Year One Update - February 14 2023 cc meeting v2 — Cathedral City City Council, February 14, 2024

CITY OF CATHEDRAL CITY
5 YEAR STRATEGIC PLAN

Revised and Updated
February 14, 2024

1 This page inten�onally le� blank.

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

3 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

5 GOALS AND OBJECTIVES

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

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
X X

CMO All Departments
Progress Dept Status
HR reviewing vendors such as CPS, Lincoln (EAP), PERMA and others for built in resources that can minimize staff burden.

CMO HR partnered with CPS to draft interview questions. Department Heads will no longer have to create questions. Will continue researching other resources.

ACM and Dev 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.

Finance is reviewing existing maintenance vendors to update contracts.

FIN Ongoing.

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
CMO
Progress Dept Status
City Council will come back to consider whether to propose a possible Charter amendment related to City Council
salaries in the 2026 Election.

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

Fire/HR

Progress Dept Status

7 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 departm ent 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 and implement 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.

Manage professional development program and bi -annual
review budget needs.

HR/Depar
tments
Ongoing. Will be reviewed with the next budget.

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.

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.

Ongoing - HR will continue to research programs and training opportunities. When opportunities are identified, they will be discussed with the Executive Team for feedback and buy - in.

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

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-5 Identify initiatives and establish programs which recognize and appreciate employee for performance, innovation, and efficiencies X CMO/HR All Departments

8 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 and Ongoing
Programs to recognize innovation. CMO/HR Work has not begun yet on this initiative.

A-6 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
• Father’s Day Paint/Lunch
• Holiday Secret Santa/Potluck
• Halloween Dress-up Day
• Hispanic Heritage Month/Potluck
• Hurricane Hilary Staff Appreciation
• Mother’s Day Paint/Lunch
2024 – Calendar of events in the works.
03/28/24 – Management Team Teambuilding event

HR/COM/
CMO
Ongoing.

A-7 Initiate a Class and Compensation Study to benchmark and proactively identify compensation issues which impact employee retention and employee attraction

Progress Dept Status
RFP in the works HR This project was temporarily on hold due to Hurricane Hillary. Staff will finalize the RFP and wait for approval to release it. Will include in the next biennial budget.

9 A-8 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
Bi-annual updates to the City Council CMO Provided City Council update on 8/23/23 and 1/27/24. Will be bringing revisions from strategic plan workshop to the City Council on 2/14/24 for adoption.

A-9 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 X CMO

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

A-10 Prepare a study session update on previous Council Adopted Goals over the past 5 years.

X
Progress Dept Status
Staﬀ to research prior goal se�ng documents and provide to the City Council for review and discussion.

CMO

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

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
X X

PW/Engin Finance
Progress Dept Status
Create an Electric Vehicle Transition plan as a module in the Climate Action Plan Update.

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 Request for Proposals within 90 days and will bring back for Council approval when qualified consultant is vetted. Development of the plan will take approximately 18 months.

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. Will include in the next biennial budget.

B-3 Develop and Implement a wilderness trail plan

X X PW/Engin/
Dev Svcs

Progress Dept Status
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. The RFP will provide a module with signage, access points and identify the infrastructure needed to complete Due to Tropical Storm Hillary expenditures, the Public Works

11 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. Will include in the next biennial budget.

B-4 Complete a dog park in the southern part of the City X X

PW/Engin

Progress Dept Status
Complete the design of the Downtown Dog Park and seek
funding for construction.

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-5 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.

Implement elements of the Chuperosa Lane plan as funding is identified or development occurs
ECON
DEV/PW
Small projects have been iden�ﬁed to be considered for use by Council district improvement funds.

B-6 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
Progress Dept Status
Explore expanded uses for the Library building. CMO Update Library lease agreement, identify what space needs exist for the library’s use and what space could be utilized for other purposes.

B-7 Communicate with residents to move parked vehicles on street sweeping day
X

COM PW/Engin
Progress Dept Status

12 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.

Review reverse 911/text messaging systems to
communicate to residents.

COM/IT
/CMO
Staff has completed seeing demos with three companies in December 2023 and January 2024 and will be getting quotes.

B-8 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-9 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.

Will include in the next biennial budget.

B-10 Develop a traﬃc calming plan with strategies for addressing loca�on speciﬁc speeding issues
X X

PW/Engin PD/Fire/Transit Agency

13 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.

Implement traffic calming plan PW/PD 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-11 City Council to support a measure to provide funding for parks and recrea�on services through the DRD and other resident priori�es including streets and enhanced Fire Department services 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.

Create proposed ballot language CMO City Council will support the measure and provide resources.

Consult with DRD to see what they would do to make ﬁelds accessible to T-ball
CMO
B-12 Complete construc�on of the Dream Home Park - 2025 X X

PW/Engin

Progress Dept Status
Secure funding for the construc�on not covered by the
grant.

