Agenda packet — Cathedral City City Council, July 24, 2024 (part 1 of 2)

CITY COUNCIL
AGENDA

Study Session 3:00 p.m.

Regular Meeting 5:30 p.m.

Wednesday, July 24, 2024

City Council Chambers
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234

MAYOR
Mark Carnevale

CITY COUNCIL MEMBERS

Mayor Pro Tem
Nancy Ross

Councilmember
Ernesto Gutierrez

Councilmember
Raymond Gregory

Councilmember
Rita Lamb

STUDY SESSION 3:00PM

• CALL TO ORDER

• ROLL CALL

• AGENDA FINALIZATION

At this time the City Council may announce any items being pulled from the agenda or continued to another date.

1. Public Comments

This is the opportunity for members of the public to comment on any items not appearing on the regular agenda. Because of restrictions contained in California Law, the City Council may not discuss or act on any item not on the agenda but may briefly respond to statements made or ask a question for clarification. The Mayor may also request a brief response from staff to questions raised during public comment or may request a matter be agendized for a future meeting. Public Comment will be limited to three (3) minutes.

2. STUDY SESSION

A. IT Master Plan Update
Recommendation: This is a presentation only, no formal action will be taken.

B. Vacant and Abandoned Building Ordinance
Recommendation: This item is presented to the City Council for discussion and comments. The City Council may direct staff to bring back the draft ordinance for further discussion at a future study session or to revise the draft ordinance for consideration at a future public hearing.

3. CLOSED SESSION

A. Conference with Real Property Negotiator Pursuant to Government Code Section 54956.8
Recommendation: This is a Closed Session Item, there is no staff recommendation.

RECESS

REGULAR MEETING - 5:30 PM

• CALL TO ORDER

• PLEDGE OF ALLEGIANCE

• INVOCATION (MOMENT OF REFLECTION)

• ROLL CALL

• AGENDA FINALIZATION

• SPECIAL PRESENTATIONS

A. Certificate of Appreciation for Outgoing Commissioners

B. Special Presentations – Cathedral City Senior Center

1. PUBLIC COMMENTS

2. COUNCIL REPORTS

This is an opportunity for each member of the City Council to report on any conferences they attend, local events or make any other comments they may have.

3. CONSENT AGENDA

The following Consent Calendar items are expected to be routine and noncontroversial.

They will be acted upon by the City Council at one time without discussion. Any Council Member, Staff Member, or Citizen may request removal of an item from the Consent Calendar for discussion.

A. Waive Full Reading of Ordinances on Agenda
Recommendation: Waive Full Reading of Ordinances on Agenda.

B. Approve Study Session and Regular City Council Meeting Minutes of June 26, 2024
Recommendation: Approve Study Session and Regular City Council Meeting Minutes of June 26, 2024.

C. Receive and File Payment of Claims and Demands for June 2024 Recommendation: Receive and File Payment of Claims and Demands for June 2024

D. Accept the Resignation of Danielle Mead from the Historic Preservation Committee
Recommendation: Staff recommends that the City Council accept the resignation of Danielle Mead from the Historic Preservation Committee effective July 1, 2024, and direct staff to proceed with filing the vacant seat.

E. Accept the Resignation of Skye Daley from the Planning Commission.

Recommendation: Accept the Resignation of Skye Daley from the Planning Commission effectively immediately and direct staff to
proceed with filing the vacant seat.

F. 401 (a) Side Letters
Recommendation: To authorize the City Manager to execute side letters with the Cathedral City Police Management Association
(CCPMA), Cathedral City Fire Management Association
(CCFMA), Cathedral City Professional Firefighters
Association (CCPFA), and update the regulations for Non- Represented Executive, Administrative, Professional,
Confidential, and Other Particular Employees (Non-Rep) to amend the 401(a) retirement plan document.

G. Yoga Classes in the Cathedral City Community Amphitheater - 2025 funded by the Parks and Community Events Commission Small Events Budget
Recommendation: To approve $3,200 of funding support from the Parks and Community Events budget for the Parks and Community
Events Commission’s Yoga Classes in the Cathedral City
Community Amphitheater – 2025 event.

H. Approval of the Parks and Community Events Commission (PACE) support of the Panorama Dog Park Halloween Dog Costume Contest Event - 2024
Recommendation: To approve $100 from the 2024-2025 Parks and Community Events Commission small events budget to support the
Panorama Dog Park Howl-O-Ween dog costume event –
2024.

I. Amended Tract 31774 Campanile: Approval of Assignment and Assumption Agreement and Amendment to Subdivision Agreement, with GID Campanile, LLC (Assignor) and WH Campanile 141, LLC (Assignee).

Recommendation: To approve the Assignment and Assumption Agreement and Amendment to Subdivision Agreement for Amended
Tract 31774, Campanile, between GID Campanile, LLC
(Assignor), and WH Campanile 141, LLC (Assignee); and
authorize the execution of the agreement and amendment
by the City Manager and City Clerk.

J. Professional Consulting Services Agreement with TAMJAC LLC. for Community Development Grant Support Services.

Recommendation: To approve an agreement with TAMJAC LLC. in the amount not-to-exceed $35,000 for the administration of the City's Community Development Block Grant (CDBG) Program,
including the administration of the fiscal year (FY) 2024- 2025 CDBG Annual Action Plan (AAP) and the preparation
of the City’s FY 2023-2024 Consolidated Annual
Performance Evaluation Report (CAPER) and the FY 2025-
2026 AAP necessary to maintain compliance with the
program; and authorize the City Manager to execute the
agreement.

K. 2024 Battle in the Desert SUP
Recommendation: To approve Special Use Permit for the 2024 Battle in the Desert to be held on Saturday, October 19, 2024, in the Cathedral City Community Amphitheater.

4. PUBLIC HEARINGS

5. LEGISLATIVE ACTIONS

A. Resolution Referring a Ballot Measure to the Voters for the November 2024 Election
Recommendation: To approve a resolution referring a ballot measure to the voters of Cathedral City during the November 2024 General Election.

B. Proposed Public Arts Commission Grant Process
Recommendation: To approve the Public Arts Commission recommendation for a grant process for the PAC grant program.

C. Greater Coachella Valley Chamber of Commerce Service Provider Agreement for Fiscal Year 2024/2025
Recommendation: To approve a service provider agreement between the City of Cathedral City and the Greater Coachella Valley
Chamber of Commerce for FY 2024/2025 and to authorize
the City Manager to execute the agreement.

D. Agreement with the City of Palm Springs and the Coachella Valley Water District Regarding the Ramon Road Widening (from San Luis Rey Drive to Landau Boulevard) Including the Whitewater Bridge Widening, City Project No CIP 2500, Federal-Aid Project No. BHLS-5282(040).

Recommendation: To approve an agreement with the City of Palm Springs and the Coachella Valley Water District (CVWD) for the
construction of the Ramon Road Widening (San Luis Rey to Landau Boulevard) including the Whitewater River Bridge Widening, City Project No CIP 2500, Federal-Aid Project No. BHLS-5282(040); and authorize the City Manager to
execute all necessary documents.

E. Approval of License Agreement with the Coachella Valley Association of Governments (CVAG) for the construction, maintenance and operation of portions of the CV Link facility on City-owned properties.

Recommendation: To approve a license agreement between the City and the Coachella Valley Association of Governments (CVAG) for
the construction, maintenance and operation of portions of the CV Link project on City-owned properties, identified as Assessor Parcels Nos 687-480-007, 008, 018, and 674-020- 051, 053; and authorize the City Manager and City Clerk to execute the license agreement on behalf of the City.

6. DISCUSSION ON FUTURE AGENDA ITEMS

This is an opportunity for members of the City Council to request that, and for the City Council to discuss whether, one or more items should be added to the agenda of a future regular or special City Council meeting. To comply with the Brown Act, discussion should be limited to whether to add the item(s), and direction given to the City Manager regarding scheduling and prioritization of the item(s).

7. CLOSED SESSION

ADJOURNMENT

NOTES TO THE PUBLIC

The City of Cathedral City complies with the Americans with Disabilities Act of 1990. If you require special assistance to participate in this meeting, please call the City Clerk’s Office at (760) 770-0322 at least 48 hours prior to the meeting.

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

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

Staff Report
City Council
Item No. 2.A
Meeting Date: July 24, 2024
From: Jan DeGuzman, Chief Technology Officer
Title: IT Master Plan Update
RECOMMENDATION:

This is a presentation only, no formal action will be taken.

BACKGROUND:

In August 2022, the City Council approved a contract with ClientFirst Technologies to conduct a city-wide technology assessment and produce a 5-year Information Technology Master Plan. The City went through an RFP process and selected ClientFirst Technology Consulting to perform the assessment and produce the plan. The purposes of creating a technology master plan are to:
•Align technology with the City’s strategies and goals
•Identify and budget for project initiatives to
oImprove constituent services
oIncrease department operational efficiency
oReduce risk
oImprove cybersecurity posture
oAlign IT staffing to meet City goals
oProvide an actionable multi-year roadmap
oCreate priorities, budget estimates, and timelines.

DISCUSSION:

ClientFirst conducted an extensive, multi-phase review of the City’s current technology environment, which started with the stakeholder team development and technology inventory. ClientFirst met with the IT team and all non-IT departments to assess their business operations needs, assessing strengths and weaknesses and defining strategies, goals and objectives. Individual interviews were also held with the Mayor and City Councilmembers to solicit their input. Following the assessment, ClientFirst helped the city develop preliminary initiatives and projects, made staffing recommendations and developed preliminary budget amounts for the initiatives and prioritizations. Throughout the process, there were meetings with the department stakeholder groups to ensure concurrence from the departments about their needs and priorities.

ClientFirst compiled all of the information collected during the assessment and produced the IT Master Plan Initiative document. This document contains the current state of the City’s Information Technology, IT resources/staffing reviews, departmental technology hardware/software assessments, feedback, and the recommended priorities to move the City of Cathedral City’s technology initiatives forward over the next five years. Estimated budget needs have been presented that will need to be factored into ongoing budget discussions.

ClientFirst has finalized the IT Master Plan draft and is presenting the plan to the City Council for information and discussion.

FISCAL IMPACT:

The contract for development of the IT Master Plan was approved for $86,768. The cost to implement any of the plan recommendations with have to be included in the next biennial budget.

FIVE-YEAR STRATEGIC PLAN:

Goal D - Innovation.

Objective: Cathedral City continually focusses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

ATTACHMENTS:

1. Council Presentation

2. Technology Master Plan

3. Technology Master Plan Budget

4. Technology Current State Assessment
Council Presentation
Cathedral City
Presented by
David Krout, Partner, Management Consulting and Applications Tom Jakobsen, Partner, IT Infrastructure and Operations Presenters
• 25 years Applications Procurement Experience
• Worked with over 120 agencies (process review w/
thousands of dept. users)
David Krout, CPA (inactive),
Managing Partner
• 40+ years IT Infrastructure / Operations Consulting
• Oversees more 10+ IT departments for other
agencies
• IT Infrastructure, Virtual CIO and IT Strategy
Advisory
Tom Jakobsen
Partner
2 • Introductions
• Technology Plan Objective
• Planning Methodology
• Assessment
• Strategies, Goals and Objectives
• Project Budgets
• Questions
3 Agenda
Introductions
Who We Are

We focus on local
government agencies
throughout the US:

Municipalities Counties
Utilities School Districts
National in Scope – Local in Presence
5 US Agencies
Serviced
500+
Projects
Nationwide
3,500+
Technology
Assessments
and Plans
150+
National in Scope – Local in Presence
6 California Agencies Served

Technology Strategic Plan Objective
Actionable Roadmap for Improvement
Technology Master Plan Purposes
• Align chnology wi h h Ci y’ gi
and goals
• Identify and budget for project initiatives to:
• Improve constituent services
• Increase department operational efficiency
• Reduce risk
• Improve cybersecurity posture
• Align IT staffing to meet City goals
• Provide actionable multi -year roadmap
• Includes priorities, budget estimates, and
timelines
9 Methodology
The Process and Approach to Developing the Plan
Phased Approach
Business Operations issues
and needs determined first …
with strategies and goals to
get there …
culminating in tactical/
actionable initiatives …
working with the City’s Team
throughout
11 Assessment
The Current Environment
Assessment
Strengths
• Dedicated, hard -working
staff
• Good IT Infrastructure &
cybersecurity posture
• Move to Microsoft 365 cloud
strategically sound
13 Assessment
Areas for
Improvement - IT
• Develop technology governance
• Methodology to prioritize new projects/plan
changes
• Work to formalize methodologies through
policies and procedures
• Review methodologies to automate manual
internal tasks.
• Expand disaster restoration capabilities
• Incident response and disaster recovery
planning high priority
• Public Safety Video and facilities security
improvements underway
• Public Safety video improvements are multi -year
14 Assessment –
Business
Applications
• High demand for departmental application system
improvements
• 38 application related initiatives in the Plan
• Improve reporting and workflow automation in
application systems
• Reduce shadow systems and manual processes
• Major System Improvements include:

Enterprise Resource Planning (ERP) System
ongoing improvements
Document Management system improvements and
training necessary
Enterprise Asset Management improvements and
training necessary
Land Management (Permits) improvements and
training necessary
15 Assessment –
Business
Applications • Focus on training to streamline operations • Use software assessments and process reviews
to identify system improvement needs
• Follow best practices for system assessments
and procurement
• Follow Applications Management and Support
Best Practices 16

Assessment – IT Spending
• IT Spending as a percent of City operating expenditures has improved • Continues to be below benchmark and industry standards • Technology deficit remains for departmental applications and and IT operations
• Signific n inf c “ f h” p oj c in n f 17

Strategies, Goals, and Objectives
The Big Picture
Technology Strategies
• Implement a Technology Governance model
• Expand staff technology training opportunities
• Start with Office 365 – utilize the governance model to prioritize major application systems training
• Continue cybersecurity and disaster recovery improvements • Expand IT operational toolset
• Create IT policies and procedures
• Focus on automation were possible
19 Department/Application Strategies
• Improve application utilization
• Gain departmental operational efficiencies
• Improve consti tuent services
• Ensure Ongoing training and application optimization
• Continuous process improvement through Assessment,
Process Review, Software Selection, and
Implementation Best Practices
20 IT Staffing
Needs
• Staffing is slightly below benchmarks
• Significant demand for application
improvements
• Needed:
• Improved desktop support services
• Business application analysis skills
• Cybersecurity focal point
• Recommend a cautious approach to
staffing
• Utilize contract subject matter experts in the
near term
• Consider:
• Additional IT Support Technician
• Additional Cybersecurity Analyst
21 Budgets
Budget – Technology Master Plan
Collaboratively
prioritized by
Departments
Six-Year budget
plan
Plan designed to
flex with the City’s
operational
demands and
resources
23 Budget – Strategic Technology Plan
74% of recommended project budgets are for IT Infrastructure 24 Budget – Strategic Technology Plan
50% of projects and 71% of project budgets are prioritized as high 25 Plan Budget Summary
All recommended
projects will follow
normal budget
request and
procurement
policies
• Technology infrastructure improvements:
• Continuously increase cybersecurity toolset - reduce risk • Add and improve IT operations tools
• Expand disaster recovery capabilities
• Replace phone system, data network
• Expand Public Safety Video and Door Access
• Significant enterprise application system
improvements 26
Questions and Answers

Thank you!
Th ’ w p.

Optimal Technology Guidance

Technology Master Plan
June 2024
Client Locations
Coast-to-Coast

Practice Locations
California
Illinois
North Carolina
Texas

800.806.3080
www.clientfirstcg.com

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Table of Contents
ENGAGEMENT PURPOSE AND BACKGROUND .................................. 2 Technology Master Plan Objective ......................................................................... 3 Deliverables ............................................................................................................ 3 Methodology and Approach .................................................................................... 4 TECHNOLOGY ASSESSMENT SUMMARY .......................................... 5 Overview ................................................................................................................. 5 Current Technology Environment ........................................................................... 8 Key Statistics and Metrics ....................................................................................... 9 TECHNOLOGY DECISION-MAKING PRINCIPLES .............................. 13 Vision / Mission Statement ................................................................................... 13 TECHNOLOGY STRATEGIES, GOALS, AND OBJECTIVES ................. 14 TECHNOLOGY INITIATIVE SUMMARIES .......................................... 18 Introduction ........................................................................................................... 18 Technology Initiative Categories ........................................................................... 18 SUMMARY PLAN BUDGET ANALYSIS ............................................ 20 NEXT STEPS ............................................................................... 25 Moving Forward .................................................................................................... 25 Benefits ................................................................................................................. 27 Immediate Next Steps .......................................................................................... 27 TECHNOLOGY MASTER PLAN CAPITAL BUDGET ........................... 28

TECHNOLOGY CURRENT STATE ASSESSMENT (PROJECT
INITIATIVES) ........................................................................... 29 Technology Master Plan

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Engagement Purpose and
Background
Technology Master Plan Objective
This Technology Master Plan articulates a vision for supporting the work of the City through efficient technology use. This includes ensuring the proper technical resources and organizational structure to effectively manage information technology and the applications utilized by the departments. This plan identifies strategies for developing and implementing technology initiatives and projects supporting the organization’s operational needs. The plan’s recommendations focus on improving both the City’s IT infrastructure and business applications.

Over several years, a well-documented
plan guides the planning, procurement,
implementation, and technology
investment management for IT functions
and City operational departments. It also
provides strategies for resources related
to operational technology and information
technology service delivery.

This plan is the result of a thorough
analysis of the following:
• Interviews and workshops involving all levels of the City’s operational staff, including the management team, end users, and other stakeholders, as available. • Existing hardware and network infrastructure, staffing, funding, applications, business systems, projects, processes, telecommunications, training, and other investments and resources currently in use by the City.
• Identification and prioritization of initiatives and projects to undertake over the next five years.
• Identification of the resources required to accommodate current and future technology requirements, such as IT operations and management, legal requirements, cybersecurity requirements, service delivery, cloud computing, staffing, and more.

Deliverables
The assessment and plan includes:
• Project purpose and background
• Methodology for implementation and
maintenance of the assessment
• Current technology environment
summary
• Key benchmarking metrics
• Strategies, goals, and objectives
• Technology initiatives (projects) by
priority
• Key issues
• Timelines
• Technology plan budgets

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Methodology and Approach
ClientFirst uses a five-phase methodology for technology master planning. This phased approach serves as the cornerstone of the project by allowing a collaborative process to shape and develop the recommendations.

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Technology Assessment Summary
Overview
Technology Best Practices
Following best practices as a part of each technology project initiative is critical to ensuring the initiative’s success and allowing the City to realize the potential benefits. The plan details several best practices to ensure the City’s future success. Key best practices include:
• Software Needs Assessment: Software needs assessments identify and define the detailed needs of the City’s users and stakeholders.
• Business Process Reviews: A business process review systematically examines an organization’s business processes and workflows to identify areas where the City can improve its efficiency and effectiveness.
• Software Selection: Selecting the right system and technology is more critical than ever because operational efficiency and effectiveness are directly dependent on the use of business applications. Organizations that follow best practices recognize that they must take advantage of automation to meet growing constituent and staff demands. • User Training: Ensuring the City’s staff can utilize the available software applications is critical to ensuring maximum application utilization and adoption to promote efficiency and productivity, thereby reducing and eliminating manual processes and workarounds. • Project Management: Successful implementations follow the same basic formula. As detailed in the plan, utilizing documented and proven best practices will provide the City with a solid foundation for success.

With each of these technology project initiatives, whether improvement or replacement, utilizing a best practice approach to the project will benefit the City. Key benefits include:
• Improve Chances of Success: Following best practices improves the chances of successful software implementation because they are based on the experience of others who have successfully implemented software.
• Reduce Risk of Failure: Following best practices reduces the risk of a software implementation failure by identifying and mitigating potential risks. • Time and Money Savings: Following best practices streamlines the implementation process and avoid costly mistakes.
• Improve Quality of Software: Following best practices improves the quality of the software implemented by ensuring that the software meets the applicable user’s needs and is rigorously tested.
• Improve User Experience: Following best practices improves the user experience of the software implemented by ensuring that the software is easy to use.

In developing this plan, ClientFirst applied a best practices approach combining decades of public sector technology experience with industry-standard best practices such as Control Objectives for Information and related Technology (COBIT), Information Technology Infrastructure Library (ITIL), and Prosci Change Management. ClientFirst utilized this experience and body of knowledge in the analysis and recommendations throughout this project and planning reports.

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IT Infrastructure and Operations
The City has done a good job of leveraging a Computer Equipment Replacement plan to keep major IT infrastructure components up to date. Operational tools are available to assist with most major functions. Log review and patch management can take a significant amount of staff time. Staff have been working to improve log management and patch management tools to reduce staff time spent on these largely manual functions.

Cybersecurity
We found the City’s cybersecurity defenses to be very good. Staff have dedicated a significant amount of time to considering and implementing cybersecurity tools. As noted above, these tools come with an operational cost. A move to more automated tools in some areas may reduce staff time required for maintenance and support.

Enterprise Applications
The City utilizes over 120 applications. The core systems – Enterprise Resource Planning, Human Resource Management, Enterprise Asset Management, and Land Management – are all underutilized.
• The Munis Enterprise Resource Planning (ERP) system by Tyler Technologies, used for finance, payroll, and human resources, is able to meet the City’s operational needs with some improvements. Some modules within the system are owned but not yet implemented.

Additionally, some staff are unable to access information directly. With regard to Human Resources, Munis is not integrated with essential Human Resources software such as NEOGOV, and automations for key processes are partially configured. • The Tyler Enterprise Asset Management System is also capable of meeting the City’s needs once it is fully configured. The Tyler system is robust, fully featured, and capable of meeting the City’s needs. Adopting a best practices approach and performing needs assessments for all key users will help ensure a successful transition to the software. • The new Land Management system is Energov by Tyler Technologies, and it replaced PermitsPlus for both Planning and Building. There are online services or workflows in use, and inspection requests are coming into voicemail.

Ongoing user training and support are needed across all departmental applications. Staff report that many systems are underutilized due to a lack of training. These gaps in user knowledge prevent the City from realizing the productivity gains and cost reductions associated with effective application utilization.

Application Systems Utilization
Over the last several years, many cities’ constituents have begun demanding more efficient interaction, online transactions, and transparent information availability, increasing the need to improve enterprise business application utilization and sustain the IT infrastructure that supports them. The City will be better able to meet these demands by improving its approach to business application utilization.

Despite there being over 120 different application systems, there are still numerous examples of processes that are manual or require inefficient use of workarounds and shadow systems such as Excel. A few examples include processes related to budget, work order tracking, receivables, inspection requests, project time tracking, and more.

The City requires a Business Application Training Plan and future business application analyst support staff in the IT Division to support divisional users’ ongoing needs.

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Staff realize that business application process updates and improvements are necessary to meet constituents’ needs. An increased desire to leverage business applications that serve constituents has resulted in a desire to increase investment in technology, leading to the creation of this plan. Over time, we recommend that the City undertake detailed assessments and process reviews to improve efficiency and resident services in most business applications.

Mobility and Collaboration
COVID-19 has also increased the demand for flexible communications, technology, and mobile computing. The demand for more flexible working arrangements remains strong. The City’s existing file-sharing methodology should be updated, and staff should be trained to use tools enabling mobility and collaboration. Improving Microsoft O365 OneDrive and SharePoint adoption rates will provide staff with additional tools to improve communication and productivity.

IT Services Demand
Additional investment in improving and managing business applications is necessary to support increased communications, applications, data sharing, and reporting needs. Most major applications require assessment and improvement to provide constituents and staff with the level of service they need. The City recently added an Enterprise Systems Analyst to help the Departments improve application efficiency and utilization. To assist in the recommended improvement plans, the City has also contracted with third-party subject matter experts in some areas. Depending upon the pace of improvements, additional staff with business analyst skills may be required, along with supplemental third-party expertise.

With these many needs, technology governance will be important to the plan’s successful implementation. The plan aims to affect a digital transformation in the City, reducing reliance on paper and shadow systems while increasing automation and efficiency.

The City has experienced some issues with the delivery of Help Desk support. An IT single position is dedicated to providing day-to-day support for the user community. We recommend adding additional Technical support staff to provide better IT service delivery.

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Current Technology Environment
ClientFirst undertook an extensive analysis of the City’s existing technology environment.

Additional investments in replacing end-of-life equipment, cybersecurity mitigation efforts, disaster recovery planning, and Internet resiliency are outlined in the plan. The City has moved to Office 365. Staff training has not kept pace, causing limited utilization of the new tools provided by Office 365. Investment in staff training will reduce risk while improving collaboration capabilities and productivity.

We recommend that the City expand capital replacement planning to include all technical equipment and a long-term sustainability plan to institutionalize ongoing investment in technology.

The table below summarizes the current technology environment in the City:

Item Quantities
Number of Agency Facility Addresses 15
IT FTE(4 IT staff and 1 GIS staff) 5
Number of Employees (FT/PT/Seasonal) 229
User Logins 315
Telephones 272
Mobile Devices 91
Laptops/Desktops 90/229
Printers 96
Physical Servers 7
Virtual Servers 88
Network Devices
(e.g., routers, switches, and access points) 293

The City also utilizes over 120 application systems and software modules. Major enterprise application systems include:

Application Functionality Vendor
Financial Management Tyler Munis
Human Resources Management Tyler Munis
Payroll Tyler Munis
Applicant Tracking NEOGOV
Enterprise Asset Management (Work Orders and Asset
Management)
Tyler Enterprise Asset Management
Electronic Document and Records Management Laserfiche
Land Management System Tyler Technologies - EnerGov
Computer Assisted Dispatch/Records Management
System Alliance by Cyrun
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Key Statistics and Metrics
The following analysis provides feedback on key measurements regarding technology investments and IT support operations:

Technology Budgeting/Expenditures Technology Spending vs. Operating-Related Budgets IT Staffing IT Staffing Ratios
IT Capital Replacement Schedules Equipment Replacement Schedules Technology Spending Comparisons
Analyzing technology spending versus operating budgets indicates whether the technology systems and IT support function receive sufficient organizational resources to provide the necessary services. Over time, underfunding typically:
• Reduces the IT Division’s ability to respond to requests • Reduces system availability
• Negatively impacts organization-wide productivity and constituent services The following table depicts the City’s Technology Spending versus Recommended Best Practices and a local government benchmark of 36 agencies.

City FY22
(Actual)
City FY23
(Actual)
City FY24
(Adopted)
City FY25
(Adopted)
Recommended
Low Benchmark GOAL Recommended
High

2.40% 2.60% 3.31% 2.76% 3.00% 3.46% 4.00% 6.00%

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City Operating Expenditures vs. Technology Expenditures FY22 (actual) FY23 (actual) FY24 (adopted) FY25 (adopted) Operating Exp. $75,769,399 $73,969,399 $82,580,713 $85,824,382 Technology Exp. $1,820,081 $1,922,253 $2,736,440 $2,366,378 The local government technology spending benchmark ranges from 1% to 8% of applicable agency-wide funding. Survey results of 36 agencies show an average technology expenditure of

3.46%. The City’s technology expenditure has been below local government industry standards.

The technology spending benchmark is the average of other agencies that utilize ClientFirst as their consultant. Most of these agencies are (or were) underfunding technology. Please note that the above benchmark is a reference point for analysis purposes, not a specific recommendation for the City.

Given the City’s unique blend of functional areas, a technology spending goal of 4% of operating expenditures is recommended.

Historically, internal and third-party resource utilization for the implementation of application software has been limited. Improved implementation and enhancement processes are in process to increase application effectiveness and user satisfaction. To close the technology gap created by past underspending, the City will need to spend significantly more than 4% over the next few years to improve legacy systems.

Some under-investment in technology is apparent throughout the City. The plan calls for increased spending on all facets of technology. Increased IT spending will:
• Provide for a cybersecurity focal point at the City
• Improve application utilization and staff effectiveness • Improve constituent services
• Align City application system selection and implementations with best practices • Reduce the risk of failed implementation or excessive system replacement activity • Reduce overall cost-of-ownership by improving quality Increasing IT expenditures to close the technology gap will result in spending above the recommended benchmark. We expect these infrastructure, cybersecurity, and application system enhancements to increase productivity throughout the City.

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IT Staffing Ratios
The following table depicts the City’s IT Staffing Ratios using three benchmarks:
• User logins per IT Staff
• Computers/Devices per IT Staff
• Servers per IT Staff
Seventy-one (71) agencies’ data are included in the benchmark. These three benchmarks are commonly used metrics in the industry to validate staffing levels. As the number of logins served and resulting equipment increases, IT staffing levels should also increase, resulting in a smaller ratio.

Recommended
Best Practice
Municipality
Benchmark Cathedral City
User Logins per IT Staff 75 89 78
Computers/Devices per IT Staff 60 64 80
Servers per IT Staff 10 10 22

In this comparison, the City’s IT staff supports approximately 50% more servers and 25% more devices than recommended or compared to peer agencies. User logins per IT staff are near the benchmark. Overall, IT staffing is somewhat less than benchmark recommendations. Full service with Police and Fire tend to have more devices and servers than contract cities and, therefore, require slightly more IT staff overall.

These benchmarks do not completely reflect the City’s needs related to closing the deficit created by ineffective business application implementation processes. Department demand is high for digital innovation, improved application integration, constituent service levels, and internal information flow. Staffing recommendations include expanding business systems analysis skills in the IT team to support the expanded need for business applications support (see the “Applications Management Best Practices” initiative).

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Equipment Replacement
Capital equipment replacement is an important measure of the ability of the hardware to support the ongoing vendor changes to application software adequately. These changes often require additional resources and more robust hardware. Above-average capital replacement cycles can increase downtime overall and slower system response times.

The following table represents IT equipment replacement recommended best practices and a municipal benchmark of 54 agencies.

Recommended Best
Practices
Municipal
Benchmark Cathedral City
Laptops 4 4 As needed
PCs 5 4 As needed
Servers 5 5 6

The City works hard to update desktops and laptops regularly but does not have a formal replacement strategy. Servers and other technological equipment are replaced on an above- average schedule. We recommend that the City expand computer equipment replacement schedules to include all electronic devices (e.g., audiovisual, door access control, public safety video, and network devices). This report has included a list of electronic devices and their expected life cycles in the “Computer Equipment Replacement” initiative.

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Technology Decision-Making
Principles
Vision / Mission Statement
The City is dedicated to providing the highest quality and cost-effective, technology-based services. It seeks to sustainably deliver services effectively and efficiently, reflecting the organization’s commitment to excellent customer service. The City will maintain its information systems in an integrated, secure environment that supports its information technology advancements and fosters an open, collaborative, and unifying culture. • The Technology Steering Committee is committed to the values of:
 Reliability
 Professionalism and Integrity
 Efficiency and Effectiveness
 Innovation
 Excellence
 Collaboration and Teamwork
• Given limited IT resources, the City will focus these resources on the most productive and cost-effective projects.
• City divisions will agree on a collaborative long-term IT vision and strategies, which requires active participation in setting IT priorities through an Information Technology Committee consisting of division leadership.
• The City will strive to maximize the utilization of existing systems and prior investments in application software, expand functionality, and seek enhancements to existing applications.
• The City is committed to ensuring sufficient staff training and application software knowledge of existing vendor systems.
• Division ownership is fundamental to achieving maximum return on investment in applications. Divisions recognize the importance of assuming responsibility for managing and implementing their specific core business applications and modules in collaboration with IT staff. City divisions are committed to taking responsibility for adapting and improving processes to integrate them with the application software.

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Technology Strategies, Goals,
and Objectives
Highlighted strategies for leveraging and maximizing the City’s information system utilization are listed below. Each strategy identifies initial goals and objectives. The reports appended to this Technology Master Plan provide additional strategies and details. Appended to this report are:
• Technology Current State Assessment Report: Findings, goals, and objectives translated into specific project initiatives
• Budget Spreadsheet: Budgetary costs for each initiative, prioritization, and implementation time frame
Key strategies detailed below include:
• Ensure Technology Governance
• Continue to Improve Cybersecurity
• Improve Application Utilization
• Establish a Citywide Technology Training Program
• Adopt a Best Practices Approach to Software Needs Assessments • Adopt a Best Practice Approach to Software Selection and Implementation • Expand Business Analysis Staffing Capabilities
• Expand Backup Systems and Implement Disaster Recovery Capabilities • Create a Fiber Optic Master Plan
• Expand IT Staffing
Ensure Technology Governance
The City does not utilize a Technology Steering Committee.

A Technology Steering Committee can be an important contributor to the management of this plan.

Goals and Objectives
• Create a Technology Steering Committee to improve technology governance. Focus committee meetings on:
 Assisting in the prioritization of technology projects and training needs.  Monitoring the plan and recommending adjustments and budgetary needs on an annual basis.  Improving collaboration on projects and initiatives.
▪ Focus on application integration across departments.
▪ Identify key business process issues and improve.
• Establish training goals and develop analytical skills throughout the organization.

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Continue to Improve Cybersecurity
Continued improvement in cybersecurity threat prevention will be necessary to reduce risk and maintain services and data integrity.

Goals and Objectives
• Over the last few years, cybersecurity incidents in local governments have increased dramatically. • Cybersecurity insurance carriers are rapidly increasing base requirements for maintaining cybersecurity insurance.
• Additional cybersecurity requirements have been codified for critical infrastructure including water and wastewater.
• The City has made significant improvements in cybersecurity. Additional improvements are necessary to meet these increasing requirements.

Establish a Citywide Technology Training Program
Technology training is critical to improving efficiency and staff utilization of applications.

Goals and Objectives
• All departments requested technology training, including Microsoft Office classes and departmental software applications.
• Utilize the Technology Governance Committee to develop Citywide training priorities and create an annual budget to fund training.
• Incorporate sufficient training in business application improvement or replacement projects.

Adopt a Best Practices Approach to Software Needs Assessments Detailed assessments are an essential step in evaluating current and future needs for application projects Goals and Objectives
• Key considerations and resources needed to be successful include:
 Identify the assessment objective. Understanding the “big picture” is critical to success.  Identify the appropriate resources/stakeholders to conduct and participate in the assessment process.  Determine the documentation detail level needed to communicate current and potential future needs.

Possibilities include:
▪ Distributing surveys or information requests to end users and compiling the results ▪ Conducting workshops as a group to review the results of questionnaire feedback and identified issues ▪ One-on-one interviews with Power Users and/or subject-matter experts ▪ Reviewing or observing business processes
▪ Documenting detail needs as described above
 Develop a plan to implement the findings and recommendations that result from the assessment process.  Obtain third-party subject matter expertise and project management for large complex projects.

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Adopt a Best Practice Approach to Software Selection and Implementation Best Practice software selection, including utilization of third-party subject-matter experts, reduces implementation risk.

Goals and Objectives
• Utilize best practices for selecting and implementing business application systems. • Focus on reducing the number of separate departmental systems to eliminate the need for custom interfaces. • Prepare the City to select new and critical enterprise applications. • Utilize third-party subject matter experts to assist with selecting large/complex application software. • Consider cloud applications when appropriate.
• Assign an internal project manager for enterprise software implementations or upgrades.  Follow best practice project management methodologies as appropriate.  Increase focus on software training during implementation or major upgrades.  Include contingency funds where possible to meet unforeseen project circumstances.

Expand Business Analysis Staffing Capabilities
Recommended application improvements require additional Business Analyst expertise to maximize application utilization and operational efficiency.

Goals and Objectives
• Consider increasing IT staff to include at least one business systems analyst position to:
 Assist departments with business process and procedure improvements  Assist with application assessments and implementations  Work with departments to improve business processes
 Develop dashboards, reports, and information sources for staff and constituents • Depending on the amount of available funding, utilize third parties to assist departments with business process- related improvements.

Expand Backup Systems and Implement Disaster Recovery Capabilities Implement cloud-based backup and cloud-based restoration. Develop and test Disaster Recovery Plan(s).

Goals and Objectives
• Replace on-premise with cloud-based backup systems.
 Develop cloud-based restoration capabilities.
• Create Disaster Recovery Plans with Service Level Agreements for the restoration of systems.  Practice portions of the Disaster Recovery Plan every six months. • Conduct tabletop exercises with Departments for Cybersecurity Incident Response.

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Create a Fiber Optic Master Plan
Create a Fiber Optic Implementation Road Map
Goals and Objectives
• Expand fiber capabilities to City parks and other locations where public safety video would be helpful. • Expand fiber to all City facilities.
• Investigate the feasibility of fiber to the home.
• Assess broadband coverage for residences and businesses. • Utilize fiber to support the Internet of Things (IoT). • Consider flood monitoring devices based on Hurricane Hilary event.

Expand IT Staffing
Additional IT staff and third-party resources will be required to leverage technology better.

Goals and Objectives
• Additional staff are necessary in all areas of IT:
 Project Management assistance is required to manage internally staffed and third-party application improvement initiatives.
 Business Analysts are necessary to support division application improvements.  Expand Help Desk Support to improve internal service to Pubic Safety and other departments.  Cybersecurity-focused staff are required to manage cybersecurity policies, tools, and vendors. • Depending on the amount of available funding, utilize third parties to assist with many projects.

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Technology Initiative Summaries
Introduction
Technology Planning includes assessing, researching, prioritizing, budgeting, and planning future technology initiatives. For example, some initiatives are ready for approval and implementation. In contrast, others require further
assessment and research before the City can determine
priority, resource requirements, and cost-benefit.

Productivity Improvement – Many of the plan initiatives will directly impact overall productivity within the
organization. Some of these initiatives will significantly impact business processes, reducing staff time required to complete specific tasks. In contrast, others will ease or speed up the delivery of services to City constituents.

Reporting and Data Availability – Many initiatives outlined will directly impact the data available for reporting and management decision-making. New application systems and, in some cases, improvement of existing software systems are necessary before additional functionality can be made available.

IT Infrastructure Improvements – The technical initiatives focus on improving the City’s technological infrastructure to provide staff and residents with secure, reliable, and supportable network services. IT infrastructure improvements may involve equipment upgrades, cybersecurity enhancements, or operational improvements focused on efficiently and effectively delivering business applications to City users.

Technology Initiative Categories
The assessment process resulted in 66 major initiatives, projects, and hundreds of recommendations. There are hundreds of findings and recommendations throughout the report, which are included at the end of this document. ClientFirst classified the major initiatives into eight categories, including:

Best Practices
Divisional
Applications and
Systems
Smart
Technologies
IT
Infrastructure
Cybersecurity IT Operations Tele-
communications IT Staffing

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The following are the total initiatives by priority and initiative category, including sub-initiatives that are budgeted separately.

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Key Issues and Initiatives
The key issues and initiatives identified during the planning process could also be considered high priority. Each initiative listed below either provides long-term building blocks for the plan’s success or mitigates risk. Therefore, the City has noted these as the initiatives from this plan to keep at the forefront during the future implementation of this plan.

Enterprise
Resource Planning
(ERP)
• The ERP system is the set of core applications used to operate the City’s most common accounting, financial, and human resources operations.
• The plan recommends consulting with a third-party subject matter expert and working with Tyler Technologies to develop an improvement plan that captures the City’s functionality gaps and additional requirements.
• Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications ▪ Identifying any requirements that the vendor is not capable of providing • Conduct the implementation of the improvements per best practices. Follow the guidelines in the “Application Implementation Project Management Best Practice ” initiative.

Enterprise Asset
Management
Replacement
(EAM)
• An EAM system comprises a suite of modules in a software application that manages work orders, preventative maintenance, and asset management of City infrastructure, including real property, facilities, streets, sidewalks, parks, trails, bridges, drainage, culverts, and so on.
• Asset management systems are one of a municipality’s five most complicated systems.

The City will reduce risk by contracting with a subject matter expert to assist in the assessment and business process reviews.
• Conduct a comprehensive gap analysis to identify EAM system needs and develop an improvement plan to close gaps between the current state and desired functionality.  Utilize Best Practices enterprise system assessment methodologies  Determine whether the current system can be improved or must be replaced • Work with each impacted division to implement improvements through:
 Business process revisions
 Configuration changes, including all required functionality and fields needed  Reporting
 Improved GIS integration
 Staff training
 Documentation improvements
 Other techniques for application utilization improvements • Conduct the implementation of the improvements per best practices. Follow the guidelines in the Application Implementation “Project Management Best Practice” initiative.

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Land Management
Improvements
• A Land Management System (LMS) is a software suite comprising several applications that manage the creation, issuance, and tracking of development-related activities commonly associated with planning and zoning, permitting, inspections, licensing, code enforcement, and parcel/address management.
• Land management systems are complicated systems. The City will reduce risk by contracting with a subject matter expert to assist in the assessment and business process reviews.
• Conduct a comprehensive gap analysis to identify LMS needs and develop an improvement plan to close gaps between the current state and desired functionality.  Utilize Best Practices enterprise system assessment methodologies  Determine whether the current system can be improved or must be replaced • Work with each impacted division to implement improvements through:
 Business process revisions
 Configuration changes
 Improved GIS integration
 Staff training
 Documentation improvements
 Other techniques for application utilization improvements • Conduct the implementation of the improvements per best practices. Follow the guidelines in the “Application Implementation Project Management Best Practice ” initiative.

Electronic Content
Management
System
• An Electronic Content Management System (ECMS) is a software system for managing and storing different types of digital media. For example, documents, images, videos, and more can all be stored in an ECMS.
• The City needs to scan boxes of historical paper, move plans and permit related information, and other final permanent document storage to Laserfiche. • The plan recommends an assessment and process review to scope the needed improvements properly. It also recommends following a best practices approach to implementing all improvements.
• Conduct the implementation per best practices. Follow the guidelines in the Enterprise Applications Implementation Project Management Best Practices Initiative.

Microsoft Office
365
• Microsoft Office 365 is a subscription service that is part of the Office product lin e and is focused on enterprise customers.
• Work with a third-party subject-matter expert to develop an MS 365 Improvement Plan and project statement of work (SOW) that captures all the City’s requirements. • It is recommended that the current Office 365 deployment be expanded. • Conduct the implementation of the improvements per best practices. Follow the guidelines in the “Application Implementation Project Management Best Practice ” initiative.

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GIS Improvements
• Geospatial Information Systems (GIS) are a key strategic component of enterprise asset management, land management, and smart City applications. • GIS also provides critical information and data elements that benefit many of the City ’s operations, including future Smart Technologies.
• GIS systems can be integrated with asset and document management applications to improve field-based information storage and retrieval.
 Expanded integration with the City’s enterprise applications will improve application effectiveness.

Website
Improvements
• For each department, follow the guidelines in the “Software Needs Assessment Best Practice” initiative to identify and catalog the overall website functionality and training needs for the City.
• Develop content management policies and procedures, which may vary by department. • As part of the content management policy, implement standard practices and make website maintenance a component of the Technology Steering Committee ’s responsibilities to ensure the site is maintained regularly and remains relevant and up to date for the public.

Cybersecurity
• Cybersecurity threats continue to expand, requiring additional tools to maintain the security and integrity of resident and staff data.
• An extensive revision of the Criminal Justice Information System standard focused on securing Police data becomes effective in October 2024. We expect additional revisions that further tighten cybersecurity requirements for the Police Department. • The additional tools and associated monitoring of those tools require additional staff for ongoing support.
• The continued expansion in requirements and necessary cybersecurity tools has created the need for a cybersecurity analyst to provide continued focus on cybersecurity improvements.

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Summary Plan Budget Analysis
The Technology Master Plan budget is not an entirely new set of spending requirements. The plan encapsulates City information technology issues and divisional needs. Departments themselves typically fund some project initiatives, and some may already have capital reserves set aside, while others are part of the normal annual IT budgeting process. These are estimated budgets for each project initiative. All project approvals will follow standard City annual budget requests and procurement policy and procedure requirements.

Budgets by Initiative Category

In the initial years of the plan, IT Infrastructure is the largest spending category. IT infrastructure spending is necessary to close an existing technology gap. In the later years of the plan, as staffing reaches appropriate levels, departmental application improvements may become the largest spending category.

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Budgets by Priority and Fiscal Year

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Next Steps
Moving Forward
Moving forward over the next 18 to 24 months,
the key focus areas for information technology
include developing disaster recovery plans to
take advantage of cloud-based restoration
capabilities, implementing technology
governance, and expanding the use of Microsoft
365 and Teams.

The software ecosystem in the City encompasses
many untapped resources. Underused modules,
manual workarounds, and siloed data restrict the efficiency and transparency the City requires to be effective. High-priority improvements are necessary for the Enterprise Resource Planning, Enterprise Asset Management, and Land Management systems. Increased utilization of the ERP system and completing configuration of the EAM and Land Management systems will all propel the City forward to serve its constituents more efficiently.

The City has recently reorganized IT and existing resources and is working with the vendor on continued system improvements. Numerous other applications, as detailed in the Current State Assessment Report, will require additional focused resources over the next several years.

This report contains ambitious and costly technology objectives for the City. If the City chooses to implement these systems rapidly, organizational change management and strategic oversight will be critical to the City’s success. We often continue to work with agencies on these issues during assessment, planning, and implementation. We have found that slow and steady progress following best practice methodologies leads to an improved likelihood of success, higher quality implementations, and improved staff utilization and data management of new systems.

We expect the projects outlined in this report will result in improved productivity, customer service, resiliency, and sustainability.

Cybersecurity – As additional cybersecurity tools are implemented, resource demands increase, requiring dedicated staffing to maintain operational efficiency. Developing policies and procedures, expanding the City’s cybersecurity toolset, and improving resiliency and recoverability are important components of a cybersecurity program that will reduce the risk of compromise and improve recoverability.

Application Utilization – City divisions want to improve their core business processes and fully utilize their applications. Therefore, the City should work to encourage a sense of application ownership and continuous improvement by the divisions. Improved application utilization is the most effective way to increase data availability, facilitate staff productivity, and improve customer service.

IT Staffing – City IT staff have many responsibilities. Expanding business analysis and project management skillsets among staff over time will provide IT staff with additional tools necessary to assist divisions in making business process and application improvements.

Third-party subject-matter experts will be helpful for projects that are high priority, beyond the scope of City skill sets, and/or lacking internal resource availability.

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Maintaining the Plan
The City should review and update the plan annually, using an abbreviated version of this assessment and planning methodology. In this way, the plan will be a vehicle to guide the City’s information technology activities. Plan updates should be synchronized with the annual budget process to represent technology initiative costs properly.

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Benefits
The completed plan is a dynamic tool to be revised and updated as business conditions and requirements change. Objectives may change as the organization and its environment evolve.

The City will not realize certain objectives and benefits if the planning function is not ongoing.

Implementing this Technology Assessment and Plan should realize significant benefits, including:
• Increased collaboration and communication on technology projects within the organization • Transformation of the organization’s overall understanding, knowledge, and stewardship of information technology
• Clear direction for IT operations and technology projects for the next several years, focused on meeting the organization’s needs
• Citywide division consensus and understanding of all technology initiatives and their priorities
• A roadmap for the selection, implementation, and improvement of business applications to better serve residents and staff
Immediate Next Steps
We recommend that the City establish a technology steering committee to begin work by reviewing the plan and budget and advising on priorities. Next, the City should assign lead and participatory resources to the top-priority technology and other high-priority initiatives. Finally, initiative leaders should report status updates for active initiatives to the technology steering committee as part of each meeting agenda.

The Committee should discuss significant issues for each initiative by providing general feedback, collaboration, and lessons learned, as many initiatives cross departmental boundaries.

We also recommend developing a training seminar series for key division stakeholders and system users to improve application utilization, management, and support. This is an effective way to maintain momentum and kick off the tremendous change that is to occur in enhancing operations and constituent services.

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Technology Master Plan Capital
Budget
The following section provides the five-year master planning budget detail by project initiative.

Please note that these subtotals are not the annual IT Division operating budget. Instead, these are estimated budgets for each project initiative. All project approvals will follow standard City annual budget requests and procurement policy and procedure requirements.

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Technology Current State
Assessment (Project Initiatives)
The following section contains the Technology Current State Assessment documentation in its entirety. The assessment resulted in 66 major technology initiatives and projects with hundreds of additional recommendations.

Technology Master Plan
Budget
Low High
Best Practices
1 Technology Governance Establish IT Governance mechanism to assist in managing implementation of this Plan.H $0 $10,000 $10,000 2 Applications Management Best Practices
Identify application owners and champions
within the Departments to lead improvement
efforts.

H N/A N/A
3 Software Needs Assessment Best Practices
Utilize software needs assessment
methodology to identify gaps in application
functionality for improvement.

H N/A N/A
4 Business Process Reviews
Business process reviews are key to
understanding existing processes and
identifying ways to improve or make them more
efficient.

M N/A N/A
5 Software Selection Best Practices
Best Practice focused on reducing risk and
improving software selection outcomes while
maximizing value through a competitive
selection process.

M N/A N/A
6 Enterprise Applications Implementation Best PracticesFollow PMI based project management principles for all larger or complex projectsM N/A N/A
7 IT Project Planning and Implementation Best PracticesFollow PMI based project management principles for smaller, less-complex projectsM N/A N/A
8 Enterprise Reporting Best Practices
Best practices approach and methods to
utilizing different reporting and business
intelligence tools with enterprise application
systems

M N/A N/A
9 User Training and Support
Develop a Business Applications Training Plan,
then ongoing Office, GIS and Departmental
training budget year-over-year. Recurring
budget item. Training requested by many
departments.

H $0 $25,000 $25,000 $25,000 $25,000 $25,000 $25,000
FY 2028-2029 FY 2027-
2028
FY 2024-
2025
FY 2025-
2026
FY 2026-
2027
Initiative No.Technology Initiatives Comments
Priority
Budget Range

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Technology Master Plan
Budget
Low High FY 2028-2029 FY 2027-
2028
FY 2024-
2025
FY 2025-
2026
FY 2026-
2027
Initiative No.Technology Initiatives Comments
Priority
Budget Range
10 Cloud Computing
Continue to move enterprise applications to the
cloud. Consider moving Laserfiche to the
cloud. Tyler will sunset on-premise versions of
their ERP product in this decade.

M N/A N/A
11 Data Availability and Management Solution Best
Practice
Best practice for managing data collection and
storage. M N/A N/A
12 Dashboard Preparation and Automation Review, assessment, and selection of performance dashboard needs. M N/A N/A
13 Centralized Land and Parcel Data ManagementMaintaining consistent data and integrations with GIS. H N/A N/A
Departmental Applications and Systems
14 Enterprise Resource Planning (ERP)
Budget for additional vendor support to close
functional gaps, implement new modules (if
necessary), and end-user training.

M $100,000 $250,000 $50,000 $100,000
15 Human Resources System
Budget for additional vendor support to close
functional gaps, implement new modules (if
necessary), and end-user training.

H $25,000 $50,000 $25,000 $25,000
16 NEOGOV Improvements
Budget for additional vendor support to close
functional gaps, implement new modules (if
necessary), and end-user training.

M $25,000 $50,000 $25,000 $25,000
17 Transient Occupancy Tax/Short-Term Vacation Rentals
Implementation in progress to better track
Transient Occupancy Tax and Short-Term
Vacation rentals.

H N/A N/A
18 Land Management System Improvements
Budget for additional vendor support to close
functional gaps, implement new modules (if
necessary), and end-user training.

H $25,000 $100,000 $50,000
19 Code Enforcement Software Budget for a needs assessment to close functional gaps. L $25,000 $50,000 $25,000
20 Work Order/Asset Management System Improvements
Budget for additional vendor support to close
functional gaps, implement integrations (if
necessary), and end-user training.

M $50,000 $100,000 $50,000 $50,000

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Technology Master Plan
Budget
Low High FY 2028-2029 FY 2027-
2028
FY 2024-
2025
FY 2025-
2026
FY 2026-
2027
Initiative No.Technology Initiatives Comments
Priority
Budget Range
21 Fleet Reservations Management SoftwareNeeds assessment and implementation of a new Fleet Reservation Management system.H Ongoing Ongoing $15,000 $5,000 $5,000 $5,000 $5,000 22 Police CAD/RMS Improvements
Budget for additional vendor support to close
functional gaps, implement new modules (if
necessary), and end-user training.

L $25,000 $50,000 $25,000 $25,000
23 Police Cellphone Analysis Software ReplacementBudget for a needs assessment to close functional gaps. M $11,000 $50,000 $30,000 $11,000 $11,000 $11,000 24 Police Ticketing/Citation System ImprovementsBudget for a needs assessment to close functional gaps. H $20,000 $25,000 $20,000
25 Digital Evidence Needs assessment and implementation of new Digital Evidence Software. L $40,000 $100,000 $60,000
26 Fire RMS Improvements
Budget for additional vendor support to close
functional gaps, implement new modules (if
necessary), and end-user training.

H $20,000 $45,000 $45,000
27 Fire Pre-Planning Software Software to pre-plan building fires and track inspections. H $30,000 $60,000 $40,000
28 Electronic Content Management System (ECMS)
Citywide document management and records
management system. Budget for consultant
support to assist the City with transforming its
records into digital storage.

H $150,000 $500,000 $100,000 $50,000 $50,000 $50,000 $50,000 29 Agenda Management Support the ongoing implementation of OneMeeting. H $25,000 $50,000 $50,000
30 Contract Management Software Needs assessment and implementation of new Contract Management System. M $25,000 $50,000 $40,000
31 Digital Signatures Software
Annual subscription and integration. Working
to expand digitial signature use based on
policy.

L N/A N/A
32 New Parks Reservation Software Needs assessment and implementation of a new Parks Reservation System. H $10,000 $30,000 $25,000

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Technology Master Plan
Budget
Low High FY 2028-2029 FY 2027-
2028
FY 2024-
2025
FY 2025-
2026
FY 2026-
2027
Initiative No.Technology Initiatives Comments
Priority
Budget Range
33 Project Management Software Needs assessment and implementation of new Project Management Software. M $5,000 $5,000 $5,000 $5,000 $5,000 34 Contact Management Software Needs assessment and implementation of a new Contact Management System. H $500 $500 $500 $500 $500 35 Microsoft Office 365 and Teams Budget for additional vendor support to close functional gaps and end-user training.H $50,000 $125,000 $25,000 $25,000 $25,000 $25,000 $25,000 Smart Technologies
36 Website Improvements
Budget dollars included for this initiative is for
additional services and/or functionality to
improve the overall citizen experience and train
staff.

L $25,000 $50,000 $50,000
37 Request Management Software Needs assessment and implementation of a Request Management system. L $25,000 $50,000 $12,000 $7,000 38 E-Filing Systems - Public Access
Assessment of needs and potential new
software to meet City e-filing and Form 700
needs.

L $7,500 $7,500 $7,500 $7,500 $7,500
39 Mass Outbound Communications System
A mass outbound communication system is
recommended to improve communications for
reverse-E911 and non-emergency events.

H $25,000 $25,000 $26,000 $26,000 $27,000
40 E-Billboards Needs assessment and implementation for eBillboards. H $125,000 $140,000 $130,000 $25,000 $25,000 $25,000 $25,000 41 Centralized HVAC Monitoring/Management SystemNeeds assessment and implementation of a Centralized HVAC Monitoring system.M $50,000 $100,000 $20,000 IT Infrastructure
42 Building, Door, and Gate Access Control Needs assessment and standardization across the City. M $15,000 $60,000 $40,000 $40,000 $40,000 $40,000 43 Computer Equipment Replacement PlanningPC and MDC replacement, Telco/Server UPS Replacement H $900,000 $1,100,000 $152,000 $152,000 $277,000 $152,000 $152,000 EOC laptops, EOC projector setup EOC laptop replacement and projectorM $40,000 $75,000 $45,000 44 Firewall Upgrade Cybersecurity improvements M $50,000 $75,000 $65,000 Ongoing
Ongoing
Ongoing
Ongoing

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Technology Master Plan
Budget
Low High FY 2028-2029 FY 2027-
2028
FY 2024-
2025
FY 2025-
2026
FY 2026-
2027
Initiative No.Technology Initiatives Comments
Priority
Budget Range
Managed Detect and Response Cybersecurity improvements H $106,000 $150,000 $109,000 $86,000 $86,000 $86,000 $86,000 45 Council Chambers Audiovisual Upgrade Improvements to council chambers audiovisual technology. H $150,000 $250,000 $350,000
46 Server Upgrades Upgrade server hardware, operating systems and SQL. Last replacement 2021 M $400,000 $550,000 $55,000 $450,000 $60,000 47 Network Upgrade
Improve network documentation. Switches,
Routers, Wi-Fi. Increase segmentation. Last
replacement 2018.

M $400,000 $600,000 $580,000
48 Fiber Optic Master Plan
Work with third-party to prioritize
implementation of fiber connections to City
facilities. Need fiber infrastructure master plan.

H $0 $200,000 $150,000
49 Public Wireless Network (Wireless Expansion)
Replace Spectrum wireless with City-owned
wireless in parks. Dependent on fiber
installation.

L $100,000 $200,000 $50,000 $50,000
50 Internet Bandwidth
Diversify City internet between City Hall and
offsite backup location (future Disaster
Recovery facility).

H $10,000 $25,000 $25,000
51 Office 365 Software Upgrades
Upgrade to M365 G5, move shared directories
to SharePoint. Investigate InTune for endpoint
management.

H $500,000 $600,000 $175,000 $175,000 $200,000 $200,000 $200,000 52 Public Safety Vehicle Communications Dual-simm modems and dual cellular service to improve field communications H $250,000 $300,000 $79,200 $68,700 $31,200 $31,200 $31,200 53 Public Safety Radio System
Police and Fire are moving to Riverside County
Public Safety Emergency Communications
(PSEC) system.

H $750,000 $1,100,000 $369,545 $370,239 $370,965 $371,729 $372,532 54 Public Safety Video Upgrades existing cameras and increase storage. Implement video at each Park.M $750,000 $1,000,000 $50,000 $645,000 $320,000 Laserfiche SaaS Migrate to Laserfiche Cloud M $60,000 $150,000 $90,000 $60,000 $60,000 $60,000

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Technology Master Plan
Budget
Low High FY 2028-2029 FY 2027-
2028
FY 2024-
2025
FY 2025-
2026
FY 2026-
2027
Initiative No.Technology Initiatives Comments
Priority
Budget Range
Tyler SaaS Migrate Tyler Systems to SaaS M $200,000 $300,000 $210,000 $210,000 $215,000 $215,000 Cybersecurity
55 Audit Logs and Log Management Regularly monitor logs using existing tools.H N/A N/A 56 IT Cybersecurity Best Practices Engage third-party SME to assist in implementing Network Access Control solution.H $10,000 $25,000 $15,000 57 Backups Implement cloud-based backup solution.H $200,000 $300,000 $60,000 $60,000 $60,000 $66,000 $66,000 58 Disaster Recovery Planning and Business Continuity Panning Update disaster recovery plans. Develop
business continuity plans. 1) Utilize secondary
City site for PD. 2) Cloud based recovery City
Hall.

M $10,000 $40,000 $40,000
59 Disaster Recovery Site Implementation Implement PD secondary site DR. H $175,000 $300,000 $100,000 $75,000 $100,000 60 IT Security Assessment Best Practice to conduct IT Security Assessment every 3 years. M $50,000 $70,000 $25,000 $35,000 61 Records and Data Retention
Investigate Email archiving options and
procure. Eliminate use of .PST files and zip
files for off-boarded accounts.

M $150,000 $200,000 $30,000 $30,000 $30,000 $32,500 $32,500 IT Operations
62 Identity and Access Management
Develop city-wide policies and procedures for
onboarding/offboarding. Expand use of single
sign on. Expand use of MFA.

