Cathedral City City Council
January 25, 2025

CITY OF CATHEDRAL CITY
5 YEAR STRATEGIC PLAN
Revised and Updated
JANUARY 25, 2025
Cathedral City
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Strategic Plan Overview
Understanding the Establishing a Draft & Adopt
Implementation
Context Framework Strategic Plan
• Define outcomes • Refine the vision and • Develop strategies and City LeadershipTeam track • Identify issues and priorities values actions progress-weekly • Develop goals Develop Draft Strategic meetings
Plan • Addedgoals to City Council
staff reports
Council Interviews Council Workshop #1 Council Workshop #2 : City council uneated Adjust when needed
City Leadership Team City Leadership Team City Leadership Team Workshop #2 Workshop #3 Living document
Workshop #1
Community Survey City Council Adoption -
4/12/23
December February April August
Updates to Council
January, 2024
February, 2024
August, 2024
2 Strategic Plan Framework
Our Shared Bellefs and Principles
Values
Our Desired Future Vision
Our Purpose
Mission Moving Cathedral City Forward
With Commitment, Pride and Excellence
Goal A Goal B Goal C Goal D Goal E Goal F Statements of Direction Objective Objective Objective Objective Objective Objective Specific Results Action Action Action Action Action Action
Specific Methods
Outcome Measures
3 VALUES/VISION/MISSION
The City's Values, Vision and Mission Statement create the foundation and framework for the Strategic Plan since collectively, they articulate our purpose, core beliefs and principles guiding how we serve our community, and our aspirations for the future. They also drive the Strategic Plan Matrix of Goals, Objectives, and Actions which inform department work programs and priorities.

OUR VALUES

COMMUNITY INCLUSIVENESS DIVERSITY COMMUNITY CULTURE INNOVATION

SAFETY PRIDE INVESTMENT OF SERVICE
BEYOND

TECHNOLOGY

OUR 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.

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
4 GOALS AND OBJECTIVES
Goals and Objectives identify key focus areas and strategies to achieve our vision, and which support and are aligned with our Mission and Values. They also represent aspirations for our community and will be used to guide and inform department work programs and priorities.

Goal A - SERVE THE COMMUNITY WITH PRIDE Goal D - INNOVATION AND DEDICATION Objective: Cathedral City continually focusses on improving Objective: Through diversity, equity, and inclusion service delivery and customer experiences by successfully driven employee programs and experiences, Cathedral leveraging technology and creative initiatives to improve City is the employer of choice with a workforce that is public services, public safety, and stimulate economic engaged, motivated, and respected public stewards. growth.

Goal B - COMMUNITY INVESTMENT Goal E - SAFETY
Objective: Cathedral City roads, gateways, public Objective: Cathedral City is safe for all who live, work, visit, spaces, and other infrastructure are well planned, and play in our community. designed, constructed and maintained.

Goal C - FISCAL STABILITY AND SUSTAINABILITY Goal F - EMBRACING, INCLUSIVE COMMUNITY Objective: Cathedral City has economically prospered Objective: Cathedral City is valued and respected as a by facilitating the investment of private dollars in high community that welcomes and embraces diversity, has an quality development which benefits the community. abundance of high quality and affordable housing options We remain financially solvent by instituting prudent and vibrant businesses. Our neighborhoods are attractive, fiscal policies and transparent financial practices. well-maintained, and issues surrounding homelessness have been compassionately
5 Goal A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION Objective: Through diversity, equity, and inclusion driven employee programs and experiences, Cathedral City is the employer of choice with a workforce that is engaged, motivated, and respected public stewards.

Action Action Description Year Year Year Lead/Co-Lead Support Partners 0-1 1-2 2-5
A-1 Study the need to reallocate staff resources, including the use of X x CMO All Departments contracts.

Progress Dept Status
We have evaluated key vendor partnerships to maximize CMO/HR CPS Partnership Implementation:
built-in resources: Successfully launched interview question bank with Department Heads Standardized interview process across departments
Reduced staff time spent on question development
Maintaining quality control through HR oversight
Vendor Resource Assessment | Current vendor evaluation status:

Lincoln (EAP): Reviewing expanded service options
PERMA (Risk): Analyzing available training resources
[Other Vendors]: Evaluating additional support tools
Next Steps:

Continue monitoring CPS interview question effectiveness.

Complete assessment of remaining vendor resources by mid-2025 Identify additional opportunities for resource optimization Schedule vendor meetings to explore untapped services
Staffing Resource Analysis CMO/HR We have completed the following milestones in our staffing resources study:

Partnered with Govinvest Salary Survey for comprehensive market analysis
Identified key positions requiring resource evaluation
6 ACM and Development Services reviewing the need for CMO/ Development Services/Planning contracted with multiple planning and possible contract planners to address volume of work in light DEV SVCS environmental consulting firms for on call services during a period of staff of staff vacancies and capacity. transition and vacancies. The Planning Division continues to contract with Terra Nova Planning and Research for planning and environmental consulting on large scale projects and with MNS Engineers for environmental consulting. Both firms augment current staffing and enable the Division to meet its service commitments and turnaround times.

The Planning Division conducted an RFP for planning services for the upcoming zoning code rewrite and a contract was awarded to Mintier Harnish. While many City staff will be involved in the rewrite, including Cynthia Schultz as the project manager, the rewrite would not be possible without the contract support.

The Building Division conducted an RFP for plan check and on-call inspection services and a three-year contract with two one-year extensions was awarded to HR Green.

A-2 Review Comparison data on Council salaries and the process to CMO update, if warranted.

Progress Dept Status
City Council will come back to consider whether to propose CMO/CC To be discussed during budget preparation. a possible Charter amendment related to City Council
salaries in the 2026 Election.

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

Progress Dept Status
The Fire Department has successfully launched its Cadet Fire/HR Currently active and advancing on schedule. The program has secured its program and initiated strategic expansion efforts. The first cohort of cadets and established foundational operations. Growth department has broadened its outreach activities to initiatives are underway, with plans for a second recruitment campaign in encompass additional schools serving Cathedral City spring 2025, targeting an expanded capacity of 20 cadets. This planned residents, enhancing the program's visibility and accessibility expansion represents a concrete commitment to scaling the program's within the community. The completion of the first cadet impact and creating more opportunities for youth interested in fire and 7 meeting has achieved initial implementation milestones, demonstrating operational success.

A-4 Develop and implement a professional development program to X HR/CMO All Departments enhance career development opportunities, strengthen
organizational capabilities, and increase organizational capacity.

Progress Dept Status
Developed IT 311 SharePoint site for self-help information, IT IT IT 311 completed. IT will need to provide instructions that is part of the instructions, and other information to help staff utilize the SharePoint training.

City's technology systems and tools.

Establish a certification pathway for the Public Sector CMO/HR Current Programs:

Employment Relations Certification Program (LCW • LCW Public Sector Employment Relations Certificate certificate) with two tracks: - August 2024; roll out approved training courses for the 2024- 2025 FY.
• Current Supervisors: Provide direct access to LW 22 EE currently working towards the certificate certification training to enhance leadership - First employee expected to be finished March 2025 capabilities. • Municipal Management Association of Southern California • Non-Supervisors: Create an alternative route where (MMASC) available to employees employees can earn the LCW certificate and apply it
as qualifying experience toward future supervisory HR Department Action Plan:
positions. The Human Resources team will continuously evaluate relevant programs and training opportunities. All potential programs will be presented to the Executive Team for review and approval before implementation.

Focus Group Implementation. The initial new hire focus | CMO/HR Phase 2:
group has been successfully implemented with strong Planned Expansion: (2025) participation and engagement. • Survey employees for items employees would like to focus on improving awareness on with core questions such as:

Phase 1: 1. What company programs or benefits would you like to Maintaining existing new hire focus group understand better? To discover, clarify, and record themes regarding employee 2. Which workplace processes need more clarity? perception of and reaction to hiring and retention. 3. What information is currently difficult to find or access?

4. Which resources would help you be more effective in your role?

5. What topics should be included in ongoing awareness initiatives? 8 Code officers are encouraged to obtain certification through DEV SVCS/ Sandra Martinez earned her CCEO status by completing the required CACEO to become Certified Code Enforcement Officers. CODE Encourage planners to join professional memberships, attend DEV SVCS/ Complete. Ongoing. training and conferences and continue educational CODE
experience.

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

Progress Dept Status
• Quarterly Meetings allow recognition and CMO/HR Completed and Ongoing appreciation of employees for achievements,
performance, innovation, and efficiencies.
• Bi-annual recognition luncheon in honor of
employees who reach milestones -

5.10.15.20.25.30.35... years of service.

Recognition program: CMO/HR Next Steps

1. Utilized the employee recognition committee to 1. Draft preliminary program structure to present to City Manager evaluate the program. and Department Heads

2. Developed a program framework including: 2. Create an implementation timeline • Recognition criteria 3. Develop a budget proposal
• Nomination process
• Review procedures
• Award structure

3. Create a budget proposal covering:
o recognition events
• Program administration
Programs to recognize innovation. CMO/HR A formal program has not yet been implemented. In June, 2024 the Assistant City Manager, Director of Community and Economic Development and Code Enforcement Manager attended the ICMA Local Government Reimagined Conference in Palm Desert which focused on Al in local government. In July, Deputy Director of Community and Economic Development and three planners attended the IPA Innovation Summit in Ontario. Further development of a program will need to be prioritized. 9 A-6 Develop staff team building activities to encourage cohesion and x HR All Departments foster a spirit of collaboration.

Progress Dept Status
2024 - Calendar of events in the works COM/HR/ In 2024, the City's Events Committee and Communications & Events team, • Baseball Opening Grill N' Chill Luncheon CMO in collaboration with HR, successfully organized and executed a series of • Football Opening Pizza Day engaging employee events that fostered workplace community and • Commissioner's Appreciation Dinner connection. The well-attended activities received positive feedback from • Cinco De Mayo Taco Fiesta Truck staff across departments, demonstrating their value in building • Mother's Day Paint & Lunch organizational culture and boosting morale. Building on this success, the Father's Day Paint & Lunch City plans to continue these popular initiatives in 2025 and beyond, while exploring new opportunities to further enhance employee engagement • Employee Appreciation
and strengthen our workplace community.
• Holiday Party
A-7 Initiate a Class and Compensation Study to benchmark and x HR proactively identify compensation issues which impact employee retention and employee attraction.

Progress Dept Status
RFP in the works CMO/HR The Employee Recognition Program initiative is currently on hold following Hurricane Hillary. Staff is finalizing the RFP documentation and awaiting approval for release. The project has been scheduled for inclusion in the next biennial budget cycle. The implementation timeline will be determined based on leadership direction and budget approval.

The current priority is completing the RFP documentation while maintaining project readiness for future implementation.

A-8 Implement the Strategic Plan by ensuring department work X сМО All Departments programs include initiatives which achieve Strategic Plan Actions and regularly review progress and accomplishments at City Manager Department Head Meetings.

Progress Dept Status
Bi-annual updates to the City Council смО Provided City Council update on 8/23/23, 1/27/24 and 2/14/2024 and 8/14/2024 and 1/25/2025.

The Strategic Plan was included in the FY 2023/2024 & FY 2024/2025 Biennial Budget along with the individual Department Goals and Objectives. The Strategic Plan will be included in future biennial budgets. 10 A-9 Include Community Satisfaction Survey in future budget to monitor * CMO community support and satisfaction of Strategic Plan outcomes and to objectively gather community opinions, preferences, and satisfaction of city services.

