Agenda packet — Cathedral City City Council, November 13, 2024 (part 2 of 3)

Transaction Details
Trans Post Reference Number Description Credits Charges 09/16 09/16 8530961 LMWGNVJA5V TACOS MORE FONTANA CA 1,088.27 09/17 09117 8543154LNLD42Y21F IAOP 703-836-6767 VA 375.00 09/17 09/17 8271116LN0003HL TO PMW ASSOCIATES SAN CLEMENTE CA 1,081.50 09/21 09/21 5543286L T5V5S8NS9 GANNETT MEDIA CO 888-426-0491 VA 16.99 09/24 09/24 5541734LXTQR7HZNS DELTA 00622705650?00 DELTA.COM CA 466.74

CRUM JR/GEORGE
11/17/24 1 ONTARIO ATLANTA
11/30/24 2 ATLANTA ONTARIO
09/24 09/24 5541734LXTQR7 J3PM DELTA 00641202249310 DEL TA. COM CA 4.99 ...... CRUMJR/GEORGESC ''
N ...
09/24/24 1 LOS ANGELES LOS ANGELES
09/24 09/24 5541734LXTQR7 J3R6 DELTA 00622708358020 DELTA.COM CA 184.61

CRUM JR/GEORGE
11/17/24 1 ONTARIO ATLANTA
11/30/24 2 KNOXVILLE ATLANTA
11130/24 3 ATLANTA ONTARIO
10/04 10/04 7536943M7D1 NGTHHS TOMMY BAHAMA MIRAMONTE INDIAN WELLS CA 1,218.82 CHECK-IN 10/01/24 FOLIO #0000152287

■ ANDREW FIRESTINE account ending

Page 3 of 4 ends

Important Information
$0- $6,031.80 WILL BE DEDUCTED FROM YOUR ACCOUNT AND
CREDITED AS YOUR AUTOMATIC PAYMENT ON 11/09/24. THE

AUTOMATIC PAYMENT AMOUNT WILL BE REDUCED BY ALL PAYMENTS POSTED ON OR BEFORE THIS DATE.

Transaction Details
Trans Post Reference Number Description Credits Charges 09/16 09/16 B702130LL00088GEX ICSC-NY NEW YORK NY 1,500.00 .. 09/17 09/17 B535335LMQP06D0DD PAYPAL *COACHELLA V CO 4029357733 CA 1,750.00 09/18 09/18 8271116LP0008PW6R ICSC-NY NEW YORK NY 625.00 09/18 09/1B B271116LP0008RAZ3 ICSC·NY NEW YORK NY 625.00 09/19 09/19 8550039LPS66MDTP9 CALIFORNIA ASSOCIATION 916-4488252 CA 120.00 09/19 09/19 7530637LP564R 1 BSW MUNICIPAL MANAGEMENT A 877-3147080 CA 400.00 09/19 09/19 7530637LP564R1BS 2 MUNICIPAL MANAGEMENT A 877-3147080 CA 400.00 09/20 09/20 5543286LR 5SXW9XE6 INT'L CODE COUNCIL INC 888-422-7233 IL 375.73 09/23 09/23 5543687LW7LLHE2MA THE MISSION INN RIVERSIDE CA 416.56 CHECK-IN 09/23/24 FOLIO #23945804
09/23 09/23 5543687LW7LLHE21 B THE MISSION INN RIVERSIDE CA 416.56 CHECK-IN 09/23/24 FOLIO #23945571
09/23 09/23 5543687LW7LLHE22L THE MISSION INN RIVERSIDE CA 624.84 CHECK-IN 09/23/24 FOLIO #23835864
10/01 10/01 5543687M47YOZFKDD THE MISSION INN RIVERSIDE CA 75.00 CHECK-IN 09/28/24 FOLIO #23835864
10/01 10/01 5543687M47YOZFKEZ THE MISSION INN RIVERSIDE CA 10.82 CHECK-IN 09/28/24 FOLIO #23945804
10/01 10/01 5543687M47YOZFKP6 THE MISSION INN RIVERSIDE CA 75.00 CHECK-IN 09/28/24 FOLIO #23945571
10/01 10/01 5543687M47YOZFK1T THE MISSION INN RIVERSIDE CA 75.00 CHECK-IN 09/28/24 FOLIO #23945804

Staff Report
City Council
Item No. 3.D
Meeting Date: November 13, 2024
From: John A. Corella - Director of Public Works
Title: Reject Bids for the Construction of the Public Works Yard Fence Replacement Project
RECOMMENDATION:

To reject all bids received for the construction of the Public Works Yard Fence Replacement project; and direct staff to include the project in the next biennial budget.

BACKGROUND:

The city’s Public Works (PW) Maintenance Yard (Yard) is in dire need of replacement the perimeter fence. The current perimeter chain link fence was installed over 30 years ago and the cost of maintaining the gates and fence have increased significantly over the years. The existing chain link fencing is easy to cut through and staff often finds large areas of the fence damaged and cut open allowing trespassers access to the Yard after hours. Thus, the Public Works Yard Fence Replacement project was included in the FY 2023-2024 biennial budget.

The scope of the project includes the removal, disposal, and salvage of the existing chain link perimeter fence at the PW Yard and installation of new perimeter anti-climb anti-cut fencing, including furnishing all supervision, labor, materials, equipment and tools, utility work, traffic control, and public services coordination required for the completion of the project.

On September 11, 2024, the City Council rejected the bids received due to a substantial change in the height and design of the fencing.

DISCUSSION:

On September 25, 2024, the City advertised an invitation to bid, requesting qualified contractors to perform the described scope of work found in Bid No. B24-65E, which includes the plans and specifications for this project. This solicitation was made available to contractors for fifteen (15) calendar days and advertised in the following locations:
•Desert Sun – Published on September 25, 2024, and October 2, 2024 •PlanIt Print Works – From September 25, 2024, until October 10, 2024 •City Website – From September 25, 2024, until October 10, 2024 On October 10, 2024, the City received three (3) bid proposals for this project. The following table lists each bidder by total cost:

RANK CONTRACTOR AMOUNT
1 FenceCorp Inc. (Riverside, CA) $286,382.00
2 EcoMaster (Rancho Mirage, CA) $343,755.12*
3 AB Fence Company, Inc. (Beaumont, CA) $397,642.00*
*Contractor’s bid price corrected for incorrect addition of bid prices.

City staff reviewed the bids received and evaluated available funding for the project. It was determined that the Public Works Yard Fence Replacement Project should be postponed and included in the next biennial budget.

Engineering staff is recommending the City Council to reject all bids received for the construction of the Public Works Yard Fence Replacement project; and direct staff to include the project in the next biennial budget.

FISCAL IMPACT:

This recommended action will not have a fiscal impact in the current fiscal year (2024/2025).

City staff will propose to fund the project from the Environmental Fund and General Fund, Facilities Division in the next biennial budget. The proposed funding and estimated budget is shown in the table below:

FISCAL YEAR DESCRIPTION

GENERAL
LEDGER

ACCOUNT
CODES

PROJECT
CODE AMOUNT ONE TIME or

ONGOING
2025-2026 Environmental Fund 246-900-910-
911-8300-8301 M08819 $225,000.00 ONE TIME
2025-2026 General Fund 100-400-480-
481-8300-8301 M08819 $225,000.00 ONE TIME
Totals $450,000.00
FIVE-YEAR STRATEGIC PLAN:

Goal B: Community Investment
Objective: Cathedral City roads, gateways, public spaces, and other city infrastructure are well planned, designed, constructed, and maintained.

ATTACHMENTS:

None
Item No. 3.E
Meeting Date:November 13, 2024
From:George Crum, Police Chief
Title:Acceptance of Grant from the California Department of Justice, Tobacco Grant Program.

RECOMMENDATION:

To approve a resolution accepting the FY 2024/2025 grant funding from the California Department of Justice, Tobacco Grant Program in the amount of $135,975 and authorizing the City Manager to execute the memorandum of understanding.

BACKGROUND:

The California Department of Justice (DOJ) established the Tobacco Grant Program in 2017.

The grant is funded via the California Healthcare, Research and Prevention Tobacco Act of 2016. The grant provides reimbursable funds to public agencies to enable tobacco related education and enforcement. The Tobacco Grant is the result of Proposition 56 (California Healthcare, Research and Prevention Tobacco Tax Act of 2016), which increased taxes on cigarettes and other tobacco products by $2.00 beginning in April 2017. For the current grant cycle, DOJ is awarding grants based on a competitive process to California Law Enforcement and public-school agencies.

DISCUSSION:

On October 16, 2024, CCPD was awarded funding from the California Department of Justice, Tobacco Grant Program for a tobacco program focusing around educating retailers, staff, and the public. CCPD was notified the application had been approved for a 36-month grant with the total award amount of $135,975.

It includes education to all licensed tobacco retailers within the city. In addition, funding has been approved for signage and educational materials to provide to local retailers. Lastly, compliance checks and enforcement will be conducted by CCPD personnel to combat the sale of tobacco products to minors and enforce recently enacted legislation banning the sale of flavored tobacco.

The funding for the plan will be comprised of reimbursement of patrol overtime to conduct retailer education, and compliance operations at local retailer establishments.

Reimbursement for signage, brochures and administrative costs associated with the program are also included.

Staff Report
City Council
This grant will provide an opportunity for CCPD personnel to provide education to local retailers. It will also provide an opportunity to hold tobacco retailers accountable when/if they choose to sell tobacco products to underage persons.

The final requirement in the Tobacco Grant acceptance process is for CCPD to provide DOJ with an approved copy of a local governing body resolution authorizing the organization to receive the grant funds and enter into an MOU between the City of Cathedral City and California Department of Justice.

This is the second time CCPD has received grant funding from the Tobacco Grant Program.

In 2021, CCPD was awarded funding for three years. During that three-year period, CCPD conducted retail education, providing updated tobacco laws and signage, conducted retail inspections and utilized undercover operations to enforce the sale of tobacco to minors.

FISCAL IMPACT:

The fiscal impact for the budgeted revenues and expenditures is in the amount of $135,975 for the Police Grants Fund (247), project G046XX. With there being no local match requirement, there is no financial impact to the General Fund (100).

FIVE-YEAR STRATEGIC PLAN:

Goal E: Safety – Action E-10; Implement community engagement and public education initiatives to increase awareness regarding public safety programs, services, and results of proactive community policing efforts.

ATTACHMENTS:

1. California Department of Justice Award Notification Letter

2. California Department of Justice Summary of Award

3. FY 24-25 Letter of Intent Cathedral City PD

4. Memorandum of Understanding between California Department of Justice and Cathedral City Police

5. California Department of Justice Award Notification Letter Rob Bonta
At torney General

DI VISION OF OPERATIONS

OFFICE OF THE CHIEF

GRANT SERVICES BRANCH

TOBACCO GRANT PROGRAM
P.O. Box 160187
Sacramento, CA 95816-0187
Telephone: (916) 210-6422
E-Mail Address: [email protected]
October 16, 2024
Jeffrey Charles Barnett, Sergeant
Cathedral City Police Department
68700 Avenda Lalo Guerrero
Cathedral City, CA 92234
Re: Tobacco Grant Awa rd Notification Fiscal Year 2024-25 (RFP: DOJ-PROP56-2024-25-1) Dear: Sergeant Jeffrey Charles Barnett
Congratulations! On behalf of the California Department of Justice (DOJ), Tobacco Grant Program, I am pleased to inform you that your agency’s grant application for the fiscal year 2024-25 grant cycle has been approved for grant funds authorized under the California Healthcare, Research and Prevention Tobacco Tax Act of 2016. The total amount of your agency’s grant award is $135,975.

The Tobacco Grant Program award process is highly competitive, and for the 2024-25 grant cycle, the Department received over $50 million in requests. As noted in the application materials, grant funding prioritized support for local retailer enforcement, including enforcement of flavored tobacco bans. Consequently, some awards were approved with modifications to align with these funding priorities. Attached is a Summary of the Award and Budget Detail outlining the funding provided along with any modifications applied.

To accept the 2024-25 grant award, please complete and return a signed copy of your Letter of Intent (see template and instructions attached) by email within 15 calendar days of the date of this letter. This letter will affirm either:

1. Your agency will seek a resolution from the governing body to accept the award (if your agency has a governing body); OR

2. No governing body exists and no resolution is required.

Please email the signed Letter of Intent as noted above to [email protected] with the subject line including the name of your agency: “FY 24-25_Letter of Intent_Cathedral City Police Department.” Upon receipt of this information, DOJ will provide your agency with additional documents for execution/use (e.g., Memorandum of Understanding, Governing Body Resolution template, Grantee Handbook, etc.). These documents will contain more information October 16, 2024

Page 2 ends

about the process for reimbursement and other important details. Activities for reimbursement under this grant may commence on or after November 1, 2024 depending upon your selected start date.

Should you have any questions regarding this letter or the required follow up information, please email [email protected].

Since
rely,

JENNIFER IVERY JOHNSON
Manager, Grant Services Branch
For ROB BONTA
Attorney General
Attachments:

Letter of Intent
Summary of Award
Budget Detail

Tobacco Grant Program
GRANT SERVICES BRANCH – LOCAL ASSISTANCE

DIVISION OF OPERATIONS

10/16/2024 Page 1 of 3

TOBACCO GRANT SUMMARY OF AWARD
DOJ-PROP56-2024-25-1-011

CATHEDRAL CITY POLICE DEPARTMENT
This Summary of Award document will be used by the Tobacco Grant Program when determining whether an activity or expense claimed was approved for funding and is reimbursable. Activities other than those presented here may not be reimbursable. A Grant Modification may be necessary for material deviations. Please consult with your Grant Program Officer before engaging in any activity beyond this scope.

By signing the Memorandum of Understanding, your agency agrees to the commitments outlined below and this document becomes part of the Grant Agreement.

AWARD SUMMARY
Award Amount: $135,975 Requested Amount: $140,023
Removed from Award: Meals and laptops

Reduced Line Items: N/A

Other Changes or Stipulations: N/A

IMPORTANT PROVISIONS FOR ALL GRANTEES
I. Enforcement Activities
a. Authorized - If enforcement activities were proposed, only activities that target retailers for illegal sales/marketing of tobacco products were approved. It is expected that the flavor ban will be enforced within one or more enforcement activities. b. U nauthorized - Community or school patrols, or other enforcement actions related to tobacco use and possession, are not permitted.

II. Educational Activities
a. Authorized – Retailer and/or officer educational activities on tobacco laws and ordinances, if included, are authorized as noted below. b. Unauthorized – School or community education efforts, including media campaigns, are not permitted as part of this award. All educational efforts should be directed to retailers and/or officers.

III. Removed Personnel or Other Items
10/16/2024 Page 2 of 3
a. If specific personnel or other items were removed and not funded, they cannot be reinstated during the grant term.

IV. Reduced Line Items
a. If a specific line item was reduced, the intention was to not fully fund it or the activities it represents.

V. Mileage/Fuel
a. Budgets that include mileage or fuel were amended to include both together in one line item for flexibility and the type of backup documentation available. Mileage is limited to the state rate in effect at the time of travel.

VI. Equipment
a. All equipment items must be purchased during the first year of the grant as noted on the Budget Detail. Their awarding is intended to support project goals and be used to support grant activities throughout the grant term.

Please reference the Tobacco Grant Program Grantee Handbook for more information regarding allowable costs.

GOALS AND ACTIVITIES
Retail Inspections
• Per year, 180 retailers will be inspected.
• Additional details regarding these inspections:
o As part of our ongoing efforts, Cathedral City Police Officers will conduct 8-hour retailer inspections each quarter for each year of the three year grant. o The first inspection will focus on city/state license compliance, ensuring that all retailers are operating within the law.
o The second inspection will specifically target compliance with flavored tobacco sales, including online sales, a key area of concern. This inspection team, comprising one patrol Sergeant and two patrol Officers working overtime, is committed to upholding the city's tobacco control regulations.

Minor Decoy Operations
• Per year, 2 minor decoy operations will be conducted. • Per year, 30 retailers will be targeted through these operations. • Additional details regarding these operations:
o Cathedral City Police Officers will conduct two 8-hour minor decoy operations per year for the three years of the grant.

Shoulder Tap Operations
• Per year, 2 shoulder tap operations will be conducted. • Per year, 30 retailers will be targeted through these operations. • Additional details regarding these operations:
10/16/2024 Page 3 of 3
o Cathedral City Police Officers will conduct two 8-hour shoulder tap operations per year for the three years of the grant.

Undercover Buys
• Per year, 2 undercover buy operations will be conducted (other than minor decoy or shoulder tap).
• Per year, 40 retailers will be targeted through these operations. • Additional details regarding these undercover operations:
o Cathedral City Police Officers will conduct two 8-hour undercover buy operations per year for the three years of the grant.

Retailer Education
• Per year, 360 retailers will receive educational materials. • Classes ARE NOT part of a diversion program.
• Additional details regarding these retailer education activities:
o While conducting inspections and enforcement operations, retailers will be provided pamphlets with current tobacco laws and regulations and where to find resources.

Enforcement Officer Education
• Per year, 4 enforcement officers will receive education about tobacco laws and ordinances. • Additional details regarding these officer education activities:
o One Sergeant and two Officers will be sent to classes once per year for the three year period of the grant.

Prosecution
N/A
Task Force
N/A
Other Activities
N/A

PARTNERING AGENCIES
Based upon the proposal submitted and any subsequent modifications approved by DOJ, the following agencies are expected to partner with and support the activities and fulfillment of goals referenced above:

N/A
Please notify your Grant Program Officer of any proposed changes to partnering agencies, particularly if they are included within your budget.

RESOLUTION NO. 2024-

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

CATHEDRAL CITY, CALIFORNIA, AUTHORIZING THE
ACCEPTANCE OF GRANT FUNDS IN THE AMOUNT OF $135,975

FROM THE STATE OF CALIFORNIA DEPARTMENT OF JUSTICE,

OFFICE OF ATTORNEY GENERAL, FOR A TOBACCO GRANT

PROGRAM
WHEREAS, the City of Cathedral City (City) is interested in participating in the Tobacco Grant Program, which is made available through the California Healthcare, Research and Prevention Tobacco Tax Act of 2016 (Prop 56) and administered by the California Department of Justice (DOJ) to support local efforts to reduce the illegal sale of tobacco products to minors in the City; and
WHEREAS, following the City’s submittal of a proposal for the Program, the State of California DOJ offered to award $135,975 for a 36-month grant program for Fiscal Years 2024-2025; and
WHEREAS, Grant Funds will be used to educate students in grades 4-12 and education for CCPD personnel regarding tobacco laws. It also includes education to the 49 licensed tobacco retailers within the city and outreach/education to the public via social media. In addition, funding has been approved for signage to provide to retailers and education materials/brochures to provide to students and retailers. Lastly, compliance checks and enforcement will be conducted by CCPD personnel to combat the sale of tobacco products to minors; and
WHEREAS, the funding for the plan will be comprised of reimbursement of patrol overtime to conduct education, compliance operations, and public outreach. It will also include funding toward the position of School Resource Officer to conduct tobacco related education within Cathedral City’s schools. Reimbursement for signage, brochures, and tobacco products used for educational purposes and reimbursement of administrative costs associated with the program are also included; and WHEREAS, in order to be considered eligible to receive grant funding, the City must submit a completed Grant Award Memorandum of Understanding to the State of California DOJ, which is attached as Exhibit A.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Cathedral City as follows:

SECTION 1. The City Manager or a designated representative is hereby authorized, on behalf of the City, to accept grant funding in the amount of $135,975 from the State of California DOJ.

SECTION 2. The City Manager or a designated representative is hereby authorized, on behalf of the City, to execute the grant documents and to submit all documents, including, without limitation, contracts, amendments, extensions, and payment requests as appropriate to accept the funds under and comply with the conditions of the grant.

SECTION 3. The City Manager is hereby authorized and directed to establish all required accounts and make any and all expenditures, appropriations, transfer, and/or distributions of funds on behalf of the City as are necessary and appropriate to carry out the purpose and intent of this resolution.

SECTION 4. The Grant Funds received hereunder shall not be used to supplement ongoing law enforcement expenditures.

SECTION 5. That the City Clerk shall certify to the passage and adoption of this Resolution; shall enter the same in the book of original Resolutions of said City; and shall make a minute of passage and adoption thereof in the records of the proceedings of the City Council of said City, in the minutes of the meeting at which the Resolution is passed and adopted.

PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of Cathedral City held on this 13 th day of November 2024, by the following vote:

Ayes:

Noes:

Absent:

Abstain:

Mark Carnevale, Mayor
ATTEST:

Tracey R. Hermosillo, City Clerk
APPROVED AS TO FORM:

Eric S. Vail, City Attorney
Exhibit A

Tobacco Grant Program
Grant Services Branch – Local Assistance
Division of Operations
Cathedral City Police Department DOJ-PROP56-2024-25-1-011

Page 1 of 3 ends

MEMORANDUM OF UNDERSTANDING

PURPOSE
This Memorandum of Understanding (“MOU”) is entered into by the Department of Justice (“DOJ”) and the Cathedral City Police Department (“Grantee”), for the purpose of disbursing grant funds to Grantee for reimbursement of expenditures in compliance with the California Code of Regulations and the Fiscal Year 2024-25 Grantee Handbook.

Commencing January 1, 2023, the California Code of Regulations, Title 11, Division 1, Chapter 5:

Department of Justice Tobacco Grant Program (“TGP Regulations”) shall govern the policies and procedures of the Tobacco Grant Program.

The TGP Regulations, Request for Proposals, Grantee Handbook (dated April 2024), and Summary of Award document are hereby incorporated by reference into this MOU. Grantee will expend funds for the purposes identified in the approved Summary of Award document. Reimbursements are to be funded under the California Healthcare, Research and Prevention Tobacco Tax Act of 2016, approved by the voters as Proposition 56.

COST REIMBURSEMENT
DOJ agrees to reimburse Grantee in arrears, for Grantee’s actual expenditures in performing the project or scope of work included in the approved Summary of Award document. Reimbursements for line items in the approved Budget Detail will be made upon receipt of invoices from Grantee and approval of the invoices by DOJ, in accordance with the reimbursement procedures set forth in the TGP Regulations and Grantee Handbook.

BUDGET CONTINGENCY CLAUSE
It is mutually agreed, if the Budget Act of the current fiscal year and/or any subsequent years covered under the MOU does not appropriate sufficient funds, the MOU shall be of no further force and effect.

In the event this situation occurs, DOJ shall have no liability to reimburse/pay any funds to Grantee, or to furnish any other considerations under this MOU. As well, Grantee shall not be obligated to continue performing the provisions of this MOU, for which the Grantee would have been reimbursed.

If funding for any fiscal year is reduced or deleted in the Budget Act for purposes of this MOU, DOJ shall have the option to either cancel this MOU with no liability occurring to DOJ or offer an addendum to the Grantee to reflect the reduced amount.

Cathedral City Police Department DOJ-PROP56-2024-25-1-011

Page 2 of 3 ends

PROJECT BREACH-TERMINATION
Failure of a Grantee to comply with this MOU or the TGP Regulations shall be treated by DOJ as a breach of contract. If an act of noncompliance occurs, DOJ may take actions described within the TGP Regulations, including termination. DOJ may terminate this MOU and be relieved of any obligation to disburse grant funds to Grantee should Grantee fail to perform the scope of work at the time and in the manner provided in this MOU.

MISCELLANEOUS PROVISIONS
Addendum – No addendum or variation of the terms of this MOU is valid unless made in writing and signed by the duly authorized representatives of the parties.

Assignment – T his MOU is not assignable by Grantee in whole or in part.

Indemnification – Grantee agrees to indemnify and hold harmless DOJ, its officers, agents and employees from all claims, liabilities, or losses in connection with the performance of this MOU.

Certifications – G rantee certifies that it does not receive funding from a manufacturer, distributor, or advertiser of Cigarettes or Tobacco Products. Grantee further certifies that grant funds will not supplant existing state or local funds dedicated for the same purpose.

TERMS
Grant Duration: 11/1/2024 – 6/30/2028

Award Amount
Category of Expenditure Budget
FY 2024-2025
Budget
FY 2025-2026
Budget
FY 2026-2027
Budget
FY 2027-2028
Personal Services $42,721 $42,721 $42,721 $
Operating Expenses and
Equipment $500 $500 $500 $
Administrative Costs (Not to
Exceed 5%) $2,104 $2,104 $2,104 $
TOTAL AWARD AMOUNT $135,975

The time limit for reimbursements against this award ends 6/30/2028. Requests for reimbursement received after 7/15/2028 cannot be considered by DOJ.

GRANTEE CONTACT INFORMATION
Jon Enos, Commander
Cathedral City Police Department
68700 Avenida Lalo Guerrero, Cathedral City, CA. 92234
(760)202-2415
[email protected]
Cathedral City Police Department DOJ-PROP56-2024-25-1-011

Page 3 of 3 ends

AUTHORIZATION
DOJ and Grantee, by their duly authorized officials, have executed this MOU on the respective dates indicated below. This MOU and any future addendums shall be e-mailed to [email protected], care of the Division of Operations, Local Assistance Unit, Tobacco Grant Program, and will become fully executed upon completion of signatures from all parties.

___________________________________ ___________________ NAME: Date
Title:

Agency:

___________________________________ ___________________ NAME: Date
Title:

Agency:

___________________________________ ___________________ NAME: Date
Title:

Agency:

______________________________ ___________________
JENNIFER IVERY JOHNSON, Grant Manager Date
Division of Operations
California Department of Justice

___________________________________ ___________________ NICOLE LEARNED, Administrative Manager Date
Division of Operations
California Department of Justice

__________________________________ ___________________
CHRIS RYAN, Chief Date
Division of Operations
California Department of Justice

Staff Report
City Council
Item No. 3.F
Meeting Date: November 13, 2024
From: John A. Corella, Director of Public Works
Title: Purchase of one (1) 2025 Chevrolet Silverado 3500HD Dump Truck for the Public Works Maintenance Department
RECOMMENDATION:

To authorize the purchase of one (1) 2025 Chevrolet Silverado 3500HD Dump Truck as a replacement for the Public Works department, at a total cost of $82,590.97; and authorize the City Manager, or his designee, to execute all required documents for the purchase.

BACKGROUND:

The Public Works FY2024-2025 budget includes the replacement of one dump truck in the amount of $80,000 for the Public Works Maintenance Division.

Cathedral City’s Fleet Coordinator has determined that the existing 2007 Public Works dump truck (M-4) with 113,575 miles has surpassed the industry standards of ten (10) years and/or 100,000 miles. The City’s Fleet Coordinator recommends replacing the unit as industry standards have met the criteria of replacement along with being fully depreciated and repairs have increased in frequency, thus increasing costs to maintain the unit in the fleet.

DISCUSSION:

The Public Works crew utilize the 2007 dump truck to maintain city streets. The dump truck has provided service for 17 years and has exceeded its effective service life.

Staff are requesting to replace the 2007 dump truck with the purchase of one (1) 2025 Chevrolet Silverado 3500HD Dump Truck in the amount of $82,590.97. The City’s Fleet Coordinator contacted multiple vendors both locally and in the surrounding area and received the following quotes:

Name of Company Location Price per Unit Details
Quality Chevrolet Escondido, CA. $79,514.72 Includes tax and delivery Jessup Chevrolet Cathedral City, CA. $90,152.19 Includes tax and delivery Palm Springs Motors Cathedral City. CA. No quote provided N/A Staff prefer to purchase vehicles locally but, in this case, Quality Chevrolet in Escondido, CA is 12.5% less than the Jessup Chevrolet’s quote and Quality Chevrolet has the dump truck in stock now. Jessup does not have a dump truck in stock, and it will take 90+ days after the order is placed before the city receives the new truck.