H $0 $10,000 $5,000
63 IT Policies and Procedures Develop library of IT policies and procedures.H $10,000 $15,000 $15,000 Telecommunications
64 VoIP Phone Improvements Functionality improvements and training.M $10,000 $15,000 $15,000

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Technology Master Plan
Budget
Low High FY 2028-2029 FY 2027-
2028
FY 2024-
2025
FY 2025-
2026
FY 2026-
2027
Initiative No.Technology Initiatives Comments
Priority
Budget Range
65 VoIP System Upgrade Conduct RFP and move VoIP to cloud.M $300,000 $400,000 $35,000 $130,000 $96,000 $96,000 $2,052,745 $2,944,939 $2,935,165 $2,102,429 $1,699,232
*Other Funding Sources (Funded, Planned and/or Estimated) PEG Fund Offset Council Chambers A/V Upgrade 350,000 - - Permit Technology Fees Use for Land Management related
improvements. 210,000 210,000 215,000 215,000 IT Budget Backup system 60,000 - - - Website Improvements Funded 50,000
PD Budget PSEC Radios 325,893 - - - Agenda Management Funded 25,000 - - - $460,893 $560,000 $210,000 $215,000 $215,000
$1,591,852 $2,384,939 $2,725,165 $1,887,429 $1,484,232
5-Year Totals $10,073,618

Page 7 of 7 ends

Optimal Technology Guidance

Technology Current
State Assessment
June 2024
Client Locations
Coast-to-Coast

Practice Locations
California
Illinois
North Carolina
Texas

800.806.3080
www.clientfirstcg.com

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Table of Contents
BEST PRACTICES .......................................................................... 5

1. Technology Governance ................................................................................. 6

2. Applications Management Best Practices ....................................................... 8

3. Software Needs Assessment Best Practices ................................................ 13

4. Business Process Reviews ........................................................................... 17

5. Software Selection Best Practices ................................................................ 19

6. Enterprise Applications Implementation Best Practices ................................ 26

7. IT Project Planning and Implementation Best Practices ................................ 32

8. Enterprise Reporting Best Practices ............................................................. 34

9. User Training and Support ............................................................................ 38

10. Cloud Computing .......................................................................................... 41

11. Data Availability and Management Solution Best Practices .......................... 42

12. Dashboard Preparation and Automation ....................................................... 45

13. Centralized Land and Parcel Data Management ........................................... 47 DEPARTMENTAL APPLICATIONS AND SYSTEMS ............................. 48

14. Enterprise Resource Planning (ERP) ............................................................ 49

15. Human Resources System............................................................................ 56

16. NEOGOV Improvements ............................................................................... 59

17. Transient Occupancy Tax/Short-Term Vacation Rentals .............................. 60

18. Land Management System Improvements .................................................... 62

19. Code Enforcement Software ......................................................................... 65

20. Work Order/Asset Management System Improvements ............................... 67

21. Fleet Reservations Management Software ................................................... 70

22. Police CAD/RMS Improvements ................................................................... 71

23. Police Cellphone Analysis Software Replacement ........................................ 73

24. Police Ticketing/Citation System Improvements ........................................... 74

25. Digital Evidence ............................................................................................ 76

26. Fire RMS Improvements ............................................................................... 78

27. Fire Pre-Planning Management Software ..................................................... 79 Technology Current State Assessment

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28. Electronic Content Management System (ECMS) ........................................ 80

29. Agenda Management .................................................................................... 83

30. Contract Management Software .................................................................... 84

31. Digital Signatures Software ........................................................................... 86

32. New Parks Reservation Software .................................................................. 87

33. Project Management Software ...................................................................... 89

34. Contact Management Software ..................................................................... 91

35. Microsoft Office 365 and Teams ................................................................... 92 SMART TECHNOLOGIES ............................................................... 94

36. Website Improvements ................................................................................. 95

37. Request Management Software .................................................................... 96

38. E-Filing Systems - Public Access .................................................................. 98

39. Mass Outbound Communications System .................................................... 99

40. E-Billboards ................................................................................................. 100

41. Centralized HVAC Monitoring/Management System ................................... 101 IT INFRASTRUCTURE ................................................................. 102

42. Building, Door, and Gate Access Control .................................................... 103

43. Computer Equipment Replacement Planning ............................................. 104

44. Firewall Upgrade ......................................................................................... 105

45. Council Chambers Audiovisual Upgrade ..................................................... 106

46. Server Upgrades ......................................................................................... 107

47. Network Upgrade ........................................................................................ 108

48. Fiber Optic Master Plan .............................................................................. 109

49. Public Wireless Network (Wireless Expansion) ........................................... 110

50. Internet Bandwidth ...................................................................................... 111

51. Office 365 Software Upgrades .................................................................... 112

52. Public Safety Vehicle Communications ....................................................... 114

53. Public Safety Radio System ........................................................................ 115

54. Public Safety Video ..................................................................................... 116 Technology Current State Assessment

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CYBERSECURITY ....................................................................... 117

55. Audit Logs and Log Management ............................................................... 118

56. IT Cybersecurity Best Practices .................................................................. 119

57. Backups ...................................................................................................... 124

58. Disaster Recovery Planning ........................................................................ 125

59. Disaster Recovery Site Implementation ...................................................... 126

60. IT Security Assessment .............................................................................. 127

61. Records and Data Retention ....................................................................... 128 IT OPERATIONS ........................................................................ 129

62. Identity and Access Management ............................................................... 130

63. IT Policies and Procedures ......................................................................... 133 TELECOMMUNICATIONS ............................................................. 135

64. VoIP Phone Improvements ......................................................................... 136

65. VoIP System Upgrade ................................................................................. 137 Best Practices Technology Current State Assessment

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Best Practices are methods recognized as
consistently providing better results than other
methods. The following best practices will
enhance the City’s ability to select, procure, and
maintain more effective solutions in the future and
improve overall staff productivity.

Best Pract ices

1. Technology Governance

2. Applications Management Best Practices

3. Software Needs Assessment Best Practices

4. Business Process Reviews

5. Software Selection Best Practices

6. Enterprise Applications Implementation Best Practices

7. IT Project Planning and Implementation Best Practices

8. Enterprise Reporting Best Practices

9. User Training and Support

10. Cloud Computing

11. Data Availability and Management Solution Best Practices

12. Dashboard Preparation and Automation

13. Centralized Land and Parcel Data Management

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1. Technology Governance
Background
Technology Governance
Traditionally, key technology decisions are made by IT professionals and a select few organization managers. This approach does not always ensure the most effective delivery of technology to stakeholders (all departments and constituents). Modern technology governance can provide a collaborative forum for major decisions, planning, internal communication, and department staff training. Technology governance can also provide a methodology for stewardship of technology resources on behalf of the stakeholders who demand a benefit.

Steering Committee
A Technology Steering Committee is composed of a group
of employees and managers representing a cross-section
of the organization's leadership, departments, and
disciplines who assist in providing long-term direction for an organization's technology resources. This committee can assist and facilitate the prioritization and focus on the development of organizational concepts and planning.

Some specific responsibilities may include:
• Identifying and developing technology initiatives and projects
• Assisting with prioritization of technology initiatives • Monitoring the Technology Master Plan and projects' progress • Providing a forum for lessons learned during the implementation of technology projects • Conducting an initial review of technology-related projects requested by individual departments
• Reviewing and providing feedback on long-term, unresolved Help Desk issues • Reviewing and assisting with the implementation of technology standards and policies • Providing support for technology across the organization Implementation of a technology governance methodology can be an effective forum for departments to become more knowledgeable about technology and how it can be used to enhance customer service, ensure the effective use of technology and the organization's technology budget, and create efficiencies throughout the City's business processes.

Findings and Observations
• Prioritizing projects across departments will be critical to the success of IT. • The implementation of the committee structure will provide an opportunity for City departments to collaborate on future technology use and application needs that will improve their day-to-day operations and constituent services.
• A committee structure will ensure that technology issues, needs, and investments will have a formal identification process and a mechanism for making transparent investment decisions.

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Recommendations
• Implement a Technology Steering Committee to discuss technologies, recommend priorities, assist in policy implementation, and increase communication within the City and department staff
 Develop a Technology Steering Committee Charter and establish a periodic meeting schedule
• Utilize the Technology Steering Committee as the initial forum for departments to propose and present new technology-related projects
 Assure best practices are followed and applied to the review, selection, approval, procurement, and implementation project management of approved projects  Assure ongoing application maintenance and support meet department needs  Discuss ongoing security concerns and security awareness initiatives • Continue to utilize the Technology Steering Committee to assist with:
 Communicating significant changes
 Coordinating application software training needs
 Identifying potential improvements in inter-department information flow Recommended Next Steps
• Develop a Technology Steering Committee Mission Statement • Identify potential Technology Steering Committee members who:
 Can represent their Department and speak to Department priorities  Understand citywide needs and budget constraints
• Develop and implement a Technology Steering Committee focused on:
 Adjusting priorities based on limited IT resources
 Annual IT initiative/project review and prioritization  IT policy implementation and security awareness
 New project reviews and feedback
 Lessons learned from ongoing projects
• Ensure representation of all/most departments on the Steering Committee for regular technology-based communication, ongoing education, and continued collaboration • Monitor and discuss active initiatives and projects at each Committee meeting • Form sub-committees, as appropriate
 Consider a GIS subcommittee to focus on developing a strong citywide GIS program Benefits
• Increased transparency, responsibility, and accountability • Prioritization of initiatives
• Improved compliance and consistency
• Enhanced communication and collaboration
• A higher degree of business and technology alignment
• Widespread personal and professional growth
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2. Applications Management Best Practices
Background
Many agencies underutilize their software systems, resulting in a loss of productivity due to manual processes, inefficient workarounds, and ineffective or unnecessary reconciliations.

Additionally, most agencies do not have sufficient resources in their IT organization to document operational requirements for applications and business processes. Identifying additional application improvement opportunities requires prioritizing and evaluating alternative solutions and identifying sufficient implementation, ongoing management, and support resources.

Successful projects spread responsibility between department subject matter experts, other stakeholders, and the technical team. This best practice applies to the system's implementation and ongoing support and maintenance.

Gaining greater utilization of the existing application modules is vital to increasing staff productivity throughout the City. Accomplishing this is often challenging due to limited resources, the diversity of application providers, and the systems in use.

The City can benefit greatly by evolving beyond traditional application management practices.

Implementing the following recommendations can lead to improved functionality and system use as well as increased overall productivity, customer service, and transparency.

The roles and responsibilities for application support and management need to be identified and assigned to all departments' operational software. The "Future Application Roles and Responsibilities" matrix recommends a starting point for identifying staff and end-user roles.

The following table is an unofficial inventory of the City’s different software applications or modules throughout all departments. Cathedral City currently utilizes over 100 applications, modules, and systems. Major systems include:

Application Functionality Vendor-Application Name
Financial Management Tyler Munis
Human Resources Management Tyler Munis
Payroll Tyler Munis
Applicant Tracking NEOGOV
Enterprise Asset Management (Work Orders & Asset
Management)
Tyler Enterprise Asset Management
Electronic Document and Records Management Laserfiche
Land Management System Tyler Technologies Energov, Permits Plus Computer Assisted Dispatch/Records Management
System Alliance

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Below is a sample listing of the City’s applications and modules. This list is not an official or complete inventory.
• ACFR Builder
• Adobe
 Acrobat
 Acrobat Pro
 InDesign
 Photoshop
 Premiere Pro
 Rush
• ARCGIS Pro
• AutoCAD
• Axis Camera Client Station
• BlueBeam
• BlueTeam
• Calphoto
• Carfax
• CDCR Leads
• Cell Hawk
• Cellebrite Physical Analyzer
• Cisco Phone
• City Map (internal program)
• Citymap (GIS)
• CJIS Validations
• Court Notify
• Crossroads T/C
• Crystal Reports
• CVAG signal sync software
• Cyrun – Alliance
 Computer Aided
Dispatch
 Mobiles
 Records Management
• Data Ticket (web-based)
• Data Warehouse
• Dig alert app
• Dropbox
• Ecats
• Ekos
• Firehouse
• Flock
• G2 Phoenix
• GasBoy
• GIS Maps
• GIS/ESRI
• Google Chrome
• GoRequest
• GovOutReach (web-based)
• GovQA
• Gray Key
• HDL Property and Sales
Tax
• IAPro
• IDIS
• ImageTrend
• InTime
• KnownBe4
• Laserfiche
• Leadtools OCR
• Lexipol
• LINX
• Mail Merge Tool Kit Pro
• Microsoft
 365
 Excel
 Outlook
 PowerPoint
 Publisher
 SharePoint
 Teams
 Word
• MinuteTraq
• My Cathedral City
• Neighbors by Ring
• NeoGov Insight
• NeoGov On-board
• NextRequest
• PaperStream Capture
• Permits Plus
• Rapid Deploy
• RapidSOS
• Real Quest (web-based)
• Redbox
• Riverside County Probation
• SSRS / Cubes
• Streetsaver (PMP)
• T Value
• TargetSolutions
• Telestaff
• Time Tracking (excel
based)
• TLO
• Training Management
System (TMS)
• Trakstar
• Tyler Technologies
 311
 Cashiering
 Citizen Self-Service
 Employee Self Service
 Energov
 Enterprise Asset
Management
 Enterprise ERP
▪ Accounting
▪ Bid Management
▪ Capital Assets
▪ Cash Management
▪ Contract
Management
▪ Expense
Reimbursement
▪ Inventory
▪ Project & Grant
Accounting
▪ Purchasing
▪ Executime
▪ Human Resources &
Talent Management
▪ Payroll w/ESS
▪ Accounts
Receivable
▪ General Billing
▪ Tyler Cashiering
▪ eProcurement
▪ ACFR Statement
Builder
▪ Incident
Management
• Vector Solutions
• Vesta
• Visio
• Web Universal
• Webex
• Zoom

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Findings and Observations
• Both initial and ongoing software training is needed for many existing and future applications throughout the City (see "User Training and Support" initiative). • Several core applications in the City require further effort to improve utilization and/or possible replacement.
• Key tasks that will lay the foundation for a successful implementation down the line are:
 Committing resources from the beginning of an initiative to document business processes
 Documenting functional needs for applications
 Prioritizing requirements
 Evaluating vendor solutions
 Assigning the right project team members
• Greater utilization of the City's software systems will significantly increase staff productivity and data sharing.
• The City should identify application support and management roles and responsibilities.

Then, assign them to each department's operational modules. We recommend starting with:
 Enterprise Resource Planning (ERP)
 Enterprise Asset Management (Work Order System)
 Land Management
 CAD/RMS
Other application systems utilized by multiple or all Cathedral City departments See the list of major applications above. Identifying capable staff to fulfill the roles and responsibilities for optimizing applications will help the City achieve the goals of the "Applications Management Best Practices" initiative in the future. Examples include:

Process Owner
• Primarily makes final decisions on process
policies, procedures, and deliverables for
their area of expertise
• May also be responsible for oversight and
delivery of daily, weekly, monthly, and annual
processes
• Stays current with applicable industry best
practices, technology, and application
capabilities
• Stays current with existing application
vendors' capabilities, offerings, and
enhancements
Power User
• Department expert on application/module
• Possesses the greatest knowledge of application/module • Lead trainer/support person for other department staff that utilize the application/module • Usually has formal training and is responsible for application configuration setup and changes on an ongoing basis
• Stays current with the applicable industry best practices, technology, and application capabilities
• Stays up to date with current application vendors' capabilities, offerings, and enhancements Roles and Responsibilities
PO = Process Owner(s) RW = Ad hoc Report Writer(s) MS = Module Stakeholders PU = Power User IT = IT Responsibilities(e.g. System Admin. or server support) FF = Feature Function Reviewer(s) AA = Application Analyst(s) ML = Module Lead EC = Evaluation Committee Selection Participants Financial Management
General Ledger
(incl. Bank
Recon)
Budgeting Project and
Grant Acctg
Purchasing and
Req's Bids Mgmt Contract Mgmt Accounts
Payable
Accounts
Receivable Cashiering Fixed
Assets
Financial
Reporting
Ad Hoc
Reporting
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• Liaisons/coordinates with departmental staff, project managers and vendor • May also be a feature function reviewer
• Lead responsible for selection process questionnaires, documentation, gathering information and coordinating other Key Module Stakeholders
• Lead participant in reviewing assembled software and business process needs requirements • Provide feedback or clarifications on software needs • Lead departmental implementer for new software module/functionality • Participant in reviewing assembled software needs requirements • Assists in gathering documentation and identifying department/division needs • May also provide feedback or clarifications on software needs • Participant in reviewing assembled software needs requirements • May also provide feedback or clarifications on software needs • Participant in group needs assessments workshops • Participant in vendor proposal evaluations
• Participant in vendor demonstration evaluations
Role Description
• Primarily makes final decisions on process policies, procedures, and deliverables for their area of expertise
• “Resident expert” staff who is responsible for a given departmental process or function • May also be responsible for oversight and delivery of daily, weekly, monthly, and annual processes • Stays current with the applicable industry best practices, technology, and applications capabilities • Stays current with existing application vendors’ capabilities, offerings, and enhancements• An expert on a specific application or software module • Possesses greatest knowledge of application or module • Lead trainer or support person for other staff members that utilize application or module • Usually has formal training and is responsible for application configuration setup and changes on an ongoing basis
• Stays current with the applicable industry best practices, technology, and application capabilities • Stays current with existing application vendors’ capabilities, offerings, and enhancements • Assigned to work with process owners, power users, IT, and users • Reviews business processes and shadow systems (e.g., spreadsheets and other databases) to increase automation and improve efficiencies
• Assists in developing and documenting standard operating procedures (SOPs) • Aptitude to develop ad hoc reports using vendors’ report writing tools (e.g., Crystal Reports, SSRS, etc.) • The “go-to person” for ad hoc reports that other users cannot quickly generate on their own • Copy data between development, training, and live databases • Develop ad hoc reports
• Revise and test security roles, including testing all user IDs • Administer system and supporting software/database • Assists with the installation, upgrades, and ongoing maintenance of the application• Technology Current State Assessment

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IT Roles and Responsibility
The IS Department serves an important role in the implementation and ongoing support of application systems. However, they are not usually operational experts, as described above. IS roles and responsibilities should be clearly defined and complement the skills and knowledge of other project/support team members. Some common IS staff responsibilities include:
• Maintain supporting equipment/peripherals
• Network support and maintenance
• Provide Help Desk support to users
• Perform backups of system data
• Copy/refresh data between development, training, and production databases • Implement and test security roles
• Database Administration
• Assist with the installation, upgrades, and ongoing maintenance of the application systems It is important to note that IT staff involvement in supporting and maintaining enterprise application systems is critical. However, they may have limited operational process knowledge and IT resources available.

Consider how users obtain assistance with issues, receive appropriate training, and become proficient in utilizing application systems when defining roles and responsibilities.

The most successful application support infrastructure teams comprise technical and operational staff. While IT staff may serve numerous roles, they are not process owners or power users. Individual departments should take as much responsibility as possible for supporting and maintaining modules used in their primary business operations.

Module/Functional Area Lead
• Responsible for gathering documentation/information and coordinating the activities of other key Module Stakeholders
• Lead participant in reviewing assembled software and business process needs requirements
• Liaises and/or coordinates with department staff, project managers, and vendors • May also be a feature function reviewer
• Provides feedback or clarifications on software needs • Lead department implementer for new software module/functionality Module/Functional Area Stakeholders
• Participate in business process reviews to determine software requirements • Assist in gathering documentation and identifying department or division needs • May also provide feedback or clarification on software needs • Participate in the implementation, testing, documentation, and training of other users

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Recommendations
• Consider adding staff to the MIS - IT Department to provide specialized enterprise application support to department users.
• Departments should be encouraged to become more responsible for application setup and configuration changes with the assistance of IT personnel. Provide training if department personnel cannot make these changes. Third-party subject-matter expertise can be helpful for large or complex projects.
• Assign staff-specific roles and responsibilities for each application or module. • Key assignments should be responsible for understanding industry best practices and solutions as well as taking the lead in continually assessing and inventorying needs. • Inventory and maintain current and future feature/functions; reporting, training, and support gaps; and lists of improvement needs by software module. • Consider cross-training department personnel on utilizing report writing tools with proper security access to generate required reports. More complex reporting often requires a specific understanding of database structures in the application, necessitating IT assistance. • Process owners and/or power users should actively monitor upcoming functionality improvements in new software releases. In addition, it would be helpful if process owners monitored and discussed application usage with other peer cities and entities and incorporated the feedback from inter-city exchanges into the City’s systems to improve functionality further and increase usage across the City.

Benefits
• Higher return on software investment from the increased use of application features • Lower costs and less reliance on vendor assistance
• Less time required by IT staff due to increased user independence. • Identification of application user roles and responsibilities • Improved efficiencies and productivity
• Improved customer service
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3. Software Needs Assessment Best Practices
Often, one of the first requirements identified in technology-related software implementation and improvement projects is to conduct an assessment. Detailed assessments are an important step in evaluating current and future needs for technology projects. Still, they can apply to just about anything requiring an evaluation. Many agencies are unfamiliar with this detailed process, nor do they have staff with the skills or experience to conduct successful assessments.

This initiative aims to identify what an assessment is, when it is best applied, the basic guidelines for conducting one, and to provide recommendations for finding the right resources for the process.

What is an Assessment?
The official definition of "assessment" is "the action of evaluation and making a judgment" (Webster's
Dictionary). For technology projects, assessments most
often refer to the process of making a judgment
regarding the current and future state use of an
application, interface, or integration needs.

Assessments conducted for business applications
typically result in one of the following decisions:

1. Improvements to specific deficiencies in an existing application, interface, or integration

2. Implementation of a new application, interface, or integration to eliminate existing manual processes

3. Replacement of an existing application, interface, or integration that is not capable of meeting the City’s requirements
Components of a technology assessment may include an evaluation of the City’s:
• Documenting process workflows and/or workflow diagrams • Software functional requirements (portals, dashboards, mobile app, and online credit card processing), including the deployment/adoption of new features rolled out in vendor software releases after the original implementation
• Gaps with existing systems and potential needs for improvements • Third-party system interfaces or integrations
• Data conversion needs (the type of records and the number of years of data) • Current and future reporting needs
• Unmet training needs
• User licensing needs (e.g., number of users, type of licenses, concurrent users, mobile users, and inquiry vs. edit capability)
• Assessment of IT infrastructure requirements
Guidelines for Conducting an Assessment
Every assessment is unique. Some may include business process reviews in which current operational processes are analyzed and evaluated. If needed, more comprehensive business process reviews may include formal workflow analysis and/or process diagrams. Most assessments result in customized feature/function requirements for an implementation, replacement, or improvement project. Large or complex projects should follow the guidelines of the "Business Process Review Best Practices" initiative.

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For technology master plans, high-level assessments identify needs and gaps in existing technologies to determine individual project needs. This process results in recommendations to complete more detailed assessments and/or business process reviews of specific application and infrastructure systems (a different project purpose). The technology plan becomes a roadmap for the City to prioritize, budget for, and implement short- and long-term technology strategies resulting from citywide collaboration efforts.

Regardless of the type of assessment needed, some key considerations and resources are needed to succeed. These include:
• Identifying the assessment objective
• Identifying the appropriate resources/stakeholders to conduct and participate in the assessment process
• Determining the level of documentation detail needed
to communicate both current and potential future needs
• Developing a plan to implement the findings and
recommendations that result from the assessment
process
Each of these areas is discussed in more detail in the sections below.

Identifying the Assessment Objective
Always consider the big picture when determining an assessment's objective. The scenario below is an illustrative example:

A City implemented a new ERP system four years ago. While the application met the Finance Department's needs, other departments that utilized different system components struggled and continued to produce reports that required data manipulation using spreadsheets and manual processes.

In this scenario, the Finance Department may not have favored replacing the core enterprise application system. On the other hand, other departments may have been open to evaluating alternative solutions.

Unless it is apparent that the incumbent vendor cannot perform the functions needed or is sunsetting the product, determining the gaps in the existing system before pursuing its replacement is always recommended. This analysis will guide the resulting action plan.

These big-picture items, the detailed feature/function needs, and subsequent documentation can lay the foundation for implementing a new system or replacing the old one, if appropriate.

Additionally, detailed needs documentation becomes the foundation for improving or replacing a system.

Identifying Stakeholders and the Right Resources
Having the right resources involved in conducting an assessment is critical to achieving the objectives of the process. There are two types of resources recommended:
• The interviewer
• Stakeholders

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The interviewer should have business analysis skills,
including:
• Analytic thinking
• Good listening
• Problem-solving
• Oral and written communication skills
• General knowledge of the application or processes in
question
• Possibly a role in support of the application
• Familiarity with the existing vendor
• Reputation from the end users as a champion for their needs • Ability to articulate the department's needs in a concise manner • Ability to lead the follow-up effort with the vendor upon the conclusion of the assessment Stakeholders' use of the system or role in the process will vary, and their needs may differ.

Stakeholders should represent the application end-user community and/or assessment focus.

Identifying and interviewing two key stakeholder groups is important to capture their needs and determine improvement recommendations to address their concerns. The first stakeholder group should represent the department responsible for administering a system or module.

Those stakeholders should understand the configuration of the current system or module and some of the application's functional deficiencies.

The second group of stakeholders should consist of cross-departmental end users who may have insights into the day-to-day use of the system or process. Their operational perspective should complement that of the administering department's staff.

Documentation Details and Communication Methods
The assessment type dictates the level of documentation detail needed. A successful assessment process will articulate findings with a recommended follow-up plan.

Various tools and techniques are available to gather the needed information for making recommendations during the assessment process. Some of these tools/ techniques, depending on the type, size, and complexity of the project or system, could include:
• Distributing surveys or information requests to end users and compiling the results • Conducting workshops as a group to review the results of questionnaire feedback and identify issues
• One-on-one interviews with Power Users and/or subject-matter experts • Reviewing or observing business processes
• Documenting detail needs as described above
The goal is to achieve collaboration and involvement from the user community without judgment or criticism. In addition, the recommendations made due to the assessment process need to identify useful, realistic, and implementable solutions.

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Developing an Improvement or Implementation Plan
Assessment findings and recommendations must be realistic and include a feasible action plan.

If the City has a limited budget or staffing resources, it may not be a realistic recommendation to replace the system at that time. An interim alternative may be to utilize the needs assessment documentation to work with the existing system to set up features not originally implemented or available at that time, set up workflow automation, or improve existing integrations.

If additional training is needed, the assessment should outline all the City’s training needs, identify who should participate, and who should conduct research with the vendor regarding the amount and cost of the training. A long-term strategy might also be identified for an ongoing training program to onboard new employees and ensure that software updates/new releases are implemented.

The resources needed to execute the action items identified in the assessment may include executive leadership, a project manager, temporary staffing, training facilities, hardware, data extraction experience, GIS assets, and a change management strategy.

Each assessment will be different depending on the specific objective and project needs. The City should evaluate the skillsets of staff available to lead an assessment and determine whether third-party assistance is needed. The assessment process determines specific requirements and is crucial in optimizing technology investments.

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4. Business Process Reviews
Background
A Business Process Review (often called Business Process Improvement) is a method of analyzing and evaluating current processes for:
• Identifying enhancement opportunities and streamlining processes • Automating manual processes
• Eliminating or dramatically reducing the use of shadow systems and processes
• Eliminating paper, other equipment, and supply costs
• Maximizing the human resources involved in processes
• Embedding or transferring the knowledge of subject-matter experts (SMEs) into the processes and associated workflows • Optimizing the configuration and functionality of the system to support process improvements
 Note that system features, functions, and capabilities can also dictate process improvement opportunities.
• Defining functional requirements for business application implementation, replacement, or improvement projects
Conducting business process reviews and looking for ways to improve productivity are continuous processes. To optimize application utilization, business processes and system configurations should undergo continuous improvement in response to:
• Emergence and introduction of new technologies
• Release of application software updates containing new features, functions, and capabilities • Changes in law, regulations, or rules
• Changes in the needs and demands of the City’s constituents and the public user community
• Unforeseen changes in access to resources or funding
• Changes in business operation processes
• Although process reviews and improvements should be continual, it is most common for process improvement projects to occur:
 In preparation for, and during the implementation of, new, replacement, or improvement of business application systems
 When new technology becomes available that provides opportunities for additional automation
 On a pre-established process review and improvement cycle (e.g., annually) Business process reviews for complex processes can also include as-is and to-be documentation and diagrams.

Recommendations
• Perform Business Process Reviews throughout the City, breaking processes down by department, division, application module, and finally, the process level (e.g., procurement or cashiering). This should also take into consideration interdepartmental interaction and dependencies.
 Conduct business process reviews before implementing new software and major changes to existing platforms.
 Begin by analyzing the staff feedback throughout this report to identify high-priority opportunities.

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• Conduct Business Process Review efforts in conjunction with evaluating any required business applications.
• City management needs to be aware of the potential need for employee reassignment or redeployment and the operational and emotional effect this may have (see “Workload Transference” concept described below).
• Consider initially utilizing a third-party SME or consulting firm for scheduling, structuring, and conducting the necessary business process review and improvement efforts for large complex projects.

Workload Transference (A Business Process Concept)
As a result of business process improvements, including those that occur during the implementation of new systems, the City’s processes will be changed and streamlined. These changes sometimes require shifting workload (tasks and amount of effort) from one person to another. Even though a particular individual may experience an increased workload, the total work effort for the entire process is reduced. This is called “workload transference” and is why reallocation and change in personnel duties are sometimes required to achieve the potential gains from implementing system improvements. The diagram below represents this principle.

Even though Person #1 in the process has an increase of three work units, the work units of the individuals down the process stream have been reduced. The result is a total workload reduction for the entire process stream (reduction of five work units).

Note: It is important to understand that this is an example of a single process. This example represents a reduction of hours and effort, not a reduction in employee count.

Benefits
• Improved efficiencies through:
 Process enhancements and streamlining
 Automation of manual processes
 Elimination or dramatic reduction of shadow systems and processes  Elimination of paper, other equipment, and/or supply costs  Maximization of the human resources involved in processes • Improved utilization of existing systems through reconfiguration and setup, gaining productivity, and achieving better results
• Preservation of institutional knowledge by embedding or transferring staff knowledge into processes and associated workflows
• Maximized investment in software applications and technologies by incorporating process improvements in system workflows, configuration, and setup • Customized requirements for business application implementation, replacement, or improvement projects

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5. Software Selection Best Practices
Background
Selecting the right system and technology is more critical today than ever because the efficiency and effectiveness of the City are directly dependent on its use of technology and information systems. Agencies that follow best practices recognize that they must take greater advantage of automation to meet growing constituent and public demands.

Following best practices while procuring
new software solutions can transform
an agency’s operations, processes, and
constituent services. Without proper
preparation, planning, and methodology
for selection and implementation,
agencies face many problems and
risks, including:
• Spending sometimes hundreds of
thousands of dollars more than necessary in
the total cost of ownership
• Failed or prolonged implementation
• Implementation of systems that still do not
meet the City’s functional needs
• Low productivity
• Poor contract negotiation position
• Lack of and/or reduced integration between
other software systems
Agencies typically fall short of their
implementation goals due to one or more of the
following factors:
• Insufficiently defining system objectives and
requirements
• Failing to involve both management and
users adequately
• Underestimating the costs and effort required
• Failing to plan for expansion adequately
• Failing to evaluate software properly
The City should utilize a structured analysis and
selection methodology to implement key
software systems and reap the full benefits
properly. A structured approach to selection and
implementation results in significant benefits,
including:
• Reduced risk of a failed or prolonged implementation
• Lower total cost of ownership
• Independent and objective analysis of potential alternatives • Well-defined objectives and requirements
• Opportunities for staff and project participants to learn about application functionality and business processes outside of their scope of work that they may not see during their day-to- day tasks

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• Selection of technology that meets the City’s short- and long-term objectives and requirements
• Effective contract negotiation through well-prepared and documented needs • Overall project time savings
• Improved implementation readiness
• Longevity of the system selected for years to come
Findings and Observations
• Software selection and procurements that follow best practices include departmental end- users in the assessment process to capture each business unit's functional needs. • A best practices approach to software selection can avoid thousands of staff labor hours performing tasks that modern enterprise systems can automate and/or streamline. • Following selection best practices, beginning with an assessment, streamlines processes and consolidates siloed systems into a fully integrated enterprise system.

Recommendations
• We recommend that the City adopt these best practices when initiating the search and procurement of application software. Larger, more complex projects generally require more due diligence. However, even small projects can benefit from these methodologies. • Utilize best practice selection methodology when evaluating new software. • Consider third-party subject-matter experts (SMEs) when selecting or improving complex or highly specialized solutions.
• For major enterprise-level systems:
 Complete process reviews and document detailed feature/function specifications as part of an RFP.
 Include cross-function stakeholders in each software evaluation and implementation project by module (e.g., budgeting should include all staff who participate in that process; fixed assets should only include staff who participate in that process).  Identify all reporting needs.
▪ This will help inform implementation decisions to capture all data and fields required to create a report.
▪ This focus can save significant implementation and system costs. • For department-specific applications:
 Develop a high-level application requirements inventory. ▪ Requirements do not have to be as detailed as an enterprise-level system. ▪ This allows the City to structure software demonstrations to show functionality relevant to the departmental end-user.
 The identified functionality and associated costs may be shared among two or more departments. For example, Public Works, Development Services, and Recreation may all use Project Tracking and Collaboration.
▪ This is also an effective way to build a business case for the new applications.

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Benefits
• Reduced preparation time for deployments
• Better identification of integration requirements
• Reduced license fees
• Increased utilization of application systems
• More effective due diligence
• System functional alignment with overall City goals
• Higher probability of having a successful implementation Example Work Plan
Step
Software Selection Workplan
Project Coordination and Management
1 Project Coordination and Management - Finalize the project work plan and timelines and arrange communications, logistics, and support. Schedule various meetings with personnel from each functional area to review and discuss existing and future information system needs. Provide ongoing project coordination and status updates. The project manager will:

Act as a liaison between the executive stakeholder team, project team, vendor(s), and City staff
Develop and manage a comprehensive project plan, detailing project stages, milestones, and resources
Manage the Change Management Process with oversight from the City's Executive Project Steering Committee
Develop a communications plan, and provide monthly executive/project status reports, detailing any key decisions, issues, and action items
Phase 1 - Project Team Development and Kick-off
2 Project Initiation and Project Team Development - Develop and finalize the makeup of the Project Team, documenting required roles and responsibilities as well as ensuring representation from all key stakeholder groups. Follow "Enterprise Application Support and Management Best Practices." This will include the following steps:

Development of a Project Charter
Establish a project management office (PMO), per Project Management Institute (PMI) best practices

Develop Module/Functional Area Teams based on Enterprise Application Management and Support best practices. These Teams will also be utilized during the actual software implementation. They should include cross-function stakeholders/users from multiple divisions and departments, as appropriate.

Assist with educating Project Team and Module Team members on defined roles and responsibilities, facilitated through the completion of forms and gathering of information for use in workshops, including background concepts, instructions, and finalization Conduct a formal Kick-Off Meeting to officially start the project and provide an overview of the project to the Project Team, Module Team members, and other engagement participants Technology Current State Assessment

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Step
Software Selection Workplan
Phase 2 - Assessment and Process Reviews
3 Needs Assessment Questionnaires/Information Requests - Develop tailored assessment questionnaires and information requests related to existing and future information system needs to be used during the discovery process. Questionnaire results will be utilized to guide the business process reviews by module/function, including automating manual processes, streamlining others, improving integrations, and identifying unmet reporting needs. 4 Business Process Review and Requirements Workshops - Meet with Module/Functional Area Teams to review existing manual and automated systems and operations, including any custom- developed workaround systems or processes. Change management and best practices for vendor selection and implementation preparation should be addressed throughout all workshops.

Workshops should also identify deficiencies in current processes and establish expectations for improved design and efficiencies in a modern software solution. Also, include documentation of all other system integration and data conversion requirements. 5 Software Functionality Requirements Documentation - Review information gathered during the process reviews and develop system requirements (software feature/function requirements) specific to the City's needs.
6 System Functionality Requirements and Documentation Revisions - Incorporate and revise the process review and requirements specification documents by incorporating reviews and feedback from the various Module/Functional Area Teams. 7 IT Information Meetings and Interviews - Conduct information-gathering activities focused on the ability of the existing IT staff and infrastructure to support the needs of the new system and review the readiness to implement and support the platform that will be required for the new software system, including:

IT Network and Infrastructure
Storage and Backups
Servers, Server Applications, and Management
Cybersecurity
Disaster recovery
Desktop environment
Document information and summarize the required preparation initiatives, findings, and recommendations
Prepare a memo assessing gaps and the readiness of IT infrastructure to support the City's general needs and the introduction of the new software system. The memo is to include the following:

General readiness of IT to support the City's new system needs and support the introduction of a new software system
IT Initiatives with findings and recommendations, including the following scope:

IT Environment and Infrastructure
IT Applications Support Staffing Structure
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Step
Software Selection Workplan
8 Assessment and Recommendations Reporting - Based on the information gathered and analysis performed, prepare an assessment/gap analysis report and presentation documenting current processes, with recommended improvements and future needs, including:

New System Opportunities and Existing System Challenges Findings and Recommendations
New-Solution Requirements
Integration Needs
Conversion Requirements
Implementation Risk Assessment
Budget, Resource, and Timeline Considerations
Phase 3 - Develop Request for Proposals (RFP)
9 Preliminary Vendor Communication/Research - Research and prepare a list of pre-screened information system vendors and their contact information, based on the assessment process and new system requirements. The objective is to identify vendors specializing in government agencies with the application modules for future needs already in use in the industry. Vendors do not respond to all RFPs, so pre-communication is helpful to obtain proposals that are in the City's best interest.
10 Develop Request for Proposals (RFP) Documents - Prepare Request for Proposal (RFP) or Bid documents. RFPs should include, but will not be limited to, the following:

Project objectives and process
Evaluation criteria
Proposal forms and supporting information
Software feature function compliance
Vendor software support, reference ability, and reputation Reporting capabilities and ease of use
Modern technology utilization
Customer base similarities
Cost (proposals for SaaS/cloud and on-premise options, professional services, third-party integrations, and conversions)
11 RFP Issuance and Facilitate Vendor Response Activities - Facilitate pre-proposal vendor response activities, including:

Manage vendor questions and answers during established proposal response timelines Assist with required RFP addenda
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Step
Software Selection Workplan
Phase 4 - Vendor Proposal Evaluation and Finalist Vendor Selection 12 Vendor Proposal Evaluations - Analyze and evaluate proposal responses. Provide an initial Summary Vendor Comparison Worksheet and Vendor Executive Summary Analysis Memorandum that provides side-by-side comparisons of key system evaluation requirements, including feature/function compliance statistics.
13 Vendor Analysis Workshop to Determine Vendor Finalists (Short List) - The Project Team and Executive Project Steering Committee should conduct an analysis results workshop that includes the review of the Vendor Comparison Worksheet and Vendor Executive Summary Analysis to determine a short list of vendors to provide comprehensive software demonstrations. 14 Develop Demonstration Documents, Agenda, and Coordination - Develop documents, including an agenda and sample guides for vendor demonstrations. Send these documents to vendor finalists for their preparation. Also, prepare Vendor Demonstration Evaluation Forms for use by all participating City staff during demonstration sessions. 15 Facilitate Vendor Demonstrations - Schedule demonstration dates and facilitate initial vendor demonstrations to address applicable requirements. City personnel should evaluate vendor demonstrations using Demonstration Evaluation Forms.
16 Post Demonstration/Visit/Reference Check Due Diligence and Follow-up - Conduct/facilitate additional finalist vendor(s) follow-up issues and due diligence. This may include additional demonstrations, Q&A facilitation, reference checking, and site visits. Also, prepare a form to be used by Project Team members to conduct finalist reference checks and/or calls and a Site-Visit Form for City personnel to use during site visit(s). IT should also review the technical requirements in the selected vendor's proposal and prepare a memo outlining observations and recommendations.
17 Facilitate Final Vendor Selection - The Project Manager should meet with the City's Project Team and the Project Executive Steering Committee to facilitate discussion and finalize the vendor selection. The Vendor Demonstration Evaluations, combined with additional due diligence analysis, should be used to facilitate finalist selection.

Phase 5 - Implementation Plan Review Contract Negotiations 18 Implementation Plan (SOW) Review - Review and finalize the Statement of Work, Implementation Schedule/Plan, Project Management Office, resource requirements, and timelines. 19 Contract Review and Negotiation Assistance - Review vendor contract documents and negotiate terms and special requirements, including legal representation. Consider using a Best and Final Offer (BAFO) approach when finalizing costs.

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Example Feature/Function Specifications

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6. Enterprise Applications Implementation Best Practices Background
Implementing a new system can be challenging,
particularly when a City’s staff has not gone
through the process for a long time, if at all. To
complicate things further, City staff have other
"day job" responsibilities, limiting time for
overseeing project tasks during implementation.

Many Agencies are skeptical about whether any
project can succeed based on past experiences.

The result of a poorly implemented system is
frustrated end users, and the benefits once hoped
for in a new system are unrealized.

This does not have to be the case. It is possible to successfully implement a new system or reimplement an existing system with the proper planning and utilization of proven implementation best practices.

Successful projects have several common elements that contribute to their success:
• Clearly defined goals and objectives (Project Charter) • Adequate and inclusive resource allocations (Resource Management) • Adherence to implementation best practices and utilization of well-established Project Management methodologies (Comprehensive Project Management Plan) • Adequate budget to accomplish goals and objectives
• Clearly defined scope of deliverables (Scope Management Plan) • Defined and well-executed change management strategies to assist in end-user adoption and provide adequate training (Resource and Change Management Plan) • Executive Sponsor engagement (Top-level support and communications) All these elements are important to the overall success of a project and achieving the objectives and goals set forth when implementing a new system, especially major enterprise application systems.

A clear vision of the desired goals and objectives should be documented and communicated to stakeholders impacted when a project begins. This phase is called Project Initiation and Planning and begins by establishing a Project Charter.

Project Initiation Phase
The initiation phase of a project is an important step when formulating the business case and authorization to begin a project.

For any typical technology project, this process begins with developing a project charter and assessing the impacted groups (stakeholders). The project charter becomes the roadmap toward success, which begins during the selection process. A common mistake is assuming that project initiation begins when starting the project implementation. The process begins much sooner during the assessment/vendor selection period. It is during this time that a City identifies the specific functional requirements needed and what the overall objectives and goals are for the project.

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The purpose of a project charter is to outline the goals/objectives of a project and to identify the budget, deliverables, timeline, and resources needed to meet the stated goals. Specifically, the project charter includes the identification of the following:
• Project definition and stakeholders impacted
• Identification of project sponsors, who in turn give project oversight authority to the project manager
• Preliminary scope and estimated timeline
• Business objectives and success measurement metrics
• Project budget
In addition, the project charter is also the tool utilized to receive executive sponsor buy-in and authorization to proceed with the project as outlined.

Once the City authorizes the project and develops the initial project charter, the City’s designated project manager will continue to work with staff to develop the detailed components of the project management plan during the project planning and initiation phase.

Project Planning Phase Knowledge Areas
The planning phase of a project plays a critical
role in its overall success. During this phase, the
team lays out each plan component to account
for the time, budget, and scope constraints.

Below is a brief description of tasks for each
knowledge area.

Scope Management Plan
A Scope Management Plan begins with
collecting the requirements needed to meet the
project's business objectives. Depending upon
the project type, this process usually begins with
needs assessment activities, such as process
reviews, workshops, interviews, surveys, and
observations, to document the City’s operational
business needs, departmental impacts, and
resources needed for the project.

Identifying and documenting the project scope as early in the process as possible is important.

Scope changes will likely impact other project dependencies such as budget and timeline. In addition, the project scope will impact the choice of vendor solution.

If the vendor selection process includes a thorough assessment and the development of detailed feature/function requirements, the City will be much further ahead in this process during implementation. The goal then becomes communicating and clarifying the intent with the vendor and making the applicable configuration changes in the new system to meet these needs. This will reduce the need for frequent change orders and potentially costly budget increases.

Time (Schedule) and Resource Management Plans
A baseline schedule that considers the available resources and required activities is determined based on the identified project scope. These plans include the following activities:
• Define specific activities/actions needed to meet deliverables • Define the sequence of activities to be completed and identify interdependencies • Estimate activity resources (quantity, duration, schedule availability) • Develop a baseline project schedule

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As mentioned earlier, resources chosen to participate in project activities are critical to the project's success. Many people assume that the IS Department should run a technology project.

IT staff support the individual departments and guide infrastructure and integration. Still, they are not necessarily experts on what each department does daily in their business operations and workflows. There are some exceptions, but it is not the standard in today's world of doing more with less. Including power users and subject-matter experts (SMEs) from all impacted functional areas on the project team is important. These individuals will play a critical role in identifying old and new business practices/workflows and, ultimately, the configuration of the new system to meet the needs of their respective departments. This should be a collaborative approach, and staff from all levels should be involved so that one person does not make all the system setup decisions.

Through a collaborative effort, configuration choices will be more deliberate to achieve productivity efficiencies, resulting in higher adoption of the new system by end users.

The experts in business operations are the power users within the individual departments.

These users need to be involved and take ownership of the new system. They need to be involved in the configuration choices of the new system, the testing and documentation of new processes, and the training/mentoring of end users.

It is critical to identify this team of power users and module leads early on, what role they will play on the project, how much time they can allocate, and strategies for backfilling the gaps to cover normal business activities during their absence. Completing a roles and responsibilities matrix is the first step in determining the necessary resources to complete the project. This process goes hand-in-hand with determining the overall project schedule. If no one can spend time on the project completing tasks that are required, the project timeline will continually get pushed back, and the project costs to complete it will increase. The overall project schedule should realistically reflect the resources available to complete tasks.

Note: The amount of vendor involvement in the system configuration varies. Most vendors train the City to use the tools and complete the configuration. Therefore, it should not be assumed that the vendor will do this work for your City. Allocating resources and time to the project are necessary.

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Risk Management Plan
A risk management plan aims to identify potential risks, assess the impact of the risk on the project, and determine potential mitigation strategies to address each identified risk. Risks should be identified early for enterprise system projects to avoid major delays and budget overruns. Some risks have more substantial impacts on a project and require aggressive actions. In contrast, others are low-impact risks that only require monitoring and awareness.

The goal of the risk management plan is to be proactive in dealing with potential issues on the project and adjusting accordingly to the overall project management plan.

Cost Management Plan (Budget)
The Cost Management plan builds on the initial scope
and resource plans. There is a direct correlation
between time, scope, and costs for every project,
commonly called the Project Manager's Triple-Constraint Triangle. This theory maintains the presumption that an adjustment to one of these areas will have a positive/
negative effect on the other elements within the
constraint triangle. For example, extending the project schedule directly impacts the project's cost.

Thoroughly analyzing requirements and project scope
during the planning phase avoids significant budget
overruns later in the project. It also allows for
contingency planning as part of the project risk
assessment.

Quality Assurance Plan
A Quality Assurance Plan containing detailed test plans is not just nice but an essential success factor for all project initiatives.

A well-conceived quality assurance process needs to be identified and implemented as part of the overall project management plan to meet the project's business objectives.

Identifying a test plan takes place during the scoping of deliverables. When a City takes the time to identify and document key functional goals and their impact on business operations, this documentation can become the basis for testing these functional areas. The resources assigned to the project also play a critical role in carrying out these test plans and ensuring that the system is ready for end-user training. These resources must thoroughly understand business operations and new procedures that will change in the future. These project team members must be able to communicate these changes to the rest of the City with a high degree of understanding behind the decisions made.

Communication Plan
The Communication Plan deals with the "people side of change" and is integral to any project's success. An inclusive communication plan informs all participants and stakeholders about the project's status, deliverables, and activities. Methods of communication vary, depending upon the audience and stakeholders involved.

Based on the initial stakeholder assessment completed during the project initiation activities, a mutually agreeable communications plan is developed for each project. The plan will identify the means, frequency, and audience of the various types of communication channels desired for the type of project initiated (e.g., bi-monthly status calls, monthly executive sponsor high-level briefings (project dashboards), detailed action item lists, newsletters, and intranet postings).

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Execution Phase
The execution phase focuses on deploying and executing each of the previously discussed components of the project management plan.

These activities include day-to-day deployment activities such as installation, configuration activities, development of custom integrations, data conversions, and testing.

Other types of project activities during the execution phase include:
• Completing data conversion mapping and testing
• Completing customizations and configuration of the system • Developing process documentation and user guides
• Scoping, developing, installing, and testing standard and custom interfaces • Execution of the communications plan and monitoring of change management initiatives • Coaching, mentoring, and motivating team members to take positive action and accountability for their assigned work
• Addressing critical issues before, during, and after they may arise to determine contingency/mitigation strategies (risk mitigation)
Monitoring and Controlling Project Phase
While the execution phase of a project is critical to fulfilling the deliverables identified in the contract, failing to adequately system test and prepare for end-user training could nullify all the hard work and efforts during this period.

It cannot be stressed enough how important it is to have a documented test plan, change management plan, and training plan that all fall under this project phase.

Test Plan Guidelines/Recommendations
Successful projects have detailed, structured test plans, ensuring all processes, procedures, data conversions, and configuration work are complete before end-user training. The timing of this testing period is also critical because the system should be "Go Live" ready when proceeding to end-user training.

The last thing a City wants to happen is to expose end users to a poorly tested system during their training and spend most of their first interaction fixing errors. These end users will lose faith in the new system, not see its benefit, and become frustrated that they do not know how to do their job with it.

To avoid this situation, a test plan must be documented and implemented before end-user training with enough time to fix issues identified during its execution.

A successful test plan includes:
• End-to-end testing of every core module
 This testing should be scenario-based (how to initiate a report, route to a supervisor for approval, check for validation errors, and finally, lock the final report).  Staff conducting the testing should include all levels of the City, especially key staff performing the functions to receive their input.
 After testing each core application, the next step is testing the integration between systems and interfaces. This integration testing should include all project team staff, key subject-matter experts, and possibly other staff that will train end users.  During this testing phase, key process changes should be identified and documented.  In addition to core module and integration testing, all reports and other procedures should be reviewed and tested during this time.

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Change Management Plan
Throughout the execution phase of the project, there will most likely be changes identified to the scope, resources needed, project schedule, and potential costs. All these adjustment types should be managed and addressed through a formal, agreed-upon change control process overseen by the project manager.

The success metrics established during the planning phase will also be used to monitor the health and progress of the projects. Project plan documents will be updated and maintained throughout the project's life cycle.

Training Plan
End-user Training takes place after successful testing. Cheat sheets and other procedural change documents should all be prepared and ready to be distributed during training. It is common to have limited vendor training ("Train the Trainer"), implying that the department will need to prepare to train the rest of the City’s staff on their own. The Resource Plan for the project will need to reflect this. It is important to select trainers who understand the system's setup, ideally are part of the configuration choices made during implementation, can speak well, and are respected by their peers (Power Users). There is enough time between completing the test plan and proceeding to end-user training so that instructors can prepare the curriculum and materials for this training.

Go Live
If the administering department executes the other phases of the project well, then cutover should be a non-event and go smoothly. Issues will always come up at go live, but they can be greatly minimized by following these best practices.

A cutover plan identifies the vendor and City resources supporting users during and after a cutover. Training materials should be made easily accessible on the City’s intranet, and power users should be scheduled to be available to assist with any questions or issues that may come up.

Project Closure
The final phase is Project Closure. On any given project, there are always lessons to be learned and processes identified that could be improved to benefit future initiatives.

This final project phase is an opportunity to compile lessons learned, conduct a final project analysis against metrics established early on, and archive project documentation and supporting materials for future reference.

By following these project management implementation best practices, your City will be more likely to achieve the results desired and have a successful cutover in a reasonable implementation time frame. In addition, end users will be more successful in adopting significant business practice changes, ultimately improving productivity, transparency, and customer service.

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7. IT Project Planning and Implementation Best Practices Background
Following best practices for all significant implementation projects is recommended. The complexity and risk determine the actual level of needed due diligence. The following is an outline of IT Project Planning and Implementation Best Practices:
• Determine Scope of Work – Work with all stakeholders to determine what needs to be accomplished.
• Design – The design effort may become a separate
project for larger, more complex projects. For smaller
projects, integrate design into budgeting.
• Specifications – Include appropriate vendor-agnostic
specifications with procurement requests, reducing
ambiguity and creating better vendor comparisons.
• Collaborate – Include input from each stakeholder
group to document all requirements in specifications.

This allows all stakeholders to buy into the final
solution. The Technology Steering Committee should
review as part of the Committee’s roles and
responsibilities.
• Develop Budget – Project budgets include hardware,
software, consulting, and subject-matter expert (SME)
costs. Estimate consulting costs by outlining the work
steps and the required hours.
• Gain Sign-Off – Once the budget is complete, review
the scope of work and costs with the project sponsor and gain their approval before continuing, including consent by the Technology Steering Committee. • Create Project Plan – Based on all stakeholders' needs, delivery dates, and the necessary tasks, develop a project plan and estimated implementation date. • Outline Communication Plan – Outline the process for communicating implementation dates, improvements, and training to appropriate staff members. • Document Other Plans – Other plans may include training, testing, contingency, and back- out. Develop these plans on an as-needed basis.
• Configure, Implement, and Train – Utilize planning methodologies and technical expertise, configure the necessary system components, and implement the solution with the least possible impact on staff and productivity. The Technology Steering Committee should receive status reports on the progress of the implementation, including whether the project is on time and within budget, user needs are being met, and vendors are following through with their contractual obligations.
• Post-Implementation Review – Complete a post-implementation review with successes, lessons learned, and any unresolved issues requiring vendor assistance. Report the results of the Technology Steering Committee’s review.
• Post-Implementation Support – All implementations that affect multiple users require on- site, post-implementation support to eliminate remote response times. • Documentation – Develop any necessary procedures and update documentation as part of the project.

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Recommendations
• Develop a project portfolio methodology for all IT and software-related projects. • Follow planning and implementation best practices.
• Provide project management training for IT staff involved in major systems upgrades. • Review all major active and upcoming projects during Technology Steering Committee meetings.
• Obtain services of third-party project managers and/or subject-matter experts to supplement internal resources as appropriate and/or cost-beneficial.

Benefits
• Prioritization of projects
• Reduced periods between transitions
• Increased information-sharing capabilities
• Enhanced communication and consensus
• Increased anticipation and management of technology upgrades • Improved analysis and planning
• Increased departmental collaboration
• Measurement and tracking of results and outcomes

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8. Enterprise Reporting Best Practices
Background
Enterprise software applications that support the City's critical business functions and operational processes also store and retain the City’s critical information and data.

Following best practices when establishing strategies to meet the City’s reporting needs is important. Implementing these reporting strategies will require users to have access to the data and the tools to extract it into a meaningful format.

Reporting tools provide information in many formats, including, but not limited to:
• Traditional rows and columns (tabular)
• Pivot tables
• Graphic, e.g., line, bar, and pie, including dashboard presentation • Overlay
Ideal reporting systems can also provide the results in an actionable format, including, but not limited to:
• Using analysis tools to apply filters and factors to view and better understand the information • Using the data to determine options and apply decision criteria (what-if scenarios) • Sharing and combining data with information from other departments, systems, or even external data sources
To maximize the usefulness of a City’s software, the City must be able to extract the needed data from the system through reporting tools. Only then can the full value of an enterprise system be realized.

Findings and Observations
• Reporting is a core business function. Staff across many workshop sessions expressed the need to improve reporting and data sharing and to learn how to produce their reports. • Many staff do not have the training or knowledge to generate standard, ad-hoc, or custom reports after an unsuccessful effort at training with a third-party consultant.

Recommendations
• The City should conduct a complete inventory of all reports, including shadow system reports, e.g., those compiled in MS Excel or Access for each functional area.  We have included a sample of a report tracking sheet (below) containing the types of information that should be captured. Note: This is only an example. Headings and data fields can be added, changed, or deleted to best meet Cathedral City's needs. • Any new application systems under consideration should address current shadow systems or unmet reporting needs. By having the City’s reporting needs identified before implementation, configuration considerations can be accounted for to ensure the City captures future business processes and reporting needs in the new system. • The City should use all available reporting tool options. Potential options for meeting reporting needs are listed below and in order of preference and priority. These options often depend on the technology, database, database structure, and development tools the application vendor(s) applied when building their systems.

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 Dashboard(s) – Many enterprise application software vendors provide dashboards.

Dashboards provide a launching point for the platform. They can also display information that is of interest to the specific user's role. For example, the status of expenditures against budget or the number and types of work orders issued versus completed for a particular time period are just a few examples of potential data to display. These results are often displayed graphically as context-sensitive content, so clicking on the graphic enables drilling down to the detailed information in the application. Users can pin frequently used reports on the Dashboard for quick access and execution.  Vendor Application Standard Reports – Most vendors provide prewritten reports with the software application. These are reports that the software vendors have determined are most needed or requested by the application user community. These standard reports usually have additional criteria to select, e.g., applying a date range or specifying a particular value type. Some vendors have written these reports using their own report- writing services, such as SSRS, which uses standard reports as a starting point for customization using the vendor's ad hoc reporting tools.  Ad Hoc Reports – Ad hoc reporting tools allow for the customization of reports without needing a technical skillset. Many report-writing tools are intuitive enough for non-IT- oriented department staff to create customized reports independently. Familiarity with the application and data contained in the system is a prerequisite to using any ad hoc reporting tool. However, any mid- to high-volume application user who is also computer proficient usually has the system knowledge to use an ad hoc reporting tool. As noted earlier, more sophisticated reports may require the assistance of IT staff. Ad hoc reports are a powerful tool for the user community, allowing them to meet their basic reporting needs independently. Typical ad hoc reporting tools that are available include:
▪ Application vendor proprietary tools
▪ Vendor-incorporated SQL Server Reporting Services (SSRS) ▪ Third-party reporting/BI tools (e.g., Crystal, Cognos, and Business Objects) ▪ Other non-SQL, server database-specific reporting tools, e.g., Oracle reporting tools  Financial Analysis and Financial Statement Report-Writing Tools – These reporting tools are a form of ad hoc reporting but include additional capabilities related to financial analysis and financial reporting needs of finance and accounting staff. A few common reporting tools for this need are listed below:
▪ A reporting tool developed by the software application vendor for use with their particular application
▪ Tools to produce financial reports, like ACFR builders and other tools to produce other GASB-related/required reports
▪ Third-party financial reporting tools offered to work with the more common financial/accounting systems in the local government market space  Application Vendor Business Analytics and Key Performance Indicators (KPIs) – Some application systems have tools for performance-based analytics and other performance measure-related reporting. These often accompany a dashboard with the characteristics described in the Dashboard option above. Many of these tools also provide more sophisticated capabilities for exporting to use pivot tables and other advanced capabilities in Excel. Some software vendors are beginning to offer these capabilities as an optional "bolt-on" to their application solutions.

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 User-Programmed/Coded Reporting – These are reports built using internal IT staff and could also include hard-coded reports that a vendor may custom-build for the customer. Exploring standard and ad hoc reporting options before turning to this option is recommended. Use coded reporting when the business need is so sophisticated or complex that a coding method is the only way to accomplish the desired outcome.

Examples of this type of report include:
▪ SQL queries.
▪ Other coded/programmed reports.
 Application Vendor-Written Custom Applications – Because of the vendors' detailed knowledge of their systems, they are often a good resource for hiring to write custom reports. It is often best to have several reports grouped together, which will help keep costs more manageable as vendors will provide discounts for larger blocks of hours for these reporting services. It is also a good idea to request that the vendor build these reports using their report-writing tool, if possible, so responsibility for maintaining them can be assumed in the future, as needed, or used as a base to build variant (modified) reports.
• Maintaining a report inventory provides a means for documenting the responsible party(s) and roles of those responsible for reports (user, IT, or vendor). This is in line with "Application Management Best Practices." Identifying those responsible for report creation and development and maintaining the inventory list is important. We recommend that department staff members become engaged in producing reports. This should not solely be an IT function. Department operational staff are most familiar with their business processes and data. We recommend that department staff receive report writing training and gain the ability to develop reports within their functional area.

Report
Name
Priority &
Reporting
Tool Used
Dept IT Vendor Report Options

• Identifying the responsible party is a necessary part of the report inventory process. Each core application will have staff identified who perform certain roles, e.g., system admin, code table maintenance, and report writer. The table below is an example of a roles and responsibilities matrix. Some Agencies use this, or something similar, to identify the roles and responsibilities of department staff when implementing and maintaining their applications. Included among these roles is report writing for each functional area. These individuals responsible for generating reports should be identified for each functional area within the City.