ENG/PW The City Council appropriated addi�onal General Fund alloca�on to fully fund the park project.

B-13 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

14 and/or deferred as a result of the budget adjustments made 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.

Successfully pass a ballot measure to provide addi�onal funding for roads projects/PMP implementa�on.

CMO
B-14 Implement Recommenda�ons of 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).

Complete Phase 2 Will include in the next biennial budget.

B-15 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.

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-16 Develop and Implement 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 coordinate d with the Financial Services department.

Updated ﬂeet deprecia�on schedules to ensure
replacement (deprecia�on) costs were budgeted in the FY FIN Completed

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

2023/2024 & FY 2024/2025 biennial budget . Ensured ﬂeet is depreciated according to the City’s Fixed Asset Policy.

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 FY 2024/2025.

Once fully staﬀed, realign tasks to be a proac�ve procurement agent.

C-2 Help Councilmembers implement ideas to utilize district improvement budgets
X

CMO Finance
Progress Dept Status
The City Council was provided a list of suggested district projects.

CMO Individual Councilmember’s will work through the City Manager to facilitate the use of district funds.

C-3 Consider acquisi�on of an underu�lized site on Cathedral Canyon and work to ac�vate the site
X X

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

17 FIN/
CMO
Funding in the biennial 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. Addi�onal items will need to be considered in the next two biennial budgets.

C-5 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 w i t h C V E P t o 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-6 Update the Thousand Palms Fiscal Analysis X

Dev Svcs All Departments
Progress Dept Status
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-7 Upon comple�on of EnerGov Implementa�on, create an updated Development Resources Guide

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-8 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
Regular meetings are held within the Planning Division to track projects under review for land use entitlements and those in

DEV SVCS/
PLN
Ongoing. The City Council approved an Engineering Development Consultant to assist the Director with the flow of work through the

18 plan check. Applications are being updated including submittal requirements.

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-9 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

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

C-10 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
Risk Management Analyst started October 15, 2023.

Incumbent was Payroll Coordinator. Recru iting for Payroll replacement ongoing with projected start date of April 1, 2024.

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-11 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 (Nationwide 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.

20 C-12 Ini�ate a Small Business Roundtable or industry speciﬁc taskforces to iden�fy needs and support strategies
X X

Econ Dev

Progress Dept Status
Identifying and engaging individuals interested in
collaboration, best-practice sharing, and community building.

Working with and supporting existing associations (e.g., auto center).

ECON DEV 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 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. • Items delayed due to Tropical Storm Hilary

21 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
X X

IT All Departments
Progress Dept Status
IT Master Plan: Contracted with ClientFirst. CMO/IT Ongoing; Input was received from staff through a series of questionnaires and meetings to determine each department’s technology needs . Hardware and technology resources assessment completed. Individual interviews conducted with the City Council.

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

Once the plan is completed, staff will review the current budget to see what can be realigned with the plan. Future budgets will be prioritized based on the plan and available funding.

D-2 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
Created new implementation team, led by Enterprise Systems Analyst Matthew Levy and subject matter experts (SME) from planning, building, engineering, fire, and finance. Comple�on is slated for April 2024.

CMO/ IT
/BLDG
Stopped contract with Park Consul�ng and are using the funds to work directly with Tyler EnerGov implementer. Customer Self Service has launched with 11 online permits now available including garage sale permits, residen�al solar (15kw or less), expedited water heater, residen�al and commercial pool drain, residen�al pool altera�on, expedited main service panel changeout, expedited HVAC, expedited window/door, residen�al new pool/spa, expedited residen�al sewer connec�on, and expedited residen�al re-roof.

22 Staﬀ from all development related departments are mee�ng with IT , Finance, and the EnerGov implementer weekly to review current prac�ces, retool processes, and delete prac�ces that are no longer necessary.

D-3 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
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 and interfacing to the Tyler Munis EAM module. 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 platform to be use with GIS Enterprise solution for Public Safety and Community Development.

IT Completed and integrated with City Maps online.

23 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.

D-4 Improve workforce mobility and eﬃciency by u�lizing and suppor�ng advanced mobile devices
X X X IT All Departments
Progress Dept Status
Some devices have been deployed in the ﬁeld. 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-5 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
Upgrade and redesign Cathedralcity.gov website (Approved Budget)
IT/COM Project is restarting in February.

D-6 Review broadband solu�ons to create economic development incen�ves and opportuni�es and improve the accessibility and aﬀordability of reliable high-speed internet services

X 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/IT/PW
Staﬀ will bring a study session to the City Council to update on whether SIFI will be a viable op�on
Research other broadband solu�ons to ensure everyone has equitable access to internet connec�vity.

