CITY OF CATHEDRAL CITY
5 YEAR STRATEGIC PLAN Revised and Updated
March 2025
Cathedral City
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Strategic Plan Overview
Understanding the Establishing a Draft & Adopt
Framework Implementation
Context 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
EA Council Interviews Council Workshop #1 Council Workshop #2 • City Council updates gig City Leadership Team City Leadership Team City Leadership Team Adjust when needed Workshop #1 Workshop #2 Workshop #3 Living document
Community Survey City Council Adoption -
4/12/23
December February April August
Strategic Plan Framework
Our Shared Beliefs 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
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
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
GOAL A- SERVE COMMUNITY WITH PRIDE AND DEDICATION
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT 0-1 1-2 2-5
A-1 Schedule joint meetings once a year with our Commissions/Committees, perhaps CMO using the "off" Wednesday.
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT 0-1 2-5
1-2
A-2 Exune adares, terublits and ok on a potential charter amendment to include CMO/CITY CLERK Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
A-3 CMO/HR
Development openint as, stessinal organisatin capa te, ace ase organizational capacity.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
A4 -
Identify initiatives and establish programs that recognize and appreciate employees CMO/HR for performance, innovation, and efficiency.
Dept Task Status
GOAL A- SERVE COMMUNITY WITH PRIDE AND DEDICATION
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
A-5 Develop staff team-building activities to encourage cohesion and foster a spirit of CMO collaboration.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
A-6 Initiate a Class and Compensation Study to benchmark and proactively identify HR compensation issues impacting employee retention and attraction.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
Implement the Strategic Plan by ensuring department work programs include CMO initiatives that achieve Strategic Plan Actions and regularly review progress and accomplishments at City Manager Department Head Meetings.
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT
0-1 1-2 2-5
A-8 'Include a Community Satisfaction Survey in the future budget to monitor community CMO support and satisfaction with Strategic Plan outcomes and to objectively gather
GOAL A- SERVE COMMUNITY WITH PRIDE AND DEDICATION
community opinions, preferences, and satisfaction with city services.
Dept Task Status
YEAR YEAR YEAR
ACTION ACTION DESCRIPTION LEAD DEPARTMENT
0-1 2-5
A-9 Develop a Summer Council schedule with the objective of one meeting per CMO month in June, July and August.
Dept Task Status
GOAL B- COMMUNITY INVESTMENT
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION
DEPARTMENT 0-1 1-2 2-5
B-1 Develop an Electric Vehicle transition plan to comply with upcoming state mandates PW and include consideration of providing publicly accessible charging stations.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
B-2 Develop an entryway, medians, and lighting master plan to provide an appealing PW/ENGIN gateway to the City.
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION
DEPARTMENT 0-1 1-2 2-5
B-3 Develop and implement a wilderness trail plan. PW
Dept Task Status
ACTION LEAD YEAR YEAR YEAR
ACTION DESCRIPTION DEPARTMENT
0-1 1-2 2-5
B-4 " Complete design and seek funding to construct the downtown dog park and PW/ENGIN pickleball courts.
Dept Task Status
GOAL B- COMMUNITY INVESTMENT
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION
DEPARTMENT 0-1 1-2 2-5
B-5 Conduct community engagement with Cove residents on proposed improvements to ECON DEV/PW Chuperosa Lane.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
B-6 Improve pedestrian access to parks through the use of crosswalks and sidewalk PW/ENGIN improvements.
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION
DEPARTMENT 0-1 1-2 2-5
B-7 Improve wayfinding signage to direct visitors to destinations in the community. COM Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION 0-1
DEPARTMENT 1-2 2-5
B-8 Implement recommendations of Facilities Master Plan CMO/FIN Dept Task Status
GOAL B- COMMUNITY INVESTMENT
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION
DEPARTMENT 0-1 1-2 2-5
B-9 Continue to work on Septic to Sewer grant. Make sure Sarah St. is included and PW/ENGIN/ECON other economic development efforts. DEV
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
B-10 Conduct site and cost analysis for our Community Recreation Center. CMO Dept Task Status
ACTION LEAD YEAR YEAR YEAR
ACTION DESCRIPTION DEPARTMENT 0-1 2-5
B-11 Support SunLine's efforts to develop an improved transit hub in Cathedral City. PW/ENGIN Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
B-12 Support locating a PACE healthcare provider in the city. CMO
GOAL B- COMMUNITY INVESTMENT
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION
DEPARTMENT 0-1 1-2 2-5
B-13 Complete planned flooding control infrastructure projects, especially as part of PW/ENGIN street improvement projects.