In addition to the purchase of the dump truck, staff is requesting funds for the purchase and installation of emergency/safety lighting and city decals in the amount of $3,076.25 in order for the vehicle to be commissioned for service.

Equipment Requested Cost
Decals and Installation $576.25
Emergency Lighting and Installation $2,500.00
Total Cost $3,076.25
The total cost of the new dump truck, fully equipped with emergency/safety lighting and city decals is $82,590.97.

Staff is requesting City Council authorize the purchase of one (1) 2025 Chevrolet Silverado 3500HD Dump Truck as a replacement unit for the Public Works Maintenance Division, respectively, at a total cost of $82,590.97; and authorize the City Manager, or his designee, to execute all required documents for the purchase.

FISCAL IMPACT:

Replacement of the dump truck is funded by the Equipment Replacement Fund (611).

Employee Title Department Total Cost Account Fund
No.

Street Maintenance Worker Public Works $82,590.97 611-000-000- 000-8800-8807
FIVE-YEAR STRATEGIC PLAN:

Goal B – Community Investment

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

B-19 – Develop Fleet Management policies to establish vehicle replacements and utilization standards.

ATTACHMENTS:

1. Cathedral City 2025 Silverado 3500HD Dump Truck Quote Quality Chevrolet
Walter Ragsdale | 9514492199 | [email protected] Vehicle: [Fleet] 2025 Chevrolet Silverado 3500HD CC (CC31403) 2WD Reg Cab 171" WB, 84.5" CA Work Truck ( Complete )
This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.

Data Version: 23650. Data Updated: Oct 9, 2024 6:45:00 PM PDT.

Oct 10, 2024 Page 1
Price Summary

PRICE SUMMARY
Invoice MSRP
Base Price $43,421.40 $45,900.00
Total Options $9,225.58 $10,138.00
Vehicle Subtotal $52,646.98 $56,038.00
Dealer Advertising Adjustment $0.00 $0.00
Destination Charge $1,995.00 $1,995.00
Grand Total $54,641.98 $58,033.00
Discounted Selling Price: $54,641.98
11' Dump Body: $18,350.00
Doc Fee: $85.00
Electronic Filing Fee: $33.00
Sales Tax (Riverside Co.) $6,394.24
California Tire Tax: $10.50
DMV Fee Lic & Reg: EXEMPT
______________________________________
Unit Price Total: $79,514.72
Price Held until 11/30/2024
Quality Chevrolet
Walter Ragsdale | 9514492199 | [email protected] Vehicle: [Fleet] 2025 Chevrolet Silverado 3500HD CC (CC31403) 2WD Reg Cab 171" WB, 84.5" CA Work Truck ( Complete )
This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Data Version: 23650. Data Updated: Oct 9, 2024 6:45:00 PM PDT.

Oct 10, 2024 Page 2
Selected Model and Options
MODEL

CODE MODEL
CC31403 2025 Chevrolet Silverado 3500HD CC 2WD Reg Cab 171" WB, 84.5" CA Work Truck COLORS

CODE DESCRIPTION
GAZ Summit White

EMISSIONS

CODE DESCRIPTION
YF5 Emissions, California state requirements
ENGINE

CODE DESCRIPTION
L5P Engine, Duramax 6.6L Turbo-Diesel V8 B20-Diesel compatible, (470 hp [350.5 kW] @ 2800 rpm, 975 lb-ft of torque [1322 Nm] @ 1600 rpm) (Regular Cab model requires (PCV) WT Convenience Package or (ZLQ) WT Fleet Convenience Package. Included with (PCK) Ambulance / Fire / Rescue Package.)

TRANSMISSION

CODE DESCRIPTION
MGM Transmission, Allison 10-speed automatic (Included and only available with (L5P) Duramax 6.6L Turbo-Diesel V8 engine. Not available with (PTO) Power Take-off.)
AXLE

CODE DESCRIPTION
GU6 Rear axle, 3.42 ratio (Included and only available with (L5P) Duramax 6.6L Turbo-Diesel V8 engine.)

PREFERRED EQUIPMENT GROUP

CODE DESCRIPTION
1WT Work Truck Preferred Equipment Group includes standard equipment WHEELS

CODE DESCRIPTION
PYW Wheels, 17" (43.2 cm) painted steel (STD)
Quality Chevrolet
Walter Ragsdale | 9514492199 | [email protected] Vehicle: [Fleet] 2025 Chevrolet Silverado 3500HD CC (CC31403) 2WD Reg Cab 171" WB, 84.5" CA Work Truck ( Complete )
This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Data Version: 23650. Data Updated: Oct 9, 2024 6:45:00 PM PDT.

Oct 10, 2024 Page 3
TIRES

CODE DESCRIPTION
QZT Tires, LT235/80R17E all-terrain, blackwall (STD)

SPARE TIRE

CODE DESCRIPTION
9L3 Spare tire delete
PAINT

CODE DESCRIPTION
GAZ Summit White

SEAT TYPE

CODE DESCRIPTION
AZ3 Seats, front 40/20/40 split-bench with covered armrest storage and under-seat storage (lockable) (STD)

SEAT TRIM

CODE DESCRIPTION
H0U Jet Black, Cloth seat trim (Requires (ZLQ) WT Fleet Convenience Package or (PCV) WT Convenience Package.) RADIO

CODE DESCRIPTION
IOR Audio system, Chevrolet Infotainment 3 system, 7" diagonal HD color touchscreen, AM/FM stereo Bluetooth audio streaming for 2 active devices, voice command pass-through to phone, Wireless Apple CarPlay and Wireless Android Auto compatibility (STD)

ADDITIONAL EQUIPMENT - PACKAGE

CODE DESCRIPTION
PCV WT Convenience Package includes (AKO) tinted windows and (C49) rear-window defogger (Not available with (ZLQ) WT Fleet Convenience Package.)
Quality Chevrolet
Walter Ragsdale | 9514492199 | [email protected] Vehicle: [Fleet] 2025 Chevrolet Silverado 3500HD CC (CC31403) 2WD Reg Cab 171" WB, 84.5" CA Work Truck ( Complete )
This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Data Version: 23650. Data Updated: Oct 9, 2024 6:45:00 PM PDT.

Oct 10, 2024 Page 4

ADDITIONAL EQUIPMENT - MECHANICAL

CODE DESCRIPTION
___ Battery, heavy-duty dual 730 cold-cranking amps/70 Amp-hr, maintenance-free with rundown protection and retained accessory power (Included and only available with (L5P) Duramax 6.6L Turbo-Diesel V8 engine.) K05 Engine block heater (Included with (L5P) Duramax 6.6L Turbo-Diesel V8 engine.) K40 Exhaust brake (Included and only available with (L5P) Duramax 6.6L Turbo-Diesel V8 engine.) KW5 Alternator, 220 amps (Included with (L5P) Duramax 6.6L Turbo-Diesel V8 engine or (VYU) Snow Plow Prep Package. Free flow on (L8T) 6.6L V8 gas engine.)

ADDITIONAL EQUIPMENT - EXTERIOR

CODE DESCRIPTION
AKO Glass, deep-tinted (Included with (PCV) WT Convenience Package.) BHP Winter Grille Cover (Included and only available with (L5P) Duramax 6.6L Turbo-Diesel V8 engine.) VK3 License plate kit, front (will be shipped to orders with ship-to states that require front license plate)

ADDITIONAL EQUIPMENT - INTERIOR

CODE DESCRIPTION
9L7 Upfitter switch kit, (5) Provides 3-30 amp and 2-20 amp configurable circuits to facilitate installation of aftermarket electrical accessories. Kit with all required parts will be shipped loose with the truck for installation by the dealer or upfitter at customer expense. Installation instructions and technical assistance available at www.gmupfitter.com.

C49 Defogger, rear-window electric (Included with (PCV) WT Convenience Package.)

ADDITIONAL EQUIPMENT - SAFETY-INTERIOR

CODE DESCRIPTION
5N5 Rear Camera Kit. Kit includes camera, fixed position bracket & 19 ft cable with attachment clips. Rear camera radio calibration provided from the factory. See Upfitter Integration Bulletin for installation instructions at www.gmupfitter.com

ADDITIONAL EQUIPMENT - OTHER

CODE DESCRIPTION
VQ2 Fleet Processing Option
Options Total
Quality Chevrolet
Walter Ragsdale | 9514492199 | [email protected] Vehicle: [Fleet] 2025 Chevrolet Silverado 3500HD CC (CC31403) 2WD Reg Cab 171" WB, 84.5" CA Work Truck ( Complete )
This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Data Version: 23650. Data Updated: Oct 9, 2024 6:45:00 PM PDT.

Oct 10, 2024 Page 5
Standard Equipment
Mechanical
Engine, 6.6L V8 with Direct Injection and Variable Valve Timing, gasoline (401 hp [299 kW] @ 5200 rpm, 464 lb- ft of torque [629 N-m] @ 4000 rpm) (STD)
Transmission, Allison 10-Speed automatic (STD)
Rear axle, 3.73 ratio (Requires (L8T) 6.6L V8 gas engine. Not available with (L5P) Duramax 6.6L Turbo-Diesel V8 engine.)
Auto-locking rear differential
Air filter, heavy-duty
Air filtration monitoring
Rear wheel drive
Cooling, external engine oil cooler
Cooling, auxiliary external transmission oil cooler
Battery, heavy-duty 720 cold-cranking amps/80 Amp-hr, maintenance-free with rundown protection and retained accessory power (Included and only available with (L8T) 6.6L V8 gas engine.) Alternator, 170 amps (Requires (L8T) 6.6L V8 gas engine.) Trailer brake controller, integrated
Recovery hooks, front, frame-mounted, Black
Body, Chassis Cab
Frame, fully-boxed, hydroformed front section and an open "C" rear section GVWR, 14,000 lbs. (6350 kg)
Suspension Package
Steering, Recirculating Ball with smart flow power steering system Brakes, 4-wheel antilock, 4-wheel disc with DURALIFE rotors Fuel tank, front and rear, 63.5 gallon
Capped Fuel Fill
Exterior
Wheels, 17" (43.2 cm) painted steel (STD)
Tires, LT235/80R17E all-terrain, blackwall (STD)
Spare tire delete Deletes the spare tire and wheel.

Dual Rear Wheels
Quality Chevrolet
Walter Ragsdale | 9514492199 | [email protected] Vehicle: [Fleet] 2025 Chevrolet Silverado 3500HD CC (CC31403) 2WD Reg Cab 171" WB, 84.5" CA Work Truck ( Complete )
This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Data Version: 23650. Data Updated: Oct 9, 2024 6:45:00 PM PDT.

Oct 10, 2024 Page 6
Exterior
Wheel trim, painted center caps
Bumpers, front, Black
Bumper, rear, delete
Moldings, beltline, Black
Grille (Front grille bar with "CHEVROLET" molded in Black, includes Black mesh inserts with small Gold bowtie emblem.)
Headlamps, halogen reflector with halogen Daytime Running Lamps IntelliBeam, automatic high beam on/off
Lamps, Smoked Amber roof marker, (LED)
Lamps, cargo area, cab mounted integrated with center high mount stop lamp with switch in bank on left side of steering wheel
Mirrors, outside power-adjustable vertical trailering with heated upper glass, lower convex mirrors, integrated turn signals, manual folding/extending (extends 3.31" [84.25mm]) (Standard on Regular Cab models. Included and only available with (PCV) WT Convenience Package or (ZLQ) WT Fleet Convenience Package.) Mirror caps, Black
Glass, solar absorbing, tinted
Door handles, Black grained
Entertainment
Audio system, Chevrolet Infotainment 3 system, 7" diagonal HD color touchscreen, AM/FM stereo Bluetooth audio streaming for 2 active devices, voice command pass-through to phone, Wireless Apple CarPlay and Wireless Android Auto compatibility (STD)
Audio system feature, 2-speakers (Requires Regular Cab model.) Bluetooth for phone, connectivity to vehicle infotainment system Wi-Fi Hotspot capable (Terms and limitations apply. See onstar.com or dealer for details.) Interior
Seats, front 40/20/40 split-bench with covered armrest storage and under-seat storage (lockable) (STD) Seat adjuster, driver 4-way manual
Seat adjuster, passenger 4-way manual
Vinyl seat trim
Floor covering, rubberized-vinyl
Steering column, Tilt-Wheel, manual with wheel locking security feature Steering wheel, urethane
Quality Chevrolet
Walter Ragsdale | 9514492199 | [email protected] Vehicle: [Fleet] 2025 Chevrolet Silverado 3500HD CC (CC31403) 2WD Reg Cab 171" WB, 84.5" CA Work Truck ( Complete )
This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Data Version: 23650. Data Updated: Oct 9, 2024 6:45:00 PM PDT.

Oct 10, 2024 Page 7
Interior
Instrument cluster 6-gauge cluster featuring speedometer, fuel level, engine temperature, tachometer, voltage and oil pressure
Compass, located in instrument cluster
Driver Information Center, 3.5" diagonal monochromatic display Universal Vehicle Module Includes module, customer interface harness and instructions. Provides vehicle data over an open CAN network (J1939). 10 switchable inputs/outputs and Custom Configuration Tool to integrate upfit equipment controls. Software features that support Auto Vehicle Start, Shutdown Inhibit, Fast Idle and Snow Plow.

Exterior Temperature Display located in radio display
Brake lining wear indicator
Window, power front, drivers express up/down
Window, power front, passenger express down
Door locks, power
Remote Keyless Entry, with 2 transmitters
Cruise control, electronic with set and resume speed, steering wheel-mounted Power outlet, front auxiliary, 12-volt
USB Ports, 2, Charge/Data ports located on instrument panel Air conditioning, single-zone
Mirror, inside rearview, manual tilt
Assist handles front A-pillar mounted for driver and passenger Chevrolet Connected Access capable (Subject to terms. See onstar.com or dealer for details.) Back-up alarm calibration. This calibration will allow installation of an aftermarket back-up alarm by disabling rear perimeter lighting (Not available with (8S3) Back-up alarm.) Safety-Mechanical
StabiliTrak, stability control system with Proactive Roll Avoidance and traction control, includes electronic trailer sway control and hill start assist
Automatic Emergency Braking
Front Pedestrian Braking
Safety-Exterior
Daytime Running Lamps with automatic exterior lamp control Quality Chevrolet
Walter Ragsdale | 9514492199 | [email protected] Vehicle: [Fleet] 2025 Chevrolet Silverado 3500HD CC (CC31403) 2WD Reg Cab 171" WB, 84.5" CA Work Truck ( Complete )
This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.

Data Version: 23650. Data Updated: Oct 9, 2024 6:45:00 PM PDT.

Oct 10, 2024 Page 8
Safety-Interior
Airbags Dual-stage frontal airbags for driver and front outboard passenger; Seat-mounted side impact airbags for driver and front outboard passenger; Head-curtain airbags for front and rear outboard seating positions; Includes front outboard Passenger Sensing System for frontal outboard passenger airbag (Always use seat belts and child restraints. Children are safer when properly secured in a rear seat in the appropriate child restraint. See the Owner's Manual for more information.) Following Distance Indicator
Forward Collision Alert
Tire Pressure Monitoring System with Tire Fill Alert (does not apply to spare tire) Teen Driver a configurable feature that lets you activate customizable vehicle settings associated with a key fob, to help encourage safe driving behavior. It can limit certain available vehicle features, and it prevents certain safety systems from being turned off. An in-vehicle report card gives you information on driving habits and helps you to continue to coach your new driver
Buckle to Drive prevents vehicle from being shifted out of Park until driver seat belt is fastened; times out after 20 seconds and encourages seat belt use
OnStar Services capable (See onstar.com for details and limitations. Services vary by model. Service plan required.)
OnStar Basics (OnStar Fleet Basics for Fleet) Drive confidently with core OnStar services including remote commands, built-in voice assistance, real-time traffic and navigation, and Automatic Crash Response to help if you're in need. (OnStar Basics includes remote commands, Navigation, Voice Assistance, and Automatic Crash Response, for eligible vehicles with compatible software. For MY25 vehicles, OnStar Basics is standard for 8 years; OnStar plan, working electrical system, cell reception and GPS signal required. OnStar links to emergency services. Service coverage varies with conditions and location. Service availability, features and functionality vary by device and software version. See onstar.com for details and limitations.)

WARRANTY
Warranty Note: <<< Preliminary 2025 Warranty >>>
Basic Years: 3
Basic Miles/km: 36,000
Drivetrain Years: 5
Drivetrain Miles/km: 60,000
Drivetrain Note: 3.0L & 6.0L Duramax® Turbo-Diesel engines, and certain commercial, government, and qualified fleet vehicles: 5 years/100,000 miles
Corrosion Years (Rust-Through): 6
Corrosion Years: 3
Corrosion Miles/km (Rust-Through): 100,000
Corrosion Miles/km: 36,000
Roadside Assistance Years: 5
Roadside Assistance Miles/km: 60,000
Roadside Assistance Note: 3.0L & 6.0L Duramax® Turbo-Diesel engines, and certain commercial, government, and qualified fleet vehicles: 5 years/100,000 miles
Maintenance Note: First Visit: 12 Months/12,000 Miles
From:

To:

Subject:

Date:

Attachments:

Walter Ragsdale
Michael Walla
2025 Chevrolet Silverado 3500HD CC (CC31403) 2WD Reg Cab with a Harbor 11’ Dump Body $79,514.72 W Monday,
October 22, 2024 2:18:46 PM
Quality Chevrolet
STOCK IMAGE *Painted White*
5 9
6 Staff Report
City Council
Item No. 3.G
Meeting Date: November 13, 2024
From: Michael Contreras, Fire Chief
Title: Local Hazard Mitigation Plan and Emergency Operations Plan RECOMMENDATION:

To approve the award for the creation and update of the city’s local hazard mitigation plan (LHMP) and emergency operations plan (EOP) to Jacob Greene and Associates in the amount of $188,140.00.

BACKGROUND:

The Cathedral City local hazard mitigation plan (LHMP) was last revised in 2017 and is valid for 5 years. Staff identified the need for an update in November 2022 and subsequently applied for a grant to cover the costs associated with the LHMP and EOP updates. The fire department has successfully applied for and received a $149,631.00 grant from FEMA. Also, a grant of $49,877.00 has been awarded by the California Office of Emergency Services (Cal OES). Moreover, an additional grant of $7,896.00 for subrecipient management costs (SRMC) for the grant application was awarded by FEMA.

DISCUSSION:

The local hazard mitigation plan (LHMP) serves as a comprehensive document outlining all hazards, resources, capabilities, ordinances, and safety procedures within the city.

Maintaining a LHMP is crucial for eligibility for federal disaster funds. This plan not only identifies who and what is at risk but also details the available resources and preparedness measures in place. Hazard mitigation planning significantly reduces the risk of loss of life and property by addressing the impacts of disasters. It begins with local governments recognizing the natural disaster risks and vulnerabilities pertinent to their region. Once these risks are identified, long-term strategies are developed to safeguard residents and their property from future events.

City Staff solicited request for proposals (RFPs) for the update of the LHMP and EOP. A total of four (4) proposals were received. The 4 consultant companies that responded to the RFP include:

5 9
6 • Interwest Consulting – Palm Springs, CA
• The Kahlen Group – Corona, CA
• Jacob Greene and Associates – Tustin, CA
• Dynamic Planning & Science – Montrose, CO
Staff compiled an evaluation group of three evaluators that scored the proposals on seven (7) criteria. Each category was scored on a 1-10 scale. Once the top two (2) proposals were determined based on the scoring criteria, the two final proposals were evaluated based on price. The proposal evaluations and rankings are included as an attachment.

The winning proposal was submitted by Jacob Green and Associates, the proposal and service agreement are included as attachments for your review and consent.

A presentation was given by the Fire Chief during the October 23, 2024 City Council Meeting on the LHMP and our RFP evaluation process.

The total project budget for updating the LHMP and EOP is $199,508.00. FEMA has awarded the city $149,631.00, covering 75% of the federal share. The remaining 25% non- federal share of $49,877.00 will be funded by Cal OES. Separately, FEMA has authorized $7,896.00 to reimburse the City for grant application costs incurred.

FISCAL IMPACT:

These grants were accepted by City Council on 8/14/2024 and the budgets have been established. As a result, there is no additional fiscal impact. Of the $199,508.00 for the LHMP, $188,140.00 is for this contract, with a remainder of $11,368.00 for miscellaneous/incidental grant expenditures.

DESCRIPTION GENERAL
LEDGER

ACCOUNT
CODES

PROJECT
CODE
AMOUNT ONE TIME or

ONGOING
2024-2025 LHMP & EOP
Contract
259-300-330-
33X-8XXX-
8XXX
G05557 $188,140.00 One-Time
2024-2025 LHMP & EOP
Miscellaneous
259-300-330-
33X-8XXX-
8XXX
G05557 $ 11,368.00 One-Time
2024-2025 Total $199,508.00
FIVE-YEAR STRATEGIC PLAN:

E-4 – Strengthen the City’s ability to prepare for, respond to, and recover from disasters by reviewing and updating the City’s Emergency Operations Plans.

ATTACHMENTS:

1. JGA Proposal for LHMP

2. RFP Scores

3. JGA Service Agreement

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4886-8063-8473 v2

AGREEMENT FOR SERVICES

BETWEEN

THE CITY OF CATHEDRAL CITY, CALIFORNIA
AND

JACOB GREEN AND ASSOCIATES

This Agreement for Services (“Agreement”) is entered into as of this 18th day of November 2024 by and between the City of Cathedral City , a municipal corporation (“City”) and Jacob Green and Associates (“Contractor”). City and Contractor are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.”

RECITALS
A. City has sought, by request for proposals, the performance of the services defined and described particularly in Section 2 of this Agreement.

B. Contractor, following submission of a proposal, for the performance of the services defined and described particularly in Section 2 of this Agreement, was selected by the city to perform those services.

C. The Parties desire to formalize the selection of Contractor for performance of those services defined and described particularly in Section 2 of this Agreement and desire that the terms of that performance be as particularly defined and described herein.

OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by the Parties and contained here and other consideration, the value and adequacy of which are hereby acknowledged, the Parties agree as follows:

SECTION 1. TERM OF AGREEMENT.

Subject to the provisions of Section 20 "Termination of Agreement" of this Agreement, the Term of this Agreement is for 9 months commencing on the date first ascribed above.

SECTION 2. SCOPE OF SERVICES & SCHEDULE OF PERFORMANCE.

Contractor agrees to perform the services set forth in Exhibit “A” “Scope of Services” (hereinafter, the “Services”) and made a part of this Agreement by this reference. The Services shall be completed pursuant to the schedule specified in Exhibit “A.” Should the Services not be completed pursuant to that schedule; the Service Provider shall be deemed to be in Default of this Agreement. The City, in its sole discretion, may choose not to enforce the Default provisions of this Agreement and may instead allo w Service Provider to continue performing the Services.

SECTION 3. ADDITIONAL SERVICES.

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Contractor shall not be compensated for any work rendered in connection with its performance of this Agreement that are in addition to or outside of the Services unless such additional services are authorized in advance and in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement. If and when such additional work is authorized, such additional work shall be deemed to be part of the Services.

SECTION 4. COMPENSATION AND METHOD OF PAYMENT.
(a) Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amounts specified in Exhibit “B” “Compensation” and made a part of this Agreement by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed one hundred and eighty-eight thousand, one hundred and forty dollars ($ 188,140.00), unless additional compensation is approved in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement.
(b) Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and subcontractor contracts. Subcontractor charges shall be detailed by the following categories: labor, travel, materials, equipment and supplies. If the compensation set forth in subsection (a) and Exhibit “B” include payment of labor on an hourly basis (as opposed to labor and materials being paid as a lump sum), the labor category in each invoice shall include detailed descriptions of task performed and the amount of time incurred for or allocated to that task. City shall independently review each invoice submitted by the Contractor to deter mine whether the work performed, and expenses incurred are in compliance with the provisions of this Agreement. In the event that no charges or expenses are disputed, the invoice shall be approved and paid according to the terms set forth in subsection (c). In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Contractor for correction and resubmission.
(c) Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, City will use its best efforts to cause Contractor to be paid within thirty (30) days of receipt of Contractor’s correct and undisputed invoice. (d) Payment to Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor.

SECTION 5. INSPECTION AND FINAL ACCEPTANCE.

City may inspect and accept or reject any of Contractor’s work under this Agreement, either during performance or when completed. City shall reject or finally accept Contractor’s work within sixty (60) days after submitted to City. City shall reject work by a timely written explanation, otherwise Contractor’s work shall be deemed to have been accepted. City’s acceptance shall be conclusive as to such work except with respect to latent defects, fraud and such gross mistakes as amount to fraud. Acceptance of any

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of Contractor’s work by City shall not constitute a waiver of any of the provisions of this Agreement including, but not limited to, Section 16 “Indemnification” and Section 17 “Insurance.”
SECTION 6. OWNERSHIP OF DOCUMENTS.

All original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Contractor in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents.

If and to the extent that City utilizes for any purpose not related to this Agreement any maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files or other documents prepared, developed or discovered by Contractor in the course of providing the Services pursuant to this Agreement, Contractor’s guarantees and warranties in Section 9 “Standard of Performance” of this Agreement shall not extend to such use of the maps, models, designs, drawings, photographs, s tudies, surveys, reports, data, notes, computer files, files or other documents.

All final work product developed by Contractor in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such final work product if paid for by the City. This provision specifically excludes Contractors’ work notes and drafts, which are owned by Contractor, not City.

SECTION 7. CONTRACTOR'S BOOKS AND RECORDS.
(a) Contractor shall maintain any and all documents and records demonstrating or relating to Contractor’s performance of the Services. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to the Services, including expenditures and disbursements charged to City pursuant to this Agreement. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and de tailed so as to permit an accurate evaluation of the services provided by Contractor pursuant to this Agreement. Any and all such documents or records shall be maintained for three (3) years from the date of execution of this Agreement and to the extent required by laws relating to audits of public agencies and their expenditures. In accordance with California Government Code Section 8546.7, if the total compensation in Section 4 exceeds ten thousand dollars ($10,000.00), this Agreement and the Contractor 's books and records related to this Agreement shall be subject to the examination and audit of the State Auditor, at the

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request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.
(b) Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Contractor’s addre ss indicated for receipt of notices in this Agreement.
(c) Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or discarded due to dissolution or termination of Contractor’s business, City may, by written request, require that custody of such documents or records be given to the city. Access to such documents and records shall be granted to City, as well as to its successors -in-interest and authorized representatives.

SECTION 8. INDEPENDENT CONTRACTOR.
(a) Contractor is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Contractor shall have no authority to bind City in any manner, nor to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise.
(b) The personnel performing the Services under this Agreement on behalf of Contractor shall at all times be under Contractor’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Contractor or any of Contractor’s personnel.

Contractor shall not at any time or in any manner represent that Contractor or any of Contractor’s personnel are in any manner officials, officers, or employees of City. (c) Neither Contractor, nor any of Contractor’s personnel shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Contractor expressly waives any claim Contractor, its officers, employees, agents or subcontractors, may have to any such rights. Con tractor’s indemnity obligations in Section 16 “Indemnification” of this Agreement include the obligation to indemnify the City from and against any liability that may arise related to claims that Contractor, its officers, employees, agents or subcontractors, are entitled to retirement, health care or any other benefits that accrue to City employees. This provision shall survive the expiration or earlier termination of this Agreement.