ECON

DEV/IT/PW

D-7 Implement innova�ve community-based Fire Preven�on programs regarding Drowning, Smoke Alarm Installa�on, Paramedic Services, Fall Preven�on, and CPR.

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 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

24 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

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, 2 nd 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
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

25 **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.

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.

26 D-8 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 Event “Binge and Purge” to iden�fy and purge records that are no 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 need 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 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 take 2024 to get through 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 tho se that don’t are destroyed freeing up storage space.

D-9 Work with the Historic Preservation Society to digitize and preserve historic photos and documents

X CMO
Progress Dept Status

D-10 Commission a survey of historic properties X CMO

27 Progress Dept Status
Will need to be included in the next biennial budget.

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

28 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 Fund a 2 -person ALS Medic Unit to beter respond to increasing demand for medical response

Fire HR
Progress Dept Status

E-2 Con�nue to explore and u�lize technology to promote public safety.

PD IT/PW/Engin/
Facili�es
Progress Dept Status
Dreams Homes Park Cameras IT IT provided equipment information to Engineering Dept.

E-3 Con�nue Police, Fire, and Expand Code Compliance engagement with the community
X

CODE Communica�ons/
Dev Svcs
Progress Dept Status
Code will be participating in the upcoming Dream Homes Community Park meeting and with HR on the upcoming Backpack give away event hosted by PD.

DEV SVCS/
CODE
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 host ed a Santa and Seniors event as well as a youth gift giveaway event.

PD Ongoing.

See D-7 Fire

29 E-4 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
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 January 2024 that applica�on
was forwarded to FEMA and we would be no�ﬁed as soon
as a decision was made.

E-5 Build community resiliency through implementa�on of community training programs, CERT training, and other
educa�onal outreach
X X

Fire/PD CMO
Progress Dept Status
The F ire Department has conducted two community preparedness presentation in English and Spanish with over 120 residents attending.

Fire Two CERT programs are scheduled for the Fall and Spring, one in English and one in Spanish. Additional 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.

E-6 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/FIN The Wellness and Safety Committee has been established.

The Fire 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 initiative. The Fire Chief is working with HR to develop 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.

30 E-7 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
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 t he City as well, promoting our public safety messaging, accomplishments, and programming to key stakeholders/residents.

PD/FIRE/
COM
Ongoing. See D-7
E-8 Iden�fy improvements and pursue grant funding to improve safety and connec�vity of non-motorized routes throughout the City X X

PW/Engin

Progress Dept Status
PW is always on the lookout for opportunities to enhance the City's ATP. PW Engineering staff most recently secured a SB 821 Grant to complete bicycle lane improvements along Whispering
Palms Trail (which will include traffic calming features) and segregated bicycle lanes on Perez Road. Work on the Project has been delayed due to Tropical Stor m 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.

Started construction of Cathedral Canyon bike East Palm Canyon Bike Lanes.

E-9 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-10 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

31 Progress Dept Status
Fix inoperable cameras. 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.

Develop writen protocols for repor�ng damaged or inoperable cameras.

IT/FAC/PD Formalize in a policy document the prac�ces in place between PD/IT/Facili�es to maintain cameras and report
any that are inoperable.

E-11 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.

Enhancing PW/Risk program. Public Works is working with Risk Management and Sedwick, Risk Management consultant, to formalize the
prac�ces in place and conﬁrm prac�ces are in compliance with State requirements. Comple�on within 12 months.

E-12 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.

PD/PW call out procedures. PW/PD Informal process already in place bet ween Police/Public Works/Facili�es. Staﬀ will work to document the process within 6 months.

E-13 Keep the City Council apprised of changes to the Code Enforcement program

X DEV SVCS/CODE
Progress Dept Status

32 Conduct a study session for the CC on the current status of Code Enforcement in the City including the use of volunteers.

DS/CODE General overview of the program and changes that have been made in the last year scheduled for February 2024.

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

33 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 Year
0-1
Year
1-2
Year
2-5
Lead/Co-Lead Support Partners
F-1 Develop comprehensive strategy to amend zoning code and update design guidelines, including an iden�ﬁca�on of what work City staﬀ can accomplish and what work op�mally should be contracted out, including: 1) development of objec�ve design standards i n response to new state housing laws; 2) overhaul of commercial zoning code; 3) substan�al update of design guidelines; 4) streamlining of development review processes; 5) implementa�on of Cathedral City General Plan and Housing Element goals, policies, and programs; and 5) con�nued implementa�on of new state legisla�on.

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. Staﬀ will seek a budget adjustment to fund

34 F-2 Priori�ze upda�ng the zoning code regarding residen�al parking and paving provisions; research and give recommenda�ons on enabling parking prohibi�ons in front of mailboxes.

X Dev Svcs/PW
Progress Dept Status
Educate residents regarding sidewalk horizontal clearance standards to ensure private mailboxes do not violate ADA accessibility requirements.