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT 2-5
0-1 1-2
B-14 Be vigilant in efforts to keep regional CVWD and RCFCD projects moving DEV SCS/ENGIN forward.
Dept Task Status
GOAL C- FISCAL STABILITY AND SUSTAINABILITY
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION 2-5
DEPARTMENT 0-1
C-1 procurene it proy regisem purchasing practices and procedures to align with FIN/CMO Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT 0-1 2-5
C-2 Droposan inventory of contract services that are due for bid and request CITY CLERK/FIN x Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION
DEPARTMENT 0-1 1-2 2-5
"c-3 Consider the acquisition of an underutilized site on Cathedral Canyon and work to ECON DEV activate the site.
Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION
DEPARTMENT 0-1 1-2 2-5
'C-A Evaluate data and work with partner agencies to identify holes in the local economy ECON DEV X :
and develop plans to address.
Dept Task Status
GOAL C- FISCAL STABILITY AND SUSTAINABILITY
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT 0-1 1-2 2-5
C-5 Provide periodic updates on Thousand Palms development. ECON DEV Dept Task Status
ACTION LEAD YEAR YEAR YEAR
ACTION DESCRIPTION 0-1 1-2
DEPARTMENT 2-5
C-6 Implement a private development entitlement and plan review system which is DEV SVCS/ predictable, streamlines internal intake and review processes, and creates applicant PW/ENGIN experiences which are facilitative vs regulatory
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
"C-7 Continually review and streamline internal financial policies, procedures, and FIN practices to remove unnecessary controls without sacrificing accountability and transparency
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
Initiate a Small Business Roundtable or industry specific taskforces to identify ECON DEV needs and support strategies.
Dept Status
Status Task Dept
ECON DEV Continue to work on methods and programs to promote Economic Development C-9 2-5
LEAD DEPARTMENT ACTION DESCRIPTION ACTION
YEAR YEAR YEAR
GOAL C- FISCAL STABILITY AND SUSTAINABILITY
GOAL D- INNOVATION
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
D-1 Implement Information Technology Master Plan including consideration of providing additional public Wi-Fi access in parks.
Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT 2-5
0-1 1-2
D-2 Complete and improve the installation of the Tyler EnerGov software to automate, CMO improve and streamline the plan review, permitting and inspection processes.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
D-3 Work with operations staff to identify, implement and support the implementation of technology solutions to bolster IT security and improve operational, analytical, and management functions.
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT
0-1 1-2 2-5
D-4
per intermation, and improve city capabove ento monitor, mate, and manage operational data remotely.
Dept Task Status
GOAL D- INNOVATION
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
D-5 Review broadband solutions to create economic development incentives and IT/CMO opportunities and improve the accessibility and affordability of reliable high-speed internet services.
Dept Task Status
LEAD
ACTION ACTION DESCRIPTION DEPARTMENT YEAR YEAR YES
D-6 Identify and implement a Document Imaging Program to convert paper documents IT/CITY CLERK into digital files to reduce storage requirements and costs, increase efficiency, enhance security, and improve future access to information.
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT 2-5
0-1 1-2
D-7 Commission a survey of historic properties. CMO
Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT 1-2 2-5
D-8 CMO
Status Task Dept
GOAL D- INNOVATION
GOAL E- SAFETY
ACTION LEAD YEAR YEAR YEAR
ACTION DESCRIPTION DEPARTMENT 0-1 1-2 2-5
E-1 Fund a 2-person ALS Medic Unit to better respond to increasing demand for medical FIRE response.
Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT 0-1
1-2 2-5
E-2 Continue to explore and utilize technology to promote public safety. PD Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
E-3 Continue Police, Fire, and Expand Code Compliance engagement with the CODE community.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
E-4 FIRE/PD
Sy reviving a Cly tily te ply Emergency operaton Plans through annual training sessions and tabletop exercises.
Dept Task Status
GOAL E- SAFETY
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 2-5
E-5 Update the City's EOC, Conduct EOC drills and training, and update the City's FIRE/PD Emergency Operations plan and Local Hazard Mitigation Plan.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
Implement community engagement and public education initiatives to increase COMM awareness regarding public safety programs, services, and results of proactive community policing efforts.
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT
0-1 1-2 2-5
'E-7 Identify improvements and pursue grant funding to improve the safety and PW/ENGIN connectivity of non-motorized routes throughout the City.
Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT
0-1 1-2 2-5
'E-s Research the ability to regulate the use of pedestrian sidewalks by E-bikes or other FACILITIES motorized vehicles.