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

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

Progress Dept Status
Staff to research prior goal setting documents and provide to CMO Staff completed this review and the City Manager presented it to the City the City Council for review and discussion. Council on 11/13/24. • Actions listed in blue are City Council strategic priorities. • Items delayed due to Tropical Storm Hilary
11 Goal B - COMMUNITY INVESTMENT
Objective: Cathedral City roads, gateways, public spaces, and other infrastructure are well planned, designed, constructed and maintained.

Action Action Description Year Year Year Lead/Co-Lead Support Partners 0-1 1-2 2-5
B-1 Develop an Electric Vehicle transition plan to comply with PW/Engin Finance upcoming state mandate and include consideration of providing publicly accessible charging stations.

Progress Dept Status
The Electric Vehicle Transition Plan will be included as an PW The Coachella Valley Association of Governments (CVAG), in partnership Element within the Climate Action Plan. The city is working with the Western Riverside Council of Governments and the San with CVAG and other Coachella Valley Cities during the Bernardino Council of Governments, is currently working on a development process. Comprehensive Climate Action Plan (CCAP) for the region which is scheduled to be completed in November 2025. The CCAP will feature a dedicated chapter for each city within the Coachella Valley, covering topics such as Greenhouse Gas Inventory, reduction measures and a regional electric vehicle plan. Once the regional CCAP is completed in 2025, staff will begin updating the City's 2013 local Climate Action Plan (adopted 2013) which will incorporate the regional CCAP and include a substantive Electric Vehicle Transition Plan module. The city is actively participating with CVAG on the regional CCAP.

B-2 Develop an entryway, medians, and lighting master plan to provide x x PW/Engin Econ Dev/Dev Svcs appealing gateways to the City.

Progress Dept Status
Engineering and Public Works is developing an RFP that will PW Mayor Ross and a subcommittee of the Public Arts Commission have aim to create visually appealing gateway entrances to the developed a proposal for entryway signs that will be presented to the City Council for consideration in September, 2024. Public Works is working on getting a rough scope of pricing. Prior to the Mayor's project, staff had intended to issue an RFP for this project, however due to Tropical Storm Hillary expenditures, the Public Works Maintenance and Engineering proposed General Fund expenditures for this year were reviewed and this 12 item was deferred. Staff will look to restore budget for the project, if needed in the next budget cycle.

Collaborate with PW and Engineering to support their efforts in obtaining funding for the completion of this project. Efforts could include identifying future grants and working with Deanna Pressgrove and/or Amanda Geisendorfer to apply.

Staff presented a duplicate gateway monument option for the Council's consideration that could be used at specific city entryway locations. The proposal for the unified monument proposal was initiated by Mayor Ross with the support of the Public Arts Commission. The unified model for the monument is based on the current "Mountains Cathedral" art piece displayed at the Date Palm Drive s/o Vista Chino city entryway. The City Council concurred on this option and requested that size for each location is to be determined along with budgeting for the project in upcoming and future biennial budgets. Public Works staff is now coordinating the construction of mock block monuments in 75%, 50% and 25% scale to be able to show the City Council sizes that may be utilized at various entryway locations. All locations, size and costs will be approved by the City Council when ready to proceed.

B-3 Develop and implement a wilderness trail plan. x x PW/Engin/ Dev Svcs
Progress Dept Status
RFP will be initiated by Public Works. (Engineering and PW Public Works will include this item within the next budget cycle. The Parks Public Works Maintenance jointly). and Community Events Commission (PACE) is currently looking at potential trail head and signage locations around the city.

The Coachella Valley Mountains Conservancy has placed a new Trail Rules for Dogs sign at the Cathedral Canyon trail head at the southeast end of the Cove.

B-4 Complete a dog park in the southern part of the City. PW/Engin Progress Dept Status
13 Complete the design of the Downtown Dog Park and seek ENG The City Council approved the contract for the design consultant to start funding for construction. the construction plans for this project. A presentation with updates on project design was presented to City Council on September 11, 2024. The design consultant is continuing to complete the design work for the project.

B-5 Improve and expand Chuperosa Lane to become a point of pride in x Econ Dev PW/Engin/ Dev Svcs Cathedral City.

Progress Dept Status
The City Council supported implementing the August 24, ECON Chuperosa Lane has been cleared, graded and the Public Works 2023, M.I.G. Consulting Art Walk Conceptual Design- DEV/PW maintenance crews have added the area to the routine maintenance "Preferred Design Concept" during the October 25th Study schedule.

Session. Implement elements of the Chuperosa Lane plan as funding is identified or development occurs. Staff and Councilmember Lamb have agreed that additional community engagement should be undertaken before implementing any proposed permanent improvements. Staff will continue to analyze the impact of having foot traffic through Chuperosa Lane and how it will impact the neighboring community. Economic Development can assist in obtaining community input for the project to ensure there is public support. The data can be used for future grant funding applications.

B-6 Maximize the use of existing resources to include underutilized СМО PW/Engin parks and the library to support goals with the budget we have.

Progress Dept Status
Explore expanded uses for the library building. смО Updated Library lease agreement: continue to identify what space needs exist for the library's use and what space could be utilized for other purposes. The Public Arts Commission (PAC) has partnered with the library to conduct quarterly art exhibits, starting May 2024. The next scheduled exhibits are scheduled for August 24-25 and November 9-10 and a full quarterly series planned for 2025. The PAC awarded $20,000 in community arts grants for programming that will be completed by the end of FY 2024/24. Several of the awarded programs will be conducting activities at the library, including two shows of Hansel and Gretel on March 26 and 27 2025, and a Senior Art Show at the Library on May 17 - 18.

Additionally, the Senior Center will be hosting an art show at the library 14 during Desert Open Studios Tour week on January 24-26. Coachella Valley Classical Voices two The City, in partnership with Riverside County established a cooling center at the library, starting on June 1, 2024.

B-7 Improve pedestrian access to parks through the use of crosswalks PW/Engin and sidewalk improvements.

Progress Dept Status
Progress art was provided in the recent to Dept
PW/ENG Engineering and Public Works Maintenance are initiating field visits and over a five-year period. identification of the locations for the new additional crossings. The Engineering Department is working with various council members on updating pedestrian crossings and bike lanes in their districts and continuing to look for additional funds. The Engineering Department has multiple current projects in progress that support this goal:
• SB821 Grant funds a Class III Bike Route on Whispering Palms Trail from Dinah Shore Drive to 30th Avenue and a Class IV Protected Bike Lane at Perez Road, from Cathedral Canyon Dr to Date Palm Drive. The design phase is underway for both projects. • ATP Cycle 5 funds the Cathedral Canyon Drive Sidewalk and Multiuse Trail Project, which incorporates the new minimum 6- foot-wide bicycle lane along the west side and a multiuse trail on the east side of Cathedral Canyon Drive from Cathedral Canyon Shores Drive to Dinah Shore Drive. Construction is in progress. • ATP Cycle 5 also funds the Date Palm Drive Expansion Project, which also incorporates a 6-foot-wide bicycle lane along the east side of Date Palm Drive between East Palm Canyon Drive and Perez Road. Construction is in progress.
• HSIP Cycle 9A funds traffic signals at twelve intersections within Cathedral City. Bids for construction of this project will be publicly opened on February 6, 2025.
• HSIP Cycle 9B funds road safety improvements at Date Palm Drive and Varner Road. The construction started in November 2024.
• HSIP Cycle 10 funds the intersection at Ramon Road and Candlewood Drive. Construction is in progress.
• HSIP Cyle 11A funds citywide pedestrian crosswalk updates and is in the design phase.
15 • HSIP Cycle 11B is in the design phase and funds the addition of pedestrian signals at Cathedral Canyon Drive and Ortega Drive, and at 30th Avenue and Avenida La Paz.
• HSIP Cycle 11C funds citywide traffic signal hardware improvements and is currently in the design phase.
• HSIP Cycle 11D funds the addition of a pedestrian crossing at 30th Avenue and Sal Eljay Avenue and is currently in the design phase. • Staff applied for HSIP Cycle 12 funding in September 2024, for pedestrian crossing upgrades. One application is to update crossings in uncontrolled locations. The other application is for pedestrian crossing enhancements near schools and parks.

B-8 Improve wayfinding signage to direct visitors to destinations in the COM PW/Engin/ Dev community. Svcs/Econ Dev
Progress Dept Status
Stripped the old/washed out banners along Avenida Lalo COM New colorful banners were installed along Avenida Lalo Guerrero in 2024, Guerrero and met with a company who designs wayfinding and Communications & Events is leading the effort on proposals for new signage to improve/refresh the current look and enhance wayfinding signage and refurbishment of current signage at key entry the City's image. Installed new wayfinding signage in the points throughout Cathedral City to be included in the next biennial Community Amphitheater to attract greater attention to budget. A presentation was provided to Council on Aug. 14, 2024, and restroom and concession areas and have identified another update will be coming in Spring 2025. locations for enhanced wayfinding signage throughout
Cathedral City to better promote and direct traffic to key Economic Development is working with Ryan Hunt to obtain new entry destinations. signs with Tonya Carney of Motivational Systems Inc. to develop wayfinding signs for the Downtown area. The conceptual plans and their locations are being discussed with department heads and City Management, which will likely be implemented in four phases over the next two biennial budgets.

B-9 Develop a traffic calming plan with strategies for addressing x x PW/Engin PD/Fire/Transit Agency location specific speeding issues.

Progress Dept Status
An internal Traffic Calming Team has successfully been ENG/PW/ The speed radar and speed feedback signs were placed at five assembled with Engineering, Public Works Maintenance PD locations thus far on residential streets. These locations were provided and Police personnel which first identified the equipment by residents advising staff that the speed limits were being exceeded needs for the Traffic Calming trailer. Additionally, streets on their fronting roadway. Speed radar data collected had shown that 16 that staff have received complaint are now accumulated on the speeds were over the threshold, and thus speed feedback signs a spreadsheet in order to proceed with the target areas. was placed to reduce speeds as the next step in the traffic calming process.

The queue for the next streets to receive the traffic calming trailer equipment has been established with more locations selected for evaluation.

The Traffic Calming Committee is also working with the police department's traffic enforcement division to assist in locations further along in the location queue.

Implement Traffic Calming Policy and Guidelines ENG/PW/ The City's updated Traffic Calming Policy and Guidelines was presented as PD a Study Session item to the City Council on January 8, 2025. The comments received at this meeting will be incorporated in the Policy in preparation for City Council formally adopting the document.

The Police Department initiation of motor patrol traffic speed enforcement citywide has made a marked impact on speeding within the city.

B-10 City Council to support a measure to provide funding for parks and cMO/ PW/Engin recreation services through the DRD and other resident priorities Finance including streets and enhanced Fire Department services Progress Dept Status
Consult with DRD to see what they would do to make fields CMO Discuss with DRD. accessible to T-ball Note: Available baseball fields can be used for T-Ball, additionally, the Public Works Department is working on a comprehensive renovation plan for Century Park that would include a dedicated field for T-ball. Staff are working with DRD on scope of services for the City's annexation into the district.

B-11 Complete construction of Esperanza Park - 2025 x PW/Engin Progress Dept Status
17 Secure funding for the construction not covered by the ENG/PW The City Council authorized an additional $2,481,211 from the General grant. Fund and $108,000 from the Environmental Conservation Fund, which fully funds this project.

In September 2024, Staff presented a project construction update in a Study Session. Construction is in progress with vertical structures in place.

Project completion is still anticipated for March 2025. Public Works stafi have completed a walkthrough of the project to confirm timing of completion and park opening.