SECTION 9. STANDARD OF PERFORMANCE.
(a) Contractor represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the Services required under this Agreement in a thorough, competent and professional manner. Contractor shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all Services. In meeting its obligations under this Agreement, Contractor shall employ, at a minimum,

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generally accepted standards and practices utilized by persons engaged in providing services similar to the Services required of Contractor under this Agreement. In addition to the general standards of performance set forth this section, additional specif ic standards of performance and performance criteria may be set forth in Exhibit “A” “Scope of Work” that shall also be applicable to Contractor’s work under this Agreement. Where there is a conflict between a general and a specific standard of performanc e or performance criteria, the specific standard or criteria shall prevail over the general. (b) Contractor warrants that (1) it has thoroughly investigated and considered the work to be performed, (2) it has investigated the issues, regarding the scope of services to be provided, (3) it has carefully considered how the work should be performed, and (4) it fully understands the facilities, difficulties and restrictions attending performance of the work under this Agreement.

SECTION 10. COMPLIANCE WITH APPLICABLE LAWS; PERMITS AND LICENSES.

Contractor shall keep itself informed of and comply with all applicable federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the term of this Agreement. Contractor shall obtain any and all licenses, permits an d authorizations necessary to perform the Services set forth in this Agreement. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall be liable, at law or in equity, as a result of any failure of Contra ctor to comply with this section.

SECTION 11. PREVAILING WAGE LAWS
It is the understanding of City and Contractor that California prevailing wage laws do not apply to this Agreement because the Agreement does not involve any of the following services subject to prevailing wage rates pursuant to the California Labor Code or regulations promulgated thereunder: Construction, alteration, demolition, installation, or repair work performed on public buildings, facilities, streets or sewers done under contract and paid for in whole or in part out of public funds. In this context, “construction" includes work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work.

SECTION 12. NONDISCRIMINATION.

Contractor shall not discriminate, in any way, against any person on the basis of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran statu s in connection with or related to the performance of this Agreement.

SECTION 13. UNAUTHORIZED ALIENS.

Contractor hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. §§ 1101, et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Contractor so employ such unauthorized aliens for the performance of the Services and

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should the any liability or sanctions be imposed against City for such use of unauthorized aliens, Contractor hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorneys' fees, incurred by City.

SECTION 14. CONFLICTS OF INTEREST.
(a) Contractor covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City, or which would in any way hinder Contractor’s performance of the Services. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager . Contractor agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement. (b) City understands and acknowledges that Contractor is, as of the date of execution of this Agreement, independently involved in the performance of non -related services for other governmental agencies and private parties. Contractor is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section. (c) City understands and acknowledges that Contractor will perform non - related services for other governmental agencies and private Parties following the completion of the Services under this Agreement. Any such future service shall not be considered a conflict of interest for purposes of this section. (d) City may determine that Contractor must disclose its financial interests by completing and filing a Fair Political Practices Commission Form 700, Statement of Economic Interests. If such a determination is made, Contractor shall file the subject Form 700 with the City Clerk’s Office pursuant to the written instructions provided by the Office of the City Clerk within ten (10) days of the request.

SECTION 15. CONFIDENTIAL INFORMATION; RELEASE OF INFORMATION. (a) All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor. Contractor shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.
(b) Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered "voluntary" provided Contractor gives City notice of such court order or subpoena.

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(c) If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this Agreement, then City shall have the right to reim bursement and indemnity from Contractor for any damages, costs and fees, including attorney's fees, caused by or incurred as a result of Contractor’s conduct.

Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors, be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admiss ions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. Contractor shall not be held criminally or civilly liable under any Federal or State trade secret law for the disclosure of a trade secret that is made in confidence to a Federal, State, or local government official or to an attorney solely for the purpose of reporting or investigating a suspected violation of law or for the disclosure of a trade secret that is made in a complaint or other document filed in a lawsuit or other proceeding, if such filing is made under seal.

SECTION 16. INDEMNIFICATION.
(a) Indemnification for Professional Liability. Where the law establishes a professional standard of care for Contractor’s services, to the fullest extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs o f any kind, whether actual, alleged or threatened, including attorneys ’ fees and costs, court costs, interest, defense costs, and expert witness fees) arise out of, are a consequence of, or are in any way attributable to, in whole or in part, any negligent or wrongful act, error or omission of Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to off icers, agents, employees or sub contractors of Contractor, in the performance of professional services under this Agreement. Notwithstanding the foregoing, to the extent that the Consultant’s services are subject to California Civil Code Section 2782.8, the above indemnity, including the cost to defend, shall be limited to the extent required by Civil Code Section 2782.8.
(b) Indemnification for Other than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened , including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in

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whole or in part, the performance of this Agreement by Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to off icers, agents, employees or subcontractors of Contractor.
(c) Indemnification from Subcontractors. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Contractor fails to obtain such indemnity obligations from others as required herein, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Contractor and shall survive the termination of this Agreement or this section.
(d) City’s Negligence . The provisions of this section do not apply to claims occurring as a result of City’s sole negligence. The provisions of this section shall not release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officials, employees and agents.

SECTION 17. INSURANCE.

Contractor agrees to obtain and maintain in full force and effect during the term of this Agreement the insurance policies set forth in Exhibit “C” “Insurance” and made a part of this Agreement. All insurance policies shall be subject to approval by City as to form and content. These requirements are subject to amendment or waiver if so, approved in writing by the City Manager. Contractor agrees to provide City with copies of required policies upon request.

SECTION 18. ASSIGNMENT.

The expertise and experience of Contractor are material considerations for this Agreement. City has an interest in the qualifications and capability of the persons and entities who will fulfill the duties and obligations imposed upon Contractor under this Agreement. In recognition of that interest, Contractor shall not assign or transfer this Agreement or any portion of this Agreement or the performance of any of Contractor’s duties or obligations under this Agreement without the prior written consent of the City.

Any attempted assignment shall be ineffective, null and void, and shall constitute a material breach of this Agreement entitling City to any and all remedies at law or in equity, including termination of this Agreement pursuant to Section 20 “Te rmination of Agreement.” City acknowledges, however, that Contractor, in the performance of its duties pursuant to this Agreement, may utilize subcontractors.

SECTION 19. CONTINUITY OF PERSONNEL.

Contractor shall make every reasonable effort to maintain the stability and continuity of Contractor’s staff and subcontractors, if any, assigned to perform the Services. Contractor shall notify City of any changes in Contractor’s staff and

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subcontractors, if any, assigned to perform the Services prior to and during any such performance.

SECTION 20. TERMINATION OF AGREEMENT.
(a) City may terminate this Agreement, with or without cause, at any time by giving thirty (30) days written notice of termination to Contractor. In the event such notice is given, Contractor shall cease immediately all work in progress. (b) Contractor may terminate this Agreement for cause at any time upon thirty (30) days written notice of termination to City.
(c) If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor, or City may terminate this Agreement immediately upon written notice. (d) Upon termination of this Agreement by either Contractor or City, all property belonging exclusively to City which is in Contractor’s possession shall be returned to City.

Contractor shall furnish to City a final invoice for work performed and expenses incurred by Contractor, prepared as set forth in Section 4 “Compensation and Method of Payment” of this Agreement. This final invoice shall be reviewed and paid in the same manner as set forth in Section 4 “Compensation and Method of Payment” of this Agreement.

SECTION 21. DEFAULT.

In the event that Contractor is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Contractor for any work performed after the date of default. Instead, the city may give notice to Contractor of the default and the reasons for the default. The notice shall include the timeframe in which Contractor may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, though not reduced, if circumstances warrant. Dur ing the period of time that Contractor is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Contractor does not cure the default, the city may take necessary steps to terminate this Agreement under Section 20 “Termination of Agreement.” Any failure on the part of the City to give notice of the Contractor’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.

SECTION 22. EXCUSABLE DELAYS.

Contractor shall not be liable for damages, including liquidated damages, if any, caused by delay in performance or failure to perform due to causes beyond the control of Contractor. Such causes include, but are not limited to, acts of God, acts of the pu blic enemy, acts of federal, state or local governments, acts of City, court orders, fires, floods,

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epidemics, strikes, embargoes, and unusually severe weather. The term and price of this Agreement shall be equitably adjusted for any delays due to such causes.

SECTION 23. COOPERATION BY CITY.

All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the Services shall be furnished to Contractor in every reasonable way to facilitate, without undue delay, the Services to be performed under this Agreement.

SECTION 24. NOTICES.

All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, or sent by certified mail, postage prepaid and return receipt requested, addressed as follows:

To City: City of Cathedral City
Attn: City Clerk
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
To Contractor: Jacob Green and Associates
13217 Jamboree Rd # 248
Tustin CA 92782

Notice shall be deemed effective on the date personally delivered or, if mailed, three (3) days after deposit of the same in the custody of the United States Postal Service.

SECTION 25. AUTHORITY TO EXECUTE.

Each of the signatories hereto represents and warrants that he or she is competent and authorized to enter into this Agreement on behalf of the Party for whom he or she purports to sign. Each Party hereto agrees to defend, indemnify, and hold harmless the other Parties hereto against all claims, suits, actions, and demands, including necessary expenses of investigation and reasonable attorneys' fees and costs, arising out of claims that its signatory was not competent or so authorized to execute this Agreement.

SECTION 26. ADMINISTRATION AND IMPLEMENTATION.

This Agreement shall be administered and executed by the City Manager or his or her designated representative. The City Manager shall have the authority to issue interpretations and to make amendments to this Agreement, including amendments that commit additional funds, consistent with Section 28 “Amendment” and the City Manager’s contracting authority under the City of Cathedral City Municipal Code and its adopted policies and procedures.

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SECTION 27. BINDING EFFECT.

This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the Parties.

SECTION 28. AMENDMENT.

No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Contractor and by the City. The City Manager shall have the authority to approve any amendment to this Agreement if it does not exceed the amount that may be approved administratively pursuant to the City Municipal Code. The Parties agree that the requirement for written modifications cannot be waived and that any attempted waiver shall be void. The City’s City Manager may, but is not required to, make minor amendments not affecting substantive terms without further authorization from the City Council. The City Council hereby authorizes the City Manager to execute any such amendments as required by this Agreement or that do not otherwise reduce City’s rights under this Agreement. All other amendments shall be approved by the City Council.

SECTION 29. WAIVER.

Waiver by any Party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any Party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision nor a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work by Contractor shall not constitute a waiver of any of the provisions of this Agreement.

SECTION 30. LAW TO GOVERN; VENUE.

This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the Parties, venue in state trial courts shall lie exclusively in the County of Riverside, California. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in Riverside.

SECTION 31. ATTORNEYS FEES, COSTS AND EXPENSES.

In the event litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing Party in such litigation or other proceeding shall be entitled to an award of reasonable attorney's fees, costs and expenses, in addition to any other relief to which it may be entitled.

SECTION 32. ENTIRE AGREEMENT.

This Agreement, including the attached Exhibits "A" through "C", is the entire, complete, final and exclusive expression of the Parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or wri tten, or entered into between Contractor and City prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written,

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made by any Party which are not embodied herein shall be valid and binding.

SECTION 33. SEVERABILITY.

If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby, and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).

SECTION 34. ELECTRONIC SIGNATURE
The Parties agree that, in accordance with the City’s Electronic Signature Use Policy, adopted on August 10, 2023, and as amended thereafter, the Parties may use electronic signatures to execute this Agreement. Any use of electronic signatures to execute this Agreement shall comply with the City’s Electronic Signature Use Policy, and such signatures shall have the same force and effect as if this Agreement were executed by hand. Contractor acknowledges that it has had an opportunity to request and review the City’s Electronic Signature Use Policy, and Contractor agrees to comply with the Electronic Signature Use Policy. Contractor agrees to indemnify, defend, and hold the City harmless from any claim, damage, or liability associated with transmitting an electronic signature or an electronically signed record by electronic transmission.

SECTION 35. CONFLICTING TERMS.

Except as otherwise stated herein, if the terms of this Agreement conflict with the terms of any Exhibit hereto, or with the terms of any document incorporated by reference into this Agreement, the terms of this Agreement shall control.

IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first-above written.
[SIGNATURES ON FOLLOWING PAGE]

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CITY OF CATHEDRAL CITY
___________________________
Charles P. McClendon
City Manager
ATTEST:
___________________________
Tracey R. Hermosillo
City Clerk

APPROVED AS TO FORM
_______________________________
Eric S. Vail
City Attorney
[CONTRACTOR NAME]
____
________________
________________

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EXHIBIT "A"

SCOPE OF SERVICES

This proposal outlines a comprehensive plan to update the City’s LHMP, Emergency Operations Plan (EOP), and to conduct essential Emergency Operations Center (EOC) Training and Exercise activities. Updating the LHMP and EOP will ensure that the City’s plans reflect the latest risk assessments, best practices, and regulatory requirements.

These updates will enhance its ability to mitigate potential hazards, respond effectively to emergencies, and recover swiftly from disasters. Additional ly, conducting EOC Training and Exercise activities will equip its emergency management personnel with the skills and knowledge necessary to manage emergency operations efficiently and effectively. By investing in these critical updates and training activities, Cathedral City will strengthen its resilience, protect its residents, and ensure a swift and coordinated response to any emergency. This proposal seeks to secure the necessary resources and support to implement these vital initiatives.

DELIVERABLES
JGA will deliver the following at the conclusion of this project:
• Updated LHMP
• Updated EOP
• EOC Training & Exercise Series

PROJECT WORK PLANS

LOCAL HAZARD MITIGATION PLAN
The proposed Scope of Work outlines the comprehensive approach that JGA will undertake in collaboration with City staff and community stakeholders to develop an updated LHMP for the Cathedral City. The work will align with all requirements as outline din the LHMP RFP issue by the City on August 30, 2024. The plan will adhere to all policy and regulatory requirements, including:
• The Disaster Mitigation Act of 2000
• Code of Federal Regulations Section 44 CFR 201.6
• AB 2140 (2006)
• SB 1241 (2012)
• SB 747 (2019)
• Government Code Sections 65302(g)(4) and 65302.15

The Plan will be developed according to FEMA's new hazard mitigation planning standards, effective as of April 2023, that emphasize robust community and stakeholder participation, consideration of climate change impacts, and increased attention to vulnerable populations. JGA will build on its recent experience in developing plans to

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these new standards and navigating the approval process, which has changed significantly from what governed the planning process before 2023. By engaging with City staff and community stakeholders, JGA will follow FEMA's process from the organization of re sources to plan adoption and implementation. Through a collaborative and systematic approach, the updated LHMP will enhance the City's ability to mitigate hazards and promote a safer and more secure community.

PROJECT ACTIVITIES
Task A: Project Management
Our project work plan will include the following:
• Initial Kickoff Meeting : Within two weeks of contract execution, JGA will meet with Cathedral City staff to align on project expectations, clarify roles and responsibilities, and finalize the scope of work.
• Task Breakdown : The project work plan will break down each task, including stakeholder engagement, hazard identification, risk assessments, and development of mitigation strategies. Each task will have specific deliverables and deadlines.
• Timeline: We will provide a detailed timeline outlining all major project milestones from the project kickoff to final plan submission to FEMA/Cal OES. The timeline will also include key stakeholder meetings, public outreach events, and review periods.

The work plan will be a living document that can be adjusted as necessary, ensuring flexibility while maintaining a clear path toward project completion.

Conduct Regular Project Status Meetings with City Staff Effective communication is a cornerstone of our project management approach. JGA will conduct regular bi-weekly progress meetings with Cathedral City staff to ensure ongoing collaboration and transparency.

These meetings will provide opportunities to:
• Review project progress against the work plan and schedule. • Discuss any challenges or adjustments required to the timeline. • Solicit feedback on draft deliverables and address any concerns. • Ensure that Cathedral City staff is kept up to date on the progress of the LHMP development.

Prepare and Submit Monthly Progress Reports
JGA will prepare and submit monthly progress reports that summarize all work completed in the previous month. These reports will:

• Outline the progress made on key deliverables.
• Highlight any challenges or delays encountered and propose solutions. • Provide an update on public outreach and stakeholder engagement efforts. • Include updated timelines and upcoming task

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TASK A: DELIVERABLES
• Detailed project work plan and timeline for LHMP updates activities. • Monthly reports summarizing project progress, milestones achieved, and upcoming tasks.

Task B: Stakeholder engagement
Identify and Engage Stakeholders, Including Local Government Agencies, Community Organizations, Businesses, and the General Public

JGA understands that comprehensive stakeholder engagement is critical to developing a Local Hazard Mitigation Plan (LHMP) that reflects the needs and priorities of Cathedral City’s community. Our approach will begin with identifying and involving a diverse set of stakeholders, including:
• City Departments: Fire, Police, Public Works, Planning, and Emergency Management.
• Local Government Agencies: Riverside County agencies and neighboring city departments.
• Community Organizations: Non -profits, schools, faith -based organizations, and neighborhood associations.
• Business Community: Chambers of Commerce, local businesses, and commercial property owners.
• Vulnerable and Disadvantaged Populations: Special outreach to organizations that represent vulnerable groups, such as senior services, disability advocacy groups, and low-income housing organizations.

We will convene a Stakeholder Committee early in the process, ensuring that all voices are heard throughout the LHMP development. This committee will meet regularly to provide input, review progress, and offer feedback on drafts.

Facilitate Public Meetings and Workshops to Gather Input and Provide Updates on the LHMP Development Process

JGA will organize a series of public meetings and workshops to ensure broad community participation in the LHMP process. These meetings will serve to:

• Educate the public on local hazards, risks, and mitigation strategies. • Gather input on community concerns, vulnerabilities, and ideas for risk reduction. • Provide updates on the progress of the LHMP and offer opportunities for feedback.

We will ensure that these meetings are accessible to all members of the community, using a combination of in-person and virtual meetings to maximize participation. The meetings will be publicized via social media, local media outlets, city newsletters, and direct outreach to stakeholder organizations. Special consideration will be given to vulnerable

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populations by providing translation services, ADA -compliant facilities, and tailored outreach efforts. Additionally, JGA will leverage online surveys and community forums to capture input from residents who may not attend public meetings but still want to engage with the process. These digital tools will allow for ongoing community engagement throughout the project.

Document Stakeholder Input and Incorporate Feedback into the LHMP Update

Stakeholder input is integral to creating a responsive and actionable LHMP. JGA will:

• Document all feedback from public meetings, workshops, and surveys, ensuring that every comment is considered and addressed.
• Incorporate feedback directly into the LHMP update, ensuring that the plan reflects the priorities and insights of the community. We will create a transparent process where key contributions and revisions made based on feedback are clearly identified.

JGA will provide a Stakeholder Engagement Report as part of the final LHMP submission.

This report will outline all engagement activities, summarize input, and demonstrate how stakeholder feedback shaped the final LHMP.

By ensuring active and meaningful participation from all sectors of the community, we will develop an LHMP that is inclusive, comprehensive, and reflective of Cathedral City’s unique risks and needs.

TASK B: DELIVERABLES
• Agendas, presentations, meeting minutes, and documentation of stakeholder feedback from public meetings and workshops.

TASK C: Hazard Identification and Risk Assessment
• Review and Update the List of Natural and Human -Made Hazards That Could Impact the City of Cathedral City

JGA will begin the hazard identification process by reviewing the existing LHMP for Cathedral City as well as any relevant regional hazard mitigation plans. We will:

• Examine the current list of hazards, including both natural (e.g., earthquakes, wildfires, floods) and human-made hazards (e.g., hazardous materials spills, power outages). • Consult with local agencies and stakeholders to identify any newly emerging risks or underrepresented hazards that may have increased in severity or frequency due to climate change, urban development, or other factors.
• Reference FEMA’s National Risk Index, as well as updated guidance from Cal OES and other relevant bodies, to ensure that all significant hazards are considered.

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JGA will ensure that the list of hazards is fully updated to reflect the most current data, scientific findings, and trends specific to Cathedral City, accounting for geographic, demographic, and environmental factors unique to the area. Conduct a Risk Assessment to Evaluate the Potential Impact of Identified Hazards on the Community, Infrastructure, and Critical Facilities

• Hazard Profiling: We will examine the characteristics of each identified hazard, including frequency, magnitude, historical occurrence, and potential future trends. • Community Impact Analysis: By reviewing population data and community characteristics, we will assess the exposure and vulnerability of different population groups, with a special focus on disadvantaged and vulnerable populations. • Infrastructure and Critical Facilities Assessment: JGA will work closely with city officials to identify and evaluate critical infrastructure such as hospitals, fire stations, schools, and utility networks. This assessment will prioritize facilities that are crucial for emergency response and community resilience.

Our approach will integrate climate change impacts and social vulnerability considerations, per FEMA requirements ensuring that the risk assessment reflects the dynamic and evolving risks faced by Cathedral City. By taking this holistic view, we will provide a comprehensive understanding of the city's vulnerabilities and inform the development of effective mitigation strategies.

Utilize Geographic Information Systems (GIS) to Map Hazard Areas and Analyze Spatial Data

JGA will leverage Geographic Information Systems (GIS) technology to visually map hazard areas and conduct spatial analyses that inform the risk assessment process. GIS will be used to:

• Map hazard zones, including floodplains, seismic fault lines, wildfire-prone areas, and areas at risk for extreme heat events.
• Overlay critical infrastructure and population density data to identify areas of highest vulnerability.
• Analyze spatial patterns, such as proximity of critical facilities to hazard zones, transportation routes, and evacuation corridors.

The GIS data will provide detailed, interactive maps that are easily understood by city officials, stakeholders, and the public. These maps will be included in the final LHMP document and made available for future use by Cathedral City’s planning and emergency management teams.

TASK C: DELIVERABLES

• Comprehensive report detailing hazard identification and risk assessment findings.

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TASK D: Vulnerability Analysis

Assess the Vulnerability of the City’s Population, Infrastructure, and Critical Facilities to Identify Hazards

Jacob Green & Associates (JGA) will perform a comprehensive vulnerability analysis to assess how the City of Cathedral City’s population, infrastructure, and critical facilities are affected by the identified hazards. This process will involve:

• Population Vulnerability: We will analyze demographic data, including age, income, housing conditions, and health factors, to assess which populations are most at risk.

The analysis will include examining the potential impacts on high-risk groups such as seniors, children, and people with disabilities.
• Infrastructure Vulnerability: JGA will collaborate with Cathedral City’s public works and emergency management departments to evaluate key infrastructure assets, such as roads, bridges, water systems , communication networks, and utilities. This assessment will help identify vulnerabilities that could lead to cascading failures during a hazard event.
• Critical Facilities Assessment: A detailed inventory of critical facilities such as hospitals, schools, fire stations, and emergency shelters will be conducted to assess their resilience to hazard events. Special attention will be given to facilities critical to emergency response and recovery efforts.

Identify Vulnerable Populations and Develop Strategies to Address Their Specific Needs

JGA will identify and prioritize vulnerable populations that may be disproportionately impacted by hazard events, including:

• Low-income communities may lack the financial resources to recover from disasters. • Seniors and individuals with disabilities who may require additional assistance during evacuations and emergency responses.
• Non -English-speaking residents and those without access to transportation or emergency services.

• Collaborating with local organizations that represent vulnerable groups to understand their concerns and incorporate their input into the planning process. • Developing tailored communication strategies to ensure that disaster preparedness information is accessible in multiple languages and formats.

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• Providing actionable mitigation solutions, such as enhancing shelter accessibility, improving public transportation options during evacuations, and ensuring medical facilities are equipped to handle vulnerable populations during emergencies.

These strategies will be designed to build equity into the LHMP, ensuring that Cathedral City’s most vulnerable populations are safeguarded.

Incorporate Climate Change Considerations into the Vulnerability Analysis

Climate change is a growing factor in exacerbating the severity and frequency of natural hazards. Per FEMA guidance, JGA will incorporate the latest climate change data and projections into the vulnerability analysis to ensure that Cathedral City is prepared for future climate-related risks. This will include:

• Assessing the potential increase in extreme weather events such as heatwaves, wildfires, and floods, which are projected to become more frequent and intense due to climate change.
• Evaluating long-term risks to infrastructure and critical facilities that may face heightened vulnerability due to rising temperatures, shifting precipitation patterns, and other climate-driven changes

TASK D: DELIVERABLES

Comprehensive report detailing vulnerability analysis findings.

TASK E: Mitigation Strategy Development

Develop and Prioritize Mitigation Actions and Strategies to Reduce the Risk and Impact of Identified Hazards

Jacob Green & Associates (JGA) will develop a comprehensive and actionable set of mitigation strategies to address the risks and vulnerabilities identified in Cathedral City’s hazard analysis. Our process includes:
• Identifying Specific Mitigation Actions: We will create mitigation actions that directly address the risks posed by both natural and human -made hazards, such as flood control measures, seismic retrofitting, wildfire risk reduction, and public education campaigns. For each hazard, we will identify both structural and non-structural actions that reduce the likelihood of hazard events or lessen their impact on the community. • Prioritizing Actions Based on Risk and Impact: JGA will use a multi-criteria evaluation process to prioritize mitigation actions. This process will assess factors such as:
o Risk reduction potential: The degree to which the action reduces the risk or severity of a hazard.
o Cost-effectiveness: A comparison of the costs of implementing the action versus the anticipated benefits.

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o Feasibility: The technical, administrative, and legal ability to implement the action. o Timeline for implementation: Whether the action can be completed in the short term or require long-term planning.
o Climate adaptation considerations: How the action contributes to climate resilience, especially as hazards increase in frequency and severity.

Each proposed action will be ranked according to these criteria to ensure that the most effective and feasible actions are prioritized in Cathedral City’s Local Hazard Mitigation Plan (LHMP).

Collaborate with City Staff and Stakeholders to Ensure Proposed Mitigation Actions Are Feasible and Align with Local Priorities

JGA recognizes that collaboration with City staff, stakeholders, and community members is key to developing successful mitigation strategies. We will:

• Engage City staff: Throughout the mitigation strategy development process, we will collaborate closely with city departments —including Public Works, Planning, and Emergency Management—to ensure the proposed actions align with the City’s existing capabilities, resources, and local plans.
• Incorporate Stakeholder Input: During the planning process, we will hold workshops and meetings with key stakeholders, including local businesses, community organizations, and regional agencies, to gather input on proposed mitigation actions.

This engagement will ensure that the strategies developed reflect local priorities, address the concerns of vulnerable populations, and
enhance the city’s overall resilience.
• Coordinate with Regional and State Efforts: JGA will ensure that Cathedral City’s mitigation strategies are aligned with regional plans and state initiatives, including those from Riverside County and Cal OES. This will streamline efforts, reduce redundancy, and increase the potential for funding and support from higher levels of government.

The mitigation actions will also be designed to integrate seamlessly with Cathedral City’s other planning efforts, such as its General Plan and Emergency Operations Plan (EOP), ensuring a cohesive approach to risk management.

Prepare Cost Estimates and Potential Funding Sources for Each Mitigation Action

For each prioritized mitigation action, JGA will provide a detailed cost estimate that includes labor, materials, and any other associated expenses. We will also identify potential funding sources, such as:

• FEMA Hazard Mitigation Assistance (HMA) Grants, including the Building Resilient Infrastructure and Communities (BRIC) program.

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• Cal OES funding opportunities, including state -level resilience and emergency preparedness grants.
• Community Development Block Grants (CDBG) for projects that benefit low - and moderate-income residents or vulnerable populations.

We will include detailed cost estimates in our Mitigation Strategies Report to the City; however, we will not include them in the final LHMP, opting instead to include more general indications of cost so as not to run afoul of potential CEQA compliance issues such as what happened to Los Angeles County’s most recent LHMP update when the update included excessively detailed cost estimates.

TASK E: DELIVERABLES

• Report outlining proposed mitigation actions, including prioritization, cost estimates, and potential funding sources.

TASK F: Prepare Draft LHMP and EOP, Revisions, and Compliance

Prepare a Draft LHMP for Review by City Staff and Stakeholders

Jacob Green & Associates (JGA) will develop a comprehensive draft Local Hazard Mitigation Plan (LHMP) based on the results of the hazard identification, risk assessment, and vulnerability analysis. The draft will be structured in a clear, accessible format, covering all key elements required by FEMA and Cal OES, including:

• A detailed risk analysis of hazards identified as critical to Cathedral City. • Mitigation strategies developed to reduce risk to life, property, and critical infrastructure.
• An implementation plan with specific action items and a timeline for execution.