Dept Task Status
GOAL E- SAFETY
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT
0-1 1-2 2-5
E-9 Supervise DRD to ensure park equipment and playing fields are well-maintained and FACILITIES functional
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
E-10 'Keep the City Council apprised of changes to the Code Enforcement program. DEV SVCS/CODE Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT 0-1 1-2 2-5
E-11 Evaluate staffing in Code Compliance vs. workload and determine the needed full- DEV SVCS/CODE time employees level: use technology as available.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 1-2 2-5
E-12 Schedule community meetings with Police in our mobile home gated communities DEV SVOS/CODE and include a public health professional.
Dept Task Status
GOAL E- SAFETY
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION
DEPARTMENT 2-5
E-13 Review our animal control contract and options. DEV SVCS/CODE Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT 1-2
0-1 2-5
E-14 Renew and improve our event safety planning, protocols and standards: streets, DEV SVCS/CODE garage, amphitheater, parks and others.
Dept Task Status
GOAL F - EMBRACING, INCLUSIVE COMMUNITY
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT
0-1 1-2 2-5
F-1 Develop comprehensive strategy to amend zoning code and update design DEV SVCS 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 Pand Housing Element goals, policies, and programs; and 5) continued implementation of new state legislation.
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT 2-5
0-1 1-2
F-2 Prioritize updating the zoning code regarding residential parking and paving DEV SVCS/PW provisions; research and give recommendations on enabling parking prohibitions in front of mailboxes.
Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION
DEPARTMENT 0-1 1-2 2-5
F-3 Promote additional community events and celebrations. CMO/COMM Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT 1-2 2-5
0-1
GOAL F - EMBRACING, INCLUSIVE COMMUNITY
F-4 Work with community partners and providers on a community health fair to help COMM residents identify resources that are available.
Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT
0-1 1-2 2-5
F-5 Explore options for shielding trash containers, especially where the backyard may DEV SVCS/CODE X not be accessible.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT
F-6 Develop and implement a plan to improve and diversify communication methods COMM with residents.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
F-7 Develop methods to improve the quality and appearance of our community mailers. COMM Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT 0-1 1-2 2-5
GOAL F - EMBRACING, INCLUSIVE COMMUNITY
F-8 Focus on the Economic Development Road Map and identify pillars of success. ECON DEV Dept Task Status
ACTION ACTION DESCRIPTION LEAD, YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
Explore a grants program to businesses for façade improvements using Council ECON DEV improvement funds or other sources.
Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION DEPARTMENT 0-1 2-5
1-2
F-10 Continually communicate with the public to inform the community of the City's COMM efforts and expenditures on homelessness and how residents can participate in solutions.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
F-11 Review land use regulations to support diverse, accessible, and affordable housing. DEV SVCS Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
GOAL F - EMBRACING, INCLUSIVE COMMUNITY
F-12 Establish a Cooling Center by June 2025. CMO/ECON DEV Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT
0-1 1-2 2-5
'F-13 Develop and implement an outreach strategy to determine if services are addressing CMO/ECON DEV the needs of our diverse community including families, retirees, and Spanish speaking population.
Dept Task Status
ACTION ACTION DESCRIPTION LEAD YEAR YEAR YEAR
DEPARTMENT 0-1 1-2 2-5
F-14 Multi-disciplinary City Team to increase effectiveness and improve coordination of CMO internally ants with external thronizion did stake of ders, truing phe Caviar Housing First Program.
Dept Task Status
ACTION LEAD YEAR YEAR YEAR
ACTION DESCRIPTION DEPARTMENT 0-1 1-2 2-5
F-15 DEV SVCS
Recessibir in at dra conomic development offrts to promote childcare Dept Task Status
GOAL F - EMBRACING, INCLUSIVE COMMUNITY
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION 0-1 1-2 2-5
DEPARTMENT
F-16 Develop and implement initiatives to proactively monitor the City's commercial DEV SVCS corridors to address visual blight and nuisance issues associated with vacant and underutilized properties and non-compliant commercial strips and centers.
Dept Task Status
ACTION DESCRIPTION LEAD YEAR YEAR YEAR
ACTION 0-1 1-2 2-5
DEPARTMENT
F-17 Review and update, as needed, our ordinances, policies, and practices regarding DEV SVCS cannabis.
Dept Task Status
LEAD YEAR YEAR YEAR
ACTION ACTION DESCRIPTION DEPARTMENT 0-1
1-2 2-5
F-18 Study ways to address bulky items placed out too soon. CMO Dept Task Status
COMPLETED ACTIONS
GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
Dept Task Status- COMPLETED
CMO/HR We have evaluated key vendors' partnerships to maximize 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
HR/PW/ Study the need to reallocate staff resources including the Completed use of contracts.