Staff is working with PACE on future projects for public art and a community celebration after the opening of the park. The City submitted a grant application to the State Art in Parks grant program to plan for a celebration and art event at Esperanza Park after its opening but were unsuccessful in securing the grant. Staff will submit a new request in 2025/26.

B-12 Develop a 5-Year pavement maintenance strategy and funding plan PW/Engin Finance to achieve a citywide Pavement Quality Index that ranks in the Top 3 of Coachella Valley cities.

Progress Dept Status
Engineering staff has presented the Pavement Management ENG Staff had completed the training on the PMP software. Staff has worked Program (PMP) to the City Council at a Study Session in June. with the finance department on the budget update to redirect unspent Staff has received training on the software in late July and is Tropical Storm Hillary funds toward Pavement Management Program working through internal implementation of the Program. (PMP) Projects.

Funding needs are identified in the Resident Study Committee report.

Additionally, the PMP will be referenced when identifying future pavement improvement projects and the recently approved Measure W pavement rehabilitation projects.

B-13 Develop and Implement Fleet Management policies to establish X PW/Engin PD/Fire/Finance vehicle replacements and utilization standards
Progress Dept Status
PW The Fleet Coordinator has completed a Fleet General Management Standard Operating Procedure document that provides procedures for maintaining and managing the city's fleet. The Fleet Coordinator also 18 added the vehicle replacement section to the above cited document. The document has been reviewed by the Public Works, Financial Services, Risk Management and Human Resources.
• Actions listed in blue are City Council strategic priorities. • Items delayed due to Tropical Storm Hilary.
19 Goal C - FISCAL STABILITY AND SUSTAINABILITY
Objective: Cathedral City has economically prospered by facilitating the investment of private dollars in high quality development which benefits the community. We remain financially solvent by instituting prudent fiscal policies and transparent financial practices.com Action Action Description Year Year Year Lead/Co-Lead Support Partners 0-1 1-2 2-5
C-1 Help Councilmembers implement ideas to utilize district x CMO Finance improvement budgets
Progress Dept Status
The City Council was provided a list of suggested district CMO Individual Councilmember's will work through the City Manager to facilitate projects. the use of district funds. PW staff have prepared list of potential projects within each Councilmember's District. PW Director and ACM have started and will continue to contact each Councilmember to discuss potential projects for their districts.

C-2 Consider acquisition of an underutilized site on Cathedral Canyon X * Econ Dev Finance/Dev Svcs and work to activate the site.

Progress Dept Status
Economic Development researched and identified the new ECON DEV Ongoing. Economic Development was working with the property owner's owner. After speaking to the Economic Development broker (and real estate developer) to identify financially viable development Department about zoning and potential uses, the owner is uses. City acquisition is likely on hold due to the financial impacts of Tropical open to selling to the City. Storm Hilary.

Economic Development will continue working with the City Manager's Office to identify best uses for city-owned properties. An RFP will be going out in Q-1 of 2025 soliciting a vendor to conduct a feasibility study for the construction of a new community center. The study will include a review of city owned properties as well as non-city owned.

C-3 Evaluate data and work with CVEP to identify holes in the local Econ Dev economy and develop plans to address.

Progress Dept Status
20 Economic Development continues working with CVEP to ECON DEV In process. Econ Dev has utilized CVEP Analytics to assist with preparing for identify and fill informational gaps. ICSC, projects, and other presentations. Staff is meeting with David Robinson to identify what assistance can be provided for mapping of data.

The CVEP sponsorship level will be analyzed by Economic Development to ensure that the appropriate amount is being allocated to data collection.

Discussions with David Robinson have begun to better position the city in obtaining appropriate data that helps provide information needed by new and existing developers and site selectors.

C-4 Upon completion of EnerGov Implementation, create an updated Econ Dev Dev Svcs/PW Engin/Fire Development Resources Guide
Progress Dept Status
Draft Development Resources Guide DEV SVCS/ Economic Development will work with Development Services and Finance PLN to incorporate the resource guide to the website which can include "how to" tutorials in English and Spanish.

C-5 Implement a private development entitlement and plan review Dev Svcs/PW/ Fire/Econ Dev system which is predictable, streamlines internal intake and Engin review processes, and creates applicant experiences which are facilitative vs regulatory
Progress Dept Status
Regular meetings are held within the Planning Division to DEV SVCS/ | Ongoing. The City Council approved an Engineering Development track projects under review for land use entitlements and PLN/ENG Consultant to assist the Director with the flow of work through the those in plan check. Applications are being updated Engineering Division. In conjunction with contract plan checkers, the including submittal requirements. consulting team's comment, review and pass back times have been reduced to two weeks maximum, which is the considered the industry standard.

An Engineering development project status list has been developed and implemented.

City development review staff and contract development consultants now have access to the city's Tyler Intergov online plan submission portal and are working with the Planning Division to increase efficiencies between the departments to streamline the review process. Plan and report submittals are now 100% electronic and online.
21 The consultants and city staff are in the developmental stages of standard plan submittal formats, design standards and standards for developing conditions of approval.

The Development Services Committee (DSC) meets regularly DEV SVCS/ Several steps towards the creation of a facilitative development review to discuss projects under review and in plan check, and to PLN/ENG process:
schedule projects for Architectural Review Committee and • Applications are submitted via the CSS Energov portal Planning Commission. • Review of project plans are electronic via Bluebeam by Engineering, Fire and Building
• The DSC meetings are now held bi-monthly.
• New projects are introduced to the DSC for high-level discussion with subsequent transmittal of plans to the DSC members. • DSC members present new topics/issues for the group to discuss/resolve, i.e. Issues that arise during construction, new processes to facilitate plan checking, etc.
• Post-entitlement phase permits are coordinated in DSC to ensure consistency with conditions of approval and entitlement documents.
• DSC agendas and project transmittals are in SharePoint so that DSC members can readily access this information and add topics to agendas.
• Engineering's plan check review log is shared via SharePoint providing for a more integrated plan check review across Divisions. • IT created a new Sharepoint access that can be shared with consultants outside of the City's network.

Internal operations are continually evaluated to create DEV SVCS OTC Thursdays! was implemented. Every Thursday afternoon planning and efficiencies. building staff reviews and permits simple building permits, such as walls, pools, and generators.

To streamline permitting of walls, pools, patios and generators, planning cross trained Building counter staff on zoning review of these simple permits 22 and Building now provides a one stop review and permit issuance of these simple permits.

The Engineering Division is working in conjunction with the ENG See C-5 above. The City Council approved an Engineering Development Development Services Department to make the Consultant to assist the Director with the flow of work through the development process predicable, including actively Engineering Division. Review and pass back times have been reduced participating in the DSC meeting. significantly. An Engineering development project status list has been developed and implemented. The Consultant and City Staff are coordinating standard plan submittal formats and standards for developing conditions of approval.

Cannabis Business Roadmap Economic Development is working with all departments who process the cannabis applications for various business types. A basic roadmap with processes and contacts will be developed and published online.

C-6 Procure additional professional service contracts to increase staff PW/Engin/Dev capacity related to private development plan review, building plan Svcs review and inspections, capital project delivery, and land use planning to ensure required city services are performed based upon applicant need vs staff availability
Progress Dept Status
Based on staff capacity and to facilitate development several DEV SVCS/ Development Services/Planning contracted with multiple planning and contracts have been entered into. CODE environmental consulting firms for on-call services during a period of staff rari on and vacancies. The Resening Division continues to contract wit environmenta
consulting on large scale projects and with MNS Engineers for environmental consulting. Both firms augment current staffing and enable the Division to meet its service commitments and turnaround times.

The Planning Division conducted an RFP for planning services for the upcoming zoning code rewrite and a contract was awarded to Mintier Harnish. While many City staff will be involved in the rewrite, including Cynthia Schultz as the project manager, the rewrite would not be possible without the contract support.
23 The Building Division conducted an RFP for plan check and on-call inspection services and a three-year contract with two one-year extensions was awarded to HR Green.

Ongoing
C-7 Initiate a Small Business Roundtable or industry specific taskforces x Econ Dev to identify needs and support strategies.

Progress Dept Status
Identifying and engaging individuals interested in ECON DEV Director of Community and Economic Development and Assistant City collaboration, best-practice sharing, and community Manager have met with numerous developers to identify barriers to building. Working with and supporting existing associations development in Cathedral City. Economic Development is to work with staff (e.g., auto center). to create a road map for various processes including business license. Goal C-7 will be used in this process to help remove barriers.

In July, 2024 staff met with representatives from CV CAN, a cannabis business advocacy organization to discuss ways to support the cannabis industry. Staff will recommend Membership with CV CAN to better represent the business sector.

An agreement executed in August 2024 offers performance driven incentives based on the City's sales tax sharing ordinance to two existing auto dealerships, an agreement developed to retain those dealerships in Cathedral City.

With the start of a new Economic Development Manager in September 2024, staff has regularly attended meetings of the Cathedral City Auto Center (CCAC).

Economic Development is in the process of identifying Shop Local programs that aim to support the local economy. The city has a current contract with the GCVCC that can be restructured to also support these efforts or reallocate the funding for this program.
• Actions listed in blue are City Council strategic priorities.

Items delayed due to Tropical Storm Hilary.
24 Goal D- INNOVATION
Objective: Cathedral City continually focusses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

Action Action Description Year Year Year Lead/Co-Lead Support Partners 0-1 1-2 2-5
D-1 Develop and adopt an Information Technology Master Plan x IT All Departments including consideration of providing public Wi-Fi access in parks.

Progress Dept Status
IT Master Plan: Contracted with ClientFirst. CMO/IT Assessments and documents completed. Presented to Council on July 24, 2024. We will implement the plan as the budget permits.

D-2 Complete and improve the installation of the Tyler EnerGov x CMO IT/Dev Svcs/Finance/PW/ software to automate, improve and streamline the plan review, Engin permitting and inspection processes.

Progress Dept Status
Created new implementation team, led by Enterprise CMO/ IT • City Wide E-Plan Checking (Bluebeam Software integrated with EPL) ystems Analyst Matthew Levy and subject matter experts /BLDG • All plans must be submitted online via the customer service (SME) from planning, building, engineering, fire, and portal. finance. • City Wide Online Inspection Requests
• Includes: Building and Fire - Engineering goes completely online on 2-2025
Working on Virtual Inspections (No inspector onsite)
(Starting in 2025)
• Integrated Payment Processing (EPL and Merchant Processor) and City Processing Fees
25 • All permit, plan and license applications are available in our online portal 24/7/365 (Over 140 total)
Includes: Business Licensing / Short Term Rental Licensing / Renewable Permits (Licenses)
Includes: Building, Public Works/Engineering, Fire, Planning - Permits/Plans
• Rapid Permit Issuance for over 10 permit types and Solar Permitting • Pre-approved ADUs (City pre-approved plans) available online • Public Kiosks available with paper scanning ability (3 total - CH, FD, PD)
• Integrated Tax Remittance Integration (Work in progress) • Staff are working to get our Tax remittance configured, setup and tested within our EPL software
D-3 Work with operations staff to identify, implement and support x x IT All Departments the implementation of technology solutions to bolster IT security and improve operational, analytical, and management functions.

Progress Dept Status
City Clerk: Committee Management Program (This is part of IT/CITY The implementation is in the final stage and should be live by the end of the Granicus Suite and was approved in the Budget). This CLERK January 2025. platform will automate the management of the
Commissions/Committees and the application process.

City Clerk: Electronic Filing of Fair Political Practices Forms. IT/CITY Staff reviewed available applications to see which one would be best suited Currently the FPPC has a platform for individuals that are CLERK for the needs of the City and is still evaluating whether it makes financial 87200 filers (Elected Officials, Planning Commission, City sense to implement electronic filing.