This draft will be circulated to City staff and key stakeholders for initial review and feedback. Stakeholders will include representatives from city departments, local businesses, community organizations, and vulnerable population groups. JGA will ensure that all stakeholders have adequate time to review the draft and provide input. In addition to formal review periods, we will conduct workshops or feedback sessions to discuss the draft with stakeholders and ensure their perspectives are integrated into the plan.

Revise the Draft LHMP Based on Feedback and Prepare the Final LHMP Document

After receiving feedback from City staff, stakeholders, and the community, JGA will revise the draft LHMP to address all comments and suggestions. Our revision process will:
• Incorporate stakeholder feedback on mitigation strategies, ensuring that the final plan reflects local priorities.

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• Address technical feedback from City staff, ensuring that the LHMP is both practical and aligned with existing city plans, policies, and regulations. • Document all revisions in a transparent manner, summarizing how key feedback was integrated and ensuring that any concerns are addressed before finalizing the document.

The final LHMP will be submitted to the City for final approval before being sent to Cal OES and FEMA for review.

Ensure the LHMP Complies with the Requirements of the Federal Emergency Management Agency (FEMA) and the California Office of Emergency Services (Cal OES)

JGA has extensive experience ensuring that Local Hazard Mitigation Plans meet FEMA and Cal OES requirements. We will:

• Align the LHMP with FEMA’s latest guidance under the Disaster Mitigation Act of 2000 and 44 CFR Part 201.6, including new requirements related to climate change, equity, and vulnerable populations.
• Ensure compliance with California state requirements, such as AB 2140, SB 1241, and other applicable legislation governing hazard mitigation and land use planning. • Conduct internal reviews of the LHMP using FEMA’s Hazard Mitigation Plan Review Tool and California’s Plan Submittal Checklist to ensure the document meets all regulatory standards.

JGA will coordinate directly with FEMA Region IX and Cal OES to ensure that all required elements are in place before submission. We will also manage any post -submission revisions based on feedback from FEMA and Cal OES, facilitating the approval process.

TASK F: DELIVERABLES
• Draft LHMP for review by City staff and stakeholders. • Draft EOP for review by City staff and stakeholders.
• Final LHMP incorporating feedback and complying with FEMA and Cal OES requirements.

TASK G: Prepare a Draft Emergency Operation Plan (EOP) for the City for Review by City Staff and Stakeholders (see pages 21 -34)

TASK H: Review and Approval Process

Submit the Final LHMP to FEMA and Cal OES for Review and Approval

Jacob Green & Associates (JGA) will manage the submission of the final Local Hazard Mitigation Plan (LHMP) to both the California Office of Emergency Services (Cal OES) and the Federal Emergency Management Agency (FEMA). Our team is well-versed in the

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technical and procedural requirements set by both agencies, and we will ensure that Cathedral City’s LHMP complies fully with all submission guidelines.

The final LHMP will be submitted to Cal OES first for initial review. Upon Cal OES approval, the plan will be forwarded to FEMA Region IX for final review and approval.

JGA will coordinate closely with the city to ensure all documentation is complete, including:
• Required forms and documentation such as FEMA’s Plan Review Tool. • Necessary appendices, maps, and supporting data used in the LHMP development. • A record of public involvement, stakeholder input, and responses to comments throughout the plan’s creation.

Provide Support During the Review Process, Including Addressing Comments and Making Necessary Revisions

The LHMP review process consists of:

• Submittal to CalOES for initial review and approval. The first review must be completed within 45 days of submittal. Typically, there is at least one round of required revisions from CalOES that the City must respond to. JGA will address any revisions required and as well as coordinate discussions with CalOES review staff. • After CalOES approval is granted, CalOES forwards the plan to FEMA Region IX for final review and approval. This, also, must take place within 45 days of submittal by CalOES. If FEMA requires additional revisions, JGA will address these as well as coordinate discussions with FEMA review staff.

• Ongoing Communication: JGA will serve as the primary point of contact with both Cal OES and FEMA, ensuring that any clarifications or additional documentation requests are responded to promptly. We will keep the city informed of progress and address any potential delays in the review process.
• Addressing Reviewer Comments: Based on our experience with FEMA’s hazard mitigation review procedures, we anticipate that some revisions may be required. JGA will carefully review all feedback from Cal OES and FEMA, make the necessary updates, and re-submit the plan for review. We will work directly with the agencies to ensure that all comments and required changes are resolved as quickly as possible. • Technical Support: We will provide any necessary technical support to address complex comments, including adjustments to risk assessments, mitigation strategies, or mapping components. Our team’s familiarity with FEMA’s standards will ensure that revisions are completed accurately and efficiently.

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Obtain Final Approval from FEMA and Cal OES

JGA is committed to working with Cathedral City until the final approval of the LHMP is secured from both Cal OES and FEMA. This includes:

• Managing the approval timeline: We will track and manage the submission and review timelines closely, ensuring that deadlines are met, and progress is monitored at each stage.
• Final Revisions: Should any final revisions be required by FEMA, JGA will respond swiftly to ensure that the LHMP meets all criteria for approval. We are experienced in addressing any post-review issues and will guide the City through this process. • Approval Notification: Once final approval is received, we will provide the City with the official notification from FEMA and Cal OES, confirming that Cathedral City’s LHMP is fully compliant and approved. This approval will make the City eligible for hazard mitigation funding and grants through FEMA’s Hazard Mitigation Assistance (HMA) programs.

JGA will ensure a smooth and timely review and approval process, leveraging our expertise with FEMA and Cal OES to address any challenges and secure approval as efficiently as possible.

TASK H: DELIVERABLES
• Documentation and support provided during the FEMA and Cal OES review process.
• Provide staff training for EOC activation.
• Conduct a simulated EOC activation scenario to address areas of concern as outlined in LHMP and EOP.

TASK I: Implementation and Maintenance

Develop an Implementation Plan for the Approved LHMP, Including Timelines, Responsible Parties, and Funding Sources

JGA will develop a comprehensive implementation plan for the approved Local Hazard Mitigation Plan (LHMP), designed to turn the mitigation strategies into actionable projects.

The plan will include:
• Clear Timelines: Each mitigation action will be assigned a specific timeframe for completion, with short-term (0–2 years), medium-term (2–5 years), and long-term (5+ years) actions prioritized according to their urgency and feasibility. • Assignment of Responsible Parties: We will identify the city departments and relevant external partners responsible for implementing each mitigation action. This may include city divisions such as Public Works, Planning, Emergency Management, as

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well as local utility companies, school districts, and regional agencies. Responsibilities will be clearly defined to ensure accountability and smooth coordination. • Funding Sources: For each mitigation action, JGA will identify potential funding sources, including federal and state grant programs. This will include:
o FEMA’s Hazard Mitigation Assistance (HMA) programs, such as Building Resilient o Infrastructure and Communities (BRIC) and the Flood Mitigation Assistance (FMA) program.
o Community Development Block Grants (CDBG) for resilience projects benefiting vulnerable populations.
o Cal OES funding opportunities and regional resilience grants.

Create a Maintenance Strategy to Ensure the LHMP Remains Current and Effective, Including Regular Updates and Reviews.

To ensure that the LHMP remains relevant, effective, and compliant with FEMA and Cal OES requirements, JGA will develop a robust maintenance strategy that includes:

• Regular Monitoring and Reporting: JGA will recommend that Cathedral City designate a city official or department responsible for overseeing the ongoing implementation and monitoring of the LHMP. We will propose an annual review process to assess progress on mitigation actions, update stakeholders, and adjust priorities as needed. • Performance Metrics and Reporting: JGA will develop performance indicators to measure the effectiveness of each mitigation action. These indicators will include metrics like hazard exposure reduction, cost savings from avoided damages, and progress toward climate resilience goals. Regular reports will be prepared to track these metrics and ensure accountability.
• Periodic Updates: As required by FEMA, the LHMP must be reviewed and updated every five years. JGA will outline a process for these periodic updates, ensuring that:
o New hazard data and risk assessments are incorporated. o Any changes in community vulnerabilities or infrastructure are reflected. o New mitigation actions and emerging funding opportunities are considered. JGA will also provide guidance on interim updates that may be necessary in response to significant events, such as major hazard occurrences or new federal or state regulations.
• Stakeholder Engagement: During each update cycle, we will recommend that the city engage stakeholders and the public to provide feedback on the progress of the LHMP and contribute new insights. This ongoing engagement will ensure that the LHMP reflects the evolving priorities and needs of Cathedral City.

TASK I: DELIVERABLES
• Plan to outline the implementation and maintenance strategy for the approved LHMP.

EMERGENCY OPERATIONS PLAN

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PROJECT OVERVIEW

The Cathedral City Emergency Operations Plan will be created as a tool and actionable resource which will enable staff and stakeholders the capability to execute essential emergency operations following a critical incident or disaster.

The plan, and that of any annexes, will be developed in accordance with FEMA’S Comprehensive Preparedness Guide (CPG 101v3) -Developing and Maintaining Emergency Operations Plans and will meet the requirements, expectations, and standards of the Federal Emergency Management Agency (FEMA), and the California Governor’s Office of Emergency Services (Cal OES). The updated EOP will further be developed consistent with the construct of the California Standardized Emergency Management System (SEMS), the National Incident Management System (NIMS), and the National Response Framework (NRF).

To the degree it is applicable, the plan will be informed by the Cathedral City Hazard Mitigation Plan, Riverside County Emergency Operations Plan, and the California Emergency Plan.

The final plan outline will follow the State of California's best practice structure and organization while ensuring it is tailored to and meets the unique needs of Cathedral City.

JGA will update the EOP using a regional, integrated framework that is cons istent with the latest California Emergency Plan, coordinated with the Riverside County Emergency Operations Plan while reflecting the unique operating environment and resources of Cathedral City. The emergency plan will include the concept of operations, roles, responsibilities, and specific emergency functions. Specific functions within the plan will include critical tasks, checklists, references, and other resources necessary for personnel to fulfill their duties and deliver effective execution of the pl an by persons who may not have emergency management as their primary daily role.

JGA will ensure the updated EOP’s efficacy and alignment with other key Cathedral City plans and its vertical and horizontal integration with other response and mitigation plans should meet national and state guidance and standards of an organizational int egrated EOP plan.

PLAN APPROVALS
Local Emergency Operations Plans do not have a state or federal approval requirement and as such approval and adoption will be coordinated only with Cathedral City.

PROJECT DELIVERABLES
JGA will deliver an Updated Part 1 EOP (Base Plan) and Part 1 EOP (Emergency Operations Center) Position Checklists.

Plan Administration (not all-inclusive)

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• Promulgation Statement
• Plan Distribution
• Foreword
• Concurrences
• Preface
• Plan Activation
• Record of Changes

Base Plan

1. Purpose and Scope

2. Situation and Assumptions

3. Concept of Operations

4. Organization and Assignment of Responsibilities

5. Direction and Control

6. Continuity of Government

7. Administration and Logistics

8. Plan Development and Maintenance

9. Authorities and References

10. Glossary of Abbreviations and Terms

TASK NUMBER PHASE/TASK DURATION PCT OF PROJECT NOTES

1 PHASE: Project Scoping and Development 21 days 5%

1.1 Identify the Project Management Team

1.2 Conduct Project Kick-off Meeting (Project Team)

1.3 Develop Project Schedule

1.4 Identify the Planning Team / SME Team

1.5 Conduct Project Kick-off Workshop (Planning Team)

2 PHASE: Data Collection and Analysis 30 days 5%

2.1 Assess City Organization and Community Capabilities

2.2 Assess City Municipal Code – Emergency Mgmt. Chapter

2.3 Review Existing Preparedness & Hazard Mitigation Plans

2.4 Develop Situation Overview

2.5 Develop Hazards Summary

3 PHASE: Develop Concepts of Operations 45 days 25%

3.1 Develop Emergency Organization and Structure

3.2 Develop Activation Authority and Criteria

3.3 Develop Emergency Function Responsibility Matrix

3.4 Identify Primary and Alternate EOC

3.5 Identify COOP and COG Policies

3.6 Develop AB2311, AB477, and SB 160 Content

3.7 Develop Training & Exercise Content

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3.8 Identify Plan Maintenance Schedule & Process

4 PHASE: Plan Development-Part 1 Base Plan 90 days 50%

4.1 Craft Pre-Decisional Draft #1

4.2 Draft #1 Content Editing & Proofreading

4.3 Draft #1 Formatting & Pagination

4.4 Draft #1 Send to Client for Review & Comments 21-day review period

4.5 Draft #1 Review & Comments Received from Client

4.6 Draft #1 Edits & Changes per Client

4.7 Craft Final Deliverable

4.8 Final Deliverable Quality Check

4.9 Final Deliverable Send to Client

5 PHASE: Plan Development-Part 2 EOC Checklists 30 days 10%

5.1 Craft EOP Part 2 EOC Position Checklists

5.2 Content Editing & Proofreading

5.3 Formatting & Pagination

5.4 Final Deliverable Quality Check

5.5 Final Deliverable Send to Client

6 PHASE: Plan Processing and Approvals 15 days 5%

6.1 Deliverable Acceptance by City

6.2 Adoption by City (if required)
Note (1): Draft planning documents are provided in a PDF format for review and comment.

TRAINING & EXERCISE

PROJECT OVERVIEW
Training is a crucial component of an effective emergency management program. JGA recognizes its significance and is committed to providing annual emergency management training and exercises to the City of Cathedral City. The primary objectives of these training sessions are:

1. Activation of the Emergency Operations Plan : The training will ensure that staff members are well-versed in the activation procedures of the jurisdiction's Emergency Operations Plan. This will enable them to effectively initiate the plan during emergencies, ensuring a swift and coordinated response.

2. Understanding Roles and Responsibilities: Participants will gain a comprehensive understanding of their specific disaster roles and responsibilities within the emergency management structure. This will enable them to execute their tasks competently and confidently, contributing to an efficient and well-coordinated response effort.

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3. EOC Operations: The training will focus on enhancing the participants' knowledge and skills in operating within the EOC. This includes familiarizing them with the EOC's functions, communication protocols, decision -making processes, and coordination mechanisms. By building their EOC competency, the participants will be better prepared to support effective emergency response and management.

By providing comprehensive training and conducting exercises, JGA aims to enhance Cathedral City’s emergency management readiness, ensuring that personnel are well - prepared, competent, and confident in executing their roles and responsibilities during emergencies. The training and exercises will contribute to a more resilient and effective response system within the City.

PROJECT ACTIVITIES
JGA will deliver the following table of Training & Exercise Activities on-site at Cathedral City.Course / Activity Scope Time Frame

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Note (1): The cost for training and exercises is computed for activities that will be provided in a bundled format, with the condition that no more than two on-site visits are required.

PROJECT SCHEDULES PROJECT TIME
1 Hazard Mitigation Plan Update 35 weeks
2 Emergency Operations Plan Update 32 Weeks
3 Emergency Operations Training & Exercise TBD

Task/Milestones Cost
Task A: Project Management 2 weeks/ongoing
Task B: Stakeholder Engagement ongoing
Task C: Hazard Identification and Risk Assessment 5 weeks Task D: Vulnerability Analysis 6 weeks
Task E: Mitigation Strategy Development 6 weeks
Task F: Prepare Draft LHMP and EOP, Revisions, and Compliance 5 weeks Task G: EOC separate timeline
Task H: Review and Approval Process 5 weeks*
Task I: Implementation and Maintenance 5 weeks
Duration: 35 weeks

LHMP TIMELINE

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C-1
EXHIBIT "B"

COMPENSATION

The City Shall Pay Contractor a not-to-exceed amount of $188,140.00 for completed work based on the following schedule.

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EXHIBIT "C"

INSURANCE

A. Insurance Requirements. Contractor shall provide and maintain insurance, acceptable to the City, in full force and effect throughout the term of this Agreement, against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the S ervices by Contractor, its agents, representatives or employees. Insurance is to be placed with insurers with a current A.M.

Best's rating of no less than A:VII.

Contractor shall provide the following scope and limits of insurance:

1. Minimum Scope of Insurance . Coverage shall be at least as broad as:

(1) Commercial General Liability. Insurance Services Office form Commercial General Liability coverage (Occurrence Form CG 0001).

(2) Automobile. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, including code 1 "any auto" and endorsement CA 0025, or equivalent forms subject to the written approval of the City.

(3) Workers’ Compensation. Workers' Compensation insurance as required by the Labor Code of State of California covering all persons providing Services on behalf of the Contractor and all risks to such persons under this Agreement.

(4) Professional Liability . Professional liability insurance appropriate to the Contractor’s profession. This coverage may be written on a “claims made” basis and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to Services performed under this Agreement. The insurance must be maintained for at least three (3) consecutive years following the completion of Contractor’s services or the termination of this Agreement. During this additional three (3) year period, Contractor shall annually and upon request of the City submit written evidence of this continuous coverage.

2. Minimum Limits of Insurance . Contractor shall maintain limits of insurance no less than:

(1) Commercial General Liability. $1,000,000 general aggregate for bodily injury, personal injury and property damage.

(2) Automobile. $1,000,000 per accident for bodily injury and property damage. A combined single limit policy with aggregate limits in an amount of

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not less than $2,000,000 shall be considered equivalent to the said required minimum limits set forth above.

(3) Workers' Compensation. Workers' Compensation as required by the Labor Code of the State of California of not less than $1,000,000 per occurrence.

(4) Professional Liability. $1,000,000 per occurrence.

B. Other Provisions . Insurance policies required by this Agreement shall contain the following provisions:

1. All Policies. Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be suspended, voided, cancelled by the insurer or either Party to this Agreement, reduced in coverage or in limits except after 30 days' prior written no tice by certified mail, return receipt requested, has been given to City.

2. Commercial General Liability and Automobile Liability Coverages.

(1) City, and its respective elected and appointed officers, officials, and employees and volunteers are to be covered as additional insureds as respects: liability arising out of activities Contractor performs; products and completed operations of Contractor; premises owned, occupied or used by Contractor; or automobiles owned, leased, hired or borrowed by Contractor. The coverage shall contain no special limitations on the scope of protection afforded to City, and their respective elected and appointed officers, officials, or employees.

(2) Contractor’s insurance coverage shall be primary insurance with respect to City, and its respective elected and appointed, its officers, officials, employees and volunteers. Any insurance or self -insurance maintained by City, and its respective elected and appointed officers, officials, employees or volunteers, shall apply in excess of, and not contribute with, Contractor’s insurance.

(3) Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

(4) Any failure to comply with the reporting or other provisions of the insurance policies, including breaches of warranties, shall not affect coverage provided to City, and its respective elected and appointed officers, officials, employees or volunteers.

3. Workers' Compensation Coverage . Unless the City Manager otherwise agrees in writing, the insurer shall agree to waive all rights of subrogation

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against City, and its respective elected and appointed officers, officials, employees and agents for losses arising from work performed by Contractor.

C. Other Requirements. Contractor agrees to deposit with City, at or before the effective date of this Agreement, certificates of insurance necessary to satisfy City that the insurance provisions of this contract have been complied with. The city may require that Contractor furnish City with copies of original endorsements effecting coverage required by this Exhibit “C”. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. City reserves the right to inspect complete, certified copies of all required insurance policies, at any time.

1. Contractor shall furnish certificates and endorsements from each subcontractor identical to those Contractor provides.

2. Any deductibles or self -insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers, or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration, defense expenses and claims.

3. The procuring of such required policy or policies of insurance shall not be construed to limit Contractor’s liability hereunder nor to fulfill the indemnification provisions and requirements of this Agreement.

CITY OF CATHEDRAL CITY
RFP for Local Hazard Mitigation Plan Update Services
Proposal Score Sheet
10/3/2024
1 2 3 1 2 3 1 2 3 1 2 3
Technical Score (max = 70 points):

Firm's experience with LHMPs 0 - 10 5.0 4.0 3.0 7.5 7.0 5.0 8.0 9.0 9.0 6.0 9.0 9.0 Firm's size, structure and resources0 - 10 6.0 10.0 3.0 6.0 8.0 7.0 6.0 10.0 8.0 5.0 10.0 7.0 Qualifications of firm 0 - 10 6.0 4.0 3.0 8.0 4.0 6.0 8.0 10.0 9.0 6.0 10.0 8.0 Qualifications of firm - team members0 - 10 6.0 4.0 6.0 8.0 7.0 7.0 9.0 10.0 9.0 6.0 7.0 9.0 Adequacy of proposed staffing plan0 - 10 6.0 5.0 3.0 6.0 7.0 7.0 7.0 10.0 8.0 6.0 10.0 8.0 Throughness of proposal for new LHMP0 - 10 6.0 5.0 3.0 7.0 8.0 7.0 8.0 10.0 9.0 6.0 8.0 8.0 Commitment to timeliness 0 - 10 6.0 6.0 3.0 5.0 4.0 3.0 8.0 9.0 9.0 5.0 8.0 8.0 Total 0 - 70 41.0 38.0 24.0 47.5 45.0 42.0 54.0 68.0 61.0 40.0 62.0 57.0 Combined Total
Score: Tech. CostTotal
Interwest Consulting 103.0 24.0127.0 42%
Kahlen Group 134.5 66.0200.5 67%
Jacob Green & Associates 183.0 90.0273.0 91%
Dynamic Planning + Science (DP+S)159.0 60.0219.0 73%
Total Scores
Dynamic Planning +
Science (DP+S)
159.0
Interwest Consulting Kahlen Group
103.0 134.5
Jacob Green & Associates
183.0

SEPTEMBER
2024
13217 Jamboree Rd., #248
Tustin, CA 92782
888.4.JGA.1ST
JacobGreenAndAssociates.com
Proposal For
RFP - City of Cathedral City
Local Hazard Mitigation
Plan Project

LETTER FROM CEO JACOB GREEN

TABLE OF

CONTENTS

STATEMENT OF QUALIFICATIONS

COST PROPOSAL
(Included in separate file)

SCOPE OF WORK

Page 1 ends

Section
C
Section
B
Section
A
Cover
Letter
Pages 2 - 10
Pages 11 - 32
Pages 33 - 36
CITY
cathedral

1.888.4.JGA.1ST | [email protected]
PAGE 1
Jacob Green
President & CEO
September 30, 2024
Patrick Bumstead, Financial Analyst II
City of Cathedral City
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Dear Mr. Bumstead,
Jacob Green & Associates (JGA) is pleased to submit our proposal in response to the Request for
Proposals (RFP) for the City of Cathedral City Local Hazard Mitigation Plan (LHMP) Project. With our extensive local government experience in Southern California emergency management and LHMP development, we are well-equipped to deliver a comprehensive and actionable LHMP that addresses Cathedral City's unique hazards and vulnerabilities. Consistent with the RFP, our proposal also includes services to update the City's Emergency Operations Plan (EOP), and conduct essential Emergency
Operations Training & Exercise for City staff.

Our team of dedicated hazard mitigation professionals brings a wealth of knowledge and expertise to this project. Through collaboration, stakeholder engagement, and the utilization of cutting-edge methodologies and technologies, we are committed to developing an LHMP that reflects Irwindale’s distinct characteristics and meets the requirements of state and federal regulations, including the Disaster Mitigation Act of 2000 and applicable state legislation.

Patrick Marchman, AICP, will be JGA's project manager for the City of Cathedral City LHMP. Patrick has 20 years of experience in the hazard mitigation, environmental, and climate adaptation fields. Patrick served as a Project Manager for hazard mitigation and disaster risk reduction planning while working with the U.S. Federal Emergency Management Agency, writing and reviewing over a dozen hazard mitigation plans. Additionally, Patrick led several projects at local and state levels, as well as for private sector clients, and worked with FEMA Region VII on direct community engagement to operationalize
hazard mitigation plans across a four-state area.

Tony Coletta, CEM, will be JGA’s project manager for the City’s EOP Update and Emergency Operations Training and Exercise Projects. Tony has 30 years of experience managing emergency planning, training, exercises, and incident management. He brings localized expertise developed from working as a Firefighter Paramedic in the Coachella Valley during the 1980’s and serving as the Emergency Manager for the County of Riverside during the 1990’s and 2000’s. His extensive experience and understanding of the hazards, risk, and emergency management needs of the Coachella Valley and the City of Cathedral City will serve this project and the City’s unique needs well.

We look forward to working with Cathedral City as you work to enhance your emergency management capabilities.

Sincerely,

STATEMENT OF

QUALIFICATIONS

SECTION A
P AGE 2

STATEMENT OF QUALIFICATIONS
JGA is an Orange County-based corporation comprised of 30 veteran local government leaders with over 600 years of combined municipal experience; and includes former City Managers, Emergency Managers, Police Chiefs, Fire Chiefs, and other municipal experts. We help our clients prepare for and respond to challenges in Emergency Management, Organizational Development. JGA's headquarters are located in Tustin, California.

We provide tailored services by developing a deep understanding of client needs, fostering authentic and trusted relationships, and focusing on solutions and outcomes that consistently exceed expectations.

Drawing on the deep local experience of our team members and advisors, JGA has quickly become a premier partner with local governments throughout the state of California.

What sets JGA apart? Hazard Mitigation Planning
In 2023, FEMA implemented changes to the Local Hazard Mitigation Plan (LHMP) process that have radically tightened the requirements as to what will pass Cal OES and FEMA review, and have resulted in a backlog of over 120 plans in the queue for review and approval by Cal OES and FEMA. These changes include:
• Much deeper examination of the impacts of climate change. • Requirements to substantively address social equity and disadvantaged populations. • More thorough stakeholder and public involvement processes, encouraging the public to not only comment on the final product but to have stakeholder and public input be an integral part of the process.

JGA has developed a deep understanding of FEMA's new requirements through our close collaboration with Cal OES. We've refined our methodologies to align precisely with current FEMA expectations, ensuring our hazard mitigation plans meet and exceed the latest standards. Our ability to deliver plans that satisfy today's rigorous criteria - not outdated benchmarks - positions JGA as the optimal partner for Cathedral City's LHMP project.

Beyond hazard mitigation, JGA has built a broader planning practice focusing on climate action and adaptation planning, economic development, and comprehensive planning. We are currently delivering these services to City governments throughout California, allowing us to bring a holistic perspective to your LHMP update.

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JGA's hazard mitigation planning team is led by Patrick Marchman, AICP CEP, SCR. Patrick has 15 years of experience in hazard mitigation, resilience, and climate adaptation planning work throughout North America, and earned the rare Certified Environmental Planner (CEP) advanced specialty certification from the American Institute of Certified Planners. Patrick has worked in and around “FEMA World” since 2010, having worked directly for FEMA, as well as part of the Community Engagement and Risk Communication contract for several years.As part of his work with FEMA, Patrick has reviewed dozens of hazard mitigation plans, including several state-level plans, and since leaving FEMA over the past several years has developed and managed the development of a number of related plans including:
• Village of Riverside Climate Action and Adaptation Plan (Illinois) • City of Cleveland Heights Climate Action and Resilience Plan (Ohio) • City of Ridgecrest Climate Risk Assessment (California) • East Kootenay Hospital Climate Risk Assessment (British Columbia) • Kootenay Boundary Hospital Climate Risk Assessment (British Columbia) • Resilience Dialogues policy consulting for East Lansing and Anchorage (Michigan and Alaska) • Town of Valdez resilience code update (Alaska)
• Centers for Disaster Resilient Infrastructure Global Airport Resilience Study • Mazzetti Corporate Climate Adaptation Plan
Beyond Patrick’s personal experience, JGA has completed a wide range of resilience and emergency management-related projects, including the following hazard mitigation plans:
• City of West Hollywood Local Hazard Mitigation Plan Update • City of Dana Point Local Hazard Mitigation Plan Update • City of Rialto Local Hazard Mitigation Plan
• Rincon Band of Luiseño Indians Local Hazard Mitigation Plan Update • City of Lake Forest Local Hazard Mitigation Plan Update • City of Montebello Local Hazard Mitigation Plan Update JGA’s staff includes senior California municipal professionals with extensive experience in planning, community outreach, and facilitation. They contribute their extensive knowledge to a range of projects.