CMO/HR Human Resource Staffing We have completed the following milestones in our staffing resources study:
Partnered with GovInvest Salary Survey for comprehensive market Identified key positions requiring resource evaluation
• Identified comparable agencies
Analyzing current staffing patterns
ACM and Development Services are reviewing the need for Development Services/Planning contracted with multiple planning and possible contract planners to address the volume of work in environmental consulting firms for on-call services during a period of staff transition light of staff vacancies and capacity.
Planning and Rosearch for planing and Convironmen consultingo targe Move projects and with MNS Engineers for environmental consulting. Both firms augment current staffing and enable the Division to meet its service commitments
COMPLETED ACTIONS
GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
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 Shultz as the project manager, the rewrite would not be possible without the contract support.
The Fire Department has successfully launched its Cadet Currently active and advancing on schedule. The program has secured its first program and initiated strategic expansion efforts. The cohort of cadets and established foundational operations. Growth initiatives are department has broadened its outreach activities to underway, with plans for a second recruitment campaign in spring 2025, targeting the program's visibility
accessibility within the community. The completion of the youth interested in fire and emergency service careers. first cadet meeting has achieved initial implementation milestones, demonstrating operational success
Developed IT 311 SharePoint site for self-help information, IT 311 completed. IT will need to provide instructions that is part of the SharePoint IT instructions, and other information to help staff utilize the training.
City's technology systems and tools.
Code officers are encouraged to obtain certification through Sandra Martinez earned her CEO status by completing the required.
CACEO to become Certified Code Enforcement Officers.
Encourage planners to join professional memberships, Complete. Ongoing attend training and conferences, and continue their
educational experience.
CMO/HR Establish a certification pathway for the Public Sector 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. • 22 EE currently working towards the certificate
• Current Supervisors: Provide direct access to LCW - First employee expected to be finished in March 2025 certification training to enhance Municipal Management Association of Southern California (MMASC) available to employees
Non-Supervisors: Create an alternative route where
COMPLETED ACTIONS
GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
employees can earn the LCW certificate and apply it as HR Department Action Plan:
qualifying experience toward future supervisory 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.
CMO/HR Focus Group Implementation. The initial new hire focus 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:
Maintaining existing new hire focus group
To discover, clarify, and record themes regarding employee perception of and reaction to hiring and retention. 4. Which resources would help you be more effective in your role? What topics should be included in ongoing awareness initiatives? CMO/HR • Quarterly Meetings allow recognition and 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.
HR 2024 - Calendar of events in the works In 2024, the City's Events Committee and Communications & Events team, in • Baseball Opening Grill N' Chill Luncheon collaboration with HR, successfully organized and executed a series of engaging • Football Opening Pizza Day employee events that fostered workplace community and connection. The well- • Commissioner's Appreciation Dinner attended activities received positive feedback from staff across departments, • Cinco De Mayo Taco Fiesta Truck demonstrating their value in building organizational culture and boosting morale. • Mother's Day Paint & Lunch Building on this success, the City plans to continue these popular initiatives in 2025 • Father's Day Paint & Lunch and beyond, while exploring new opportunities to further enhance employee • Employee Appreciation engagement and strengthen our workplace community.
Holiday Party
CMO Bi-annual updates to the City Council 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
COMPLETED ACTIONS
GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
Plan will be included in future biennial budgets.
Community Satisfaction Survey. This will be included in the next biennial budget to be conducted prior to the 2026 strategic planning workshop.
COMPLETED ACTIONS
GOAL B - COMMUNITY INVESTMENT
Dept Task
PW The Electric Vehicle Transition Plan will be included as an The Coachella Valley Association of Governments (CVAG), in partnership with the Element within the Climate Action Plan. The city is working Western Riverside Council of Governments and the San Bernardino Council of with CVAG and other Coachella Valley Cities during the Governments, is currently working on a Comprehensive Climate Action Plan development process. (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 CAP and include a substantive Electric Vehicle Transition Plan module. The city is actively participating with CVAG on the regional PW Engineering and Public Works is developing an RFP that will Mayor Ross and a subcommittee of the Public Arts Commission have developed aim to create visually appealing gateway entrances to the 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 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
COMPLETED ACTIONS
GOAL B - COMMUNITY INVESTMENT
upcomicion work block albumes in 5% oke and is scale in ang the Socal one, siy and costs thate approved by ate ily council a ready All PW RFP will be initiated by Public Works. (Engineering and Public Works will include this item within the next budget cycle. The Parks and REPle Woke Mated any lily Works. (Engineer 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 trailhead at the southeast end of the Cove.