Manager and City Attorney). Staff is reviewing options to implement a platform for the electronic filing of FPPC Forms required to be filed with the City Clerk's Office including the 700 Form for City Council identified staff.

Continue utilizing/training staff on Office 365 to provide IT Will be working on migrating network shared folders to Sharepoint. cloud storage, cloud email system, online collaboration, conferencing, instant messaging, and new office versions.

Enhance management and security of Office 365.
26 D-4 Improve workforce mobility and efficiency by utilizing and x IT All Departments supporting advanced mobile devices.

Progress Dept Status
Some devices have been deployed in the field. IT Continued upgrading public safety mobile data computing as budget allows.

Code Compliance staff was trained to use Tyler's IGInspect.

D-5 Leverage technology to increase and improve online services, X IT All Departments improve access to public information, and improve city
capabilities to monitor, automate, and manage operational data remotely.

Progress Dept Status
Upgrade and redesign Cathedralcity. gov website (Approved IT/COM Currently in progress.

Budget)
D-6 Review broadband solutions to create economic development x X IT/CMO PW/Engin/Facilities/ incentives and opportunities and improve the accessibility and Econ Dev affordability of reliable high-speed internet services.

Progress Dept Status
Research other broadband solutions to ensure everyone ECON HR Green is currently managing broadband efforts in Palm Springs and Palm has equitable access to internet connectivity. DEV/IT/ Desert and is leading the CVAG regional effort. A meeting was held with City PW staff and HR Green to discuss these collective efforts and what more Cathedral City can do locally.

Economic Development will work with IT and PW to identify progress and funding for these efforts.

CVAG Broadband Strategic Plan IT IT Dept. is representing Cathedral City for CVAG's regional broadband effort.

They are currently on assessment and design phase. IT is requesting fiber connections to be utilized for smart city operations.

CETF Digital Equity Best Practices Grant Award and IT CETF awarded the grant in 2024. IT Dept. needs to complete three best workshops practices learning sessions to receive the grant.

D-7 Implement innovative community-based Fire Prevention Fire Communications programs regarding Drowning, Smoke Alarm Installation,
Paramedic Services, Fall Prevention, and CPR.

Progress Dept Status
27 The Fire Department is continuing to expand its FIRE Events were rolled out in 2023 and 2025 are scheduled for spring 2025 programming for the community. As of the completion of The fire department has a complete list of Community Risk Reduction this Strategic Plan update, the Fire Department has a full programs to assist the community with emergency preparedness and schedule for the Spring and Fall in 2025 of community risk reducing risk to the community, the programs include:
reduction classes that will be offered to the public and city staff. These classes include: • CPR
• Stop the bleed
• CPR • Drowning prevention
• CAR SEAT Safety • CERT
• STOP THE BLEED • Teen CERT
• DROWNING PREVENTION • Car seat safety and installation-new addition • CERT • Fall prevention
• Teen CERT • Smoke alarm installation
• FALL PREVENTION • Disaster preparedness
• SMOKE ALARM INSTALLATION
: Lock box program
• DISASTER PREPAREDNESS File for life program
D-8 Identify and implement a Document Imaging Program to convert x x IT/City Clerk All Departments paper documents into digital files to reduce storage
requirements and costs, increase efficiency, enhance security, and improve future access to information.

Progress Dept Status
The City currently uses Laserfiche as a repository for IT/CITY In December 2024, the City Clerk began to work with a vendor who will documents for a limited number of departments. With the CLERK evaluate the documents in each department to provide a free estimate on upgrade to an Enterprise License, staff has determined that the costs associated with the conversion of paper documents into digital utilizing Laserfiche as the trusted repository for all paper format so they then can be placed into the Laserfiche repository, which is a files that need to be converted to digital files is the best trusted electronic searchable format. This estimate will help determine the document imaging program to use at this time. This will priority of this project and the amount of time it will take to complete it City- allow the City to implement a City-wide Records wide. The first department to be evaluated will be Public Works. The file Management Program, which will allow better access to structure will still need to be set-up in Laserfiche. records, save on storage space and offer a trusted
electronic searchable format.

D-9 Commission a survey of historic properties. x CMO
28 Progress Dept
Presented to Historic Preservation Committee The Council strategic plan goal was presented to the Historic Preservation Committee together with the 2017 Historic Resource Context & Historic Resource Program document prepared by Kaplan Chen Kaplan. A historic survey would be a more intensive study of individual historic sites and of neighborhoods or areas and is anticipated to cost between $75,000 and $175,000. There is no budget for this work and it will need to be considered as part of the next biennial budget.
• Actions listed in blue are City Council strategic priorities.

Items delayed due to Tropical Storm Hilary
29 Goal E - SAFETY
Objective: Cathedral City is safe for all who live, work, visit, and play in our community.

Action Action Description Year Year Year Lead/Co-Lead Support Partners 0-1 1-2 2-5
E-1 Fund a 2-person ALS Medic Unit to better respond to increasing x Fire HR demand for medical response.

Progress Dept Status
With the passage of measure W fire department staff is in Fire department staff is working on rollout with an Inservice date of July 1, the planning process the place the ambulance in service in 2025 July 2025.

E-2 Continue to explore and utilize technology to promote public x PD IT/PW/Engin/ safety. Facilities
Progress Dept Status
4 Flock cameras added in 2024. PD Expanded to total of 25 Flock cameras with the additional 4. 4 agencies in discussions to start a regional real-time crime center.

Potential Real-Time Crime Center partnership with PSPD, IPD and DHSPD
E-3 Continue Police, Fire, and Expand Code Compliance CODE Communications/ engagement with the community. Dev Svcs
Progress Dept Status
Code will be participating in the upcoming meeting and DEV Ongoing. with HR on the upcoming Backpack give away event SVCS/
hosted by PD. CODE
Police Department personnel attended 38 community PD Ongoing. events in 2024 year to date. Events included
Neighborhood Watch meetings, city sponsored events,
community fundraisers, and Active Shooter presentations to community groups, Cathedral City High School
scholarships and awards, Cathedral City Peace Initiative 30 events, Senior Scam awareness event, LGBTQ+ Forum,
Pride Prom, a Back-to-school backpack giveaway event
and Fields of Valor.

See D-7 Fire
The Code Compliance Division is conducting proactive Code The code compliance division conducted educational outreach to raise community outreach on significant code issues. awareness of the risks of eating food from unlicensed vendors and held a licensing event at Panorama Park for sidewalk vendors.

The division has released the first video in a series called "Cracking the Code" to educate and raise awareness on common code issues. A second video on STVRs is in production.

E-4 Strengthen the City's ability to prepare for, respond to, and X Fire/PD CMO/IT recover from disasters by reviewing and updating the City's Emergency Operations Plans through annual training sessions and tabletop exercises.

Progress Dept Status
Applied for a grant to update the City's EOC, conduct EOC Fire The fire department has received an OES grant in the amount of $49,877 and a drills and training as well as updating the City's Emergency FEMA grant in the amount of $149,631. Staff is preparing an RFP to have both Operations plan and Local Hazard Mitigation plan. developed through an outside vendor.

The request for proposal has gone out in a successful bitter has been selected to provide the city with emergency operations plan and a local hazard mitigatior olan. The fire chief, and the selected company. Jacob Greene, and associate:
meet on a biweekly. Estimated completion of January 2026.

E-5 Build community resiliency through implementation of x x Fire/PD CMO educatial draining programs, CERT training, and other
Progress Dept Status
The Fire Department has conducted two community Fire Two CERT programs are scheduled for the Fall and Spring, one in English and preparedness presentation in English and Spanish with one in Spanish. Additional classes have been scheduled for the Fall of 2024, over 120 residents attending. both for emergency preparedness and CERT. In Fall of 2024, the Fire Department will establish a community-based CERT program that can be accessed in the case of a city emergency. 2025 class has been added to the calendar for November 2025
31 Fire department was also awarded a $25,000 grant to update the departments CERT trailer and purchase new equipment.

E-6 Develop a FD Injury Prevention and Wellness Program. X Fire HR/Finance Progress Dept Status
A wellness committee has been established. The FIRE/HR/ The Wellness and Safety Committee has been established. The Fire Department committee has established the scope of the committee FIN staff has been sent to multiple train trainer courses that include behavioral and is gathering historical injury data. An AFG grant was health, physical fitness, nutrition, and proper physical maintenance of the body. applied for and received from FEMA to fund annual HR staff has been added to the committee to discuss the rollout of the safety physicals for mental and physical health and cancer initiative. The Fire Chief is working with HR to develop root cause analysis of screening. injuries. Fire department staff will be teaching classes to all fire department personnel that include proper use of fitness equipment, and how to access behavioral health resources. Coordination with Risk Management has been done to ensure policies, procedures/forms are followed and processed.

An RFP for services has been created and will be sent out to perspective bidders by February 1, 2025.

The Police Department implemented a Wellness Program. PD The Police Department implemented a grant funded Wellness Program, working ith Wellness Solutions to create an app that will provide employees with b reekly health tips, wellness events and onsite screening E-7 Implement community engagement and public education X Communications PD/Fire initiatives to increase awareness regarding public safety programs, services, and results of proactive community policing efforts.

Progress Dept Status
The PD began a series of videos to educate the public on PD/FIRE/ Both CCFD and CCPD continue to promote public safety programs and crime and safety. Videos produced include Burglary COM educational opportunities, both in-person and via social media. CCFD will be Suppression and the 2023 officer involved shooting that seeking input from the community for updates to the City's Local Hazard was released July 2024. LGBTQ+ forum was held to discuss Mitigation Plan in January-February 2025. hate crimes and investigations.
32 With the City's new social media strategic plan developed and now implemented through a two-week workshop with CiviSocial, Communications & Events will be focusing on public safety awareness and education with greater consistency in 2025.

E-8 Identify improvements and pursue grant funding to improve x PW/Engin safety and connectivity of non-motorized routes throughout the City.

Progress Dept Status
PW is always on the lookout for opportunities to enhance PW/ENG Engineering staff secured a SB 821 Grant to complete bicycle lane the City's ATP. /FIN improvements along Whispering Palms Trail (which will include traffic calming features) and segregated bicycle lanes on Perez Road. Both projects are in the design phase with STC Traffic Inc. (Consultant) with the projects slated for construction completion at the end of the calendar year.

The restriping of the East Palm Canyon Bike Lanes with ATP Cycle 5 funding is completed. ATP Cycle 5 Cathedral Canyon multiuse path/bike lanes and Date Palm Drive bike lane and sidewalk projects are completed with punch list items now being addressed.

Coordinating with the Financial Services Grant Analyst to identify and pursue relevant grant opportunities.

E-9 Develop a program to ensure City owned cameras at public x Facilities IT/PW/Engin spaces are maintained and tested regularly to ensure they are working properly
Progress Dept Status
Fix inoperable cameras. IT/FAC IT coordinated with PD to purchase new monitors for dispatch. Facilities installed wiring. New equipment was purchased and in the process of being installed to fix inoperable cameras. If PD notices a camera is down, they put in a help desk request for IT to resolve.

Develop written protocols for reporting damaged or IT/PD/FA Formalize in a policy document the practices in place between PD/IT/Facilities inoperable cameras. to maintain cameras and report any that are inoperable.