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What sets JGA apart? Emergency Planning / Training & Exercises JGA emergency management team has been working in California’s emergency management community since the 1990s. This work has included managing emergency planning, training, exercises, and incident management. Project Manager Tony Coletta brings localized expertise developed from working as a Firefighter Paramedic in the Coachella Valley during the 1980s and serving as the Emergency Manager for the County of Riverside during the 1990s and 2000s. His extensive experience and understanding of the hazards, risk, and emergency management needs of the Coachella Valley and the City of Cathedral City will serve this project and the City’s unique needs well.

JGA has performed the following recent work relevant to the Cathedral City’s desired Scope of Work and this project:

Emergency Planning
• City of Rialto Emergency Operations Plan Update (2024) • City of Lake Forest Emergency Operations Plan Update (2022) • City of Laguna Woods Emergency Operations Plan Update (2022) • City of Big Bear Lake Emergency Operations Plan Update (2024) • City of Corona Emergency Operations Plan Annexes (2023) • City of Indio Continuity of Operations Plan (2024)
• City of Lake Forest Continuity of Operations Plan (2023) • City of Rialto Continuity of Operations Plan (2023)
• City of Corona Continuity of Operations Plan (2021)
• City of Redlands Disaster Recovery Plan (2024)
• City of Lake Forest Disaster Recovery Plan (2024)
• City of Rialto Disaster Recovery Plan (2023)
• City of San Juan Capistrano Disaster Recovery Plan (2023) • City of Corona Disaster Recovery Plan (2023)
Emergency Training & Exercise
• City of San Juan Capistrano EOC Training & Exercises (2022-Present) • City of Lake Forest EOC Training & Exercises (2022-Present) • City of Oxnard EOC Training & Exercises (2023)
• City of Stockton EOC Training & Exercises (2022)
• City of San Clemente EOC Training & Exercises (2022)
• City of Corona EOC Training & Exercises (2021)
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JACOB GREEN, MPA
President & CEO
Jacob has an extensive background in public safety and has overseen emergency management programs for over 18 years in his capacity as both Emergency Manager and the department head responsible for emergency management in various agencies including the cities of Santa Ana, Fountain Valley, Ontario and San Juan Capistrano. He specializes in seminar training and leadership coaching for municipal management staff involved with the planning and provision of emergency services.

Jacob’s key emergency management accomplishments include the creation of a new Bureau of Emergency Management for the City of Ontario, design and construction of Ontario’s new $7 million Emergency Operations Center, and citywide disaster training/exercises, emergency operations plan writing, hazard mitigation plan writing, management of the emergency operations center during disaster activations, and community engagement and public education activities for multiple cities. Jacob also has served as the Ontario Fire Department’s lead Public Information Officer and Grant Manager.

JGA LEADERSHIP TEAM

DAVE BROWN
Director of Client Success
Chief Dave Brown, (ret.) is passionate about helping public sector executives and organizations succeed in a dynamic and challenging environment, especially when facing leadership, political, or personnel challenges. Chief Brown has held command positions in every division of law enforcement including many years as a Chief of Police. He has also served as Director of Public Safety, Assistant City Manager, and several stints as Interim City Manager. In 2017, Chief Brown was recruited by the City of Menifee, California, to spearhead the creation of the Menifee Police Department. Over the next three years, Brown created and implemented a robust, data-driven strategy, successfully launching the new Menifee Police Department on July 1, 2020. More recently, Dave served as the Executive Director of the Riverside Sheriffs’ Association (RSA), one of the largest law enforcement labor organizations in the country.

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NICOLE BEACH
Director of Strategic Initiatives
Nicole Beach is a project management and strategy delivery leader who specializes in assisting organizations in realizing value by aligning strategy with execution. Nicole collaborates closely with our clients to develop work plans that ensure their success in executing strategic goals and provides project management oversight across all projects. Before joining JGA, Nicole amassed a wealth of experience leading complex technology, organizational, and strategic projects, including M&A integrations, ERP implementations, and process improvement initiatives.

Most recently, she oversaw Project Management Offices and Strategic Portfolio Management for SAFEbuilt, Citrix, and Sport Clips. Nicole holds certifications as a Project Management Professional (PMP) and Lean Six Sigma Green Belt. She also earned an MBA with a concentration in Process Improvement from Nova Southeastern University.

KEY PERSONNEL

PATRICK MARCHMAN, AICP, SCR
Project Manager // Hazard Mitigation, Climate and Resilience Advisor Patrick Marchman has 20 years of experience as a planner with experience in multiple components of comprehensive planning, including zoning, transportation, resilience and sustainability, environmental and economic development. His work initially focused on developing and managing the NEPA process for multi-billion-dollar infrastructure projects. Patrick then moved into hazard mitigation and disaster risk reduction planning while working with the U.S. Federal Emergency Management Agency, writing and reviewing over a dozen hazard mitigation plans. After a four-year stint managing the environment and real estate programs and working closely with Metropolitan Planning Organizations supporting local and regional transportation planning, for the U.S. Federal Highway Administration’s Michigan Division, he shifted to the private sector, supporting climate adaptation and sustainability strategy for a wide range of public and private sector clients. Since 2011, Patrick has been a member of the American Institute of Certified Planners, and has delivered presentations at national planning conferences as well as many planning-related publications. He also holds a certification in Sustainability and Climate Risk from the Global Association of Risk Professionals. Patrick has served in leadership roles in several professional organizations as well as on his City’s Zoning Board of Appeals, and has a commitment to leading the development of new practice areas within the planning profession.

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TONY E. COLETTA JR., MPA, CEM, MPM
Project Manager // Emergency Management
Tony’s focus is on assisting clients solve local challenges through innovative, cooperative, and sustainable public safety solutions. As a proven leader, he excels in problem-solving, alliance building, and organizational communication, and delivering results-driven solutions for today’s municipal challenges. Tony has built highly effective emergency management teams, led multi-million-dollar regional homeland security programs, coordinated statewide public safety initiatives, authored best practice emergency plans, and leveraged federal agencies and funding to solve local homeland security and emergency management challenges. Tony Coletta brings 35 years of public safety experience, with 25 years dedicated to emergency management and homeland security administration. His expertise spans emergency planning, training and exercises, hazard and risk mitigation, organizational assessments, and strategic planning. Tony's extensive background includes state, federal, and international disaster deployments. He has made notable achievements in instructing and course design, emergency operations center design, recruitment, succession planning, and grant and performance management. Tony is an internationally Certified Emergency Manager and holds degrees in Emergency Medical Services Administration, Police Service Administration, Fire Service Administration, and Public Administration.

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WILLIAM SIMMONS
Hazard Mitigation Specialist
William Simmons is a Project Manager at Jacob Green and Associates, where he leads and supports the creation of comprehensive emergency management documentation, including Local Hazard Mitigation Plans, Emergency Operations Plans, and Risk Assessments. He facilitates innovative emergency management and leadership development programs, training sessions, and exercises. Prior to joining JGA, William served for 10 years in the United States Air Force as a Supervisor, Instructor, Exercise Director, and Team Leader. He was a key contributor in planning, coordinating, and executing real-world and simulated crisis environments as a Command-and-Control Operator. One of William's most notable projects was his work on the implementation of a country- wide evacuation plan for civilian family members during the escalation of the North Korean threat in 2017. The plan was successfully showcased in an exercise, during which 1,700 residents were safely processed for evacuation. William holds a Secret Clearance and possesses a Bachelor's Degree in Homeland Security and Emergency Management. He has completed over 20 courses with the FEMA Emergency Management Institute, is certified in Emergency Operations Planning and Mitigation Planning through CSTI, and is currently pursuing a Master of Science in Organizational Development at the University of Massachusetts.

TERRI RAHHAL
Senior Advisor // Urban Planning
Terri recently completed a 37-year career in the public sector, practicing a wide range of urban and regional planning and community development services in San Bernardino and Riverside Counties, as well as the cities of San Bernardino and Corona. In 2022 she retired from San Bernardino County as Land Use Services Director, where she managed building, planning, land development engineering, code enforcement and fire hazard abatement services for the unincorporated areas of this 20,000-square mile county. During her tenure with San Bernardino County, she led the development and adoption of a comprehensive Countywide Plan and 27 Community Action Guides for unincorporated communities. She also oversaw implementation of the County’s first fully digital planning and building permit system. Terri holds a bachelor’s degree in Economics and an MBA with a Finance concentration from Cal State San Bernardino. As a long-time member of the American Planning Association and the American Institute of Certified Planners, Terri considers herself primarily a planner. She is passionate about building value through community development and enabling public employees to work toward that end. She believes that training, coaching and sharing of authority are the keys to shaking off the bureaucratic stereotypes that plague the public sector.

MEGHAN MURRAY
Project Specialist
Meghan Murray has over 24 years of experience in Operations Management, Program Management, Personnel Management, Executive Communication, and Continuous Process Improvement. Meghan served in the Air Force for 22 years and has extensive background in Organizational Development. Meghan excelled in overseeing operations, professional development, and personnel programs for organizations and has directed multiple programs valued at $1B while managing risk, safety, and compliance. Meghan holds a Masters of Science degree with a specialty in Human Resource Management bringing to the team an extensive knowledge in team leadership, strategic planning, and data driven decision making. One of Meghan’s most notable projects was being a strategic team lead of the Organization of the Future that led to the building of the latest branch of the military, the United States Space Force. As a Project Specialist with JGA, Meghan supports the Organizational Development and Emergency Management Departments by coordinating projects, managing timelines, and ensuring the successful execution of department initiatives.

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CITY OF WEST HOLLYWOOD
Margarita Kustanovich, Emergency Management Coordinator [email protected]
323.848.6419
Local Hazard Mitigation Plan
C

ITY OF RIALTO
Brian Park, Fire Chief
[email protected]
909.820.2501
Emergency Management Support Services and Local Hazard Mitigation Plan RINCON BAND OF LUISEÑO INDIANS
C
hip Duncan, Fire Chief
[email protected]
760.297.2300 Ext. 533
Local Hazard Mitigation Plan

REFERENCES
We encourage the City of Cathedral City to contact our references to provide testimony of our capability to perform your requested services, adhere to schedules and budgets, and exceed expectations.

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PAGE 1 1

SCOPE OF WORK

SECTION B
PAGE 12

SCOPE OF WORK
The City of Cathedral City is committed to ensuring the safety and resilience of its community in the face of natural and human-made hazards. As part of this commitment, it is essential to regularly update and enhance its preparedness and response strategies. This proposal outlines a comprehensive plan to update the City’s LHMP, Emergency Operations Plan (EOP), and to conduct essential Emergency Operations Center (EOC) Training and Exercise activities.

Updating the LHMP and EOP will ensure that the City’s plans reflect the latest risk assessments, best practices, and regulatory requirements. These updates will enhance its ability to mitigate potential hazards, respond effectively to emergencies, and recover swiftly from disasters. Additionally, conducting EOC Training and Exercise activities will equip its emergency management personnel with the skills and knowledge necessary to manage emergency operations efficiently and effectively.

By investing in these critical updates and training activities, Cathedral City will strengthen its resilience, protect its residents, and ensure a swift and coordinated response to any emergency. This proposal seeks to secure the necessary resources and support to implement these vital initiatives.

DELIVERABLES
JGA will deliver the following at the conclusion of this project:
• Updated LHMP
• Updated EOP
• EOC Training & Exercise Series

PROJECT WORK PLANS
LOCAL

HAZARD MITIGATION PLAN
The proposed Scope of Work outlines the comprehensive approach that JGA will undertake in collaboration with City staff and community stakeholders to develop an updated LHMP for the Cathedral City. The work will align with all requirements as outline din the LHMP RFP issue by the City on August 30, 2024. The plan will adhere to all policy and regulatory requirements, including:
• The Disaster Mitigation Act of 2000
• Code of Federal Regulations Section 44 CFR 201.6
• AB 2140 (2006)
• SB 1241 (2012)
• SB 747 (2019)
• Government Code Sections 65302(g)(4) and 65302.15
The Plan will be developed according to FEMA's new hazard mitigation planning standards, effective as of April 2023, that emphasize robust community and stakeholder participation, consideration of climate change impacts, and increased attention to vulnerable populations. JGA will build on its recent experience in developing plans to these new standards and navigating the approval process, which has changed significantly from what governed the planning process before 2023. By engaging with City staff and community stakeholders, JGA will follow FEMA's process from the organization of resources to plan adoption and implementation. Through a collaborative and systematic approach, the updated LHMP will enhance the City's ability to mitigate hazards and promote a safer and more secure community.

We will provide a detailed timeline outlining all major project milestones from the project kickoff to final plan submission to FEMA/Cal OES. The timeline will also include key stakeholder meetings, public outreach events, and review periods.

The work plan will be a living document that can be adjusted as necessary, ensuring flexibility while maintaining a clear path toward project completion.

Prepare and Submit Monthly Progress Reports
JGA will prepare and submit monthly progress reports that summarize all work completed in the previous month. These reports will:
• Outline the progress made on key deliverables.
• Highlight any challenges or delays encountered and propose solutions. • Provide an update on public outreach and stakeholder engagement efforts. • Include updated timelines and upcoming task
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TASK A: DELIVERABLES
• Detailed project work plan and timeline for LHMP update activities. • Monthly reports summarizing project progress, milestones achieved, and upcoming tasks. • City Departments: Fire, Police, Public Works, Planning, and Emergency Management. • Local Government Agencies: Riverside County agencies and neighboring city departments. • Community Organizations: Non-profits, schools, faith-based organizations, and neighborhood associations.
• Business Community: Chambers of Commerce, local businesses, and commercial property owners. • Vulnerable and Disadvantaged Populations: Special outreach to organizations that represent vulnerable groups, such as senior services, disability advocacy groups, and low-income housing organizations.

Facilitate Public Meetings and Workshops to Gather Input and Provide Updates on the LHMP Development Process
JGA will organize a series of public meetings and workshops to ensure broad community participation in the LHMP process. These meetings will serve to:
• Educate the public on local hazards, risks, and mitigation strategies. • Gather input on community concerns, vulnerabilities, and ideas for risk reduction. • Provide updates on the progress of the LHMP and offer opportunities for feedback.

Additionally, JGA will leverage online surveys and community forums to capture input from residents who may not attend public meetings but still want to engage with the process. These digital tools will allow for ongoing community engagement throughout the project.

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Task B: Stakeholder engagement
Identify and Engage Stakeholders, Including Local Government Agencies, Community Organizations, Businesses, and the General Public
JGA understands that comprehensive stakeholder engagement is critical to developing a Local Hazard Mitigation Plan (LHMP) that reflects the needs and priorities of Cathedral City’s community. Our approach will begin with identifying and involving a diverse set of stakeholders, including:

Document Stakeholder Input and Incorporate Feedback into the LHMP Update Stakeholder input is integral to creating a responsive and actionable LHMP. JGA will:
• Document all feedback from public meetings, workshops, and surveys, ensuring that every comment is considered and addressed.
• Incorporate feedback directly into the LHMP update, ensuring that the plan reflects the priorities and insights of the community. We will create a transparent process where key contributions and revisions made based on feedback are clearly identified.

JGA will provide a Stakeholder Engagement Report as part of the final LHMP submission. This report will outline all engagement activities, summarize input, and demonstrate how stakeholder feedback shaped the final LHMP.

TASK B: DELIVERABLES
• Agendas, presentations, meeting minutes, and documentation of stakeholder feedback from public meetings and workshops.

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TASK C: Hazard Identification and Risk Assessment
Review and Update the List of Natural and Human-Made Hazards That Could Impact the City of Cathedral City
JGA will begin the hazard identification process by reviewing the existing LHMP for Cathedral City as well as any relevant regional hazard mitigation plans. We will:
• Examine the current list of hazards, including both natural (e.g., earthquakes, wildfires, floods) and human-made hazards (e.g., hazardous materials spills, power outages). • Consult with local agencies and stakeholders to identify any newly emerging risks or underrepresented hazards that may have increased in severity or frequency due to climate change, urban development, or other factors.
• Reference FEMA’s National Risk Index, as well as updated guidance from Cal OES and other relevant bodies, to ensure that all significant hazards are considered.

JGA will ensure that the list of hazards is fully updated to reflect the most current data, scientific

findings, and trends specific to Cathedral City, accounting for geographic, demographic, and environmental factors unique to the area.

Conduct a Risk Assessment to Evaluate the Potential Impact of Identified Hazards on the Community, Infrastructure, and Critical Facilities
• Hazard Profiling: We will examine the characteristics of each identified hazard, including frequency, magnitude, historical occurrence, and potential future trends. • Community Impact Analysis: By reviewing population data and community characteristics, we will assess the exposure and vulnerability of different population groups, with a special focus on disadvantaged and vulnerable populations.
• Infrastructure and Critical Facilities Assessment: JGA will work closely with city officials to identify and evaluate critical infrastructure such as hospitals, fire stations, schools, and utility networks.

This assessment will prioritize facilities that are crucial for emergency response and community resilience.

Utilize Geographic Information Systems (GIS) to Map Hazard Areas and Analyze Spatial Data JGA will leverage Geographic Information Systems (GIS) technology to visually map hazard areas and conduct spatial analyses that inform the risk assessment process. GIS will be used to:
• Map hazard zones, including floodplains, seismic fault lines, wildfire-prone areas, and areas at risk for extreme heat events.
• Overlay critical infrastructure and population density data to identify areas of highest vulnerability. • Analyze spatial patterns, such as proximity of critical facilities to hazard zones, transportation routes, and evacuation corridors.

TASK C: DELIVERABLES
• Comprehensive report detailing hazard identification and risk assessment findings.

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TASK D: Vulnerability Analysis
Assess the Vulnerability of the City’s Population, Infrastructure, and Critical Facilities to Identify Hazards
Jacob Green & Associates (JGA) will perform a comprehensive vulnerability analysis to assess how the City of Cathedral City’s population, infrastructure, and critical facilities are affected by the identified hazards. This process will involve:
• Population Vulnerability: We will analyze demographic data, including age, income, housing conditions, and health factors, to assess which populations are most at risk. The analysis will include examining the potential impacts on high-risk groups such as seniors, children, and people with disabilities.
• Infrastructure Vulnerability: JGA will collaborate with Cathedral City’s public works and emergency management departments to evaluate key infrastructure assets, such as roads, bridges, water systems, communication networks, and utilities. This assessment will help identify vulnerabilities that could lead to cascading failures during a hazard event. • Critical Facilities Assessment: A detailed inventory of critical facilities such as hospitals, schools, fire stations, and emergency shelters will be conducted to assess their resilience to hazard events.

Special attention will be given to facilities critical to emergency response and recovery efforts.

Identify Vulnerable Populations and Develop Strategies to Address Their Specific Needs JGA will identify and prioritize vulnerable populations that may be disproportionately impacted by hazard events, including:
• Low-income communities who may lack the financial resources to recover from disasters. • Seniors and individuals with disabilities who may require additional assistance during evacuations and emergency responses.
• Non-English speaking residents and those without access to transportation or emergency services.

To address these specific needs, JGA will develop strategies that ensure these populations are not only protected during emergencies but also included in the planning and decision-making process. This will involve:
• Collaborating with local organizations that represent vulnerable groups to understand their concerns and incorporate their input into the planning process. • Developing tailored communication strategies to ensure that disaster preparedness information is accessible in multiple languages and formats.
• Providing actionable mitigation solutions, such as enhancing shelter accessibility, improving public transportation options during evacuations, and ensuring medical facilities are equipped to handle vulnerable populations during emergencies.

These strategies will be designed to build equity into the LHMP, ensuring that Cathedral City’s most vulnerable populations are safeguarded.

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Incorporate Climate Change Considerations into the Vulnerability Analysis Climate change is a growing factor in exacerbating the severity and frequency of natural hazards. Per FEMA guidance, JGA will incorporate the latest climate change data and projections into the vulnerability analysis to ensure that Cathedral City is prepared for future climate-related risks. This will include:
• Assessing the potential increase in extreme weather events such as heatwaves, wildfires, and floods, which are projected to become more frequent and intense due to climate change. • Evaluating long-term risks to infrastructure and critical facilities that may face heightened vulnerability due to rising temperatures, shifting precipitation patterns, and other climate-driven changes
TASK D: DELIVERABLES
Comprehensive report detailing vulnerability analysis findings.

TASK E: Mitigation Strategy Development
Develop and Prioritize Mitigation Actions and Strategies to Reduce the Risk and Impact of Identified Hazards
Jacob Green & Associates (JGA) will develop a comprehensive and actionable set of mitigation strategies to address the risks and vulnerabilities identified in Cathedral City’s hazard analysis. Our process includes:
• Identifying Specific Mitigation Actions: We will create mitigation actions that directly address the risks posed by both natural and human-made hazards, such as flood control measures, seismic retrofitting, wildfire risk reduction, and public education campaigns. For each hazard, we will identify both structural and non-structural actions that reduce the likelihood of hazard events or lessen their impact on the community.
• Prioritizing Actions Based on Risk and Impact: JGA will use a multi-criteria evaluation process to prioritize mitigation actions. This process will assess factors such as:
o Risk reduction potential: The degree to which the action reduces the risk or severity of a hazard.
o Cost-effectiveness: A comparison of the costs of implementing the action versus the anticipated benefits.
o Feasibility: The technical, administrative, and legal ability to implement the action. o Timeline for implementation: Whether the action can be completed in the short-term or requires long-term planning.
o Climate adaptation considerations: How the action contributes to climate resilience, especially as hazards increase in frequency and severity.

Each proposed action will be ranked according to these criteria to ensure that the most effective and feasible actions are prioritized in Cathedral City’s Local Hazard Mitigation Plan (LHMP).

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Collaborate with City Staff and Stakeholders to Ensure Proposed Mitigation Actions Are Feasible and Align with Local Priorities
JGA recognizes that collaboration with City staff, stakeholders, and community members is key to developing successful mitigation strategies. We will:
• Engage City staff: Throughout the mitigation strategy development process, we will collaborate closely with city departments—including Public Works, Planning, and Emergency Management—to ensure the proposed actions align with the City’s existing capabilities, resources, and local plans.
• Incorporate Stakeholder Input: During the planning process, we will hold workshops and meetings with key stakeholders, including local businesses, community organizations, and regional agencies, to gather input on proposed mitigation actions. This engagement will ensure that the strategies developed reflect local priorities, address the concerns of vulnerable populations, and enhance the city’s overall resilience.
• Coordinate with Regional and State Efforts: JGA will ensure that Cathedral City’s mitigation strategies are aligned with regional plans and state initiatives, including those from Riverside County and Cal OES. This will streamline efforts, reduce redundancy, and increase the potential for funding and support from higher levels of government.

Prepare Cost Estimates and Potential Funding Sources for Each Mitigation Action For each prioritized mitigation action, JGA will provide a detailed cost estimate that includes labor, materials, and any other associated expenses. We will also identify potential funding sources, such as:
• FEMA Hazard Mitigation Assistance (HMA) Grants, including the Building Resilient Infrastructure and Communities (BRIC) program.
• Cal OES funding opportunities, including state-level resilience and emergency preparedness grants. • Community Development Block Grants (CDBG) for projects that benefit low- and moderate-income residents or vulnerable populations.

TASK E: DELIVERABLES
• Report outlining proposed mitigation actions, including prioritization, cost estimates, and potential funding sources.

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TASK F: Prepare Draft LHMP and EOP, Revisions, and Compliance Prepare a Draft LHMP for Review by City Staff and Stakeholders Jacob Green & Associates (JGA) will develop a comprehensive draft Local Hazard Mitigation Plan (LHMP) based on the results of the hazard identification, risk assessment, and vulnerability analysis. The draft will be structured in a clear, accessible format, covering all key elements required by FEMA and Cal OES, including:
• A detailed risk analysis of hazards identified as critical to Cathedral City. • Mitigation strategies developed to reduce risk to life, property, and critical infrastructure. • An implementation plan with specific action items and a timeline for execution.

This draft will be circulated to City staff and key stakeholders for initial review and feedback.

Stakeholders will include representatives from city departments, local businesses, community organizations, and vulnerable population groups. JGA will ensure that all stakeholders have adequate time to review the draft and provide input. In addition to formal review periods, we will conduct workshops or feedback sessions to discuss the draft with stakeholders and ensure their perspectives are integrated into the plan.

Revise the Draft LHMP Based on Feedback and Prepare the Final LHMP Document After receiving feedback from City staff, stakeholders, and the community, JGA will revise the draft LHMP to address all comments and suggestions. Our revision process will:
• Incorporate stakeholder feedback on mitigation strategies, ensuring that the final plan reflects local priorities.
• Address technical feedback from City staff, ensuring that the LHMP is both practical and aligned with existing city plans, policies, and regulations.
• Document all revisions in a transparent manner, summarizing how key feedback was integrated and ensuring that any concerns are addressed before finalizing the document.

The final LHMP will be submitted to the City for final approval before being sent to Cal OES and FEMA for review.

Ensure the LHMP Complies with the Requirements of the Federal Emergency Management Agency

(FEMA) and the California Office of Emergency Services (Cal OES) JGA has extensive experience ensuring that Local Hazard Mitigation Plans meet FEMA and Cal OES requirements. We will:

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JGA has extensive experience ensuring that Local Hazard Mitigation Plans meet FEMA and Cal OES requirements. We will:
• Align the LHMP with FEMA’s latest guidance under the Disaster Mitigation Act of 2000 and 44 CFR Part 201.6, including new requirements related to climate change, equity, and vulnerable populations.
• Ensure compliance with California state requirements, such as AB 2140, SB 1241, and other applicable legislation governing hazard mitigation and land use planning. • Conduct internal reviews of the LHMP using FEMA’s Hazard Mitigation Plan Review Tool and California’s Plan Submittal Checklist to ensure the document meets all regulatory standards.

JGA will coordinate directly with FEMA Region IX and Cal OES to ensure that all required elements are in place before submission. We will also manage any post-submission revisions based on feedback from FEMA and Cal OES, facilitating the approval process.

TASK H: Review and Approval Process
Submit the Final LHMP to FEMA and Cal OES for Review and Approval Jacob Green & Associates (JGA) will manage the submission of the final Local Hazard Mitigation Plan (LHMP) to both the California Office of Emergency Services (Cal OES) and the Federal Emergency Management Agency (FEMA). Our team is well-versed in the technical and procedural requirements set by both agencies, and we will ensure that Cathedral City’s LHMP complies fully with all submission guidelines.

The final LHMP will be submitted to Cal OES first for initial review. Upon Cal OES approval, the plan will be forwarded to FEMA Region IX for final review and approval. JGA will coordinate closely with the City to ensure all documentation is complete, including:
• Required forms and documentation such as FEMA’s Plan Review Tool. • Necessary appendices, maps, and supporting data used in the LHMP development. • A record of public involvement, stakeholder input, and responses to comments throughout the plan’s creation.

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Task G: Prepare a Draft Emergency Operation Plan (EOP) for the City for Review by City Staff and Stakeholders (see pages 21 -34)
Provide Support During the Review Process, Including Addressing Comments and Making Necessary Revisions
The LHMP review process consists of:
• Submittal to CalOES for initial review and approval. The first review must be completed within 45 days of submittal. Typically, there is at least one round of required revisions from CalOES that the City must respond to. JGA will address any revisions required and as well as coordinate discussions with CalOES review staff.
• After CalOES approval is granted, CalOES forwards the plan to FEMA Region IX for final review and approval. This, also, must take place within 45 days of submittal by CalOES. If FEMA requires additional revisions, JGA will address these as well as coordinate discussions with FEMA review staff.