The City Council supported implementing the August 24, Chuperosa Lane has been cleared, graded and the Public Works maintenance 2023, M.I.G. Consulting Art Walk Conceptual Design- crews have added the area to the routine maintenance schedule. "Preferred Design Concept" during the October 25th Study Session. Implement elements of the Chuperosa Lane plan Staff and Councilmember Lamb have agreed that additional community as funding is identified or development occurs. 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 Explore expanded uses for the library building. 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 during Desert Open Studios Tour week on January 24-26. Coachella Valley Classical Voices two The City, in
COMPLETED ACTIONS
GOAL B - COMMUNITY INVESTMENT
partnership with Riverside County established a cooling center at the library, starting on June 1, 2024
PW/ Funding for this effort was provided in the recent budget over Engineering and Public Works Maintenance are initiating field visits and ENGIN 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 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 • 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 Stripped the old/washed out banners along Avenida Lalo New colorful banners were installed along Avenida Lalo Guerrero in 2024, and Guerrero and met with a company who designs wayfinding Communications & Events is leading the effort on proposals for new wayfinding
COMPLETED ACTIONS
GOAL B - COMMUNITY INVESTMENT
signage to improve/refresh the current look and enhance the signage and refurbishment of current signage at key entry points throughout City's image. Installed new wayfinding signage in the Cathedral City to be included in the next biennial budget. A presentation was Community Amphitheater to attract greater attention to provided to Council on Aug. 14, 2024, and another update will be coming in Spring restroom and concession areas and have identified locations 2025. for enhanced wayfinding signage throughout Cathedral City to better promote and direct traffic to key destinations. Economic Development is working with Ryan Hunt to obtain new entry 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.
An internal Traffic Calming Team has successfully been The speed radar and speed feedback signs were placed at five locations thus far assembled with Engineering, Public Works Maintenance on residential streets. These locations were provided by residents advising staff and Police personnel which first identified the equipment that the speed limits were being exceeded on their fronting roadway. Speed radar needs for the Traffic Calming trailer. Additionally, streets that data collected had shown that the speeds were over the threshold, and thus speed staff have received complaint are now accumulated on a feedback signs was placed to reduce speeds as the next step in the traffic calming spreadsheet in order to proceed with the target areas.
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.
PWI Implement Traffic Calming Policy and Guidelines The City's updated Traffic Calming Policy and Guidelines was presented as a ENGIN/ Study Session item to the City Council on January 8, 2025. The comments PD 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.
смО Consult with DRD to see what they would do to make fields 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
COMPLETED ACTIONS
GOAL B - COMMUNITY INVESTMENT
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.
ENGIN/ Secure funding for the construction not covered by the The City Council authorized an additional $2,481,211 from the General Fund and PW grant. $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 staff 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.
Engineering staff has presented the Pavement Management Staff had completed the training on the PMP software. Staff has worked with the Program (PMP) to the City Council at a Study Session in finance department on the budget update to redirect unspent Tropical Storm Hillary June. Staff has received training on the software in late July funds toward Pavement Management Program (PMP) Projects. and is working through internal implementation of the
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.
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 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.
Complete the design of the Downtown Dog Park and seek The Fleet Coordinator has completed a Fleet General Management Standard funding for construction. Operating Procedure document that provides procedures for maintaining and
COMPLETED ACTIONS
GOAL B - COMMUNITY INVESTMENT
managing t secity the above cie dociate also ded the ben reviewed by the Public Works, Financial Services, Risk Management and Human Resources.
COMPLETED ACTIONS
GOAL C - FISCAL STABILITY AND SUSTAINABILITY
Dept Task Status- COMPLETED
CMO The City Council was provided with a list of suggested Individual Council members will work through the City Manager to facilitate the use district projects. of district funds. PW staff have prepared a list of potential projects within each Councilmember's District. PW Director and ACM have started and will continue to contact each Council member to discuss potential projects for their districts.
ECON Economic Development researched and identified the new Ongoing. Economic Development was working with the property owner's broker DEV owner. After speaking to the Economic Development (and real estate developer) to identify financially viable development uses. City Department about zoning and potential uses, the owner is open to selling to the City. 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
Economic Development continues working with CVEP to 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.