E-10 Keep the City Council apprised of changes to the Code DEV SVCS/CODE Enforcement program.
[Progress Dept Status
33 Council study session updates. DS/CODE A comprehensive update was presented to Council in May 2024. Through this presentation, staff outlined operational changes, recent training, and new policies and procedures implemented within the Division while providing an overview of the top complaints/ requests for service and workload. The presentation highlighted emerging issues in code compliance that will continue to be monitored and reported in future presentations.

An update was provided in December 2024 where staff correlated reductions in the number of open cases and officer caseload to officer training and new policies and procedures, allowing the Division to be more responsive to the public and creating opportunities for more pro-active code enforcement. Staff covered current code issues, including cannabis odor, and referenced emerging and new technology that could serve as a force multiplier for the Division.

Staff will bring forward technology and other solutions in the January goal setting session and will evaluate these further in the upcoming biennial budget.

Actions listed in blue are City Council strategic priorities. . Items delayed due to Tropical Storm Hilary
Goal F - EMBRACING, INCLUSIVE COMMUNITY
34 and affordable housing options and vibrant businesses. our neighborhods are attractive, well-maintained, and issues sure unding quality homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

Action Action Description Year Year Year Lead/Co-Lead Support Partners 0-1 1-2 2-5
F-1 Develop comprehensive strategy to amend zoning code and X x Dev Svcs update design guidelines, including an identification of what work City staff can accomplish and what work optimally should be contracted out, including: 1) development of objective design standards in response to new state housing laws; 2) overhaul of commercial zoning code; 3) substantial update of design guidelines; 4) streamlining of development review processes; 5) implementation of Cathedral City General Plan and Housing Element goals, policies, and programs; and 5) continued implementation of new state legislation.

Progress Dept Status
Zoning code rewrite kickoff is scheduled for January 2025 DEV City Council authorized a contract with Mintier Harnish (MH) for the and the project is expected to go through September 2026. SVCS/PL preparation of the zoning code update. The contract includes several public N workshops and steering and technical advisory meetings.

MH was one of five proposers and received the highest rating by a review committee made up of planning staff and two planning commissioners.

The RFP and scope of work (SOW) included input from the Historic Preservation Committee, Architectural Review Committee, Planning Commission, and City Council.

F-2 Prioritize updating the zoning code regarding residential parking Dev Svcs/PW and paving provisions; research and give recommendations on enabling parking prohibitions in front of mailboxes.

Progress Dept Status
Educate residents regarding sidewalk horizontal PW- Public Works - Engineering worked with the Community and Economic clearance standards to ensure private mailboxes do ENG/DEV Development Department to draft the ordinance to amend Title 9 and 12 of not violate ADA accessibility requirements. SVCS the Cathedral City Municipal Code. Staff updated Title 9 driveway standards 35 and the percentage of front or side yard that can be improved for parking, which would alleviate the demand for street parking. In conjunction, the amendment to Title 12 now prohibits parking in front of mailboxes and implementing civil fines for parking violations. The amendments conformed to the discussion from the September 25, 2024, City Council study session. A Public Hearing was held at the December 11, 2024, City Council Meeting where City Council approved the first reading of the ordinance. The second reading of the ordinance was approved at the January 8, 2025, City Council Meeting.

PW is continuing to evaluate locations where ADA accessibility is not in compliance and is correcting on a case-by-case basis.

F-3 Promote additional community events and celebrations. X CMO/COM Progress Dept Status
Staff continues to promote new and existing community COM New events, both City sponsored and from third-party applicants, are on the events on the Discover Cathedral City website, social media rise. This includes the success of the inaugural season of Tastes & Sounds of and through video production and both our fall and spring Cathedral City. In total, thousands came out to enjoy this eight-week series mailers. This includes the addition of several third-party and Communications & Events is excited about the future of both Tastes & events, including the popular Taste & Sounds of Cathedral City dinner series, which rolled out in Feb. 2024.

Communications & Events is also exploring a fall series for A significant milestone was achieved with the venue's first headliner concert Tastes & Sounds (four weeks), as well as the potential for featuring Emily West and LeAnn Rimes during the 10th Annual Cathedral City Movies in the Park each Thursday in the amphitheater for International Hot Air Balloon Festival on November 23, 2024. the next biennial budget process.

Implement Public Arts Grant Program cMO The City Council approved a public arts grants program to promote art, performance, and cultural events. The Council approved the grant process at the July 24, 2024, City Council meeting. Applications went live July 30, 2024. $20,000 was budgeted for this program for FY 2024/25. The next round of funding will be advertised early in 2025 for award before June 30, 2025.

F-4 Develop and implement a marketing plan to promote and raise X COM/CMO awareness of available city venues such as the Community Amphitheater. The marketing strategy will include promoting the City's interest in attracting and facilitating high quality events 36 and celebrations which adds to the City's culture, support of the arts, and creation of a positive community identity.

Progress Dept Status
Communication & Events has created a marketing COM This is now finalized as a formal document that was presented to the Council document that can be sent out to prospective agencies and in December 2024. Staff has also made enhancements to the Special Use event companies in the Coachella Valley (and beyond) to Permit (SUP) application process and rental costs. This document beefs up the showcase all city venues, particularly those in Downtown overall awareness of Cathedral City as an events destination, particularly the Cathedral City. Staff is also working to promote the Community Amphitheater. In recent years, staff has seen third-party events amphitheater as a destination venue for events and has requesting to come back after a successful experience. This includes the seen a steady increase in third-party applications, not just Coachella Valley Bully Fest, Autism Awareness Walk/Acceptance event, DAP in the amphitheater, but Avenida Lalo Guerrero, Town Health Volunteer Appreciation, Desert BrewFest (Luchador Brewing), Mi Square Park, Festival Lawn, and the breezeway area/steps Chavela Fest, and has sparked continued interest from potential third-party at Civic Center Plaza. applicants. The Communications & Events team has seen a 71% increase in events inside the amphitheater from 2022. Staff will continue to do the following as part of the plan:
• Continue expanding digital marketing presence
: Enhance visitora merities and services Develop additional community partnerships : Explore additional revenue streams through corporate events Build on success of multi-week event series • Focus on securing early commitments for 2025 events (have already achieved this
F-5 Develop and implement a plan to improve and diversify methods x X COM to communicate with residents.

Progress Dept Status
Communications has developed a strategy/ comprehensive COM The City has entered an agreement with FlashVote to conduct scientific plan for social media and digital communications with surveys in English and Spanish asking residents where they like to receive Civisocial that serves as a blueprint for the City's overall communication/news from the City. Communications also continues to content and storytelling strategy, measuring overall promote key news and events on KGAY Radio and Gay Desert Guide as engagement and diversified methods of outreach to better outreach to our LGBTQ+ residents. Staff also have an agreement with El Informador, to publish news articles and event posters in one of the most 37 prioritize where residents get their news/information, popular Spanish newspapers in the Coachella Valley. The City of Cathedral City which maximizes our ROI. also participated in a short-term engagement with CiviSocial, a new firm focused on helping us with our communications strategy on social media. This has resulted in the creation of a new TikTok account and expanded storytelling commitment across several departments. Communications & Events leads a Social Media Ambassadors group that meets each week to discuss content creation and strategies for all platforms.

F-6 Continually communicate with the public to inform the x COM PD/FD/PW/ENG/FAC community of the City's efforts and expenditures on
homelessness and how residents can participate in solutions.

Progress Dept Status
The PD created an informational video on our Homeless PD/COM While the initial communication/outreach video is complete, this is ongoing Liaison Officer (HLO) program which was shown at our State between PD and Communications. Both PD and Communications & Events are of the City event in May. The video was also posted on all represented on the Homelessness Task Force and there will be more videos city social media sites and websites. released in 2024-2025 related to this topic. This is an issue staff needs to continually communicate about and showcase how the city is addressing it.

CiviSocial has workshopped with Communications & Events creative ways the City can tell its story about homelessness Communications & Events will be addressing these topics in a new series and the ways staff are working to address it. called "Cracking the Code" with Code Compliance and will be doing a ride along video with CCPD focusing on the efforts of the Homeless Liaison Team.

Communications & Events also participated and coordinated a few media interview opportunities with KESQ and other local media outlets to showcase the work being done in our City to combat homelessness and enhance overall beautification throughout the community.

Facilities has coordinated with the 3rd party vendor and revised the contract to include 7 days/week city-wide facility monitoring nightly at City facilities and parks.

F-7 Review land use regulations to support diverse, accessible, and x Dev Svcs Econ Dev affordable housing.

Progress Dept Status
Zoning code rewrite. DEV SVCS Housing is a core element of the zoning code rewrite. Further land use regulation elements pertaining to housing will be evaluated as part of the 38 rewrite. This project launches in January 2025 and will run through September 2026. See F-1.

Zoning Ordinance Amendment - SB 9 DEV SVCS The zoning code was amended in compliance with SB 9 to allow for urban lot splits and 2-unit residential developments, which would allow single family property owners to develop a combination of primary, accessory and junior accessory dwelling units, up to four units, on single family zoned lots.

F-8 Continue to facilitate the attraction and promotion of x CMO Econ Dev community events which celebrate our diversity, build a cohesive community, and support local business.

Progress Dept Status
ommunications & Events continues to collaborate with CMO Ongoing. The City's annual State of the City event was held to record hird-party agencies and vendors on potential events as ECO attendance both in 2023 and 2024. LGBT+ Days is going through some well as city marketing and improving the City's wayfinding DEV rebranding to increase inclusivity for 2025, and Mi Chavela Fest will take place program. The new Events & Recreation Coordinator should in the Community Amphitheater celebrating Mexican Independence Day. also boost opportunities here. Taste of Jalisco continues to promote and raise awareness about Cathedral City's sister-city partnership with Tequila, Jalisco, Mexico.

The Economic Development team will research innovative ways to leverage its relationship with Jalisco to incentivize the utilization of our Foreign Trade Zone (FTZ) designation alongside the expansion of the Palm Springs International Airport.

Communication & Events also worked with Economic Development to launch the inaugural Small Business Week celebration, focusing on several different categories of businesses and industries in Cathedral City. This coincided with the first-ever Small Business Week Workshop in the City Council Chambers in December 2024 where several businesses received key resources and assistance from multiple local, regional and state agencies. Economic Development staff personally invited over 180 businesses to the event.

A new event coming to the city in 2025 is Hops and Honky Tonk, a Country Music event leading up to Coachella and Stagecoach weekends. 39 F-9 Develop and implement an outreach strategy to determine if x CMO/Econ Dev All Departments services are addressing the needs of our diverse community including families, retirees, and Spanish speaking population.

Progress Dept Status
Communications and Economic Development continue to ECON The City's new social media strategic plan includes increased measures for collaborate on potential events as well as city marketing and DEV Spanish language communications and the Communications & Events team improving the City's wayfinding program. did multiple posts for during Hispanic Heritage Month celebrating the diversity of our community. Internally, the City's Events Committee also hosted a potluck featuring dishes from several Latin American countries. Feedback from staff was incredibly positive and the event was very well attended.

The Economic Development team is working to create impactful media that will be educational and inclusive to various populations in Cathedral City. This includes communication with Kevin Lyons from Flash Vote who will work with the city to survey the community.

F-10 Multi-disciplinary City Team to increase effectiveness and X CMO All Departments/ improve coordination of city responses to address the needs and Mental Health impacts of the homeless population internally and with external Professionals organizations and stakeholders, including the CVAG Housing First Program.

Progress Dept Status
The CMO office has established a monthly meeting with CMO Ongoing. employees from all relevant departments. A CVAG
representative (Housing First Program) will be attending the February 2024 Unhoused Committee meeting to provide
update and progress information.

CBAT Mental Health Technician added. PD Ongoing.