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• After completing the existing report inventories and identifying Cathedral City's reporting roles and responsibilities as recommended above, an assessment and gap analysis should be conducted to include:
 A review of existing reports to determine how well they meet needs, as well as if any modifications are required to meet needs better or provide more value  A detailed list of necessary reports for all departments and divisions. These may include identifying any formatting requirements or Excel export needs and reporting tool options to be applied (per the definitions above). In addition, citywide cross-application reporting needs should be identified, which may require additional processes to combine data from multiple sources using multiple reporting tools and options.  After identifying the department's reporting needs, conduct a workshop to prioritize these reports with the participation of all staffing levels within the City. This would include line and field staff, supervisors, management, and executive leadership to capture all reporting needs across the City.
 Define priorities using a High, Medium, and Low scale. Plan for High-priority reports in the first third of the implementation period. Complete Medium-priority reports in the middle third of the implementation period. Lastly, complete low-priority reports in the final third of the implementation period. Use cost-benefit and impact on operations as factors in these prioritizations.

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9. User Training and Support
Background
Software systems are tools utilized to conduct daily business operations. Like other tools, becoming proficient in the software’s use and ensuring all necessary functionality is key to achieving greater productivity and efficiency, which leads to cost savings.

Findings and Observations
• The City requires proactive vs. reactive training on new systems.
• Staff require additional training and ongoing tutorials or access to tutorial information on systems the City uses.
• Additionally, staff also indicated that when training is provided, few come. • Staff indicated that training is often too technical and needs to be written for non-IT staff.

Staff Feedback
City Clerk's Office
• Staff needs training on Laserfiche, Adobe, Munis, NextRequest, Microsoft (Excel, Office, Teams, Sharepoint), Adobe Acrobat Pro, Energov, City Map, BlueBeam, Next Request, Trakstar, and GIS/ESRI.
• Everyone needs Munis training, department financials, and all modules in use. Particularly training and dashboard setup for department/division budget management. • Training for all users on EnerGov.
• Ongoing security training, e.g., sending out fake phishing/spam emails and providing feedback to management on those who click or open suspicious files. Need additional training.

Development Services
• The department needs training in Microsoft (Excel, Office, Teams, Sharepoint), Adobe Acrobat Pro, Energov, City Map, BlueBeam, Next Request, Trakstar, and Munis.

Emergency Services
• The department needs training in Microsoft Excel, PowerPoint, Adobe Acrobat Pro, Telestaff, Vector Solutions, and Alliance Mobile Service. • Need training on the Excel mapping feature
Engineering & Public Works
• The department requires training in Energov, Munis, Word, Excel, PowerPoint, Outlook, Adobe Acrobat Pro, Bluebeam, Minute Trak, City Map, Gas Boy, IDIS, CVAG Signal Cync Software, Streetsaver, and Executime.

Facilities
• Need additional and ongoing training for Microsoft Office

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Finance
• Training is needed on Munis, SSRS/Cubes, Crystal Reports, Microsoft (Word, Excel, PowerPoint, Access, Outlook), Executime, GIS Maps, Laserfiche, Trakstar, Gasboy, and Energov.

Fire Department
• Additional training in Munis (time approvals, time off requests and the associated approvals/procedures, clocking in and out procedure if department is to be affected), GIS mapping, Office 365, and Adobe.

Human Resources
• Staff needs training on Office 365 (Sharepoint, Teams), Publisher, TrakStar, and NEOGOV.

Police
• The department needs training on Microsoft Teams, Zoom, Axis Camera Client Station, Crossroads T/C, Trakstar, Munis, Executime, Cell Hawk, Cellebrite, Gray Key, ArcGIS Pro, and Training Management System.
• The department uses multiple applications, systems, and processes. Not everyone is involved in each application, but some need users to be trained or receive further training.

Recommendations
• We recommend that the City consider hiring a full-time training coordinator.
• Develop a Business Applications Training Plan.
 Utilize the Technology Steering Committee to assess the training required to address department needs and determine anticipated enrollment.
 Business process improvement reviews will also uncover many needs for additional training across departments and application systems.
 Incorporate a formal training plan into the City’s new employee onboarding process and utilize technology to assign the training plan to make it easier for new hires to track progress.
• Determine strategies and engage software vendors to accomplish training needs, such as:
 Self-learning aids
▪ Enterprise software vendors sometimes have online resource portals and an extensive user community where users can query and ask other users questions.  Internal classes
 On-site vendor training
 Lunch-and-learns
 Monthly updated training sessions for both new and existing employees  Application champions/power users
• If available, participate in software vendor user conferences and local user meetings. • Create a repository of basic how-to training aids and other information (e.g., videos and past class information).
• Consider procuring a screen-capture video solution to assist with developing internal video training aids.

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• Consider training as a factor in performance evaluations.  Accomplish this by involving department management and agreeing to the classes each employee would benefit from.
• Consider efforts to reduce and/or limit the total number of software vendors and databases whenever possible.
 This will reduce and limit overall cost-of-ownership, support requirements, and training and reporting needs.
 This will also improve overall integration capabilities. • Current and future needs can be evaluated and prioritized through a combination of mechanisms, including the Technology Steering Committee.

Benefits
• Improved operations management
• Improved utilization and efficiency of software applications • Activation and use of existing functionality that is currently unknown but important to the City • Review and activation of new functionality provided in future applications software releases • Increased information sharing
• Better identification of training needs
• Increased training alternatives
• Centralized training, with documentation of who has been trained and when • Improved software administration (fewer staff members required to service user community) Technology Current State Assessment

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10. Cloud Computing
Background
Cloud computing can be described as IT services or equipment that are not internal but available through the Internet. This can range from having a server hosted by a third party, accessing information from a portable device, processing requests from the field, subscribing to an Internet-based software solution per a subscription model (often referred to as "software as a service" or SaaS), and more. The benefits of cloud computing allow individuals to collaborate and remain centralized, regardless of location.

Cloud computing is one of the most prominent discussions among current trends in IT.

Significant benefits can be achieved, including security, disaster recovery, and cost savings.

However, cloud computing options for many systems are still not the most cost-effective or secure approach.

Findings and Observations
• Microsoft 365 is cloud-based.
• The City's Land Management, Laserfiche document management, and financial systems use on-premise servers.
• Staff home directories are in OneDrive, and some department file shares are in SharePoint.

The majority of department file shares are located in on-premise servers.

The cost of home directory and file share storage is included in the City's Microsoft 365 licenses.
• Microsoft 365 data requires backup to a destination outside of the Microsoft universe. • The majority of municipal enterprise application vendors are pushing agencies to cloud- based products.
• The use of cloud-based systems often increases IT operational costs while decreasing capital project costs.

Cloud systems require IT administration in ways that are similar to on-premise systems.

Some cloud solutions have limited functionality when compared to some on-premise, server- based solutions.
• When moving to cloud-based products, the implementation of redundant Internet connections reduces risk.

Recommendations
• The City should continue to strongly consider cloud computing options for future projects. • Move to Microsoft 365 for file shares.

Train staff to use Microsoft 365 file share (SharePoint) tools during implementation.

Implement a backup system for Microsoft 365 data.

Consider Public Records Act implications of Microsoft 365 chat and develop policy accordingly.
• We recommend that the City move all on-premise applications to the cloud.

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11. Data Availability and Management Solution Best Practice s Background
Managing data is a complex and challenging task. There
are many different types of data, and they can come
from various sources. This can make it difficult to keep track of all the data and ensure that it is accurate and secure. That said, a data management strategy is
essential for organizations that want to gain insights from their data and make better decisions. Organizations can improve their data quality, security, and analytics
capabilities by addressing the challenges of managing
data.

When evaluating the best data management strategy for
your City, numerous factors go beyond selecting the right software. Successful data management requires a
holistic business strategy that considers the City’s
capacity to innovate and grow and your City’s business
goals, needs, resources, supporting infrastructure, and available funding.

Common Data Management Options
Many options are available to meet the City’s needs.

Vendor Reporting Tools
In a perfect world, a single vendor solution seamlessly shares data across all enterprise applications. Extracting data from this single data source would eliminate the labor costs of manually compiling data from separate, siloed systems. However, single-vendor solutions do not always meet every department’s needs. To overcome this, multiple vendor applications are implemented and then integrated using file exports or custom interfaces.

Additionally, many vendors provide standard reports and tools such as an Analytics module.

They will also provide ad hoc reporting tools like SSRS to produce customized, user-driven reports the City needs.

Other Data Management Options
Other common data management/integration strategies involve one or a combination of data warehouses, data lakes, and data hubs. There are subtle yet distinct differences between these alternatives.

Data Lakes vs. Data Warehouses
Data lakes and data warehouses are both forms of storage for large amounts of data. However, it is important to understand the data types they primarily serve to understand their differences.

There are two types of data: structured and unstructured.

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Structured data: Structured data is
organized in a predefined way, typically
in a table or spreadsheet. This makes it
easy to store, manage, and analyze.

Structured data is typically stored in a
structured format using relational
databases.

Unstructured Data: Unstructured data
has no predefined data model or
structure. Unstructured data is typically
text-heavy but may contain data such as
dates, numbers, and facts.

A data lake is a centralized repository
that stores a large volume of data in its
raw format. This data can be structured,
semi-structured, or unstructured and
come from various sources, such as
operational systems, social media, and Internet of Things devices.

Data lakes store data that is not yet ready for analysis, such as data that is still being processed or data that is too large to be processed in real time. The data can then be analyzed later when it is needed.

Data lakes offer several advantages over traditional data warehouses. They are more scalable, can store a wider variety of data, and are more flexible. However, data lakes can also be more complex to manage and more difficult to secure.

A data warehouse is a centralized repository of data collected from various sources within an organization. The data in a data warehouse is typically structured and organized to make it easy to query and analyze. Data warehouses are often used for business intelligence and reporting purposes.

The tables traditional data warehouses use can’t easily contain newer, semi-structured data types from weblogs, clickstreams, mobile applications, or social media networks. These data types must be transformed into a more structured format for analysis.

Data Hubs
A data hub enables the seamless flow and governance of data. Unlike data warehouses and data lakes, data hubs do not focus on the analytical uses of data. Their focus is enabling data sharing and governance. Data hubs support a range of specific use cases and processes.

Some predominant vendors in the data management market space include:
• Snowflake
• Power BI with Azure Data Lake Storage
• BigQuery
• Redshift
• Hadoop
• Teradata

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Recommendations
• We recommend fully implementing core enterprise applications (if replaced or upgraded) and ensuring utilization before exploring options for an enterprise data management system.

The data must reside in these systems to be shared.
• To identify the best data management strategy, City staff will need to identify all use cases across the enterprise to determine reporting/analytics needs and the best-suited approach to data management.
• Consider engaging a third party to assess current enterprise systems to assist in identifying opportunities for efficiencies, benefits from new technologies, and current integration/reporting challenges.
• We recommend carefully analyzing long-term storage, licensing, and staffing costs to determine the return on investment to implement a data warehouse/data lake solution. Most agencies can meet most of their reporting needs within modern enterprise application systems that are well-implemented and highly utilized.

Benefits
• A well-planned and supported data integration and management program can increase productivity and operational efficiencies through the reduction of data entry and transparency of data.
• Optimal data management will provide checks and balances on data governance and quality.
• Improved customer service and accessibility to both internal and external consumers of data • A centralized data source for producing analytics and reports on demand across disparate systems
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12. Dashboard Preparation and Automation
Background
Many enterprise application software vendors provide
dashboards. Dashboards form part of a user's homepage and display reports, key indicators, and other metrics regarding day-to-day operations, activities, and historical trends (e.g., the status of expenditures against budget, number and types of work orders issued versus those completed for a particular period) These results are often displayed graphically as context-sensitive content, so clicking on the graphic enables drilling down to more detailed information. Benefits of dashboards include:
• Quick links for immediate access to required tasks and approvals • Easy modification of dashboards for each user's preference • Automated generation of dashboard information
• Data visualization
• Easy-to-understand graphics
• Real-time analysis
• Drill-down access to activity detail
The market also offers other standalone dashboard solutions. The marketplace for these systems is vendor-rich and dynamic. As new vendors enter the marketplace, they bring forth new features and functionality. Examples of public sector-oriented vendors include:
• Envisio
• Tableau
• Power BI – by Microsoft
• CityView 360 – by Agiline Software
• OpenGov
• Venngage
• Canva
Findings and Observations
• The City does not have a centralized dashboard functionality to help departments and key staff simplify and automate routine or monthly performance management and reporting. • Staff would like the ability to create and share a citywide dashboard for scheduled monthly reporting, ad hoc reporting, and other business analytics. Current reporting requests create a "crush of demand, " interrupting the operational flow.

Staff Feedback
City Manager’s Office
• Need a localized place for departments to put their info. Departments are responsible for formatting and consistency in council presentations. Dashboards could reduce the City Manager's workload in preparing reports.
• The City Manager sends weekly reports. Currently, staff send emails to the City Manager about their weekly activities. They are in different formats, some in email, others in Word or PD. The City Manager has to edit them together.

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• Tracking performance measurements set this year as part of the budget/strategic plan.

Need a mechanism to track and create dashboards.

Development Services
• The Development Services Department currently has no tools to manage its performance in key areas. It would be beneficial to the department to develop metrics for key performance indicators and to be able to monitor those through a dashboard, such as the average City processing time for major entitlement applications (design review, CUP, etc.) and various types of building permit applications. It would also be desirable to have similar metrics for code compliance, such as the time from the receipt of a complaint to the time it takes to make initial contact on a property, together with more automation to report vital statistics.

The department prepares weekly and monthly reports where these datapoints would be helpful to illustrate the department’s performance to established benchmarks.

Engineering & Public Works
• Currently, weekly updates are made to staff. Need a way to make the document visible during corrections and alterations by all parties.
• Weekly City Manager report - need to streamline the format to be more easily collaborated on and used. Everything is copied/pasted, and it is painful to regenerate weekly. The City Manager is open to a new format for this
• Community Updates - All department heads and managers produce a weekly newsletter. It's sent to the information manager and uploaded to the Cathedral City website. It's hard to search history.
• The City needs a report on the Developer Project Status. It will have general info on the project, status, and hearing. Staff wants more specificity on the details of the projects through certificate of occupancy and in full service.

Fire Department
• The Fire Department has no access to a dashboard to provide personnel with incident data/trends, mapping of hot spots, call times, etc.
• The fire department is currently exploring options to create a dashboard for analyzing data (call trends, response times, etc.). The department needs a dashboard program that can integrate several different reporting platforms (i.e., ImageTrend, Inspections, Vector Solutions, CAD data)
Recommendations
• Research the overall system capabilities of dashboard solution providers. • Consider performance dashboards available in modern enterprise solutions before considering a third-party application.
• Complete a review and an assessment of Performance Dashboard needs with a cross- section of leaders and users. Documenting the needs will result in an expectation of functionality to be delivered.
• Follow the "Business Process Reviews Best Practices" initiative to determine detailed feature/function requirements for a new Business Analytics system. • Follow the guidelines of the "Software Selection Best Practices" initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the Applications Implementation Project Management Best Practices initiative.

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13. Centralized Land and Parcel Data Management
Background
Centralized land parcel data is increasingly crucial for consistent organization-wide parcel and address data management for all departments. A well-maintained database allows departments to retrieve historical records efficiently and consistently across the organization.

Modern enterprise applications are increasingly integrated with geographic information systems (GIS), which rely on accurate parcel information to generate maps. Maps allow for a succinct visualization of data. Agencies are also increasingly making that data and capability available to the public via their websites and other online tools.

Findings and Observations
• The City could realize significant productivity gains and improved accuracy by using a common, centralized parcel/address database to populate any new or changed information.  This includes centralizing data from all applications that contain address data and all GIS data environments to improve the ability to share layers (see the “GIS Planning and Improvements” initiative).
 Public Works uses Geographic Technologies Group (GTG) GIS to locate streetlights, land ownership, and creek maintenance work.
• Staff identified the need for a fully integrated land parcel and GIS system. • Development Services and Public Works staff need the ability to see all information related to a parcel in one space and integrate data with the various geo-based applications.

Recommendations
• Work with geo-based application vendors to develop a system improvement plan and project statement of work (SOW) that capture all of the City’s requirements.  This plan would ultimately result in obtaining a quote or contract amendment with those vendors to implement the solution according to the City’s needs fully.  It is recommended that the City follow “Business Process Reviews Best Practices” to identify and inventory all functional gaps and system needs. • Recommended requirements include:
 Utilize the GIS database for master address and parcel records (see “GIS Planning and Improvements” initiative).
 Master addresses/locations should be shared across all geo-based applications.  All address and parcel updates from external and internal sources should be performed through GIS first.
▪ Updates to other systems would then use GIS master information.  The City should enforce strict control of who is authorized to update this information, typically limiting access to only GIS data editors.
 Geo-based applications should be configured so that each transaction requires users to select from valid addresses or validate against the GIS database, not type in free-form addresses.

Departmental Applications and
Systems Technology Current State Assessment

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The Departmental Applications and Systems
category includes Technology Initiatives that are
primarily division business applications-related
and were identified during the assessment
process. Many of these initiatives and
recommendations can significantly impact overall
productivity, enhanced communications and
information sharing, improved constituent service,
transparency, and cost savings.

Departmental Application s and Systems

14. Enterprise Resource Planning (ERP)

15. Human Resources System

16. NEOGOV Improvements

17. Transient Occupancy Tax/Short-Term Vacation Rentals

18. Land Management System Improvements

19. Code Enforcement Software

20. Work Order/Asset Management Improvements

21. Fleet Reservations Management Software

22. Police CAD/RMS Improvements

23. Police Cellphone Analysis Software Replacement

24. Police Ticketing/Citation System Improvements

25. Digital Evidence

26. Fire RMS Improvements

27. Fire Pre-Planning Management Software

28. Electronic Content Management System (ECMS)

29. Agenda Management

30. Contract Management Software

31. Digital Signatures Software

32. New Parks Reservation Software

33. Project Management Software

34. Contact Management Software

35. Microsoft Office 365 and Teams
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14. Enterprise Resource Planning (ERP)
Background
Enterprise resource planning (ERP) is an organization-wide software solution that allows integration among various departments and their respective functions. The result is a centralized communication, data storage, and operations management system. Replacement or improvements to ERP solutions bring about processes from which multiple departments can benefit. Common organization-related ERP application modules include Accounting, Financial Reporting, Payroll, and Human Resources.

NOTE: See “Benefits of Modern ERP Software” below for more detailed functionality commonly found in leading ERP solutions.

Findings and Observations
• The City staff is using the following Tyler Munis modules as its ERP system:
 General Ledger
 Budget
 Accounts Payable
 Bid Management
 Capital Assets
 Cash Management
 Contract Management
 Employee Expense Reimbursement
 Inventory
 Project & Grant Accounting
 Purchasing
 eProcurement
 Accounts Receivable
 General Billing
 Cashiering
 Asset Maintenance
 Executime Time & Attendance
 Human Resources
 Talent Management
 Payroll
 Employee Self-Service

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• Munis is not fully utilized by department staff who want more access and functionality, including workflow automation.
• Most department users need additional training on multiple Munis modules. Staff received reports from Finance and need additional training to find the information they need in the system.
• Staff want to use dashboards in Munis and want real-time access to information • The Budget module is licensed but not yet in use. Staff are using spreadsheets for their annual budget requests.
• Online workflows are not used in Munis. Paper packets are still being routed for approval.

Staff Feedback
City Manager's Office
• Most departments need more training in Munis to access and monitor department expenditures and revenues.
• Departments want dashboards for their department to see their accounts for better monitoring and administration automatically. They want departments to have real-time data.

Munis is not easy to use for non-finance staff.
• Department staff submit budget input via spreadsheet instead of directly into Munis.

Requires redundant input by Finance staff.
• Executime still has issues with holidays. Staff would like holidays to pre-populate for each exempt employee and load automatically.
• Staff would like access to the online budget creation process. • Staff would like access to the online budget amendment approval process. • The City uses the Expense reports module in Employee Self-Service. • Departments get a hard copy signature to approve expenses and then scan and upload it to Munis.
• The system is very complicated and duplicative.
• Staff expressed a need for a more user-friendly and automated system.

Emergency Services
• EMS past due receivables are tracked in Excel, and payments are processed in Munis manually.

Engineering & Public Works
• The department is emailed a PDF for approval.

Finance
• Staff would like the daily cash logs, Automated Clearing House (ACH) processing, Electronic Funds Transfer (EFT) payables, and automated cash letters. • Accounts Payable (AP) workflows are not set up.
• The Human Capital Management implementation is in progress. • Workflow for Personnel Action Forms is being implemented. • Vendor Self-Service implementation has not yet begun. • The ACFR builder module has not started implementation. • The escrow account is managed through journal entry.
• eProcurement has not started implementation. Munis isn't talking to Energov; Energov is feeding back to Munis, which is a software limitation.
• Energov mass email functionality is in process.

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• Citizen Self-Service will allow citizens to pay taxes and renew permits and is currently in process.

Fire Department
• Personnel must enter several different codes for shifts occurring on holidays. Time sheet entry is not user-friendly, i.e., selection of a work code that is abbreviated. • The City implemented time clocks in the fire department. This implementation has resulted in confusion for staff to approve payroll, additional person-hours to review payroll and scheduling, and a duplication of effort to ensure that TeleStaff corresponds to Tyler Munis.

Police
• Check scan is not always populating the system.
• The system doesn't always start properly.
• Receipt printing is unreliable.
• The department takes in payment for vehicle releases, report releases, insurance company cases, and repo releases.
• The ExecuTime time entry system is not user-friendly. • Sworn officers are not fans of ExecuTime. Used to use Excel. • Overtime is not calculated correctly in Munis.
• In Munis, once you work over 40 hours, anything else is counted as OT. However, the first shift could’ve been overtime, e.g., the user had the day off but elected to go in. • There are varying overtime rules for different divisions. Need to set up these rules in ExecuTime.
• The review process is not user-friendly for people who have to review time. Several hours twice a week.

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Recommendations
• Consider working with third-party subject-matter experts and Tyler Technologies to develop a system improvement plan and project statement of work (SOW) that captures the City’s functionality gaps and additional requirements. This plan would ultimately result in obtaining a quote or contract amendment with Tyler to fully implement the solution according to the City’s needs.
 We recommend the City follow “Business Process Reviews Best Practices” to identify and inventory each module's functional gaps and system needs. • Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications ▪ Identifying any requirements that the vendor is not capable of providing that can be handled by other means, such as more efficient workarounds, third-party applications, modifications, and changes in organizational processes and procedures  Develop a system improvement plan to close these gaps, including vendor-developed end-user training plans.
 Follow the “Applications Implementation Project Management Best Practices” guidelines to increase the probability of implementation success.
• This best practices approach to implementing new or upgrading enterprise systems should include end users from each impacted department in the setup and configuration of the system to enable all necessary business processes to be identified and implemented. • Given the complexity of implementing a new enterprise system, following best practices will reduce risk and ensure a successful outcome.

Benefits of Modern ERP Software
An Enterprise Resource Planning (ERP) System automates and integrates many core organization-wide functions into a single technology platform while automating manual processes and providing a central location of information and reporting. Each suite is composed of individual modules that process specific business functions. Suites can include:
• Finance and Accounting
• People Management
Each suite and its modules enable an enterprise-wide integrated communication, storage, and operations system. Configuring and implementing a system using industry best practices is a critical foundational component to digitally transforming an organization and can achieve significant operating efficiencies and Return On Investment (ROI).

An enterprise system allows collaboration and information sharing between divisions, departments, and citizens to provide transparent, efficient government operations. The benefits of a well-researched, well-implemented enterprise system rooted in the assessment and streamlining of City processes are numerous and include:
• Ability to analyze and streamline inter-
departmental and department processes
• Built-in integrations between Land,
Work, Financial, and People
Management application suites
• Effective mobile solutions
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• Newer information technology platforms
(processing, capacity advantages)
• Real-time notifications/queues
• Task tracking
• Real-time access to information
• Elimination of duplicate data entry
• Improved data integrity and capacity for
data-driven decision-making
• Centralized location and customer
account maintenance
• Reliable information
• Workflow capabilities
• Centralized cash receipt capabilities
• Efficient revenue collection
• Reduced operating costs
• Improved department and inter-
departmental communication
• Foundation for continuous future
improvement
• Potential reduction in annual
maintenance and support fees
• An improved online experience for
citizens, providing them with a valuable
and convenient experience
Financial Management
A financial management suite is a collection of software in an enterprise system that encompasses the financial and accounting tasks and processes performed to ensure all organization-wide activity is properly accounted for and accurately reported to local, state, and federal agencies. Benefits of a financial management suite include:
• Centralized accounting data
• Quick generation of financial reports
• More efficient budgeting processes
• Real-time access to available budgets and funding
• Better spending controls for departments and projects • Management of grants and funding sources
• Real-time inquiries into capital improvement project
progress
People Management
A people management suite is a collection of software that manages the organization’s workforce and provides automation of tasks for human resources, payroll, timekeeping, and applicant tracking functions. Employee self-service (see below) is also available to allow employees flexibility in retrieving information conveniently. Benefits of a people management suite include:
• Paperless personnel forms
• One-time data entry
• Tracking of employee files
• Incorporation of employee self-service
(ESS)
• Integration between timekeeping,
payroll, human resources, and financial
management
• Quick, reliable reporting to federal and
state agencies
• Improved employee satisfaction
• Automated time entry approvals and
payroll calculations
• Minimal steps between processing
payroll and issuing direct deposits and
checks

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Employee Self-Service
Employee self-service (ESS) allows employees to provide, change, and retrieve their personal information through an online employee portal, reducing the manual interaction required with the Human Resources Department. ESS offers an online option for employees to access and manage the following information for themselves:
• Address changes
• Tax allowances changes
• Open enrollment benefits
• Dependent changes
• Leave/vacation accrual balances
• Electronic paystub copies
• Year-end W-2s
• Populating and retrieving timesheets
• Time off requests
• Many other forms and applications
Reporting
The number one pain point City staff confront is the challenge of quickly and accurately locating information for reporting. The use of disjointed applications that reside in siloed information systems or individual desktop computers exacerbates this problem. In such an environment, staff spend extensive time searching and consolidating information for reporting. Enterprise systems allow for the rapid retrieval of information from a single source. They have numerous standard reports that are easily accessible and shared. Users can also create their own reports.

The time efficiencies allow staff to devote time to developing business analytics that allow the City to make data-informed and evidence-centered decisions. The benefits of improved reporting include:
• Aggregated data across divisions, departments, and the organization as a whole • Improved data accuracy and reduced human error
• Intuitive report creation capabilities
• Board-ready reports
• Sharing of created reports
• Elimination of labor-intensive report creation
• Business Analytics
• Improved data-driven decision-making
Individual User Dashboards
A user dashboard is an information management tool that visually tracks, analyzes, and displays key performance indicators (KPI), metrics, and data points to monitor a business area, department, or specific process. They are customizable to meet the specific needs of a user, department, or organization. Invisible to end-users and running in the background, a dashboard connects files, attachments, services, and APIs. The information can be presented as tables, line charts, bar charts, and gauges. It is the most efficient and accurate way to track, present, and summarize multiple data sources. Agencies can monitor and analyze information that is of tangible value. Benefits of dashboards include:

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• Quick links for immediate notifications and access to required tasks and approvals
• Easy modification of dashboards for each user’s preference • Automated generation of dashboard information
• Transformation of data into visual information
• Easy-to-understand graphics
• Real-time analysis
• Drill-down access to activity detail

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15. Human Resources System
Background
A human resources information system (HRIS) contains numerous Human Resources-related functions within a single solution while also providing accurate and secure access to employee information. An HRIS typically includes, but is not necessarily limited to, the following capabilities:
• Employee Internal/External Training
• Professional Development
• Certifications and Licenses
• ACA Management and Reporting
• EEO Reporting
• OSHA Reporting
• HIPAA Reporting
• Insurance and COBRA Reporting
• Emergency Medical Information
• Workers' Compensation
• FMLA Benefit Payments
• Benefits Administration
• Seniority Tracking
• Retiree Tracking
• Terminations
• Employee Grievance Tracking
• Position Control
• Applicant Tracking
• Organizational Chart Generation
• Wage/Promotion/Disciplinary History
• Performance Evaluations
• Leave Requests
• Compensation Reporting
• “What If” Scenarios
• Labor Negotiation Tools
• Merit/Step Increases
• Tuition Reimbursement
• Travel Management
• Employee Surveys
• Beneficiary Information
HRIS solutions also integrate with payroll processing and employee self-service (ESS) portals, enabling employees to retrieve their information in real time, 24/7.

Findings and Observations
• The City is using Tyler Munis’s HCM suite for human
resources management.
• The system is not fully integrated with other systems, such as NEOGOV, the City’s applicant tracking system.
 The City is working on a NEOGOV integration with the HR and Payroll systems.
• Staff lack necessary reporting.
• HR staff have had very little training on the HR functions in Munis.
• Manual processes still require automation, e.g., personnel action forms, new hire requirements, and more.
• The Munis implementation has been piecemeal due to
budgetary constraints.

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Staff Feedback
Finance
• Staff would like Personnel Action Forms (PAFs) automated.

Human Resources
• Staff would like to automate:
 Stipend Requests
 PAFs
 Workers Comp Intake
 Performance Evaluation Analysis
 WC Claims Management
 Salary Budgeting and "What If" Scenarios
• Staff need reporting for:
 Retirees
 Organizational Chart
 Retirement Status
• Staff only use ASP and what's needed for payroll.
• Staff had limited Munis HR training. It was primarily a functionality overview. • Staff want to consolidate software solutions when possible. • Staff wants birthday auto-notification.
• Staff don't feel they received enough training to understand Munis. • The following manual processes require automation:
 Stipend Requests and PAFs
 Risk Management
• Some functions are controlled by Finance, and HR has limited access to HR modules. Need to open the HR modules in the Test environment so that HR can test the functionality.

Recommendations
• The City should perform a gap analysis of the Munis HR functionality and consider supplementing the module with third-party software as necessary to fill any functional gaps not possible in the current module.
• Work with Tyler to develop a System Improvement Plan and project statement of work (SOW) that captures the City’s requirements. This plan would ultimately result in obtaining a quote or contract amendment with Tyler to implement the solution according to the City's needs fully.
 It is recommended that the City follow the “Business Process Reviews Best Practices” initiative to identify and inventory all functional gaps and system needs. ▪ Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.
▪ This process should also include:
• Inventorying all reporting requirements
• Identifying all integration/interface requirements
• Identifying any data conversion needs
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▪ Identify any requirements the vendor cannot provide that can be handled by other means, such as more efficient workarounds, third-party applications, modifications, and organizational processes and procedures changes.
 Develop a System Improvement Plan to close these gaps, including vendor-developed end-user training plans.
 Follow the guidelines in the “Applications Implementation Project Management Best Practices” initiative to increase the probability of implementation success.

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16. NEOGOV Improvements
Background
NEOGOV is a software solution that provides some
Human Resource (HR) management-type
functionality. Designed for the needs of public
sector HR, the NEOGOV suite helps you attract,
retain, develop, manage, and protect top talent.

NEOGOV's three integrated, cloud-based modules — Recruit, Develop, and Manage — meet the unique needs of the public sector HR teams by automating and supporting the entire employee lifecycle, streamlining processes and diversity initiatives, all from one centralized platform.

Findings and Observations
• The City uses NEOGOV for recruitment and onboarding.
• The software is not used to its fullest capacity.
• There is no integration with Munis.
• Workflow online automation is not implemented.

Recommendations
• It is recommended that the City follow the “Business Process Reviews Best Practices” initiative to identify and inventory all functional gaps and system needs.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements
▪ Identifying any data conversion needs
• Develop a System Improvement Plan to close these gaps, including vendor-developed end- user training plans.
• Work with NEOGOV to develop a System Improvement Plan and project statement of work (SOW) that captures the City’s requirements. This plan would ultimately result in obtaining a quote or contract amendment with NEOGOV to implement the solution according to the City's needs fully.
• Follow the guidelines in the “Applications Implementation Project Management Best Practices” initiative to increase the probability of implementation success.

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17. Transient Occupancy Tax/Short -Term Vacation Rentals Background
Transient occupancy tax (TOT) is a tax that is levied on short-term rentals, such as hotel rooms, bed and breakfasts, and vacation rentals. The local government collects the TOT, which often funds various services such as tourism promotion, infrastructure maintenance, and affordable housing. Software that tracks transient occupancy tax helps agencies automate the TOT collection process, ensure compliance, and maximize revenue. Typical functionality of this type of software includes:
• Automated TOT calculations
• TOT registration for businesses
• Reporting
• Payment collection
• Compliance monitoring
Software that tracks transient occupancy tax is valuable for agencies to manage this important revenue source effectively.

Some vendors in the marketplace include:
• GovOS
• iGovServices
• Vertex Inc
• Staygov
Findings and Observations
• TOT/Vacation rentals are tracked in Excel and Access. These will be tracked in Energov once it’s live.
• Short-term Vacation Rentals are manually entered into Energov. • The City would like software to make the process more efficient and automated. Online access is in process.
• The City has released an RFP for TOT and Tax Licensing services, including billing. The RFP was filled for only scrubbing the complaint line from the Deckard system.  The City is exploring the Tyler Tax Module for sending invoices. • Automated TOT calculations in Energov are in process. • TOT registration for businesses in Energov is in process. • Energov has reports
• Payment collection in CSS online is in process.
• Compliance monitoring is in Energov software.

Recommendations
• We recommend that the City consider acquiring software to track Transient Occupancy Tax/Short-Term Vacation Rentals.
• Follow “Software Needs Assessment Best Practices” to determine a new system's detailed feature/function requirements.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identifying all integration/interface requirements with other applications Technology Current State Assessment

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• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
 Consider a Tyler Technologies module already integrated with the City’s ERP system before looking at other third-party software solution options. • Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Benefits
• Automated TOT collection, which saves time and resources • Increased compliance, reducing revenue loss
• Enhanced transparency, ensuring accountability
• Improved customer service by making it easier for guests to pay the TOT Technology Current State Assessment

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18. Land Management System Improvements
Background
A Land Management System (LMS) is a software suite comprising several applications that manage the creation, issuance, and tracking of development-related activities commonly associated with planning and zoning, permitting, inspections, licensing, code enforcement, and parcel/address management. An LMS system is a core solution for most cities. Modern LMS systems enable an enterprise-wide integrated communication, storage, and operations system.

A system that is configured and implemented using industry best practices can achieve significant operating efficiencies and return on investment (ROI) for the City.

The illustration and table in the following pages show typical modules available in land management systems.

Findings and Observations
• The City is using Energov to replace PermitsPlus for both Planning and Building.  Energov is not used to its fullest capabilities.
• The City receives 35-50 inspection requests per day. Requests are left in voicemail and then tracked manually in Excel.
• Bluebeam is in use by the City, but its use is not standardized across departments. • The City has contracted with a third-party consulting firm to transition away from PermitsPlus.
• The City has begun to take some online payments and issue some permits online. • iPads are used in the field.
• Some online permits and payments are now available.

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Staff Feedback
Development Services
• Staff mail letters and notices, forms, and applications. This process requires automation. • Integration is needed for refunds, permits, and plans to the Assessor’s Office. • Staff need a project status report to improve customer service. • Staff need better information sharing of case, project, and address notes. • The solution should provide an electronic process from the inception of an application through the review and approval process, enabling the electronic referral of plans and permits for comment to other divisions and departments together with external consultants and providing a more efficient means of sending comments to an applicant. • Energov went live in October 2021. The Finance Department handled the implementation with little Development Services involvement.
• There are duplicate cases, projects, and permits. Development Services – The Energov implementer did not seem knowledgeable about the software. • Updating contact records updates historical data as well. • Energov doesn't have refund functionality.
• The project took roughly one year to implement.
• The City was advised that many of its needs were not possible in Energov. • Would like to deemphasize time tracking and would rather support a flat fee schedule through the next fee study.
• Integration with Energov for time tracking is in process. • The City needs to deploy technologies responsive to our customers’ needs and expectations, providing services through the web on an on-demand basis. Emergency Services.
• Fire plan submittal processing and tracking is in progress to move to Energov. We create the project in EG to have an invoice to apply to future payments. We still have to track our projects and create invoices in Excel as we did before because EG doesn't work as expected.

Engineering & Public Works
• Staff are currently doing the correspondence over email, and then once paid, a studio session is created in Energov for Bluebeam.
• Field reporting and inspections need to be streamlined and digitized. • Energov was a Finance department project.
• Bluebeam is set up with Energov, and work is in progress to be fully utilized by staff. • Citizen Self-Serv is live. 40% of permits are available online. • IG Inspect was licensed from Tyler. We may need more licenses.

Finance
• Work is in progress to automate tax returns, remittances, payments, and business license manual renewals.
• Staff would like time tracking automated.
• The search function isn't working.
• HDL/Permits Plus moved into Energov.
• Code Enforcement is using GOGov rather than Energov.
• HDL is read-only at this point.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
64 | 138
Recommendations
• Continue working with third-party subject-matter experts and Tyler Technologies to develop a system improvement plan and project statement of work (SOW) that captures the City’s functionality gaps and additional requirements. This plan would ultimately result in obtaining a quote or contract amendment to implement the solution according to the City’s needs fully.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine automation improvements that will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications  Identify any requirements the vendor cannot provide that can be handled by other means, such as more efficient workarounds, third-party applications, modifications, and changes in organizational processes and procedures.
 NOTE: Land Management System (LMS) implementations on an organization-wide basis are complex undertakings and, on an organization-wide basis, are commonly underscoped and underfunded, leaving organizations with limited utilization and intended benefits.
• Follow the guidelines in the “Software Needs Assessment” and “Business Process Reviews” Best Practices initiatives.
• Follow the guidelines in the "Enterprise Applications Implementation Project Management Best Practices" initiative to increase the probability of implementation success. • Given the complexity of implementing a new enterprise system, following best practices will reduce risk and ensure a successful outcome.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
65 | 138

19. Code Enforcement Software
Background
Code enforcement software helps agencies enforce compliance with municipal codes and regulations. It is used to:
• Identify and address potential safety
hazards, such as unsanitary conditions,
fire hazards, and structural defects,
preventing accidents and injuries
• Protect the environment by enforcing
environmental regulations, such as
pollution control and waste disposal,
• Promote economic development by
ensuring businesses comply with zoning
regulations and other ordinances,
creating a positive business climate and
attracting new investment
• Improve quality of life by addressing
issues such as graffiti, abandoned vehicles, and excessive noise, making communities more livable and attractive
Typical functionality of code enforcement software includes:
• Case management
• Inspection scheduling
• Violation tracking
• Reporting
• Communication
Some sample vendors in the marketplace include:
• SmartGov
• Citizenserve Code Enforcement
• Evolve
• OpenGov
• Tyler Energov
Findings and Observations
• The City processes 20 inspection requests per day.
• Multiple systems are in use for code enforcement.
 Data Ticket
• Code Enforcement software isn’t integrated with GIS.
• Code Compliance is not using Energov. It does not meet their needs. • The connectivity issues in the field are limited. The iPads in use currently have 5G and work well.

Staff Feedback
Development Services

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
66 | 138
• GoGov is used for all code case processing, but Deckard is used for Short-Term Vacation Rentals.
• Data Ticket received info from GovOutReach, but the integration is only one way. Data Ticket doesn’t send payment information back to GovOutReach. • There are challenges in the field with GOGov when there is no cell reception. • There is no offline ability to view maps and enter code cases. • GIS maps show all open or historical CE cases.
• Not planning to use Energov for Code compliance. It does not work for City processing needs.
• Bandwidth is slow in the field. Currently bypassing this by taking local photos and uploading them later.
• Geolocation is used for complaints. Needs a map that shows the locations of violations throughout the City. Need to see areas of high concentration and do trending/forecasting. • GOGov is only used for code enforcement; citizens can enter requests. Not planning to use Energov (found not to be efficient for code compliance). • GOGov is being used for code enforcement and as a CRM system.

Recommendations
• Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identifying all integration/interface requirements with other applications • If the existing system is not capable of sufficiently meeting the City’s needs, consider replacing the system.
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Benefits
• Increased efficiency: Code enforcement software automates tasks like scheduling inspections and generating reports, freeing staff time for more important activities. • Improved accuracy: Code enforcement software ensures that data is accurately entered and tracked, avoiding mistakes and improving the quality of code enforcement activities. • Increased transparency: Code enforcement software makes it easier for the public to view code enforcement records and reports, helping to build trust and accountability.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
67 | 138

20. Work Order/Asset Management System Improvements
Background
A Work Order/Asset Management system is a software suite that manages work orders, preventative maintenance, and asset management of City infrastructure. The following list and diagram illustrate the functionality of typical maintenance and asset management software. • Service Requests
• Inspections and Condition Assessment
• Work Orders
• Preventative and Predictive Maintenance
• Facilities Maintenance
• Asset Tracking
• Warehouse Inventory
• GIS Integration
• Report Writing
• Costing and Budget Forecast

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
68 | 138
Findings and Observations
• Tyler Enterprise Asset Management (work order/asset management system) has been licensed and is being implemented.
• The Facilities team oversees fourteen facilities, including parks, restrooms, shade structures, and three fire stations. The City contracts for graffiti removal, trash, major concrete repairs, and landscaping.
 There are four staff that do landscaping.
 Staff oversee lighting and landscaping
• Some departments feel their needs were not adequately assessed during the planning phase of the implementation.
• Staff still use many manual processes and are uploading their work daily. • There is no inventory system in place.
• A fuels management system integration is currently in progress.

Staff Feedback
Engineering & Public Works
• The City contracts for graffiti removal, trash, major concrete repairs, and landscaping.  There are four staff that do landscaping.
 Oversee lighting and landscaping districts
 Street signals are contracted out. Edison owns all the streetlights and maintains them.  Homeless camp cleanup is contracted out.
• The City needs an inventory system for signs, drains, City-maintained sidewalks, parkways, alleyways, retention basins, and signals.
• They are updating the system each day by uploading work logs. • Fleet uses it for work orders and preventative maintenance. • Fleet Coordinator - 3rd parties do the repairs for the fleet. The department works with Finance to input it into the system.

Facilities
• A facilities condition assessment with an outside consultant is in process • A way to merge work orders with email is currently in process. • Plan to improve preventive maintenance.
• Need historical work records for analysis.
• Tyler Enterprise Asset Maintenance has been purchased and is in the planning stage • Cooling Tower Maintenance is done twice yearly, and a contractor is used • Facilities uses an email-based work order system that doesn't capture history or allow reporting and trending
• Tyler 311 will be the next project when Energov Reimplementation is complete. • Currently, emails come in, and then they must be input into the work order system. • There is a Facilities email box that requests are sent to • We are looking at using Tyler 311 as an internal mechanism for employees to put in requests
Currently not able to query history or do any trend reportingFinance • Staff would like LLDs Labor allocations to be automated • Public Works does labor allocation tracking on paper, including location and hours • IT Implemented but not in use
Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
69 | 138
• Public Works has implemented the work order/asset management system but only for logging hours.
• Public Works invoicing is not yet set up
Recommendations
• Conduct an enterprise management assessment with process reviews and develop a gap analysis and improvement plan.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine automation improvements that will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications ▪ Identifying any data conversion needs
 Identify any requirements the vendor cannot provide that can be handled by other means, such as more efficient workarounds, third-party applications, modifications, and changes in organizational processes and procedures.
 NOTE: Work Order/Asset Management system implementations are complex undertakings and, on an organization-wide basis, are commonly underscoped and underfunded, leaving organizations with limited utilization and intended benefits. • Follow the guidelines in the “Software Needs Assessment” and “Business Process Reviews” Best Practices initiatives.
• Follow the guidelines in the "Enterprise Applications Implementation Project Management Best Practices" initiative to increase the probability of implementation success. • Given the complexity of implementing a new enterprise system, following best practices will reduce risk and ensure a successful outcome.
• Consider working with third-party subject-matter experts and Tyler Technologies to develop a system improvement plan and project statement of work (SOW) that captures the City’s requirements. This plan would ultimately result in obtaining a quote or contract amendment with Tyler to implement the solution according to the City’s needs fully.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
70 | 138

21. Fleet Reservations Management Software
Background
Fleet Reservations Management Systems (FRMS)
manage the fleet or motor pool. These systems
can create customer reservations, check out
vehicles, and perform billing and asset
maintenance. This software is sometimes
available as a module within a Fleet Maintenance
system or as an independent software solution).

Findings and Observations
• The City uses Tyler Enterprise Asset Management for Fleet maintenance.
 This does not include any reservation functionality.
• The City is considering allocating a fleet vehicle to each department. • The City uses email to reserve pool vehicles.
• Fleet reservations are being moved to Public Works. The function used to sit in Finance. • The City will be implementing an electronic lock box to check in and check out keys.

Recommendations
• Follow the “Business Process Reviews” initiative to determine detailed feature/function requirements for a new fleet reservations management system.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies. • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
71 | 138

22. Police CAD/ RMS Improvements
Background
An integrated CAD/RMS system enables Police agencies to centralize public safety incident information, preserve data integrity, reduce redundant data entry, and enhance officer safety and operational efficiency. An integrated CAD/RMS system provides the ability to quickly capture, record, update, share, and access critical incident and public safety data in real time, both internally at the station and in the field.

The following is a high-level view of the primary or “core” public safety operational or application areas and integration points.

Findings and Observations
• The City is using Alliance for its CAD/RMS system.
• The 849 Detention Certificate features in Alliance are manual.  When rejected by the county, staff must generate a report in Word and upload the file to Alliance to change the arrestee status to a detainee.
• DA packaging forms are fillable PDFs that staff type information into forms.  Staff would like a way to pull information from Alliance and fill out the form automatically.

Staff Feedback
Police
• Need to auto-populate duplicative information between DA packaging forms • Need to scan supporting documents into the DA electronic case file • Need to create an electronic 290/arson registrant file • Need redaction capabilities in Alliance
• Need to be able to copy the narrative from Alliance into Word and then use the “find and replace” feature to seal the defendant's name
• Redacting info from reports is a manual process. Staff want to do this within Adobe or Alliance rather than having to print out reports from Alliance, redact with whiteout, and then scan and release the report

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
72 | 138
Recommendations
• We recommend the City work to improve the existing CAD/RMS System. • Consider working with third-party subject-matter experts and Alliance to develop a system improvement plan and project statement of work (SOW) capturing all the City’s requirements. This will likely result in obtaining a quote or contract amendment with Alliance to implement the plan.
 We recommend following the “Business Process Reviews Best Practices” initiative to identify all functional gaps.
▪ Review relevant manual processes and shadow systems. These may include spreadsheets, paper, and other databases. Identify where manual effort and shadow systems can be eliminated to create efficiencies.
▪ This process should include:
 Inventorying all reporting requirements
 Identifying all integration/interface requirements with other applications ▪ Identify any requirements the vendor cannot satisfy but can be dealt with by other means, such as more efficient workarounds, third-party applications, modifications, and organizational processes and procedures changes.
▪ Develop a system improvement plan to close these gaps. This may include vendor- developed end-user training plans.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
73 | 138

23. Police Cellphone Analysis Software Replacement
Background
Police cellphone analysis software allows law enforcement agencies to extract and analyze data from cell phones. This data helps law enforcement agencies to:
• Identify suspects by analyzing the call logs, text messages, and other data on a cellphone • Gather evidence of a crime, such as photos, videos, and documents • Trace a suspect’s movements through the location services on the phone • Prevent crimes by analyzing cellphone data to identify potential threats and prevent crimes from happening
The functionality of police cellphone analysis software varies depending on the specific software. However, most software can extract and analyze the following types of data from cell phones:
• Call logs
• Text messages
• Contact lists
• Photos
• Videos
• Messages from social media
• Web browsing history
• Location data
Police cellphone analysis software is a powerful tool that can be used to investigate crimes and gather evidence.

Some vendors in the marketplace are:
• Grayshift
• MSAB
• Magnet Forensics
• AccessData
Findings and Observations
• The City utilizes Cellebrite Cell Hawk, which is cumbersome to use. Other systems may be easier to use with more functionality.
• The City lacks the necessary network storage space for the extracted evidence. As a result, critical evidence is being stored on external hard drives.

Recommendations
• We recommend the City follow “Software Needs Assessment Best Practices” to determine whether Cellebrite Cell Hawk can meet the City’s needs. • If it is determined that different software is necessary, follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
74 | 138

24. Police Ticketing /Citation System Improvements
Background
Citation systems offer agencies the ability to issue tickets and citations electronically. Numerous vendors provide this capability as a stand-alone system. Other full CAD/RMS vendors have electronic citation system modules that fully integrate this functionality.

Citation Management systems provide the following capabilities:
• Citations – This capability provides the ability to track citations from issuance to determination. The systems provide the ability to set classes and fine structures. Violation and history are also maintained for quick inquiry along with people, addresses, and related subjects.
• Parking Tickets – If needed, many systems provide a parking tickets component that streamlines the administrative adjudication process for parking and equipment violations.

There is also the ability to track late payments and assess late fees. • Access Permits and Parking Stickers – Some systems can sell, manage, and enforce tags or stickers for parking or other services that can deliver revenue for the organization.

Some organizations have used this capability to issue annual passes for unlimited visits to parks or other facilities or programs.
• Mobile or Field Capabilities – This includes issuing citations in the field with the connection to a small portable printer. Vendors typically support a variety of handheld devices, including handheld computers, laptops, and tablets. Many also integrate license plate recognition technology.
• Reporting – These systems support reporting, including several standard reports that can be picked from a list and run as needed. They also include Ad Hoc reporting capabilities so specific reports can be created.
• Online Services – Most systems provide the additional capability for public access to their citations and tickets and to pay for any associated fines online using credit cards.

The diagram below illustrates a typical Citation Management system.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
75 | 138
Findings and Observations
• Non-traffic citation data entry is manual, as most citations are handwritten.  Some Officers use iPhones and portable printers to issue citations. • Staff want to scan and auto-populate parking citations into Alliance. • Crossroad E-Tickets are used for multiple citation types.  It is not communicating with Alliance correctly.
• The City is working on a data transfer from Crossroads to the CAD system. • Staff need additional electronic ticketing hardware, both handhelds and portable printers. • For retention of Parking Citations, staff scan citations and upload them to TurboData, where they are manually entered.
• Staff want to streamline the process of being able to view citations. If a citizen comes in to pay a ticket but doesn’t have the ticket present, Records has to reach out to someone with access to TurboData.

Recommendations
• We recommend that the City consider expanding the use of Crossroads to include all citation types.
• Follow “Software Needs Assessment Best Practices” to document all of the City’s citation needs.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identifying all integration/interface requirements with other applications ▪ Determine if there are any data conversion requirements • Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
76 | 138

25. Digital Evidence
Background
Digital evidence is an important component of an overall Police evidence management solution. It is increasingly becoming one of the most significant and labor-intensive components of processing evidence due to modern-day
technologies now available to law enforcement agencies.

Evidence such as video footage captured by the public on smartphones, use of drones, integration with business
surveillance/traffic cameras, body-worn cameras, and
squad car dash cam footage all contribute to the massive amounts of digital evidence collected that require
processing and storage.

To keep up with this demand, short- and long-term solutions for storing, tracking, retrieving, redacting, and sharing digital evidence are important considerations for law enforcement agencies.

Several key factors to consider when evaluating digital evidence systems include:
• Compatibility and integration with the agency’s Records Management System (RMS) • Cost, the capacity of, and the method of storage (cloud vs. on-premise) • Ability to track the chain of custody of digital evidence • Cybersecurity measures
• Ability to electronically share digital evidence with other agencies • Ability to upload digital evidence directly from the field mobile units • Ongoing maintenance/tracking - Ticklers and disposition notifications to eliminate items no longer needed
Findings and Observations
• Evidence photo upload is manual and needs automation. • Staff want to use Evidence.com.
 Currently using a network “Drive” for uploads into the evidence folder; then, staff files the photo.
• Digital photo capture needs to be automated.

Recommendations
• We recommend that the City consider procuring a digital evidence system. • Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements for a new digital evidence system.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identify all integration/interface requirements with other applications. • After developing the features/functions needed, explore whether VeriPic can meet the City’s needs.
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
77 | 138
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Benefits
• Significant productivity efficiencies
• Improved compliance
• Centrally stored information and retrieval
• Documented property movement
• Improved accountability and disposition of evidence
Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
78 | 138

26. Fire RMS Improvements
Background
Modern Fire/EMS RMS systems allow agencies to integrate with Computer Aided Dispatch systems for real-time access to incident data. This information typically includes what resources responded to the incident, their associated response times, incident locations, geographic areas, i.e., map pages or response areas, and possibly other incident details such as call comments from CAD. This saves firefighters/medics time by providing immediate access to the report from the field and eliminating redundant data entry.

In addition, Fire Reporting systems are designed to capture NIFRS/CFIRS data that is required to be reported by the agency.

Other typical modules available within modern Fire RMS systems include fire inspection tracking, hydrant and flow testing, and vehicle maintenance tracking. ePCR (electronic Patient Care Reporting) for EMS users also provides the ability to complete patient care reports from the field.

Findings and Observations
• The City uses ImageTrend for its Records Management System. • The City implemented ImageTrend to replace Firehouse but still has historical data in Firehouse.
• This City implemented RMS in 2021. This is not integrated with ARCGIS. • The current mapping system is out of date and in need of updates. The new GIS map of the City is not conducive to 911 operations.
• Staff would like a dashboard-type emergency response and inspection reporting platform available to internal customers and the public.
• The department would like to map incidents in real-time (or within hours) and historical incidents. This can include inspections and occupancy information. • Staff need improved mapping, analytics, and reporting. • Need to improve integration mapping with CAD.

Recommendations
• We recommend that the City work to improve the current Fire/RMS system. • Follow “Software Needs Assessment Best Practices” to conduct a comprehensive gap analysis and develop a system improvement plan.
 Review relevant manual processes and shadow systems. These may include spreadsheets, paper, and other databases. Identify where manual effort and shadow systems can be eliminated to create efficiencies.
• If it is determined that the current system cannot meet the City’s needs, we recommend following the guidelines of the “Software Selection Best Practices” initiative to select a replacement system for the City.
• Follow the guidelines of the “IT Project Planning and Implementation Best Practices” initiative.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
79 | 138

27. Fire Pre -Planning Management Software
Background
Fire services routinely conduct pre-incident planning, which allows the Department to identify and target hazards in a prospective response area and guide a response to an incident. The plans enable fire and rescue services to pre-determine the resources to deploy or the manner of deployment based on the type and nature of the incident. The plans ensure first responder safety and successful responses to dispatched calls for service.

Increasingly, plans are being developed and enabled with the use of pre-incident planning software. The software allows fire and rescue services to develop detailed maps and plans for response areas and buildings. The plans may include parcel information, utility and hazard locations, building plans, floor plans, fire escape locations, or evacuation routes. The software is available and accessible to mobile data computers and devices. Example vendors may include:
• Emergency Reporting
• Raxar
• APX
• Blazemark
• Flow MSP
• First Due
• TRP SMARTPLAN
Findings and Observations
• The Fire Department’s mapping software is out of date, along with pre-incident plans.  The department doesn’t have the most up-to-date preplans or the ability to create new ones within the current mapping system without going to the outside contractor that built the program.
• The department also needs GIS-routing capabilities.
• The current system is contracted out to a single individual vendor.

Recommendations
• We recommend that the City replace the Fire Pre-Planning Management Software with a commercial off-the-shelf solution for greater functionality, ease of use, and continuity. • Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements for a new Fire Pre-Planning Management Software.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identifying all integration/interface requirements with other applications • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.
• Establish a public safety GIS committee to identify specific layers and information the Fire Dept. would like to see and have access to on the CAD map. The committee could also work towards changing policies on more frequent map updates. • Establish a process of incorporating pre-plan updates into regular CAD map updates and establish an agreed-upon policy and procedure for implementing the new procedures.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
80 | 138

28. Electronic Content Management System (ECMS)
Background
An Electronic Content Management System (ECMS), also
known as an Electronic Document Management System
(EDMS), is a software system for managing and storing
different types of digital media. ECMS typically stores, tracks, and delivers electronic documents, images, and
other forms of content. They can also help organizations to automate workflows, improve collaboration, and comply with regulations.

Cost Reduction
Record creation, maintenance, and retrieval are pervasive throughout the organization for many agencies. Effective and strategic document management is key to reducing
administrative costs. Studies have shown:
• The average office spends $33 on labor filing or
finding one document.
• To relocate one misfiled record costs an estimated
$200.
• One lost document costs an estimated $420 to recreate.

With that in mind, an effective document management program can provide significant savings to an agency through:
• Safe, highly efficient storage and retention of all records following Federal, State, and Local regulations
• Rapid access to all records stored in offices or off-site facilities • Immediate reduction of misfiled and lost information
• Cost-effective use of prime office and storage space
• Timely disposal of obsolete records through approved retention schedules • Protection of vital records from natural or man-made disasters Workflow Automation
Workflow automation is the digitization and automation of business processes to reduce manual labor and inefficiencies. When a business process has many steps, it can be difficult to eliminate bottlenecks, miscommunications, and even mishandling of information. Workflow automation aids in removing human error, speeding up reviews and approvals, and providing insight into how you can improve these workflows in the future.

When considering workflow automation, look for a solution that can:
• Route documents in response to content creation or status updates.  Provide functionality to notify stakeholders of changes to or the creation of documents and automatic filing capabilities.
 Extend automation across departments and integrate with existing applications. ▪ Integrate with third-party and legacy systems for the seamless flow of information across the enterprise.
 Enable real-time editing and monitoring access to documents, workflows, and reports via laptop, desktop, or mobile devices.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
81 | 138
Workflow automation is an important step in an organization’s digital transformation. Businesses can save valuable resources by optimizing processes across departments while improving operational speed, accuracy, and internal and external transparency.

Compliance
An ECMS is an effective tool in ensuring an agency complies with record retention statutes. Title 2 CCR § 22601 for Trusted Electronic Document or Record Preservation governs record retention requirements in California. Every state in the country has some form of statute governing record retention. Using an ECMS – after ensuring agency policy is current – is an efficient way of ensuring compliance with the law.

In addition to document scanning, storage, and records retention management, modern systems have additional functionality, which includes:
• Enterprise records management, including retention management • Forms management
• Document sharing and versioning
• Project and process collaboration
• Extensive search and retrieval capabilities
• Sophisticated security functionality
• Web publication or posting for all above items, if desired • GIS integration and integration with electronic signatures Benefits of a modern ECMS include:
• Compliance – Improved and more efficient abilities to comply with the increasing volume and complexity of regulations and retention requirements • Security – Improved physical abilities and accessibility to security • Workflow Capabilities – Electronic capture, routing, and approvals of manual paper processes
• Improved Efficiency – Increased productivity through automation of manual processes and time reduction in retrieving and sharing information
• Reduced Costs – Reduced costs of printing, paper, storage space, and labor • Reduced Carbon Footprint – Minimized paper waste
• Improved Transparency – Increased accessibility to information via the Web, including full automation of some types of documents immediately upon creation without additional processing or labor
• Disaster Recovery – Protection of vital records through storage redundancy • Digitization – Ability to digitize often accessed paper documents to reduce the time required to retrieve these documents from physical files
• Improved Integration with Other Enterprise Applications – Increased efficiency by allowing the real-time exchange of information between systems Findings and Observations
• The City uses Laserfiche as its ECMS system for storing contracts, resolutions, officially recorded documents, and some fire department documents
• Laserfiche is not being used to its fullest capability.  There is a link on the website for the public to search what documents are available. • The City is upgrading to the Laserfiche Enterprise version. The software has been ordered. • A consultant is engaged for an ECMS overhaul and to assist the City with transforming its records into digital storage.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
82 | 138
• The City wants to expand its use of Laserfiche beyond the City Clerk and Fire, the only two departments currently using it.
• The Records Retention policy was updated in October and approved by the Council. • The City wants to use Laserfiche as an additional mechanism. • The City doesn’t currently use SharePoint or any document-sharing. • Development Services plans to digitize all historical records with GIS and Land Management System.