Regular meetings are held within the Planning Division to Ongoing. The City Council approved an Engineering Development Consultant to assist the Director with the flow of work through the Engineering Division. conjunction with contract plan checkers, the consulting team's comment, review including submittal requirements. 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
COMPLETED ACTIONS
GOAL C - FISCAL STABILITY AND SUSTAINABILITY
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.
The Development Services Committee (DSC) meets Several steps towards the creation of a facilitative development review process:
SVCS/ regularly to discuss projects under review and in plan check, ENGIN/ and to schedule projects for Architectural Review Committee Applications are submitted via the CSS Energov portal : Reviewto grated plans are electronic via Bluobeam by Engineering, Fire and Planning Commission.
: New projects are reduced to the DC for high-level discussion with The DSC meetings are now held bi-monthly. 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 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.
DEV Internal operations are continually evaluated to create OTC Thursdays! was implemented. Every Thursday afternoon planning and SVCS 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 and Building now provides a one stop review and permit issuance of these simple permits.
ENGIN The Engineering Division is working in conjunction with the See C-5 above. The City Council approved an Engineering Development Development Services Department make the Consultant to assist the Director with the flow of work through the Engineering development process predicable, including actively Division. Review and pass back times have been reduced significantly. An
COMPLETED ACTIONS
GOAL C - FISCAL STABILITY AND SUSTAINABILITY
participating in the DSC meeting. 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.
Based on staff capacity and the need to facilitate Development Services/Planning contracted with multiple planning development, several contracts have been entered into. environmental consulting firms for on-call services during a period of staff transition Plan via ancie search for pla Ding an entire tal conscion Targe sala projects and with MNS Engineers for environmental consulting. Both firms augment curent staffing and enable the Division to meet its service commitments 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.
Ongoing
Identifying and engaging individuals interested in Director of Community and Economic Development and Assistant City Manager collaboration, best-practice
Coling oking sit prand sup haigesting acorations Cale dral i mom elevens to work it stars reate 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.
Based one ys sales ta an or are per easing dive dealtersiys., an agreement developed to retain those dealerships in Cathedral City.
COMPLETED ACTIONS
GOAL C - FISCAL STABILITY AND SUSTAINABILITY
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.
COMPLETED ACTIONS
GOAL D - INNOVATION
Dept Task Status - COMPLETED
CMO/T IT Master Plan: Contracted with ClientFirst Assessment and documents completed. Presented to Council on July 24, 2024.
We will implement the plan a the budget permits.
CMO/IT/ Created new implementation team, led by Enterprise City Wide E-Plan Checking (Bluebeam Software integrated with EPL) Systems Analyst Matthew Levy and subject matter experts All plans must be submitted online via the customer service portal. (SME) from planning, building, engineering, fire, and City Wide Online Inspection Requests finance. Includes: Building and Fire - Engineering goes completely online • Working on Virtual Inspections (No inspector onsite) (Starting in • Integrated Payment Processing (EPL and Merchant Processor) and City Processing Fees
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 - 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
IT/ CITY City Clerk: Committee Management Program (This is part of The implementation is in the final stage and should be live by the end of January CLERK the Granicus Suite and was approved in the Budget). This 2025. platform will automate the management of the
Commissions/Committees and the application process.
IT/ CITY City Clerk: Electronic Filing of Fair Political Practices Forms. Staff reviewed available applications to see which one would be best suited for Currently the FPPC has a platform for individuals that are the needs of the City and is still evaluating whether it makes financial sense to 87200 filers (Elected Officials, Planning Commission, City implement electronic filing.
Manager and City Attorney). Staff is reviewing options to implement a platform for the electronic filing of FPPC Forms
COMPLETED ACTIONS
GOAL D - INNOVATION
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 cloud Will be working on migrating network shared folders to SharePoint.
ECON Research other broadband solutions to ensure everyone DEV/IT has equitable access to internet connectivity. Desert and is leading the a a regional ear. A me in was hold witanly salt can do eaten to discuss these collective efforts and what more Cathedral City Economic Development will work with IT and PW to identify progress and funding for these efforts.
CETF Digital Equity Best Practices Grant Award and CETF awarded the grant in 2024. IT Dept. Must complete three best practices workshops learning sessions to receive the grant.