F-11 Implement a code compliance program that proactively Dev Svcs All Departments identifies and responds to code compliance complaints.

Progress Dept Status
40 • Manage code compliance open caseload with a target of DEV As reported in the December 2024 update to City Council, the open caseload 1,000 open cases to create more opportunities for proactive SVCS/CO is down to around 850 cases, which has enabled officers to have more officer time with a particular emphasis on visual blight along DE proactive time. Roughly 30 percent of the cases opened in 2024 have been commercial corridors, including shopping cart enforcement, opened by Code Compliance staff, a reflection of increased proactive time. graffiti removal, and property maintenance. Continue to conduct proactive enforcement of unlicensed sidewalk The Code Compliance Division conducted a pilot educational program on solid vendors. waste containers in 2024. Public Works Maintenance is utilizing the CodeRed • Increase code compliance participation in the Abandoned messaging platform to send messages related to street sweeping.

Vehicle Authority (AVA) program.
• Develop and deploy pilot programs for the education and The Code Compliance Division has evaluated technologies that would serve as enforcement of solid waste container regulations and street a force multiplier for the Division and better enable the Division to initiate sweeping. proactive code compliance campaigns by neighborhood, including the use of generative A.l. technology through CityDetect. These solutions will be presented in more depth in the January 2025 work session.

F-12 Develop and implement initiatives to proactively monitor the x Dev Svcs PW/Engin City's commercial corridors to address visual blight and nuisance issues associated with vacant and underutilized properties and non-compliant commercial strips and centers.

Progress Dept Status
A draft abandoned and vacant building ordinance was DEV Revisions to the draft abandoned and vacant building ordinance will be made presented to City Council in July 2024. SVCS/CO and the item will be brought back to City Council along with information on DE residential trespass in 2025. The draft abandoned and vacant building ordinance will focus on commercial properties and will set minimum standards for their maintenance and monitoring. The draft ordinance will be prepared in conjunction with economic development to focus on the most problematic properties in the City.

F-13 Develop standard plans, streamlined processes and educational X Dev Scs Econ Dev/COM materials that promotes ADU's to increase housing production.

Progress Dept Status
Development Services brought an ordinance amendment DEV Planning contracted with RRM Architects to prepare ADU construction to the City Council. SVCS drawings for use by Cathedral City residential property owners. The City's Pre- Approved ADU Program offers four sets of building plans for ADUs available for use by residents at no cost other than standard permitting fees. Three ADU 41 plans ranging from a 468 square foot studio unit to a 1,000 square foot 2- bedroom unit. A garage conversion to a Junior ADU plan is also available Economic Development will work on promoting the use of the ADU plans through educational videos and on the ED Webpage.

F-14 Explore with Tribal Officials to hold an annual or bi-annual joint X CMO meeting or 2 x 2 meetings.

Progress Dept Status
Quarterly meetings with ACBCI continue. CMO A joint meeting has been tentatively scheduled for March 13, 2025. • Actions listed in blue are City Council strategic priorities.

Items delayed due to Tropical Storm Hilary
42 Completed Initiatives - 2022-2024
Goal A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
Review Comparison data on Council salaries and the process to update if X CMO warranted
Progress Dept Status
Research conducted on process to amend City Council stipends. CMO/CC Presented and direction given at the Study Session meeting on August

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

Develop a professional development program to enhance career HR/CMO All Departments development opportunities, strengthen organizational capabilities, and increase organizational capacity.

Progress Dept Status
The City participates with Liebert Cassidy Whitmore for the LCW IT Complete/Ongoing Public Sector Employment Relations Certificate.

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

Establish workers compensation criteria and guidelines to utilize staff with x HR/FIN All Departments light duty limitations.

Progress Dept Status
Policy issued. HR/FIN Complete. Sr. Risk Analyst in Finance overseeing workers compensation program in partnership with HR. A new workers compensation carrier is being implemented in FY 2024/25 that will provide improved services.

Implement the Strategic Plan by ensuring department work programs include x CMO All Departments initiatives which achieve Strategic Plan Actions and regularly review progress and accomplishments at City Manager Department Head Meetings Progress Dept Status
A strategic plan goal is discussed at each Department Head meeting. CMO Complete.

Performance Evaluations have a criterion for 5-yr strategic plan implementation for directors.
43 Implement a SharePoint site to post weekly updates by staff. IT Strategic Plan SharePoint Site completed.

Implement a separate site for Strategic Planning.

Study the need to reallocate staff resources including the use of contracts. x x CMO All Departments Progress Dept Status
Finance is reviewing existing maintenance vendors to update FIN With the June 26, 2024, study session update to City Council, Finance is contracts. using the Contract Tracker to update contracts and is working with departments on issuing Request for Proposal (RFP). This is an active and ongoing project for FY 2024/2025. The City Attorney provided three contract templates (professional services, maintenance & operations, and events) for Financial Services to use in coordinating with departments in making contract updates.

Inform the City Council of the current use of contracts. CM/FIN/ The "Contract Tracker" has been transferred from the Public Works PW Department to the Financial Services Department to be maintained by the Procurement Administrator. The "Contract Tracker" is now a live document on SharePoint that can be viewed by all City Staff. As contracts are updated/renewed, Finance is coordinating with the City Clerk to route contracts for electronic signature with the affected parties.

Consider a Fire Cadet program to introduce youth to the potential for careers Fire/HR in fire and emergency service.

Progress Dept Status
The Fire Department expanded outreach to other schools that serve FIRE/HR The Cadet program is up and running, and they have had their first Cathedral City residents. meeting; a second recruitment is planned for the spring of 2025 to expand the program to 20 cadets.

Develop and implement a professional development program to enhance X HR/CMO All Departments career development opportunities, strengthen organizational capabilities, and increase organizational capacity.

Progress Dept Status
Develop a Junior Engineering program to enhance professional and ENG/HR The new Junior Engineer position was filled with the promotion of a City technical talent. Engineer Technician. Respectively, the vacated Engineering Technician position is being filled.

Encourage and provide an incentive for Assistant Engineers to earn Both the current Engineering Division Assistant Engineers are their Professional Engineering License. accumulating the required experience and studying to take the Professional Engineer license exam
44 Encourage Engineering and Public Works Maintenance Division Andrew Lee has been elected as a Board Member of the Coachella Valley personnel to participate in related professional organizations. Chapter of the American Public Works Association. Public Works staff is actively participating in APWA meetings and training.

Encourage planners to join professional memberships, attend DEV SVCS/ attended tre annual APAC of then At alapher are Association and training and conferences and continue educational experience. CODE Municipal Management Association of Southern California.

The California University of San Diego offers CEQA courses and also a CEQA Certificate program. Three planners have completed CEQA courses.

The Deputy Director and one planner have attended training sessions provided by LWC in pursuit of Public Sector Employee Relations Certificate.

Develop staff team building activities to encourage cohesion and foster a HR All Departments spirit of collaboration.

Progress Dept Status
2023 - Events HR/COM/
City Hall Selfie Day August 15 CMO team, in collaboration with HR, successfully organized and executed a • Baseball Opening Day series of engaging employee events that fostered workplace community Father's Day Paint/Lunch
• Holiday Secret Santa/Potluck from staff across departments, demonstrating their value in building • Halloween Dress-up Day organizational culture and boosting morale. Building on this success, the • Hispanic Heritage Month/Potluck City plans to continue these popular initiatives in 2025 and beyond, while • Hurricane Hilary Staff Appreciation exploring new opportunities to further enhance employee engagement Mother's Day Paint/Lunch and strengthen our workplace community. 03/28/24 - Management Team Teambuilding event
Goal B - COMMUNITY INVESTMENT
Develop an Electric Vehicle transition plan to comply with upcoming state x x PW/Engin Finance mandate and include consideration of providing publicly accessible charging stations.

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

By the end of 2023 complete the design phase and begin construction of PW/Engin Esperanza Park.

Progress Dept Status
Properties with rear yard access and storage have been identified DEV SVCS/ Code Enforcement has worked with Public Works Maintenance to work and outreach has begun in coordination with Engineering. CODE with property owners on removing items stored in their rear yards that will be removed prior to the wall installation.

By the end of 2023 complete the design phase and begin construction of PW/Engin Esperanza Park.

Progress Dept Status
Implement Cameras/Wi-Fi for Esperanza Park. IT IT provided equipment information to the Engineering Dept.

Esperanza Park design is complete. PW The Esperanza Park design was completed, and the City Council approved the wall and park construction contracts, respectively, including an additional general fund appropriation to fully fund the project. The construction of the park is underway and on schedule for completion March 2025. A public art piece is planned for the park and will be installed at a later date. The PAC is working on a community outreach strategy to solicit community input on the type of art they'd like to see.

Develop and Implement Fleet Management policies to establish vehicle FIN/PW PD/FD replacements and utilization standards.

Dept Status
Updated fleet depreciation schedules to ensure replacement FIN Complete. (depreciation) costs were budgeted in the FY 2023/2024 & FY 2024/2025 biennial budget. Ensured fleet is depreciated according to the City's Fixed Asset Policy. Future biennial budgeting will include 100% replacement funding.

Communicate with residents to move parked vehicles on street sweeping day. x COM PW/Engin Progress Dept Status
46 Met with Public Works about messaging and ways staff can coM Public Works Maintenance is utilizing the CodeRed messaging platform communicate about street sweeping day. to send messages related to street sweeping and other necessary communications to Cathedral City residents. The messaging platform has been well received by residents and has worked well to notify residents of scheduled street sweeping days.

Review the reverse 911/text messaging systems to communicate to COM/IT Staff has completed seeing demos with three companies in December residents. /CMO 2023 and January 2024. Selected CodeRed solution was ordered in July 2024 and is now in use for street sweeping notifications. CodeRed is an emergency alert system that helps keep communities informed and safe via phone, email, and other modes of communication.

City Council to support a measure to provide funding for parks and recreation CMO/Finance PW/Engin services through the DRD and other resident priorities including streets and enhanced Fire Department services
Progress Dept Status
City Manager created a Resident Study Committee. CMO The City Manager facilitated four meetings with the Resident Study Committee. Presentations were also made by Finance, Public Works, and Fire. The Committee's recommendations were presented to the City Council on 1/24/24. The City Manager briefed the City's Finance Advisory Committee and met again with the Resident Study Committee on June 6 Create proposed ballot language cMO City Council voted at the July 24, 2024, City Council meeting to place a question on the ballot for a ½ cent sales tax. The residents voted in favor of the measure, with 74% of the voters supporting the measure.

Improve pedestrian access to parks through the use of crosswalks and PW/Engin sidewalk improvements.

Progress Dept Status
47 Other Council Member District Improvement Fund projects PW Councilmember Lamb: The Lower Cove Basketball Court renovation of surfacing and replacement of backboard net and bench project is completed.

Councilmember Gregory: Updates were made to the entrance of Panorama Park. The updates included installing a pedestrian crosswalk with flashing signs on Avenida Maravilla, repairing the curb return ramps on the corner of Avenida Maravilla and Jarana Road, adding an ADA compliant ramp at the entrance to the park, and adding a walkway from the new crosswalk to the sidewalk located at the entrance.

Councilmember Carnevale: The Century Park Baseball Field Renovation to replace the backstop, install bleachers, increase the size of the baseball infield, project is completed.

The Assistant City Manager Ambrose and the Public Works Director Corella are/will communicate with Council Members individually to discuss potential projects for their districts (city) for this and the upcoming FY cycle.

