBLIC WORKS - MAINTENANCE
78 • Over the past year, what has your department accomplished that you and your team are most proud of?
▪ First, the immediate shifting ofthe Public Works Maintenance Division's priorities to respond to Tropical Storm Hilary, especially before, during and afterthe storm. ▪ The park upgrades/renovations at Dennis Keat Soccer Park, Panorama Park, Century Park and Ocotillo Park.
▪ The installation of +50 shade trees on walking paths along Landau Blvd., 30th Ave.,Davall Drive, Santoro Drive and various parks.
▪ Water conservation projects beautifying median/parkwayson Dinah Shore Drive and East Palm Canyon Drive.
▪ Upgrade of 3 crosswalks with new flashingsigns at Converse Road, Victoria Drive and Avenida La Paz.
▪ Roll out of Fuel Management System.
• What factors contributed to your success?
▪ Maintaining Staffing levels and the available budget.
PUBLIC WORKS - MAINTENANCE
79 • What has challenged your department the most?
▪ Most of all, the immediate shifting of all the Public Works Maintenance Division's resources to respond to TropicalStorm Hilary, especially before, during and afterthe storm. ▪ Additionally, more frequentsmaller rainstorms and multiple stronger windstorms that required the immediate mobilization of crews,on duty and/or after hours, to respond tobarricading and/or cleanup.
• What were the biggest internal or external factors that impeded your department from achieving your goals and objectives?
▪ Internal: The available personnel to manage the emergency events (rain, flood and blow sand), while continuing with required scheduled general maintenance and day to day duties. ▪ External: Stretched in resources budget.
PUBLIC WORKS - MAINTENANCE
80 • What key initiatives will be the focus of your department over the next year? ▪ Continue developing a Standard Operating Procedure (SOP) to establish Public Works Maintenance emergency response protocols in responding to call outs for flooding and blow sand events. ▪ Continue developing the SOP for regular City park inspections, includingplaying fields and equipment condition, to ensure these are maintained and fully functional. ▪ Working withRisk Management Division and available consulting resources (Sedgewick) on SOPs for park inspections, process, forms and Staff training. ▪ Update the Climate Action Plan and include a City-Wide Electric Vehicle (EV) ChargingPlan module.
• Do they still align with the goals/objectives outlined in the Strategic Plan or do they need to shift? ▪ All the above goals align with current Strategic Plan overall objectives. • If change is proposed, what is the proposed change and timeline for implementation? ▪ The changes to the Strategic Plan will be to the timelines for individual projects completion, dueto Tropical Storm Hilary impact on Staff time and budget. Estimates are this will push backsome of the SOP projects timelines back at least an additional 6 months.
CITY COUNCIL
Strategic planning is worthless – unless
there is first a strategic vision.
– John Naisbitt
CITY COUNCIL DISCUSSION QUESTIONS
82 • Over the past year, what have you accomplished, as a Councilmember, that you are most proud of? What has the City accomplished that brings you the greatest pride? • What has challenged you the most? What were the biggest internal or external factors that impeded you or the City achieving from achieving our goals and objectives? • What key initiatives would you like staff to focus on 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, are there current objectives that should be delayed or postponed or are no longer a priority?
DISCUSSION
83 PUBLIC COMMENTS
84