FIRE The Fire Department is continuing to expand Events were rolled out in 2023 and 2025 are scheduled for spring 2025 programming for the community. As of the completion of this The fire department has a complete list of Community Risk Reduction programs to Strategic Plan update, the Fire Department has a full assist the community with emergency preparedness and reducing risk to the schedule for the Spring and Fall in 2025 of community risk community, the programs include:
reduction classes that will be offered to the public and city staff. These classes include:
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 : Smasterlarm antalatio
SMOKE ALARM INSTALLATION Lock box program
DISASTER PREPAREDNESS File for life programo
CITY The City currently uses Laserfiche as a repository for In December 2024, the City Clerk began to work with a vendor who will evaluate the documents in each department to provide a free estimate on the costs
COMPLETED ACTIONS
GOAL D - INNOVATION
documents for a limited number of departments. With the associated with the conversion of paper documents into digital format so they then ungrand taserche aste rusted reposity trampaped tessa he laced to is state releasie protecter and, that need to be converted to digital files is the best document the amount of time it will take to complete it City-wide. The first department to be imaging program to use at this time. This will allow the City evaluated will be Public Works. The file structure will still need to be set-up in to implement a City-wide Records Management Program,
which will allow better access to records, save on storage space and offer a trusted electronic searchable format.
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.
COMPLETED ACTIONS
GOAL E - SAFETY
Dept Task Status- COMPLETED
PD 4 Flock cameras added in 2024. Expanded to total of 25 Flock cameras with the additional 4.
Potential Real-Time Crime Center partnership with PSPD, 4 agencies in discussions to start a regional real-time crime center.
IPD and DHSPD
DEV Code will be participating in the upcoming meeting and COMPLETED SVCS/ with HR on the upcoming Backpack give away event
CODE
PD Police Department personnel attended 38 community COMPLETED events in 2024 year to date. Events included Neighborhood Watch meetings, city sponsored events, community
Shooter presentations
events, Senior Scam awareness event, LGBTQ+ Forum,
Pride Prom, a Back-to-school backpack giveaway event
and Fields of Valor.
CODE The Code Compliance Division is conducting proactive The code compliance division conducted educational outreach to raise awareness community outreach on significant code issues. 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.
FIRE The Fire Department has conducted two community 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, 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 Fire department was also awarded a $25,000 grant to update the departments CERT trailer and purchase new equipment.
COMPLETED ACTIONS
GOAL E - SAFETY
FIRE Applied for a grant to update the City's EOC, conduct EOC The fire department has received an OES grant in the amount of $49,877 and a drills and training, as well as update 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 mitigation plan.
The fire chief, and the selected company. Jacob Greene, and associates meet on a biweekly. Estimated completion of January 2026.
PD/FIRE/ The PD began a series of videos to educate the public on Both CCFD and CCPD continue to promote public safety programs and crime and safety. Videos produced include Burglary 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 Mitigation Plan in January-February 2025. discuss hate crimes and investigations.
PWI PW is always on the lookout for opportunities to enhance Engineering staff secured a SB 821 Grant to complete bicycle lane improvements ENGIN/ the City's ATP. along Whispering Palms Trail (which will include traffic calming features) and FIN 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.
DEV Council study session updates. A comprehensive update was presented to Council in May 2024. Through this SVCS/ presentation, staff outlined operational changes, recent training, and new policies CODE 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.
COMPLETED ACTIONS
GOAL E - SAFETY
An nudate of operase and ofter 22a to otiser roning 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.
Ses wil had wife adate hese further ite plain i tenant goal eing requiremengent contact mobile home parks to reinforce state water accessibly
COMPLETED ACTIONS
GOAL F-EMBRACING INCLUSIVE COMMUNITY
Dept Task Status- COMPLETED
Zoning code rewrite kickoff is scheduled for January 2025 City Council authorized a contract with Mintier Harnish (MH) for the preparation of and the project is expected to go through September 2026 sheering agd technical advisory montract includes several public workshops and MH was one of five proposers and received the highest rating by a review committee made up of planning staff and two planning commissioners.
Tonnie, Arcope tral Ree Connie, Paring Commison, and city.
Educate residents regarding sidewalk horizontal clearance Public Works - Engineering worked with the Community and Economic ENGIN/ standards to ensure private mailboxes do not violate ADA Development Department to draft the ordinance to amend Title 9 and 12 of the accessibility requirements. Cathedral City Municipal Code. Staff updated Title 9 driveway standards 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.