Recommendations
• As part of the Laserfiche assessment, include estimates to digitize all applicable historical City records.
• Continue working with third-party subject-matter experts and Laserfiche to develop a citywide system improvement plan and project statement of work (SOW) that captures the City’s functionality gaps and additional requirements. This plan would ultimately result in obtaining a quote or contract amendment with Laserfiche to fully implement the solution according to the City’s needs.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies. This process should also include:
▪ Identifying all integration/interface requirements with other applications. ▪ Identifying any document conversion needs
• Follow the guidelines in the “Enterprise Applications Implementation Project Management Best Practices” initiative.

Benefits
• Improved efficiency: ECMSs help organizations improve efficiency by automating workflows and providing a central repository for content. • Increased productivity: ECMSs help organizations raise productivity by making finding and sharing content easier.
• Improved compliance: ECMSs help organizations improve compliance by providing a way to track and store electronic records.
• Reduced costs: ECMSs help organizations reduce costs by reducing the need for paper- based records and automating processes.
• Improved customer service: ECMSs help organizations improve customer service by storing and tracking customer interactions.
• Enhanced decision-making: ECMSs can help organizations make better decisions by providing a way to store and analyze data.
• Increased accessibility to information via the Web, including full automation of some types of documents immediately upon creation without additional processing or labor. • Protection of vital records through storage redundancy. • Ability to digitize often accessed paper documents to reduce the time required to retrieve these documents from physical files.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
83 | 138

29. Agenda Management
Background
Agenda management systems allow an agency to centralize, automate, and manage the entire agenda creation and management process. These systems allow access to information for all departments and users involved in agenda development and management. Modern systems are offered as standalone modules, modules in a suite of applications from a single vendor, or as part of an Enterprise Content Management System (ECMS).

Agenda Management systems allow staff to submit proposed agenda items online and attach supporting “report” or “package” documentation. Once submitted into the system, the system automatically routes requests for approval through preconfigured workflows. Approvers can receive email notifications with links to items awaiting review. The system administrator or other responsible parties can add items to meetings, prepare agendas, review, recommend revisions, finalize packets, and publish them. Agenda content is available online throughout the process and is easily accessible to those with a role.

In many instances, agenda and legislative management systems can be integrated with media management systems to stream and record video and audio information, time stamp it, and tie it to the correlating meeting agenda or activity during a meeting. The system can push/publish agendas, minutes, media, and meeting activities to the City’s website.

Findings and Observations
• The City uses MinuteTrack as its agenda management system.  MinuteTrack is no longer being supported by the vendor. • The City went live with Granicus OneMeeting.

Recommendations
• Continue the implementation of OneMeeting.
• Follow the “Software Needs Assessment Best Practices” guidelines to meet all user needs and functionality requirements.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative to ensure a successful implementation.

Benefits
• Time savings from manually disseminating and routing documents for review • Paper cost savings by disseminating and routing electronically • Easy archival and retrieval
• View agenda items and related materials in real-time
• Public online access to agendas, minutes, legislative history, and potentially audio/video

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
84 | 138

30. Cont ract Management Software
Background
Contract management software helps agencies manage
their contracts throughout the entire contract lifecycle, including creating, negotiating, signing, storing, tracking, and analyzing contracts. Contract management software is
usually a standalone system. ERP systems with a Contract Management module manage invoicing and payment
tracking after contract execution, not the creation workflow processes.

Contract management software typically includes features such as:
• Contract creation: Creating new contracts from scratch or using templates.
• Contract negotiation: Tracking and managing the
negotiation process, including changes and approvals.
• Contract signing: Signing contracts electronically, using digital signatures, or by uploading signed documents.
• Contract storage: Storing contracts in a secure and centralized location. • Contract tracking: Tracking contract status, including deadlines, milestones, and payments. • Contract analysis: Analyzing contract data to identify trends and patterns.

Example contract creation software solutions include:
• CobbleStone
• Evisort
• Ironclad
• Juro
• Contract Safe
Findings and Observations
• The clerk would like software to manage the contract creation and workflow approvals. • Some departments are managing their contracts manually. • The City uses Munis for its contract finance management solution to track the related transactions.
• Staff need to manage contract workflow, expiration, and insurance documentation tracking.

Recommendations
• The City would benefit from a centralized system for managing contract documents. • Follow the guidelines in the “Software Needs Assessment Best Practices” initiative to determine detailed feature/function requirements for a new Contract Management system.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies. ▪ Identify all integration/interface requirements with other applications.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
85 | 138
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Benefits
Some of the benefits of using contract management software include the following:
• Improved efficiency by streamlining the contract management process through task automation, such as contract creation and negotiation.
• Reduce costs by providing insights into contract costs and helping identify potential savings areas.
• Increased compliance by ensuring the agency complies with all applicable regulations. • Improved decision-making through a single view of all agency contracts, providing improved visibility.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
86 | 138

31. Digital Signatures Software
Background
Electronic/digital signatures allow authorized persons to sign a document electronically anywhere using a computer. Although commonly used interchangeably, there is a difference between an electronic and a digital signature. The distinctions are as follows:
• An electronic signature is captured using a mouse, a
signature pad, a touchpad, or a computer.
• A digital signature goes further by embedding a PKI
(Public-Key Infrastructure), which requires signers to
have a registered digital certificate that links the signer to their signature. In this instance, both the requesting and the signing parties have a specific key identifying their role in the transaction.

The process of identifying signers and originators is the primary distinguishing feature between an electronic signature and a digital signature. Electronic and digital signatures are equally secure, versatile, and convenient. Government agencies recognize them as legal signatures (based on recent UETA and ESIGN acts), and many agencies use them to transact business.

Findings and Observations
• The HR, City Clerk, and Risk Management are using Adobe Sign for digital signatures.  Adobe Sign is currently the standard digital signature platform. • The City Council approved a new digital signature policy.

Recommendations
• The City should continue using the Adobe Sign software to collect digital signatures. • It is recommended that the City conduct comprehensive business process reviews to determine detailed feature/function requirements for a new system.  The City should determine what processes and documents require a legally binding signature versus an electronic approval as part of a workflow process. • If necessary, follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall system for the City’s needs. That system may consist of a single vendor’s application modules or a combination of vendors so long as automated integrations between the applications can be established.
• Follow the guidelines of the “IT Project Planning and Implementation Best Practices” initiative.
• The City may want to determine the contract management vendor before deciding on a new digital signature vendor, as signature capabilities may come with the software system.

Benefits
• Improved tracking
• Increased efficiencies
• Reduced risk of lost documents
• Secured signatures
• Reduced printing, faxing, mailing, copying, scanning, and filing costs • Automated routine tasks

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
87 | 138

32. New Parks Reservation Software
Background
Parks and Recreation systems manage park and recreation operations. Many of the systems in the marketplace offer individual modules within a suite of applications that may include:
• Membership management
• Facility scheduling
• Activity registrations
• League management
• Swim team management
• Point-of-Sale
• Equipment and locker rental
• Fundraising and donation management
• Childcare management
• Marketing
• Website content management
• Reporting
• Online Customer Access
 Registration software
 Facility scheduling software
 Equipment and locker rentals
 Customer relationship management
Findings and Observations
• The City has no parks management software. Excel is being used for tracking.
• Outlook is used for scheduling.
• The City doesn’t have a recreation department, and all processes are manual.
• Park Reservations are handled by phone calls and emails. • Park Reservation Permits are available online. The Park Reservation refund process isn’t automated. Refunds happen 4x per month and are tracked in Excel.

Recommendations
• We recommend that the City acquire a Parks reservation system. • Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements for a new Park and Recreation Management System.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identify all integration/interface requirements with other applications. • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
88 | 138
Benefits
• Improved customer service
• Improved software application utilization
• Improved reporting, resulting in better management decision-making Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
89 | 138

33. Project Management Software
Background
Project management and collaboration
software provide effective, flexible, and
secure information sharing. This includes
storing, routing, and managing documents,
maintaining task lists, managing forms, and
administering workflows. The following are
the benefits of project management
software:
• Project teams have a central repository
of information for each project.
• Centralized project documentation
storage, e.g., contracts, purchase
orders, reports, interviews, findings,
procedures, data, and so on
• Data is not duplicated due to distribution
methods and management.
• Teams are provided with an electronic distribution point for information regarding a project. • Project collaboration tools provide the ability to share information through multiple types of communication and media, such as:
 Task creation, tracking, and
assignment
 Calendaring
 Dashboards
 Gantt charts
 Contacts
 Alerts
 Document sharing libraries
(versioning, check-in/out)
 Workflow
 Search
 MS Office/other app integrations
 Mobile access for smartphones
 Project sites
 Website content management
 Discussion forums
 Photo galleries
 Metadata management
Several vendor-hosted project tracking and collaboration solutions that will support collaboration with both internal and external groups of users are available. Sample project tracking and collaboration solutions include:
• Asana
• Monday.com
• Wrike
• Basecamp
• Clarizen
• Zoho
• Teambox (Redbooth)
• Smartsheet
• Microsoft Project/Microsoft Project
Professional
Findings and Observations
• Project tracking is done in SharePoint.
• Tracking progress on strategic plan goals and objectives needs to be accessible to all departments.
• Staff would like a project scheduling mechanism like Microsoft Project. • Staff need a way to manage capital improvement project improvement.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
90 | 138
Recommendations
• Follow the guidelines in the “Software Needs Assessment Best Practices” initiative to determine detailed feature/function requirements for a new Project Management system.  Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies.  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for Cathedral City’s needs.
• Follow the guidelines in the “IT Project Management and Implementation Best Practices” initiative.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
91 | 138

34. Contact Management Software
Background
A contact management system (CMS) is a tool that helps agencies organize, store, and track contact information. It can be used to manage customer relationships, leads, and even marketing campaigns.

CMS systems typically offer a variety of features, including:
• Storage: A CMS can store a variety of contact information, including names, addresses, phone numbers, email addresses, and social media profiles. • Segmentation: A CMS can segment contacts into groups based on their demographics, interests, or other criteria.
• Tracking: A CMS can track interactions with contacts, such as emails, phone calls, and meetings.
• Reporting and analytics: A CMS can generate reports on contact activity, helping agencies identify trends and make better decisions.

Example vendors include, but are not limited to, the following:
• Salesforce
• Act!
• BigContacts
• Microsoft Dynamics CRM
Findings and Observations
• Currently, the Economic Development Department is
using Outlook and OneNote to track contacts.
• Economic Development has a specific need to track
developers, potential investors, landowners,
business owners, and more
• The City Manager would like a mechanism to track
council contacts with the departments. A single
system for department heads to enter info about
council requests for the City Manager to have visibility. • The tracking system would need to tie to the property address or street location. It would need to be flexible in how each entry was labeled.

Recommendations
• Follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements for a new Contact Management System.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies. • Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning Implementation Management Best Practices” initiative.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
92 | 138

35. Microsoft Office 365 and Teams
Background
Microsoft Office 365 is a subscription service that is part of the Office product line. Office 365 is focused on enterprise customers. Office 365 products and services comprise:
• Outlook, which includes email, calendaring, people, and tasks • Hosted Services, which include Office server platforms for Exchange, SharePoint, and Teams
• Office Applications, which include Word, Excel, and PowerPoint Microsoft is transitioning its customers to a Software as a Subscription (SaaS) model. This is a departure from the conventional software license model. The SaaS model allows Microsoft to update the Office 365 software on a rolling release basis once per quarter.

Findings and Observations
• Several departments indicated that they are not utilizing the full capabilities of Office 365 due to a lack of training and/or understanding of its capabilities. • Staff need additional training on Teams, OneDrive, and SharePoint. • Teams is not being utilized to its fullest capacity. Staff still use Zoom.  Several staff have indicated that Teams isn't a stable meeting platform. • Staff have difficulty finding shared folders in Sharepoint. The collaborative features aren't being used.
• The City is paying for unnecessary Zoom licenses.
• Need Sharepoint migration from server file shares.

Recommendations
• Work with a third-party subject-matter expert to develop an MS 365 Improvement Plan and project statement of work (SOW) that captures all the City’s requirements. • The assessment phase of this project should begin with educating users on the overall capabilities of the major apps and functionalities of MS 365. • It is recommended that the City follow the “Business Process Reviews Best Practices” initiative to identify and inventory all functional gaps and system needs.  Develop a System Improvement Plan, including end-user training plans. • Follow the guidelines in the “Applications Implementation Project Management Best Practices” initiative to increase the probability of implementation success. • It is recommended that the current Office 365 deployment be expanded.  Consider implementing additional Office 365 security services.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
93 | 138
▪ Implement Multi-Factor Authentication (MFA) for all external access to Office 365. ▪ Consider expanding the Office 365 subscription to include MDM, self-service password changes, and other cybersecurity services.
 Expand utilization of Office 365 to include OneDrive. ▪ Synchronize user home directories to OneDrive, providing a backup to locally saved files.
 Expand Office 365 to include SharePoint for file sharing and collaboration internally and with trusted third parties.
▪ Staff training and documentation will be required for this effort.  Introduce an email archiving and email backup solution. • The City is using an Exchange Online Archiving solution and uses Rubrik to backup exchange accounts online.
• Include training as a part of each major upgrade.
• Expand the Microsoft Teams platform to broaden department collaboration. The basic feature of a workspace in Microsoft Teams has three components: the Team workspace (including the SharePoint file hosting), which acts as a permissions boundary; channels, which focus and divide audience areas; and tabs, which form the key artifacts, data, and apps used by team members.
• Expand utilization of Teams collaboration
platforms. Provide staff training to include:
 Teamwork Space: Using Teamwork
Space, audience areas are divided by
topics, projects, departments,
geographies, types, etc.
 Private channels: Teams' private
channels provide a safe, confidential way
to collaborate between Public Safety,
Finance, and the Board of Directors.
 Tabs: Tabs have become the most
common form of collaboration within team
workspaces, while channels separate an audience.
• Along with Microsoft Teams, we recommend a SharePoint deployment to support Teams' back end and serve as a Central document repository for the City.

Benefits
• Regulatory compliance
• Effective collaboration among teams
• Improved data management
• Saving time

Smart Technologies
Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
94 | 138
Smart Technologies is the concept of using new
technologies in combination with creativity,
information sharing, and the collaborative process
to better serve and interact with the public.

Smart T echn ologies

37. Website Improvements

38. Request Management Software

39. E-Filing Systems - Public Access

40. Mass Outbound Communications System

41. E-Billboards

42. Centralized HVAC Monitoring/Management System

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
95 | 138

36. Website Improvements
Background
Local government websites are portals for citizens, customers, and the public to quickly access information and conduct transactions without calling City staff or going to a public facility.

Modern websites are interactive, allow transactions to be conducted at any time of the day, and can be accessed on any mobile device. Since the COVID-19 Pandemic, they have become an even more critical resource for all Organization stakeholders.

Findings and Observations
• The City is migrating from Granicus Vision to OpenGov for its website provider. • Multiple departments have requested additional content and functionality. • The City needs better bilingual communication with customers. Over 56% of the community is Hispanic.

Recommendations
• For each department, follow the guidelines in the “Software Needs Assessment Best Practice” initiative to identify and catalog the overall website functionality and training needs for the City.
• Identify user training requirements by specific users responsible for website content.  Assimilate the training needs with “User Training and Support” initiative.  Offer regular training to keep staff skills fresh and to ensure they can keep website content current.
• Develop content management policies and procedures, which may vary by department. • As part of the content management policy, implement standard practices and make website maintenance a component of the Technology Steering Committee's responsibilities to ensure the site is maintained regularly and remains relevant and up-to-date for the public.

Benefits
• Improved public records access
• Increased information-sharing capabilities
• 24/7 availability
• Improved customer experiences
• Increased customer interaction and transaction capabilities Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
96 | 138

37. Request Management Software
Background
Request Management solutions are used to receive, track, and manage all types of requests and complaints from
customers, citizens, or employees. These solutions can
categorize requests, prompt the user for specific
information required, assign and route information to
specific staff or departments, track status, and fulfill overall reporting requirements for more effective handling and
response.

Their primary objective is to ensure all inquiries, requests, and complaints are captured when received, routed to the proper resource, and responded to or resolved promptly, ensuring that the loop is closed on every contact. Ideal functionality includes:
• Request responsiveness
• Prompt request routing
• History tracking
• Interdepartmental resource linking
• Managing resources
• Benchmarking and performance-based measurements
• Planning and budgeting
• GIS integration
• Online customer surveys
Sample vendors include:
• GovQA
• Rock Solid
• Comcate
• GOGov
• Tyler - MyCivic
Findings and Observations
• Economic Development needs to track developers, potential investors, and other contacts.  The department is currently using Outlook.
• Tyler 311/MyCivic is configured but not used.
• The City uses a portal through NextRequest for public records requests. • Econ Development is concerned about losing institutional knowledge due to historical information being tracked in OneNote.
• The City is currently using GoGov's GoRequest solution and GoGov's My Cathedral City mobile app.

Staff Feedback
City Clerk's Office
• The City uses a portal for public records requests.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
97 | 138
• The City used to use GovQA but has now switched to Next Request.

Recommendations
• We recommend that the City perform the necessary assessments and due diligence to assess whether Tyler Technologies’ MyCivic or GoGov's GoRequest product can meet the City’s needs before going with a different vendor.
• If it is determined that neither meets the City’s needs, follow “Software Needs Assessment Best Practices” to determine detailed feature/function requirements for a new Request Management System.
 Review applicable manual processes and shadow systems, such as spreadsheets, paper, and other databases, to determine what to eliminate or reduce to create efficiencies.
▪ Identify all integration/interface requirements with other applications. • Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
98 | 138

38. E-Filing Systems - Public Access
Background
Local governments are increasingly seeking solutions for e-filing to satisfy the multiple regulatory requirements for reporting. Options for this functionality include using the workflows in an Electronic Document Management System (EDMS). EDMS systems can provide public access to agency-defined records and online fillable forms. Other vendors work specifically with cities and counties by offering hosted (cloud-based) services to assist with public access and e- filing, such as:
• Professional Applications (e.g., treasurers)
• SEI (Form 700) Statements of Economic Interest Filing • Campaign Finance disclosure filings
E-filing systems allow agencies to administer, manage, and report as the state requires.

Some options in the marketplace include:
• Form 700 e-File
• NetFile
• Granicus
Findings and Observations
• The City does not have e-filing capabilities for Form 700 and Campaign Finance Disclosure Filings.
 The City Clerk would like the ability to e-file Form 700 using a certified system. • Some vendors provide the ability for online filing, e-signatures, and electronic public access for residents through a portal.
 The City has explored Granicus as a possible solution.

Recommendations
• Follow the guidelines in the “Software Needs Assessment Best Practices” initiative to determine detailed feature/function requirements.
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Project Management Best Practices” initiative.
• Ensure any considered vendor can accommodate state filing requirements. • Implementation should include establishing a link to e-filing and accessing services from the City’s website.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
99 | 138

39. Mass Outbound Communications System
Background
Outbound communication systems, including Reverse 911, have recently been significantly transformed. Public agencies have historically used enhanced mass notification systems to issue public notifications of severe weather warnings, traffic notifications, or other events such as street closures, interruptions in water service, and major organization events. The systems use delivery
mechanisms like email, text messages, RSS feeds,
and social media. Many systems can integrate with
warning systems or GIS. Modern systems have even
incorporated additional functionality to support
advertising campaigns and public or legislative
relations.

Example solutions include:
• AlertMedia
• Alertus
• OnSolve
• Everbridge
• RedFlag
Findings and Observations
• The City would like the ability to issue mass notifications to the public and customers.
• The City does not have a Reverse 911 system for
communicating with residents in emergencies.

Recommendations
• Follow “Software Needs Assessment Best Practices” to
determine detailed feature/function requirements for a new Mass Communication System.
 Review applicable manual processes and shadow
systems, such as spreadsheets, paper, and other
databases, to determine which automation improvements will eliminate or reduce those processes and/or shadow systems and result in labor efficiencies  This process should also include:
▪ Inventorying all reporting requirements
▪ Identifying all integration/interface requirements with other applications ▪ Identifying any data conversion needs
• Follow the guidelines of the “Software Selection Best Practices” initiative to select the best overall, long-term system for the City’s needs.
• Follow the guidelines in the “IT Project Planning and Implementation Project Management Best Practices” initiative.

Benefits
• Increased community outreach
• Improved public relations
• A single standardized tool for use across the City

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
100 | 138

40. E-Billboards
Background
An “e-billboard,” or electronic billboard, is a billboard that displays digital images that are controlled by computer software at user-defined intervals. Digital billboards are primarily used for advertising. Public agencies are increasingly using them to communicate with the public.

Many will locate them at high-visibility and trafficked locations, such as major road arteries, intersections, and City facilities. These boards can also be centrally managed when connected to the City network.

Findings and Observations
• The City has billboards around the civic square requiring staff to update posters and content manually.
• The City would like digital billboards that can be updated more regularly and remotely. • The Police have purchased a kiosk display that is connected to the network. • Staff need a reader board at the front counter reception area for daily news and events. • Text and other alerts can be displayed on these boards.

Recommendations
• Research vendors in the marketplace who provide both this hardware and software. • Follow procurement best practices to achieve cost savings. • Ensure that contents adhere to the City’s media policy. • Ensure deployment falls within the City Technology Governance process, allowing the IT Department to maintain and support the technology through its lifecycle and replacement.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
101 | 138

41. Centralized HVAC Monitoring/Management System
Building management systems (sometimes called HVAC management/monitoring systems or Energy Management Systems (EMS)) are software systems that control heating, air conditioning, lighting, solar panel integration, and other building control systems. These systems can save money by automating building
temperature controls and lighting and
reducing time spent visiting buildings to
adjust zonal heating or closing buildings for
the night. The systems can maintain heating
and cooling schedules by facility or HVAC
source. Modern systems can be controlled
and managed remotely by staff via portable
or mobile computing devices.

Findings and Observations
• The City uses Pelican for its HVAC monitoring system, replacing iView, which crashed 6-7 months ago.
• The City is in discussions with Pelican regarding options for expanding the system.
• Two fire stations and the library aren’t on the Pelican system. • Some locations will need an upgrade to be integrated into Pelican.

Recommendations
• The City should consider implementing a centralized building control system for all applicable City facilities that include:
 HVAC Management
 Lighting Management
 Security Management
 Fountain Maintenance Management
• Follow the guidelines in the “IT Project Planning and Implementation Best Practices” initiative

IT Infrastructure Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
102 | 138
IT Infrastructure refers to networks, servers,
equipment, inside or outside cable plants, and
other communications infrastructure.

IT Infrastructure

42. Building, Door, and Gate Access Control

43. Computer Equipment Replacement Planning

44. Firewall Upgrade

45. Council Chambers Audiovisual Upgrade

46. Server Upgrades

47. Network Upgrade

48. Fiber Optic Master Plan

49. Public Wireless Network (Wireless Expansion)

50. Internet Bandwidth

51. Office 365 Software Upgrades

52. Public Safety Vehicle Communications

53. Public Safety Radio System

54. Public Safety Video

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
103 | 138

42. Building, Door, and Gate Access Control
Background
Door Access Control, sometimes called keyless entry, is an effective way for the City to manage security and control access to various buildings, facilities, and secure spaces. The system limits security risks and allows access management by employees, customers, and the public. Many municipalities are moving to a single, organization-wide system to manage security and facility access. Some systems in the marketplace allow for integration with video security systems to allow the City to associate keyless entry devices with video or photographic imagery to ensure users comply with contractual or rental agreements.

Findings and Observations
• The Civic Center has a key card system.
• Cathedral City Amphitheater has autolocking doors.
 All other parks use traditional key access
• Some other City locations use traditional key access. • There are no automatic restroom locks; they must be manually locked/unlocked.

Recommendations
• Complete a review and assessment of all facility access and control requirements for external and internal doors and access points.
• Consider a single Citywide system that can integrate with video security systems. • Access should also be extended to constituents and others, as appropriate.

Benefits
• Improved maintenance and less time
• Mechanical locks and keys replaced with electronic locks, badges, or cards and readers • Eliminated expense of re-keying or changing locks for employee separations • Employees and others are less likely to set off false alarms • Automatic regulation of access reduces the need for on-site security personnel • Allows for more efficient temporary access by outside personnel, like visitors or vendors • Decreases liability and risk from greater access control • Provides access to reports regarding specific personnel accessing various buildings and division
Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
104 | 138

43. Computer Equipment Replacement Planning
Findings and Observations
• The City has a replacement schedule for most capital computer equipment, including servers, storage, switches, or firewalls.
• IT replaces desktop PCs and laptops on a regular basis, approximately every five years. • During the interview process, some departments discussed the need to continue using older PCs.

Other staff members felt their workstations were underpowered. • Other technology systems, such as audiovisual systems, camera systems, door access control systems, and video surveillance, do not have a formal replacement schedule.

Recommendations
• Review workstation inventory and:

Ensure all staff have a minimum of i5 processors
with 16GB of RAM.

Replace all PCs 5 years old or older.
• Create and maintain an inventory of all technology-
related equipment, year purchased, warranty
duration, and other useful information.

Expand the inventory to all technology with a
standard life expectancy.
• Develop a ten-year, rolling computer equipment
replacement plan for all types of technology and
budget accordingly.
• Allow customized length of time for replacement of
any technology that may have a unique end-of-life.
• Continue to purchase discounted extended
warranties at the time of purchase that will cover the
equipment throughout its useful life (e.g., five years
for computers and servers).

Benefits
• Better forecasting of purchases
• Managed process that flattens capital expenditures
over time
• Improved computer performance
• Improved available features
• Improved portability through the use of a single
device
• Ability to keep spare equipment around to be reissued, eliminating employee downtime • Increased employee performance by eliminating the use of old, slow, and post-life cycle technology
• Reduced total cost of ownership
IT Equipment
Recommended
Replacement
Cycle (Years)
Network Switches 7
Phone System
Upgrade 5
Phone System
Replacement 10
Audiovisual
Equipment 5
Servers 5
Disk Storage 5
PCs 5
Laptops 4
Mobile Devices 2
Wireless Devices:

Point-to-Point 5
Wireless LAN 4
Windows Software +/- 5
MS Office +/- 5
Printers, Scanners 5
Plotters 5
Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
105 | 138

44. Firewall Upgrade
Findings and Observations
• City firewalls were purchased in 2020 and will be end-of-life in 2026.

City firewalls are installed in a high-availability cluster.

Separate firewalls are in use at remote sites and will be end-of-life in 2027. • City firewalls are connected to two 1Gb circuits from different providers. • City firewalls are capable of supporting necessary internet bandwidth with all security services enabled.
• During the interview process, some departments discussed slow upload/download times.

Recommendations
• Review firewall implementation and verify that both internet circuits are utilized in an active/active configuration.
• Investigate upload/download issues, utilizing WireShark or a similar program to determine bottlenecks.

Review routing to determine if any issues are apparent.

Benefits
• Improved network security
• Reduced risk of viruses being downloaded inadvertently by staff members • Improved communication between devices and advanced proprietary feature sets through standardization in firewalls throughout the County
• Reduced support costs
• Improved functionality
Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
106 | 138

45. Council Chambers Audiovisual Upgrade
Background
Council Chambers audiovisual (AV) tools record and stream public meetings to the Internet. The resulting recording can be matched with the agenda items through software to allow interested parties to select an item and click directly to the related video.

Staff Feedback – City Clerk
Council Chambers Audio/Visual systems need an assessment and replacement RFP.

Councilmember displays need to be refreshed.

Findings and Observations
• Council audio/video equipment replacement schedules are staggered.  Computer replacement occurred in FY22-23.
 Projectors were last installed in 2014.
 A/V control systems were last upgraded in 2017.
• There are some issues with public meeting streaming speeds and upload capabilities.

Recommendations
• Consolidate projector and A/V control systems into a single procurement. • Assess the current system and develop an RFP for replacement. • Procure improved Council Chambers video equipment and integrate with existing audio systems through a best practices procurement process.

Benefits
• Improved production quality of City meetings and other public meetings held in the Council Chambers
• Improved government transparency
Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
107 | 138

46. Server Upgrades
Findings and Observations
• Server hardware is mostly virtual using Dell vxRails. There are seven physical servers. • Most servers are in a virtual environment using VMWare 8, with all host servers centralized. • The servers are a mix of 2008, 2019, and 2022 Windows operating systems. Most servers are from 2019 and 2022, with two from 2008.

Recommendations
• Upgrading efforts for any remaining Windows 2008 servers should be prioritized because security patches are no longer available.
• If 2008 servers cannot be immediately upgraded due to data access issues, it is recommended to segment them behind a firewall.
• Any databases running under Windows SQL version 2012 should also be migrated to a newer version of the database software version as extended support ended July 12, 2022.

SQL Versions are 2016 and 2019. Some are SQL Express.

Benefits
• Keeping the server operating system and application software patched reduces the attack surface available to malicious actors. It increases the likelihood of smooth operations of current software.
• Keeping the operating system and application software up to date increases the likelihood of faster vendor response times, as most vendors require up-to-date patches before they will help resolve issues.
• Keeping hardware within the support lifecycle offered by the vendor ensures that parts are available from the vendor in case of failure.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
108 | 138

47. Network Upgrade
Background
A Local Area Network (LAN) is a group of interconnected computers that span a building using copper, fiber cabling, or wireless technology as a means of communication. Typically, access to a LAN is controlled by authentication software integrated with Active Directory. Authorized users access the network and can then use resources and applications assigned to them. LANs are very common due to their small size, low maintenance, fast speeds, and ease of use.

Findings and Observations
• City LANs consist primarily of Cisco and Dell switches. • The switches are within five years of being originally deployed.
• Micro-segmentation is a cybersecurity trend, and virtual networking is a network management trend.
• Manage Engine OPS Manager is being used for network
monitoring.

Recommendations
• Improve network documentation and diagrams.
• Replace any end-of-life network equipment.
• Replace all five-year-old switches over the next two years. • Expand VLANs to further separate critical applications (micro-segmentation). • Develop a comprehensive network design to correspond with a planned network upgrade.

Expand the use of VLANs to increase prioritization and security.

Consider routing at regional aggregation points to facilitate local communications and services.
• Include network equipment in the capital replacement plan.

Benefits
• Improved network performance and reliability
• Increased security on network and resources
• Reduced costs associated with replacements and failures. • Ability to establish an internal SLA (99.9% would be standard for local government) • Improved budget and project planning
• Increased network resiliency and performance
• Reduced IT staff support effort

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
109 | 138

48. Fiber Optic Master Plan
Findings and Observations
• It is desirable to have high-speed internet at their City park locations. • Spectrum had been contracted to provide internet at park locations.  Spectrum provides unlimited Internet access for Spectrum subscribers. For Non- Spectrum subscribers, registered guests have a time limit of 30 to 60 minutes.  Due to the registration issue, Cathedral City decided to pay for Internet at park locations to remove the registration requirement.
 Cathedral City will be paying Spectrum for Internet at the park locations. • The fiber network could be leveraged to expand broadband speed wireless capabilities for businesses, residents, and visitors.
• Additional federal funding will be available for broadband services to underserved areas.

Recommendations
• Conduct an assessment of current fiber-optic capabilities and document pathways.

Document available pathway capacity and handholds for possible resale. • Apply for grant funding to develop a Fiber Optic Master Plan. • Utilize the Fiber Optic Master Plan to apply for phased implementation funding of a fiber optic network.
• Develop Fiber Master Plan.
▪ Consider leveraging the fiber network for broadband services where applicable. ▪ Consider leveraging the fiber network for additional video for traffic management and public safety.
• Investigate the installation of dark fiber between City Hall and the following locations:
 Public Works
 Fire Department 410/412
 Fire Department 411

Benefits
• Improved staff productivity return on investment
• Timely access to information for serving residents/public • Reliability, dependability, and consistency of network communication Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
110 | 138

49. Public Wireless Network (Wireless Expansion)
Findings and Observations
High-speed wireless Internet is a key infrastructure
component of a Smart City strategy. Strong wireless
infrastructure for staff and public wireless access at City facilities is now expected. Public wireless infrastructure deployed at City parks and public spaces the City can
enable many Smart City applications, including smart meters (water or parking), the Internet of Things (IoT), automatic license plate readers, traffic monitors, some video
surveillance applications, and many more Smart City tools.

Findings and Observations
• The City has some wireless capabilities at City parks. • City-owned Wireless access was completed for Panorama Park and Amphitheater Park.
• Demand for Wi-Fi will continue to increase.

Public demand for wireless at City parks will increase.

Recommendations
• Budget for a capital project to implement high-speed wireless throughout City parks.
• Utilize a complete public project design/specification/bid methodology for the project. • Install public wireless to faster bandwidth and increased density capabilities. • Establish Wi-Fi connectivity for Ocotillo Park and Soccer Park.

Benefits
• Improved wireless speeds
• Reduced complexity
• Increased security
• Expanded coverage

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
111 | 138

50. Internet Bandwidth
Background
Increased Internet bandwidth and high availability are becoming increasingly important to organizations for daily functionality. This allows for additional resources to become available during peak Internet usage and provides resiliency when disasters occur that may affect primary Internet connections that are no longer accessible.

Findings and Observations
• Internet connectivity is as follows:
 All sites are on ELAN for connectivity, between 300-500 Mbps  City Hall Internet access at 1Gbps, with redundant connections:
▪ Spectrum
▪ Frontier
 City is using redundant firewalls and ISP connections to load balance incoming connections from the Internet.
• Redundant Internet also exists at public works.
• Future increases in use of cloud services as enterprise applications continue to only be available over the cloud will increase bandwidth utilization • During the interview process, several departments discussed slow upload/download speeds.

Recommendations
• Implement load balancing for incoming Internet connections where the City hosts services. • Increased Internet costs have been included in the recommended Five-Year Budget. • Plan for future Internet upgrade speeds over time to meet increased anticipated needs. • Use upgraded ELAN connections to provide SDWAN redundant connections between sites. • Increase ELAN connectivity to 1 Gbps for backup replication and EOC functions. • Upgrade the redundant Internet Firewalls to increase bandwidth and firewall processing power.
• Investigate upload/download speed issues and determine if the issues are workstation, network, firewall, or internet-related.
• Investigate the use of Satellite-based Internet services, such as Starlink, as an add-on to the redundancy of Internet and ELAN connectivity.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
112 | 138

51. Office 365 Software Upgrades
Background
Microsoft 365 is a subscription service that is part of the Office product line. Microsoft 365 products and services comprise the following: Hosted Services, which include Office server platforms for Exchange, SharePoint, Teams, and Office Applications, which include Outlook, Word, Excel, PowerPoint, etc. Microsoft is transitioning its customers to a Software-as-a- Subscription (SaaS) model. This is a departure from the conventional software license model.

The SaaS model allows Microsoft to update the Microsoft 365 software on a rolling release basis.

Microsoft 365 contains three major components:
• Email – Traditional electronic mail service using a SaaS model • Teams – Collaboration tools, including video conferencing, chat, calendar, and a collection of productivity applications
• OneDrive and SharePoint – Individual and shared file storage built for collaboration and sharing internal and external to the City
Findings and Observations
• The City has migrated to M365 for email and OneDrive. Some department share files have been migrated to SharePoint.
• User licensing is G3, which includes Microsoft 365, Office licenses, Teams, OneDrive, SharePoint, and some cybersecurity features.
• Not all security features have been implemented.
• Full departmental SharePoint migration will be performed in 2023 - 2024. • Microsoft 365 government licensing (G3) denotes a secure CJIS-compliant environment with all data stored in the United States.
• Microsoft 365 allows the further deployment of OneDrive and SharePoint, replacing on- premise Home Directories and shared file storage.
• Microsoft 365 will also allow for the implementation of Teams for the majority of City video conferencing and collaboration needs.
• Migration planning and implementation have started for file shares being migrated to SharePoint document libraries.
• The City has implemented Rubrik cloud backup service for Microsoft 365.

Recommendations
• Provide ongoing training to new users as they onboard with instructions on how to use OneDrive and SharePoint document libraries.
• Provide documentation and training for current users for OneDrive and SharePoint. • Upgrade to Microsoft 365 G5.
• At a minimum, upgrade to Enterprise Mobility + Security E5 if not able to upgrade to G5. • Expand Microsoft 365 to include SharePoint for file sharing and collaboration internally and with trusted third parties.

Staff training and documentation will be required for this effort. • Include training as a part of each major upgrade.

For Microsoft 365, consider productivity tips and "what's new" types of training.

Technology Current State Assessment

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OPTIMAL TECHNOLOGY GUIDANCE
113 | 138
• Home directory and shared directory file storage are options via OneDrive and SharePoint to the cloud using current licensing. Migrating all on-site files to OneDrive and SharePoint will allow for local retention of current backup appliances to be used more efficiently with longer retention times available.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
114 | 138

52. Public Safety Vehicle Communications
Findings and Observations
Cathedral City Police and Fire utilize mobile data computers (MDCs) in patrol cars, command vehicles, and fire apparatus to transmit dispatch data, look up critical information such as license plate numbers and arrest records, and write reports. Other City staff also use MDCs as a part of their fieldwork.

Verizon, AT&T, and T-Mobile all provide public safety priority cellular coverage in Coachella Valley. Many agencies have had success implementing dual-simm modems that sense carrier signal strength and switch to the stronger signal automatically.

Findings and Observations
• Police and Fire vehicles encounter dead zones and slow responses when using their MDCs in certain areas of the City.
• Other departments with mobile cellular devices have also complained about limited cellular coverage.
• Other agencies have implemented dual-simm modems to successfully reduce cellular coverage issues.

Staff Feedback
Police Department
• Officers sometimes have dead zones or slow connectivity with their MDCs.

Fire Department
• Cellular service is spotty in apparatus.
• MDCs in fire apparatus are not directly wired to the vehicle's power supply, resulting in units relying on 12V power conversion (cigarette lighter power cord) resulting in a variable power supply. Additionally, the base units for the MDCs are not all connected via a LAN cord to the Cradlepoint. This results in Wi-Fi connections to the CAD being interrupted/delayed/unreliable. There is no plan for hardware replacement/updating.

Recommendations
• Conduct "pilot" tests with leading modem providers and cellular companies to determine the best coverage combination.
• Consider modem mounts and antenna placement as a part of any pilot tests. • Budget for dual-simm modems and expanded cellular coverage in the coming year.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
115 | 138

53. Public Safety Radio System
Background
Public Safety radio is a communications radio system.

Public safety radio availability is critical to officer and fire-fighter safety. A public safety radio is worn by the officer or firefighter and provides a “may-day”
response capability.

Modern radio systems allow integration capabilities to
reach across multiple applications and resources for
enhanced response coordination. Integration can
include messaging, CAD, mapping, and logging
recorder systems. This is a mission-critical system that increases ease of use for organizing resources, coordinating a response, and communicating valuable information.

Findings and Observations
• There are times when communication with dispatch is impossible in some areas of the City. • The City has moved to the Riverside County Public Safety Emergency Communication (PSEC) system.
• The City continues to improve mobile and handheld units.

Recommendations
• Conduct a drive-around to identify any potential areas lacking PSEC radio communication. • PSEC radio communication shadows would likely be near mountainous terrain. • Develop a plan and budget for repairs and potential upgrades of radio consoles, mobile, and handheld units.
 PSEC offers repair services. Most Riverside County agencies handle repairs separately from PSEC.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
116 | 138

54. Public Safety Video
Background
Security camera systems can be an effective security tool and criminal deterrent. One study by the Urban Institute determined that the savings and benefits of fewer incidents and crimes outweighed the cost of video systems. The study also found that police, policymakers, and others involved in facility or property oversight largely viewed security, surveillance, or monitoring cameras as useful tools for managing behavior, preventing crimes, aiding response, assisting arrests, and supporting investigations and prosecutions.

Video systems can be integrated with door access control systems to improve visibility into door-related alarms, such as focusing a camera on a door that has been propped open too long.

Recently, police departments have found that a mix of video options is required to provide optimal public safety capabilities. These include static video cameras, pan-tilt-zoom cameras, and fixed and mobile automated license plate readers (ALPRs).

Findings and Observations
• Parks are interested in adding video cameras to all City parks. • Video cameras assist in reducing vandalism, transient-related issues, and can be used to increase enforcement.
• The Police Department's video system is separate from City video systems. • There are approximately 80 cameras in use, including City facilities and parks. • The City's video surveillance systems are underutilized.  Not everyone has access.
 There are no notifications if a camera is inoperable.  Some cameras are so old that the video is unusable.
• Improved network connectivity to the parks is needed. • Staff need more training in understanding, navigating, and using the system.

Recommendations
• Staff should inventory the quantity, type, and location of existing cameras. • Conduct an assessment of video needs and develop a long-range video plan for the City.  Collaborate with the fiber optic planning study recommended as a part of this report.  Identify critical video needs by location and budget for implementation based on identified geographic needs.

Cybersecurity Technology Current State Assessment

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OPTIMAL TECHNOLOGY GUIDANCE
117 | 138
Cybersecurity addresses all security systems and
practices, including disaster recovery, to protect
systems and data.

Cybersecurit y

55. Audit Logs and Log Management

56. IT Cybersecurity Best Practices

57. Backups

58. Disaster Recovery Planning

59. Disaster Recovery Site Implementation

60. IT Security Assessment

61. Records and Data Retention

Technology Current State Assessment

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OPTIMAL TECHNOLOGY GUIDANCE
118 | 138

55. Audit Logs and Log Management
Background
The audit log and log management software are used to monitor the status and health of Active Directory, servers, and all network devices, respectively. This software also allows the ability to create audit trails of changes made to the Active Directory and other applications and systems.

With log management and alerting software, IT staff members can be notified immediately of any issues or potential threats to the Active Directory domain. Audit logs are important tools for managing the environment. In addition, should an incident occur, audit logs can provide valuable forensic information related to the incident and any potential perpetrators.

Findings and Observations
• Two products are being used for logging and auditing purposes:
 City is happy with the functionality of Log360 from ManageEngine  Syslogs are being sent to Log360
 OpsManager from ManageEngine is being used to monitor network switches, servers, and firewalls and alert as needed
• There is not always enough time to monitor logs and alerts by current IT staff Recommendations
• Conduct a study of time needed to fully monitor logs and alerts needed to keep up to date with cybersecurity threats that might be coming in and to be proactive in staying ahead of any operational issues.
• Recommend staff augmentation or third-party log management product to assist either part or full-time in monitoring and extending the logging capabilities of the City.

Benefits
• Increased investigation visibility using audit trails • Improved security
• Improved reporting and metrics
• Better diagnostics and problem identification
• Availability of forensics log
• Alerts to bad logon attempts
• Increased staff productivity
Technology Current State Assessment

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119 | 138

56. IT Cybersecurity Best Practices
Background
The number and sophistication of cybersecurity incidents continue to increase. Risks related to cybersecurity attacks have become more significant recently. It was forecasted that in 2021, a new organization fell victim to ransomware every 11 seconds. Costs of breaches have escalated and include loss of reputation, reduction in the ability to serve residents, costs to notify those affected by the breach, reduced staff productivity, and financial costs, all contributing. Local government agencies are all struggling to improve cybersecurity preparedness and expand cybersecurity defense.

For the last two years, ClientFirst has been recommending significant increases in cybersecurity spending as a part of IT planning engagements. The increased complexity of cybersecurity defense has caused us to advocate for a cybersecurity focal point to manage City efforts. Since 98% of cyberattacks rely on social engineering, cybersecurity defense begins with programs to reduce the risk of staff failure to recognize a cybersecurity risk.

According to the 2019 Deloitte Cybersecurity Survey, cybersecurity managers split their time between 11 different functional areas, as outlined below:

Source: The Future of Cyber Development, Deloitte Development LLC There are several key areas in cybersecurity that need attention, effort, and management for the program to move forward as a whole. Each area needs focus and attention over time to reduce the risks inherent in today's modern computing environment.

Technology Current State Assessment

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Security Awareness Training
Background
Many cybersecurity functional areas can be easily outsourced. Others are specific to the organization and require continuous visible advocacy to be successful. Security Awareness training is critical because, as noted earlier, the vast majority of attacks rely on social engineering to gain initial entry into an organization.

Security Awareness Training is a formal process for educating employees about computer security. A good security awareness program should educate employees about corporate policies and procedures for working with information technology. Employees should receive information about whom to contact if they discover a security threat and be taught that data is a valuable corporate asset.

Regular training is necessary to provide staff with the knowledge to help protect the organization's network from viruses and malware. Users are the frontline defense for the prevention of virus and malware attacks.

Confirming how well the awareness program is working can be difficult. The simplest metric is to measure the number of incidents over time, which should be decreasing. The best practice method of measurement involves a multi-phased approach of baseline testing, then training, and then testing using an automated phishing approach. Follow up with additional training as needed.

Online training provides multiple benefits, including:
• Staff members can work at their own pace, on their own schedule. • Staff members can be enrolled in multiple online training courses. • An administration control panel can be used to monitor users' progress and set up phishing campaigns to test the users.
• Reports can then be generated to see how users did compared to previous phishing campaign scores to measure improvement.
• Organizations should encourage users to complete training on a regular basis as part of compliance requirements.

Findings and Observations
• The City utilizes KnowBe4 for security awareness training. • The City is not utilizing phishing simulation testing yet. • Security awareness training is becoming a best practice targeted at improved staff security readiness and is required by cybersecurity insurance carriers.

Recommendations
• Continue regular online security awareness compliance training.  This training should be mandatory for all users.
 Incorporate training plans into the annual review process. • Implement phishing simulation testing and training.
 Give more targeted training to users who may need additional information on how to spot phishing attempts.
• Add security awareness training participation to employees' year-end evaluations.

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• License the KnowBe4 PhishER tool for removing malicious emails after the fact with the push of a button.

Endpoint Protection
Background
Endpoint protection is a crucial step to make sure an organization is healthy from a Cybersecurity standpoint. If an endpoint gets infected, the program or threat actor will attempt to expand laterally to exploit as many other targets as possible. Catching this as close to real time as possible is vital to limit the damage potential. In addition, patching will reduce the attack surface such that attacks are less likely in the first place.

Findings and Observations
• The City pushes out patches and software using either Endpoint Central or PDQ Deploy. • Website filtering module is licensed at the firewall. • A combination of McAfee Endpoint Security and Crowdstrike is being used for malware and antivirus protection.
• PDQ Inventory and OpsManager are being used to scan the network to see what machines are connected. Endpoint Central/Service Desk is used as the primary asset management tool.
• Device encryption for laptops is not currently being used.

Recommendations
• Continue with device encryption for encrypting all endpoints. • Use Microsoft Bitlocker for device encryption and use Microsoft Intune to manage the encryption keys for Windows 10/11 operating systems.
• Consider hardening workstation, laptop, and server endpoints by following recommendations laid out by CIS through its benchmark analyzer tool. This would require a focused effort to complete as there are complexities of hardening. • Use host-based firewalls to tighten down allowed traffic. Consider using the Crowdstrike agent installed on endpoints to create profiles for allowed host network traffic to stop the spread of malware if there is a breach.

Network Security
Background
One of the basic tenets of keeping an organization protected starts at the perimeter, keeping unsafe elements from entering the network. Attackers are constantly scanning the Internet to find soft targets that are not well protected. The first line of defense is to reduce the attack surface of anything that is Internet-facing, where incoming network traffic lands on a server or device in the DMZ.

A DMZ is also important to keep inbound traffic contained in the DMZ in case there is a breach to limit the number of systems that are accessible to a threat actor. Systems that house data should be contained inside the internal corporate network, where the DMZ is a pass-through.

Similarly, internal networks should be segmented to limit the damage of a compromised system and increase the effectiveness of network firewalls where policy decisions are applied to traffic at network boundaries.

Similar ideas apply to wireless networks, where additional settings, encryption levels, and standards need to be taken into consideration.

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Keeping physical assets safe from tampering by unauthorized personnel is also an important part of security for any organization.

Findings and Observations
• There are some safeguards in place to ensure that employee-brought devices (BYOD) cannot join corporate networks.
• A third party has not reviewed firewall rules.
• PacketFence is partially deployed as a NAC solution and is not currently being used. • Hidden wireless SSID allows staff to access internal networks.

Recommendations
• Implement a Bring Your Own Device (BYOD) policy (more information in other areas of the report) to help staff understand the policy regarding personal devices accessing City-owned networks or systems.
• Conduct a firewall audit by a third party to assess and see where additional tightening of policies and controls is needed.
• Continue to work with the vendor to fully implement PacketFence as an NAC solution.  Manage BYOD devices to ensure they are placed on the correct network. In addition, the BYOD NAC policy should enforce remediation for patch levels and anti-virus software.  Staff and guest devices that are not managed by the City should not be able to access City resources on the internal network unless specific pre-admission conditions are met:
▪ Pre-admission control applies NAC policies before a device is granted access to the network. If the device does not meet policy conditions, it will not be admitted. • Increase network segmentation in the network to allow for traffic filtering at the layer three boundaries for increased protection and performance by decreasing broadcast traffic.

Benefits
• Reduced chance of system compromise over the network due to more tightened security posture and controls
• Reduced exposure to incoming threats over the network • Increased ability to mitigate threats once they have landed on the network Vulnerability Management
Background
Vulnerability management is growing in importance in the age of avoidable breaches, from larger organizations such as Equifax, Target, Uber, Facebook, and Yahoo to smaller and medium-sized municipalities and agencies that, at times, struggle to provide basic IT services.

Having a roadmap of internally detected threats and weaknesses can help an organization know how to prioritize IT cybersecurity spending and resources, focusing on the most critical areas first.

With countless attack vectors present in systems and software, having a vulnerability management program is no longer optional for organizations. Continuous vigilance of threats and attack vectors existing in an organization's IT environment is at the Center for Internet Security's basic key controls. (Control 7, continual vulnerability management:
https://www.cisecurity.org/controls/cis-controls-list
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Key areas of this topic:
• Logging / Reporting
• Managed Detection and Response (MDR) / Endpoint Detection and Response (EDR) • Third-party validation (Pen Testing: internal and external facing) • Internal Vulnerability Scanning
• Patch Management

Findings and Observations
• Scanning of endpoints is being done by Nessus Professional to validate patching and other vulnerability levels.
• Scanning of endpoints is also being done by Endpoint Central. • Scanning of network segments is being done by PDQ Inventory and OpsManager. • Patch management of workstations and servers is done regularly and kept up to date. • Logging of alerts is being sent to MS-ISAC's SOC through the CrowdStrike program and ESS service.

Recommendations
• Use Nessus to increase the modules being used to look for all devices on the network, not just endpoints. This will give better information than using PDQ inventory. • Track the total vulnerability score through Nessus to track progress over time. • Explore Managed Detection and Response services, such as Arctic Wolf or Crowdstrike, that will help with the city's Cybersecurity efforts to detect and respond to security events.

Technology Current State Assessment

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124 | 138

57. Backups
Findings and Observations
• The City recently implemented Rubrik on-premise and cloud backup capabilities. • Rubrik is backing up the video surveillance system. There are 90 days of retention in the current video surveillance system.

Recommendations
• Review backup retention practices to verify police-related backups are retained for one year (Government Code § 34090.6).
 In-car video must be retained for ninety (90) days.
 Develop a video camera policy outlining storage and retention requirements. • Perform periodic restores of SQL Server and full server image restores • Test and confirm successful restore of full system backups and ability to restore virtual machine at the host level
• Conduct bare-metal restoration exercises periodically • Revise Disaster Recovery Plans based on the implementation of Rubrik.

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58. Disaster Recovery Planning
Findings and Observations
• The City has a disaster recovery plan outlining high-level responsibilities, City contacts, and the priority of restoration.
• Service-Level Agreements (SLAs) are not in place for application recovery in the event of a disaster.
• The EOC is located at Fire Station 410, separate from where backups are being replicated at Fire Station 411.
• Every year, they have EOC training, but the scope of recoverability needs to be increased.

Recommendations
• Revise the Disaster Recovery Plan to include:
 Expanded system restoration priorities by application  Cloud restoration as an alternative
• Work with the departments to understand desired service restoration time frames

Benefits
• Emergency preparedness compliance
• Improved communication
• Awareness of procedures
• Better diagnostics and problem identification
• Reduced risk and liability
• Faster, well-informed decision-making
• Identification of business-critical functions
• Decreased recovery times and exposure to system failures • Awareness of immediate actions

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
126 | 138

59. Disaster Recovery Site Implementation
Background
The ability to recover IT services from a disaster has become more important recently as malware and ransomware attacks have forced several agencies to rebuild their systems completely. Many organizations are moving to cloud-based disaster recovery as a way to provide IT services without maintaining and managing a physical recovery site.

Findings and Observations
• State law requires electronic storage of public records to be more than 50 miles away from the City.
 Utilization of a data center in Southern California, Nevada, or Arizona would meet state requirements and allow for
relatively easy access to disaster recovery equipment.
• A direction for the DR site needs to be decided and firmed up.

Recommendations
• Inventory critical applications and cybersecurity needs.  Determine the recommended disaster recovery for each application. • Conduct a cost analysis to determine the most cost-effective method of service restoration, given the requirements.
• Consider using a cloud-based disaster
recovery provider that would allow for the
restoration and operation of virtual
machines from backups.
• Pick a data center location more than 50
miles away.
• Consider technology that would leverage
backups that could be used for
replication. Currently, backups and
replication are using different technologies.

Benefits
• Improved business continuity
• Cost savings
• Reduced risk of data loss
• Reduced downtime in the event of a disaster
• Reduced confusion and clear prioritization during a disaster

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
127 | 138

60. IT Security Assessment
Background
It is best practice to conduct an IT security assessment every three years. Penetration testing should be performed annually or whenever major firewall changes are made.

Findings and Observations
• An IT security assessment has not been performed for the City via a third party recently. • External third-party penetration testing is also being explored (DHS/CISA/MS-ISAC).

Recommendations
• Conduct penetration testing annually or whenever major firewall changes are made. • Engage a third party to perform a security assessment every three years.  Complete security recommendations are included in this plan before initiating a Security Assessment.
• Perform yearly penetration testing by a third party, both from an internal and external testing perspective.

Benefits
• Risk mitigation
• Meets compliance requirements and industry best practices

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
128 | 138

61. Records and Data Retention
Findings and Observations
• The City does have a formal Electronic Records and Data Retention Policy in place for official City records managed by the City Clerk through the Laserfiche program. • Electronic records retention durations should mirror paper records and data retention durations.
 As with paper records, timely destruction is important. • Records retention is set to keep employee records for up to two years when an employee leaves.
• PST file is created upon an employee leaving. OneDrive files are zipped and stored. • The City does have email archiving in place via Office365 Exchange Online Archive. • Records retention needs to be considered for data belonging to employees or contractors who have created data and are no longer with the City.

Recommendations
• Inventory all forms of electronic records storage at the City, including file shares • Discontinue creation of PST files when an employee leaves. Utilize the email archive solution to set appropriate retention periods.
• Develop a procedure for the preservation of records after staff are offboarded.  Offboarded staff files should be easily searchable as they continue to be subject to Public Records Requests.

IT Operations Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
129 | 138
The IT Operations section addresses daily support
and maintenance of all IT infrastructure and user
support.

IT Op eration s

62. Identity and Access Management

63. IT Policies and Procedures

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
130 | 138

62. Identity and Access Management
Background
Identity and Access Management includes Multi-factor Authentication (MFA), Single Sign-On (SSO), Privileged Access Management (PAM), and user onboarding/offboarding. It is meant to help secure the resources and data of an organization, where access is only given to accounts that are authorized.

Identity and Access Management (IAM) is the organizational and technical process for first registering and authorizing access rights in the configuration phase and then in the operation phase for identifying, authenticating, and controlling individual or group access rights. Identity Management (IdM) is the task of controlling information about users on computers. Such information includes information that authenticates the identity of a user and information that describes data and actions they are authorized to access and/or perform. It also includes the management of descriptive information about the user and how and by whom that information can be accessed and modified. In addition to users, managed entities typically include hardware and network resources and business applications.

Identity and Access Management applies to enterprise or departmental applications systems.

These are often set up using role-based security to allow people to access specific information within a system, including what capabilities they might have for approval or whether they can view, add, change, or delete information. These system roles are very critical, and if not set up properly, they can allow unauthorized personnel to see restricted information or even deny access or capability for those who need access and should be authorized to perform critical tasks.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
131 | 138
Identity and Access Management includes onboarding staff, identifying and applying the proper security rights for the job function, and offboarding staff when they leave the organization. When staff are offboarded, emails and files are typically transferred to another staff member until they are no longer needed. Then, records retention policies and procedures apply to email and file retention or disposal.

Identity management can help protect users from password fatigue, where a user accustomed to frequent password prompts can sometimes enter a password to a malicious prompt out of familiarity. Single Sign-On can also help increase productivity for users who need to remember passwords to multiple applications.

Findings and Observations
• MFA is currently being used for authentication to Microsoft O365 applications and is being implemented for Tyler Munis and Energov for external users. • Departments are responsible for informing IT that new staff have been hired, along with their roles and responsibilities.
• The IT process for onboarding staff and providing appropriate computer equipment appears to be timely and efficient.
 IT uses New Domain User, new PC Setup, and Printer Setup documentation. • Departments are responsible for informing IT that staff have left the organization or have changed roles.
• IT reports that prompt notification of staff leaving the organization does not always occur. ▪ This can be a significant cybersecurity issue.
 A written offboarding procedure to disable users is in use.  Procedures for records retention related to staff who have left the organization do not exist.
▪ The typical process for retaining email in Microsoft 365 is to convert the user email account to a shared mailbox (which does not require a paid license). ▪ Exchange Online Archiving is used for email archiving and Public Records requests. • IT is implementing a Single Sign-On (SSO) solution.

Recommendations
• Utilize an applications/user inventory to determine user access needs that are not currently provided.
• Continue to utilize integration with Windows Active Directory (AD) to facilitate user access management and reduce the number of system logins when enterprise application systems support AD.
• Continue to expand the use of the single sign-on (SSO) application to ease access to authorized information further.
• Determine if any confidential information is available in requested modules (e.g., social security numbers, driver's license numbers, credit card numbers, etc.) If not, grant inquiry- only access to staff members who require it to improve productivity, increase efficiency, and enhance responsiveness.
• Management and application process owners should work with the IT Department to set up roles and security properly for all enterprise- or department-level application systems. This should include the setup of roles and security for new employees and the disabling of user roles and security for departing employees.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
132 | 138
• Ensure that workflow is configured for on- and off-boarding employees that conform with City policies to ensure access permissions are provided only to those requiring such access. • Implement a records retention policy and associated procedures for the retention of data as appropriate.
• Implement an email archiving system to minimize dependence on shared mailboxes. • Use MFA for access to backup systems and elevated rights accounts. • Upgrade to Microsoft 365 G5 to enhance Identity and Access Management.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
133 | 138

63. IT Policies and Procedure s
Background
IT security policies are the backbone of success in any organization's cybersecurity program.

They ensure that best practices are applied and well-thought-out plans are executed regarding cybersecurity. Policies and procedures are set up to guide expectations and direction from management and serve as a starting point for auditors who are seeking to validate compliance efforts.

Policies can help improve the overall security posture. Policies help tie organizational risk in a way that helps everyone understand the what, who, why, and how of IT security.

The following are considered baseline policies:
• User and Staff Related
 Acceptable Use Policy
 Security Awareness and Training
 Password Creation and Management
 Remote Access
 User Onboarding / Offboarding
• Operations
 Change Management
 System Maintenance
 Monitoring and Logging
• Technical Controls
 SPAM Protection
 BYOD
 Encryption
 Network Security
• Compliance
 Breach and communications
 Incident Response
• Risk Management
 Vendor Management
 Vulnerability Management
 Ransomware Prevention and Response
 Disaster Recovery
 Data Backup
• IT Security Governance
 Governance Goals and Guidance
 Data protection
 Vendor management
 Risk assessment and strategy
Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
134 | 138
Findings and Observations
• The following Policies and Procedures are currently in place at Cathedral City:
 Asset Disposal
 Computer Use Policy
 Failed Hard Drive Policy
 Disable Users Policy
 IT Security
▪ Acceptable Use Policy
▪ Password Policy and User
Accounts
▪ Remote Access Policy
▪ Internet Usage Policy
▪ Approved Application Policy
▪ Asset Control Policy
▪ Anti-Virus Policy
▪ System Update Policy
▪ Information Confidentiality Policy
▪ Electronic Data Retention Policy
▪ Backup Policy
▪ Network Documentation Policy
▪ Server Documentation Policy
▪ IT Security Policy Administration
 IT Change Management Policy
 Mobile Device Policy
Recommendations
It is recommended to add to the existing policies and procedures:
• User and Staff Related
 Security Awareness and Training
 Work with Human Resources to expand Onboarding/Offboarding procedures to cover the entire agency.
• Operations
 Monitoring and Logging
• Technical Controls
 SPAM Protection
 BYOD
 Encryption
 Network Security
• Compliance
 Breach and Communications
• Risk Management
 Vendor Management
 Vulnerability Management
 Ransomware Prevention and Response
 Cybersecurity end device hardening (required by insurance carriers)  Removable storage
• IT Security Governance
 Governance Goals and Guidance
 Vendor management
Telecommunications Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
135 | 138
The telecommunications system is a critical tool
for local government entities. It enables the ability
to communicate effectively with constituents and
deliver high standards of service.