As CalOES and FEMA review timelines for plans submitted under the new 2023 Hazard Mitigation Planning guidance are out of the control of both JGA and the City, it is not currently possible to commit to obtaining final approval by a specific date; however, JGA will provide full support during the FEMA and Cal OES review processes. This includes:
• Ongoing Communication: JGA will serve as the primary point of contact with both Cal OES and FEMA, ensuring that any clarifications or additional documentation requests are responded to promptly. We will keep the City informed of progress and address any potential delays in the review process.
• Addressing Reviewer Comments: Based on our experience with FEMA’s hazard mitigation review procedures, we anticipate that some revisions may be required. JGA will carefully review all feedback from Cal OES and FEMA, make the necessary updates, and re-submit the plan for review.

We will work directly with the agencies to ensure that all comments and required changes are resolved as quickly as possible.
• Technical Support: We will provide any necessary technical support to address complex comments, including adjustments to risk assessments, mitigation strategies, or mapping components. Our team’s familiarity with FEMA’s standards will ensure that revisions are completed accurately and efficiently.

Obtain Final Approval from FEMA and Cal OES
JGA is committed to working with Cathedral City until the final approval of the LHMP is secured from both Cal OES and FEMA. This includes:
• Managing the approval timeline: We will track and manage the submission and review timelines closely, ensuring that deadlines are met and progress is monitored at each stage. • Final Revisions: Should any final revisions be required by FEMA, JGA will respond swiftly to ensure that the LHMP meets all criteria for approval. We are experienced in addressing any post-review issues and will guide the City through this process.

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• Approval Notification: Once final approval is received, we will provide the City with the official notification from FEMA and Cal OES, confirming that Cathedral City’s LHMP is fully compliant and approved. This approval will make the City eligible for hazard mitigation funding and grants through FEMA’s Hazard Mitigation Assistance (HMA) programs.

JGA will ensure a smooth and timely review and approval process, leveraging our expertise with FEMA and Cal OES to address any challenges and secure approval as efficiently as possible.

TASK H: DELIVERABLES
• Documentation and support provided during the FEMA and Cal OES review process. • Provide staff training for EOC activation.
• Conduct a simulated EOC activation scenario to address areas of concern as outlined in LHMP and EOP.

TASK I: Implementation and Maintenance
Develop an Implementation Plan for the Approved LHMP, Including Timelines, Responsible Parties, and Funding Sources
JGA will develop a comprehensive implementation plan for the approved Local Hazard Mitigation Plan (LHMP), designed to turn the mitigation strategies into actionable projects. The plan will include:
• Clear Timelines: Each mitigation action will be assigned a specific timeframe for completion, with short-term (0–2 years), medium-term (2–5 years), and long-term (5+ years) actions prioritized according to their urgency and feasibility.
• Assignment of Responsible Parties: We will identify the city departments and relevant external partners responsible for implementing each mitigation action. This may include city divisions such as Public Works, Planning, Emergency Management, as well as local utility companies, school districts, and regional agencies. Responsibilities will be clearly defined to ensure accountability and smooth coordination.
• Funding Sources: For each mitigation action, JGA will identify potential funding sources, including federal and state grant programs. This will include:
o FEMA’s Hazard Mitigation Assistance (HMA) programs, such as Building Resilient Infrastructure and Communities (BRIC) and the Flood Mitigation Assistance (FMA) program. o Community Development Block Grants (CDBG) for resilience projects benefiting vulnerable populations.
o Cal OES funding opportunities and regional resilience grants.

PAGE 23
Create a Maintenance Strategy to Ensure the LHMP Remains Current and Effective, Including Regular Updates and Reviews
To ensure that the LHMP remains relevant, effective, and compliant with FEMA and Cal OES requirements, JGA will develop a robust maintenance strategy that includes:
• Regular Monitoring and Reporting: JGA will recommend that Cathedral City designate a city official or department responsible for overseeing the ongoing implementation and monitoring of the LHMP. We will propose an annual review process to assess progress on mitigation actions, update stakeholders, and adjust priorities as needed.
• Performance Metrics and Reporting: JGA will develop performance indicators to measure the effectiveness of each mitigation action. These indicators will include metrics like hazard exposure reduction, cost savings from avoided damages, and progress toward climate resilience goals.

Regular reports will be prepared to track these metrics and ensure accountability. • Periodic Updates: As required by FEMA, the LHMP must be reviewed and updated every five years.

JGA will outline a process for these periodic updates, ensuring that:
o New hazard data and risk assessments are incorporated. o Any changes in community vulnerabilities or infrastructure are reflected. o New mitigation actions and emerging funding opportunities are considered. JGA will also provide guidance on interim updates that may be necessary in response to significant events, such as major hazard occurrences or new federal or state regulations. • Stakeholder Engagement: During each update cycle, we will recommend that the City engage stakeholders and the public to provide feedback on the progress of the LHMP and contribute new insights. This ongoing engagement will ensure that the LHMP reflects the evolving priorities and needs of Cathedral City.

TASK I: DELIVERABLES
• Plan to outline the implementation and maintenance strategy for the approved LHMP.

EMERGENCY OPERATIONS PLAN

PROJECT OVERVIEW
The Cathedral City Emergency Operations Plan will be created as a tool and actionable resource which will enable staff and stakeholders the capability to execute essential emergency operations following a critical incident or disaster.

PAGE 24
PAGE 25
Plan Administration
(not all-inclusive)
• Promulgation Statement • Plan Distribution
• Concurrences
• Plan Activation
• Foreword
• Preface
• Record of Changes
Base Plan

1. Purpose and Scope

2. Situation and Assumptions

3. Concept of Operations

4. Organization and
Assignment of Responsibilities

5. Direction and Control

6. Continuity of Government

7. Administration and Logistics

8. Plan Development and Maintenance

9. Authorities and References

10. Glossary of Abbreviations and Terms
To the degree it is applicable, the plan will be informed by the Cathedral City Hazard Mitigation Plan, Riverside County Emergency Operations Plan, and the California Emergency Plan.

The final
plan outline will follow the State of California's best practice structure and organization while ensuring it is tailored to and meets the unique needs of Cathedral City. JGA will update the EOP using a regional, integrated framework that is consistent with the latest California Emergency Plan, coordinated with the Riverside County Emergency Operations Plan while reflecting the unique operating environment and resources of Cathedral City. The emergency plan will include the concept of operations, roles, responsibilities, and specific emergency functions. Specific functions within the plan will include critical tasks, checklists, references, and other resources necessary for personnel to fulfill their duties and deliver effective execution of the plan by persons who may not have emergency management as their primary daily role.

JGA will ensure
the updated EOP’s efficacy and alignment with other key Cathedral City plans and its vertical and horizontal integration with other response and mitigation plans should meet national and state guidance and standards of an organizational integrated EOP plan.

PLAN APPROVALS
Local Emergency Operations Plans do not have a state or federal approval requirement and as such approval and adoption will be coordinated only with Cathedral City.

PROJECT DELIVERABLES
JGA will deliver an Updated Part 1 EOP (Base Plan) and Part 1 EOP (Emergency Operations Center) Position Checklists.

TASK
NUMBER
PHASE/

TASK DURATION PCT OF

PROJECT NOTES
1 PHASE: Project Scoping and Development 21 days 5%

1.1 Identify the Project Management Team

1.2 Conduct Project Kick-off Meeting (Project
Team)

1.3 Develop Project Schedule

1.4 Identify the Planning Team / SME Team

1.5 Conduct Project Kick-off Workshop
(Planning Team)
2 PHASE: Data Collection and Analysis 30 days 5%

2.1 Assess City Organization and Community
Capabilities

2.2 Assess City Municipal Code - Emergency
Mgmt. Chapter

2.3 Review Existing Preparedness & Hazard
Mitigation Plans

2.4 Develop Situation Overview

2.5 Develop Hazards Summary
3 PHASE: Develop Concepts of Operations 45 days 25%

3.1 Develop Emergency Organization and
Structure

3.2 Develop Activation Authority and Criteria

3.3 Develop Emergency Function Responsibility
Matrix

3.4 Identify Primary and Alternate EOC

3.5 Identify COOP and COG Policies

3.6 Develop AB2311, AB477, and SB 160 Content

3.7 Develop Training & Exercise Content

3.8 Identify Plan Maintenance Schedule &
Process
PAGE 26
4 PHASE: Plan Development-Part 1 Base
Plan 90 days 50%

4.1 Craft Pre-Decisional Draft #1

4.2 Draft #1 Content Editing & Proofreading

4.3 Draft #1 Formatting & Pagination

4.4 Draft #1 Send to Client for Review &
Comments
21-day
review
period

4.5 Draft #1 Review & Comments Received from
Client

4.6 Draft #1 Edits & Changes per Client

4.7 Craft Final Deliverable

4.8 Final Deliverable Quality Check

4.9 Final Deliverable Send to Client
5 PHASE: Plan Development-Part 2 EOC
Checklists 30 days 10%

5.1 Craft EOP Part 2 EOC Position Checklists

5.2 Content Editing & Proofreading

5.3 Formatting & Pagination

5.4 Final Deliverable Quality Check

5.5 Final Deliverable Send to Client
6 PHASE: Plan Processing and Approvals 15 days 5%
6 PHASE: Plan Processing and Approvals 15 days 5%

6.1 Deliverable Acceptance by City

6.2 Adoption by City (if required)
Note (1): Draft planning documents are provided in a PDF format for review and comment.

TRAINING & EXERCISE

PROJECT OVERVIEW
Training is a crucial component of
an effective emergency management pr ogram. JGA recognizes its significance and is committed to providing annual emergency management training and exercises to the City of Cathedral City. The primary objectives of these training sessions are:

PAGE 27
PAGE 28

1. Activation of the Emergency Operations Plan: The training will ensure that staff members are well-versed in the activation procedures of the jurisdiction's Emergency Operations Plan. This will enable them to effectively initiate the plan during emergencies, ensuring a swift and coordinated response.

2. Understanding Roles and Responsibilities: Participants will gain a comprehensive understanding of their specific disaster roles and responsibilities within the emergency management structure.

This will enable them to execute their tasks competently and confidently, contributing to an efficient and well-coordinated response effort.

3. EOC Operations: The training will focus on enhancing the participants' knowledge and skills in operating within the EOC. This includes familiarizing them with the EOC's functions, communication protocols, decision-making processes, and coordination mechanisms. By building their EOC competency, the participants will be better prepared to support effective emergency response and management.

By providing comprehensive training and conducting exercises, JGA aims to enhance Cathedral City’s emergency management readiness, ensuring that personnel are well-prepared, competent, and confident in executing their roles and responsibilities during emergencies. The training and exercises
will contribute to a more resilient and effective response system within the City.

PROJECT ACTIVITIES
JGA will deliver the following table of Training & Exercise Activities on-site at Cathedral City.

Course / Activity Scope Time Frame
ACTIVITY #1: EMERGENCY MANAGEMENT TRAINING & EXERCISES
A Course: Disaster
Response for Senior
Officials
Time: 2 sessions @ 1.5 hours
each
Audience: Senior Leadership
Staff
TBD
(based on City Schedule)
• Delivered 2 times over one
year.

Description:

This training course will provide City leadership officials, such as the executive leadership team and department heads, with the basic fundamentals of the city’s emergency management systems and infrastructure.

Topics include:
• The purpose and scope of ICS/SEMS/NIMS
• Basic elements of ICS/SEMS/NIMS
• The functions and basic concepts of ICS/SEMS/NIMS
• Maintaining training proficiency in ICS/SEMS/NIMS
• Overview and activation of the Emergency Operations Plan (EOP) • Overview and activation of the Emergency Operations Center (EOC) • Senior Official’s role in preparedness, response, and recovery Note: The Disaster Response for Senior Officials course is designed for those who will not be attending other emergency management training courses in this series.

B Course: Emergency
Operations Plan (EOP)
Orientation
Time: 2 sessions @ 1.5 hours
each
Audience: Senior Staff, EOC
Responders
TBD
(based on City Schedule)
• Delivered 2 times over one
year.

Description:

This training course will provide EOC Responders and other city leadership team staff with a foundational understanding of the City’s Emergency Operations Plan (EOP).

Topics will include:
• Application and activation of the EOP
• Authorities and responsibilities of the City
• Roles and responsibilities of City Departments and other organizations • City’s emergency organization structure
• Preemptive emergency actions
• Concept of emergency response and management
• Integration with county, state, and federal authorities • Role of the City’s Emergency Operations Center (EOC)
C Course: EOC
Management &
Operations
Time: 2 sessions @ 4.0 hours
each
Audience: EOC Responders
TBD
(based on City Schedule)
• Delivered 2 times over one
year.

Description:

This training course will provide EOC Responders with the concepts involved in activating, managing, and operating the City’s Emergency Operations Center (EOC).

Topics will include:
• Purpose and overview of the EOC
• Activation policy and criteria for the EOC
• EOC Activation levels
• EOC Priorities & Actions
• Roles and responsibilities of the EOC
• EOC assignments and Roles for City Departments and other organizations • City’s EOC organization structure
• The Planning Cycle of the EOC
• The Operational Cycle of the EOC
• Developing an EOC Action Plan
• Deactivating and demobilizing the EOC
PAGE 2 9
D Course: EOC Section
Specific Training
Time: 2 sessions @ 4.0 hours
each
Audience: EOC Responders
TBD
(based on City Schedule)
• Delivered 2 times over one
year.

Description:

This training course will provide EOC Responders with an understanding of the staffing of the EOC Organization and the specific roles and responsibilities of each of the four EOC Sections and each respective EOC Position.
• Jurisdictional EOC organizational structure
• Department and other organizations assignments within the EOC organization • Organizational structure of the EOC
• Staffing the EOC organization
• Section coordination and interaction
• Section roles and responsibilities
• Section specific considerations
• Position roles and responsibilities
• Section and position tools & resources
E Exercise: EOC Tabletop
Exercise
Time: 2 sessions @ 2.0 hours
each
Audience: EOC Responders
Type: Discussion-based
TBD
(based on City Schedule)
Description:

Utilizing the City of Cathedral City’s Emergency Operations Plan (EOP) and Local Hazard Mitigation Plan (LHMP), a tabletop exercise (TTX) will be designed and executed. This discussion- based exercise will be conducted as a group (EOC Response Team) activity to discuss and solve notional response issues based on a probable natural, technological, or human-caused emergency scenario.

The focus will be on creating a low -stress, inclusive, discussion -based learning environment providing staff with a practical understanding of the EOP and EOC activation and application.

Lessons learned from the TTX will be used to inform the EOC functional exercise.

Exercises are designed to validate emergency planning; test tools, technology, and procedures; and reinforce staff and team training. Exercise outcomes should inform future emergency planning, improvements in systems and tools, and subsequent emergency training and exercises. • Delivered 2 times over one
year.

PAGE 30
F Exercise: EOC
Functional Exercise
Time: 1 session @ 4.0 hours
each
Audience: EOC Responders
Type: Operations-based
TBD
(based on City Schedule)
Delivered 1 time over one year.

Description:

Incorporating lessons learned from the TTX, an EOC Functional Exercise (FE) will be designed and executed to further validate and condition the City’s EOP, EOC, and EOC Response Team. The FE may use the same general emergency event scenario but will include variations to provide problem-solving challenges for participants.

This operations-based exercise will provide an opportunity for participants to utilize available technology, tools, resources, and the EOC facility to solve incident challenges and apply best practice response approaches in real time. This exercise is hand s-on focused while the table-top exercise was discussion-based.

A debriefing will be held to solicit participant feedback.

PROJECT TIME
1 Hazard Mitigation Plan Update 35 weeks
2 Emergency Operations Plan Update 32 Weeks
3 Emergency Operations Training & Exercise TBD
Note (1): The cost for training and exercises is computed for activities that will be provided in a bundled format, with the condition that no more than two on-site visits are required.

PROJECT SCHEDULES
PAGE 31

LHMP TIMELINE
Task/Milestones Cost
Task A: Project Management 2 weeks/ongoing
Task B: Stakeholder Engagement
5 weeksTask C: Hazard Identification and Risk Assessment Task D: Vulnerability Analysis 6 weeks
Task E: Mitigation Strategy Development 6 weeks
Task F: Prepare Draft LHMP and EOP, Revisions, and Compliance 5 weeks Task G: EOC separate timeline
Task H: Review and Approval Process 5 weeks*
Task I: Implementation and Maintenance 5 weeks
Duration: 35 weeks
PAGE 32
ongoing
*Review time from Cal OES and FEMA will vary
Staff Report
City Council
Item No. 3.H
Meeting Date: November 13, 2024
From: Tracey Hermosillo, City Clerk
Title: Ratify the Nomination of Sunshine Herrera by Councilmember Lamb to fill the Unexpired Vacancy on the Historic Preservation Committee and appoint her to serve for a term continuing through June 30, 2026.

RECOMMENDATION:

To ratify the nomination of Sunshine Herrera by Councilmember Rita Lamb to fill an unexpired term on the Historic Preservation Committee and appoint her to serve for a term continuing through June 30, 2026.

BACKGROUND:

The Historic Preservation Committee currently has two vacant seats, both with terms expiring on June 30, 2026. One seat is to be nominated by Councilmember Rita Lamb and one seat is to be nominated by Mayor Pro Tem Nancy Ross.

DISCUSSION:

The vacancies on the Historic Preservation Committee were posted as required by Government Code 54957. Applications are being accepted on an on-going basis until the vacancies are filled.

Staff received an application from Sunshine Herrera for the vacant seat that is to be nominated by Councilmember Rita Lamb. Councilmember Lamb met with Mrs. Herrera and it is her desire to nominate Mrs. Herrera to fill her vacant seat. The application for Mrs.

Herrera is attached for your review.

Pursuant to Resolution 2022-47, staff recommends the City Council ratify Councilmember Rita Lamb’s nomination and appoint Sunshine Herrera to fill the unexpired seat on the Historic preservation Committee with a term expiring on June 30, 2026.

FISCAL IMPACT:

None
FIVE-YEAR STRATEGIC PLAN:

None
ATTACHMENTS:

1. Application Sunshine Herrera
CI

TY OF CATHEDRAL CITY

COMMISSION/BOARD/COMMITTEE APPLICATION
Com
mission/Board/Committee
on which you would like to serve:
(O ne Application for each Commission/Board/Committee)
NAM
E:

HO
ME ADDRESS:
(A pplicants must be a Registered Voter in Cathedral City) HOM
E PHONE: CELL PHONE:

E-m
ail ADDRESS:

LE
NGTH OF RESIDENCY IN CATHEDRAL CITY:

IF
EMPLOYED, PLEASE LIST WHERE YOU WORK AND POSITION YOU HOLD:

EASE ATTACH A LETTER OF INTEREST INCLUDING, BUT NOT LIMITED TO, THE FOLLOWING:
• Wh
y you wish to be considered for appointment to the Commission/Board/Committee • Your relevant experience and knowledge
Th
e information provided will be used by the City Council as part of the application process and will be considered by the City Council upon receipt, provided a vacancy exists on the Board , Commission or Committee for which you have applied. If there is no vacancy, your application will be kept on file for one year for consideration should an opening occur.

Pl
ease keep in mind that State Law requires specific Commission/Board/Committee members to file a Financial Disclosure Statement.

Pl
ease return application to: City of Cathedral City
Office of the City Clerk
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Submit by email to: [email protected]
Thank you for your willingness to serve your local government and community.

HISTORIC PRESERVATION COMMITTEE

AGUA CALIENTE BAND OF CAHUILLA INDIANS TRIBAL COUNCIL PROXY 17 YEARS

SUNSHINE R. HERRERA

5 7
4 Staff Report
City Council
Item No. 3.I
Meeting Date: November 13, 2024
From: John A. Corella, Director of Engineering/Public Works Title: Award Task Order-01 to Albert A. Webb Associates for Engineering and Traffic City-Wide Speed Survey
RECOMMENDATION:

To authorize Task Order 01 to Albert A. Webb Associates (Webb) to assist city engineering staff in conducting the Engineering and Traffic City-Wide Speed Limit Survey in the not to exceed amount of $45,012, as part of Webb’s on-call traffic engineering support services contract; and authorize the City Engineer to execute the task order.

BACKGROUND:

The California Vehicle Code (CVC) requires that cities establish speed limits, greater than 25 miles per hour, based on an engineering and traffic survey completed by a registered traffic engineer. The State of California Department of Transportation (Caltrans) requires the surveys to be updated every five (5) years and may be extended to seven (7) or ten (10) years if the engineer determines that specific criteria have been met and no significant changes in roadway or traffic conditions have occurred.

The City’s last Engineering and Traffic City-Wide Speed Survey was completed in April of 2019. City Council approved City Ordinance No. 823 which amended Section 12.20.01 of the City’s Municipal Code relating to the designation of speed limits throughout Cathedral City.

Since the last speed limit survey, improvements have been made across Cathedral City that have impacted traffic patterns. These improvements include the construction of the Ofelia Bringas Memorial Bridge, a new traffic signal at Landau Boulevard, and bike lane routes on Date Palm Drive (between Ramon Road and Dinah Shore Drive) and East Palm Canyon Drive (between Cathedral Canyon Drive and west boundary of city limits). Pursuant to Chapter 5 of the 2020 California Manual for Setting Speed Limits, the 85th percentile speed could be impacted by physical changes to the roadway, resulting in the existing traffic survey to need reassessment before the renewal period has expired.

DISCUSSION:
5 7
4 The city currently has three consultants contracted for its on-call Traffic Engineering services; they are Albert A. Webb Associates (Webb), Advantec Consulting Engineers, and STC Traffic. On October 10, 2024, engineering staff requested proposals and quotes to conduct an Engineering and Traffic City-Wide Speed Limit Survey from the three on-call consultants. The scope of work for the traffic speed survey includes seventy-one (71) roadway segments within the city limits that do not qualify as residential or business district 25 mile per hour segments. The roadway segments are shown in the attached document.

City staff received the three proposals and quotes, and selected the proposal presented by Webb based on their previous experience conducting the last Cathedral City City-Wide Speed Limit Survey in 2019. Based on experience and their capabilities expressed in their proposal, engineering staff is assured Webb can perform the project scope and will complete the speed survey in a professional and efficient manner. Furthermore, the cost proposal presented by Webb was the lowest of the three cost proposals received, is consistent with current costs and is in line with the city’s expectations for these types of services.

Staff requests the City Council to authorize Task Order 01 to Albert A. Webb Associates (Webb) to assist city engineering staff in conducting the Engineering and Traffic City-Wide Speed Limit Survey in the not to exceed amount of $45,012, as part of Webb’s on-call traffic engineering support services contract; and authorize the City Engineer to execute the cited task order.

FISCAL IMPACT:

The attached proposal from Webb is in a not to exceed amount of $45,012 to conduct the City-Wide Engineering and Traffic Speed Limit Survey in Cathedral City.

The city-wide speed survey was originally budgeted in the FY 23-24 Engineering Professional and Technical Services fund but was not accounted for in the City’s biennial budget and will be funded with existing/available funds from the FY 2024-2025 Engineering Professional & Technical Services line item. As a result, there is no impact to the General Fund budget.

FISCAL

YEAR DESCRIPTION

GENERAL
LEDGER

ACCOUNT
CODES

PROJECT
CODE AMOUNT ONE TIME or

ONGOING
2024-2025 Professional & Technical
Services
100-100-150-156-
8600-8601 N/A $45,012 One Time
2024-2025 Total $45,012
FIVE-YEAR STRATEGIC PLAN:

Goal-B: Community Investment
Objective: Cathedral City roads, gateways, public spaces, and other city infrastructure are well planned, designed, constructed, and maintained.

B-10: Develop a traffic calming plan with strategies for addressing location specific speeding issues.
5 7
4 ATTACHMENTS:

Attachment 1 - Webb & Associates City-Wide Speed Survey Proposal Attachment 2 -Selected Locations for Speed Survey in Cathedral City

3788 McCray Street, Riverside, CA 92506 | P:951.686.1070 | F:951.788.1256 | www.webbassociates.com

Elizabeth Medina
Analyst I
City of Cathedral City
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234

RE: Prepare Citywide Traffic Engineering and Traffic Survey in the City of Cathedral City

Dear Ms. Medina,

Albert A. Webb Associates is submitting this propos al for the City-Wide Engineering and Traffic Survey services within the City of Cathedral City.

Exhibit “A” contains our proposed scope of work. E xhibit “B” contains a summary of our fee proposal for services described in Exhibit “A”. We appreciate the opportunity to be of service and look forward to hearing from you. In the meantime, if you have any questions or require additional information, please call me at (951) 686-1070.

Sincerely,

Nick Lowe, MS / PE / TE
Deputy Director, Traffic & Transportation

Attachments: Exhibit “A” – Scope of Work
Exhibit “B” – Compensation

October 17, 2024

2 Exhibit “A” – Scope of Work

Cathedral City – City-Wide Speed Surveys

Our scope of services is as follows:

1. Review previous city-wide speed survey to determ ine roadway segments for study.

Coordinate with City and review other City document s to determine any additional roadway segments in need of analysis.

2. Conduct radar spot speed surveys and 24-hour ADT counts on up to 75 (assumed) roadway segments within the City that do not qualify as residential or business district 25 mph segments. Speed surveys shall be done during non-peak hours to acquire free-flow speed. ADT counts to be collected near the mid-point of each roadway segment.

3. Obtain collision report and information from the City and CHP Statewide Integrated Traffic Records System (SWITRS) data for the last three years of complete available data.

4. Calculate average collision rate per million veh icle miles of travel for each roadway segment.

5. Prepare Engineering and Traffic Survey Sheets th at will illustrate the results of a thorough evaluation of the available data and indicate a rec ommended speed limit for each street segment surveyed.

6. Provide explanation and reasoning for roadway se gments that are recommended for new or different posted speed limits.

7. Review land use and roadway features/geometrics for potential inclusion for AB43 analysis to further reduce speed limits.

8. Prepare Speed Survey Evaluation Report in compli ance with the California Vehicle Code and California MUTCD.

9. Submit Report to City for review and approval.

This scope does not include the preparation of exhibits, maps, charts, or graphs outside of the speed survey data reports. This scope does not include services not specifically stated in the above scope of work. If additional tasks are desired, a separate scope and budget will be prepared for review and approval prior to the start of additional work.

3 Exhibit “B” – Compensation

Services described in our Scope of Work (Exhibit “A”) shall be provided on a time and material basis not to exceed $45,012 .