Explore providing a General Fund Capital Projects Fund as part of Finance/PW/ Facilities development of the next Biennial Budget. Engin
Progress Dept Status
General Fund reserves were included in the FY 2023/2024 & PW Tropical Storm Hilary significantly impacted Cathedral City roadways with 2024/2025 biennial budget to address community concerns for the 14 damages. As a result, these damages became an immediate priority condition of the City's roadways. and were identified to CalTrans for Federal Highway Administration (FHWA) roads and the Federal Emergency Management Agency (FEMA) for other roadways.

Separately, staff is working with the finance department to utilize available SB-1, General Fund (100) Maintenance of Effort (MOE) and Measure A (243) for necessary Pavement Management Program (PMP) Projects.

FIN Financial Services uses Fund 331 for grant-funded Capital Improvement Projects. We then add links to any Match Funds, whether General (Fund 100) or Special (Fund 2XX) to provide a comprehensive account of funding sources and expenses.
48 For non-grant funded Capital projects, they are accounted for through SB-1 Fund 248, General Fund (100) MOE, or any other available funding, e.g., Measure A, Assessment District, etc.

With the passage of Measure W, a new Fund has been created for streets/roads capital projects and will be included in the upcoming FY 2025/2026 & 2026/2027 biennial budget.

Successfully pass a ballot measure to provide additional funding for CMO City Council voted at the July 24, 2024, City Council meeting to place a roads projects/PMP implementation. question on the ballot for a ½ cent sales tax. The measure passed with 74% of the vote. We anticipate using 20% of the Measure W funds for street improvement projects.

Develop annual residential roadway rehabilitation plan in PW Engineering staff are preparing a separate five-year capital improvement conjunction with the passing of Measure W. project list that will exclusively utilize measure W funds as the core for funding residential roadway rehabilitation projects. Each project will be based the roadway Pavement Condition Index parameters identified in the city's pavement management program. Projects will be presented in the upcoming 2025/26 and 2026/27 biennial budget for project approval.

Implement Recommendations of Facilities Master Plan. Facilities PW/Engin/Finance Progress Dept Status
Consultant hired and conducted an assessment. FIN/FAC MAAS Companies delivered the Facilities Master Plan, Phase I in August 2023 to include a Facilities Condition Assessment (FCA) outlining 30 work items for seven (7) of the 18 facilities identified in the plan. To date, 12 of the items have been accomplished with 10 planned to be completed by June 30, 2025. The remaining eight (8) items will be included and prioritized in the upcoming biennial budget process.

Phase 2 Will be evaluated and determine if it should be included in a future biennial budget.

Develop and Implement Fleet Management policies to establish vehicle X PW/Engin PD/Fire/Finance replacements and utilization standards
Progress Dept Status
Public Works Maintenance, through the Fleet Coordinator, have PW initiated the General Fleet Management Standard Operating 49 Procedure, focusing on the fleet maintenance, specifically servicing pool, departments, police, and fire vehicles.

Goal C - FISCAL STABILITY AND SUSTAINABILITY
Increase Council District Improvement Funds. CMO Finance Progress Dept Status
District Improvement account for each councilmember increased CMO/ FIN Complete. from $15,000 to $30,000 in the adopted biennial budget for FY 2023/2024 & FY 2024/2025.

Allocate resources necessary to achieve the Council's Goals and Vision. x CMO All Departments Progress Dept Status
FIN/ Funding in the biennial budget provided funding for many of the strategic cMO plan initiatives. Some initiatives have been delayed due to Tropical Storm Hilary. Any budget amendments were brought to the City Council for authorization following the 1/27/24 workshop
Community Assistance Grant Program - During the budget process, FIN $70,000 is allocated for grants between $1,000 to $15,000. The funds were reallocated from CDBG to the General Fund for this application for funding went live July 5 and applications are due at program to broaden the number of applicants that would be eligible 5:00pm on July 31. A subcommittee of the City Council was appointed to apply for funding. to review applications and make recommendations for funding. The City Council approved the subcommittee's recommendations with the exception of two applications that were forwarded to the Public Arts Commission. Future biennial budgets will include $70,000/year.

Develop an inventory of vacant and underutilized properties. X Econ Dev Dev Svcs/GIS Progress Dept Status
Economic Development and IT have created a list of vacant ECON DEV Complete. properties broken out by council district. IT and ED are working on a web-based platform which will allow prospective investors the Economic Development will work with Alex Marczynski to ensure the GIS ability to pull ownership data on all vacant properties in real time. page is up to date as well as add a link on the ED Webpage.

The City owned properties will be analyzed or best use. As each property would need to undergo the Surplus Land Act (SLA) process, a comprehensive study could help the city define what uses would better 50 suit each property and if it would be beneficial to have all properties undergo the SLA process simultaneously to better position the city for utilization of the properties.

Strengthen the Economic Development Team and remove optional tasks such CMO/Econ Dev as commission staffing to focus on core/essential duties and provision of additional resources.

Progress Dept Status
Economic Development has transitioned all Public Art Commission ECON DEV Complete. responsibilities to Assistant City Manager Anne Ambrose.

Complete and adopt the Development Impact Fee Study. Econ Dev All Departments Progress Dept Status
The updated development impact fee schedule was formally ECON DEV Complete. approved in October 2023 with new DIF fees becoming effective January 1, 2024.

Update the Thousand Palms Fiscal Analysis. Dev Svcs All Departments Progress Dept Status
Requested information and data from all departments has been DEV SVCS/ Complete. provided to the consultant (as of July 18). PLN
Anticipated code enforcement needs to service the annexation area DEV SVCS/ Complete. provided. CODE
Complete. Study presented to Council in April 2024. DEV SVCS/ Following the presentation of the updated study to Council in April PLN 2024, an update was provided to City Council on October 9, 2024.

Continually review and streamline internal financial policies, procedures, and x Finance CMO/City Attorney practices to remove unnecessary controls without sacrificing accountability and transparency.

Progress Dept Status
Reviewed the City's 457 and 401a plans; met with Shuster Financial cMO/ Complete. All 457/401(a) participants have been consolidated under the Advisors to review fees charged to plan participants and presented FIN/HR Mission Square recordkeeper. Shuster Financial Advisors negotiated opportunities to reduce plan costs for the City's employees. lower fees and a better class of higher performing investments. ССРМА, CCFMA, CCPFA, and Non-Rep rules updated to reflect clarifying language related to the 401(a) program.
51 Implement improvements to purchasing practices and procedures to align Finance with procurement code requirements.

Progress Dept Status
Creating internal procurement checklist, developing internal FIN Developed initial plan, briefed City Council at the Study Session meeting processes, supporting needs based on City Council on 11/29/2023, reorganizing Financial Services staff functions, filled actions/decisions, reviewing Municipal Code and following guidelines/thresholds, maintaining the vendor lists, etc. Analyst/Administrator position in FY 2024/2025 to provide a proactive procurement agent. Activities include obtaining bids (cooperative agreements), updating the Contract Tracker, creating/issuing purchase orders. Purchasing, requests for proposals/quotes, etc.

Allocate resources necessary to achieve the Council's Goals and Vision. x x CMO All Departments Progress Dept Status
FIN/ Funding in the biennial budget provided funding for many of the strategic CMO plan initiatives. Some initiatives have been delayed due to Tropical Storm Hilary. Any budget amendments were brought to the City Council for authorization following the 1/27/24 workshop. FY 2024/2025 additional items were presented to City Council at the 11/13/2024 meeting for approval. Additional items will be identified, considered and (if able) prioritized in the FY 2025/2026 and 2026/2027 biennial budget.

Implement a private development entitlement and plan review system which x Dev Svcs/PW/ Fire/Econ Dev is predictable, streamlines internal intake and review processes, and creates Engin applicant experiences which are facilitative vs regulatory Progress Dept Status
The Development Services Committee (DSC) meets regularly to DEV SVCS/ Several steps towards the creation of a facilitative development review discuss projects under review and in plan check, and to schedule PLN/ENG process:
projects for Architectural Review Committee and Planning • Economic Development has launched the Cathedral City Commission. Development Dashboard to help show new projects and their respective position within the development process. This GIS dashboard will be updated monthly with the support and
participation of other inter-departments.

Internal operations are continually evaluated to create efficiencies. DEV SVCS Since the implementation of our on-line CSS Portal, all of the above permits and then some, were categorized and formatted as "expedited" 52 permits. These permit types are approved and issued within one business-day of submittal.

Procure additional professional service contracts to increase staff capacity x PW/Engin/Dev related to private development plan review, building plan review and Svcs inspections, capital project delivery, and land use planning to ensure required city services are performed based upon applicant need vs staff availability Progress Dept Status
PWs (both Engineering and Public Works Maintenance) have been PW With the support of the City Council, Public Works has been able to hire hiring additional services to assist staff where skill set, efficiency and consultants that fill specialized needs and departmental staff vacancies. economically it makes sense for staff to seek support. Staff is continually monitoring the need for existing consulting services to see if staff can complete the tasks in house or more effectively utilize consultants. The open Junior Engineer position was filled through the promotion of Jesus Gutierrez from his past Engineering Technician I position. The open Engineering Technician I position, in turn, has been filled. Public Works Maintenance has filled 4 Street Maintenance Worker positions and are currently recruiting for 1 additional position which is expected to be filled by February.

Establish a Risk Management Program focused on claims reduction and Finance All Departments minimizing litigation exposure by informing, engaging, training, and educating operations staff.

Progress Dept Status
Risk Management Analyst started October 2023. Incumbent was FIN/HR All nine (9) insurance types have been reviewed and Payroll Coordinator. Developed a draft plan and briefed City Council evaluated/coordinated with our two (2) carriers. Claims and Insurance study session January 10, 2024. Recruited Payroll Specialist activities are being developed and refined. Risk related training activities replacement who started in June 2024. are being publicized and shared with relevant departments and staff.

Transitioning HR-related risk functions/processes. Convened a city-wide Safety and Risk Committee with two (2) quarterly meetings held to date.

Continually review and streamline internal financial policies, procedures, and x Finance CMO/City Attorney practices to remove unnecessary controls without sacrificing accountability and transparency
Progress Dept Status
Monthly review of department task list to ensure adequate backup FIN Updated the 2009 Policy and Procedures Manual. Provided updated draft capabilities and separation of duties. processes and policies to auditors in May 2024. Final document was 53 provided at the close of FY 2023/2024 in September 2024. This is a living document and will be provided to our auditors on an annual basis.

Goal D - INNOVATION
Provide an on-line calendar to display Amphitheater bookings. CMO Progress Dept Status
An events calendar showcasing amphitheater bookings has been | CMO/ IT Completed. added to the CC Amphitheater website.

Work with operations staff to identify, implement and support the x IT All Departments implementation of technology solutions to bolster IT security and improve operational, analytical, and management functions.

Progress Dept Status
Deploy Time Clocks to automate employee attendance tracking. CMO/FIN/HR/ Completed.

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

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

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

Finance/Fleet: Fuel Management Software Implementation. FIN/PW/IT The Gasboy EKOS software integration into the Tyler Munis Enterprise Asset Management (EAM) module was completed and implemented in July 2024. Fuel usage is interfaced twice/month and is associated to a specific vehicle.

Leverage technology to increase and improve online services, improve X IT All Departments access to public information, and improve city capabilities to monitor, automate, and manage operational data remotely.

Progress Dept Status
Implement a new Public Records Request Portal that is more user CITY CLERK/ Completed. NextRequest is the new Public Records Request Portal friendly that will improve access to public records and automate IT effective July 1, 1023. the process to request public records.
54 Laserfiche Enterprise Upgrade (Approved FY 2023/2024 Budget) CITY CLERK/ Completed. License was upgraded to the Enterprise License in mid- The City's current version/license is very limited, on-line searches IT November 2023. are limited to 10 users, which includes the public and staff.