Telecommunication is also a key element in
teamwork, allowing employees to collaborate
easily from wherever they are located.

Teleco mmun ication s

64. VoIP Phone Improvements

65. VoIP System Upgrade

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
136 | 138

64. VoIP Phone Improvements
Findings and Observations
• Community Development receives up to 50 inspection requests each day to a voicemail box.
• Telecommunications audit capabilities are limited.
• The VoIP phone system was last upgraded in 2016.
• Some departments requested additional training on the VoIP system. • Staff are considering moving to Microsoft Teams/O365 for voice services.  Integration of Microsoft Teams/O365 voice with Police Dispatch and analog systems can be challenging.
 The use of Integrated Voice Response or other automated systems for items such as inspection requests will require third-party add-on systems. • Many vendors can provide similar VoIP services to Microsoft Teams/O365 at a competitive price.
• Staff would like the ability to block robocalls. In the aggregate, they take a significant amount of focus and work time away from staff.
• Staff would like a report of the number of calls received, as these should be considered "calls for service."
Recommendations
• Consider replacing the current on-premise VoIP system in the near future. • Utilize Best Practice System Selection methodology to gather all requirements and develop an RFP for procurement.
• Include an Integrated Voice Response capability for inspection request scheduling. • Include some call reporting functionality to track the number and purpose of calls.

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
137 | 138

65. VoIP System Upgrade
Background
The telecommunications systems and Voice Over Internet Protocol (VoIP) marketplace has changed over the last decade to include VoIP telephone systems installed using two general methods: on-premise or cloud-based. Systems using equipment installed on-premises are called Unified Communications Systems (UCS), and those installed in the cloud are called Unified Communications as a Service (UCaaS).

Both system approaches provide telephone features, voicemail, conferencing, mobility tools, and apps. The main difference between these solutions is the method by which they are installed and their pricing models. The following are some characteristics of both:

On-Premise Cloud-Based
• Equipment is installed in IT closets.
• Calls are delivered over the data network.
• Software licensing is typically purchased.
• The District owns all the system hardware,
telephones, and servers.
• Customers subscribe to an annual
maintenance and Software Assurance
contract.
• Implementation is performed in detail by the
selected vendor with customer participation.
• Telephone lines are connected to the system
from a separate carrier.
• Requires local administration by staff for
Moves, Adds, and Changes (MAC) and
Billing.
• System equipment resides in the provider's
Cloud Data Center and is leased.
• Calls are delivered over the data network.
• Phones are the only equipment installed on-
site and can be purchased or rented.
• Maintenance and Software support is
included in the monthly user license fee.
• Software features are bundled into groups.
• Some software features are billed monthly a
la carte.
• Implementation is typically conducted
remotely and requires significant customer
involvement.
• The monthly user license fee typically
includes telephone lines and carrier service.
• Requires local administration by staff for
Moves, Adds, and Changes (MAC) and
Billing.

Pricing
The Pricing model characteristics:

Premises-Based Cloud-Based
• Customers purchase the hardware and
software.
• This has a more substantial upfront cost
(unless financed).
• Low-cost Annual Maintenance and Software
Assurance arrangements.
• Ongoing telephone carrier costs.
• In most cases, the Customers purchase only
the telephone handsets; however, some
vendors provide phones on a monthly rental
basis.
• The software user licenses are rented every
month for each user.

The premises system has a more substantial one-time purchase price than the cloud-based system. Still, the Cloud system can have a much higher monthly cost than a premises-based solution.

Technology Current State Assessment

CLIENTFIRST TECHNOLOGY CONSULTING

OPTIMAL TECHNOLOGY GUIDANCE
138 | 138
Competitive Selection
The suppliers and manufacturers have also consolidated and changed over this time. This creates high competition between traditional on-premise and cloud-based providers through the development of a formal Request for Proposals (RFP) and competitive vendor selection.

Because of the system's complexity and the number of vendor choices, clients should develop a formal Request for Proposals (RFP) with specifications for the new system and conduct a competitive system selection process. Doing so will uncover "hidden" costs and provide the best operational fit and the most competitive pricing for the system's life.

Findings and Observations
• The current Cisco VoIP system was last upgraded in 2018. • Replacement Planning Best Practice specifies a 7-year life for on-premise phone systems of this type.
• Cloud-based VoIP systems are becoming more prevalent and will dominate the marketplace when the next upgrade is due.
• Cloud-based systems are currently struggling with E-911 Dispatch call integration.  This integration is generally used to forward non-emergency E-911 calls to the appropriate personnel.

Recommendation
• Follow the "Software Selection Best Practices" initiative guidelines to select the best overall, long-term system for the District's needs.
• Utilize RFP results to develop ROI calculations for on-premise versus cloud-based systems.  Staff will continue to perform adds, moves, and changes for either system selected. • Implement redundant voice-over internet connections to improve voice system resiliency.

Benefits
• Reduced implementation, support, and maintenance costs • Increased long-term ROI
• Enhanced communications
• Increased use of features
• Improved user experiences
• Reduced total cost of ownership
3 9
2 Staff Report
City Council
Item No. 2.B
Meeting Date: July 24, 2024
From: Andrew Firestine, AICP, Director of Community and Economic Development
Title: Vacant and Abandoned Building Ordinance
RECOMMENDATION:

This item is presented to the City Council for discussion and comments. The City Council may direct staff to bring back the draft ordinance for further discussion at a future study session or to revise the draft ordinance for consideration at a future public hearing.

BACKGROUND:

At the April 10, 2024, City Council meeting, City Council requested to schedule for discussion a vacant and abandoned building registry to address a multitude of issues with these properties. In response, staff has reviewed the current Cathedral City Municipal Code provisions in Chapter 13.135 and conducted research to identify programs in other cities that could be introduced in Cathedral City. Staff has also prepared a draft ordinance to promote discussion on potential amendments to the Cathedral City Municipal Code.

DISCUSSION:

Chapter 13.135 of the Cathedral City Municipal Code contains regulations supporting an abandoned property registration program, adopted in 2008 during the Great Recession. This existing program is intended for residential properties in a foreclosure process and requires registration through the program within 10 days of a foreclosure or a deed in-lieu-of foreclosure or sale. The City collects $70 for each of these registrations. The program has seen a significant decline in the number of registered properties in recent years as shown in the table below.

Year Registrations Year Registrations
FY 16/17 128 FY 20/21 14
FY 17/18 38 FY 21/22 9
FY 18/19 39 FY 22/23 7
FY 19/20 17 FY 23/24 1
3 9
2 The existing program does not currently produce significant data for the Code Compliance Division and the fee is insufficient to support any monitoring program. Moreover, the existing program does not respond to the current problems experienced within the City related to vacant and abandoned buildings, which are primarily commercial properties that have become attractive nuisances due to an absence of maintenance and monitoring. While the City’s existing nuisance regulations allow the City to react to a property when its property maintenance reaches a point that it violates the Cathedral City Municipal Code, there is no provision requiring a property owner to proactively monitor and maintain their property to prevent nuisance conditions from developing and to establish penalties for failing to do so.

For these reasons, staff recommends repealing the existing abandoned property registration program and replacing it with a more robust solution responsive to the City’s current needs.

The City of Palm Springs has a more comprehensive vacant building ordinance. Adopted in 2020, its scope includes both residential and commercial properties and requires an owner of a vacant building to register their building within 10 days of the building becoming vacant or being deemed vacant.

The City of Palm Springs’ ordinance defines a vacant building to mean a building where at least 35 percent of the total floor area within the building is not lawfully occupied. Residential properties of four units or less are required to register, providing contact information for owners and any property manager and a maintenance plan. Commercial properties are required to do the same and they are also required to secure and monitor their building and provide a monthly report. The City of Palm Springs also requires local property management, and it imposes a fee to support a monitoring program for commercial properties. The City of Palm Springs ordinance contains enforcement provisions, including criminal and administrative penalties. The administrative penalties for commercial properties are set at $2,500 for the first penalty, $5,000 for a second penalty, and $25,000 for a third penalty.

In review of the City of Cathedral City’s current regulations and the City of Palm Springs ordinance, staff recommends repealing and replacing Chapter 13.135 of the Cathedral City Municipal Code with similar elements to the City of Palm Springs’ ordinance pertaining to commercial properties to set a clear expectation for a commercial property owner’s responsibility to maintain and monitor their property to prevent the development of nuisance conditions. The City’s existing nuisance regulations provide sufficient support for residential properties.

For discussion purposes, staff has prepared a draft ordinance based on the City of Palm Springs program. This would have the effect of requiring property owners of abandoned commercial buildings or structures and vacant commercial buildings, defined as those where at least 50 percent of the total floor area within the building is not lawfully occupied to:
•Register with the City and provide contact information for the owner and property management company together with a maintenance plan. A monitoring fee is required with the registration except where there is a demonstration of active construction, active marketing, and/or active maintenance.
•Secure the building and provide continuous monitoring. •Maintain the property and building in conformance to the Cathedral City Municipal 3 9
2 Code.
•Maintain fire and liability insurance coverage.
•Retain a local property management company when a property owner is located more than 40 miles away from the building and require the property management company’s contact information to be clearly posted on the site. The local property management company is required to perform weekly inspections. •Produce a monthly report indicating dates inspections were performed and statements affirming that the building interior, exterior, and the entire site was inspected, the landscaping is maintained in good condition, and that all buildings are secure.

Whereas the City of Palm Springs program includes both residential and commercial properties, the draft ordinance only applies to commercial properties, which is defined to include multi-family residential properties of five units or more. The threshold to deem a building vacant, and therefore subject to the ordinance, is set at 50 percent instead of the 35 percent in the Palm Springs ordinance. In staff’s opinion, the 35 percent threshold is too low and would unnecessarily include commercial properties that are otherwise professionally managed and are actively marketing vacant tenant spaces.

The draft ordinance also creates the structure of a monitoring program to be led by the Code Compliance Division directed to the identification of properties subject to the ordinance and ordering compliance with its provisions. It also places responsibility on the Code Compliance Division to regularly monitor these properties and to initiate action when a property owner fails to address nuisance conditions or blight. The monitoring program would require an amendment to the fee resolution to establish a new fee. Staff anticipates this fee would be set at a level to support bi-monthly Code Compliance inspections of properties registered under the program.

A violation of the draft ordinance constitutes a misdemeanor and administrative penalties are set at $2,500 for the first penalty, $5,000 for a second penalty, and $25,000 for a third penalty. These are greater than infraction penalties for other non-misdemeanor offenses in the Cathedral City Municipal Code, set at $100 for a first violation, $200 for a second, and $500 for a third. In staff’s opinion, an infraction penalty is insufficient to compel a property owner of a vacant or abandoned commercial building to register and otherwise commit to the requirements of the draft ordinance.

The draft ordinance requires further legal review, including appeals, insurance requirements and risk management, and fines, but it serves as a substantial starting point for a discussion on how the City can place more responsibility on commercial property owners to monitor and maintain their properties when they become vacant to prevent nuisance conditions or blight from developing.

FISCAL IMPACT:

Vacant and abandoned buildings already require a greater allocation of staff time and resources to respond to complaints and requests for service related to nuisance conditions and blight. The draft ordinance proposes a monitoring program and fee that would offset some of these costs the City is already incurring.
3 9
2 The elimination of the current abandoned property registration program, for which the City collects $70 per registration, would lead to a minor reduction in revenue. Using the average revenue collected over the last five years under the existing program, this revenue reduction is approximated at $670 annually.

FIVE-YEAR STRATEGIC PLAN:

F-12, Implement a code compliance program that proactively identifies and responds to code compliance complaints
F-13, Develop and implement initiatives to proactively monitor the City's commercial corridors to address visual blight and nuisance issues associated with vacant and underutilized properties and non-compliant commercial strips and centers ATTACHMENTS:

1.Draft Ordinance
4856-8471-5724 v1
ORDINANCE NO. ____

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY CALIFORNIA, REPEALING AND REPLACING CHAPTER 13.135 OF THE CATHEDRAL

CITY MUNICIPAL CODE
WHEREAS, Chapter 13 of the Cathedral City Municipal Code establishes a procedure to prevent, discourage, and/or abate conditions that endanger public health, safety, and welfare;
WHEREAS, the failure to maintain improved private property, including the maintenance of landscaping and the exterior of the building structure and the timely removal of trash and debris, creates blight conditions that: 1) have a negative effect on the City’s neighborhoods and commercial corridors; 2) are attractive public nuisances; and 3) dissuade investment in the City by residents and businesses; WHEREAS, abandoned buildings or structures are those that are not inhabited, occupied, or used and which are unsecured such that the public can gain entry without the consent of the owner;
WHEREAS, abandoned buildings or structures, when left unsecured without maintenance or monitoring, contribute significantly to the negative effects of the failure to maintain improved private property;
WHEREAS, the property maintenance issues associated with abandoned buildings or structures require more staff time and resources to investigate and abate through the Code Compliance Division;
WHEREAS, it is the City’s goal to realize the eventual reuse or redevelopment of abandoned buildings or structures and the City endeavors to support such efforts to reasonably achieve this goal;
WHEREAS, vacant buildings, without active maintenance and monitoring, may deteriorate to an extent that they become abandoned buildings or structures; WHEREAS, until such time that a vacant or abandoned building or structure is positioned for reuse or redevelopment, the property owner bears responsibility for its ongoing maintenance;
WHEREAS, a vacant or abandoned building or structure registry is a regulatory tool that establishes maintenance standards for such buildings, including specific requirements of a property owner to secure and monitor an abandoned building or structure; WHEREAS, a registry requires a property owner to register a building or structure within a set period of time following the point in time in which it becomes abandoned; WHEREAS, a vacant or abandoned building or structure registry typically includes an annual administration and monitoring fee, set by resolution, intended to offset staff time 4856-8471-5724 v1
to inspect a property and to respond to requests for service related to the property while it remains on the register;
WHEREAS, Chapter 13.135 of the Cathedral City Municipal Code, titled “Registration of Abandoned Properties”, currently contains an abandoned property registration program applicable to properties subject to default, a foreclosure sale, or a transfer in lieu of foreclosure or sale, and were adopted in 2008 as the City was experiencing the effects of the housing foreclosure crisis during the Great Recession; WHEREAS, as established, Chapter 13.135 is too narrow and limited in scope to address the challenges the City is experiencing with vacant or abandoned buildings and structures; and
WHEREAS, City Council desires to repeal the current provisions of Chapter 13.135 and to replace it with a more comprehensive registry program intended to set a minimum standard for the ongoing maintenance and monitoring of vacant or abandoned buildings and structures to prevent the blight conditions caused by a lack of maintenance to an improved property.

THEREFORE, THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY ORDAINS AS FOLLOWS:

SECTION 1. REPEAL AND REPLACEMENT OF CHAPTER 13.135 OF THE CITY OF

CATHEDRAL CITY MUNICIPAL CODE
Chapter 13.135 of the City of Cathedral City Municipal Code is repealed and replaced to read as shown on Exhibit “A” attached hereto.

SECTION 2. CALIFORNIA ENVIRONMENTAL QUALITY ACT (CEQA)
Adoption of this ordinance is exempt from the requirements of the CEQA and is not considered a project under Division 13 (commencing with Section 21000) of the California Public Resources Code pursuant to Government Code Sections 65252.21(j) and 66411.7(n).

SECTION 3. SEVERABILITY
If any chapter, sections, subsections, subdivisions, sentences, clauses, phrases, or portion of this ordinance, is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision will not affect the validity of the remaining portions of this ordinance. The City Council hereby declares that it would have adopted this ordinance, and each chapter, sections, subsections, subdivisions, sentences, clauses, phrases, or portion thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, sentences, clauses, phrases, or portions thereof be declared invalid or unconstitutional.

SECTION 4. POSTING
The City Clerk shall, within fifteen (15) days after passage of this Ordinance, cause it to be posted in at least three (3) designated public places; shall certify to the adoption and 4856-8471-5724 v1
posting of this Ordinance; and shall cause this Ordinance and its certification, together with proof of posting, to be entered in the Book of Ordinances of this City.

SECTION 5. CERTIFICATION
The foregoing Ordinance was approved and adopted at a meeting of the City Council held on the ____ day of _____________, 2024, by the following vote:

Ayes:

Noes:

Abstain:

Absent:
___________________________
Mark Carnevale, Mayor
ATTEST:

____________________________
Tracey Hermosillo, City Clerk
APPROVED AS TO FORM:
____________________________
Eric S. Vail, City Attorney
4856-8471-5724 v1
EXHIBIT “A”
Chapter 13.135 REGISTRATION OF VACANT OR ABANDONED BUILDINGS AND

STRUCTURES

13.135.010 Purpose.

The purpose of this Chapter is to ensure all vacant and boarded buildings comply with minimum property maintenance requirements, to encourage proactive and preventive maintenance of properties, to ensure maintenance issues are quickly and efficiently remedied, and to promote the health, safety, and welfare of the people of the City of Cathedral City.

13.135.020 Definitions.
"Abandoned building or structure" means a building that is vacant and is in such a state of neglect that a reasonable person would believe that the building has not been used for its intended, lawful purpose and/or has not been lawfully occupied for an extended period of time.
"Active construction" means that (i) construction activity is taking place at a property without any pause, interruption, or suspension greater in duration than 180 days, per California Building Code Section 105.5, and (ii) the owner, owner of record, or a duly authorized agent, servant, assign, employee, or contractor acting or providing services on behalf thereof, is on-site at a property that is under construction, actively engaged in construction, maintenance, demolition, or related administrative activity, without any pause, interruption, or suspension greater in duration than 15 days. “Active maintenance ” means a building is actively maintained and monitored to the following standard:
(1) Maintenance of landscaping and plant materials in good condition. (2) Maintenance of the exterior of the building including, but not limited to, paint, finishes, windows, doors, and signage in good condition and in compliance with this Chapter.
(3) Any sign which advertises a use or business not being made on the premises, the name of the owner or user, or which identifies a product, an interest, service, or entertainment not available on the premises is prohibited.
(4) Regular removal of all exterior trash, debris, and graffiti. (5) Prevention of criminal activity on the premises including, but not limited to, use and sale of controlled substances, prostitution, and criminal street gang activity.
4856-8471-5724 v1
(6) Securing the property in a manner so as not to be accessible to unauthorized persons. Secure manner includes, but is not limited to, closing and locking of windows, doors (walk-through, sliding and garage), gates, and any other opening that may allow access to the interior of the property or structure(s), or the erection of temporary construction fencing approved by the Enforcement Official for not more than 180 days. In the case of broken windows, securing includes the replacement of the broken window. (7) Maintaining sufficient utility services to provide power for any alarm or security system and to properly irrigate all landscaping on the property.
(8) The building or the lot on which the building is located, and the landscaping on such lot, does not contribute to and is not likely to contribute to blight because the owner is actively maintaining and monitoring the building and the lot so that it does not contribute to blight.
"Blight" or "blighted property" means any one or more of the following conditions or activities:
(1) Abandoned Building or Structure.
(i) A building or structure which is not being inhabited, occupied, or used and which is unsecured. For purposes of this Chapter, a building or structure is unsecured when the public can gain entry without the consent of the owner. (ii) A partially constructed, reconstructed, or demolished building or structure upon which work is abandoned. Work is deemed abandoned when there is no valid and current building or demolition permit, or when there has not been any substantial work on the project for a period of six months or more.
(2) Attractive Nuisance. Property which is in an unsecured state so as to potentially constitute an attraction to children, a harbor for vagrants, criminals, or other unauthorized persons, or so as to enable persons to use the property for the purpose of committing a nuisance or unlawful act.
(3) A building or structure which is in a state of disrepair:
(i) Exterior wall and/or roof coverings which have become deteriorated and do not provide adequate weather
4856-8471-5724 v1
protections, resulting in termite infestation and/ or dry rot. (ii) Broken or missing windows or doors which constitute a hazardous condition or a potential attraction to trespassers. (iii) Building exteriors, walls, fences, signs, retaining walls, driveways, walkways, sidewalks, or other structures on the property which are broken, deteriorated, or substantially defaced, to the extent that the disrepair is visible from any public right-of-way or visually impacts neighboring public or private property or presents an endangerment to public safety.
(iv) Building exteriors, walls, fences, signs, retaining walls, driveways, walkways, sidewalks, or other structures on the property which have been repainted in such a manner that the appearance may be further deteriorated or substantially defaced.
(4) Property Inadequately Maintained.
(i) Overgrown, diseased, dead, or decayed trees, weeds, or vegetation that: (1) are likely to harbor rats, pigeons, vermin, and other nuisances; or (2) substantially detract from the aesthetic and property values of neighboring properties; or (3) constitute a fire hazard or other condition that is dangerous to the public health, safety, or welfare; or (4) are likely to attract use as shelter by transients.
(ii) Solid waste, which includes "garbage," "refuse," and "rubbish," and all "solid waste" as may be defined in this Code, constitutes blight and blighted property in the following situations: (1) the accumulation of solid waste is visible from a street or public right-of-way, is not enclosed in a City approved container, and is present for more than 72 consecutive hours; or (2) the accumulation of solid waste is being stored or disposed of in a manner that would allow the material to be transported by wind or otherwise onto or upon any public street, public right-of-way, or neighboring property, unless the method of storage or disposal is specifically allowed by this Code.
(5) Any swimming pool, pond, or other body of water which is abandoned, unattended, unfiltered, drained with no cover to prevent the existence of a hazard, or not otherwise maintained, resulting in 4856-8471-5724 v1
polluted water. "Polluted water" is defined for the purpose of this Chapter, as water which contains organic growth, including algae, remains of rubbish, refuse, debris, papers, and any other foreign matter or materials, which, because of its nature or locations, constitutes an unhealthy or unsafe condition.
"Building" means any structure, including, but not limited to, any residential, commercial, industrial, assembly structure, or accessory structure approved for occupancy on either a lot of record or within a single project approved by the City pursuant to the City's Zoning Code.
"Commercial properties" means all properties in the City that are not developed for solely single-family residential uses. The term "commercial properties" includes apartment buildings that include five or more rental units. "Development related agreement" means an agreement between the City and at least one other person or entity whereby an owner secures the authorization and approval of the City, whether through a duly authorized written contract, or via a land use permit or entitlement approval, to pursue a development or redevelopment project at a property where one or more abandoned buildings or structures, and/or vacant building is located.
"Enforcement Official" means the City Manager, Building Official, Code Compliance Chief, or their respective designees.
"Evidence of vacancy" means any building in the context of the totality of circumstances that would lead a reasonable Enforcement Official to believe that the building is vacant or occupied by a person without a legal right of occupancy. Such real property conditions include, but are not limited to: overgrown or dead vegetation; accumulation of newspapers, circulars, flyers, or mail; past due utility notices or disconnected utilities; accumulation of trash, junk, or debris; the absence of window coverings such as curtains, blinds, or shutters; the absence of furnishings or personal items consistent with residential habitation; or statements by neighbors, passersby, delivery agents, or government employees that the property is vacant. "Local" means within 40 driving miles of the building, structure, or real property in question.
"Out of area" means in excess of 40 road or driving miles of the building, structure, or real property in question.
"Owner" means any person having legal or equitable title or any interest in real property, including all persons shown as owners on the last equalized assessment roll of the Riverside County Assessor's Office. An owner includes a person with power of attorney, an executor of estate, trustee, or who is a court appointed administrator, conservator, guardian, or receiver.
4856-8471-5724 v1
"Person" means any natural person, partnership of any kind, corporation, limited liability company, association, joint venture, or other organization, however formed, as well as trustees, heirs, executors, administrators, or assigns, or any combination of such persons.
"Vacant building" means a building where at least 50% of the total floor area within the building is not lawfully occupied.

13.135.030 Scope.
(a) Applicability. The provisions of this Chapter shall apply generally to all commercial property throughout the City of Cathedral City where there is a vacant building and where there is evidence of vacancy or any of the blight conditions specified in this Chapter are found to exist. For the purposes of this Chapter, abandoned buildings or structures shall be considered a subset of all vacant buildings and subject to the same requirements contained in this Chapter for vacant buildings. (b) Regulations Cumulative. The regulations provided by this Chapter are cumulative to each other and to any other available under City, State, or federal law. (c) Authority to Enforce Chapter. The Enforcement Official is authorized to administer and enforce this Chapter. The Enforcement Official may adopt supplemental regulations or policies to implement and interpret this Chapter. These regulations or policies must conform with the purpose of this Chapter. (d) Development Agreement Exemption. In the event that the City enters a development related agreement with the owner or developer of a property incorporating the partial or total demolition, repair, reconstruction, or preservation of a vacant building or structure the vacant building or structure in question is exempt from application of this Chapter, provided that the property is maintained in strict accord with the terms and conditions of the development related agreement. In the event that the City Manager, or his or her designee, determines in the City Manager's sole discretion the owner or developer of a property is in default with respect to any term or condition of a development related agreement through which any building or structure is exempt from application of this Chapter, the City may issue written notice to that owner that if the default in question is not cured in its entirety within 30 days of the issuance, that the exemption provided by this Section shall be revoked, and that this Chapter shall immediately become fully applicable to the building or structure in question.

13.135.040 Registration Requirement for Vacant Buildings. (a) Registration Required. An owner of a vacant building must register their property with the Enforcement Official within 30 days of the building becoming vacant or being deemed vacant. If any building shows evidence of vacancy, it is hereby deemed vacant.
(b) Application Required. Any person seeking to register a vacant building must submit a 4856-8471-5724 v1
complete application to the City using a form adopted by the City for that purpose. (c) Application Contents. The application for registration pursuant to this Section must contain or be accompanied by the following:
(1) The name and address of each owner and the local property management company, if any, responsible for the security, maintenance, and marketing of the property in question.
(2) A maintenance plan describing and documenting how the maintenance requirements of this Chapter will be complied with.
(3) Documentation and information showing compliance with the local property management company requirements of this Chapter.
(d) Annual Registration. The registration pursuant to this Section must be renewed annually or until such time that a building has reestablished legal occupancy and is no longer vacant under the definitions of this Chapter.
(e) Monitoring Fee. An annual monitoring and inspection fee shall be established by resolution to fund the cost of inspection and enforcement related to this Chapter, provided that the fee shall not exceed the estimated reasonable cost of monitoring vacant buildings in the City. The fee is due with the application to register a vacant building and is due annually, even if the building is only vacant part of the year, unless a demonstration is made by substantial evidence to the satisfaction of the Enforcement Official that one or more of the following conditions apply:
(1)The building is the subject of Active Construction for repair or rehabilitation in order to make the building habitable, and the owner is progressing diligently to complete such repair or rehabilitation within one year of the issuance of the building permit related to such repair or rehabilitation. (2) Active Marketing. The building or property contains no Cathedral City Code violations, is ready for occupancy, and is actively being offered for sale, lease, or rent.
(3) Active Maintenance. The building receives Active Maintenance.

If unpaid in connection with a vacant building registration, a vacant building monitoring fee may be billed and delivered to the owner of the property by certified mail, postage prepaid, return receipt requested. Any owner aggrieved by the decision of the Enforcement Official relating to a vacant registration fee bill may appeal the decision pursuant to the procedures under Chapter 13.150 and shall be treated the same as permits and licenses for purposes of appeal. If the fee is not paid within 60 days following billing, the City Council may thereupon order that the fee be specially assessed against the property involved. If the City Council orders that the fee be specially assessed against the property, it shall confirm the assessment and thereafter said assessment may be collected at the same time and in the same manner as ordinary real property taxes are collected and shall be subject to the same penalties and the same procedure and sale in case of delinquency as provided for 4856-8471-5724 v1
ordinary real property taxes. All laws applicable to the levy, collection, and enforcement of real property taxes are applicable to the special assessment. The City Council may also cause a notice of lien to be recorded. The notice shall, at a minimum, identify the record owner or possessor of the property, set forth the last known address of the record owner or possessor, a description of the real property subject to the lien, and the amount of the fee.
(f) Notice City of Changes to Registration. Any person, partnership, association, corporation, fiduciary, or other legal entity that has registered a property under this Chapter must notify the Enforcement Official in writing of any change of information contained in the registration within 10 days of the change.

13.135.050 Maintenance Requirements for Vacant Buildings. (a) Maintenance Required. It is unlawful for any owner to maintain any improved property in violation of the provisions of this Chapter. All vacant commercial buildings must be maintained in compliance with the Cathedral City Municipal Code and the following requirements:
(1) All doors, windows, and other openings are secure or boarded in accordance with this Chapter.
(2) Any temporary site perimeter fencing is placed in connection with a building permit.
(3) The property must be continuously monitored, as follows:
(i) Buildings with fire sprinkler systems must be maintained in working order.
(ii) Buildings with a centralized and registered fire and burglar alarm system must be maintained in working order, and
monthly reports showing continued and active service shall be submitted to the Enforcement Official.
(iii) Buildings without fire sprinkler systems or fire alarm or burglar alarm systems shall be provided with continuous physical monitoring by means of an onsite patrol. "Continuous physical monitoring" shall mean the use of a licensed security agency and providing regular surveillance of the vacant building as part of the agency's security route.
(4) Disabled Access Features, facilities and equipment required by California Building Code Chapter 11B-108 shall be accessible to and useable by persons with disabilities and shall be maintained in operable working condition.
(5) A monthly report from the property owner or the property owner's representative or property management company that identifies each date 4856-8471-5724 v1
inspections were performed for the reporting period and a statement affirming that the building interior, exterior, and the entire site was inspected, the landscaping is maintained in good condition, and that all buildings are secure.
(b) Insurance. The Owner shall maintain fire and liability insurance coverage as determined necessary by the City's Risk Manager. Any insurance policy shall require advanced, written notice to the Risk Manager in the event of cancellation of insurance or a reduction in coverage.

13.135.060 Local Property Management Requirement.
(a) Any owner located more than 40 miles by road from a property containing a vacant building that must be registered, must retain a local property management company with a business license in the City, and must be contracted to perform weekly inspections to ensure compliance with the Cathedral City Municipal Code. (b) The property must be posted with the name and contact phone number of the local property management company. The posting must be no less than 18″ X 24″, must be of a font that is legible from a distance of 45 feet, and must contain the following:
"THIS PROPERTY MANAGED BY (LOCAL PROPERTY MANAGEMENT
COMPANY)," and "TO REPORT PROBLEMS OR CONCERNS CALL (PHONE NUMBER)."
(c) The posting must be placed on the interior of a window facing the street to the front of the property so it is visible from the street, or secured to the exterior of the building facing the street of the front of the property so it is visible from the street. If no such area exists, the posting must be on a stake of sufficient size to support the posting, in a location that is visible from the street to the front of the property, and to the extent possible, not readily accessible to potential vandalism. Exterior posting must be constructed of, and printed with, weather resistant materials. (d) The local property management company must inspect the property on a weekly basis to determine if the property is in compliance with the requirements of this Chapter and must perform all monitoring duties prescribed in this Chapter. If the property management company determines the property is not in compliance with this Chapter or any provision of the Cathedral City Municipal Code, it is the company's duty to notify the owner and bring the property into compliance.

13.135.070 Monitoring Program for Commercial Properties. (a) Monitoring Program Established. A monitoring program is hereby established. The Enforcement Official is responsible for administering the monitoring program to enforce this Chapter.
(b) Monitoring Program Duties. The Enforcement Official may do the following pursuant to the monitoring program:
(1) Inspect properties in the City to identify buildings that are vacant. 4856-8471-5724 v1
(2) Order vacant buildings to comply with this Chapter and any other applicable codes.
(3) Order vacant buildings that are open and accessible to be secured against unlawful entry in accordance with this Chapter.
(4) Order the property on which the vacant building is located to be properly maintained.
(5) Initiate proceedings against the owner of any vacant building found to be in violation of this Chapter or any other applicable code. (6) Maintain surveillance over vacant buildings so that timely code enforcement proceedings are commenced in the event the property becomes substandard or a nuisance.
(7) Identify blighted property and initiate proceedings against the owner of record of any blighted property for failure to remedy such blight.

13.135.080 Boarding Standards.
(a) Boarding Standards. The boarding or securing of the doors, windows, or other openings of any building must comply with the following standards. (1) Securing by Boarding. The boarding of doors, windows, and other openings must comply with the following requirements.
(i) Windows and similar openings must be boarded with exterior- grade plywood of a minimum thickness of 3/4 inch or
equivalent. Plywood must be secured by 2″x4″ or 4″x4″
crossmembers, secured to the plywood by 3/8-inch plated carriage bolts with washers on each end. Bolts and nuts used to secure the crossmember must be threaded to the correct length and tightened securely. A minimum of two
crossmembers must be used on each window. Each
crossmember must be a continuous piece of lumber, and each must extend at least one foot past the window opening in each direction. Additional measures may be required as deemed necessary in the sole discretion of the Enforcement Official. (ii) Exterior doors must be boarded with exterior-grade plywood of a minimum thickness of 3/4 inch or equivalent fitted to the entry door jamb with maximum 1/8-inch clearance each edge. The existing door must be removed and stored inside the building.

Plywood must be secured by 2″x4″ or 4″x4″ crossmembers, secured to the plywood by 3/8-inch plated carriage bolts and matching hardware. A minimum of one door must be operable.

Plywood for operable door openings must be attached to the door entry with three case hardened strap hinges of the type 4856-8471-5724 v1
specified by the Enforcement Official. Plywood must be
secured by a case-hardened steel hasp and minimum two-inch hardened padlock, also of the type specified by the
Enforcement Official. Additional measures may be required as deemed necessary in the sole discretion of the Enforcement Official.
(iii) All boarded openings must be painted with exterior paint that is of a color compatible with the exterior color of the building and is approved by the Enforcement Official.
(2) Alternative Methods of Securing a Building. Upon application for a boarding permit, the Enforcement Official may approve alternative methods of securing a vacant building. In making the determination to approve any alternative method, the Enforcement Official must consider the effectiveness of the alternative method to provide adequate and long-term security against the unauthorized entry and the aesthetic and other impacts of such method on the immediate neighborhood.
(3) Additional Requirements. In connection with the boarding or securing of the doors, windows, or other openings of any building, the owner must also comply with the following requirements.
(i) All utility services to the building must be terminated by removal of the meters and termination of electric power by Southern California Edison or any successor utility. Compliance with this Subsection may be waived in writing by the Enforcement
Official as to electric power if electricity is necessary to power exterior security lighting, an alarm system, or equipment to be used in connection with the rehabilitation of the building for which there is a valid building permit.
(ii) The sewer must be capped in a manner approved by the Enforcement Official to prevent the accumulation of methane gas in the building or structure.
(iii) The interior of the building must be cleared of all trash, junk, garbage, debris, solid waste, and personal possessions to eliminate any fire or health hazard and prevent hindrance to firefighting equipment and personnel in the event of a fire. (iv) The owner of any boarded building must register the building as vacant with the City in accordance with this Chapter.

13.135.090 Enforcement.
4856-8471-5724 v1
(a) Violation Unlawful. It is unlawful and declared a public nuisance for any person to violate any provision of this Chapter. The city may issue a notice of violation pursuant to Chapter 13.55 of this Code if there is any violation of this Section. (b) Criminal Penalties. Any person who violates any provision of this Chapter is guilty of a misdemeanor punishable by a fine of up to $1,000, or by imprisonment in the County jail not exceeding six months, or by both such fine and imprisonment, except the City Attorney may prosecute a violation of this Chapter as an infraction, in his or her discretion, as set forth in Chapter 13.70 of this Code. (c) Administrative Penalties. Any person who violates any provision of this Chapter may be issued an administrative penalty in accordance with this Section and Chapter

13.58 of this Code.
(4) Appeal and Collection of Penalty. The Enforcement Official's administrative penalty may be appealed in the manner provided in Chapter 13.60 of this Code. Any administrative penalty may be collected as provided in Chapter

13.30 of this Code.
(d) Fine for Commercial Properties. For any commercial properties subject to this Chapter, the initial penalty shall be $2,500.00. If the violation continues after the compliance date in the first administrative citation or any extension period granted by the City, a second administrative penalty in the amount of $5,000.00 may be issued. If the violation continues after the compliance date in the second administrative citation or any extension period granted by the City, a third administrative penalty in the amount of $25,000.00 may be issued. Civil or Equitable Enforcement. Nothing in this Chapter prevents the City Attorney from bringing a civil or equitable action, at his or her discretion, to seek the abatement of any violation of this Code.
(e) Ongoing Violations. Each day a violation is maintained, caused, aided, abetted, concealed, suffered, or permitted is a separate offense. (f) Remedies Cumulative. The remedies, procedures, and penalties provided by this Chapter are cumulative to each other and to any other available under City, State, or federal law.
(g) Joint and Several Liability. The duties and liabilities specified in this Chapter are joint and several among and between all owners.
3 9
9 Staff Report
City Council
Item No. 3.A
Meeting Date: July 24, 2024
From: Andrew Firestine, AICP, Director of Community and Economic Development
Title: Conference with Real Property Negotiator Pursuant to Government Code Section 54956.8
Property Location: Approximately 5.94 acres, APNs: 678030061, 678030063, 678030065, 678030067, 678030069, and 678060059
Agency Negotiator: Anne Ambrose, Assistant City Manager and Andy Firestine, Director of Community and Economic Development
Negotiating Parties: City of Cathedral City; Pacific West Companies, Inc.

Under Negotiations: Price and Terms
Cathedral City Page 1

CITY COUNCIL

MINUTES
Study & Regular Meeting
Wednesday, June 26, 2024
2:00 PM
City Council Chambers
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234
STUDY SESSION 2:00PM
• CALL TO ORDER
Mayor Mark Carnevale called the Study Session portion of the Meeting to order at 2:00 p.m.
• ROLL CALL

Present: Mark Carnevale, Mayor
Nancy Ross, Mayor Pro Tem
Raymond Gregory, Councilmember
Ernesto Gutierrez, Councilmember
Rita Lamb, Councilmember
• AGENDA FINALIZATION
There were no changes to the agenda.

1. INTERVIEWS
A. Interview Applicants for the Palm Springs International Airport Commission and Finance Advisory Committee
Recommendation: Interview applicants for the Palm Springs International Airport Commission and the Finance Advisory Committee.

The City Council conducted interviews for the Commission/Committee seats that will expire June 30, 2024, using a random number generator to determine the order in which the applicants would be interviewed. The Council will consider making appointments at the Regular Meeting of June 26, 2024. The following individuals were interviewed in the following order:

Finance Advisory Committee
Ruth Fernandez
Danielle Mead

Cathedral City Page 2 Palm Springs International Airport Commission
Christian Samlaska
Christopher Lewis
Jimmie Leckliter
Robert Mata
Gary Amy

2. PUBLIC COMMENTS

Fuz Michael Edwards expressed his concern related to a short-term vacation rental citation he received.

Dante Kai expressed his concern related to a short-term vacation rental citation he received.

The City Council recessed at 2:54 p.m.

The City Council reconvened at 3:00 p.m.

3. STUDY SESSION
A. Desert Recreation District (DRD) Presentation
Recommendation: This is for presentation purposes only.

Kevin Kalman, Desert Recreation District, provided an overview of the Desert Recreation District (DRD). He covered the following points:
•Overview of DRD
•DRD Staff
•Programming
•Special Events
•Park Safety with Park Attendants
•Cleanliness of Parks
•Community Engagement
•Benefits of Joining the DRD

This was a presentation only, there was no formal action taken by the City Council.

Terry Applegate, discussed the Resident Study Committee. She questioned how to bridge the communication gap with those who are not familiar with DRD services. She suggested using Cathedral City Ambassadors to help the community better understand the services provided by DRD.

B. Presentation - Lift to Rise 2024-2026 Action Plan
Recommendation: This is a presentation only, no formal action is recommended.

Jessika Pollard, Senior Policy Analyst and Ian Gabriel, Director of Data, for Lift to Rise, provided an overview of the Lift to Rise 2024-2026 Action Plan. The following points were presented:

Cathedral City Page 3 •North Star
•Shared Goal
•Shared Wins
•The Action Plan
•Two Year Goal
•Key Strategies
oPipeline
oFunding
oPolicy Advocacy
oInfrastructure
oMovement Building
oRapid Response
•You have the Power
Ofilia Zavala, expressed her support for Lift to Rise and encouraged the Council to support the Lift to Rise Action Plan. She feels the Coachella Valley is a beautiful place where there are a lot of families that are in need of affordable housing.

C. Update on the City’s use of Service Contracts and the introduction of the Contract Tracker Spreadsheet
Recommendation: The update on the city’s use of service contracts throughout the organization and the introduction of the “Contract Tracker” spreadsheet is presented to the City Council for information, discussion and comments.

John Corella, Director of Engineering and Public Works, provided an update on the City’s use of service contracts and he introduced the contract tracker spreadsheet. The following points were presented:
•Background of Service Contracts
•Examples of Service Contracts
oLong-term
oShort-term
•Use of Multiple Service Providers
•Contract Tracker Spreadsheet
oDepartments
oColumns
oSummary
oInformation
oGoals
•Fiscal Impact
This item was for presentation only, there was no formal action taken by the City Council.

4. CLOSED SESSION
A. Conference with Real Property Negotiator Pursuant to Government Code Cathedral City Page 4 Section 54956.8
Property Location: Approximately 1.8 acres, APN: 687-472-006 Agency Negotiator: Anne Ambrose, Assistant City Manager Negotiating Parties:

City of Cathedral City; Unidentified potential purchasers Under Negotiations: Price and Terms of Disposition
Recommendation: This is a Closed Session Item, there is no recommendation.

B. Conference with Real Property Negotiators with Real Property Negotiators
Property: 68-025 and 68-105 Kyle Rd, Cathedral City, CA Agency negotiator: Anne Ambrose, Assistant City Manager Negotiating parties: Cathedral City and GL Hod, LLC
Under negotiation: Price and terms of payment
Recommendation: This is a Closed Session Item, there is no recommendation.

City Attorney Eric Vail announced that the City Council will meet in Closed Session to discuss items 4A. and 4B.

RECESS
The City Council recessed to Closed Session at 4:44 p.m. They will reconvene at 5:30 p.m. for the Regular Meeting of June 26, 2024.

There was no reportable action taken during Closed Session.

REGULAR MEETING - 5:30 PM
• CALL TO ORDER
Mayor Mark Carnevale called the June 26, 2024 Regular City Council Meeting to order at 5:30 p.m.
• PLEDGE OF ALLEGIANCE
Councilmember Rita Lamb led the Pledge of Allegiance.
• INVOCATION (MOMENT OF REFLECTION)
Mayor Pro Tem Nancy Ross offered a Moment of Reflection. • ROLL CALL

Present: Mark Carnevale, Mayor
Nancy Ross, Mayor Pro Tem
Ernesto Gutierrez, Councilmember
Raymond Gregory, Councilmember
Rita Lamb, Councilmember
• AGENDA FINALIZATION
Cathedral City Page 5 There were no changes to the Agenda.

1. SPECIAL PRESENTATION
A Cathedral City High School Band Booster Club
Recommendation: This is a presentation only.

Brenda Ramirez, President of the Cathedral City Band Booster, provided an overview of the Cathedral City Band’s recent achievements. She thanked the City for their support and presented the City Council with a plaque of appreciation.

1. PUBLIC COMMENTS

Robert McCormick, expressed his concern related to the impoundment of his vehicle and requested that he receive maximum punitive damages.

Yasmin Espinoza, expressed her gratitude to Mayor Pro Tem Ross and the City for their efforts related to the issues at Tramview Mobile Home Park. She provided a copy of a letter from the Tramview Residents to the owner of the park for the City Council’s review.

Josh Heinz, Community Engagement Manager Visit Greater Palm Springs, thanked the City for their partnership and collaboration and for beginning the process to become a Certified Autisum City.

Jens Mueller, expressed his concern with trash can violations and the City’s enforcement of the issue. He provided suggestions for better enforcement.

Evan Tucker, urged the City to prioritize affordable housing in the City.

2. COUNCIL REPORTS
Councilmember Rita Lamb reported on the following:
•Her attendance at the AMVETS Memorial Day Luncheon
•Her participation in the recent Emergency Preparedness Event, held at the Cathedral City Library
•Her attendance at the Mental Health Awareness presentation at the Mary Pickford Theater
•She thanked the Engineering and Public Works Departments for their efforts in the Cove neighborhood
•The Cathedral City Library Cooling Center and food distribution from 12:00 p.m. to 1:00 p.m.
•Her attendance at the Chuckwalla National Monument Support Event •Her attendance at the Cathedral City High School Summer Pool Program Media kick-off event
Councilmember Raymond Gregory reported on the following:
•His attendance at the opening of the Visit Greater Palm Springs Restaurant Week
Cathedral City Page 6 •His attendance at the High School Student Street Naming Event •His attendance at the “Ice Cream with Patsi” and the “Dinner with Patsi” fundraisers
•His attendance at the Coachella Valley Association of
Governments Transportation Committee Meeting, Public Safety Committee Meeting, and the General Assembly Meeting
•His attendance at the Riverside County Transportation Commission Regular Meeting and the Budget and Implementation Committee Meeting
•His attendance at the Palm Springs Chamber’s Pride Opening Event •His attendance at the Greater Coachella Valley Chamber’s Business Awards and Installation Dinner
•His attendance at the Palm Springs Big Gay BBQ Event
•His participation as Camp Director for Safe Schools Desert Cities •He thanked Antonio Baciu and the Parks and Community Events Commission for the Free Kids Summer Movies at Mary Pickford Theatre •His attendance the Cathedral City High School Summer Pool Program Media Kick-off event
•He welcomed everyone to Summer
•The upcoming 4 th of July Holiday, and he encouraged residents to be good neighbors, and if they “see something say something” Mayor Pro Tem Nancy Ross reported on the following:
•She discussed the role of the Councilmembers and the work they do everyday
•She discussed upcoming opportunities including Lee Ann Rhimes headlining the Hot Air Balloon Festival
•Her new role as Chair of the SunLine Transit Agency Board Councilmember Ernesto Gutierrez reported on the following:
•The great representation of the City at meetings and events •His tour of the City with City Manager McClendon and Assistant City Manager Ambrose
•His meeting with a local developer that is having issues •His interaction with a resident regarding a code compliance issue •The Council being dark which has allowed him to catch up on personal and business things
•His upcoming 2x2 meeting with Coachella Valley Water District Mayor Mark Carnevale reported on the following:
•His attendance at the Forest Lawn Memorial Day event
•His interview with a consultant for Visit Greater Palm Springs •His participation in Career Day at Agua Caliente Elementary School •His attendance at the ribbon cutting for KPOP Foodz
•The interviews he conducted for the open seats on
various Commissions/Committees
Cathedral City Page 7 •His attendance at the Visit Greater Palm Springs Board Meeting •His attendance at the Free Kids Summer Movies Event at the Mary Pickford Theatre
•His attendance at the Greater Coachella Valley Chamber Business Awards and Installation Dinner
•His attendance at the Coachella Valley Associations of Governments General Assembly Meeting
•His upcoming 2x2 meeting with Coachella Valley Water District

3. CONSENT AGENDA
A. Waive Full Reading of Ordinances on Agenda
Recommendation: Waive Full Reading of Ordinances on Agenda M.O. 2024-90
B. Approve Study Session and Regular Minutes of May 22, 2024 Recommendation: Approve the May 22, 2024, Study Session and Regular Council Minutes.

M.O. 2024-91
C. Receive and File Payment of Claims and Demands for May 2024 Recommendation: Receive and File Payment of Claims and Demands for May 2024
M.O. 2024-92
D. Salary Schedule Updates Effective July 2024 for Non-Rep and CCPMA Recommendation: To adopt a resolution of the City Council approving citywide publicly available pay schedules in accordance with Code of Regulations, Title 2, Section 570.5, 571 and 571.1 and rescinding Resolution 2024-20.

Reso 2024-26
E. Approval of Grant Expenditure SLESA FY 2020-2021
Recommendation: To approve the expenditure plan appropriating Supplemental Law Enforcement Services Account (SLESA)
for FY 2021-2022 allocation for NexLog Dispatch Event
Recorder, two BizHub printer/copiers, and four 4RE
Motorola Watchguard in-car camera systems and funds to
match the Department of Justice, Patrick Leahy Bulletproof Vest Partnership Program.

M.O. 2024-93
F. Amendment No. 1 to the Agreement for Development Support Services between Cathedral City and Christiansen & Company
Recommendation: For the City Council to approve Amendment No. 1 to the Cathedral City Page 8 Agreement for Development Support Services between the
Cathedral City and Christiansen & Company to provide
engineering land development management support
consulting services for one (1) additional year, with the option for two (2) additional one (1) year extensions, in the not to exceed amount of $93,000 per year; and, authorize the City Manager to execute Amendment No. 1 and
additional extensions provided within Amendment No. 1.

M.O. 2024-94
G. Notice of Completion for FY 2023-2024 Rubberized Emulsion Aggregate Slurry (REAS) Projects
Recommendation: To accept and approve the following REAS Projects: Panorama Neighborhood streets (C08681), Sunny Lane Neighborhood streets (C08682), and Victoria Drive
Neighborhood streets (C08683), as final; and authorize the City Manager to file a Notice of Completion with the
Riverside County Recorder’s Office; and authorize the
release of retention funds to Petrochem Materials
Innovation, LLC (PMI) upon expiration of the Notice of
Completion.

M.O. 2024-95
H. CFD 2006-1, IA #21 Authorizing the Levy of a Special Tax (2nd Reading) Recommendation: To conduct second reading and adopt an ordinance authorizing the levy of a special tax within Improvement Area No. 21 of the City of Cathedral City Community
Facilities District No. 2006-1 (Law Enforcement, Fire,
Paramedic, Park and General Maintenance Services).

Ord 879
I. Ratify Nominations by Councilmembers for Commission/Committee Seats and Appoint Individuals to Serve a Three-year Term to Expire June 30, 2027.

Recommendation: To ratify the following nominations and appoint each individual to serve a three-year term continuing through June 30, 2027:

Planning Commission:

Nomination by Councilmember Raymond Gregory to
appoint Danielle Mead
Nomination by Councilmember Rita Lamb to appoint
William Roy MacPhail
Parks and Community Events Commission:

Nomination by Mayor Pro Tem Nancy Ross to reappoint
Erin Hyland
Cathedral City Page 9 Nomination by Councilmember Raymond Gregory to
reappoint Antonio Baciu
Public Arts Commission:

Nomination by Mayor Mark Carnevale to appoint Don
Stouder
Nomination by Mayor Pro Tem Nancy Ross to appoint
Gregory Marks
Historic Preservation Committee:

Nomination by Mayor Mark Carnevale to reappoint
Charlotte Hunter-Copper
M.O. 2024-96
J. Resolution Confirming Assessments Against Various Property Owners for Nuisance Abatement Costs
Recommendation: Staff recommends City Council adopt the proposed resolution, thereby confirming assessments against various property owners for nuisance abatement costs and
providing for collection.

Reso 2024-27
K. Calling a General Municipal Election to be held Tuesday, November 5, 2024, Requesting Riverside County Provide Election Services and Establishing Regulations for Candidates Filing an Optional Candidate Statement
Recommendation: To adopt a Resolution calling and giving notice of a General Municipal Election to be held on Tuesday,
November 5, 2024, for the election of certain officers and requesting the Board of Supervisors of the County of
Riverside to consolidate the General Municipal Election with the Statewide General Election to be held pursuant to California Elections Code Section 10403. It is further recommended that the City Council adopt a Resolution
establishing regulations for elective office pertaining to materials submitted to the voters at an election to be held on November 5, 2024.

Reso 2024-28
Reso 2024-29
A motion was made by Councilmember Gregory and seconded by Councilmember Lamb to approve the Consent Agenda.

RESULT: PASS [5 TO 0]
MOVER: Raymond Gregory, Councilmember
SECONDER: Rita Lamb, Councilmember
AYES: Carnevale, Ross, Gregory, Gutierrez, Lamb
NOES:

ABSENT:

Cathedral City Page 10 ABSTAIN:

4. PUBLIC HEARINGS
A. Annual Renewal of the Lighting & Landscaping District (LLD) Budget Recommendation: To hold a public hearing, adopt resolutions approving the final engineer's report, and order the levy and collection of annual assessments for the sixteen (16) existing benefit zones for the annual renewal of the Lighting and
Landscaping District budget for fiscal year (FY) 2024/2025.

Kevin Biersack, Financial Services Director, provided an overview of the proposed Landscape and Lighting Maintenance District Annual Budget Adoption.

Mayor Mark Carnevale opened the Public Hearing to receive public comments, seeing none, he closed the Public Hearing and returned discussion to the City Council.

Reso 2024-30
Reso 2024-31
A motion was made by Councilmember Gregory and seconded by Councilmember Lamb to adopt the following resolutions:

A Resolution of the City Council of the City of Cathedral City ordering the levy and collection of assessments within the Street Lighting and Landscape Maintenance District No. 1 for Fiscal Year 2024/2025.

A Resolution of the City Council of the City of Cathedral City approving the final Engineer’s Annual Levy Report for the Street Lighting and Landscape Maintenance District No. 1 for Fiscal Year 2024/2025.

RESULT: PASS [5 TO 0]
MOVER: Raymond Gregory, Councilmember
SECONDER: Rita Lamb, Councilmember
AYES: Carnevale, Ross, Gregory, Gutierrez, Lamb
NOES:

ABSENT:

ABSTAIN:

5. LEGISLATIVE ACTIONS
A. Appointments to the Palm Springs International Airport Commission and Finance Advisory Committee
Recommendation: To consider appointing one individual to serve on the Palm Springs International Airport Commission and one
individual to serve on the Finance Advisory Committee with terms expiring on June 30, 2027, based on the interviews Cathedral City Page 11 conducted during the Study Session portion of the June 26, 2024 Meeting.

M.O. 2024-97
A motion was made by Councilmember Gregory and seconded by Councilmember Lamb to reappoint Ruth Fernandez to the Finance Advisory Committee to serve a three-year term continuing through June 30, 2027.

RESULT: PASS [5 TO 0]
MOVER: Raymond Gregory, Councilmember
SECONDER: Rita Lamb, Councilmember
AYES: Carnevale, Ross, Gregory, Gutierrez, Lamb
NOES:

ABSENT:

ABSTAIN:

M.O. 2024-98
A motion was made by Councilmember Gregory and seconded by Councilmember Lamb to appoint Christian Samlaska to the Palm Springs International Airport Commission to serves a three-year term continuing through June 30, 2027.

RESULT: PASS [5 TO 0]
MOVER: Raymond Gregory, Councilmember
SECONDER: Rita Lamb, Councilmember
AYES: Carnevale, Ross, Gregory, Gutierrez, Lamb
NOES:

ABSENT:

ABSTAIN:

B. Award Agreement for Design Professional Services to STC Traffic, Inc. for the Highway Safety Improvement Program (HSIP), Cycle 11C, Citywide Traffic Signal Hardware Upgrades Project.

Recommendation: To award a Professional Services Agreement to STC Traffic, Inc. in the amount of $84,688.93 to prepare the plans, specifications, right of way and environmental
documents for the Highway Safety Improvement Program
(HSIP), Cycle 11C, Citywide Traffic Signal Hardware
Upgrades Project (CIP C08756); and authorize the City
Manager to execute the contract.

M.O. 2024-99
A motion was made by Councilmember Gutierrez and seconded by Councilmember Gregory to award a Professional Services Agreement to STC Traffic, Inc. in the amount of $84,688.93 to prepare plans, specifications, right of way and environmental documents for the Highway Safety Improvement Program (HSIP), Cycle 11C, Citywide Traffic Signal Hardware Upgrades Project Cathedral City Page 12 (CIP C08756); and authorize the City Manager to execute the contract.

RESULT: PASS [5 TO 0]
MOVER: Ernesto Gutierrez, Councilmember
SECONDER: Raymond Gregory, Councilmember
AYES: Carnevale, Ross, Gregory, Gutierrez, Lamb
NOES:

ABSENT:

ABSTAIN:

C. Contract Award for Homeless Encampment Clean Up Services and Other Support Services
Recommendation: Commencing fiscal year 2024-25, to approve a three year As-Needed Service Contract to
Signature Cleanup for Homeless Encampment Clean Up
Services and Support Services in
the not to exceed amounts of $200,000 for Homeless
Encampment Cleanup Services,
$120,000 for Environmental Support Services and $20,000 for Public Arts Maintenance,
respectively, with an option to extend an additional two- years in one-year increments; and,
authorize the City Manager to execute the contract.

M.O. 2024-100
A motion was made by Councilmember Lamb and seconded by Councilmember Gregory to approve a three-year as-needed services contract to signature cleanup for homeless encampment clean up services and support in the not to exceed amounts of $200,000 for homeless encampment cleanup services, $120,000 for environmental support services and $20,000 for public arts maintenance, respectively, with an option to extend an additional two-year in one-year increments; and, authorize the City Manager to execute the contract.

RESULT: PASS [5 TO 0]
MOVER: Rita Lamb, Councilmember
SECONDER: Raymond Gregory, Councilmember
AYES: Carnevale, Ross, Gregory, Gutierrez, Lamb
NOES:

ABSENT:

ABSTAIN:

D. Award Construction Contract for the Soil Removal from the Ofelia Bringas Memorial Bridge Grade Control Structure and the Date Palm Drive Bridge Channel Lining to Contera Construction Corporation Recommendation: To award a construction contract to Contera Construction Corporation, in the amount of $2,690,521.00 for the
removal of soil from the Ofelia Bringas Memorial Bridge Grade Control Structure (City Project M00023) and Date
Palm Drive Channel Lining (City Project M00025) affected Cathedral City Page 13 by the Tropical Storm Hillary event, and approve a fifteen percent (15%) contingency in the amount of $403,578.15
for any unforeseeable costs; thereby, bringing the total soil removal budget for this project to $3,094,099.15; and,
authorize a budget amendment in the amount of
$3,094,099.15 from the General Fund to complete the
project; and, authorize the City Manager to execute the required contract documents; and, authorize the City
Engineer to request bonds and insurance for the project and issue the Notice to Proceed.

M.O. 2024-101
A motion was made by Councilmember Gregory and seconded by Councilmember Lamb to award a construction contract to Contera Construction Corporation, in the amount of $2,690,521.00 for the removal of soil from the Ofelia Bringas Memorial Bridge grade control structure (City Project M00023) and date Palm Drive channel lining (City Project M00025) affected by the Tropical Storm Hilary event, and approve a fifteen percent (15%) contingency in the amount of $403,578.15 for any unforeseeable costs; thereby, bringing the total soil removal budget for this project to $3,094,099.15; and, authorize a budget amendment in the amount of $3,094,099.15 for the General Fund to complete the project; and, authorize the City Manager to execute the required contract documents; and, authorize the City Engineer to request bonds and insurance for the project and issue the Notice to Proceed.

RESULT: PASS [5 TO 0]
MOVER: Raymond Gregory, Councilmember
SECONDER: Rita Lamb, Councilmember
AYES: Carnevale, Ross, Gregory, Gutierrez, Lamb
NOES:

ABSENT:

ABSTAIN:

E. Contract Award for Building Plan-Check and Inspection Services Recommendation: To approve a Professional Services Agreement with HR Green, for three-years (3), with two (2) one-year
extensions, and authorize the City Manager to approve
one-year extensions.