Speed Survey, ADT Counts, and Citywide Review $ 16,246 Collision History $ 5,638 Speed Survey Report $ 23,12 8
Total $ 45,012

No Street From To
1 Avenida Maravilla Vista Chino Drive Tachevah Drive
2 Avenida Maravilla Tachevah Drive 30th Avenue
3 Avenida Maravilla 30th Avenue McCallum Way
4 Avenida Maravilla McCallum Way Ramon Road
5 Cathedral Canyon Drive Ramon Road 33rd Avenue
6 Cathedral Canyon Drive 33rd Avenue Dinah Shore Drive
7 Cathedral Canyon Drive Dinah Shore Drive Paseo Real
8a Cathedral Canyon Drive Paseo Real Kieley Road
8b Cathedral Canyon Drive Kieley Road Perez Road
9 Cathedral Canyon Drive Perez Road East Palm Canyon Drive 10 Cathedral Canyon Drive East Palm Canyon Drive Kings Road 11 Cathedral Canyon Drive Kings Road Terrace Road
12 Date Palm Drive Varner Road Vista Chino Drive
13 Date Palm Drive Vista Chino Drive 30th Avenue
14 Date Palm Drive 30th Avenue McCallum Way
15 Date Palm Drive McCallum Way Ramon Road
16 Date Palm Drive Ramon Road Dinah Shore Drive
17 Date Palm Drive Dinah Shore Drive 35th Avenue
18 Date Palm Drive 35th Avenue Gerald Ford Drive
19 Date Palm Drive Gerald Ford Drive Perez Road
20 Date Palm Drive Perez Road East Palm Canyon Drive
21 Da Vall Drive 30th Avenue Ramon Road
22 Da Vall Drive Ramon Road Dinah Shore Drive
23 Da Vall Drive Gerald Ford Drive South City Limits
24 Dave Kelly Road Date Palm Drive Plumley Road
25 Dinah Shore Drive West City Limits Cathedral Canyon Drive 26 Dinah Shore Drive Cathedral Canyon Drive Date Palm Drive 27 Dinah Shore Drive Date Palm Drive Da Vall Drive
28 East Palm Canyon Drive Golf Club Drive Perez Road
29 East Palm Canyon Drive Perez Road Cathedral Canyon Drive 30 East Palm Canyon Drive Cathedral Canyon Drive Date Palm Drive 31 East Palm Canyon Drive Date Palm Drive East City Limits 32 Edom Hill Varner Road North Terminus
33 Gerald Ford Drive Date Palm Drive Plumley Road
34 Gerald Ford Drive Plumley Road Da Vall Drive
35 Landau Boulevard Verona Road Vista Chino Drive
36 Landau Boulevard Vista Chino Drive Tachevah Drive
37 Landau Boulevard Tachevah Drive 30th Avenue
38 Landau Boulevard 30th Avenue McCallum Way
39 Landau Boulevard McCallum Way Ramon Road
40 McCallum Way Landau Boulevard Avenida Maravilla
Selected Locations for Speed Survey in Cathedral City Cont.

No Street From To
41 McCallum Way Avenida Maravilla Date Palm Drive
42 McCallum Way Date Palm Drive Santoro Drive
43 McCallum Way Santoro Drive Da Vall Drive
44 Mountain View Road Varner Road North City Limits
45 Palm Drive Interstate 10 Varner Road
46 Perez Road East Palm Canyon Drive Cathedral Canyon
Drive47 Perez Road Cathedral Canyon Drive Date Palm Drive 48 Plumley Road Dave Kelly Road Dinah Shore Drive
49 Plumley Road Dinah Shore Drive 35th Avenue
50 Plumley Road 35th Avenue Gerald Ford Drive
51 Ramon Road San Luis Rey Drive Landau Boulevard
52 Ramon Road Landau Boulevard Cathedral Canyon
Drive53 Ramon Road Cathedral Canyon Drive Date Palm Drive 54 Ramon Road Date Palm Drive Neuma Drive
55 Ramon Road Neuma Drive Da Vall Drive
56 San Antonio Drive San Mateo Drive Mission Drive
57 San Luis Rey Drive Mission Drive Ramon Road
58 Tachevah Drive Landau Boulevard Avenida Maravilla
59 Tachevah Drive Avenida Maravilla Date Palm Drive
60 Varner Road West City Limits Edom Hill
61 Varner Road Edom Hill Date Palm Drive
62 Varner Road Date Palm Drive Bob Hope Drive
63 Vista Chino Drive West City Limits Landau Boulevard
64 Vista Chino Drive Landau Boulevard Avenida Maravilla 65 Vista Chino Drive Avenida Maravilla Date Palm Drive
66 30th Avenue Landau Boulevard Avenida Maravilla
67 30th Avenue Avenida Maravilla Date Palm Drive
68 30th Avenue Date Palm Drive Santoro Drive
69 30th Avenue Santoro Drive Da Vall Drive
70 33rd Avenue Cathedral Canyon Drive Date Palm Drive
71 35th Avenue Date Palm Drive Plumley Road
Selected Locations for Speed Survey in Cathedral City Cont.

Staff Report
City Council
Item No. 3.J
Meeting Date: November 13, 2024
From: Tracey Hermosillo, City Clerk
Title: Update City Council Policy Manual
RECOMMENDATION:

Approve updates to the City Council Policy Manual.

BACKGROUND:

On February 26, 2014, the City Council adopted the City Council Policy Manual explaining the roles of the City Council and outlining various policies pertaining to the City Council. From time to time, the Policy Manual has been revised and readopted, specifically on May 23, 2018, October 24, 2018, August 25, 2021, and June 28, 2023.

DISCUSSION:

The following items are proposed amendments to the current City Council Policy Manual:

At the City Council meeting on September 25, 2024, there was a consensus of the City Council to support an Administrative Policy related to the handling of written public comments received via email, letter, or other forms of communication for City Council, Commission and Committee Meetings. Staff is recommending revising Section 2.01.070 to read as follows:

2.01.070 COMMUNICATIONS RECEIVED AFTER AGENDA DISTRIBUTION The purpose of this Section is to establish the following standardized procedure for the handling of written public comments received via email, letter, or other form of communication after the distribution of the Council agenda packet and prior to the Council meeting:

1. Written Comment Submission
•Staff will accept written public comments until 2:00 p.m. on the day of the relevant meeting.
•Written comments may be submitted via email, letter, or other forms of written communication.
•Instructions for the submission of written comments will be provided on each agenda.

2. Distribution of Written Comments
•Hard copies of written comments will be provided to Council •Copies of written comments will be made available for the general public to review

3. Record Keeping
•All written comments received by the submission deadline will be made part of the official record.
•The meeting minutes will include the name of the individual submitting the comment and a brief statement summarizing the content of the comment.

4. Written comments will not be read into the record during the meeting.

This Section is intended to ensure transparency in the written public comment process and intended to provide a standardized approach for the City Council and its subordinate bodies.

At the City Council Meeting on October 9, 2024, there was discussion on Councilmember absences and direction was given to staff to add language to the Council Policy Manual providing a process for members of the City Council to follow when they are unable to attend a Council Meeting. Staff is proposing that two new sections be added to the Policy Manual as follows:

1. Add a new Section 1.03.090 “COUNCIL ABSENCES” under Chapter 1.03 “FUNCTIONS OF CITY COUNCIL AND CITY MANAGER” as follows:

1.03.090 COUNCILMEMBER ABSENCES
Section 36513(b) of the California Government Code provides that: “If a city councilmember is absent without permission from all regular city council meeting for 60 days consecutively from the last regular meeting he or she attended, his or her office becomes vacant and shall be filled as any other vacancy.” Due to potentially severe impact of this statutory rule, Councilmembers are encouraged to promptly notify the City Clerk and/or the City Manager of any anticipated absence from any regular City Council meeting, provide a short explanation for the absence, and request that the City Council excuse the absence. Prompt notice shall be considered to be any notice received by the City Clerk or City Manager within 48 hours of the meeting’s posted starting time up to 10 minutes prior to the meeting’s starting time. Notification may be by email or text or other form of writing, by telephone call or voicemail, or delivered in person. A satisfactory explanation may include, but is not limited to, illness, caregiving, traveling, vacation, traffic, accident, attending to other City business, or other circumstances warranting excuse from the meeting. If the City Clerk or City Manager has received prompt notice of the absence, they shall report such to the City Council when roll is called at the Council meeting together with the Councilmember’s explanation and request that the absence be excused. The Mayor shall ask the Councilmember’s present whether the absence will be deemed excused, and the City Clerk shall enter the resulting direction in the official minutes of the meeting. A Councilmember’s absence which is excused by the City Council in accordance with this Section, shall be deemed a permitted absence within the meaning of Government Code section 36513(b) and shall not count toward the sixty-day period referenced in that Section.

2. Add new Section 2.02.100 under Chapter 2.02 “CONDUCT OF MEETINGS” as follows:

2.02.100 EXCUSING COUNCILMEMBER ABSENCE
If the City Clerk or City Manager has, in accordance with Section 1.03.090, received prompt notice of a Councilmember’s anticipated absence from a regular Council meeting, they shall report the absence to the City Council when roll is called at the Council meeting together with the Councilmember’s explanation and request that the absence be excused. The Mayor shall ask the Councilmember’s present whether the absence will be deemed excused and the City Clerk shall enter the resulting direction in the official minutes of the meeting.

For consistency with the City Council and its subordinate bodies, staff recommends revising existing Section 2.02. 010 “Parliamentary Procedure” under Chapter 2.02 CONDUCT OF MEETINGS” as follows, with additions in italicized and underlined text and deletions in strikeout.

2.02.010 PARLIAMENTARY PROCEDURE
Parliamentary procedure is a set of rules that regulate and standardize how the Council and its subordinate bodies, conduct business. It is the policy of the Council that, unless otherwise required by State law or other regulation, all City Council meetings, and meetings of its subordinate bodies, shall be conducted under Rosenberg’s Rules of Order: Simple Productions for the 21 st Century (revised 2011, or subsequent editions). However, no ordinance, resolution, or other action of the City Council, or those of its subordinate bodies, shall be invalidated, or the legality thereof otherwise affected, by the failure or omission of the Council or its subordinate bodies to observe or follow such rules. For the purpose of this section, subordinate bodies of the City Council shall include all standing committees of the City Council and all boards, commissions and committees formed by the City Council including, but not limited to, the Parks and Community Events Commission, the Public Arts Commission, the Planning Commission, the Architectural Review Committee, and the Historic Preservation Committee.

The recommended changes have been incorporated into the Policy Manual, which is attached for your consideration.

FISCAL IMPACT:

None
FIVE-YEAR STRATEGIC PLAN:

None
ATTACHMENTS:

1. Updated Policy Manual

CITY COUNCIL

POLICY MANUAL
ADOPTED: FEBRUARY 26, 2014
RE-ADOPTED: MAY 23, 2018
RE-ADOPTED: OCTOBER 24, 2018
RE-ADOPTED: AUGUST 25, 2021
RE-ADOPTED: JUNE 28, 2023
RE-ADOPTED: NOVEMBER 13, 2024

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TITLE 1 ADMINISTRATIVE
TITLE 2 LEGISLATIVE

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TABLE OF CONTENTS
Mission and Value Statements6
TITLE 1ADMINISTRATIVE
CHAPTER 1.01 POLICY MANUAL PURPOSE 8

1.01.010 Purpose 9

1.01.020 Interpretation of Policy 9

1.01.030 Orientation of Newly Elected and Appointed Officials 9

1.01.040 Overview of City Documents 9

1.01.050 Other Agencies 11
CHAPTER 1.02 FORM OF GOVERNMENT 12

1.02.010 Overview 12

1.02.020 California City Charter 12

1.02.030 Council/Manager Plan 12

1.02.040 City Representation 13

1.02.050 Council Non-participation in Administration 13 CHAPTER 1.03 FUNCTIONS OF COUNCIL AND CITY MANAGER 14

1.03.010 Council’s Functions 14

1.03.020 Duties of Council 14

1.03.030 City Manager’s Functions 15

1.03.040 Council-Manager Relationship 16

1.03.050 Council-City Attorney Relationship 16

1.03.060 Distribution of Information 16

1.03.070 Roles and Information Flow 16

1.03.080 Disclosure of Material Facts and Communications received 17

1.03.090 Councilmember Absences
CHAPTER 1.04 USE OF CITY PERSONNEL, EQUUIPMENT OR RESOURCES 18

1.04.010 Overview 18

1.04.020 Use of City Resources 18

1.04.030 City Manager Authorization 18
CHAPTER 1.05 CODE OF ETHICS FOR ALL CITY OFFICIALS, EMPLOYEES, CONSULTANTS AND CONTRACTES PERSONNEL 20

1.05.010 Public Ethics 20

1.05.020 Ethics Policy, AB 1234 Ethics Training 20

1.05.030 Reporting of Improper Activities 20

1.05.040 Administration 21
CHAPTER 1.06 COUNCIL FINANCIAL MATTERS 22

1.06.010 Expenditure Allowance 22

1.06.020 Expenditure Guidelines 22
CHAPTER 1.07 COUNCIL COMMUNICATION 23

1.07.010 Overview 23

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1.07.020 General Correspondence 23

1.07.030 Correspondence from Council Members 23

1.07.040 Use of City Stationary/City Logo/City Seal 23

1.07.050 Proclamations 23

1.07.060 E-mail 24
CHAPTER 1.08 PRESS RELATIONS 25

1.08.010 Official Position of the City 25

1.08.020 Press Releases 25

1.08.030 Dealing with the Media 25

1.08.040 Council Members Speaking on their Own Behalf 26

1.08.050 Closed Session Issues 26
CHAPTER 1.09 CIVILITY GUIDELINES 27

1.09.010 Commitment to Civil Behavior 27

1.09.020 Pledge of Civility 27
TITLE 2LEGISLATIVE
CHAPTER 2.01 MEETING AGENDAS 29

2.01.010 Meeting Schedule 29

2.01.020 Purpose of the Agenda 29

2.01.030 Criteria for Matters Covered 29

2.01.040 Placing Items on Agenda 30

2.01.050 Removal of Items on the Agenda 30

2.01.060 Continuing of the Agenda 30

2.01.070 Communications Received After Agenda Distribution 31 CHAPTER 2.02 CONDUCT OF MEETINGS 33

2.02.010 Parliamentary Procedure 33

2.02.020 Quorum 33

2.02.030 Teleconference of City Council Meetings 33

2.02.040 Parliamentarian 33

2.02.050 Discussion Rules 34

2.02.060 Motions 35

2.02.070 Voting Procedures 36

2.02.080 Dead Lock Vote 36

2.02.090 Reconsideration of a Council Action 36
CHAPTER 2.03 RULES OF DECORUM FOR MEMBERS OF THE PUBLIC AT MEETINGS 37

2.03.010 Purpose 37

2.03.020 Public Meeting Decorum 37

2.03.030 Addressing the Council 37

2.03.040 Public Presentations at Meetings 38

2.03.050 Values of Respect 38

2.03.060 Enforcement of Order 38
CHAPTER 2.04 ROTATION AND DUTIES OF THE MAYOR AND MAYOR PRO TEM 39

2.04.010 Rotation of Mayor and Mayor Pro Tem 39

2.04.020 Duties and Responsibilities 39

2.04.030 Staff Time Allocation 39

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2.04.040 Duties and Responsibilities 40
CHAPTER 2.05 OUTSIDE ORGANIZATIONS, REGIONAL AUTHORITIES AND CITY COMMITTEES 41 2.05.010 Appointments of Council Members to Outside Organizations, Regional Authorities and City Committees 41

2.05.020 Procedure for Council Member Assignments 41

2.05.030 Reporting Responsibilities of Appointees 41

2.05.040 Representational Responsibilities of Appointees 41

2.05.050 Current Appointments 42

2.05.060 Staff Involvement in City Committees and Outside Organizations 42 CHAPTER 2.06 COUNCIL STANDING AND AD HOC COMMITTEES 43

2.06.010 Establishment of Council Standing and Ad Hoc Committees 43

2.06.020 Notice of Standing Committee Meetings 43

2.06.030 Ad Hoc Committee Meetings 43

2.06.040 Report of Standing and Ad hoc Committees 43

2.06.050 Annual Review of Standing and Ad Hoc Committees Necessity 43 CHAPTER 2.07 RULES OF CONDUCT FOR COUNCIL MEMBERS 45

2.07.010 Council Conduct and Relationship to Electors 45

2.07.020 Responding to Public Complaints and Inquiries 45

2.07.030 Council Calendar 45

2.07.040 Council Compensation 46

2.07.050 Expense Reports 46

2.07.061 Council Travel Policy 46

2.07.070 Council Budget 46

2.07.080 Public Relations 46

2.07.090 Closed Sessions 46

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MISSION STATEMENT

VISION STATEMENT

VALUE STATEMENT

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MISSION, VISION AND VALUE STATEMENTS

OUR MISSION
Moving Cathedral City Forward with Commitment, Pride, and Excellence
Creating a safe, inclusive, and progressive community
Providing quality service
Valuing fairness, balance, and trust
Building partnerships
Honoring our similarities and differences
Celebrating our independent spirit
VISION
Cathedral City is a safe, family-oriented community that values, respects, and supports human differences and diverse perspectives. We strive to be a vibrant, progressive, enterprising, and visually attractive community. Our diverse housing options and vibrant businesses attract residents and visitors who choose Cathedral City for its culture, arts, special events, and natural resources.

VALUES

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TITLE 1

ADMINISTRATIVE

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TITLE 1 ADMINISTRATIVE
Chapters:

1.01 Policy Manual Purpose

1.02 Form of Government

1.03 Function of Council and City Manager

1.04 Use of City Personnel, Equipment or Resources

1.05 Code of Ethics for all City Officials & Employees, Consultants and Contracted Personnel

1.06 Council Financial Matters

1.07 Council Communication

1.08 Press Relations

1.09 Civility Guidelines
CHAPTER 1.01

POLICY MANUAL PURPOSE
Sections:

1.01.010 Purpose.

1.01.020 Interpretation of Policy.

1.01.030 Orientation of New Council Members.

1.01.040 Overview of City Documents.

1.01.050 Other Agencies

1.01.010 PURPOSE.

This City Council Policy Manual (“Manual”) duly adopted by resolution at the City Council details the rules of order, policies and procedures by which the Council, City Manager, City Attorney, Commissions, and Committees shall conduct City business and activities. The policies and procedures, contained herein, are established so that expectations and practices can be clearly articulated by the City Council to guide Councilmembers in their actions. All elected officials and appointed officials are obligated to follow the policies and procedures contained in this Manual.

No item in this Manual is to be construed as more important or having priority over another item based on its location or placement in this Manual. All items have equal importance and authority in implementation and enforcement.

In the event of any conflict between the policies and procedures in the Manual and any Federal or State Law, Rules, or Regulations or any City Charter, ordinances, resolutions, agreements or contracts, the latter shall prevail.
(a) Amending and Updating the Manual.

The Council shall periodically review the policies and procedures in the Manual and may amend them from time to time and/or adopt new ones by resolution.

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(b) Corrections Not Requiring a Resolution.

The City Clerk’s office shall update the Table of Contents and information sections, nouns or personal pronouns and typographic or language errors, not changing the substantive matters, on an as needed basis, and shall not require a resolution or action of the Council and shall be considered an administrative act.

1.01.020 INTERPRETATION OF POLICY.

This policy shall be liberally construed to effectuate its purpose and no ordinances, resolutions, proceedings, or other actions of the Council shall be invalidated or the legality thereof otherwise affected by any failure or omission of the Council to comply with, observe, or follow the rules and procedures stated in this Manual.

1.01.030 ORIENTATION OF NEWLY ELECTED AND APPOINTED OFFICIALS.

It is important for newly Elected and Appointed Officials to gain an understanding of the full range of services and programs provided by the City. As new members join the Council, the following will be provided in a timely manner.
(a) The City Manager will host an orientation program to distribute materials outlining City policy and protocol, Federal, State and County and Special District’s jurisdictions, and intergovernmental relations.
(b) The City Manager will facilitate a meeting with the City Attorney for conflict-of-interest training, review of current legal matters, review of parliamentary procedures, and other legal matters.
(c) The City Manager will arrange meetings with key Department Heads for the new council member to be briefed on current projects within each department and to tour City facilities. (d) The City Manager’s Administrative Assistant to the City Manager and Council will arrange a meeting for a briefing on various aspects of City Hall, including, but not limited to, travel procedures, e-mail, electronic media, etc.
(e) The City Manager will provide information for attendance of the League of California Cities’ New Mayors and Council Members Academy. The City Manager will also arrange the mandatory training in ethics, sexual harassment and emergency preparedness and other required training programs.

A publication that provides additional useful information is the Mayors and Council Members Resource Guide published by the League of California Cities. The Guide contains general information on the role and responsibilities of councilmembers and on the specific requirements and laws that govern Council actions.

1.01.040 OVERVIEW OF CITY DOCUMENTS
This Manual provides a summary of important aspects of Council activities. However, it cannot incorporate all material and information necessary for undertaking the business of the Council and its Commission. Many other laws, policies, plans and documents exist which bind the Council to certain courses of action and practices. A summary of some of the most notable documents that establish Council direction is provided below.
(a) City Charter.

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The people of the City of Cathedral City declared their intent at their Election of November 8, 2016, effective January 1, 2017, to restore the community to the historic principles of self-governance inherent in the doctrine of home-rule. Sincerely committed to the belief that local government has the closest affinity to the people governed, and firm in the conviction that the economic and fiscal independence of our local government will promote the health, safety and welfare of all citizens of this City.

Under the Charter, the City shall have full power and authority to adopt, make, exercise and enforce all legislation, laws, and regulations and to take all actions relating to municipal affairs, without limitation, which may be lawfully adopted, made, exercised, taken or enforced under the Constitution of the State of California.

Without limiting in any manner the foregoing power and authority, each of the powers, rights, and responsibilities described in the Charter.

Article Six of the City Charter outlines the following related to Elective Officials:

Enumeration
Election of Council Members
Eligibility for Office
Mayor and Mayor Pro Tem
Mayor's Powers and Duties
City Council Salaries
City Council Salary Decrease
City Council Vacancies
(b) Municipal Code.

The Municipal Code contains local laws and regulations adopted by ordinance. The administrative chapter of the code addresses the role of the Council, Mayor and Mayor Pro Tem. The Code also describes the organization of City Council Meetings and responsibilities, as well as, the appointment of certain resident committees and advisory commissions. In addition to these administrative matters, the Code contains a variety of laws including, but not limited to, zoning standards, health and safety issues, building standards, and revenue and finance issues. The Municipal Code is available on the City’s website www.cathedralcity.gov (c) California Government Code.

The State Government Code contains many requirements for the operation of city government. Many of these requirements are also replicated within the municipal code to ensure there is broad awareness of such requirements.
(d) Council Goals and Objectives.

The Council sets both long-term goals and short-term objectives for the City. The goal-setting process includes a review of the previous year’s goals and objectives including progress toward completion and updating. The budget is then written with the objective or working toward completion of those goals and objectives.
(e) Annual Budget.

The annual budget is set by State Law for the fiscal year, beginning July 1 and ending June 30, and is the primary tool and road map for accomplishing the goals and objectives of the City. By adopting the annual budget, the Council makes policy decisions, sets priorities, allocates resources, and provides framework for government operations. The budget also provides a description of city services and the resources used to

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provide those services, and contains both a broad overview, as well as, descriptions of programs and services organized for convenience by lead department.
(f) General Plan.

The State-mandated General Plan addresses the City’s long-range planning needs relative to Land Use, Circulation, Housing, Parks & Recreation, Community Image & Community Design, Economic & Fiscal, Biological Resources, Archeological & Historic, Water Resources, Air Quality, Open Space & Conservation, Energy & Mineral Resources, Geotechnical, Flooding & Hydrology, Noise, Hazardous & Toxic Materials, Water, Sewer & Utilities, Fire & Police Protection, Schools & Libraries, Health Services, Emergency Preparedness, Public Buildings & Facilities, Arts and Culture. The Council may add other Elements that it feels are in the best interest of the public.
(g) Five Year Capital Improvement Plan.

The five-year Capital Improvement Plan serves as a guide for determining priorities, planning, financing and construction of capital projects which add to, support, or improve the physical infrastructure, capital assets, or productive capacity of city services.
(h) Annual Financial Audit.

The annual financial audit includes the financial statements of the City for a fiscal year. It includes the financial condition of the City as reflected in the balance sheet, the results of operations as reflected in income statements, an analysis of the uses of City funds, and related footnotes. The annual financial audit also includes statements for the various groups of finds and a consolidated group of statements for the City as a whole. The Council had the responsibility of hiring an independent auditor, and for reviewing and approving the audit.
(i) Disaster Preparedness Plan.

The City, in accordance with Federal and State Law maintains a disaster preparedness plan that outlines actions to be taken during times of extreme emergency. The Mayor is called upon to declare an emergency, and then the City Manager directs all disaster response activities. The Council may be called upon during an emergency to establish policies related to a specific incident. The chain of command is as follows: 1) the City Manager is the Director of Emergency Services and 2) the City Manager may appoint an Assistant Director of Emergency Services.
(j) Administrative Policies and practices.

The City Manager has the authority to establish administrative policies consistent with the Council Policies to implement the Council’s Policies and for the orderly administration of the city.

1.01.050 OTHER AGENCIES.

The Policy and Procedure Manual shall also apply to all other agencies administered by the City. The term “City” shall be considered interchangeable with these other agencies on which the Council acts as a legislative body or the legislative body is appointed solely by the City Council.

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CHAPTER 1.02

FORM OF GOVERNMENT
Sections:

1.02.010 Overview.

1.02.020 California Charter City

1.02.030 Council/Manager Plan

1.02.040 City Representation.

1.02.050 Council Non-Participation in Administration.

1.02.010 OVERVIEW.

The powers of a City Council in a Charter City in the State of California to establish policy are quite broad.

Essentially, councils may undertake any action related to city affairs other than those forbidden or preempted by State or Federal law.

It is important to note that the Council acts as a body. No member has any extraordinary powers beyond those of other members. While the Mayor and Mayor Pro Tem have some additional ceremonial and administrative responsibilities, in the establishment of policies, voting and in other significant areas, all members are equal.

It is also important to note that policy is established by at least a majority vote of the Council. While individual members may disagree with the decisions of the majority, a decision of the majority does bind the Council to a course of action.

At official activities, every member of the Council has the duty to represent the City’s position even if it was not their personal position on the issue. If individual councilmembers state opposing positions subsequent to the Council majority action, the individual must state that they are representing their personal position and not that of the City.

The Council has and may occasionally debate whether it should take positions of a broader nature or limit itself to purely municipal actions.

1.02.020 CALIFORNIA CITY CHARTER.

Through the adoption of the City Charter by the vote of the people in the November 8, 2016 Election, the City shall have full power and authority to adopt, make, exercise and enforce all legislation, laws, and regulations and to take all actions relating to municipal affairs, without limitation, which may be lawfully adopted, made, exercised, taken or enforced under the Constitution of the State of California. Without limiting in any manner the foregoing power and authority, each of the powers, rights, and responsibilities described in the Charter.

1.02.030 COUNCIL/MANAGER PLAN.

The City of Cathedral City uses the Council/Manager form of local government. The plan establishes a representative government system in which the entire Council determines the policies and services of the community, and the City Manager effectively and efficiently implements the policies and delivery of these services. The City Manager administers all city employees and is responsible for their hiring, firing and evaluation.

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1.02.040 CITY REPRESENTATION.

Councilmembers are viewed as representatives of the City at all times. The conduct of councilmembers and Commissioners is a direct reflection on the City and all should conduct themselves accordingly. Except where specifically authorized by Council action or for purely ceremonial purposes, no councilmember should make any statement or appearance or indicate in any way that he or she is representing the official position of the City Council or Commission, on any matter.

1.02.050 COUNCIL NON-PARTICIPATION IN ADMINISTRATION.

In order to uphold the integrity of the Council and the Council/Manager form of government and to provide proper checks and balances, members of the Council are not to become directly involved in the administrative affairs of the City, unless directed by a majority of the Council to participate in a specific policy or project, or to interfere with the City personnel matters.

Individual or committees of the council members shall not intervene in staff decision-making, the development of staff recommendations, scheduling of work, or executing department priorities without the prior knowledge and approval of the Council as a whole. This is necessary to protect staff from undue influence and pressure from individual council members, and to allow staff to execute the priorities given by management and the Council as a whole without conflicting direction or fear of reprisal. The Council should work through the City Manager and department heads and their designees and not line staff for requests and inquires to assure a proper and comprehensive response. The Council and Council members are not to give direction to staff except at a council meeting pursuant to the Brown Act.