Communication & Events has created a marketing This is now finalized as a formal document that was presented to the Council in document that can be sent out to prospective agencies and December 2024. Staff has also made enhancements to the Special Use Permit event companies in the Coachella Valley (and beyond) to (SUP) application process and rental costs. This document beefs up the overall awareness of Cathedral City as an events destination, particularly the Community Amphitheater. In recent years, staff has seen third-party events requesting to come amphitheater as a destination venue for events and has back after a successful experience. This includes the Coachella Valley Bully Fest, seen a steady increase in third-party applications, not just Autism Awareness Walk/Acceptance event, DAP Health Volunteer Appreciation, in the amphitheater, but Avenida Lalo Guerrero, Town Desert BrewFest (Luchador Brewing), Mi Chavela Fest, and has sparked Square Park, Festival Lawn, and the breezeway area/steps continued interest from potential third-party applicants. The Communications &
COMPLETED ACTIONS
GOAL F- EMBRACING INCLUSIVE COMMUNITY
at Civic Center Plaza. 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
Develop additional community partnerships
Enhance visitor amenities and services
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) Communications has developed a strategy/ comprehensive The City has entered an agreement with FlashVote to conduct scientific surveys in plan for social media and digital communications with 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 promote content and storytelling strategy, measuring overall key news and events on KGAY Radio and Gay Desert Guide as outreach to our engagement and diversified methods of outreach to better LGBTQ+ residents. Staff also have an agreement with El Informador, to publish prioritize where residents get their news/information, which news articles and event posters in one of the most popular Spanish newspapers maximizes our ROI. in the Coachella Valley. The City of Cathedral City 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.
PD The PD created an informational video on our Homeless While the initial communication/outreach video is complete, this is ongoing State of ore Cry even in ay. The idea also posted represented and Ce Homeless ask ore codere aire re is represented on the Homelessness Task Force and there will be more videos on all 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 Communications & Events will be addressing these topics in a new series called homelessness and the ways staff are working to address it. "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
COMPLETED ACTIONS
GOAL F. EMBRACING INCLUSIVE COMMUNITY
City to combat homelessness and enhance overall beautification throughout the community.
Facide day iverk aly it aly paring nitriy at rely ad the and pat to DEV Zoning code rewrite. Housing is a core element of the zoning code rewrite. Further land use regulation svcs Launches in Januay 202 and will lin taugie depleber 2028. See This project DEV Zoning Ordinance Amendment - SB 9 The zoning code was amended in compliance with SB 9 to allow for urban lot splits sVcS 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.
Communications & Events continues to collaborate with Ongoing. The City's annual State of the City event was held to record attendance third-party agencies and vendors on potential events as both in 2023 and 2024. LGBT+ Days is going through some rebranding to increase well as city marketing and improving the City's wayfinding inclusivity for 2025, and Mi Chavela Fest will take place in the Community program. The new Events & Recreation Coordinator should Amphitheater celebrating Mexican Independence Day. 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 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.
COMPLETED ACTIONS
GOAL F- EMBRACING INCLUSIVE COMMUNITY
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.
ECON Communications and Economic Development continue to The City's new social media strategic plan includes increased measures for DEV collaborate on potential events as well as city marketing Spanish language communications and the Communications & Events team did and improving the City's wayfinding program. 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.
CMO The CMO office has established a monthly meeting with employees from all relevant departments. A cVAG
representative (Housing First Program) will be attending the February 2024 Unhoused Committee meeting to provide
updates and progress information.
• Manage code compliance open caseload with a target of As reported in the December 2024 update to City Council, the open caseload is 1,000 open cases to create more opportunities for proactive down to around 850 cases, which has enabled officers to have more proactive officer time with a particular emphasis on visual blight along time. Roughly 30 percent of the cases opened in 2024 have been opened by Code commercial corridors, including shopping cart enforcement, 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 waste containers in 2024. Public Works Maintenance is utilizing the CodeRed messaging platform to send messages related to street sweeping. venice A cody NA) prograticipation in the Abandoned The Code Compliance Division has evaluated technologies that would serve as a force multiplier for the Division and better enable the Division to initiate proactive • Develop and deploy pilot programs for the education and code compliance campaigns by neighborhood, including the use of generative A.l. enforcement of solid waste container regulations and technology through CityDetect. These solutions will be presented in more depth in street sweeping. the January 2025 work session.
COMPLETED ACTIONS
GOAL F- EMBRACING INCLUSIVE COMMUNITY
A draft abandoned and vacant building ordinance was Revisions to the draft abandoned and vacant building ordinance will be made and SVCS/ presented to City Council in July 2024. the item will be brought back to City Council along with information on residential CODE 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.
DEV Development Services brought an ordinance amendment Planning contracted with RRM Architects to prepare ADU construction drawings SVCS to the City Council. for use by Cathedral City residential property owners. The City's Pre-Approved 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.
CMO Quarterly meetings with ACBCI continue. A joint meeting has been tentatively scheduled for March 13, 2025.