M.O. 2024-102
A motion was made by Councilmember Gutierrez and seconded by Councilmember Lamb to approve a Professional Services Agreement with HR Green, for three-years (3), with two (2) one-year extensions, and authorize the City Manager to approve one-year extensions.

RESULT: PASS [5 TO 0]
MOVER: Ernesto Gutierrez, Councilmember
SECONDER: Rita Lamb, Councilmember
Cathedral City Page 14 AYES: Carnevale, Ross, Gregory, Gutierrez, Lamb
NOES:

ABSENT:

ABSTAIN:

F. Council Subcommittee Funding Recommendations for the FY 2024/2025 Community Assistance Grant Program
Recommendation: The Council Subcommittee recommends City Council approve the award of grants totaling $70,000 for the FY 2024/2025 Community Assistance Grant Program.

M.O. 2024-103
A motion was made by Councilmember Lamb and seconded by Councilmember Gutierrez to approve the following Council subcommittee recommendations for the award of grants totaling $70,000 for Fiscal Year 2024/2025 Community Assistance Grant Program.

Organization Name
Recommended
Award
65Check $10,000
Alzheimer’s Coachella Valley $5,000
Angel View Inc $10,000
Cathedral City Senior Center $15,000
Dezart Performs $5,000
Dinner with Patsi $14,500
Do the Right Thing $2,500
Dr. Reynaldo Carreon Foundation $3,000
Habitat for Humanity of the Coachella Valley $5,000
TOTAL AWARDED $70,000
RESULT: PASS [4 TO 0]
MOVER: Rita Lamb, Councilmember
SECONDER: Ernesto Gutierrez, Councilmember
AYES: Carnevale, Ross, Gutierrez, Lamb
NOES:

ABSENT:

ABSTAIN: Gregory
G. LeAnn Rimes Balloon Festival Headline Concert Agreement Recommendation: To ratify the agreement for LeAnn Rimes to perform as the headline act inside the Community Amphitheater for the
10th Anniversary of the Cathedral City International Hot Air Balloon Festival on Saturday, Nov. 23, 2024.

M.O. 2024-104
A motion was made by Councilmember Gregory and seconded by Councilmember Lamb to ratify the agreement for LeeAnn Rimes to perform as the headline act inside the Community Amphitheater for the 10 th Anniversary Cathedral City Page 15 of the Cathedral City International Hot Air Balloon Festival on Sunday, November 23, 2024.

RESULT: PASS [5 TO 0]
MOVER: Raymond Gregory, Councilmember
SECONDER: Rita Lamb, Councilmember
AYES: Carnevale, Ross, Gregory, Gutierrez, Lamb
NOES:

ABSENT:

ABSTAIN:

H. Declaration of Surplus Land
Recommendation: To adopt Resolution No.____ declaring that certain 1.8- acre vacant land parcel located at the northwest corner of East Palm Canyon Drive and West Buddy Rogers Avenue,
also identified by Assessor’s Parcel Number 687-475-006, as surplus land and direct the City Manager's office to follow the procedures set forth in the Surplus Land Act, California Government Code Section 54220 et seq., as
amended on January 1, 2020, for the sale of surplus land.

Reso 2024-32
A motion was made by Councilmember Gutierrez and seconded by Councilmember Gregory to adopt a Resolution declaring that certain 1.8-acre vacant land parcel located at the northwest corner of East Palm Canyon Drive and West Buddy Rodgers Avenue, also identified by Assessor’s Parcel Number 687-475-006, as surplus land and direct the City Manager’s office to follow the procedures set forth in the Surplus Land Act, California Government Code Section 54220 et seq., as amended on January 1, 2020, for the sale of surplus land.

RESULT: PASS [5 TO 0]
MOVER: Ernesto Gutierrez, Councilmember
SECONDER: Raymond Gregory, Councilmember
AYES: Carnevale, Ross, Gregory, Gutierrez, Lamb
NOES:

ABSENT:

ABSTAIN:

6. DISCUSSION ON FUTURE AGENDA ITEMS
There was no discussion on future agenda items.

7. CLOSED SESSION

ADJOURNMENT
Mayor Mark Carnevale adjourned the meeting at 7:50 p.m.

Cathedral City Page 16 Mayor, City of Cathedral City City Clerk, City of Cathedral City Staff Report
City Council
Item No. 3.C
Meeting Date: July 24, 2024
From: Kevin Biersack, Financial Services Director
Title: Receive and File Payment of Claims and Demands for June 2024 RECOMMENDATION:

The City Council acting in its capacity for the City, the Successor Agency to the former Redevelopment Agency, the Housing Successor Agency and the Cathedral City Public Finance Authority Board receive and file payment of claims and demands in the aggregate sum of $ 12,467,313.26 for the month of June 2024.

I HEREBY CERTIFY that in my judgment these demands were legally and owing by the City and/or the Successor Agency to the former Redevelopment Agency, the Housing Successor Agency and the Cathedral City Public Finance Authority and the funds were available for payment thereof, and in all other respects, the demands conform to the criteria set for the in section 3.16.050 of the Cathedral City Municipal Code.

Kevin Biersack, Financial Services Director
ATTACHMENTS:

1. Check Demand – June 2024

CITY OF CATHEDRAL CITY

PAYROLL

DATE DESCRIPTION TOTAL
6/4/2024 Checks and Direct Deposit - $
Taxes, PERS, ICMA, Nationwide 433,752.34$
6/18/2024 Checks and Direct Deposit 709,823.00 $
Taxes, PERS, ICMA, Nationwide 283,245.17$
7/2/2024 Checks and Direct Deposit 723,665.14 $
Taxes, PERS, ICMA, Nationwide -$
TOTAL PAYROLL 2,150,485.65 $

ACCOUNTS PAYABLE
DATE CHECK NO. TOTAL
6/6/2024 CK 10013996-10014037 / EFT 7395-7485 4,241,783.60$ 6/20/2024 CK 10014038-10014110 / EFT 7486-7598 1,359,510.95$ 6/27/2024 CK 10014111-10014166 / EFT 7599-7666 542,942.83$ WIRE NO.

Various 9006880-9006904 4,172,590.23 $
TOTAL ACCOUNTS PAYABLE 10,316,827.61 $
COMBINED TOTAL FOR MONTH: 12,467,313.26 $
TOTAL ACCOUNTS PAYABLE DEMAND REGISTER REPORT (ATTACHED) 11,033,825.12$ TOTAL PAYROLL CHECKS AND DIRECT DEPOSITS 1,433,488.14$
COMBINED TOTAL FOR MONTH: $12,467,313.26
DEMAND LISTINGS FOR THE MONTH OF JUNE 2024

TYPE DATE INVOICE
NUMBER
INVOICE 05/30/2024 91612266
EFT 06/20/2024
INVOICE 03/30/2024 ARIV0003518
INVOICE 04/27/2024 ARIV0003795
EFT 06/06/2024
INVOICE 05/31/2024 589
EFT 06/06/2024
INVOICE 03/28/2024 584
INVOICE 04/29/2024 583
INVOICE 05/10/2024 587
CHECK 06/06/2024
INVOICE 06/10/2024 2695130
EFT 06/27/2024
INVOICE 05/14/2024 706689
EFT 06/20/2024
INVOICE 05/21/2024 240521
INVOICE 05/22/2024 240522
EFT 06/06/2024
INVOICE 05/21/2024 78711
EFT 06/06/2024
INVOICE 06/07/2024 78741
EFT 06/20/2024
INVOICE 06/20/2024 78760
EFT 06/27/2024
INVOICE 06/01/2024 21790894
CHECK 06/20/2024
INVOICE 05/01/2024 252-2630341
EFT 06/20/2024
INVOICE 06/21/2024 2024-0621-1
WIRE 06/21/2024
INVOICE 06/21/2024 2024-0621-2
WIRE 06/21/2024
INVOICE 06/21/2024 2024-0621-3
WIRE 06/21/2024
INVOICE 06/04/2024 20240604
EFT 06/20/2024
INVOICE 05/17/2024 114434
INVOICE 05/17/2024 114435
INVOICE 05/24/2024 115572
EFT 06/06/2024
INVOICE 05/31/2024 116687
INVOICE 05/31/2024 116937
INVOICE 06/07/2024 117532
INVOICE 06/11/2024 117807
EFT 06/20/2024
INVOICE 06/05/2024 117126
INVOICE 06/14/2024 118367
INVOICE 06/14/2024 118368
INVOICE 06/21/2024 119445
EFT 06/27/2024 EFT NUMBER 7604 $20,702.61
GAS & DIESEL FUEL $1,564.32
GAS & DIESEL FUEL $1,352.13
GAS & DIESEL FUEL $15,542.19
GAS & DIESEL FUEL $2,243.97
GAS & DIESEL FUEL $236.30
EFT NUMBER 7499 $6,133.11
GAS & DIESEL FUEL $2,155.18
GAS & DIESEL FUEL $1,971.64
BECK OIL, INC. GAS & DIESEL FUEL $2,368.57
GAS & DIESEL FUEL $2,350.94
GAS & DIESEL FUEL $1,532.02
EFT NUMBER 7403 $6,251.53
GAS & DIESEL FUEL $1,769.99
WIRE NUMBER 9006902 $546,790.19

BARBARA SINATRA

CHILDREN'S CTR
MAY24 MEDICAL EXAM 2405C-1267/2678 $537.00
EFT NUMBER 7498 $537.00

BANK OF NY

MELLON TRUST CO
N.A
2021 TAB SER C $1,857,500.00
WIRE NUMBER 9006900 $1,857,500.00
2021 TAB SER A $840,200.00
WIRE NUMBER 9006901 $840,200.00
2021 TAB SER B $546,790.19

BANK OF NY

MELLON TRUST CO
N.A
04/28-06/30/24 TRUSTEE FEE 2022A BOND $292.00
EFT NUMBER 7497 $292.00
EFT NUMBER 7603 $781.50
AT&T AT&T 9391064490: DHEC DOJ MAY24 $343.56
CHECK NUMBER 10014038 $343.56

AMERICAN

FORENSIC NURSES
PROF SVCS-BLOOD DRAWS $816.55
EFT NUMBER 7400 $816.55
PROF SVCS-BLOOD DRAWS $625.20
EFT NUMBER 7494 $625.20
PROF SVCS-BLOOD DRAWS $781.50

ALLSTAR FIRE
EQUIPMENT, INC.

BOOTS, PANTS - FD $3,321.88
TURNOUT COAT & PANTS - FD $15,620.85
EFT NUMBER 7397 $18,942.73
ALLIED

REFRIGERATION,
INC.
(3) HVAC FILTERS - FS 412 $26.56
EFT NUMBER 7491 $26.56
CHECK NUMBER 10013996 $24,584.93

ALLIANT INSURANCE

SERVICES
FY25 FINE ART POLICY MUSEUM COLLECTION $5,016.00
EFT NUMBER 7601 $5,016.00

ALFONSO BOYER

CONSTRUCTION

DEPOSIT FOR FENCING FOR WATER FEATURE -

FOUNTAIN
$6,465.62
EFT NUMBER 7396 $6,465.62
2ND FLOOR IMPROVEMENTS $6,447.20
1ST FLOOR IMPROVEMENTS $10,511.73
1ST FLOOR IMPROVEMENTS $7,626.00

ALBERT WEBB

ASSOCIATES

3.24 PROF SVCS $410.75

4.24 PROF SVCS $1,210.00
EFT NUMBER 7395 $1,620.75

PAYMENT
AMOUNT
AIR EXCHANGE INC. VEHICLES MAINT - FS 413 FIRE ENGINE $513.82 EFT NUMBER 7488 $513.82
DEMAND REGISTER REPORT June 2024

VENDOR NAME DESCRIPTION INVOICE
AMOUNT

INVOICE 04/10/2024 98000
EFT 06/20/2024
INVOICE 05/15/2024 45861
CHECK 06/06/2024
INVOICE 06/07/2024 20240607
EFT 06/20/2024
INVOICE 05/20/2024 BPS0345
EFT 06/06/2024
INVOICE 06/03/2024 BPS0346
EFT 06/20/2024
INVOICE 06/17/2024 BPS0347
EFT 06/27/2024
INVOICE 05/13/2024 321020-157
INVOICE 05/13/2024 321020-511
INVOICE 05/13/2024 321020-152
INVOICE 05/13/2024 321020-155
INVOICE 05/13/2024 321020-133
INVOICE 05/13/2024 321020-131
INVOICE 05/13/2024 321020-141
INVOICE 05/13/2024 321020-311
INVOICE 05/13/2024 321020-135
INVOICE 05/13/2024 321020-331
INVOICE 05/13/2024 321020-246
INVOICE 05/13/2024 321020-561
INVOICE 05/13/2024 321020-121
INVOICE 05/13/2024 321020-156
INVOICE 05/13/2024 321020-513
INVOICE 05/13/2024 321020-M08639
INVOICE 05/13/2024 321020-134
EFT 06/06/2024
INVOICE 06/11/2024 322666
INVOICE 06/11/2024 322663
INVOICE 06/11/2024 322665
INVOICE 06/11/2024 322662
INVOICE 06/11/2024 322660-HR
INVOICE 06/11/2024 322661
INVOICE 06/11/2024 322660-FD
INVOICE 06/11/2024 322664
EFT 06/20/2024
INVOICE 06/11/2024 322653-157
INVOICE 06/11/2024 322653-511
INVOICE 06/11/2024 322653-152
INVOICE 06/11/2024 322653-132
INVOICE 06/11/2024 322653-155
INVOICE 06/11/2024 322653-133
INVOICE 06/11/2024 322653-612
INVOICE 06/11/2024 322653-141
INVOICE 06/11/2024 322653-311
INVOICE 06/11/2024 322653-135
INVOICE 06/11/2024 322653-331
INVOICE 06/11/2024 322653-561
INVOICE 06/11/2024 322653-3141
INVOICE 06/11/2024 322653-246 07024-0121 MAY24 MAIN RETAINER INVOICE $3,180.15 07024-0121 MAY24 MAIN RETAINER INVOICE $2,976.30
07024-0121 MAY24 MAIN RETAINER INVOICE $244.63
07024-0121 MAY24 MAIN RETAINER INVOICE $4,403.29
07024-0121 MAY24 MAIN RETAINER INVOICE $163.08
07024-0121 MAY24 MAIN RETAINER INVOICE $815.42
07024-0121 MAY24 MAIN RETAINER INVOICE $856.19
07024-0121 MAY24 MAIN RETAINER INVOICE $530.03
07024-0121 MAY24 MAIN RETAINER INVOICE $163.08
07024-0121 MAY24 MAIN RETAINER INVOICE $163.08
07024-0121 MAY24 MAIN RETAINER INVOICE $652.34
07024-0121 MAY24 MAIN RETAINER INVOICE $326.17
07024-0121 MAY24 MAIN RETAINER INVOICE $2,283.19
EFT NUMBER 7504 $25,518.36
07024-0121 MAY24 MAIN RETAINER INVOICE $2,405.50
07024-0132 MAY 2024-FIRE DEPARTMENT $1,829.00
07024-0156 MAY 2024-ENGINEERING $1,563.50
07024-0132 MAY 2024-HUMAN RESOURCES $1,767.00
07024-0151 MAY 2024-ECONOMIC

DEVELOPMENT
$885.00
07024-0336.041 MAY 2024-STVR TACHEVAH DR $162.50
07024-0152 MAY 2024-PLANNING $10,266.00
07024-0336.042 MAY 2024-SAN GABRIEL CIRCLE
W
$1,981.00
07024-0336 MAY 2024-CODE COMPLIANCE $7,064.36
07024-0121 APR24 MAIN RETAINER INVOICE $981.15
EFT NUMBER 7406 $32,380.65
07024-0121 APR24 MAIN RETAINER INVOICE $170.63
07024-0121 APR24 MAIN RETAINER INVOICE $170.63
07024-0121 APR24 MAIN RETAINER INVOICE $10,411.42
07024-0121 APR24 MAIN RETAINER INVOICE $4,948.41
07024-0121 APR24 MAIN RETAINER INVOICE $853.17
07024-0121 APR24 MAIN RETAINER INVOICE $383.93
07024-0121 APR24 MAIN RETAINER INVOICE $3,114.09
07024-0121 APR24 MAIN RETAINER INVOICE $1,194.44
07024-0121 APR24 MAIN RETAINER INVOICE $2,431.55
07024-0121 APR24 MAIN RETAINER INVOICE $255.95
07024-0121 APR24 MAIN RETAINER INVOICE $1,023.81
07024-0121 APR24 MAIN RETAINER INVOICE $981.15
EFT NUMBER 7606 $1,500.00

BURKE, WILLIAMS &

SORENSEN LLP
07024-0121 APR24 MAIN RETAINER INVOICE $3,455.36
07024-0121 APR24 MAIN RETAINER INVOICE $341.27
07024-0121 APR24 MAIN RETAINER INVOICE $1,450.40
07024-0121 APR24 MAIN RETAINER INVOICE $213.29
BROCK

PROFESSIONAL

SERVICES
5/7-5/20 AB939 DIVERSION RPT $1,500.00
EFT NUMBER 7405 $1,500.00
5/7-5/20 AB939 DIVERSION RPT $1,500.00
EFT NUMBER 7503 $1,500.00
6/4-6/17 AB939 DIVERSION RPT $1,500.00

BOYS & GIRLS CLUB

OF CATH CITY
COMMUNITY ASSISTANCE $1,500.00
EFT NUMBER 7502 $1,500.00

BIO-TOX

LABORATORIES
APR24 PROF SVCS-DRUG SCREEN ANALYSIS $4,109.00
CHECK NUMBER 10013999 $4,109.00
BEST SIGNS, INC. INTERIOR ROOM ID SIGNS - PD $734.16
EFT NUMBER 7500 $734.16
INVOICE 06/11/2024 322653-121
INVOICE 06/11/2024 322653-156
INVOICE 06/11/2024 322653-134
EFT 06/27/2024
INVOICE 01/24/2024 CCMULCH2023
INVOICE 04/30/2024 44-KT 516474-
0424
EFT 06/06/2024
INVOICE 06/05/2024 2024 SS2
EFT 06/06/2024
INVOICE 05/31/2024 44-KT 490542-
0524
INVOICE 05/31/2024 44-KT 538962-
0524
INVOICE 05/31/2024 44-KT 553863-
0524
EFT 06/20/2024
INVOICE 06/06/2024 200029749
CHECK 06/20/2024
INVOICE 06/04/2024 43320
WIRE 06/04/2024
INVOICE 06/07/2024 1000000175478
76 WIRE 06/07/2024
INVOICE 06/05/2024 1000000175597
85 CHECK 06/27/2024
INVOICE 05/10/2024 6406579
EFT 06/20/2024
INVOICE 06/05/2024 004530
EFT 06/20/2024
INVOICE 05/28/2024 15137-293130
CHECK 06/06/2024
INVOICE 06/07/2024 20240607
EFT 06/20/2024
INVOICE 05/21/2024 RK42014
INVOICE 05/21/2024 RK70055
EFT 06/06/2024
INVOICE 06/03/2024 RP80029
INVOICE 06/03/2024 RP61814
INVOICE 06/06/2024 RR27106
EFT 06/20/2024
INVOICE 06/26/2024 30
WIRE 06/26/2024
INVOICE 06/26/2024 20240625
WIRE 06/26/2024
INVOICE 05/31/2024 2024-05MAY
EFT 06/06/2024
INVOICE 05/15/2024 33300-L-2404
INVOICE 05/15/2024 33300-RR-2404
INVOICE 05/15/2024 33300-DF-2404
INVOICE 05/20/2024 1004-2405
INVOICE 05/20/2024 SPK2-2404
INVOICE 05/20/2024 28905B-2404
INVOICE 05/23/2024 1079-2404
APR24 - 317147-849674 $3,057.58
APR24 - 315221-847748 $161.36

COACHELLA VALLEY

WATER DISTRICT
APR24 - 603703-887618 $2,780.29
APR24 - 603699-887616 $55.23
APR 24 - 605255-559874 $25.41
MAY24 - 315103-847630 $2,171.09
APR 24 - 315739-848266 $12,206.05

COACHELLA VALLEY

CONSERVATION

COMMISSION
MAY24 MSHCP FEES $14,478.75
EFT NUMBER 7416 $14,478.75

CITY URBAN

REVITALIZATION
CORP
STAFF SUPPORT SVC $37,273.85
WIRE NUMBER 9006903 $37,273.85
FENNEMORE OVERPMT, BWS MAY24 RETAINER $3,049.37
WIRE NUMBER 9006904 $3,049.37
LOGITECH VERTICAL MOUSE $73.68
EFT NUMBER 7510 $540.44

CDW GOVERNMENT,
INC.

AXIS M3216 CAMERA (QTY 2) $1,521.59
AXIS P5655 CAMERA $2,095.68
EFT NUMBER 7411 $3,617.27
VERBATIM 32GB USB 2PK (QTY 2) $33.37
CANON DR-C230 SCANNER - BREANNA $433.39
CATHEDRAL CENTER COMMUNITY ASSISTANCE $1,000.00
EFT NUMBER 7509 $1,000.00

CARQUEST OF THE
DESERT
SUPPLIES - PW $95.54
CHECK NUMBER 10014001 $95.54

CANYON COPY &
PRINT
FIRE WORKS & DID YOU KNOW MAILERS $25,665.00
EFT NUMBER 7507 $25,665.00
CHECK NUMBER 10014112 $8,628.00
CAMPBELL, SANDRA 2.1.24-4.30.24 CONSULTING WORK $10,143.75 EFT NUMBER 7506 $10,143.75
CALPERS PAYROLL RUN 1 - WARRANT 240604 $202,866.43
WIRE NUMBER 9006883 $202,866.43
JUNE HEALTH PREM $344,225.90
WIRE NUMBER 9006888 $344,225.90
PERS RETROACTIVE HEALTH 23.07.01 TO

24.06.30 $8,628.00
EFT NUMBER 7505 $972.57

CAL ASSN OF CODE

ENF OFFICERS
(CACEO)

5.13.24 MODULE 2 ACADEMY RIVERSIDE $500.00
CHECK NUMBER 10014044 $500.00
MAY24 RIO VISTA BLOW SAND $441.70
MAY24 RIO VISTA BLOW SAND $231.31
EFT NUMBER 7408 $1,722,441.04
MAY24 CLEANUP ASSISTANCE $299.56
EFT NUMBER 7607 $32,960.72

BURRTEC WASTE &

RECYCLING
DESERT COMPOST - PW $4,802.41
APR24 CLEANUP ASSISTANCE $849.42
EFT NUMBER 7407 $5,651.83
2024 SS2 $1,722,441.04
07024-0121 MAY24 MAIN RETAINER INVOICE $1,916.25
07024-0121 MAY24 MAIN RETAINER INVOICE $1,019.28
07024-0121 MAY24 MAIN RETAINER INVOICE $10,862.74
CHECK 06/06/2024
INVOICE 06/12/2024 SPK1-2405
INVOICE 06/12/2024 LLD-C-2405
INVOICE 06/12/2024 LLD-D-2405
INVOICE 06/12/2024 10166A-2405
INVOICE 06/12/2024 10166B-2405
INVOICE 06/12/2024 28905B-2405
CHECK 06/20/2024
INVOICE 06/13/2024 RR1-2405
INVOICE 06/13/2024 RR2-2405
INVOICE 06/13/2024 RR3-2405
INVOICE 06/13/2024 33300-DF-2405
INVOICE 06/13/2024 LLD-A-2405
INVOICE 06/13/2024 LLD-B-2405
INVOICE 06/13/2024 33300-L-2405
INVOICE 06/13/2024 33300-RR-2405
CHECK 06/27/2024
INVOICE 05/31/2024 82213685
EFT 06/27/2024
INVOICE 06/05/2024 120895467
EFT 06/20/2024
INVOICE 06/05/2024 INV100219
INVOICE 06/05/2024 INV100503
EFT 06/20/2024
INVOICE 06/05/2024 IN0512654
EFT 06/27/2024
INVOICE 05/14/2024 AN0000002914
INVOICE 06/20/2024 AN0000002934
EFT 06/27/2024
INVOICE 05/31/2024 TR-INV004324
INVOICE 05/31/2024 0013328
EFT 06/20/2024
INVOICE 06/20/2024 TR-INV004458
INVOICE 06/20/2024 TR-INV004475
EFT 06/27/2024
INVOICE 05/31/2024 2024-05MAY
EFT 06/06/2024
INVOICE 06/13/2024 2024-1-4CORR
EFT 06/20/2024
INVOICE 04/03/2024 20240403
CHECK 06/20/2024
INVOICE 06/06/2024 165906
INVOICE 06/06/2024 0524SpHr
EFT 06/20/2024
INVOICE 05/22/2024 10750161409
INVOICE 05/22/2024 10750161417
INVOICE 05/22/2024 10750163221
INVOICE 05/22/2024 10750163230
INVOICE 05/22/2024 10750161468
INVOICE 05/22/2024 10750163192
INVOICE 05/22/2024 10750163205
DELL LATITUDE 7450 BTX $1,932.61
WD22TB4 THUNDERBOLT DOCK $236.52

DELL MARKETING
L.P.

DELL LATITUDE 7450 BTX $1,932.61
WD22TB4 THUNDERBOLT DOCK $236.52
WD22TB4 THUNDERBOLT DOCK $236.52
DELL 27" MONITOR P2725HE (QTY3) $740.48
WD22TB4 THUNDERBOLT DOCK $236.52
DATA TICKET MAY24 CODE CITATION PROCESSING $212.98
MAY24 HEARINGS PERFORMED $85.00
EFT NUMBER 7520 $297.98

DABRISA JUMPERS

PARTY RENTALS
DREAM HOMES PARK DEDICATION-CHAIRS $110.00
CHECK NUMBER 10014061 $110.00
EFT NUMBER 7611 $1,056.00

COACHELLA VALLEY

ASSOC OF

GOVERNMENTS
MAY24 COLLECTION OF TUMF $19,580.00
EFT NUMBER 7415 $19,580.00
JAN-APR24 TUMF CORRECTION $4,146.04
EFT NUMBER 7517 $4,146.04

CPS HUMAN

RESOURCES

SERVICES
MAINTENANCE WORKER EXAM $654.50
CONSULTING SERVICES-ONGOING $1,870.00
EFT NUMBER 7516 $2,524.50
06/06/2024 FIRE CAPTAIN EXAM $374.00
06/17/2024 POLICE TECHNICIAN EXAM $682.00

ANIMAL SERVICES -

RIVERSIDE COUNTY
APRIL 2024 ANIMAL CONTROL SVCS $19,743.58
MAY 2024 ANIMAL CONTROL SVCS $21,591.56
EFT NUMBER 7645 $41,335.14

RIVERSIDE COUNTY

ENV HEALTH
JAIL INSPECTION 09/13/2023 $1,094.50
EFT NUMBER 7646 $1,094.50

COUNSELING TEAM
INTL
APR24 SUPPORT SERVICES-FD $95.00
MAY 2024 EMPLOYEE CONTRACTED

COUNSELING
$475.00
EFT NUMBER 7515 $570.00

COSTAR REALTY
INFORMATION, INC.

JUN 2024 PROPERTY PROFESSIONAL $503.13
EFT NUMBER 7514 $503.13
CHECK NUMBER 10014113 $1,825.10

CORELOGIC

SOLUTIONS, LLC
MAY24 GEO PACK - REALQUEST $360.00
EFT NUMBER 7609 $360.00
MAY24 - 603703-887618 $1,548.93
MAY24 - 603699-887616 $51.44
MAY24 - 304559-765632 $42.57
MAY24 - 204347-548662 $37.65
MAY24 - 556555-556922 $40.11
MAY24 - 605255-559874 $25.41
MAY24 - 553679-556884 $41.34
MAY24 - 553525-765406 $37.65
MAY 24 - 307461-838398 $93.15
CHECK NUMBER 10014060 $2,269.58
MAY24 - 181911-513438 $2,003.21
MAY24 - 182081-513606 $42.74
MAY24 - 304577-765650 $29.04
MAY24 - 510413-514910 $37.65
CHECK NUMBER 10014004 $20,457.01
MAY 24 - 307567-838510 $63.79
INVOICE 05/22/2024 10750163213
EFT 06/06/2024
INVOICE 05/22/2024 10750161441
INVOICE 05/22/2024 10750161450
INVOICE 05/22/2024 10750161433
INVOICE 05/31/2024 10751781925
INVOICE 06/04/2024 10752730502
INVOICE 06/04/2024 10752730481
INVOICE 06/04/2024 10752730490
EFT 06/20/2024
INVOICE 06/13/2024 2024 ANNUAL
MHP
CHECK 06/20/2024
INVOICE 04/24/2024 248906
INVOICE 04/29/2024 248998
INVOICE 05/03/2024 249338
INVOICE 05/13/2024 249394
EFT 06/06/2024
INVOICE 05/10/2024 249565
INVOICE 05/23/2024 249954
EFT 06/20/2024
INVOICE 05/23/2024 250139
EFT 06/27/2024
INVOICE 06/06/2024 S3207804.001
CHECK 06/20/2024
INVOICE 05/29/2024 12482005
EFT 06/20/2024
INVOICE 06/17/2024 12482652
EFT 06/27/2024
INVOICE 05/14/2024 98492
INVOICE 05/17/2024 98565
EFT 06/06/2024
INVOICE 05/20/2024 98604
EFT 06/20/2024
INVOICE 06/20/2024 98691
INVOICE 06/20/2024 99132
EFT 06/27/2024
INVOICE 05/14/2024 2024-05
CHECK 06/06/2024
INVOICE 05/14/2024 2024-05-A
CHECK 06/20/2024
INVOICE 06/12/2024 2024-06
CHECK 06/27/2024
INVOICE 06/12/2024 2024-06-A
CHECK 06/27/2024
INVOICE 06/01/2024 2025-07
EFT 06/27/2024
INVOICE 06/12/2024 2019A20715
CHECK 06/20/2024
INVOICE 05/31/2024 36104206
EFT 06/20/2024
INVOICE 06/05/2024 43321
WIRE 06/05/2024
INVOICE 06/18/2024 43667

EMPLOYMENT

DEVELOPMENT DEPT
PAYROLL RUN 1 - WARRANT 240604 $38,772.04
WIRE NUMBER 9006886 $38,772.04
PAYROLL RUN 1 - WARRANT 240618 $52,297.50

EAN SERVICES-

ENTERPRISE CAR
APRIL 2024 VEHICLE RENTAL $2,487.95
EFT NUMBER 7530 $2,487.95

DUNN-EDWARDS

CORPORATION
PAINT SUPPLIES - PW $191.63
CHECK NUMBER 10014065 $191.63
DICKSON, DANE IDR 06.01 - 06.30.24 $7,355.22
EFT NUMBER 7621 $7,355.22

6.11.24-7.10.24 WATER SERVICE $1,327.18
CHECK NUMBER 10014118 $1,327.18

6.11.24-7.10.24 WATER SERVICE $4,917.44
CHECK NUMBER 10014117 $4,917.44
EFT NUMBER 7620 $1,720.60

DESERT WATER
AGENCY

5.11.24-6.10.24 WATER SERVICE $233.46
CHECK NUMBER 10014005 $233.46

5.11.24-6.10.24 WATER SERVICE $358.88
CHECK NUMBER 10014064 $358.88
PACT CCPD TEE/LONG SLEEVE (QTY-2) $134.85
CADET PROGRAM UNIFORMS $1,585.75
DESERT

PROMOTIONAL&EMB

ROIDERY
RETIREMENT PLAQUE - QTY-2 $250.13
PACT CCPD PLATE/PLAQUE ENGRAVING $102.23
EFT NUMBER 7421 $352.36
EMBROIDERY SERVICES - PW $1,131.00
EFT NUMBER 7528 $1,131.00

DESERT FIRE
EXTINGUISHER CO.,
INC.

ANNUAL MAINTENANCE + BC CHEMICAL - FD
411
$96.72
EFT NUMBER 7527 $96.72
FIRE EXTINGUISHER SERVICE/SUPPLIES $835.01
EFT NUMBER 7619 $835.01
EFT NUMBER 7617 $724.00

DESERT ELECTRIC
SUPPLY
TOOLS FOR STATION REPAIRS- FS 412 $122.09
CHECK NUMBER 10014063 $122.09
EFT NUMBER 7525 $903.37
JUN24 AC MAINT - FS #411 $724.00
SWAMP COOLERS NOT COMING ON - FS #412 $615.87
MAINTENANCE FOR (3) UNITS AND FILTER - PW $287.50

DESERT AIR
CONDITIONING, INC.

BATHROOM EXHAUST FAN NOT WORKING -

LIBRARY
$147.00
REPLACE THERMO BATTERIES - FS 410 $110.53
COMMERCIAL MAINTENANCE - LIBRARY $830.75
REPAIR FC1 & FC2 - COOLING TOWER $588.00
EFT NUMBER 7419 $1,676.28

DEPARTMENT OF

HOUSING &

COMMUNITY
2024 ANNUAL MHP & SOP PMT $26,295.00
CHECK NUMBER 10014062 $26,295.00
DELL LATITUDE 5450 XCTO BASE QTY 3 $3,665.72
EFT NUMBER 7524 $15,033.79
DELL LATITUDE 5450 XCTO BASE QTY 3 $3,665.72
DELL LATITUDE 5450 XCTO BASE QTY 3 $3,665.72
DELL LATITUDE 7450 BTX $1,932.61
OPTIPLEX ALL-IN-ONE PLUS - ADAM $1,560.87
WD22TB4 THUNDERBOLT DOCK $236.52
DELL 24" MONITOR (QTY 2) $306.63
DELL LATITUDE 7450 BTX $1,932.61
EFT NUMBER 7418 $7,484.39
WIRE 06/18/2024
INVOICE 05/03/2024 22190202
INVOICE 05/08/2024 22236084
EFT 06/06/2024
INVOICE 05/29/2024 22427305
EFT 06/20/2024
INVOICE 05/24/2024 22402252
INVOICE 05/28/2024 22412318
INVOICE 05/28/2024 22415030
INVOICE 06/04/2024 22487405
INVOICE 06/04/2024 22487680
INVOICE 06/06/2024 22510834
INVOICE 06/10/2024 22548773
INVOICE 06/10/2024 22548636
INVOICE 06/11/2024 12961866
INVOICE 06/11/2024 22556894
EFT 06/27/2024
INVOICE 05/15/2024 22191
EFT 06/06/2024
INVOICE 05/17/2024 850252992
CHECK 06/06/2024
INVOICE 05/31/2024 85163305
CHECK 06/20/2024
INVOICE 06/14/2024 853068116
CHECK 06/27/2024
INVOICE 05/01/2024 4249354
INVOICE 05/07/2024 4269423
INVOICE 05/08/2024 4272582
EFT 06/06/2024
INVOICE 05/15/2024 382082A
EFT 06/06/2024
INVOICE 06/15/2024 386420
EFT 06/27/2024
INVOICE 05/21/2024 20240521
CHECK 06/06/2024
INVOICE 01/29/2024 20240208
INVOICE 01/29/2024 20240129
CHECK 06/27/2024
INVOICE 05/16/2024 995-5-2405
CHECK 06/06/2024
INVOICE 05/21/2024 20240521
INVOICE 05/28/2024 20240528
INVOICE 06/01/2024 20240601
CHECK 06/20/2024
INVOICE 05/17/2024 MISC-2403-A
CHECK 06/06/2024
INVOICE 06/12/2024 MISC-2405
CHECK 06/20/2024
INVOICE 04/04/2024 2655
INVOICE 04/25/2024 2660
INVOICE 05/03/2024 2661
INVOICE 05/10/2024 2662
INVOICE 05/20/2024 2663

ANTONIO PESTANA REPAIR HOLES & DAMAGES - PD

COMMUNICATIONS
$750.00
TOWN SQUARE - (16) PURPLE LIGHT POLES $4,720.00
(6) WALL MOUNTED LIGHT FIXTURES -

AMPHITHEATER
$2,455.00

CLEAN UP DOOR INSTALL - CIVCTR SECOND
FLOOR
$725.00
PD STAIRWAY - CIVCTR $3,200.00
CHECK NUMBER 10014067 $1,594.02
GAS COMPANY, THE GAS SERVICE - RETURN ITEM $469.62
CHECK NUMBER 10014010 $469.62

5.9.24-6.10.24 GAS SERVICE $337.30
CHECK NUMBER 10014068 $337.30

FRONTIER

COMMUNICATIONS

5.16.24-6.15.24 PHONE LINES $90.05
CHECK NUMBER 10014009 $90.05

05.21.24-06.20.24 PHN LNE-PSEC $1,113.23

05.28.24-06.27.24 PHONE LINE $241.36

06.01.24-06.30.24 INTERNET-RIVERSIDE COUNTY $239.43

FOMOTOR

ENGINEERING

5.24 PUBLIC WORKS YARD $3,560.00
CHECK NUMBER 10014008 $3,560.00

2.24 CAT CYN ATP PROJECT $1,000.00

1.24 CAT CYN ATP PROJECT $1,600.00
CHECK NUMBER 10014142 $2,600.00

FOOD IN NEED OF
DISTRIBUTION, INC.

SB 1383 CONTRACT MAY24 $4,777.08
EFT NUMBER 7428 $4,777.08
SB 1383 CONTRACT JUNE 24 $4,777.08
EFT NUMBER 7623 $4,777.08
CHECK NUMBER 10014141 $5.45

FERGUSON
ENTERPRISES, INC.
#1350
DRINKING FOUNTAIN FAUCET - CIVCTR $98.87
WATER CLOSET REBUILD KIT - PD $68.81
SHOWER ARM AND HEAD - CIVCTR GYM $59.74
EFT NUMBER 7427 $227.42
FEDERAL EXPRESS SHIPPING CHARGES - FIRE $15.47
CHECK NUMBER 10014007 $15.47
SHIPPING CHARGES - FIRE, CITY $27.02
CHECK NUMBER 10014066 $27.02
SHIPPING CHARGES - FIRE $5.45
EFT NUMBER 7622 $1,122.78
LUIS NOE AVILA HOSE REELS PARTS - CIVCTR $192.60
EFT NUMBER 7426 $192.60
1/2 PVC THREADED PLUG - CIVCTR $76.96
IRRIG SUPPLIES - PD PARK LOT $250.36
IRRIG SUPPLIES - E PALM CANYON $150.26
IRRIG SUPPLIES - OCOTILLO PARK $44.99
IRRIG SUPPLIES - SOCCER PARK $367.73
IRRIG SUPP - LA PALOMA LLD2 $137.13
IRRIG SUPPLIES - PANORAMA PARK $6.03
IRRIG SUPPLIES - DATE PALM MED $21.37
IRRIG SUPPLIES - PARKS $57.95
IRRIG SUPPLIES-TAPESTRY LLD5 $10.00

EWING IRRIGATION

PRODUCTS
IRRIG SUPPLIES - PANORAMA PK LLD 17 $33.04
IRRIG SUPPLY-CENT PARK LLD16A $211.50
EFT NUMBER 7424 $244.54
IRRIG SUPPLIES - OCOTILLO PARK $257.17
EFT NUMBER 7532 $257.17
WIRE NUMBER 9006897 $52,297.50
EFT 06/06/2024
INVOICE 05/15/2024 9893-0424
EFT 06/06/2024
INVOICE 06/05/2024 9893-0524
EFT 06/20/2024
INVOICE 05/15/2024 183869
EFT 06/06/2024
INVOICE 04/30/2024 8841.1
EFT 06/20/2024
INVOICE 01/01/2024 50002
EFT 06/27/2024
INVOICE 05/07/2024 38176-1-2
EFT 06/06/2024
INVOICE 05/09/2024 86185043
INVOICE 05/13/2024 86571498
INVOICE 05/17/2024 87486318
INVOICE 05/20/2024 87605772
EFT 06/20/2024
INVOICE 05/14/2024 2024-0514-M
INVOICE 05/14/2024 2024-0514-F
INVOICE 05/14/2024 2024-0514-I
CHECK 06/20/2024
INVOICE 06/11/2024 2024-0611-C
INVOICE 06/11/2024 2024-0611-F
CHECK 06/27/2024
INVOICE 05/21/2024 6411
CHECK 06/06/2024
INVOICE 06/11/2024 6412
CHECK 06/20/2024
INVOICE 06/18/2024 6413
CHECK 06/27/2024
INVOICE 05/28/2024 6740
EFT 06/06/2024
INVOICE 06/30/2024 20240630
CHECK 06/27/2024
INVOICE 06/11/2024 2024-0611-A
CHECK 06/27/2024
INVOICE 06/05/2024 43322
WIRE 06/05/2024
INVOICE 06/21/2024 43668
WIRE 06/21/2024
INVOICE 05/16/2024 IPD-41833
EFT 06/20/2024
INVOICE 05/16/2024 ITC-
0516202406610
497
EFT 06/06/2024
INVOICE 05/14/2024 2024-0514-G
INVOICE 05/14/2024 2024-0514-E
CHECK 06/20/2024
INVOICE 05/20/2024 1920701017771
EFT 06/06/2024

INTERSTATE ALL

BATTERY CENTER
BATT-25MPH XWALK 30TH&AVELAPAZ $135.77
EFT NUMBER 7443 $135.77

INLAND EMPIRE

HEALTH PLAN
MED REIM INCIDENT 2312C-4253 TRIP 12/31/2023 $946.92
MED REIM INCIDENT 2403C-0135 TRIP 03/01/2024 $145.14
CHECK NUMBER 10014071 $1,092.06
IMAGETREND INC. CONFERENCE 7/23/24 - 7/26/24 $695.00
EFT NUMBER 7441 $695.00

SEQUEL SIGN
COMPANY, INC.

SUPPLIES - PW WALL CALENDAR $240.74
EFT NUMBER 7539 $240.74

ICMA RETIREMENT
TRUST - 457
PAYROLL RUN 1 - WARRANT 240604 $70,509.54
WIRE NUMBER 9006887 $70,509.54
PAYROLL RUN 1 - WARRANT 240618 $71,538.64
WIRE NUMBER 9006899 $71,538.64

HUMANA HEALTH

CARE PLANS
MED REIM INCIDENT 2310C-2205 TRIP 10/15/23 $215.19
CHECK NUMBER 10014146 $215.19

HONDA OF THE
DESERT
TAX SHARING AGREEMENT FY2023/2024 $10,282.00
CHECK NUMBER 10014145 $10,282.00
CHECK NUMBER 10014144 $585.08

HIRED HANDS

GRAPHIC DESIGN
GRAPHIC DESIGN $1,100.00
EFT NUMBER 7438 $1,100.00

HIGH RESOLUTION

GRAPHIC
BUSINESS CARDS-ADAM CHASTAIN $96.79
CHECK NUMBER 10014012 $96.79
CERTIFICATE HOLDERS (1,000) $2,914.50
CHECK NUMBER 10014070 $2,914.50
#10 REGULAR ENVELOPES (3,000) $585.08
MED REIM INCIDENT 2312C-3429 TRIP 12/24/23 $518.46
CHECK NUMBER 10014143 $1,139.66

HERITAGE

PROVIDER

NETWORK
MED REIM INCIDENT 2302C-6398 TRIP 2/27/2023 $600.50
MED REIM INCIDENT 2010C-2772 TRIP 10/10/2020 $146.60
MED REIM INCIDENT 2403C-2432 TRIP 3/17/2024 $367.44
CHECK NUMBER 10014069 $1,114.54
MED REIM INCIDENT 2401C-2964 TRIP 1/22/24 $621.20
HENRY SCHEIN, INC. MEDICAL SUPPLIES (PARAMEDIC) $378.18 MEDICAL SUPPLIES (PARAMEDIC) $563.70
MEDICAL SUPPLIES (PARAMEDIC) $838.52
MEDICAL SUPPLIES (PARAMEDIC) $308.60
EFT NUMBER 7536 $2,089.00

HAMMER PLUMBING
& PUMPING, INC.

OCOTILLO - SERVICE/TRIP FEE $30.00
EFT NUMBER 7436 $30.00

THE GREATER

COACHELLA VALLEY

CHAMBER OF

COMMERCE
FY24 CONTRACT: JAN-MAR 2024 $18,359.00
EFT NUMBER 7625 $18,359.00

GRANITE CONSTR
CO FILE73523

4.24 VIA DE ANZA PHASE III $156,560.00
EFT NUMBER 7535 $156,560.00
GRANICUS WEBSITE UPGRADE STEP 2 OF 4 $1,496.00
EFT NUMBER 7435 $1,496.00
EFT NUMBER 7433 $11,850.00

GRAFFITI

PROTECTION

COATINGS
APR 24 GRAFFITI REMOVAL SVC $8,380.00
EFT NUMBER 7434 $8,380.00
MAY 24 GRAFFITI REMOVAL SVC $8,640.00
EFT NUMBER 7534 $8,640.00
INVOICE 06/14/2024 1920701017870
INVOICE 06/18/2024 1920701017872
EFT 06/27/2024
INVOICE 04/03/2024 CCC-2401
EFT 06/20/2024
INVOICE 05/03/2024 5742
EFT 06/20/2024
INVOICE 06/01/2024 871377920
EFT 06/20/2024
INVOICE 04/30/2024 9009914128
INVOICE 05/03/2024 9009923563
INVOICE 05/10/2024 9009929089
EFT 06/06/2024
INVOICE 05/24/2024 9009945179
INVOICE 06/11/2024 294251110
EFT 06/20/2024
INVOICE 05/31/2024 9009958689
INVOICE 06/03/2024 9009968423
INVOICE 06/08/2024 9009972860
INVOICE 06/10/2024 9009974742
EFT 06/27/2024
INVOICE 05/28/2024 63120
EFT 06/06/2024
INVOICE 04/23/2024 LP0424-88
INVOICE 04/23/2024 LP0524-13
INVOICE 05/23/2024 LP0524-47
EFT 06/20/2024
INVOICE 06/04/2024 LP0624-08
INVOICE 06/13/2024 LP0624-67
EFT 06/27/2024
INVOICE 05/20/2024 73571
EFT 06/06/2024
INVOICE 06/13/2024 73728
EFT 06/27/2024
INVOICE 05/31/2024 24-04
CHECK 06/06/2024
INVOICE 05/17/2024 1436743
INVOICE 05/28/2024 1439517
INVOICE 05/29/2024 1439968
INVOICE 05/29/2024 1440369
INVOICE 05/29/2024 1440434
INVOICE 06/04/2024 1442415
INVOICE 06/10/2024 1444144
EFT 06/20/2024
INVOICE 06/05/2024 399428
CHECK 06/20/2024
INVOICE 04/20/2024 4695357932
INVOICE 05/21/2024 4706288555
EFT 06/06/2024
INVOICE 05/07/2024 INV821464
INVOICE 05/08/2024 INV823898
INVOICE 05/09/2024 INV822420
LN CURTIS & SONS STRIP REMOVAL TOOL, MOLDED PLASTIC STRIP $57.30

TOOLS - INLINE RELIEF VALVE, BLUE HOSE W/

COUPLING
$388.95
TOOLS - BIV VALVE REBUILD KIT, COUPLINGS $227.47

LINCOLN NATIONAL
LIFE INS. CO.

MAY 24 $22,543.68
JUNE 24 $22,728.87
EFT NUMBER 7449 $45,272.55
EFT NUMBER 7548 $1,114.21

LIFELOC
TECHNOLOGIES, INC.

CALIBRATION GAS [ETHANOL IN NITROGEN]
QTY-1
$202.77
CHECK NUMBER 10014076 $202.77
MEDICAL SUPPLIES (PARAMEDIC) $106.78
MEDICAL SUPPLIES (PARAMEDIC) $190.36
LIFE ASSIST, INC. MEDICAL SUPPLIES (PARAMEDIC) $363.39
MEDICAL SUPPLIES (PARAMEDIC) $13.30
MEDICAL SUPPLIES (PARAMEDIC) $156.60
MEDICAL SUPPLIES (PARAMEDIC) $137.90
MEDICAL SUPPLIES (PARAMEDIC) $145.88

LEW EDWARDS

GROUP, THE
MAY 2024 GEN. ELECTION RELATED SVC. $6,500.00
CHECK NUMBER 10014013 $6,500.00

LASR-INK

CORPORATION
HP INK-DETECTIVES $172.62
EFT NUMBER 7448 $172.62
HP INK-RECORDS $172.62
EFT NUMBER 7636 $172.62

6.5.24 PROF SVCS DREAM HOMES $480.00
EFT NUMBER 7635 $4,320.00

LANDMARK

CONSULTANTS, INC

4.24 DREAM HOMES $840.00

4.24 DREAM HOMES $3,930.00

4.24 DREAM HOMES $3,450.00
EFT NUMBER 7546 $8,220.00

5.24 PROF SVCS DREAM HOMES $3,840.00
EFT NUMBER 7634 $1,792.41

LANCE, SOLL &

LUNGHARD, LLP
2024 INTERIM FIELDWORK-GANN LIMIT AUP $25,603.00
EFT NUMBER 7447 $25,603.00

5.9.24-6.8.24 MULTI DEPARTMENT CPCS $1,556.43

5.11.24-6.10.24 MAIL ROOM A61E011012174 $5.00
MAY24 CPC C224E EAST PACT $121.13

5.4.24-6.3.24 C554E A5AY011000024 $109.85
PACT PRINTER - BIZHUB C250I QTY-1 $6,146.12
EFT NUMBER 7545 $6,863.18

KONICA MINOLTA
BUS.SOLUTIONS
APR24 CPC C224E EAST PACT $107.72

4.4.24-5.3.24 C554E A5AY011000024 $226.50

4.11.24-5.10.24 MAIL ROOM A61E011012174 $24.32
EFT NUMBER 7446 $358.54

4.19.24-5.18.24 PD ADMIN CPC $717.06
KONE, INC. JUNE24 ELEVATOR MAINTENANCE - PKG GRG,
CIVCTR
$1,589.72
EFT NUMBER 7544 $1,589.72
JIFFY LUBE #2822 SRVS OIL CHANGE - AMBULANCE M-2 (22-02) $211.30 EFT NUMBER 7541 $211.30
SHAUNA MCGLOIN DREAM HOMES PARK DEDICATION $1,000.00
EFT NUMBER 7540 $1,000.00
BATT-DINAH SHORE SPEED $87.28
AA/AAA BATTERY SUPPLIES $420.87
EFT NUMBER 7631 $508.15
INVOICE 05/21/2024 PINV902024
INVOICE 05/21/2024 PINV902029
EFT 06/06/2024
INVOICE 05/23/2024 PINV902840
INVOICE 05/23/2024 PINV902843
INVOICE 05/23/2024 PINV902847
INVOICE 05/23/2024 INV827576
EFT 06/20/2024
INVOICE 05/20/2024 20240520
CHECK 06/06/2024
INVOICE 06/01/2024 FY25-01001
CHECK 06/20/2024
INVOICE 05/14/2024 96356
EFT 06/06/2024
INVOICE 04/15/2024 81154422
INVOICE 05/15/2024 81508056
EFT 06/06/2024
INVOICE 05/21/2024 521641793
EFT 06/06/2024
INVOICE 06/04/2024 521739791
EFT 06/20/2024
INVOICE 06/18/2024 521812044
EFT 06/27/2024
INVOICE 05/21/2024 1012979
CHECK 06/20/2024
INVOICE 02/17/2024 90323
INVOICE 03/18/2024 90186
INVOICE 04/13/2024 90151
INVOICE 06/05/2024 88953
INVOICE 06/08/2024 89346
CHECK 06/20/2024
INVOICE 06/11/2024 89714
CHECK 06/27/2024
INVOICE 03/29/2024 32920241
INVOICE 04/30/2024 43020241
EFT 06/06/2024
INVOICE 03/11/2024 2023-04.01-09
INVOICE 04/12/2024 2023-04.01-10
EFT 06/06/2024
INVOICE 04/12/2024 2023-03.09-04
INVOICE 05/10/2024 2023-03.05-11
INVOICE 05/10/2024 2023-03.03-08
INVOICE 05/10/2024 2023-03.04-09
INVOICE 06/12/2024 2023-03.09-05
INVOICE 06/12/2024 2023-03.04-10
INVOICE 06/12/2024 2023-03.03-09
INVOICE 06/12/2024 6/12/24
INVOICE 06/12/2024 2023-03.05-125.24 HSIP9-DATE PALM/VARNER RD $526.00

5.24 ATP5-DOWNTOWN CONNECTORS $1,234.00

5.24 HSIP9-TRAFFIC SIGNALS MOD $774.00

5.24 HSIP11-49 SIGNAL UPGRADES $272.50

5.24 HSIP9-TRAFFIC SIGNALS MOD $774.00

4.24 ATP5-DOWNTOWN CONNECTORS $106.50

4.24 HSIP9-TRAFFIC SIGNALS MOD $642.50

NAI CONSULTING,
INC.

2.24 PROF SVCS $4,384.50

3.24 PROF SVCS $8,282.50
EFT NUMBER 7461 $12,667.00

3.24 HSIP11-49 SIGNAL UPGRADES $68.50

4.24 HSIP9-DATE PALM/VARNER RD $935.50
CHECK NUMBER 10014150 $350.00
MVR CONSULTING 3.24 DREAM HOMES CONSULTING $740.00

4.24 DREAM HOMES CONSULTING $370.00
EFT NUMBER 7460 $1,110.00
CHECK NUMBER 10014079 $475.00
TOW PIERCE TRUCK 14-01 T412 $350.00

MOHICA TOWING,
INC.

TIRE SVC - VIN 92515 C31-17 $95.00
TIRE SVC - VIN 18424 C41-21 $95.00
TIRE SVC - VIN 66379 C34-20 $95.00
TOW SVC - VIN 66372 C35-20 $95.00
TIRE SVC - VIN 92514 C30-17 $95.00
EFT NUMBER 7638 $66.48
MIWALL

CORPORATION
AMMUNITION - HORN 5.56 75GR QTY-15 $3,017.47
CHECK NUMBER 10014078 $3,017.47

MISSION LINEN
SUPPLY
LINEN SUPPLIES FOR JAIL $66.48
EFT NUMBER 7458 $66.48
LINEN SUPPLIES FOR JAIL $66.48
EFT NUMBER 7553 $66.48
LINEN SUPPLIES FOR JAIL $66.48
METLIFE MAY 24 $30,713.43
JUNE 24 $11,240.72
EFT NUMBER 7454 $41,954.15

MACIAS NURSERY,
INC.

WATER CONSV PROJECT - TAPESTRY $1,066.72
EFT NUMBER 7452 $1,066.72

LVC MASTER

ASSOCIATION
JUL24 LLD9 LA PASADA LANDSCAPE MAINT $770.00
CHECK NUMBER 10014077 $770.00

MULTI-AGENCY

SUPPORT SERVICES

POST TUITION BASIC PILOTS COURSE - PACT

DIAZ, BARR
$3,597.00
CHECK NUMBER 10014014 $3,597.00
UNIFORMS - STEEL TOE SLIP BOOTS $224.65
EFT NUMBER 7550 $29,708.63
EQUIPMENT - NEW FIRE HOSE STATION 412 $9,609.05
EQUIPMENT - NEW FIRE HOSE STATION 413 $9,997.29
EFT NUMBER 7451 $7,843.19
EQUIPMENT - NEW FIRE HOSE STATION 411 $9,877.64

TOOLS - RESCUE ROPE TRUCK CACHE CLUTCH
KIT
$5,027.11

TOOLS - AIR BAG SAFETY CONTROL,

PRESSURE REGULATOR
$2,142.36
INVOICE 06/12/2024 2023-04.01-12
EFT 06/27/2024
INVOICE 04/29/2024 683314
INVOICE 05/07/2024 684116
INVOICE 05/15/2024 684951
CREDIT
MEMO
05/15/2024 684975
INVOICE 05/17/2024 685201
INVOICE 05/17/2024 685142
INVOICE 05/17/2024 685146
INVOICE 05/17/2024 685143
INVOICE 05/23/2024 685683
EFT 06/06/2024
INVOICE 05/23/2024 685745
INVOICE 05/23/2024 685689
INVOICE 05/25/2024 685957
INVOICE 05/29/2024 686254
INVOICE 05/31/2024 686528
INVOICE 06/03/2024 686675
INVOICE 06/04/2024 686711
INVOICE 06/05/2024 686989
INVOICE 06/06/2024 687033
INVOICE 06/10/2024 687342
INVOICE 06/10/2024 687378
EFT 06/20/2024
INVOICE 05/29/2024 74932
CHECK 06/27/2024
INVOICE 05/21/2024 880760
INVOICE 05/23/2024 880952
EFT 06/20/2024
INVOICE 05/06/2024 2030236631
CHECK 06/06/2024
INVOICE 03/19/2024 2030235241
CHECK 06/20/2024
INVOICE 06/12/2024 2030237503
INVOICE 06/12/2024 2030237472
CHECK 06/27/2024
INVOICE 05/16/2024 3220-22
CHECK 06/06/2024
INVOICE 05/30/2024 2
CHECK 06/20/2024
INVOICE 06/10/2024 1025495810
EFT 06/20/2024
INVOICE 05/03/2024 931498
INVOICE 05/31/2024 932138
CHECK 06/20/2024
INVOICE 05/06/2024 158337
INVOICE 05/15/2024 158559
INVOICE 05/28/2024 158515
INVOICE 05/28/2024 158514
CHECK 06/20/2024
INVOICE 06/12/2024 158617
CHECK 06/27/2024
NAME BADGE - SOLORIO $11.96
CHECK NUMBER 10014157 $11.96
POWERS AWARDS NAME BADGE - ARMENTA $23.93

NAME PLATES

KING/HOSS/KEEFER/BURCHARD/RIVERA
$135.26
NAME BADGE - JAIMES/JESSIE/MENDOZA $35.89
NAME BADGE - CONANT $11.96
CHECK NUMBER 10014085 $207.04

DESERT CITIES

REPROGRAPHICS
SYSTEMS, INC.

PW YARD FENCE REPLACEMENT POST $7.92
PW YARD FENCE REPLACE REPOST $7.92
CHECK NUMBER 10014084 $15.84
PITNEY BOWES, INC. 4.1.24-6.30.24 MAIL MACH USE $346.16 EFT NUMBER 7558 $346.16

PETROCHEM

MATERIALS

INNOVATION, LLC
REAS PROJECTS $707,010.23
CHECK NUMBER 10014018 $707,010.23

5.24 REAS PROJECTS $65,067.40
CHECK NUMBER 10014083 $65,067.40
EQUIP MAINT - SL02-07 $451.94
CHECK NUMBER 10014154 $4,032.19

PARKHOUSE TIRE
INC.

VEHICLE MAINT-TIRES UNIT M01 $209.96
CHECK NUMBER 10014016 $209.96
VEHICLE TIRES/VALVE STEMS - PD01 $659.54
CHECK NUMBER 10014082 $659.54
TIRES - FIRE TRUCK 14-01 T412 $3,580.25

PALM SPRINGS
MOTORS, INC.