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CHAPTER 1.03

FUNCTIONS OF COUNCIL AND CITY MANAGER
Sections:

1.03.010 Council's Functions.

1.03.020 Duties of Council.

1.03.030 City Manager's Functions.

1.03.040 Council/Manager Relationship.

1.03.050 Council/City Attorney Relationship.

1.03.060 Distribution of Information.

1.03.070 Roles and Information Flow.

1.03.080 Disclosure of Material Facts and Communications Received.

1.03.010 COUNCIL'S FUNCTIONS.

The Council is the legislative body; its members are the community's decision makers. Authority is centralized in the elected Council collectively and not in individual members of the Council. The Council approves the budget and determines the public services to be provided and the taxes and fees to pay for these public services. It focuses on the community's goals, major projects and such long-term considerations as community growth, General Plan and land use, development standards, capital improvements, financing and strategic planning, rather than the administrative details. The Council hires a professional City Manager to carry out the administrative responsibilities and supervises the City Manager's performance.

1.03.020 DUTIES OF COUNCIL.

The Council is the legislative authority that creates and enacts the policies and ordinances under which the City operates. The Council acts on all legislative matters of the City, considering, approving or adopting all ordinances, resolutions, contracts and matters requiring policy decisions. Ultimately, the Council provides leadership through policy development and establishes the current practices and future direction of the City.

The Council also sets priorities for the City, and determines the type and level of programs and services provided by the City.

The Council plays the primary role in defining the forces of change that are shaping the community; this direction is set through policies expressed in the adopted plans for the community, such as the General Plan, through ordinances, like Zoning and Subdivision codes, as well as, through approvals of the budget, the five- year capital improvements program and the staff’s annual work program.

The City Manager is responsible for the overall administration of the City. This responsibility includes implementation of the general policies set by the City Council in addition to the day-to-day operation of all City functions. The City Manager, with the help of the staff, provides the City Council with the information needed to fulfill its policy-making role.

The Council/Manager form of government separates legislative and executive responsibilities in a manner similar to state and federal governments. This system provides "checks and balances" of both policy and administrative branches of government by limiting the power of each.

The Council has the following duties and responsibilities:
(a) Appointment of City Manager and City Attorney.

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The Council shall appoint the City Manager and City Attorney. The City Manager shall administer and make all other staff appointments and the City Attorney shall administer all legal staff and contracts for legal services.
(b) Annual Evaluation of Appointed Officials.

The Council shall perform an annual performance review of the City Manager and City Attorney. (c) Establishment of and Appointments to Advisory Bodies.

The Council may establish Commissions, Committees and Boards, and by majority vote make appointments of the members of all Commissions, Committees and Boards. It is important to note that appointed resident advisory bodies are usually subject to the open meeting laws commonly known as the Brown Act. The Council can solicit opinions directly from the public or through its Commissions, Committees and/or Boards. Request for opinions from any Council appointed body must occur by direction of the Council and not by individual councilmembers. The City Manager may also separately request opinions from Commissions, Committees and Boards. Direction from the Council to a Commission, Committee or Board may either be in writing from the Council or direction to the staff to inform the Commission, Committee or Board on behalf of the Council.

In addition, the Council may form Ad-Hoc Committees or Task Forces to address a specific issue of interest or task. The ad hoc committee may perform only single tasks for a specified and limited duration. An Ad-Hoc Committee ceases to exist as soon as its task is completed.

The Council may form Council Standing Committees of two councilmembers to review and recommend on specific subject matters on a regular and ongoing basis. Standing Committees are subject to the Brown Act notice and agenda requirements and must allow attendance and comments. The Council shall appoint Standing Committees and specify the role of each standing committee. The title and purpose and resources including staff time for each Standing Committee shall be included in the Manual.

The Council may form Ad-Hoc Committees of two councilmembers to prepare specific policy alternatives and implications or address specific issues of interest for Council deliberation. The Council shall provide the title and purpose of each ad-hoc committee and will define the resources including staff time the Council will provide to the Ad-Hoc Committee. Unless otherwise stated, an Ad-Hoc Committee ceases to exist as soon as its task is complete or by action of the Council.

Standing and Ad-Hoc Committee activities and meetings shall not overlap on any issue so as to preclude any violations of the Brown Act by having a majority of the Council involved in the deliberation process.

1.03.030 CITY MANAGER'S FUNCTIONS.

The City Manager is hired to serve the Council and the community, and to bring the benefits of education, training and experience in administering the City's projects, programs, and public services on behalf of the Council. The City Manager prepares a recommended budget for the Council's consideration; recruits, hires, and supervises the City's personnel, contractors and consultants; serves as the Council's chief advisor; and implements the Council's policies and programs and public services in an effective and efficient manner. The City Manager provides or supervises the delivery of complete and objective information, provides options and alternatives and analyzes long and short-term consequences on various City policies and on public services, finances, growth and land uses, development standards, and other community programs and needs. The City Manager provides professional advice on policy matters, intergovernmental affairs and economic development. The City Manager negotiates or supervises the negotiation of all City contracts and agreements

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and, except for changes made by or at the request of the Council, is ultimately responsible for the content of such contracts and agreements. The City Manager may from time to time adopt Administrative Directives for the Staff defining and clarifying how city operations and business is to be conducted.

The City Manager follows the direction of the entire Council and not individual members of the Council, or Commissions, Committees or Boards or the general public, and serves at the sole discretion of the Council.

1.03.040 COUNCIL/MANAGER RELATIONSHIP.

The employment relationship between the Council and the City Manager reflects the fact that the City Manager is the Chief Executive Officer of the City. The City Manager has an employment agreement with the Council.

Regular communication between the Council and City Manager is important in maintaining effective interpersonal relations. All dealings with the City Manager, whether in public or private, should be consistent with the authority of the City Manager in administrative and personnel matters. All employees, except the City Treasurer and City Attorney, are under the supervision of the City Manager. Councilmembers are to avoid situations that can result in City staff being directed, intentionally or unintentionally, by one or more council members. Further, council members should avoid involving themselves in matters regarding individual City employees or related affairs.

1.03.050 COUNCIL/CITY ATTORNEY RELATIONSHIP.

The City Attorney is the legal advisor for the Council, City Manager and departments. The general legal responsibilities of the City Attorney are to 1) provide legal assistance necessary for formulation and implementation of legislative policies and projects; 2) represent the City’s interest, as determined by the Council, in litigation, administrative hearings, negotiations and similar proceedings; 3) prepare ordinances, resolutions, contracts and other legal documents to best reflect and implement the purposes for which they are prepared; and 4) keep Council and staff apprised of court rulings and legislation affecting the legal interest of the City.

It is important to note that the City Attorney does not represent individual council members or staff, but the City’s interest as a whole. Accordingly, with the exception of conflict of interest inquiries, in questions involving pending or upcoming matters, or protocol and procedure, the City Attorney’s services are engaged and directed through the majority of the Council.

1.03.060 DISTRIBUTION OF INFORMATION.

It is essential that every council member have the same information from which to form decisions and actions.

Any information disseminated to one council member shall also be distributed to all council members in digital or hardcopy as appropriate. Voluminous documents may be referenced and made available upon request.

This includes written conflict of interest advice and opinions prepared by the City Attorney for Councilmembers.

1.03.070 ROLES AND INFORMATION FLOW.

It is the intent of staff to ensure all council members have free and easy access to information from the City and to ensure that such information is communicated completely, with candor and without bias.

Individual council members, as well as, the Council as a whole shall receive the full cooperation and candor of staff in being provided with any requested information. The City Manager or appropriate staff will inform the Council when a critical or unusual event occurs about which the public would be concerned. Information

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requests from the City Council requiring significant staff time shall first be authorized by the City Manager who may take the request to the full Council.

To ensure proper responsiveness, council members are obligated to “cc” both the department head and the City Manager on all correspondence with staff. There are limited restrictions when information cannot be provided. Draft documents (e.g., staff reports in progress, administrative draft EIRs) under review are not available for release until complete and after review by city management. In addition, there are legal restrictions on the City’s ability to release certain personnel information even to members of the Council.

Certain aspects of police affairs (access to restricted or confidential information related to crimes) may not be available to council members. Release of this information even to members of the Council could expose the city to substantial liability.

Council members have a responsibility in this information flow as well. It is critical that they make use of staff reports and commission and/or committee minutes. Council members should come to meetings well prepared – having read staff reports and attachments, and requesting in advance any necessary and available information from staff. If a council member has questions on any agenda item, that member should preferably contact staff prior to the meeting in order to allow staff time to research a response for the meeting. If a member of the Council learns of or is told by an employee of any matter relating to personnel matters or employee wrongdoing, they must report the information and source to the City Manager. Under various State and Federal Laws every employee has strict confidentiality rights related to their personnel information and the City has a duty to act affirmatively to all complaints of wrong doing or breaches of confidentiality.

1.03.080 DISCLOSURE OF MATERIAL FACTS AND COMMUNICATIONS RECEIVED.

It is the duty of each council member to publicly disclose “material facts” and “communications” that are relevant to a matter under consideration by the Council which have been received from a source outside of the public decision-making process. “Material fact” means a fact that is relevant for a council member to make an informed and knowledgeable decision and which would likely influence the decision of the council member. A fact is also material if the failure to disclose the fact will substantially mislead any council member from making an informed and knowledgeable decision. “Communications” includes but is not limited to, text message, e-mail, telephone call or conversation with a resident or any person that is relevant to the matter under consideration.

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Section, shall be deemed a permitted absence within the meaning of Government Code section 36513(b) and shall not count toward the sixty-day period referenced in that Section.

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CHAPTER 1.04

USE OF CITY PERSONNEL, EQUIPMENT OR RESOURCES
Sections:

1.04.010 Overview.

1.04.020 Use of City Resources.

1.04.030 City Manager Authorization.

1.04.010 OVERVIEW.

The City has a great many complex services, programs and projects being carried out at the direction of the Council. The orderly management and control of these programs and projects are essential to the effective and efficient accomplishments of these efforts. The Council’s role is to provide policy direction and the role of the City Manager is to organize and carry out the policies. Effective management and control require the Council and professional staff to maintain their needed roles. The following rules and procedures are designed to help assure the clear direction and efficiency of City operations.

1.04.020 USE OF CITY RESOURCES.

State law prohibits the use of City personnel or other public resources for any personal use or personal business or other non-city activity by any elected or appointed official of which said use is not directly related to City business. Any individual use of city personnel or other resources by individual elected or appointed officials for any purpose shall be first authorized by the City Council.

1.04.030 CITY MANAGER AUTHORIZATION.

The use of City personnel or other resources for outside activities which are directly related to City business, such as JPA's or recognized community groups, requested by an individual council member shall be considered by the City Manager and approved at the City Manager’s discretion or by the Council. Prior to volunteering or encouraging the use of staff for an issue of a Council committee, ad hoc committee, neighborhood meeting, regional board, or the board of another jurisdiction, a council member will confer with the City Manager, the latter of whom shall determine if it conforms to Council policy or if it is necessary to present the request for staff use to the Council at a City Council meeting. The City Manager shall keep the Council informed of all special use of City staff and his/her determination vis-à-vis the requested use of staff or other resources.

Council members shall make their requests for services or information to the City Manager and not directly to individual member of the staff, except for department heads. The use of City staff to respond to an individual council member’s request of any purpose that exceeds more than two hours of total staff time by every staff member involved in the request must be approved by the majority vote of the Council. The individual council member may make their request orally or in writing to the City Manager. The City Manager shall provide an estimate of the cost and how the request affects the Council’s goals and projects. This request will then be considered by the Council at a City Council meeting. Irrespective of the amount of staff time required to respond to each council member’s request, individual council members should be mindful of limited staff and city resources and limit requests to not more than 3 requests per week.

Request from the public to staff or through the Council or its members for information shall be treated as a public records request and handled in accordance with the city’s policies and State Law regarding public records request including any requirements for costs reimbursement. Request by Boards, Commission and Committees of the City and other public agencies and applicants that have submitted formal applications for

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city permits, entitlements or other formal city approvals are not considered Public Records request and will conform to the city’s policies regarding these types of information request.

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CHAPTER 1.05

CODE OF ETHICS FOR ALL CITY OFFICIALS, EMPLOYEES,

CONSULTANTS AND CONTRACTED PERSONNEL
Sections:

1.05.010 Public Ethics.

1.05.020 Ethics Policy, AB 1234 Ethics Training.

1.05.030 Reporting of Improper Activities.

1.05.040 Administration.

1.05.010 PUBLIC ETHICS
City officials and employees are required to maintain the highest standards of integrity and honesty, and they are expected to treat all members of the public and fellow City employees with civility, courtesy, concern and responsiveness. The conduct of City officials and employees in both their official and private affairs should be above reproach to assure that their City position is not used for personal gain.

Elected and appointed officials and employees of the City of Cathedral City at all levels are guardians of the public trust. City officials and employees are required to be impartial and responsible in the fulfillment of their duties. The citizens and customers of Cathedral City expect and must receive the highest standard of ethics from all those in public services, regardless of personal consideration.

1.05.020 ETHICS POLICY, AB 1234 ETHICS TRAINING.

State law (California Government Code  53235, et seq.) requires public officials to complete two (2) hours of training in ethics principles and laws every two years. In addition to council members, the City requires the training of its Commissioners, Committee members and Board members, its City Manager, its department heads, its mid-managers when they staff a commission or committee, and all resident committee members who serve on various city committees. The City provides yearly training sessions that satisfy the requirement.

Alternatively, the League of California Cities offers AB 1234 training, often in conjunction with League conferences or other training workshops, and on-line training is offered through the Institute for Local Government and the Fair Political Practices Commission. Certificates of course completion are kept on file by the City Clerk’s office. In addition to the Ethics Training, all elected and appointed officials will take the appropriate Harassment and NIMS (National Incident Management System) training.

The City Manager is also subject to a professional code of ethics of the International City/County Management Association (ICMA) (See Appendix C). It should be noted that this code binds the City Manager to certain practices that are designed to ensure actions are in support of the City’s best interests and treats all Council member equally.

It is important to note that 1) State law (AB1234) requires the council members to announce their travel for an City business that occurred at city expense, even if the city is subsequently reimbursed by other parties, at the first Council meeting following their return, and reimbursement will not be provided until such an announcement is made; 2) any expense must be related to City business; 3) public property and funds may not be used for any private or personal purpose. Courts have ruled that this prohibition includes personal political purposes.

1.05.030 REPORTING OF IMPROPER ACTIVITIES.

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The City Council shall enforce the Code of Ethics and discipline related to other members of the City Council and elected and appointed officials.

City employees and persons in City service are encouraged to promptly raise questions and concerns regarding possible violations of City policy or local, State or Federal law with their immediate supervisor or another management employee within the employee’s department. It is the policy of the City to prohibit the taking of any adverse employment action against those who in good faith report or participate in investigations into complaints of alleged violations of City policy or local, State or Federal law in retaliation for that reporting or participation.

No officer or employee of the City shall directly or indirectly use or attempt to use the authority or influence of such officer or employee for the purpose of intimidating, threatening, coercing, directing or influencing any person with the intent of interfering with that person’s duty to disclose alleged violations of City policy or local, State or Federal law.

1.05.040 ADMINISTRATION.

The Council and the City Attorney shall administer this Code of Ethics for all elected and appointed officials.

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CHAPTER 1.06

COUNCIL FINANCIAL MATTERS
Sections:

1.06.010 Expenditure Allowance.

1.06.020 Expenditure Guidelines.

1.06.010 EXPENDITURE ALLOWANCE.

The annual city budget includes funding for council members to undertake any official City business. The City budgets funds for certain activities and reimburses for other activities. Eligible expenses include travel for attendance at conferences or educational seminars, and the purchase of publications and annual subscriptions.

1.06.020 EXPENDITURE GUIDELINES.

City budgetary practices and accounting controls apply to expenditures within the Council budget, and are detailed in the City’s adopted Fiscal Procedures Manual. Reimbursement requests, including all associated receipts, should be made through the City Manager’s office. Expenditure records are public information. Any questions arising as to the proper application or interpretation of the adopted fiscal procedures policy will result in the City Manager conferring with the Mayor and Mayor Pro-Tem or the Council.

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CHAPTER 1.07

COUNCIL COMMUNICATION
Sections:

1.07.010 Overview.

1.07.020 General Correspondence.

1.07.030 Correspondence from Council Members.

1.07.040 Use of City Stationery/City Logo/City Seal.

1.07.050 Proclamations.

1.07.060 E-mail.

1.07.070 Social Media.

1.07.010 OVERVIEW.

When council members are expressing personal views and not those of the Council, the public should be so advised. City letterhead and staff support cannot be utilized for personal or political purposes.

All letters, memoranda, and interactive computer e-mail communications involving council members and members of commissions, committees and boards, the subject of which relate to the conduct of government or the performance of any governmental function, with a few exceptions as outlined in the Public Records Act, are public records. As such, the public or media can request disclosure of such communications by filing a records request with the City Clerk’s office.

1.07.020 GENERAL CORRESPONDENCE.

The City Manager shall respond to or request staff to respond to correspondence from the public to council members, and provide copies of the original correspondence and staff response to each council member.

A council member may elect to respond to a specific correspondence in lieu of staff, on their own behalf rather than the City’s. Correspondence addressed to specific council members will be copied to all council members, unless it is personal in nature.

With respect to invitations to events, the council members may coordinate reservation or responses through the City Manager’s office.

1.07.030 CORRESPONDENCE FROM COUNCIL MEMBERS.

Council members may occasionally be called upon to write letters to citizens, businesses or other public agencies. Typically, staff will draft the letter that transmits the City’s position, with review by the City Manager.

Correspondence sent on behalf of the Council is placed on official City letterhead and is signed by the Mayor or the City Manager.

1.07.040 USE OF CITY STATIONERY/CITY LOGO/CITY SEAL.

Council members responding on their own behalf will use their personal stationery, which may not include the use of the City Logo. City stationery may be used by council members for official City correspondence only which represents the City’s position. The use of the City Stationary, City Logo or City Seal will require City Council approval.

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1.07.050 PROCLAMATIONS.

Ceremonial Proclamations of the City are often requested of the City in recognition of an event or individual.

Proclamations are on behalf of the Council and not individual members. Any member of the Council may request a City Proclamation be prepared through the City Manager’s office. Proclamations must meet the values and protocols currently or previously recognized by the Council or receive the approval of the Council.

Individual council members do not issue proclamations. Proclamations generally will be mailed to the receiving party or presented at an event for the purpose of recognition.

1.07.060 E-MAIL.
•The Brown Act prohibits council members from using “technological devices” to develop a concurrence by a majority regarding an action to be taken by the Council. “Technological devices” as defined under the Brown Act include phones, faxes, computer email, public access cable TV and video.
•Any communications received by a council member during a Council meeting related to any matter before the Council or likely to be before the Council is considered a third-party contact which must be announced at the meeting when and if it occurs. All electronic devices will be set to silent mode if not turned off during a Council meeting.
•Be aware that e-mails sent by or to council members most probably are public records under the Public Records Act. Even though this does not create a paper document, sending an e-mail is more similar to mailing a letter than placing a telephone call. The information in the e-mail is stored on the computer network until deleted, and may continue to exist on the City’s network back-up system even after being deleted. As a result, e-mails can become records of the City maintained in the course of business, and thus available for public disclosure and the Public Records Act. •Finally, be aware of the prohibition of using the City’s computer or e-mail system for any political reasons not directly related to the interest of the City as directed by the Council.

1.07.070 SOCIAL MEDIA
Councilmembers should refrain from engaging with the public regarding city-related topics on social media pages or sites other than official City of Cathedral City sites or pages. Instead questions from the public that a Councilmember wants to have addressed should be forwarded to the City Manager and staff will prepare an answer and post it to the appropriate City page or site.

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CHAPTER 1.08

PRESS RELATIONS
Sections:

1.08.010 Official Position of the City.

1.08.020 Press Releases.

1.08.030 Dealing with the Media.

1.08.040 Council Members Speaking on Their Own Behalf.

1.08.070 Closed Session Issues.

1.08.010 OFFICIAL POSITION OF THE CITY.

In responding to inquiries from the media, the Council and staff shall represent the official position of the City and shall limit their comments to stating the facts and circumstances, without personal opinions or conclusions.

1.08.020 PRESS RELEASES.

All press releases pertaining to the City or the Council shall be issued on City letterhead on behalf of the entire Council. The City Manager, or designee, is authorized to make press releases pertaining to City activities and events of public importance as he determines necessary and appropriate to keep the public informed. When the City issues a press release, the Mayor and Council Members are informed and agree to any individual councilmember quotes or references. All press releases shall immediately be distributed to the Council.

1.08.030 DEALING WITH THE MEDIA.

When dealing with members of the media, it is usually the Mayor who represents the position and interest of the Council. When the City Manager or department heads are contacted, they will express the position of the Council.

Council Members, the City Manager and department heads are authorized to respond to the media. Staff shall refer the media to the public information officer.

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1.08.040 COUNCIL MEMBERS SPEAKING ON THEIR OWN BEHALF.

The Council maintains open lines of communication with the media providing any council member the ability to speak with the media on issues. When speaking to the media, the council member will clarify whether they are speaking on behalf of the Council or themselves. No member shall hold themselves out as representing or speaking on behalf of the Council on any matter unless, prior thereto, the Council by majority vote taken during a duly noticed Council meeting, has authorized said member to act and/or speak on behalf of the entire Council. If a council member does not feel knowledgeable about an issue when questioned by the media, they should direct the member of the media to the City Manager. A council member needs to advise the City Manager when media contact occurs on any City related matter.

1.08.050 CLOSED SESSION ISSUES.

State law prohibits the discussion of any items that are discussed at or the subject of a closed session to any member of the public, including the media, unless the Council approves the disclosure of the matter by a majority vote of the Council or is otherwise prohibited by State law.

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CHAPTER 1.09

CIVILITY GUIDELINES
Sections:

1.09.010 Commitment to Civil Behavior.

1.09.020 Pledge of Civility.

1.09.010 COMMITMENT TO CIVIL BEHAVIOR.

The Council commits to civil behavior by maintaining a cohesive, productive working environment by:
1) Supporting the City’s mission.
2) Bringing City related concerns, issues and conflicts to the whole Council for discussion.
3) Offering alternative solution(s) when addressing a problem or issue. 4) Showing respect to each other as elected officials.
5) Promoting civility during Council meetings.
6) Maintaining the confidentiality of material discussed during closed session. Similarly, not disclosing the content or substance of confidential or privileged communications relating to City business.
7) Limiting the length of comments during Council meetings and not repeating points that have been already stated by other council members.

1.09.020 PLEDGE OF CIVILITY.

The manner in which we govern ourselves is often as important as the positions we take.

The city’s collective decisions will be better – and truer to our mission – when differing views have had the opportunity to be fully vetted and considered.

All those who appear before the Council or any commission, committee or board have the right to be treated with civility, courtesy and openness. The City values all input.

Accordingly, we commit to conduct ourselves at all times with civility and courtesy, to both those with whom the City interacts and to each other. We also pledge to endeavor to correct ourselves, should our conduct fall below this standard. Any person addressing the City Council shall also be expected to maintain civility in their comments and actions.

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TITLE 2

LEGISLATIVE

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TITLE 2 LEGISLATIVE
Chapters:

2.01 Meeting Agendas

2.02 Conduct of Meetings

2.03 Rules of Decorum for Members of the Public at Meetings

2.04 Rotation and Duties of the Mayor and Mayor Pro-Tem

2.05 Outside Organizations, Regional Authorities and City Committees

2.06 Council Standing and Ad Hoc Committees

2.07 Rules of Conduct for Council Members
CHAPTER 2.01

MEETING AGENDAS
Sections:

2.01.010 Meeting Schedule.

2.01.020 Purpose of the Agenda.

2.01.030 Criteria for Matters Covered.

2.01.040 Placing Items on the Agenda.

2.01.050 Removal of Items on the Agenda.

2.01.060 Continuing of Agenda Items.

2.01.070 Communications Received After Agenda Distribution.

2.01.010 MEETING SCHEDULE.

Regular meetings are held in the City Council Chambers, 68-700 Avenida Lalo Guerrero on the second and fourth Wednesday of every month. A Study Session Meeting begins at 3:30 p.m. and the Regular Meeting begins at 5:30 p.m. The purpose of study sessions is to give the Council a less formal and more interactive forum to discuss issues in advance of any official action to be taken. Staff often presents policy alternatives and is more directly engaged in the dialogue. Regular Council and study session meetings are open to the public and are videotaped when held in the Council Chambers. While general direction may be given to staff or the proponent behind the topic of discussion, no formal action by the Council is taken in a study session.

2.01.020 PURPOSE OF THE AGENDA.

The purpose of an agenda is to provide a framework within which an open, public meeting can be conducted and to comply with all legal requirements for actions of the Council.

2.01.030 CRITERIA FOR MATTERS COVERED.

The Council shall consider only matters which affect the conduct of the business of the City or its corporate powers or duties as a municipal corporation. Council may consider resolutions supporting or disapproving any

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legislation or action pending in the Legislature of the State of California, the Congress of the United States or before any officer or agency of said State or nation when such proposed legislation or action, if adopted, will affect the conduct of the municipal business or the powers and duties of the City.

2.01.040 PLACING ITEMS ON AGENDA.

The agenda for each regular city council meeting shall have a section identified as “Future Agenda Items.” This section should be placed at the end of the agenda as the last item prior to adjournment or at such other place as the city council may, from time to time, determine. Under this section, any councilmember may propose that one or more items of city business be considered by the city council for addition to the agenda of a future regular or special council meeting. The addition of such item(s) to a future agenda item shall require a motion, second, and the affirmative vote of at least three councilmembers. Consistent with the Brown Act, council will limit its discussion of such proposed item(s) to a description of the item sufficient for the future agenda, the propriety of the item(s), and the relative priority of the item(s) given adopted council goals and anticipated council workload. In order to comply with the Brown Act , the merits and substance of the item(s) should not be discussed under this.

This policy shall not:
• Be utilized to propose reconsideration of an item previously discussed and voted upon by the City Council;
• Prohibit individual councilmembers from discussing potential items of city business with the City Manager;
• Prohibit the City Manager from placing any items of city business they determine to be necessary and proper for the operation and functions of the city; or
• Prohibit the Council from adding emergency items or items of subsequent need to an existing agenda when done in compliance with the Brown Act.

The City Manager shall be responsible for managing the Agenda and placing items on the Agenda. The City Clerk will be responsible for compiling the Agenda, posting and advertising the Agenda, distribution of the Agenda and the minutes of the meetings.

2.01.050 REMOVAL OF ITEMS ON THE AGENDA.

The council member who requested an item be placed on the agenda can remove the item from the agenda 1) any time prior to the posting of the agenda or 2) at the City Council meeting during the approval of the final agenda. The requesting council member may also request the item be “continued” and considered at a future City Council meeting. The Council may remove or continue any item on the Agenda unless otherwise restricted by law.

2.01.060 CONTINUING OF AGENDA ITEMS.

The majority of the Council can continue an item on the agenda due to applicant scheduling issues, staff requiring additional time to research an issue, or when insufficient time is available to address the matter thoroughly.

2.01.070 COMMUNICATIONS RECEIVED AFTER AGENDA DISTRIBUTION.

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The purpose of this Section is to establish the following standardized procedure for the handling of written public comments received via email, letter, or other form of communication after the distribution of the Council agenda packet and prior to the Council meeting:

2. Distribution of Written Comments
•Hard copies of written comments will be provided to Council •Copies of written comments will be made available for the general public to review

4. Written comments will not be read into the record during the meeting.

This Section is intended to ensure transparency in the written public comment process and intended to provide a standardized approach for the City Council and its subordinate bodies.

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Cathedral City City CouncilNovember 13, 2024

Cathedral City City Council
November 13, 2024