PW 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. Staff will schedule a study session with the City Council.

F-2 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-3 Develop and implement 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 X

COM/CMO

Progress Dept Status

35 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 area/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-4 Develop and implement a plan to improve and diversify methods to communicate with residents
X 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 Informador, to publish news article s a n d e ve n t p os t e r s i n one of the most popular Spanish newspapers in the
Coachella Valley.

F-5 Con�nually communicate with the public to inform the community of the City’s eﬀorts and expenditures on homelessness and how residents can par�cipate in solu�ons
X X 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.

36 Need to continually communicate.

F-6 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
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.

Pre-Approved ADU Plans
ADU Ordinance Update
F-7 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 X X CMO Econ Dev

37 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-8 Develop and implement an outreach strategy to determine if services are addressing the needs of our diverse community including families, re�rees, and Spanish speaking popula�on X X

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.

Updated eﬀorts with local Spanish-language media
F-9 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 internally and with external organiza�ons and stakeholders, including the CVAG Housing First Program.

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.

F-10 Establish a Cooling Center by June 2024. X X

CMO PD/Fire/
Mental Health
Professionals/
Regional Partners
Progress Dept Status

F-11 Implement a code compliance program that proac�vely iden�ﬁes and responds to code compliance complaints

X Dev Svcs All Departments
Progress Dept Status
• Manage code compliance open caseload with a target of 1,000 open cases to create more opportuni�es for proac�ve oﬃcer �me with a DEV

SVCS/CODE
Ongoing.

38 par�cular emphasis on visual blight along commercial corridors, including shopping cart enforcement, graﬃ� removal, and property maintenance.

Con�nue to conduct proac�ve enforcement of unlicensed sidewalk vendors.
• Increase code compliance par�cipa�on in the Abandoned Vehicle Authority (AVA) program.
• Develop and deploy pilot programs for the educa�on and enforcement of solid waste container regula�ons and street sweeping.

The Code Compliance Division in the past several months has developed policy and procedure to con�nue to eﬀec�vely address blight and nuisance issues, including a formalized eight-step process for code oﬃcers to move cases to our legal team quickly.

DEV

SVCS/CODE

Ongoing.

F-12 Develop and implement 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-13 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. Seek
funding to develop pre-approved plans.

F-14 Explore with Tribal Oﬃcials to hold an annual or bi-annual joint mee�ng or 2 x 2 mee�ngs

X CMO
Progress Dept Status

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

40 Completed Ini�a�ves – 2022-2023

Goal A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

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.

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
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).

IT Completed/Ongoing
Establish workers compensation criteria and guidelines to utilize staff with light duty limitations

X HR All Departments
Progress Dept Status
Policy issued. HR Completed.

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

41 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.

Goal B - COMMUNITY INVESTMENT

Develop an Electric V ehicle tr ansi�on plan to comply with upcoming s ta t e mandate and include considera�on of providing publicly accessible charging sta�ons
X X

PW/Engin Finance
Progress Dept Status
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.

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

PW/Engin

Progress Dept Status
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.

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

PW/Engin

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

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

PW/Engin

Progress Dept Status

42 Goal C - FISCAL STABILITY AND SUSTAINABILITY

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.

Allocate resources necessary to achieve the Council’s Goals and Vision X X X CMO All Departments Progress Dept Status
FIN/
CMO
Funding in the biennial 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 fun ding. The City Council 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 stored in their rear yards that will be removed prior to the wall installation.

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 stored in their rear yards that will be removed prior to the wall installation.

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

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.

Strengthen the Economic Development Team and remove op�onal tasks such as commission staﬃng to focus on core/essen�al du�es and provision of addi�onal resources.

X CMO/Econ Dev
Progress Dept Status
Economic Development has transitioned all Public Art Commission responsibilities to Assistant City Manager Anne Ambrose.

ECON DEV Complete.

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.

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.

44 Goal D – INNOVATION

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.

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.

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.

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.

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.

45 Goal E - SAFETY

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.

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.

Con�nue to explore and u�lize 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.

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
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.

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

IT Completed.

46 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.

Goal F - EMBRACING, INCLUSIVE COMMUNITY

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 where 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.

Work with Riverside County to locate the poten�al RUHS community health center in Cathedral City

Econ Dev

Progress Dept Status
Met with Riverside University Health System (RUHS) to discuss the 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 Medicaid 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 99,022 (City of Riverside) to 5,419 (City ECON DEV Complete. RUHS services are currently available to Cathedral City residents within exis�ng Palm Springs facili�es.

47 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 Desert 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 r eceiving any RUHS facili�es in the immediate future.

Cathedral City City CouncilFebruary 14, 2024

Cathedral City City Council
February 14, 2024