VEH DIAGN & OIL SVC - C41-21 $113.82
BATTERY DIAGN/REPLACE - C39-20 $588.28
EFT NUMBER 7557 $702.10

PALM SPRINGS

AUTO GLASS & TINT
REPLACE REAR WINDOW - C57-20 $396.88
CHECK NUMBER 10014153 $396.88

FLEET SUPPLIES - ANTIFREEZE, CAR WASH,

CLEANER
$170.61
EFT NUMBER 7554 $1,925.95
VEHICLE SUPPLIES - M-16 $46.19
AMBULANCE - CABIN AIR FILTERS $71.75
FLEET SUPPLIES - ANTIFREEZE FS 411 $136.96
VEHICLE SUPPLIES - M-05 $293.69
FLEET SUPPLIES - V-RIBBED BELT STAND $119.60
FLEET SUPPLIES - OIL, WAX DRY $163.26
FLEET SUPPLIES - OIL DRY FD 411 $174.37
AMBULANCE REFRIGERANT, CORE DEPOSIT $188.08
VEHICLE SUPPLIES - M-06 $106.56
VEHICLE SUPPLIES - M-18 $454.88
BATTERY - CODE $247.01
EFT NUMBER 7462 $1,281.77
VEHICLE MAINT- M-05 $17.38
EQUIP SUPPLIES - ENG-02 $34.78
TRUCK BATTERY - FM TRUCK $245.05
VEHICLE SUPPLIES - M9 $196.80
EFT NUMBER 7639 $11,450.50
DESERT AREA CORP. WIPER BLADES - D-17 $58.70
VEHICLE MAINT-M6 $227.44
FLEET SUPPLIES - ANTIFREEZE, OIL DRY FS 413 $268.23

CR FLEET SUPPLIES - ANTIFREEZE, OIL DRY FS
413
($13.62)

5.24 PROF SVCS $6,117.00
INVOICE 06/14/2024 CC24009
EFT 06/27/2024
INVOICE 05/31/2024 469
CHECK 06/20/2024
INVOICE 05/15/2024 23649008
INVOICE 05/15/2024 23649009
INVOICE 05/15/2024 23649010
INVOICE 05/22/2024 23651874
INVOICE 05/22/2024 23651876
INVOICE 05/22/2024 23651878
EFT 06/06/2024
INVOICE 05/29/2024 23654723
INVOICE 05/29/2024 23654724
INVOICE 05/29/2024 23654726
INVOICE 06/05/2024 23657496
INVOICE 06/05/2024 23657498
INVOICE 06/05/2024 23657497
INVOICE 06/12/2024 23660865
INVOICE 06/12/2024 23660866
INVOICE 06/12/2024 23660867
EFT 06/20/2024
INVOICE 06/19/2024 23663848
INVOICE 06/19/2024 23663850
INVOICE 06/19/2024 23663849
EFT 06/27/2024
INVOICE 05/01/2024 4187
INVOICE 05/10/2024 4203
INVOICE 05/10/2024 4204
INVOICE 05/15/2024 4208
INVOICE 05/15/2024 4213
INVOICE 05/15/2024 4212
INVOICE 05/15/2024 4210
INVOICE 05/15/2024 4206
INVOICE 05/15/2024 4207
INVOICE 05/15/2024 4205
INVOICE 05/15/2024 4211
INVOICE 05/15/2024 4209
INVOICE 05/16/2024 4214
INVOICE 05/21/2024 4219
INVOICE 05/21/2024 4224
INVOICE 05/21/2024 4221
INVOICE 05/21/2024 4215
INVOICE 05/21/2024 4216
INVOICE 05/21/2024 4220
INVOICE 05/21/2024 4225
INVOICE 05/21/2024 4222
INVOICE 05/21/2024 4218
INVOICE 05/21/2024 4223
INVOICE 05/21/2024 4217
INVOICE 05/28/2024 4226
INVOICE 05/28/2024 4227
INVOICE 05/29/2024 4240
INVOICE 05/29/2024 4230
INVOICE 05/29/2024 4233
DINAH SHORE MEDIANS - CLEAN UP $1,850.00
DATE PALM DR CLEANUP $2,950.00
MAY 24 MONTHLY MAINT SVC $6,950.00
VISTA CHINO/DATE PALM-SAND REM $3,950.00
PATRIOT PARK-GENERAL CLEAN UP $1,950.00
MAY24 FACILITIES GROUNDS/AMPHITHEA $11,062.00
LANDAU HOMESLLD15-REP WTR VLVE $575.00
LANDAU HOMES LLD15-REPL ROCKS $4,650.00
RIO VISTA COMM-SPREAD MULCH $3,775.00
MCCALLUM/DEL PADRE RB-CLEAN UP $2,425.00
E PALMCNYN 69199BLOCK-CLEAN UP $4,325.00
VISTA CHINO/DATE PALM-SAND REM $3,850.00
VISTACHINO/DATEPALM - SAND REM $3,900.00
RAMON RD MEDIAN - CLEAN UP $1,595.00
AMPHITHEATER - REPLACE WATER VALVES $575.00
LIBRARY - INSTL 25 YARDS OF DG AROUND

BUILDING
$4,950.00
TAPESTRY LLD5 - REM DEAD TREE $925.00
TOWN SQUARE - REPLACE WATER VALVE $575.00
FS 411 - GENERAL CLEAN UP $1,395.00
MAINT - CENTURY PARK LLD16B $8,125.00
VISTA CHINO/DATE PALM-SAND REM $3,975.00
VISTA CHINO/DATE PALM-SAND REM $3,950.00
RAMON ROAD MEDIAN - CLEAN UP $1,650.00
DATE PALM BIG LOTS - CLEAN UP $2,450.00

PS TREE SERVICE &

MAINTENANCE

VACANT LOT - REMOVE OVERGROWN

VEGETATION
$2,500.00
TOWN SQUARE - TRIM (6) LARGE FICUS TREES $3,750.00
CHUPAROSA ALLEY - CLEAN UP $1,695.00
RIO VISTA COMM-SPREAD MULCH $3,950.00
PEREZ & CAMPBELL CLEAN UP $2,350.00
JANITORIAL SUPPLIES $30.85
EFT NUMBER 7643 $221.44
STREETS UNIFORM RENTALS $71.95
JANITORIAL SUPPLIES $118.64
JANITORIAL SUPPLIES $207.65
EFT NUMBER 7560 $871.17
STREETS UNIFORM RENTALS $81.56
JANITORIAL SUPPLIES $30.85
JANITORIAL SUPPLIES $207.65
JANITORIAL SUPPLIES $30.85
JANITORIAL SUPPLIES $118.64
STREETS UNIFORM RENTALS $81.56
STREETS UNIFORM RENTALS $81.56
JANITORIAL SUPPLIES $30.85
JANITORIAL SUPPLIES $207.65
EFT NUMBER 7465 $716.93

PRUDENTIAL

OVERALL SUPPLY
STREETS UNIFORM RENTALS $89.71
JANITORIAL SUPPLIES $30.85
JANITORIAL SUPPLIES $266.71
STREETS UNIFORM RENTALS $91.16
JANITORIAL SUPPLIES $30.85

PRISTINE UNIFORMS,
LLC
UNIFORMS-PD PATROL $2,164.40
CHECK NUMBER 10014087 $2,164.40
PRINTER'S LINK BUSINESS CARD - JAMES/VALDEZ $122.66
EFT NUMBER 7641 $122.66
INVOICE 05/29/2024 4234
INVOICE 05/29/2024 4239
INVOICE 05/29/2024 4235
INVOICE 05/29/2024 4238
INVOICE 05/29/2024 4237
EFT 06/06/2024
INVOICE 05/29/2024 4232
INVOICE 05/29/2024 4236
INVOICE 05/29/2024 4231
INVOICE 05/31/2024 4241
INVOICE 06/04/2024 4245
INVOICE 06/04/2024 4249
INVOICE 06/04/2024 4242
INVOICE 06/04/2024 4248
INVOICE 06/04/2024 4243
INVOICE 06/04/2024 4244
INVOICE 06/04/2024 4247
INVOICE 06/04/2024 4246
INVOICE 06/05/2024 4250
INVOICE 06/12/2024 4253
INVOICE 06/12/2024 4252
INVOICE 06/12/2024 4261
INVOICE 06/12/2024 4254
INVOICE 06/12/2024 4256
INVOICE 06/12/2024 4258
INVOICE 06/12/2024 4259
INVOICE 06/12/2024 4257
INVOICE 06/12/2024 4255
EFT 06/20/2024
INVOICE 06/13/2024 4262
INVOICE 06/18/2024 4271
INVOICE 06/18/2024 4268
INVOICE 06/18/2024 4266
INVOICE 06/18/2024 4269
INVOICE 06/18/2024 4263
INVOICE 06/18/2024 4264
INVOICE 06/18/2024 4265
INVOICE 06/18/2024 4267
INVOICE 06/18/2024 4270
EFT 06/27/2024
INVOICE 05/10/2024 242331
CHECK 06/06/2024
INVOICE 06/10/2024 242787
CHECK 06/20/2024
INVOICE 04/01/2024 24
EFT 06/20/2024
INVOICE 05/09/2024 2
EFT 06/06/2024
INVOICE 05/31/2024 2024-05
EFT 06/20/2024
INVOICE 05/20/2024 20240520
CHECK 06/06/2024
INVOICE 05/21/2024 20240521

RIVERSIDE COUNTY

SHERIFF'S TRAINING
POST TUITION ARREST & CONTROL 8/6/2024

BARNETT
$125.00
CHECK NUMBER 10014020 $125.00

POST TUITION STRATEGIC COMM/DRIVERS

AWARENESS JOHN
$282.00

RIVERSIDE COUNTY

AUDITOR

CONTROLLER
MAY 2024 PARKING $4,027.50
EFT NUMBER 7564 $4,027.50

RIVERSIDE

CONSTRUCTION
COMPANY, INC.

4.24 CAT CYN SIDEWALK&TRAIL $515,154.73
EFT NUMBER 7469 $515,154.73

RAMSAY GROUP,
THE

3.24 CDBG SERVICES $1,330.00
EFT NUMBER 7563 $1,330.00

QUALITY STREET

SERVICE
MAY 24 PRKG LOT SWEEPING SVC $550.00
CHECK NUMBER 10014019 $550.00
JUNE 24 PRKG LOT SWEEPING SVC $550.00
CHECK NUMBER 10014089 $550.00
OCOTILLO PARK - GEN CLEAN UP $2,985.00
EFT NUMBER 7644 $31,635.00
PANORAMA PARK - TRIM TREES $2,250.00
OCOTILLO PARK - GEN CLEAN UP $3,525.00
MCCALLUM/DEL PADRE RB-CLEAN UP $2,475.00
PANORAMA PARK - TRIM TREES $4,025.00
VISTACHINO/CARMELA - SAND REM $2,750.00
33RD/DATE PALM - GEN CLEAN UP $2,575.00
SAN ELJAY DEADEND-ILLEGAL DUMP $2,150.00
BOB HOPE/VARNER - SAND REMOVAL $2,950.00
EFT NUMBER 7561 $81,295.00
PD - PARKING LOT CLEANUP $5,950.00
LA PALOMA LLD2 - REP VALVE $575.00
SOCCER PARK - CLEAN UP $2,895.00
RAMON RD MEDIAN - TREE TRIM $5,250.00
BOB HOPE & VARNER RETENTION BASIN $20,000.00
INSTALL TREES - BOYS&GIRLS $1,485.00
LA PALOMA LLD2 - WATER CONSER $1,695.00
VISTA CHINO/AVE QUINT-SAND REM $2,950.00
VISTA CHINO/DATE PALM-SAND REM $3,985.00
SAN ELJAY DEADEND-ILLEGAL DUMP $1,995.00
LANDAU BLVD - MUD REMOVAL $2,895.00
CIMARRON LLD20 - PALM TRIM $2,250.00
LA PALOMA LLD2 - PALM TRIM $4,250.00
TAPESTRY LLD5 - LANDSCAPE UPDT $5,600.00
LANDAU MNR LLD18-LANDSCAPE UPD $7,500.00
RANCHO VISTA PKWY - CLEAN UP $2,750.00
CENTURY PARK RETENTION BASIN $2,200.00
DATE PALM DR CLEANUP $2,995.00
RAMON RD MEDIAN - PALM TRIM $4,375.00
TOWN SQUARE - REPLACE MAIN WATER LINE $525.00

TOWN SQUARE - REMOVAL OF LARGE

BRANCHES
$3,950.00
DIG TRENCH - FS 412 $650.00
AMPHITHEATER - REPLACE MAIN WATER LINE $525.00
CYPRESS RB - CLEAN UP $2,850.00
EFT NUMBER 7466 $116,717.00
EAST PALM CNYN-TREE TRIM X 68 $8,500.00
BOB HOPE/VARNER - SAND REMOVAL $2,895.00
RAMON ROAD - CLEAN UP $1,950.00
VISTA CHINO/DATE PALM-SAND REM $3,900.00
CHECK 06/06/2024
INVOICE 05/22/2024 20240522
CHECK 06/06/2024
INVOICE 06/05/2024 146
EFT 06/20/2024
INVOICE 05/30/2024 I010-558911
EFT 06/27/2024
INVOICE 05/15/2024 4934
CHECK 06/06/2024
INVOICE 06/01/2024 9927
INVOICE 06/12/2024 7809
CHECK 06/20/2024
INVOICE 05/28/2024 20240528
CHECK 06/06/2024
INVOICE 01/31/2024 22739
INVOICE 02/29/2024 22764
INVOICE 04/30/2024 22836
INVOICE 05/31/2024 22857
CHECK 06/27/2024
INVOICE 06/12/2024 248660
EFT 06/27/2024
INVOICE 06/03/2024 4148906
INVOICE 06/03/2024 4148905
CHECK 06/20/2024
INVOICE 06/14/2024 4153472
CHECK 06/27/2024
INVOICE 04/05/2024 1543
INVOICE 05/31/2024 1573
EFT 06/20/2024
INVOICE 06/11/2024 1577
INVOICE 06/11/2024 1576
EFT 06/27/2024
INVOICE 05/07/2024 4358816
INVOICE 05/07/2024 4356779
CHECK 06/06/2024
INVOICE 05/01/2024 4355009
CHECK 06/20/2024
INVOICE 05/14/2024 CITY-2404-A
INVOICE 05/14/2024 MISC-2405
INVOICE 05/21/2024 SPK-2405
INVOICE 05/21/2024 68594-2405
INVOICE 05/21/2024 CITY-2405
CHECK 06/06/2024
INVOICE 05/01/2024 9690-2404
INVOICE 05/02/2024 6909-2404
INVOICE 05/24/2024 7590556415
INVOICE 06/03/2024 9690-2405
INVOICE 06/03/2024 MISC-2405-A
INVOICE 06/03/2024 6909-2405
INVOICE 06/03/2024 9074-2405
INVOICE 06/03/2024 MISC-2406

05.01.24-05.31.24 LLD LAMPS & IRRIG ELECTRIC
CHGS
$1,384.33

5.13.24-6.11.24 ELECTRICAL CHARGES $39.20

05.1.24-05.31.24 ELECTRICAL CHARGES $2,396.35

05.01.24-05.31.24 SIGNALS & OUTDOOR

ELECTRIC
$11,592.19
REQ#3448641 NEW METER & SERVICE $801.12

05.01.24-05.31.24 STREET LAMPS $15,782.98

04.01.24-04.30.24 STREET LAMPS $15,801.56

04.01.24-04.30.24 SIGNALS & OUTDOOR

ELECTRIC
$20,766.56

04.19.24-05.19.24 68700 AVE LALO GUERRERO $6,305.67
CHECK NUMBER 10014026 $17,881.26
CHECK NUMBER 10014095 $161.81

SOUTHERN

CALIFORNIA EDISON

03.20.24-04.18.24 68700 AVE LALO GUERRERO $5,261.24

04.15.24-05.13.24 ELECTRICAL CHARGES $100.48

04.19.24-05.19.24 SOCCER PARK ELECTRIC $1,999.02

04.19.24-05.19.24 PARKING STRUCTURE

ELECTRIC
$4,214.85
EFT NUMBER 7652 $2,197.50

SOUTH COAST AIR

QUALITY MGMT
FY24/25 FLAT FEE FOR EMISSIONS $165.96
RULE 461 LIQUID FUEL DISP SYS $159.92
CHECK NUMBER 10014025 $325.88
AQMD FEE JUL23-JUN24 FS 411 $161.81
SO CAL GRAFIX INC. ACCOUTREMENTS - TRL-11 $2,778.75
NAT'L PRIDE MONTH SHIRTS (60)-GEN

MARKETING
$849.75
EFT NUMBER 7573 $3,628.50
ACCOUTREMENTS - C02-24 $1,098.75
ACCOUTREMENTS - C01-24 $1,098.75

SMITH PIPE &

SUPPLY COMPANY
IRRIG SUPPLIES - CV LINK $132.68
IRRIG SUPPLIES-PANORAMA LLD17 $118.08
CHECK NUMBER 10014093 $250.76
IRRIG SUPPLIES - OCOTILLO $15.49
CHECK NUMBER 10014160 $15.49
SCULPT NOUVEAU ART PUBL PLACE -MAINT SUPPLIES $1,974.35 EFT NUMBER 7651 $1,974.35

SCOTT FAZEKAS &
ASSOCIATES, INC.

JAN24 PLAN CHECK SVCS $10,610.18
FEB24 PLAN CHECK SVCS $6,038.28
APR24 PLAN CHECK SVCS $23,266.91
MAY24 PLAN CHECK SVCS $22,878.71
CHECK NUMBER 10014159 $62,794.08

SAN BERNARDINO

VALLEY COLLEGE
POST TUITION BASIC ACADEMY CONANT 7/1 -
12/12/2024
$1,698.00
CHECK NUMBER 10014024 $1,698.00
SAM'S CLUB DIRECT SUPPLIES - PW $100.85
CHECK NUMBER 10014023 $100.85
SUPPLIES-PD RANGE $190.52
SUPPLIES-PD PATROL $161.49
CHECK NUMBER 10014092 $352.01
SAFARILAND, LLC DR SWAT-TCI SERVICE REPAIRS $994.38
EFT NUMBER 7649 $994.38
CHECK NUMBER 10014022 $477.00
S.C.R.A.P. GALLERY ENV ED SVCS $7,500.00
EFT NUMBER 7569 $7,500.00
CHECK NUMBER 10014021 $282.00
POST TUITION PSP USE OF FORCE 7/11/2024

BROTHERS,
$477.00
INVOICE 06/05/2024 32100-2405
INVOICE 06/06/2024 7698-2405
INVOICE 06/13/2024 MISC-2406-A
CHECK 06/20/2024
INVOICE 12/13/2023 529542
INVOICE 05/21/2024 0005-2404
INVOICE 06/08/2024 0005-2404-B
INVOICE 06/08/2024 0005-2404-A
INVOICE 06/17/2024 0005-2405
INVOICE 06/19/2024 SPK-2406
INVOICE 06/19/2024 68594-2406
CHECK 06/27/2024
INVOICE 06/07/2024 060724
EFT 06/20/2024
INVOICE 05/06/2024 641912
INVOICE 05/06/2024 640867
INVOICE 05/06/2024 641847
INVOICE 05/15/2024 644889
INVOICE 05/20/2024 646089
INVOICE 05/22/2024 646828
INVOICE 05/23/2024 647090
EFT 06/06/2024
INVOICE 05/23/2024 646717
INVOICE 05/30/2024 649249
INVOICE 06/05/2024 651087
INVOICE 06/05/2024 651090
EFT 06/20/2024
INVOICE 05/28/2024 648513
INVOICE 05/28/2024 648675
INVOICE 06/14/2024 653269
EFT 06/27/2024
INVOICE 03/30/2024 197701
EFT 06/06/2024
INVOICE 05/24/2024 18401120
052224
EFT 06/06/2024
INVOICE 05/16/2024 15159960
051624
EFT 06/06/2024
INVOICE 05/30/2024 23511550
053024
EFT 06/20/2024
INVOICE 06/13/2024 15159960
061324
EFT 06/27/2024
INVOICE 05/18/2024 6002471108
INVOICE 05/19/2024 6002557506
INVOICE 05/25/2024 6002860696
INVOICE 06/17/2024 6002471109
EFT 06/06/2024
INVOICE 05/21/2024 6002643744
INVOICE 05/30/2024 6003345304
INVOICE 06/05/2024 6004066318
INVOICE 06/07/2024 6004187651 SUPPLIES - CITY HALL $655.61 SUPPLIES - FINANCE $25.01
SUPPLIES - HR $21.82
EFT NUMBER 7476 $79.53
SUPPLIES - ENG $75.94
EFT NUMBER 7654 $257.18

STAPLES

ADVANTAGE
SUPPLIES - ENG $13.04
SUPPLIES - ENG $17.47
SUPPLIES - ENG $32.64
SUPPLIES - FINANCE $16.38
EFT NUMBER 7576 $771.15
LOC:7600067 MAY24 PW WATER $257.18
SPARKLETTS LOC:18401119 04/23/2024-05/07/2024 WATER $224.22 EFT NUMBER 7474 $224.22
LOC:7600067 APR24 PW WATER $277.28
EFT NUMBER 7475 $277.28

5.3.24 - 5.22.24 WATER DELIVERY ALL FIRE

STATIONS
$771.15

SOUTH WEST
TOWING, INC.

TIRE SVC - C36-20 $60.00
EFT NUMBER 7473 $60.00
BROWN FINES W/ SOIL - PD PARKING LOT $2,315.05
EFT NUMBER 7653 $3,962.00
SUPPLIES - LANDAU HOMES $1,114.35
SUPPLIES - TAPESTRY $532.60
SUPPLIES - LA PALOMA LLD2 $532.60
EFT NUMBER 7575 $5,979.31
SUPPLIES - LANDAU MANOR LLD18 $2,228.70
SUPPLIES - LANDAU MANOR LLD18 $371.45
EFT NUMBER 7472 $8,266.68
SUPPLIES - LIBRARY $2,846.56
SUPPLIES - LANDAU HOMES $1,240.21
SUPPLIES - TAPESTRY $1,065.20

SOUTHWEST

BOULDER AND
STONE
SUPPLIES - LANDAU HOMES $1,114.35
SUPPLIES - LANDAU HOMES $1,114.35
SUPPLIES - LANDAU HOMES $1,114.35
SUPPLIES - LANDAU HOMES $1,706.10
LIBRARY - BROWN FINES W/ SOIL $912.12

SOUTHERN

CALIFORNIA GAS
CO.

5.1.24-6.1.24 - GAS ACCT:063-943-2529-1 $40.79
EFT NUMBER 7574 $40.79

05.20.24-06.18.24 PARKING STRUCTURE

ELECTRIC
$5,040.38
CHECK NUMBER 10014161 $13,826.77

05.01.24-05.31.24 STREET/OUTDOOR ELECTRIC $2,505.59

05.20.24-06.18.24 SOCCER PARK ELECTRIC $1,842.44

04.01.24-04.30.24 STREET/OUTDOOR ELECTRIC $1,344.79

04.01.24-04.30.24 STREET/OUTDOOR ELECTRIC $71.35
2195811 LINE EXTENSION ITEM#559828 $586.52

04.01.24-04.30.24 STREET/OUTDOOR ELECTRIC $2,435.70

5.14.24-6.12.24 LAMPS & SIGNALS $106.12
CHECK NUMBER 10014097 $72,160.05

05.06.24-06.04.24 FIRE DEPT. ELECTRIC $3,013.87

4.10.24-5.8.24 OUTDOOR ELECTRIC $475.77
EFT 06/20/2024
INVOICE 06/12/2024 6004455794
INVOICE 06/13/2024 6004509954
INVOICE 06/14/2024 6004566051
INVOICE 06/19/2024 6004854651
INVOICE 06/19/2024 6004854650
INVOICE 06/20/2024 6004912756
INVOICE 06/22/2024 6005023049
EFT 06/27/2024
INVOICE 06/04/2024 43323
WIRE 06/04/2024
INVOICE 06/18/2024 43669
WIRE 06/18/2024
INVOICE 06/05/2024 742198
CHECK 06/20/2024
INVOICE 06/05/2024 738066
CHECK 06/27/2024
INVOICE 06/04/2024 43324
CHECK 06/06/2024
INVOICE 06/18/2024 43670
CHECK 06/20/2024
INVOICE 05/18/2024 8007143905
EFT 06/20/2024
INVOICE 05/09/2024 0472159-IN
EFT 06/20/2024
INVOICE 06/04/2024 418482
EFT 06/20/2024
INVOICE 06/12/2024 418838
EFT 06/27/2024
INVOICE 03/01/2024 TN122304
EFT 06/20/2024
INVOICE 05/31/2024 TN032302
EFT 06/27/2024
INVOICE 05/14/2024 1106898
INVOICE 05/14/2024 1106894
INVOICE 05/14/2024 1106895
INVOICE 05/14/2024 1106896
INVOICE 05/14/2024 1106897
INVOICE 05/14/2024 1106899
CHECK 06/06/2024
INVOICE 05/14/2024 1106900
INVOICE 05/24/2024 1107101
INVOICE 05/24/2024 1107102
INVOICE 05/24/2024 1107103
INVOICE 05/24/2024 1107100
INVOICE 05/29/2024 1107155
CHECK 06/20/2024
INVOICE 06/10/2024 1107399
INVOICE 06/11/2024 1107423
INVOICE 06/11/2024 1107421
INVOICE 06/11/2024 1107420
INVOICE 06/11/2024 1107424
INVOICE 06/14/2024 1107521
INVOICE 06/18/2024 1107562
CHECK 06/27/2024 CHECK NUMBER 10014162 $4,726.57
STREETS - VARIOUS SIGNS $551.09
M49 SAFETY LIGHTS INSTALL $1,121.88
SUPPLIES - RECYCLING SIGNS $308.31
SUPPLIES - RECYCLING SIGNS $198.20
STREETS - ROUNDABOUT SIGN $469.69
STREETS - VARIOUS SIGNS $1,027.69
CHECK NUMBER 10014100 $2,384.34
SUPPLIES - RECYCLING SIGNS $1,049.71
STREETS - STREETS SIGN $230.55
SUPPLIES - SIGNS $259.91
SUPPLIES - RECYCLING SIGNS $381.71
SUPPLIES - RECYCLING SIGNS $198.20
18X24 PARK RESERVATION $286.28
STREETS - VARIOUS SIGNS $1,027.69
SUPPLIES - RECYCLING SIGNS $286.28
CHECK NUMBER 10014030 $1,779.42
TOPS N
BARRICADES, INC.

SUPPLIES - TRASH ENCLOSURE $381.71
STREETS - STREETS SIGN $230.55
SUPPLIES-CANDLEWOOD VILLAS II $286.28
SUPPLIES-CANDLEWOOD VILLAS I $293.63
SUPPLIES - RECYCLING SIGNS $300.97

TERRA NOVA

PLANNING &

RESEARCH
JAN-FEB24 ON CALL PLANNING SVCS $1,381.05
EFT NUMBER 7582 $1,381.05
ANNUAL MONITORING CAT CYN BRIDGE 2024 $6,120.00
EFT NUMBER 7659 $6,120.00

SUN BADGE

COMPANY
LA DOME OFFICER BADGE - QTY-1 $159.72
EFT NUMBER 7580 $159.72
LA DOME OFFICER BADGE - QTY-1 $159.72
EFT NUMBER 7658 $159.72
STEVEN
ENTERPRISES, INC.
32LB BOND 40"X200F 3" CALPAPER $628.95
EFT NUMBER 7579 $628.95
STERICYCLE, INC. JUNE 2024 BIOHAZARD DISPOSAL SVC $123.63 EFT NUMBER 7578 $123.63

CA FRANCHISE TAX
BOARD
PAYROLL RUN 1 - WARRANT 240604 $200.00
CHECK NUMBER 10014000 $200.00
PAYROLL RUN 1 - WARRANT 240618 $66.18
CHECK NUMBER 10014043 $66.18
CA DEPT OF JUSTICE MAY 2024 PRE-EMPLOYMENT LIVESCANS (3) $147.00 CHECK NUMBER 10014042 $147.00
MAY24 FINGERPRINT APPS $326.00
CHECK NUMBER 10014111 $326.00

CA STATE

DISBURSEMENT
UNIT
PAYROLL RUN 1 - WARRANT 240604 $1,978.91
WIRE NUMBER 9006884 $1,978.91
PAYROLL RUN 1 - WARRANT 240618 $1,729.68
WIRE NUMBER 9006898 $1,729.68
SUPPLIES - FINANCE $123.78
EFT NUMBER 7655 $2,118.34
SUPPLIES - ENG $1,373.22
SUPPLIES - PLANNING $326.24
SUPPLIES - FINANCE $13.31
SUPPLIES - FINANCE $32.71
SUPPLIES - FINANCE $207.11
SUPPLIES - ENG $41.97
EFT NUMBER 7577 $778.38
INVOICE 05/23/2024 179488030-0
CHECK 06/20/2024
INVOICE 06/01/2024 3396121-
202405-1
CHECK 06/20/2024
INVOICE 06/25/2024 2025-01
EFT 06/27/2024
INVOICE 05/31/2024 43023
EFT 06/20/2024
INVOICE 05/08/2024 045-466242
INVOICE 05/22/2024 045-469566
INVOICE 05/22/2024 045-469565
EFT 06/06/2024
INVOICE 05/29/2024 045-470062
INVOICE 06/05/2024 045-471185
EFT 06/20/2024
INVOICE 06/03/2024 72080036099
EFT 06/20/2024
INVOICE 06/01/2024 520240101
INVOICE 06/01/2024 23-2425699
EFT 06/20/2024
INVOICE 06/01/2024 4053161
EFT 06/06/2024
INVOICE 05/14/2024 B306393
INVOICE 05/16/2024 B306451
INVOICE 05/21/2024 B306608
CHECK 06/06/2024
INVOICE 04/03/2024 186967
INVOICE 04/10/2024 187454
INVOICE 06/10/2024 B307204
INVOICE 06/11/2024 188207
CHECK 06/20/2024
INVOICE 02/29/2024 120282
EFT 06/20/2024
INVOICE 05/20/2024 121166
INVOICE 05/21/2024 121174
INVOICE 05/22/2024 121181
INVOICE 05/22/2024 121201
INVOICE 05/28/2024 121250
INVOICE 06/03/2024 121291
INVOICE 06/13/2024 120715
EFT 06/27/2024
INVOICE 05/10/2024 9963874652
CHECK 06/06/2024
INVOICE 05/10/2024 9963874653
CHECK 06/06/2024
INVOICE 05/10/2024 9963794358
CHECK 06/06/2024
INVOICE 05/10/2024 9963874654
CHECK 06/06/2024
INVOICE 05/10/2024 9963794359
CHECK 06/20/2024
INVOICE 06/02/2024 9965625430
CHECK 06/20/2024

5.03.24-6.02.24 + APRIL BALANCE FD DATA CELL
ACCES
$3,444.51
CHECK NUMBER 10014107 $3,444.51

5.11.24-6.10.24 FLEET BROADBAND SVC $40.01
CHECK NUMBER 10014106 $40.01
04/11/24-05/10/24 FM DATA CELL ACCESS $120.03
CHECK NUMBER 10014035 $120.03

4.11.24-5.10.24 BROADBAND $1,407.30
CHECK NUMBER 10014034 $1,407.30
EFT NUMBER 7663 $4,277.23
VERIZON WIRELESS 05.11.2024-06.10.2024 MDC AIRCARDS $1,239.47 CHECK NUMBER 10014032 $1,239.47

5.11.24-6.10.24 IT MOBILE PHONES $124.53
CHECK NUMBER 10014033 $124.53
OIL/FILTER BRAKE SVC - C37-20 $1,528.53
OIL/FILTER, GASKET COVER - D-5 $343.86
TIRE PRESSURE SENSOR - C30-17 $277.11
DIFFERENTIAL PINION SEAL - D-34 $361.36

VALLEY SMOG &

AUTO REPAIR
VEHICLE MAINT - M-02 $2,115.46
EFT NUMBER 7590 $2,115.46
VEHICLE MAINT - ENG-01 $651.26
A/C SERVICE - C30-17 $367.83
A/C SVC, OIL/FILTER - C28-17 $747.28

REPAIR SIMPLEX LOCK FOR PANIC BAR -
CIVCTR
$195.00
CHECK NUMBER 10014105 $656.81
KEY CUT FOR EVIDENCE REPLACEMENT - PD $149.73
KEYS - SOCCER PARK $32.08

VALLEY LOCK &
SAFE
KEYS - CIVCTR $24.36
MASTER KEYS - CIVCTR $88.41
CODE KEY QTY-4 / STANDARD KEY COPY $111.96
CHECK NUMBER 10014031 $224.73
REPAIR & LUBRICATE DOORS - PD $280.00
USAFACT, INC. PRE-EMPLOYMENT BACKGROUND (MAY) $206.11
EFT NUMBER 7481 $206.11

UNDERGROUND

SERVICE ALERT

SOUTHERN

CALIFORNIA
DIG ALERT - MAY 24 $171.00
1566 NEW TIX '22 REG MNTH COST $80.65
EFT NUMBER 7589 $251.65
UL LLC FIRE AND EMERGENCY VEHICLE SERVICE - FD $4,529.88 EFT NUMBER 7588 $4,529.88
PRJ MGMT 05.28.24 - B. BILLS $1,400.00
EFT NUMBER 7587 $5,600.00
TYLER
TECHNOLOGIES, INC.

EPL REMOTE IMPL - J. TORRES 04.30-05.02.24 $4,200.00
EPL REIMP - BRITTNEY B. 05.14.24 $1,400.00
EPL REMOTE IMPL - J. TORRES 05.15-05.16.24 $2,800.00
EFT NUMBER 7479 $8,400.00
REMOTE IMPLEMENTATION 5.21-5.23 J. TORRES $4,200.00

TURBO DATA
SYSTEMS, INC.

MAY 2024 PRKG CITATION PROCESSING $534.01
EFT NUMBER 7586 $534.01
TRUPPELLI, GEORGE 25 JULY RETIREMENT $1,607.42
EFT NUMBER 7661 $1,607.42

TRANSUNION RISK &

ALTERNATIV
MAY 2024 SOFTWARE SUBSCRIPTION $75.00
CHECK NUMBER 10014103 $75.00
U.S. TELEPACIFIC
CORP.

5.23.24-6.22.24 CITY PHONES $4,504.35
CHECK NUMBER 10014102 $4,504.35
INVOICE 06/10/2024 9966345481
CHECK 06/27/2024
INVOICE 06/04/2024 9965850406
CHECK 06/27/2024
INVOICE 06/10/2024 9966345483
CHECK 06/27/2024
INVOICE 06/03/2024 77493
CHECK 06/20/2024
INVOICE 05/24/2024 8691515062421
CHECK 06/06/2024
INVOICE 05/07/2024 82462000
EFT 06/20/2024
INVOICE 06/11/2024 20240611-

DEPOSIT ADJ
WIRE 06/11/2024
INVOICE 06/12/2024 61690DSJ8
WIRE 06/12/2024
INVOICE 06/12/2024 61768E5C3
WIRE 06/12/2024
INVOICE 05/16/2024 W65662
INVOICE 05/24/2024 W65864
INVOICE 05/29/2024 W66031
EFT 06/20/2024
INVOICE 06/03/2024 24050699
EFT 06/20/2024
INVOICE 05/14/2024 3973376
INVOICE 05/16/2024 3974547
INVOICE 05/20/2024 3976646
EFT 06/06/2024
INVOICE 05/21/2024 3977599
INVOICE 05/30/2024 3982839
INVOICE 05/31/2024 3983257
EFT 06/27/2024
INVOICE 05/29/2024 24-2207
EFT 06/20/2024
INVOICE 06/01/2024 2025-07
EFT 06/27/2024
INVOICE 05/05/2024 577
EFT 06/06/2024
INVOICE 06/24/2024 585
EFT 06/27/2024
INVOICE 06/01/2024 10782727
EFT 06/20/2024
INVOICE 11/15/2023 298177
CHECK 06/20/2024
INVOICE 05/24/2024 231986
EFT 06/20/2024
INVOICE 06/15/2024 232001
EFT 06/27/2024
INVOICE 03/12/2024 2.7021
INVOICE 04/11/2024 7021.4
INVOICE 04/30/2024 3.7021
CHECK 06/20/2024
INVOICE 06/04/2024 43325BASIC CDA PAYROLL RUN 1 - WARRANT 240604 $4,359.05 URBAN HABITAT JAN/FEB DREAM HOMES-PERIMETER WALL $16,813.19

3.24 DREAM HOME CONST $162,433.83

4.24 DREAM HOMES-PERIMETER WALL $62,174.84
CHECK NUMBER 10014104 $241,421.86

MIRACLE

PLAYGROUND
SALES
ALUM BLEACHERS 15'X3 ROWS $4,348.90
EFT NUMBER 7552 $4,348.90
LOWER COVE BACKBOARD $1,550.90
EFT NUMBER 7637 $1,550.90

KEENAN &

ASSOCIATES
OPEN ENROLLMENT SITE-AIRBO $980.00
CHECK NUMBER 10014074 $980.00

GARDA CL WEST,
INC.

JUN24 SERVICES $266.98
EFT NUMBER 7533 $266.98

DESERT ANTS
ENGINEERING, INC.

FOUNTAIN - CONCRETE INSTALLATION $45,984.00
EFT NUMBER 7420 $45,984.00
REMOVE AND REPLACE 6" CURB & GUTTER -
CIVCTR
$5,330.00
EFT NUMBER 7618 $5,330.00
DE VEAS, CORWIN IDR 06.01 - 06.30.24 $6,469.92
EFT NUMBER 7614 $6,469.92
EFT NUMBER 7666 $1,681.92
DAWN OIL SHARPS & MEDICATIONS DISPOSAL $1,074.00
EFT NUMBER 7522 $1,074.00
LIFEBAND 3 PACK, AUTOPULSE BATTERY $1,265.85
BATTERY, LITHIUM ION, SUREPOWER II $398.93

ZOLL MEDICAL
CORP.

ECG RECTANGULAR ELECTRODES $139.90
CPR STAT-PADZ ELECTRODE $434.15
ECG RECTANGULAR ELECTRODES $466.89
EFT NUMBER 7485 $1,040.94
THERMAL PAPER, TSI, BPA-FREE $17.14

WITTMAN

ENTERPRISES LLC
MAY2024 BILLING SERVICE $9,042.00
EFT NUMBER 7597 $9,042.00
WIRE NUMBER 9006893 $250,000.00
WESTERN PUMP GAS PUMP FILTER REPLACEMENT & TEST $383.86 CSA -30 DAY DESIGNATED UST OPERATOR INSP
5/21/24
$227.32
REPAIR - GAS PUMP $808.53
EFT NUMBER 7595 $1,419.71

WELLS FARGO BANK
MAC:E2818-176
DEPOSIT ADJUSTMENT 06/11/2024 WFB $15.00
WIRE NUMBER 9006890 $15.00
61690DSJ8-MAT 06/12/2029 $250,000.00
WIRE NUMBER 9006892 $250,000.00
61768E5C3-MAT 06/12/2029 $250,000.00

WAXIE SANITARY
SUPPLY
CLEANING SUPPLIES - FD $531.48
EFT NUMBER 7593 $531.48

VOYAGER FLEET

SYSTEMS INC
CNG & FUEL PURCHASE $1,574.41
CHECK NUMBER 10014036 $1,574.41
VESSCO

INCORPORATED
REPLACE ANTI-THEFT SWITCH C32-20 $271.88
CHECK NUMBER 10014108 $271.88
05/11/24-06/10/24 FM DATA CELL ACCESS $120.03
CHECK NUMBER 10014165 $120.03

06.05.2024-07.04.2024 MDC AIRCARDS $1,833.81
CHECK NUMBER 10014164 $1,833.81

06.11.2024-07.10.2024 MDC AIRCARDS $1,242.58
CHECK NUMBER 10014163 $1,242.58
CHECK 06/06/2024
INVOICE 06/18/2024 43671
CHECK 06/20/2024
INVOICE 04/09/2024 41900
INVOICE 04/23/2024 42347
INVOICE 05/07/2024 42678
INVOICE 05/21/2024 42969
EFT 06/06/2024
INVOICE 06/12/2024 2024-05A
WIRE 06/12/2024
INVOICE 06/13/2024 2024-05CC
WIRE 06/13/2024
INVOICE 06/10/2024 2024-05BKCD
WIRE 06/10/2024
INVOICE 06/11/2024 2024-05
WIRE 06/11/2024
INVOICE 03/31/2024 15991
INVOICE 03/31/2024 15992
EFT 06/20/2024
INVOICE 04/30/2024 16261
EFT 06/27/2024
INVOICE 05/02/2024 1085
INVOICE 05/30/2024 1087
INVOICE 06/11/2024 1089
EFT 06/20/2024
INVOICE 06/17/2024 1090
EFT 06/27/2024
INVOICE 04/11/2024 25475
CHECK 06/06/2024
INVOICE 06/24/2024 62024
EFT 06/27/2024
INVOICE 05/14/2024 2024-0514-B
INVOICE 05/14/2024 2024-0514-C
CHECK 06/20/2024
INVOICE 06/17/2024 1042
EFT
06/20/2024
INVOICE 04/25/2024 1490
EFT 06/20/2024
INVOICE 05/30/2024 2024-0530-A
CHECK 06/06/2024
INVOICE 05/15/2024 235382
EFT 06/20/2024
INVOICE 05/30/2024 2231
INVOICE 06/03/2024 2254
CHECK 06/20/2024
INVOICE 05/10/2024 051124
INVOICE 05/10/2024 050824
INVOICE 05/10/2024 051024
INVOICE 05/17/2024 051424
INVOICE 05/17/2024 051624
EFT 06/06/2024
INVOICE 05/23/2024 052224
INVOICE 05/23/2024 052124
INVOICE 05/24/2024 052424
INVOICE 05/24/2024 052324 HOMELESS CLEANUP 9 CAMPS 3 LOC $3,975.00 QUIJO ROUNDABOUT REPAIRS $1,272.00
CLEANUP ASSIST PROG - 4 LOC $1,431.00
EFT NUMBER 7471 $6,122.00
DREAM HOMES-CLEANUP ASST PROG $636.00

SAME DAY EXPRESS
LLC
DREAM HOMES-CLEANUP ASST PROG $318.00
CLEANUP ASSIST PROG - 4 LOC $716.00
CLEANUP ASSIST PROG - 4 LOC $477.00
CLEANUP ASSIST PROG - 3 LOC $636.00
HOMELESS CLEANUP 16 CAMPS 2 LOC $3,975.00

SOUTH COAST FIRE
EQUIPMENT, INC.

TRUCK EQUIPMENT - FOLDING STEP TRIDENT $163.55
TRUCK EQUIPMENT - SLAT SEAL AMDOR $50.24
CHECK NUMBER 10014096 $213.79

RIVERSIDE COUNTY

FIRE DEPT
FIRE PROTECT SVC FY 23/24 $44,583.07
EFT NUMBER 7565 $44,583.07
CINDY MADRIGAL PARK DEPOSIT REFUND MADRIGAL 0580-2024 $100.00 CHECK NUMBER 10014003 $100.00
ROMTEC INC. DREAM HOMES-RESTROOM/STORAGE $7,968.89
EFT NUMBER 7567 $7,968.89
DESERT

RECREATION

DISTRICT
COMM ASSIST-SWIM VOUCHERS $3,300.00
EFT NUMBER 7529 $3,300.00
JAYME, CLAUDIA M. MED REIM INCIDENT 2303C-0690 TRIP 03/06/23 $673.08 MED REIM INCIDENT 2303C-1122 TRIP 03/09/23 $599.02
CHECK NUMBER 10014072 $1,272.10

UNIFORMS PLUS,
INC.

CADET PROGRAM UNIFORMS $4,827.20
EFT NUMBER 7662 $4,827.20
EFT NUMBER 7660 $512.50

EL GRANDE METAL,
INC.

SUPPLIES - VISTA CHINO GATE $306.87
CHECK NUMBER 10014006 $306.87
TERRY F. MARTIN DESIGN/FABRICATION, MATERIALS $255.00
WEBSITE DEVELOPMENT $1,102.50
APPLY GRAPHICS TO APPARATUS $183.75
EFT NUMBER 7584 $1,541.25
GRAPHIC DESIGN/LASER ENGRAVING $512.50

ALLIANT
CONSULTING, INC.

3.24 COMPLIANCE & MONITOR SVCS $6,266.25

3.24 COMPLIANCE & MONITOR SVCS $1,413.75
EFT NUMBER 7490 $7,680.00

3.24-4.24 COMPLIANCE & MONITOR SVCS $6,352.50
EFT NUMBER 7600 $6,352.50

WELLS FARGO BANK
N.A
BK CARDS PMT $12,317.89
WIRE NUMBER 9006889 $12,317.89
MAY24 CLIENT ANALYSIS $549.60
WIRE NUMBER 9006891 $549.60

WELLS FARGO

MERCHANT

SERVICES LLC
MAY PROCESSING FEE $31.00
WIRE NUMBER 9006894 $31.00
MAY PROCESSING FEE $2,694.71
WIRE NUMBER 9006895 $2,694.71

COLONIAL LIFE &

ACCIDENT

INSURANCE

COMPANY
PAYROLL RUN 1 - WARRANT 240409 $6,024.29
PAYROLL RUN 1 - WARRANT 240423 $5,412.52
PAYROLL RUN 1 - WARRANT 240507 $5,456.78
PAYROLL RUN 1 - WARRANT 240521 $5,456.78
EFT NUMBER 7414 $22,350.37
CHECK NUMBER 10013998 $4,359.05
PAYROLL RUN 1 - WARRANT 240618 $4,254.88
CHECK NUMBER 10014039 $4,254.88
INVOICE 05/29/2024 052924
INVOICE 05/31/2024 053124
INVOICE 06/04/2024 060424
INVOICE 06/07/2024 060524
INVOICE 06/07/2024 060624
EFT 06/20/2024
INVOICE 06/11/2024 060824
INVOICE 06/11/2024 060924
INVOICE 06/14/2024 061424
EFT 06/27/2024
INVOICE 06/06/2024 2024-070809
EFT 06/06/2024
INVOICE 05/29/2024 0256502
EFT 06/06/2024
INVOICE 06/03/2024 040124A
WIRE 06/03/2024
INVOICE 06/03/2024 030124A
WIRE 06/03/2024
INVOICE 06/07/2024 143444
EFT 06/20/2024
INVOICE 05/21/2024 1607
EFT 06/06/2024
INVOICE 06/21/2024 1632
EFT 06/27/2024
INVOICE 05/30/2024 9508503462
EFT 06/20/2024
INVOICE 06/09/2024 15787779
EFT 06/20/2024
INVOICE 06/05/2024 43327
WIRE 06/05/2024
INVOICE 06/18/2024 43673
WIRE 06/18/2024
INVOICE 05/31/2024 IS721733
EFT 06/06/2024
INVOICE 06/04/2024 189997
EFT 06/20/2024
INVOICE 06/24/2024 7163
EFT 06/27/2024
INVOICE 05/20/2024 234060825-001
EFT 06/06/2024
INVOICE 06/03/2024 185984
CHECK 06/06/2024
INVOICE 05/20/2024 SIN345830
EFT 06/06/2024
INVOICE 06/07/2024 FSU0524-451
CHECK 06/20/2024
INVOICE 06/27/2024 20240627
CHECK 06/27/2024
INVOICE 03/31/2024 1.8753
CHECK 06/20/2024
INVOICE 04/06/2024 102518
INVOICE 04/10/2024 6040811

HOME DEPOT

CREDIT SERVICES
STATION SUPPLIES $804.66
SUPPLIES - SOCCER PARK $57.64

ELECNOR BELCO

ELECTRIC INC

3.24 HSIP10 PED CROSS @ RAMON &

CANDLEWOOD DR
$42,390.90
CHECK NUMBER 10014040 $42,390.90

PETTY CASH -

JENNIFER NELLIS
PETTY CASH REPLENISHMENT $135.38
CHECK NUMBER 10014155 $135.38

CLEARSOURCE

FINANCIAL

CONSULTING
FEE SCHEDULE UPDATE FY24/25 $4,810.00
CHECK NUMBER 10014058 $4,810.00

MEDICAL PRIORITY
CONSULTANTS, INC.

SOFTWARE RENEWAL 08/25/2023-08/24/2024 $6,000.00
EFT NUMBER 7453 $6,000.00
P.F. PETTIBONE &
CO.

RED MINUTE BOOK COVER (12) $1,608.95
CHECK NUMBER 10014015 $1,608.95

UNITED RENTALS
(NORTHAMERICA),
INC.

PROPANE FOR FORKLIFT - PW $97.71
EFT NUMBER 7480 $97.71
STC TRAFFIC, INC 5.24 HSIP10 HAWK RAMON RD $257.70
EFT NUMBER 7657 $257.70
AFECO, INC. UNIFORMS - LEATHER STATION BOOTS $884.98
EFT NUMBER 7487 $884.98

ALTA LANGUAGE
SERVICES, INC.

MAY 2024 BILINGUAL TEST (1) $66.00
EFT NUMBER 7398 $66.00

UNITED STATES

TREASURY
PAYROLL RUN 1 - WARRANT 240604 $119,625.42
WIRE NUMBER 9006885 $119,625.42
PAYROLL RUN 1 - WARRANT 240618 $157,679.35
WIRE NUMBER 9006896 $157,679.35

UNIVERSAL

PROTECTION

SERVICE, LP
CITYWIDE SECURITY SVC PATROL 05/24 $3,185.00
EFT NUMBER 7492 $3,185.00
TELEFLEX LLC PARAMEDIC SUPPLIES - FD $610.63
EFT NUMBER 7581 $610.63

DECKARD
TECHNOLOGIES, INC.

MAY24 STVR COMPLIANCE SERVICES $2,625.00
EFT NUMBER 7417 $2,625.00
JUN24 STVR COMPLIANCE SERVICES $2,625.00
EFT NUMBER 7615 $2,625.00
SECURITY 20/20, INC. UNIFORMS - ACTIVE SHOOTER GEAR $14,904.53 EFT NUMBER 7572 $14,904.53
CATHCIHRA1G5 - ACTIVE CONTRIBUTION
MARCH
$11,475.00
WIRE NUMBER 9006881 $11,475.00
CATHCIHRA1G5 - ACTIVE CONTRIBUTION APRIL $13,470.00
WIRE NUMBER 9006880 $13,470.00
EFT NUMBER 7650 $5,645.00

MIDAMERICA

ADMINISTRATIVE &

RETIREMENT

SOLUTIONS
PREFUNDING FOR RETIREE 2024 JUL, AUG, SEP $373,421.12
EFT NUMBER 7456 $373,421.12
CATHCIWEXG5 ADMIN FEES 1ST QTR 24 $4,338.00
EFT NUMBER 7457 $4,338.00
CLEANUP ASSIST PROG - 4 LOC $636.00
HOMELESS CLEANUP 18 CAMPS 5 LOC $4,373.00
EFT NUMBER 7570 $21,307.00
DREAM HOMES-CLEANUP ASST PROG $636.00
CLEANUP ASSIST PROG - 9 LOC $1,670.00
HOMELESS CLEANUP 20 CAMPS 6 LOC $4,372.50
HOMELESS CLEANUP 9 CAMPS 4 LOC $3,577.50
DREAM HOMES-CLEANUP ASST PROG $875.00
HOMELESS CLEANUP 7 CAMPS 2 LOC $3,498.00
INVOICE 04/26/2024 42880
INVOICE 05/01/2024 5900820
CREDIT
MEMO
05/01/2024 5900824
INVOICE 05/14/2024 2022798
INVOICE 05/16/2024 0050233
INVOICE 05/17/2024 9612935
INVOICE 05/20/2024 6040576
INVOICE 05/20/2024 6040625
INVOICE 05/21/2024 5040693
INVOICE 05/23/2024 3613129
INVOICE 05/23/2024 3051263
INVOICE 05/28/2024 8062887
EFT 06/06/2024
INVOICE 03/20/2024 7934039
INVOICE 03/21/2024 6974482
INVOICE 03/22/2024 5170511
INVOICE 05/29/2024 7152933
INVOICE 05/31/2024 5052312
INVOICE 06/04/2024 1052757
INVOICE 06/04/2024 1511914
INVOICE 06/06/2024 9042077
INVOICE 06/11/2024 4012997
EFT 06/20/2024
INVOICE 03/22/2024 5170511-A
INVOICE 04/26/2024 0042880
INVOICE 06/04/2024 1972537
INVOICE 06/11/2024 4042530
INVOICE 06/13/2024 2512171
INVOICE 06/13/2024 2054113
INVOICE 06/17/2024 8020821
INVOICE 06/20/2024 5021360
INVOICE 06/21/2024 4520694
INVOICE 06/25/2024 0050807
EFT 06/27/2024
INVOICE 05/09/2024 60582600
INVOICE 05/09/2024 60584938
INVOICE 05/13/2024 60583905
INVOICE 05/13/2024 60584940
INVOICE 05/17/2024 60583877
EFT 06/06/2024
INVOICE 05/28/2024 60583828
INVOICE 05/28/2024 60584939
INVOICE 05/29/2024 60584341
INVOICE 05/29/2024 60582471
INVOICE 05/29/2024 60584929
INVOICE 05/29/2024 60584168
EFT 06/20/2024
INVOICE 06/11/2024 61693648
INVOICE 06/11/2024 61691379
INVOICE 06/13/2024 61692650
INVOICE 06/13/2024 61693650
INVOICE 06/18/2024 61692620
MOSQUITO CTRL SERVICE - FS 413 $36.00
JUN24 PW PEST CONTROL $73.92
JUNE24 PEST CONTROL MAINT - FS 412 $202.25
JUN24 FS 413 PEST CONTROL $101.20
EFT NUMBER 7594 $804.67
COMMERCIAL MOSQUITO CTRL - FS 412 $36.00
COMMERCIAL MOSQUITO CONTROL - CIVCTR $93.00
MAY24 CIV CTR PEST CONTROL $297.50
MAY24 AMPHITHEATRE PEST CONTROL $209.27
RODENT CTRL ONLY - CIVCTR $94.90
MAY 24 PEST CONTROL - FD 411 $74.00
MOSQUITO CTRL SERVICE - FD 411 $36.00
MAY24 PW PEST CONTROL $73.92
EFT NUMBER 7482 $449.37
EFT NUMBER 7627 $2,142.02

RENTOKIL NORTH
AMERICA, INC.

MAY24 PEST CONTROL MAINT - FS 412 $202.25
COMMERCIAL MOSQUITO CTRL - FS 412 $36.00
MAY24 FS 413 PEST CONTROL $101.20
MOSQUITO CTRL SERVICE - FS 413 $36.00
CONTRACTOR MEASURING WHEEL - CIVCTR $70.98
ROLLER COOLERS (2) FOR WATER BOTTLES AT
EVENTS
$117.99
ALL ALUMINUM HAND TRUCK - CIVCTR $261.07
SWING-STYLE SHOWER ARM - CIVCTR $27.29
WASHING MACHINE VALVE - CIVCTR $12.91
SUPPLIES-TRAFFIC CALMING UNIT $38.54
WASHER AND DRYER W/ INSTALL - FS 412 $1,531.02
BRASS HOSE W/ SHUTOFF - CIVCTR $23.99

AIR FRYER - PD DISPATCH EARLY DISCOUNT
OWED
$3.64
DIGITAL CIRCUIT BREAKER - CIVCTR $54.59
SUPPLIES - STREET SIGNS $51.51
EFT NUMBER 7537 $2,400.97
PLUNGER - CIVCTR $8.67
SUPPLIES - LANDSCAPING PW $111.30
SUPPLIES - STREET SIGNS $134.99
REFRIGERATOR WATER FILTER - FS 413 $196.67
AIR FRYER - PD DISPATCH KITCHEN $194.14
SUPPLIES - PW $165.98
POWER TOOLS - CIVCTR $401.29
REFRIGERATOR - PD DISPATCH KITCHEN $1,136.42
SUPPLIES - PW $119.76
EFT NUMBER 7439 $1,613.70
MOVING DOLLY - CIVCTR $26.18
MOULDING FOR NEW DOOR - CIVCTR 2ND
FLOOR
$9.67
HARDWARE INSTALL FOR IT - CIVCTR $25.25
FACILITIES SUPPLIES - CIVCTR $13.99
SUPPLIES FOR TV MOUNT- PD $19.81
FACILITIES SUPPLIES - CIVCTR $245.85
SUPPLIES - PW $159.34
SUPPLIES - STREET SIGNS $76.96
DIGITAL CIRCUIT BREAKER FINDER - CIVCTR $54.59

DEPOSIT FOR MICRO BACKHOE RENTAL -

LIBRARY
$1,000.00

DEPOSIT FOR MICRO BACKHOE RENTAL -

LIBRARY
($1,000.00)
INVOICE 06/20/2024 61692572
INVOICE 06/20/2024 62693649
EFT 06/27/2024
INVOICE 05/10/2024 WOA30002429
EFT 06/06/2024
INVOICE 05/23/2024 910986
EFT 06/20/2024
INVOICE 05/25/2024 20240525
EFT 06/20/2024
INVOICE 05/25/2024 20240525.1
EFT 06/27/2024
INVOICE 05/20/2024 22-2209700
INVOICE 06/11/2024 23-2209700
EFT 06/27/2024
INVOICE 05/02/2024 42721590
EFT 06/06/2024
INVOICE 05/21/2024 42996533
EFT 06/20/2024
INVOICE 05/17/2024 1354
INVOICE 05/17/2024 1351
INVOICE 05/17/2024 1352
INVOICE 05/17/2024 1353
EFT 06/06/2024
INVOICE 07/24/2023 1365
INVOICE 08/22/2023 1052
EFT 06/20/2024
INVOICE 06/13/2024 1387
INVOICE 06/13/2024 1386
INVOICE 06/13/2024 1385
INVOICE 06/21/2024 1410
EFT 06/27/2024
INVOICE 06/13/2024 INV0398303
INVOICE 06/14/2024 INV0398497
EFT 06/27/2024
INVOICE 06/10/2024 2024-88
EFT 06/20/2024
INVOICE 06/20/2024 2024-100
EFT 06/27/2024
INVOICE 04/08/2024 117103
CHECK 06/06/2024
INVOICE 05/14/2024 2024-0514-J
CHECK 06/20/2024
INVOICE 05/28/2024 5610002134
INVOICE 05/29/2024 5610002142
INVOICE 05/30/2024 90002123
INVOICE 05/30/2024 90002124
INVOICE 05/31/2024 90002138
EFT 06/20/2024
INVOICE 06/03/2024 24-000004
CHECK 06/06/2024
INVOICE 05/31/2024 2024-CC-06
EFT 06/20/2024
INVOICE 05/22/2024 2024031989 GALLAGHER

BENEFIT SERVICES,
2023 HR CLASS & COMP-DEC SVCS $600.00
DANIEL SALINERO TRANSLATION SERVICES - PW $50.30
EFT NUMBER 7585 $50.30
EFT NUMBER 7598 $61,724.76

ALISHA ANNE

PINZINO
JUNE 13TH-FATHER'S DAY PAINT EVENT $150.00
CHECK NUMBER 10013997 $150.00
YUNEX, LLC DATEPALM&VISTACHINO TEMP LIGHT $13,356.92
APR24 TRAF SIGNAL CALL OUTS $2,298.04
AVE QUINTANA&VISTA CHINO REP $14,829.50
RAMON&CATHEDRAL CNYN REP $27,445.30
APR24 TRAF SIGNAL MAINTENANCE $3,795.00

PRIME CARE

MEDICAL NETWORK
INC
MED REIM INCIDENT 2303C-1627 TRIP 03/12/23 $509.92
CHECK NUMBER 10014086 $509.92
PETRA

GEOSCIENCES, INC
STORM HILARY - MAR24 SOIL REMOVAL PROF
FEES
$8,046.00
CHECK NUMBER 10014017 $8,046.00

DEL VALLE
INFORMADOR, INC.
1/4 PAGE ADS MAY (5) FULL COLOR-JOIN CATH
CITY
$1,000.00
EFT NUMBER 7523 $1,000.00
1/4 PAGE ADS JUNE (4) FULL COLOR-GENERAL

MARKETING
$800.00
EFT NUMBER 7616 $800.00

CRYE PRECISION
LLC
MODULAR BALLISTIC/PLATE/ARMOR SUPPLIES $2,967.35
MODULAR TRAP ARMOR - QTY-2 $348.87
EFT NUMBER 7612 $3,316.22
VEHICLE REPAIR - SL02-07 $725.00
EFT NUMBER 7647 $1,802.00
VEHICLE MAINT - M-01 $360.00
EQUIP REPAIR - MW-03 $165.00
EFT NUMBER 7566 $1,395.00
VEHICLE MAINT - M-05 $552.00
VEHICLE MAINT LABOR - M-05 $795.00
VEHICLE MAINT - SL02-07 $600.00
RODRIGUEZ, RAUL VEHICLE MAINT - M05 $200.00
VEHICLE MAINT - M13 $365.00
VEHICLE REPAIR - M09 $200.00
VEHICLE MAINT - ENG-02 $200.00
EFT NUMBER 7470 $965.00

LINDE GAS &
EQUIPMENT, INC.