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

Work with operations staff to identify, implement and support the x X IT All Departments implementation of technology solutions to bolster IT security and improve operational, analytical, and management functions.

Progress Dept Status
GIS Enterprise Software Upgrade (Approved Budget): Current | IT Completed. Set up new GIS servers and installed the latest ARCIS version is limited. Staff needs to enhance GIS software and provide enterprise systems. city-wide mapping applications and enhance community
development operations.

GIS Aerial Imagery for Mapping (Approved Budget): The City does IT Completed and integrated with City Maps online. have an updated aerial imagery system. The City needs an Aerial Imaging platform to be use with GIS Enterprise solution for Public Safety and Community Development.

Fuel Management Software Implementation. FIN/PW/IT The Gasboy EKOS software integration into the Tyler Munis Enterprise Asset Management (EAM) module was completed and implemented in July 2024. Fuel usage is interfaced twice/month and is associated to a specific vehicle.

City Clerk: City Council Agenda Management, Voting System, Video TIT/CITY CLERK 202 and stants wo is ng wit come endor for fil implement liven of ive Streaming Replacement (Approved Budget): The current Agenda Management/Voting System platform is no longer being Manager, the video component of the program, and minor modifications supported, a new program needs to be implemented. to agenda and minutes templates.

Review broadband solutions to create economic development incentives X IT/CMO PW/Engin/Facilities/ and opportunities and improve the accessibility and affordability of Econ Dev reliable high-speed internet services.

Progress Dept Status
SIFI. ECON DEV/IT/ SiFi was given notice of non-compliance with their contract terms in May PW 2024.
55 Identify and implement a Document Imaging Program to convert paper x IT/City Clerk All Departments documents into digital files to reduce storage requirements and costs, increase efficiency, enhance security, and improve future access to information.

Progress Dept Status
The City currently uses Laserfiche as a repository for documents IT/CITY CLERK On July 26, 2023, a meeting was held with a consultant to begin discussing for a limited number of departments. With the upgrade to an implementing a City-wide Records Management Program/Project.

Enterprise License, staff has determined that utilizing Laserfiche as the trusted repository for all paper files that need to be converted In November of 2023, the City Clerk's Department was the first to digital files is the best document imaging program to use at this Department to design the file structure in Laserfiche to kick-off the City- time. This will allow the City to implement a City-wide Records wide Records Management Project.

Management Program, which will allow better access to records, save on storage space and offer a trusted electronic searchable On November 9, 2023, the City Clerk's Department held an Internal Event format. "Binge and Purge" to identify and purge records that are no longer required to be maintained pursuant to the Records Retention Schedules.

This will help minimize the number of records stored and help identity those records that need to be converted to digital files. This will likely become an annual event.

On October 10, 2024, the City Clerk's Department held the Annual Records Clean-up Event "Paperless Push Thursday". This event provides an opportunity for staff to dedicate an afternoon to identify records that need to be destroyed, pursuant to the Records Retention Schedules, and those that need to be converted to digital files that could be accessed through Laserfiche.

In January 2024 and January 2025, the City's consultant Diane Gladwell, provided the updated Records Retention Schedules that were updated to reflect changes in laws and updates in law. This enables staff to continue to ensure records that need to be accessible are and those that don't are destroyed freeing up storage space.

Work with the Historic Preservation Society to digitize and preserve historic CMO photos and documents.

Progress Dept Status
56 Contact established with the Cathedral City Historical Society. CEDD Staff has been in contact with Margie St. Anthony and has confirmed that the Cathedral City Historical Society is an active organization. She shared with staff that the organization is meeting, has a professional archivist, and currently has exhibits in the community. Staff discussed the Council strategic goal with Margie St. Anthony. There are no historic documents at risk and the organization is not seeking support from the City.

Goal E - SAFETY
Fill the authorized Ambulance Operator position and complete the transition x Fire HR to the ambulance operator program and provision of the third ambulance.

Progress Dept Status
Third ambulance in service Fire Complete.

Develop a firearm discharge ordinance. PD City Attorney Progress Dept Status
City Attorney reviewing current ordinance; will work with staff to CA/PD Complete. The Police Chief and City Attorney determined our current identify specific issues to be addressed in the ordinance. ordinance will suffice. The Police Chief sent letters to each golf course explaining our current firearms ordinance and their requirements under Continue to explore and utilize technology to promote public safety. PD IT/PW/Engin/ Facilities
Progress Dept Status
Park Cameras are now simultaneously visible on newly purchased PD/IT/FIN Completed.

TV monitors in the dispatch center
One additional Flock ALPR has been purchased and installed PD Complete. PD will continue to evaluate technology methods to help bringing the city total to 21 Flock ALPR cameras reduce crime in the City.

Strengthen the City's ability to prepare for, respond to, and recover from x Fire/PD CMO/IT disasters by reviewing and updating the City's Emergency Operations Plans through annual training sessions and tabletop exercises.

Progress Dept Status
The PD successfully implemented the PSEC transition in May 2023| PD Complete. allowing both PD and FD to have county-wide communication 57 interoperability. The PD implemented Emergency Medical Dispatching in June 2023.

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

Implement new program to improve community access to crime stats. PD Progress Dept Status
The PD went live with its new crime mapping software in May 2023. PD Complete.

The new website is crimemapping.com
Develop Standard Operating Procedures regarding how Public Works responds to PW/Engin Localized Flooding and Blow Sand events
Progress Dept Status
Public Works staff will be working on developing procedures to Public Works has developed SOPs for localized flooding and blow sand respond to localized flooding and blow sand events. events that serve as a foundation in preparing staff for these events. These sOPs have been approved and will be reviewed annually. The SOPs are now a live document on SharePoint that can be viewed by all City Staff.

Establish regular inspections of park equipment and playing fields to ensure Facilities/PW/ they are well maintained and functional. Engin
Progress Dept Status
Public Works Maintenance, Engineering and Facilities staff will be PW/ENG/FAC Currently, Public Works monitors parks, equipment, and restrooms daily, working on developing procedures to inspect the parks, equipment, with inspections occurring monthly. With Measure W passing Public and restrooms on a regular basis. Works Maintenance will work with Desert Recreation District (DRD) to ensure procedures to inspect the parks, equipment, and restrooms are followed according to state regulations.

Facilities monitors the restrooms in the parks to ensure there are no risk/hazard conditions.

Enhancing PW/Risk program. PW/FIN Public Works is working with Risk Management and the PERMA consultant, to formalize the practices in place and confirm practices are in compliance with State requirements. Public Works staff will continue to report park related issues as they arise.

Formalize protocols for emergency response call outs. PW/Engin All Departments Progress ] Dept Status
58 Public Works staff will be working on developing procedures to PW/PD Public Works has developed an SOP for emergency callouts which outlines respond to emergency call outs. call out procedures. This SOP has been approved and will be reviewed annually. The SOP is now a live document on SharePoint that can be viewed by all City Staff.

Goal F - EMBRACING, INCLUSIVE COMMUNITY
Help define who Cathedral City is for our families and others. x CMO Progress Dept Status
The City of Cathedral City, across all departments, continues to CMO Communications & Events will be working with FlashVote, a scientific make progress on defining our mission and what our community survey company, to learn more about where residents are getting their represents and provides for our residents. Through recent news/key information about Cathedral City, what types of events they community surveys, we know Cathedral City is valued/respected as want to continue to see, elements that offer a sense of community pride, a community that welcomes and embraces diversity, has an etc. Economic Development is doing the same with FlashVote regarding abundance of high quality and affordable housing options and potential businesses and general interests our consumers might have vibrant businesses. Our neighborhoods are attractive, well- related to future development. maintained, and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and The MyCathedralCity app is also helpful when it comes to defining our collaborative programs. identity, allowing both employees and citizens the chance to report issues in real-time to ensure our neighborhoods are attractive and well- maintained.

Work with Riverside County to locate the potential RUHS community health Econ Dev center in Cathedral City.

Progress Dept Status
Met with Riverside University Health System (RUHS) to discuss the ECON DEV Complete. RUHS services are currently available to Cathedral City possibility of attracting a Federally Qualified Health Clinic to residents within existing Palm Springs facilities.

Cathedral City. RUHS allocates resources based on patient needs, specifically, RUHS looks to serve eligible but unserved Medicaid Economic Development is currently in discussion with Vallarta patients. RUHS ranked Riverside County cities by their respective Supermarket who will potentially incorporate a new Department of Social number of eligible but unserved Medicaid patients. Numbers of Services (DPSS) facility at their site. eligible but unserved Medicaid patients ranged from 99,022 (City of Riverside) to 5,419 (City of Winchester). Based on this criteria, Cathedral City ranks 16th out of 24 cities. In order of eligible but 59 unserved Medicaid patients, the Coachella Valley saw the following rankings: Indio was ranked 6th with 26,619 patients, Coachella was ranked 10th with 15,455 patients, Palm Desert was ranked 11th with 13,687 patients, Cathedral City was ranked 16th with 9,900 patients.

Although Cathedral City has immediate proximity to a number of RUHS facilities in Palm Springs, RUHS staff did not previously see Cathedral City as potentially receiving any RUHS facilities in the immediate future. As an update for the 2025 year, the Department of Social Services has expressed their interest in coming to Cathedral City.

Establish a Cooling Center by June 2024. x x CMO PD/Fire/ Mental Health
Professionals/
Regional Partners
Progress Dept Status
Riverside County established a cooling center at the Cathedral City Complete - Opened June 1, 2024 and will run through October 15, 2024.

Library.

Review land use regulations to support diverse, accessible, and affordable Dev Svcs Econ Dev housing.

Progress Dept Status
Land use regulation amendments. DEV SVCS The Housing Element is a source document for the zoning code update scope of work. Additionally, staff is assessing the inclusion of pro-housing policies as part of the scope. Beyond the steps taken below to implement the Housing Element, the ADU ordinance has been updated and staff has used LEAP grant funding to prepare pre-approved ADU plan sets, which are available to property owners within the City.

Housing Element was certified in 2023.

Housing Element Program 1.A.7: Sites #6 and #9 were re-zoned to R3 to accommodate high density residential.
60 Zoning Ordinance Amendment implemented the following changes in accordance with Program 2.F.1:
• Create the P/IH (Institutional Housing) Overlay District • Prohibit STVR uses in the RI and R2 zones
• Allow transitional and supportive housing by-right in zones where multifamily and mixed uses are permitted, including nonresidential zones permitting multifamily uses
• Updated the definition of "family" to remove the limit of five unrelated persons
State that "Manufactured homes" are only subject to the same development standards that a conventional single-family residential dwelling on the same lot would be subject to.

Implement a code compliance program that proactively identifies and Dev Scs All Departments responds to code compliance complaints.

Progress Dept Status
The Code Compliance Division in the past several months has DEV Ongoing. developed policy and procedure to continue to effectively address SVCS/CODE blight and nuisance issues, including a formalized eight-step process for code officers to move cases to our legal team quickly.

Develop standard plans, streamlined processes and educational materials Dev Svcs Econ Dev/COM that promotes ADU's to increase housing production.

Progress Dept Status
Development Services brought an ordinance amendment to the DEV SVCS Ordinance revision to bring ordinance in compliance with State law was City Council. approved on 12/13/23.

The Pre-approved ADU plans are on the City's website and available to property owners. The Communications office announced the program through social media and the weekly digest.
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