OXYGEN SUPPLIES - PARAMEDIC $220.19
EFT NUMBER 7450 $220.19
CYLINDER RENT - PARAMEDIC $621.76
EFT NUMBER 7549 $621.76
VERDE DESIGN, INC. 4.24 PROF SVCS DREAM HOMES $17,811.00

5.24 PROF SVCS DREAM HOMES $915.00
EFT NUMBER 7664 $18,726.00

CONRAD ANGEL
CORRAL

05.11.24-BEAR WEAR CCTV SEGMENT $900.00
EFT NUMBER 7513 $900.00

05.11.24-BEAR WEAR (ADDTL) $300.00
EFT NUMBER 7608 $300.00

DANA SAFETY
SUPPLY
VEHICLE UPGRADES - D-22 (LEASE) $6,156.45
EFT NUMBER 7519 $6,156.45
EFT NUMBER 7665 $559.37
QUINN COMPANY EQUIP MAINT - SL01-21 $2,268.40
EFT NUMBER 7467 $2,268.40
JUN 24 PEST CONTROL - FD 411 $74.00
MOSQUITO CTRL SERVICE - FD 411 $36.00
EFT 06/06/2024
INVOICE 11/09/2023 168798
INVOICE 05/08/2024 174648
EFT 06/06/2024
INVOICE 06/03/2024 175539
EFT 06/27/2024
INVOICE 04/09/2024 5342-3
INVOICE 04/09/2024 5343-3
INVOICE 05/10/2024 20242396
EFT 06/27/2024
INVOICE 02/20/2024 230814
EFT 06/06/2024
INVOICE 06/05/2024 INV229687
EFT 06/20/2024
INVOICE 06/06/2024 59026
EFT 06/20/2024
INVOICE 05/14/2024 649457051424
CHECK 06/06/2024
INVOICE 06/01/2024 16897060124
CHECK 06/20/2024
INVOICE 05/26/2024 335557052624
CHECK 06/20/2024
INVOICE 05/24/2024 336787052424
CHECK 06/20/2024
INVOICE 05/30/2024 378487053024
CHECK 06/20/2024
INVOICE 05/31/2024 52702053124
CHECK 06/20/2024
INVOICE 05/22/2024 577542052224
CHECK 06/20/2024
INVOICE 05/28/2024 577559052824
CHECK 06/20/2024
INVOICE 05/26/2024 577567052624
CHECK 06/20/2024
INVOICE 05/24/2024 578698052424
CHECK 06/20/2024
INVOICE 06/01/2024 580603060124
CHECK 06/20/2024
INVOICE 05/30/2024 580611053024
CHECK 06/20/2024
INVOICE 05/27/2024 357627052724
CHECK 06/20/2024
INVOICE 06/04/2024 712049
INVOICE 06/07/2024 712038
CHECK 06/20/2024
INVOICE 05/17/2024 79
EFT 06/06/2024
INVOICE 04/18/2024 75
EFT 06/20/2024

JOSE ARMANDO JR

RIVERA GONZALEZ
FLEET MAINT-CAR WASH (11) $180.00
EFT NUMBER 7444 $180.00
CAR WASH (2) $40.00
EFT NUMBER 7542 $40.00
CHECK NUMBER 10014056 $328.93
ZW USA INC. SUPPLIES -DOG BIN LINERS-CMPST $2,717.93
SUPPLIES -DOG WASTE BAGS-CMPST $5,654.13
CHECK NUMBER 10014110 $8,372.06
CHECK NUMBER 10014055 $273.66
PANORAMA PARK LLD17 $328.93
CHECK NUMBER 10014054 $278.66

5.30.24-6.29.24 FS412 CABLE $273.66
CHECK NUMBER 10014053 $319.98
JUN24 FS413 INTERNET $278.66
CHECK NUMBER 10014052 $655.00

5.24.24-6.23.24 INTERNET ACCESS $319.98
CHECK NUMBER 10014051 $655.00

5.26.24-6.25.24 FIBER SVC PW $655.00
CHECK NUMBER 10014050 $655.00

5.28.24-6.27.24 FIBER SVC FS413 $655.00
CHECK NUMBER 10014049 $27.47

5.22.24-6.21.24 FIBER SVC FS412 $655.00
CHECK NUMBER 10014048 $2,309.15

5.31.24-6.30.24 CITY HALL ENT TV $27.47
CHECK NUMBER 10014047 $287.88

5.30.24-6.29.24 CITY HALL INTERNET $2,309.15
CHECK NUMBER 10014046 $655.00

5.24.24-6.23.24 CABLE SVC FS411 $287.88

CHARTER

COMMUNICATIONS

HOLDINGS, LLC

5.14.24-6.13.24 INTERNET SVC $193.93
CHECK NUMBER 10014002 $193.93
JUN24 PD CABLE $184.58
CHECK NUMBER 10014045 $184.58

5.26.24-6.25.24 FIBER SVC FS411 $655.00
VORTEX USA INC. OCOTILLO PARK - WATER FEATURE $791.45
EFT NUMBER 7592 $791.45

MERCURY
ENTERPRISES, INC.

PARAMEDIC SUPPLIES - FD $183.66
EFT NUMBER 7551 $183.66

WOODARD &
CURRAN, INC.

1.24 STATE GRANT PROGRAM $2,450.00
EFT NUMBER 7484 $2,450.00
KGAY PSP 04/01-04/09/24 ADS FOR TASTES & SOUNDS $120.00 04/01-04/09/24 ADS FOR TASTES & SOUNDS $300.00
02/12-04/09/24 ADS (2) FOR TASTES & SOUNDS $1,090.00
EFT NUMBER 7633 $1,510.00

HR GREEN PACIFIC,
INC.

11.23 PROF SVCS $4,196.25
FEB AND MAR PROF SVCS $4,259.50
EFT NUMBER 7440 $8,455.75

5.24 PROF SVCS $2,596.25
EFT NUMBER 7629 $2,596.25

BENEFIT SERVICES,
INC. EFT NUMBER 7431 $600.00
INVOICE 06/13/2024 80
EFT 06/27/2024
INVOICE 05/16/2024 7498
EFT 06/06/2024
INVOICE 06/13/2024 7620
EFT 06/27/2024
INVOICE 05/10/2024 34582478-001
INVOICE 05/20/2024 34603988-001
EFT 06/06/2024
INVOICE 06/06/2024 2153
EFT 06/20/2024
INVOICE 06/01/2024 1604700010601
24 EFT 06/20/2024
INVOICE 04/02/2024 1261023001
EFT 06/20/2024
INVOICE 06/03/2024 2024-06
WIRE 06/03/2024
INVOICE 05/09/2024 A127403
INVOICE 05/09/2024 A127404
INVOICE 05/09/2024 A127405
EFT 06/06/2024
INVOICE 06/01/2024 118
EFT 06/20/2024
INVOICE 03/01/2024 2024-112
INVOICE 04/12/2024 2024-209
EFT 06/20/2024
INVOICE 05/09/2024 85342904
EFT 06/06/2024
INVOICE 05/13/2024 85345802
INVOICE 05/17/2024 85351845
INVOICE 05/28/2024 85360554
INVOICE 05/28/2024 85360555
INVOICE 05/29/2024 85362421
INVOICE 05/31/2024 85366092
INVOICE 06/04/2024 85369887
INVOICE 06/04/2024 85369888
EFT 06/20/2024
INVOICE 06/12/2024 39957769
EFT 06/27/2024
INVOICE 06/05/2024 241296
EFT 06/20/2024
INVOICE 05/26/2024 180
EFT 06/06/2024
INVOICE 06/07/2024 183
INVOICE 06/10/2024 184
EFT 06/20/2024
INVOICE 06/17/2024 187
INVOICE 06/23/2024 190
EFT 06/27/2024
INVOICE 05/14/2024 1PWR-JJWJ-
H3KC
EFT NUMBER 7642 $1,000.00

AMAZON CAPITAL
SERVICES, INC.

SUPPLIES - PD - PACT $1,217.92
PRE-EMPLOYMENT POLYGRAPHS-M. ANTONIO
& RAYGOZA
$500.00

PRE-EMPLOYMENT POLYGRAPHS-

ZAMORANO/YZQUIERDO
$500.00
MICHELLE L. COLEY PRE-EMPLOYMENT POLYGRAPHS-D. MARIE $250.00 EFT NUMBER 7464 $250.00

PRE-EMPLOYMENT POLYGRAPHS-

LORRAYNE/ALVAREZ
$500.00
PRE-EMPLOYMENT POLYGRAPHS-E. JOSE DEL-
REAL
$250.00
EFT NUMBER 7559 $750.00

HIDDEN VALLEY
INVESTMENTS INC.
2024 TAHOE 2WD PD - VIN 66044 $55,837.03
EFT NUMBER 7562 $55,837.03
UNIFORMS - ACTIVE SHOOTER GEAR $1,047.23
EFT NUMBER 7605 $1,047.23
PARAMEDIC SUPPLIES - FD $181.06
EFT NUMBER 7501 $6,705.99
PACT - AED AUTO ICPR G5 (QTY-2) $3,739.43
PARAMEDIC SUPPLIES - FD $444.63
PARAMEDIC SUPPLIES - FD $509.34
PARAMEDIC SUPPLIES - FD $438.64

BOUND TREE

MEDICAL, LLC
PARAMEDIC SUPPLIES - FD $399.90
EFT NUMBER 7404 $399.90
PARAMEDIC SUPPLIES - FD $297.78
PARAMEDIC SUPPLIES - FD $597.62
PARAMEDIC SUPPLIES - FD $497.49

DESERT ELITE

ELECTRIC AND

CONSTRUCTION,
INC.

ELECTREP - MED IRRGAT CLOCKS $4,976.83
SOCCER PARK IRRIG REPAIR $2,110.00
EFT NUMBER 7526 $7,086.83
EARL E. DYSERT MAY24 WATER TREATMENT $700.00
EFT NUMBER 7496 $700.00

DUTHIE ELECTRIC

SERVICE

CORPORATION
ANNUAL SERVICE - FS 411 $861.12
ANNUAL SERVICE - FS 412 $654.51
ANNUAL SERVICE - FS 413 $677.61
EFT NUMBER 7422 $2,193.24

GLOBAL PAYMENTS
DIRECT, INC.

JUN24 SVCS FEES $2,997.72
WIRE NUMBER 9006882 $2,997.72

NICHOLS

CONSULTING

ENGINEERS, CHTD
CC PAVEMENT CRACK REPAIR $6,331.65
EFT NUMBER 7555 $6,331.65

CHARTER

COMMUNICATIONS

HOLDINGS, LLC
JUN24 PSEC FIBER $1,059.89
EFT NUMBER 7512 $1,059.89
SO CAL GRAFIX INC. OIL/FILTER CHANGE, SENSORS - D-13 $254.76 EFT NUMBER 7571 $254.76
HERC RENTALS INC. AMPHITHEATRE - 500 GAL GAS TRAILER

VACCUUM
$973.32
AMPHITHEATRE - SCISSOR LIFT $568.76
EFT NUMBER 7437 $1,542.08
EFT NUMBER 7632 $212.00

INLAND FLEET

SOLUTIONS, INC
TRUCK MAINTENANCE - UNIT 13-01 E413 $1,312.55
EFT NUMBER 7442 $1,312.55
TRUCK MAINTENANCE - UNIT 14-01 T412 $2,108.72
EFT NUMBER 7630 $2,108.72
FLEET MAINT-CAR WASH (13) $212.00
INVOICE 05/15/2024 1Y36-JKRK-
MQ93
INVOICE 05/16/2024 14Q9-FJQJ-
Y7LY
CREDIT
MEMO
05/17/2024 1YC4-NLQL-
74FX
INVOICE 05/17/2024 1YG7-16Y6-
4D93
INVOICE 05/22/2024 1WKJ-JRHD-
7WYR
INVOICE 05/22/2024 1KNV-RRGV-
7TP1
INVOICE 05/24/2024 1LH4-VW9M-
6HDQ
INVOICE 05/29/2024 1RJH-TXLY-
FPNP
EFT 06/06/2024
INVOICE 05/12/2024 1MY1-QYKC-
XKWM
INVOICE 05/21/2024 1GYJ-7JCK-
41JF
INVOICE 05/25/2024 1NKQ-9XGF-
D9RW
INVOICE 05/28/2024 1RCK-7NNG-
CHMK
INVOICE 05/30/2024 1WXQ-CYMV-
N1LN
INVOICE 05/30/2024 1DQ7-QL3Y-
NPHC
INVOICE 05/31/2024 16KK-HN37-
XT9L
INVOICE 05/31/2024 1X3N-1QMX-
WWDD
INVOICE 06/02/2024 1WWW-JQRV-
KNKR
INVOICE 06/03/2024 11DF-9T4W-
4Q3W
INVOICE 06/05/2024 1M4N-LNLY-
6LCK
INVOICE 06/06/2024 11WX-WXM1-
7CG3
INVOICE 06/07/2024 1C9R-9NNJ-
LD49
INVOICE 06/10/2024 11KR-79GL-
33VL
EFT 06/20/2024
INVOICE 06/11/2024 1QKM-LRRQ-
DDJR
INVOICE 06/11/2024 11DP-RN6X-
HGVK
INVOICE 06/12/2024 1799-RJ3G-
KNK3
INVOICE 06/12/2024 1RT3-7WKG-
KCNG
INVOICE 06/15/2024 14P7-CHY9-
6V7W
INVOICE 06/17/2024 1C34-HGJM-
G9QJ
INVOICE 06/19/2024 1V6T-QH7W-
PHRQ
INVOICE 06/19/2024 1X1K-7NW4-
1RNQ
INVOICE 06/20/2024 1M63-4LX9-
3XYG
INVOICE 06/20/2024 1FXL-CR49-
4TPD
INVOICE 06/23/2024 1FY9-1DJG-
HMGR
EFT 06/27/2024
INVOICE 04/30/2024 S23057
EFT 06/27/2024
EFT NUMBER 7602 $3,041.43

GREENFIELDS

OUTDOOR FITNESS,
INC.

EXERCISE EQUIP - DREAM HOME $41,128.09
EFT NUMBER 7626 $41,128.09
SUPPLIES - FIRE $422.58
SUPPLIES - PD CADET $18.38
SUPPLIES - FIRE $256.37
SUPPLIES - PD $16.26
SUPPLIES - COMMUNICATIONS & EVENTS $108.70
SUPPLIES - PD CADET $201.50
SUPPLIES - PARKS $470.92
SUPPLIES - FIRE $390.60
SUPPLIES - PD $6.53
SUPPLIES - PARKS $279.60
EFT NUMBER 7493 $2,582.67
SUPPLIES - FINANCE $869.99
SUPPLIES - PW $104.56
SUPPLIES - PARKS $208.00
SUPPLIES - FIRE $537.21
SUPPLIES - PW $91.30
SUPPLIES - PD $27.17
SUPPLIES - PD $41.63
SUPPLIES - COMMUNICATIONS & EVENTS $91.67
SUPPLIES - FIRE $421.58
SUPPLIES - CITY COUNCIL $20.67
SUPPLIES - CITY ADMIN $12.58
SUPPLIES - FIRE $203.50
SUPPLIES - YOGA PROGRAM $100.04
SUPPLIES - FIRE $132.90
SUPPLIES - FIRE $589.86
SUPPLIES - FIRE $79.30
EFT NUMBER 7399 $1,424.15
SUPPLIES - CITY CLERK $23.90
SUPPLIES - CITY CLERK $21.70
SUPPLIES - FINANCE $20.53
SUPPLIES - BIKES ACCESSORIES $190.24
SUPPLIES - CITY COUNCIL $196.67
SUPPLIES - PD - PACT $21.74
SUPPLIES - BIKES CREDIT MEMO ($347.85)
INVOICE 05/22/2024 24AR1790343
EFT 06/20/2024
INVOICE 06/07/2024 24-159-1
INVOICE 06/10/2024 24-162-1
EFT 06/20/2024
INVOICE 06/21/2024 24-173-1
INVOICE 06/21/2024 24-174-1
EFT 06/27/2024
INVOICE 05/14/2024 2024-0514-L
CHECK 06/20/2024
INVOICE 06/03/2024 00095748-00
CHECK 06/20/2024
INVOICE 05/16/2024 0364288-IN
EFT 06/20/2024
INVOICE 06/05/2024 1013
EFT 06/20/2024
INVOICE 05/03/2024 2826
EFT 06/06/2024
INVOICE 06/14/2024 2913
EFT 06/27/2024
INVOICE 04/26/2024 00627622
EFT 06/06/2024
INVOICE 05/22/2024 00627877
INVOICE 06/03/2024 002-31858
EFT 06/20/2024
INVOICE 01/10/2024 12726-A
EFT 06/20/2024
INVOICE 06/01/2024 433
EFT 06/06/2024
INVOICE 05/24/2024 389
EFT 06/06/2024
INVOICE 05/09/2024 372
INVOICE 05/22/2024 384
INVOICE 05/30/2024 396
EFT 06/20/2024
INVOICE 04/30/2024 202040430
EFT 06/06/2024
INVOICE 02/01/2024 1558-RG
INVOICE 03/25/2024 1652
INVOICE 05/14/2024 1754
INVOICE 05/14/2024 1765-RG
EFT 06/06/2024
INVOICE 01/26/2024 31320
INVOICE 05/03/2024 31415
INVOICE 05/03/2024 31414
EFT 06/20/2024
INVOICE 06/05/2024 200113-627
CHECK 06/20/2024
INVOICE 06/07/2024 20240607
EFT 06/20/2024
INVOICE 05/28/2024 1030
INVOICE 05/28/2024 1032
CLAUDIA DURAN JANITORIAL SVC - CIVCTR $5,550.00
JANITORIAL SVC - PD $3,475.00

COACHELLA VALLEY

DISASTER

PREPAREDNESS

NETWORK
COMMUNITY ASSISTANCE $1,500.00
EFT NUMBER 7518 $1,500.00

RED HELMET

TRAINING
FIREFIGHTER TRAINING COURSES $3,600.00
CHECK NUMBER 10014090 $3,600.00
I-10 COLLISION
CENTER
VEHICLE REPAIR (TC) - C29-17 $10,470.46
ACCOUTREMENTS - C01-24 $1,000.00
ACCOUTREMENTS - C02-24 $1,000.00
EFT NUMBER 7538 $12,470.46

CALIFORNIA PPE

RECON, INC
RENTAL GEAR - COAT & PANTS 1/1/24 - 2/1/24 $398.00
TURNOUT GEAR CLEAN & INSPECTION $389.00
TURNOUT GEAR CLEAN & INSPECTION $627.00
RENTAL GEAR - COAT & PANTS 4/1/24 - 5/1/24 $199.00
EFT NUMBER 7409 $1,613.00
EFT NUMBER 7495 $1,756.00
KEITH A.

CHRISTIANSEN
APRIL LAND DEV PROF SVCS $11,812.50
EFT NUMBER 7445 $11,812.50

ANTONIO OZUNA

MARTINEZ
INSTALL HYDRAULIC DOOR CLOSERS - CIVCTR $990.00
EFT NUMBER 7402 $990.00
PANORAMA DOG PARK DOOR SUPPLY $721.00
PUBLIC WORKS GATE REPAIR $285.00
INSTL. NEW RETAINERS AND BOTTOM SEALS -
FS 413
$750.00

FUSE CONNECT,
LLC.

JUN 2024 PS AIRPORT ADVERTISING $875.00
EFT NUMBER 7430 $875.00
ALLEN, INC. TRUCK WINDSHIELD MAINTENANCE CRATE &

SHIPPING FEE
$530.00
EFT NUMBER 7489 $530.00

WILLDAN

ENGINEERING
SARAH ST PHASE 2A PRELM $8,553.00
EFT NUMBER 7483 $8,553.00

4.24 SARAH ST PHASE 2A PRELM $1,981.50
MAY24 BLDG & SAFEY INSPECT SVC $17,100.00
EFT NUMBER 7596 $19,081.50
JAMES FONVILLE VEHICLE MAINT - BH-01 $3,846.92
EFT NUMBER 7429 $3,846.92
VEHICLE MAINT - M-16 $6,206.39
EFT NUMBER 7624 $6,206.39

JULIUS IBANEZ MD A

MEDICAL

CORPORATION
MEDICAL DIRECTOR CONTRACT $1,250.00
EFT NUMBER 7543 $1,250.00
CHARM-TEX INC SUPPLIES-NITRILE EXAM GLOVES $427.60
EFT NUMBER 7511 $427.60

TOTAL CARE WORK

INJURY CLINIC
PRE-EMPLOYMENT PHYSICALS (MAY 24) $1,175.00
CHECK NUMBER 10014101 $1,175.00
EFT NUMBER 7599 $1,937.38
MOLINA

HEALTHCARE
MED REIM INCIDENT 2302C-6398 TRIP 02/27/23 $9.88
CHECK NUMBER 10014080 $9.88

ADRAZEN

NETWORKS, LLC
INSTALL NEW RAM STICKS $690.00
BELL TOWER ENCLOSEMENT REPLACEMENT $595.93
EFT NUMBER 7486 $1,285.93
PW AXIS DOME CAMERA (QTY2) $1,767.47
BELL TOWER NETWORK BOX SUPPORT $169.91
VISUAL EDGE IT, INC. 5/20/24-06/19/24 CONTRACT + OVERAGE $259.29 EFT NUMBER 7591 $259.29
INVOICE 05/28/2024 1031
EFT 06/06/2024
INVOICE 05/03/2024 FMR0199142
EFT 06/06/2024
INVOICE 05/03/2024 FOT0169803
INVOICE 06/05/2024 FMR0200408
EFT 06/20/2024
INVOICE 04/29/2024 9206069103
INVOICE 06/24/2024 9206340021
EFT 06/27/2024
INVOICE 03/29/2024 15720
EFT 06/06/2024
INVOICE 06/26/2024 163892
EFT 06/27/2024
INVOICE 06/04/2024 1382
CHECK 06/20/2024
INVOICE 05/31/2024 05312024-7
CHECK 06/06/2024
INVOICE 06/04/2024 43328
CHECK 06/06/2024
INVOICE 04/10/2024 422768
EFT 06/20/2024
INVOICE 05/10/2024 422782
EFT 06/27/2024
INVOICE 06/21/2024 172686
CHECK 06/27/2024
INVOICE 04/19/2024 2024-295
INVOICE 05/09/2024 2024-439
EFT 06/06/2024
INVOICE 05/17/2024 3647
EFT 06/20/2024
INVOICE 05/17/2024 3647-A
EFT 06/27/2024
INVOICE 06/22/2024 134
EFT 06/27/2024
INVOICE 05/11/2024 117
INVOICE 05/11/2024 118
CHECK 06/06/2024
INVOICE 05/31/2024 123
CHECK 06/20/2024
INVOICE 05/10/2024 6406579
EFT 06/06/2024
INVOICE 06/12/2024 00912
EFT 06/20/2024
INVOICE 06/21/2024 2112
CHECK 06/27/2024
INVOICE 05/16/2024 OC-48391
EFT 06/06/2024
INVOICE 05/28/2024 OC-48535
INVOICE 05/29/2024 OC-48547
EFT 06/20/2024
INVOICE 05/29/2024 OC-48549
INVOICE 05/30/2024 OC-48568
FOUNTAIN - ADDITL. COSTS FOR VALVE

REPLACEMENT
$2,410.98
FOUNTAIN - ADDITL. COSTS FOR VALVE

REPLACEMENT
$4,335.93

OCEAN SPRINGS
TECH, INC.

FOUNTAIN - TROUBLESHOOTING TIME $750.00
EFT NUMBER 7463 $750.00
FOUNTAIN - UPGRADING SYSTEM $10,890.00
FOUNTAIN - SUMBERSIBLE PUMP INSTALLATION $2,271.27
EFT NUMBER 7556 $13,161.27
D.R. HOYLE, INC. MATERIALS DRAW FOR VANITIES - FIRE
STATION 412
$5,097.00
CHECK NUMBER 10014114 $5,097.00

LAW OFFICE OF JIM

HUSEN, APLC
PSYCH EVALUATION (1) PRE-EMPLOYMENT $500.00
EFT NUMBER 7547 $500.00

GANNETT MEDIA
CORP.

APR ADVERTISEMENTS $2,879.76
EFT NUMBER 7432 $2,879.76
SEWER PIPE REPAIR- FS 413 $1,750.00
CHECK NUMBER 10014099 $1,750.00

STAX PLUMBING
CORP
TANKLESS WATER HEATER - FS 412 $5,500.00
EFT NUMBER 7656 $5,500.00
SEWER PIPE REPAIR- CIVCTR $850.00
HOT WATER PUMP SERVICE - CIVCTR $995.00
CHECK NUMBER 10014028 $1,845.00
RSJ, INC. VEHICLE MAINT - AMBULANCE 411 (16-01) $1,285.46 EFT NUMBER 7568 $1,285.46
VEHICLE MAINT - AMBULANCE 411 (16-01) $1,285.46
EFT NUMBER 7648 $1,285.46

TKE ENGINEERING,
INC.

2.24 CONSTRUCTION PROF SVCS $695.00

3.24 CONSTRUCTION PROF SVCS $355.00
EFT NUMBER 7478 $1,050.00
GM GRAPHICS, INC. LGBT DAYS-PS AIRPORT ADVERTISEMENT $548.44 CHECK NUMBER 10014158 $548.44

DAVID VOLZ DESIGN

LANDSCAPE
ARCHITECTS, INC.

3.24 DOWNTOWN DOG PARK DESIGN $21,750.00
EFT NUMBER 7521 $21,750.00

4.24 DOWNTOWN DOG PARK DESIGN $25,702.50
EFT NUMBER 7613 $25,702.50

STATE OF

CALIFORNIA, EDD
PAYROLL RUN 1 - WARRANT 240604 $322.35
CHECK NUMBER 10014027 $322.35

STICE COMPANY,
INC.

STORM HILARY – SOIL REMOVAL RETAINAGE $84,090.64
CHECK NUMBER 10014029 $84,090.64
SO CAL

RESURFACING INC
RESURFACE BBALL COURT $9,200.00
CHECK NUMBER 10014094 $9,200.00

COULTER

VENTURES, LLC
FITNESS MACHINES $2,609.70
EFT NUMBER 7610 $2,609.70
COAST
RECREATION, INC.

DREAM HOMES SITE FURNISHING $69,399.25
EFT NUMBER 7413 $69,399.25

HOWMEDICA

OSTEONICS CORP
BACKREST STORAGE POUCH FOR MEDIC $430.54
6/1/24 - 5/31/25 PROCARE AMBULANCE SVCS

CONTRACT
$10,128.23
EFT NUMBER 7628 $10,558.77

ENTERPRISE FM
TRUST
ENTERPRISE LEASE AGRM 5/2024-(8) UNITS $8,017.44
EFT NUMBER 7423 $8,017.44
LEASE (6) - REGISTRATION FEES $3,568.24
ENTERPRISE LEASE AGRM 6/2024-(8) UNITS $8,017.44
EFT NUMBER 7531 $11,585.68
JANITORIAL SVC - FIRE STATION 410 $1,250.00
EFT NUMBER 7412 $10,275.00
INVOICE 06/04/2024 OC-48591
EFT 06/27/2024
INVOICE 05/23/2024 2122747
CHECK 06/20/2024
INVOICE 05/07/2024 FS-I3000368
CHECK 06/20/2024
INVOICE 05/03/2024 55211588
INVOICE 05/24/2024 55211601
EFT 06/06/2024
INVOICE 05/30/2024 55211603
EFT 06/20/2024
INVOICE 04/17/2024 557671
INVOICE 04/17/2024 560158
EFT 06/06/2024
INVOICE 06/01/2024 2231
CHECK 06/20/2024
INVOICE 05/15/2024 398003
EFT 06/06/2024
INVOICE 06/03/2024 20240603
EFT 06/20/2024
INVOICE 03/26/2024 85919
INVOICE 04/18/2024 86119
EFT 06/06/2024
INVOICE 03/08/2024 123274
INVOICE 05/14/2024 123393
EFT 06/06/2024
INVOICE 05/02/2024 1
CHECK 06/06/2024
INVOICE 04/01/2024 4926-AR13372
EFT 06/06/2024
INVOICE 05/20/2024 INET22672
EFT 06/06/2024
INVOICE 05/13/2024 20240513
CHECK 06/06/2024
INVOICE 05/14/2024 2024-0514-A
CHECK 06/20/2024
INVOICE 05/14/2024 2024-0514-D
CHECK 06/20/2024
INVOICE 05/14/2024 2024-0514-H
CHECK 06/20/2024
INVOICE 05/14/2024 2024-0514-K
CHECK 06/20/2024
INVOICE 05/10/2024 1
CHECK 06/20/2024
INVOICE 06/05/2024 12221B
CHECK 06/20/2024
INVOICE 06/05/2024 605204
CHECK 06/20/2024
INVOICE 06/24/2024 2024-01
CHECK 06/27/2024
INVOICE 06/17/2024 1042 DESERT

RECREATION
COMM ASSIST-SWIM VOUCHERS $3,300.00
DANIEL TALBOT 6/24 CSTI HAZ MAT IC COURSE $2,000.00
CHECK NUMBER 10014115 $2,000.00
MATTHEW G.

WALLEN
6/24-6/28 ROPE RESCUE TRAINING COURSE $2,400.00
CHECK NUMBER 10014059 $2,400.00
KEELIN JACKSON INSTLL. OF ELEC. OUTLETS FOR RSVR
AMBULANCES-FS412
$3,450.00
CHECK NUMBER 10014073 $3,450.00
BOSLEY, SIDNEY CC WATERSMART LANDSCAPES $1,000.00
CHECK NUMBER 10014041 $1,000.00
MOORE, ROBERT MED REIM INCIDENT 2312C-0696 TRIP 12/06/23 $120.28 CHECK NUMBER 10014081 $120.28
KRINGS, DUANE MED REIM INCIDENT 2309C-3368 TRIP 09/22/23 $200.00 CHECK NUMBER 10014075 $200.00
CIRLOS, RUBEN MED REIM INCIDENT 2402C-1578 TRIP 02/11/24 $821.06 CHECK NUMBER 10014057 $821.06
ROMIG, SUSANNA MED REIM INCIDENT 2303C-4167 TRIP 03/28/23 $21.61 CHECK NUMBER 10014091 $21.61

ZUNIGA, MELISSA
YVETTE

REFUND OF MONEY TAKEN FOR SAFEKEEPING
11/21/2023
$150.00
CHECK NUMBER 10014037 $150.00
CALWEN, INC. SWIFT WATER RESCUE SUPPLIES $7,580.43
EFT NUMBER 7410 $7,580.43

METROPOLITAN

TRANSPORTATION

COMMISSION
STREETSAVER ANNUAL SUBS 5.1.24-4.30.25 $3,500.00
EFT NUMBER 7455 $3,500.00
HAYNES, LOUISE CC WATERSMART LANDSCAPES $1,000.00
CHECK NUMBER 10014011 $1,000.00
R3 CONSULTING
GROUP, INC.

SW FRAN FEE STUDY TO 3/8/24 $10,000.00
SW FRAN FEE STUDY TO 5/14/24 $10,000.00
EFT NUMBER 7468 $20,000.00

MNS ENGINEERS,
INC.

FEB24 PROFESSIONAL SERVICES $9,185.00
MAR24 PROFESSIONAL SERVICES $7,410.00
EFT NUMBER 7459 $16,595.00

CAT CITY CAR WASH,
LLC
MONTHLY WASH AGREEMENT - 05/2024 $500.00
EFT NUMBER 7508 $500.00

ANTHEM SPORTS,
LLC
BACKSTOP FOR CENTURY PARK $9,458.30
EFT NUMBER 7401 $9,458.30
Z&K CONSULTANTS 5.24 HSIP 9A SIGNAL IMPROVEMENTS $13,246.00 CHECK NUMBER 10014109 $13,246.00
EXPONENT, INC. 3.24 PROF SVCS $5,644.50

4.24 PROF SVCS $1,599.00
EFT NUMBER 7425 $7,243.50
TERRY ROSBACK LIGHTING INSTALLATION - LIBRARY $8,880.64 NEW RECEPTACLE INSTALLATION - CIVCTR 2ND
FLOOR
$896.00
EFT NUMBER 7477 $9,776.64

TENNIS COURT LIGHTING - PANORAMA PK
LLD17
$4,040.26
EFT NUMBER 7583 $4,040.26

STATE OF

CALIFORNIA

FSTEP TRAINING - ICS FOR EXPANDING

INCIDENTS
$825.00
CHECK NUMBER 10014098 $825.00
PTS

COMMUNICATIONS,
INC.

JUN24 PUBLIC PAYPHONE $35.00
CHECK NUMBER 10014088 $35.00
FOUNTAIN - ADDTL. PARTS AND LABOR $8,071.98
EFT NUMBER 7640 $14,818.89
CHECK 06/27/2024
INVOICE 06/24/2024 311370
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020726-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020725-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020717-
2024
CHECK 06/27/2024
INVOICE 04/30/2024 REC-019500-
2024
CHECK 06/27/2024
INVOICE 06/11/2024 REC-020429-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020723-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020724-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020734-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020732-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020730-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020735-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020738-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020740-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020718-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020721-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020736-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020737-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020728-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020731-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020739-
2024
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020733-
2024
CHECK NUMBER 10014138 $450.00
BLDG-2872-2023 $177.20
CHECK NUMBER 10014137 $170.40
BLDG-REGR-24-0003 $450.00
CHECK NUMBER 10014136 $100.00
BLDG-2635-2023 $170.40
CHECK NUMBER 10014135 $431.60
ENG-PARK-24-0006 $100.00
CHECK NUMBER 10014134 $549.58
BLDG-3033-2023 $431.60
CHECK NUMBER 10014133 $100.00
BLDG-EXP-24-0167 $549.58
CHECK NUMBER 10014132 $100.00
ENG-PARK-24-0005 $100.00
CHECK NUMBER 10014131 $113.60
ENG-PARK-24-0003 $100.00
CHECK NUMBER 10014130 $293.35
BLDG-EXP-24-0229 $113.60
CHECK NUMBER 10014129 $275.02
BLDG-0130-2024 $293.35
CHECK NUMBER 10014128 $195.20
BLDG-EXP-24-0123 $275.02
CHECK NUMBER 10014127 $396.80
BLDG-0040-2024 $195.20
CHECK NUMBER 10014126 $227.20
BLDG-3042-2023 $396.80
CHECK NUMBER 10014125 $100.00
BLDG-EXP-24-0064 $227.20
CHECK NUMBER 10014124 $100.00
PARK-0377-2024 $100.00
CHECK NUMBER 10014123 $100.00
ENG-PARK-24-0004 $100.00
CHECK NUMBER 10014122 $100.00
PARK-0408-2024 $100.00
CHECK NUMBER 10014121 $100.00
PARK-0331-2024 $100.00
EPL REFUNDS ENG-PARK-24-0002 $100.00
CHECK NUMBER 10014119 $100.00
PARK-0438-2024 $100.00
CHECK NUMBER 10014120 $100.00
ENG-PARK-24-0009 $100.00
ICE SHAKER, INC. CUSTOM SHAKER BOTTLES - FD $1,663.27
CHECK NUMBER 10014147 $1,663.27

RECREATION
FOUNDATION CHECK NUMBER 10014116 $3,300.00
CHECK 06/27/2024
INVOICE 06/25/2024 REC-020729-
2024
CHECK 06/27/2024
INVOICE 06/24/2024 20240624
CHECK 06/27/2024
INVOICE 06/12/2024 24-00297
CHECK 06/27/2024
INVOICE 06/11/2024 2024-0611-B
CHECK 06/27/2024
INVOICE 06/11/2024 2024-0611-D
CHECK 06/27/2024
INVOICE 06/11/2024 2024-0611-E
CHECK 06/27/2024
INVOICE 06/11/2024 2024-0611-G
CHECK 06/27/2024
100-300-330-334-8200-8216 SHOP SUPPLIES $10,307.01 100-300-330-334-8400-8401 FLEET MAINTENANCE & OPERATIONS $1,756.59 100-300-330-334-8200-8201 MATERIALS & SUPPLIES $430.54 100-300-330-334-8300-8301 MAINTENANCE AND OPERATIONS $1,465.78 100-300-330-332-8200-8201 MATERIALS & SUPPLIES $11,526.27 100-300-330-332-8700-8701 CONFERENCE/MEETING/TRAINING $8,825.00 100-000-000-000-2120-2124 PREPAID EXPENSES $20,111.88 100-300-330-331-8200-8201 MATERIALS & SUPPLIES $5,608.28 100-900-910-911-6500-6507 PARAMEDIC SERVICE FEES $7,321.23 100-300-330-331-8600-8601 PROFESSIONAL & TECHNICAL SVCS $1,710.00 100-300-330-331-8300-8301 MAINTENANCE AND OPERATIONS $954.70 100-300-330-332-8400-8401 FLEET MAINTENANCE & OPERATIONS $14,158.42 100-300-330-332-8200-8217 UNIFORMS AND SAFETY GEAR $39,202.87 100-400-410-411-8500-8505 STREET UTILITIES INTERIOR $26,566.85 100-400-410-411-8500-8501 ELECTRIC $177.10 100-400-480-481-8500-8501 ELECTRIC $37,926.69 100-500-510-511-8500-8501 ELECTRIC $6,661.30 100-500-510-511-8600-8610 LEGAL FEES $667.44 100-400-480-481-8500-8509 GAS $806.92 100-100-140-141-8300-8301 MAINTENANCE AND OPERATIONS $548.01 100-100-140-141-8600-8601 PROFESSIONAL & TECHNICAL SVCS $35,520.20 100-300-310-314-8500-8503 INTERNET $1,149.94 100-100-150-150-8600-8601 PROFESSIONAL & TECHNICAL SVCS $12,600.00 100-400-480-481-8400-8401 FLEET MAINTENANCE & OPERATIONS $245.05 100-100-150-157-8600-8610 LEGAL FEES $15,068.72 100-400-480-481-8500-8503 INTERNET $240.06 100-400-410-411-8300-8301 MAINTENANCE AND OPERATIONS $53,391.00 100-000-000-000-3150-3162 USE TAX PAYABLE - STATE ($890.94) 100-000-000-000-3150-3163 USE TAX PAYABLE - COUNTY ($61.47) 100-400-480-481-8300-8301 MAINTENANCE AND OPERATIONS $89,254.27 100-400-480-481-8200-8201 MATERIALS & SUPPLIES $11,014.99 FUND 100 GENERAL FUND
100-500-510-511-9400-9416 TFR OUT 261 LAND/LIGHT DIST $19,749.17 100-000-000-000-3150-3164 USE TAX PAYABLE - CITY ($300.97) 100-400-480-481-8300-8302 REPAIRS AND MAINTENANCE $122,753.58 100-300-310-312-8400-8403 FLEET FUEL $1,574.41 DEMAND MONTHLY TOTALS $11,033,825.12 $11,033,825.12

DISTRIBUTION SUMMARY
LOGAN, ARNOLD MED REIM INCIDENT 2209C-5155 TRIP 9/21/22 $56.00 CHECK NUMBER 10014149 $56.00
POPESCU, MICHAEL MED REIM INCIDENT 2308C-0801 TRIP 8/07/23 $579.95 CHECK NUMBER 10014156 $579.95
NESBITT, GLEN MED REIM INCIDENT 2209C-3663 TRIP 9/15/22 $48.00 CHECK NUMBER 10014151 $48.00

WHITEHURST,

WILLIAM
MED REIM INCIDENT 2312C-3333 TRIP 12/23/23 $120.98
CHECK NUMBER 10014166 $120.98
J&N TACTICAL DR SWAT - ENTRY TOOLS $4,785.00
CHECK NUMBER 10014148 $4,785.00
CHECK NUMBER 10014140 $108.80
OTX TRAINING, INC. POST TUIT. DIGNITARY PROTECTION 7/8-7/12

RIVERA, A
$1,200.00
CHECK NUMBER 10014152 $1,200.00
CHECK NUMBER 10014139 $177.20
BLDG-2801-2023 $108.80
100-300-310-312-8300-8301 MAINTENANCE AND OPERATIONS $994.38 100-100-150-150-8200-8221 NONCAPITAL EQUIP - COMPUTERS $2,475.76 100-300-310-312-8400-8405 FLEET LEASES $16,034.88 100-300-310-312-8200-8217 UNIFORMS AND SAFETY GEAR $2,164.40 100-300-310-312-8200-8216 SHOP SUPPLIES $11,118.69 100-300-310-312-8400-8401 FLEET MAINTENANCE & OPERATIONS $27,591.98 100-100-130-132-8600-8601 PROFESSIONAL & TECHNICAL SVCS $7,854.00 100-300-310-312-8600-8601 PROFESSIONAL & TECHNICAL SVCS $6,869.25 100-100-130-132-8600-8610 LEGAL FEES $1,930.08 100-100-130-132-8600-8621 PRE-EMPLOYMENT SERVICES $3,738.61 100-100-130-142-8500-8502 TELEPHONE $4,628.88 100-100-150-152-8600-8610 LEGAL FEES $13,999.59 100-100-130-142-8500-8503 INTERNET $5,721.72 100-100-130-142-8500-8506 TRASH/OTHER UTILITIES $315.35 100-100-130-142-8300-8301 MAINTENANCE AND OPERATIONS $1,750.00 100-100-130-142-8200-8201 MATERIALS & SUPPLIES $187.38 100-100-130-142-8200-8222 NONCAPITAL EQUIP - OTHER $4,307.27 100-100-130-142-8200-8221 NONCAPITAL EQUIP - COMPUTERS $20,084.60 100-300-310-312-8200-8201 MATERIALS & SUPPLIES $2,103.58 100-100-110-111-8800-8802 INFRASTRUCTURE $24,558.10 100-300-310-311-8500-8506 TRASH/OTHER UTILITIES $184.58 100-300-310-311-8200-8201 MATERIALS & SUPPLIES $2,405.10 100-500-510-511-8200-8201 MATERIALS & SUPPLIES $3,121.93 100-100-150-156-8600-8601 PROFESSIONAL & TECHNICAL SVCS $84,323.92 100-100-140-141-8200-8220 ADVERTISING $285.42 100-900-910-911-8500-8502 TELEPHONE $35.00 100-100-150-157-8300-8301 MAINTENANCE AND OPERATIONS $715.44 100-100-140-141-8200-8201 MATERIALS & SUPPLIES $1,308.82 100-100-150-152-8300-8301 MAINTENANCE AND OPERATIONS $57.47 100-100-150-155-8300-8301 MAINTENANCE AND OPERATIONS $57.47 100-100-150-156-8300-8301 MAINTENANCE AND OPERATIONS $175.45 100-100-130-135-8300-8301 MAINTENANCE AND OPERATIONS $560.60 100-100-130-131-8300-8301 MAINTENANCE AND OPERATIONS $174.01 100-100-130-133-8300-8301 MAINTENANCE AND OPERATIONS $174.01 100-100-110-111-8300-8301 MAINTENANCE AND OPERATIONS $174.02 100-100-130-134-8300-8301 MAINTENANCE AND OPERATIONS $174.02 100-900-910-911-8300-8301 MAINTENANCE AND OPERATIONS $84,466.12 100-100-130-132-8300-8301 MAINTENANCE AND OPERATIONS $174.02 100-000-000-000-3320-3332 STATE MOBILE HOME PAYABLE $26,295.00 100-300-310-311-8300-8301 MAINTENANCE AND OPERATIONS $1,711.03 100-100-150-150-6500-6529 PLANNING PLAN REVIEW ($44,648.91) 100-100-150-150-8200-8209 SPECIAL REVENUE EXPENDITURES $44,648.91 100-300-310-314-8500-8502 TELEPHONE $1,113.23 100-100-150-150-3320-3331 COMMUNITY DEVELOPMENT DEPOSITS $44,648.91 100-100-130-133-8200-8201 MATERIALS & SUPPLIES $415.15 100-100-150-155-8600-8601 PROFESSIONAL & TECHNICAL SVCS $79,894.08 100-300-330-332-8200-8222 NONCAPITAL EQUIP - OTHER $29,483.98 100-100-130-133-8200-8221 NONCAPITAL EQUIP - COMPUTERS $1,560.87 100-300-330-331-8500-8503 INTERNET $3,444.51 100-300-330-332-8200-8218 SMALL TOOLS $7,843.19 100-300-330-331-8200-8217 UNIFORMS AND SAFETY GEAR $4,872.00 100-300-330-334-8600-8601 PROFESSIONAL & TECHNICAL SVCS $9,042.00 100-300-330-332-8300-8301 MAINTENANCE AND OPERATIONS $5,000.00 100-000-000-000-3320-3360 PARK DEPOSITS $1,100.00 100-300-330-332-8600-8601 PROFESSIONAL & TECHNICAL SVCS $46,271.82 100-000-000-000-3120-3122 FEDERAL INCOME TAX PAYABLE $218,483.71 100-000-000-000-3120-3146 ICMA ROTH 457 DEF COMP $2,357.54 100-000-000-000-3120-3130 SECTION 125 BENEFIT PLANS $30,964.30 100-000-000-000-3120-3138 ICMA 457 DEF COMP $116,250.37 100-000-000-000-3120-3144 ICMA 401(A) DEF COMP $22,499.47 100-000-000-000-3120-3124 STATE INCOME TAX PAYABLE $91,069.54 100-000-000-000-3120-3132 GARNISHMENTS $5,237.92 100-100-130-134-8200-8201 MATERIALS & SUPPLIES $2,960.10 100-000-000-000-3120-3126 PERS CONTRIBUTION $202,866.43 100-100-130-135-8600-8610 LEGAL FEES $8,402.38 100-100-130-135-8600-8601 PROFESSIONAL & TECHNICAL SVCS $18,359.00 100-300-310-313-8300-8301 MAINTENANCE AND OPERATIONS $2,562.95 100-300-310-313-8600-8601 PROFESSIONAL & TECHNICAL SVCS $326.00 100-100-150-157-8200-8221 NONCAPITAL EQUIP - COMPUTERS $719.61 100-100-130-132-8200-8201 MATERIALS & SUPPLIES $21.82 100-100-150-155-8500-8503 INTERNET $80.02 100-300-310-311-8500-8503 INTERNET $4,978.87 100-100-150-156-8500-8503 INTERNET $80.02 100-100-150-157-8500-8503 INTERNET $447.63 100-100-150-152-8200-8201 MATERIALS & SUPPLIES $461.50 100-100-150-152-8600-8601 PROFESSIONAL & TECHNICAL SVCS $286.05 100-100-130-132-8200-8219 POSTAGE SHIPPING AND FREIGHT $9.82 100-100-150-157-8400-8401 FLEET MAINTENANCE & OPERATIONS $247.01 100-100-150-152-8200-8221 NONCAPITAL EQUIP - COMPUTERS $433.39 100-900-910-911-6500-6533 ADMIN SUPPORT REIMBURSEMENT ($146.25) 100-100-150-156-8200-8221 NONCAPITAL EQUIP - COMPUTERS $583.33 100-300-310-311-8600-8610 LEGAL FEES $1,112.14 100-900-910-911-8650-8662 SALES TAX SHARING AGREEMENT $10,282.00 100-100-150-156-8400-8401 FLEET MAINTENANCE & OPERATIONS $932.15 100-500-510-511-8500-8504 WATER $17,957.85 100-100-140-141-8600-8610 LEGAL FEES $3,246.97 100-100-130-131-8600-8610 LEGAL FEES $981.15 100-100-130-134-8600-8601 PROFESSIONAL & TECHNICAL SVCS $8,222.35 100-000-000-000-3140-3141 CURC ACCTS PAYABLE $3,294.00 100-900-910-911-6500-6505 POLICE REIMBURSEMENT $15.00 100-900-910-911-8300-8327 CREDIT CARD FEES $5,723.43 100-900-910-911-6800-6802 INTEREST TO BE ALLOCATED $549.60 100-400-480-481-8600-8601 PROFESSIONAL & TECHNICAL SVCS $5,107.20 100-100-130-133-8600-8601 PROFESSIONAL & TECHNICAL SVCS $6,814.08 100-300-330-331-8200-8219 POSTAGE SHIPPING AND FREIGHT $38.12 100-300-330-331-8500-8506 TRASH/OTHER UTILITIES $273.66 100-500-510-513-8200-8201 MATERIALS & SUPPLIES $2,184.05 100-900-910-911-8600-8601 PROFESSIONAL & TECHNICAL SVCS $8,046.00 100-400-480-481-8500-8504 WATER $4,794.38 100-400-410-411-8500-8503 INTERNET $40.01 100-100-150-156-8200-8201 MATERIALS & SUPPLIES $2,183.23 100-400-410-411-8500-8504 WATER $1,748.14 100-100-130-133-8200-8220 ADVERTISING $2,975.00 100-100-130-133-8200-8209 SPECIAL REVENUE EXPENDITURES $2,058.44 100-100-130-131-8200-8201 MATERIALS & SUPPLIES $12.58 100-100-130-133-8600-8610 LEGAL FEES $1,553.84 100-100-110-111-8650-8658 COMMUNITY ASSISTANCE $7,300.00 100-100-150-155-8600-8610 LEGAL FEES $865.63 100-400-410-411-8200-8201 MATERIALS & SUPPLIES $3,346.72 100-400-410-411-8400-8401 FLEET MAINTENANCE & OPERATIONS $6,123.32 FUND 243 SUB-TOTAL $351,215.51
243-100-150-156-8800-8802 INFRASTRUCTURE $209,060.53 243-400-410-411-8300-8302 REPAIRS AND MAINTENANCE $57,929.76 243-400-460-461-8200-8201 MATERIALS & SUPPLIES $2,117.96 243-400-460-461-8200-8217 UNIFORMS AND SAFETY GEAR $248.74 FLEET MAINTENANCE & OPERATIONS $8,042.72
243-400-460-461-8300-8301 MAINTENANCE AND OPERATIONS $56,315.91 FUND 241 SUB-TOTAL $63,285.23
FUND 243 MEASURE A TRANSPORTATION
243-400-460-461-8500-8505 STREET UTILITIES INTERIOR $17,145.24 243-400-460-461-8500-8504 WATER $335.05 243-400-460-461-8500-8501 ELECTRIC $19.60 243-400-460-461-8400-8401
241-400-460-461-8200-8201 MATERIALS & SUPPLIES $2,118.05 241-400-460-461-8200-8217 UNIFORMS AND SAFETY GEAR $248.76 FUND 241 GAS TAX / HIGHWAY USERS TAX
241-400-460-461-8500-8504 WATER $335.08 241-400-460-461-8500-8501 ELECTRIC $19.60 241-400-460-461-8400-8401 FLEET MAINTENANCE & OPERATIONS $8,042.82 241-400-460-461-8300-8301 MAINTENANCE AND OPERATIONS $52,520.92 FUND 240 TRANSPORTATION DEVELOPMENT ACT
240-100-150-156-8800-8802 INFRASTRUCTURE $78,509.58 FUND 240 SUB-TOTAL $78,509.58
FUND 236 PUBLIC EDUC & GOVT ACCESS
236-900-910-911-8200-8201 MATERIALS & SUPPLIES $217.34 236-900-910-911-8600-8601 PROFESSIONAL & TECHNICAL SVCS $900.00 FUND 236 SUB-TOTAL $1,117.34
FUND 233 TRAFFIC SAFETY
233-100-150-156-8600-8601 PROFESSIONAL & TECHNICAL SVCS $57.10 233-900-910-911-8600-8601 PROFESSIONAL & TECHNICAL SVCS $4,561.51 FUND 233 SUB-TOTAL $4,618.61
100-100-130-134-8600-8610 LEGAL FEES $2,000.43 FUND 100 SUB-TOTAL $2,198,306.53
100-300-310-311-8700-8708 POST REIMBURSABLE TRAINING $2,582.00 100-300-310-311-8500-8502 TELEPHONE $241.36 100-900-910-911-6400-6411 ANIMAL LICENSES ($10,819.00) 100-300-310-311-8200-8219 POSTAGE SHIPPING AND FREIGHT $5.27 100-300-310-311-8600-8601 PROFESSIONAL & TECHNICAL SVCS $2,475.00 100-300-310-317-8600-8601 PROFESSIONAL & TECHNICAL SVCS $52,154.14 100-400-480-481-8600-8610 LEGAL FEES $170.63 100-300-310-312-8010-8011 REGULAR SALARIES $13,825.14 100-100-150-156-8600-8610 LEGAL FEES $7,248.16 100-500-510-513-8600-8610 LEGAL FEES $170.63 100-100-121-121-8600-8610 LEGAL FEES $21,274.16 100-500-510-511-8300-8301 MAINTENANCE AND OPERATIONS $13,735.00 100-900-910-911-6400-6403 BUILDING/CONSTRUCTION PERMITS $3,187.90 100-900-910-911-6500-6528 BUILDING PLAN REVIEW $135.00 100-900-910-911-8600-8604 ADMIN CONSULTING SERVICES $292.00 100-900-910-911-8700-8701 CONFERENCE/MEETING/TRAINING $150.00 100-100-150-157-8700-8701 CONFERENCE/MEETING/TRAINING $500.00 100-100-150-157-8600-8601 PROFESSIONAL & TECHNICAL SVCS $5,250.00 100-100-130-134-8200-8228 PRINTING $12,832.50 100-300-330-331-8200-8228 PRINTING $12,832.50 100-000-000-000-3120-3125 MEDICARE TAX PAYABLE $57,032.78 100-300-330-331-8600-8610 LEGAL FEES $3,186.52 100-000-000-000-3120-3123 SOC SECURITY TAX PAYABLE $1,788.28 611-000-000-000-8800-8801 EQUIPMENT $2,778.75 FUND 611 SUB-TOTAL $97,686.91
FUND 611 EQUIPMENT REPLACEMENT
611-000-000-000-2120-2124 PREPAID EXPENSES $165.96 611-000-000-000-2110-2123 FUEL - LIQUID $34,666.88 611-000-000-000-2120-2126 FUEL - CNG $40.79 611-000-000-000-8800-8807 VEHICLES $60,034.53 FUND 561 SUCCESSOR TO HOUSING FUNCTION
561-900-910-911-8600-8610 LEGAL FEES $3,360.23 FUND 561 SUB-TOTAL $3,360.23
FUND 536 2014 TAB REFUNDING
536-000-000-000-1130-1133 CASH WITH FISCAL AGENT $3,244,490.19 FUND 536 SUB-TOTAL $3,244,490.19
FUND 352 ASSESSMENT DIST 03-01 CAPITAL
352-100-150-156-8800-8802 INFRASTRUCTURE $482,865.16 FUND 352 SUB-TOTAL $482,865.16
FUND 331 CAPITAL PROJECTS
331-100-150-155-8200-8209 SPECIAL REVENUE EXPENDITURES $23,726.04 331-100-150-156-8600-8601 PROFESSIONAL & TECHNICAL SVCS $23,149.64 331-100-150-156-8800-8802 INFRASTRUCTURE $962,513.22 FUND 331 SUB-TOTAL $1,009,388.90
FUND 271 PARK FACILITIES
271-500-510-511-8600-8601 PROFESSIONAL & TECHNICAL SVCS $47,452.50 FUND 271 SUB-TOTAL $47,452.50
261-000-000-000-2120-2124 PREPAID EXPENSES $770.00 FUND 261 SUB-TOTAL $57,678.07
261-500-510-511-8500-8507 STREET UTILITIES ARTERIAL $4,578.30 261-500-510-511-8500-8504 WATER $6,218.15 FUND 261 LANDSCAPE & LIGHTING DISTRICTS
261-500-510-511-8300-8301 MAINTENANCE AND OPERATIONS $56,475.03 261-500-510-511-7300-7301 TFR IN 100 GENERAL FUND ($19,749.17) 261-500-510-511-8500-8501 ELECTRIC $2,465.71 261-500-510-511-8500-8505 STREET UTILITIES INTERIOR $6,920.05 FUND 255 POLICE NON-GRANT
255-300-310-311-8200-8209 SPECIAL REVENUE EXPENDITURES $15,765.74 FUND 255 SUB-TOTAL $15,765.74
FUND 251 COMM DEV BLOCK GRANT
251-900-910-911-8200-8201 MATERIALS & SUPPLIES $621.96 251-100-150-156-8800-8802 INFRASTRUCTURE $156,560.00 251-900-910-911-8600-8601 PROFESSIONAL & TECHNICAL SVCS $1,330.00 FUND 251 SUB-TOTAL $158,511.96
FUND 246 SUB-TOTAL $1,840,501.99
FUND 248 ROAD REHAB & MAINT ACT
248-100-150-156-8800-8802 INFRASTRUCTURE $5,009.50 FUND 248 SUB-TOTAL $5,009.50
246-900-910-911-8200-8228 PRINTING $1,373.97 246-900-910-911-8600-8610 LEGAL FEES $5,213.32 246-900-910-911-8650-8658 COMMUNITY ASSISTANCE $2,000.00 246-900-910-911-8200-8209 SPECIAL REVENUE EXPENDITURES $1,074.00 ENVIRONMENTAL SERVICES $42,704.46
246-900-910-911-8300-8301 MAINTENANCE AND OPERATIONS $35,443.62 FUND 246 SOLID WASTE/RECYCLING
246-000-000-000-3110-3116 BURRTEC PAYABLE $1,722,441.04 246-900-910-911-8200-8201 MATERIALS & SUPPLIES $29,626.56 246-900-910-911-8200-8220 ADVERTISING $625.02 246-900-910-911-8600-8620
TOTAL $11,033,825.12
FUND 711 SUB-TOTAL $20,078.97
FUND 999 SUSPENSE
999-000-000-000-3110-3110 P-CARD PAYABLE $12,317.89 999-000-000-000-1130-1137 WELLS FARGO INVESTMENTS $500,000.00 FUND 999 SUB-TOTAL $512,317.89
FUND 711 SPECIAL DEPOSITS
711-000-000-000-3320-3323 DEPOSITS ACH INTRANSIT $5,435.21 711-000-000-000-3320-3326 MSHCP FEE $14,625.00 711-000-000-000-3320-3329 BSA FEE $4.00 711-000-000-000-3320-3335 GENERAL PLAN MAINT SURCHARGE $14.76 FUND 613 TECHNOLOGY
613-000-000-000-2140-2146 CONSTRUCTION WORK IN PROCESS $1,400.00 613-900-910-911-6450-6451 DEVELOPMENT IMPACT FEES $47.09 FUND 613 SUB-TOTAL $1,447.09
612-000-000-000-2120-2124 PREPAID EXPENSES $375,028.54 FUND 612 SUB-TOTAL $840,217.22
612-100-122-122-8020-8028 VISION INSURANCE-ACTIVE $5,098.91 612-100-122-122-8020-8040 VISION INSURANCE-RETIREE $4,238.58 612-100-122-122-8020-8027 DENTAL INSURANCE-ACTIVE $14,620.18 612-100-122-122-8020-8039 DENTAL INSURANCE-RETIREE $17,996.48 612-100-122-122-8020-8031 SHORT TERM DISABILITY INSURANC $21,675.59 612-100-122-122-8020-8030 LONG TERM DISABILITY INSURANCE $6,618.28 FUND 612 INSURANCE
612-100-122-122-8300-8305 GENERAL CLAIMS & JUDGMENTS $163.08 612-100-122-122-8020-8032 MEDICAL INSURANCE-ACTIVE $344,564.77 612-100-122-122-8020-8041 MEDICAL INSURANCE-RETIREE $33,234.13 612-100-122-122-8020-8029 LIFE INSURANCE $16,978.68 CREDIT CARD STATEMENTS ATTACHED:

EMPLOYEES

ANNE AMBROSE

KEVIN BIERSACK

MICHAEL CONTRERAS

GEORGE CRUM

ANDREW FIRESTINE

CHRISTINA HARRISON

TRACEY HERMOSILLO

RYAN HUNT

JENNIFER NELLIS

DEANNA PRESSGROVE

CRAIG SANBORN

EUGENIA TORRES

STEPHEN TUMIR
CREDIT CARD STATEMENTS WITH ZERO BALANCE:

EMPLOYEES

JOHN CORELLA

CHRISTOPHER JACKSON

JEREMY POWERS

ROBERT WILLIAMS

■ ANDREW FIRESTINE account ending

Page 3 of 4 ends

Cathedral City City CouncilJuly 24, 2024

Cathedral City City Council
July 24, 2024