Cathedral City City Council
May 28, 2025

NOTICE OF PUBLIC HEARING
Solid Waste Collection Rates

May 28, 2025, at 5:30 p.m.

CITY OF CATHEDRAL CITY
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234

IN ACCORDANCE WITH SECTION 6(A) OF ARTICLE XIIID OF THE CALIFORNIA CONSTITUTION (PROPOSITION 218) AND GOVERNMENT CODE SECTION 53755 NOTICE IS HEREBY GIVEN that a public hearing will be held before the City Council on May 28, 2025, at 5:30 p.m., at 68-700 Avenida Lalo Guerrero, Cathedral City, CA 92234. At the public hearing, the Council will consider the adoption of a resolution to set the maximum rates for solid waste collection and handling under the Franchise Agreement between City of Cathedral City (the “City”) and Burrtec Waste and Recycling Services, LLC (“Burrtec”) for Integrated Solid Waste Management Services dated July 1, 2010 (the “Franchise Agreement”). The amount Burrtec charges pursuant to the Franchise Agreement includes rates for its services, the City’s program costs for providing the service and specified fees charged by the city as authorized under the Integrated Waste Management Act (Collectively “Rates and Fees”). The rates and fees have been determined to be the amount necessary to provide their services and are not more than the reasonable cost to provide the service. The Franchise Agreement authorizes adjustments to the rates and fees based on cost increases associated with collection, disposal, and recycling of solid waste and adjustment to fees based on the annual increase in the consumer price index. The proposed rate increases are designed to ensure that the revenue collected from the solid waste rates is sufficient to cover the full costs of providing solid waste services.

The proposed schedule of maximum permissible service rates is set forth in Exhibit A attached hereto. This rate adjustment is in accordance with the contractually required rate adjustments as set forth in the Franchise Agreement.

 Rates for Residential Tax Roll Service will become effective January 1, 2026.

 Rates for Non-Tax Roll Residential and Commercial Services will become effective July 1, 2025.

To review the complete list of all rates, please contact the Environmental Conservation Department at (760) 770-0369 or [email protected].

Proposition 218

Owners and tenants may respond to the proposed rates in writing prior to or during the public hearing. Consistent with the provisions of Proposition 218 and Government Code Section 53755, this notice has been mailed to the record owners of the property at the addresses as they appear on the latest equalized assessment roll. If you object to the proposed rates described in this Notice you may file a written protest with the city at or before the time set for the public hearing. Protests can be mailed or personally delivered to:

CITY OF CATHEDRAL CITY
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234

Protests will not be accepted by email or facsimile. A valid protest must include:

1. The name of the person submitting the protest and their interest in the property (e.g., owner or tenant), and

2. Identification of the property by either assessor’s parcel number or street address, and

3. A statement of protest (“I/we protest” will suffice), and

4. The original signature of the protesting owner or tenant (photocopies will not be accepted).

Please note that pursuant to Government Code section 53755(b) only one written protest will be counted per parcel. Multiple protests returned for a single property will be disallowed and the City Clerk will only accept one protest per property.

The City Clerk will determine the validity of all protests submitted and exclude any invalid protests from the final tabulation. The City Clerk may confer with the City Attorney in determining the validity of written protests. As part of this process, the City Attorney may view contested or suspect protest forms. The City Clerk’s decision shall be final and binding.

FOR MORE INFORMATION

If you have questions or would like additional information regarding this Notice, the Public Hearing, or the proposed rates, please contact the Environmental Conservation Department, City of Cathedral City at (760) 770-0369.

EXHIBIT A

MAXIMUM PERMISSIBLE SERVICE RATES

Cathedral City Burrtec Waste and Recycling Services LLC

Single Family Residence Rate Adjustments Effective January 1, 2026, for Tax Roll Commercial & Industrial Rate Adjustment Effective July 1, 2025

Residential Rates
Residents of Cathedral City pay for their solid waste and recycling collection service through their property tax bill and is based on a calendar year from January 1st to December 31st of each year.

Single Family Residence

CURRENT

Monthly Rate
January 1, 2025,
through
December 31, 2025

PROPOSED

Monthly Rate
January 1, 2026,
through
December 31, 2026
Tax Roll Rate Basic Service:

Trash, Recycling & Organics

$30.80

$32.43
Commercial Trash Rates 2-yard 3-yard 4-yard 6-yard
Current 1x week service $ 169.60 $221.91 $305.07 $443.81 Proposed 1x week service $ 176.88 $231.37 $318.11 $462.75

Commercial Food Waste Rates
64 Gallon Organics
Cart
2-yard Organics
Bin
Current 1x week service $ 109.02 $297.02
Proposed 1x week service $113.86 $ 310.18

Roll Off Rates
Permanent Roll Off Rates (per pull)

Current Rates

Proposed Rates
20-Yard $193.88 $202.46
30-yard $267.75 $279.61
40-yard $314.19 $328.10
Commercial Recycle Rates 2-yard 3-yard 4-yard 6-yard
Current 1x week service $ 89.18 $ 117.79 $161.57 $235.66 Proposed 1x week service $ 95.03 $125.91 $172.60 $251.93 Cathedral City provides solid waste and recycling collection services via Franchise Agreement with Burrtec Waste and Recycling Services LLC. Solid waste and recycling service rates compensate Burrtec for the services it provides as well as Burrtec’ s payment of a Franchise Fee and Environmental Fee to the City. Those Fees compensate the City for its management, administration, and direct provision of solid waste services as well as Burrtec’ s use of government property.

If approved, the residential tax roll rate for calendar year, January – December 2026, will increase $1.63 per month or $19.56 annually.

Commercial Rates
Commercial rates are effective July 1, 2025. Commercial customers receive direct bills from Burrtec for services provided.

1512 Eureka Road, Suite 220, Roseville, CA 95661 | p 916.782.7821 | f 916.782.7824 | www.r3cgi.com June 25, 2024

Mr. Eric Vail
City Attorney – City of Cathedral City
Burke, Williams, & Sorenson, LLP
submitted via email: [email protected]
SUBJECT: Solid Waste Franchise Fee Study – R3 Report

Dear Mr. Vail,

R3 Consulting Group, Inc. (R3) is pleased to submit the attached Report of Solid Waste Franchise Fee Study (Study) to the City of Cathedral City (City). This Report presents our analytical methodology, results and findings, and recommendations regarding the solid waste Franchise Fee paid by the City’s contracted solid waste collection service provider, Burrtec Waste and Recycling Services, LLC (Contractor), per the Amended and Restated Franchise Agreement for Integrated Solid Waste Management Services (Agreement) between the City and the Contractor.

The purpose of this Study was to comprehensively analyze and calculate the following:

City’s Costs: The annual costs to the City for performing its management, administration, regulatory compliance and enforcement, solid waste collection and clean-up, and other obligations associated with the Contractor’s Agreement and the sanitation system.

Property Use Charges: The annual use charge to the Contractor for its special and lasting access to use government property in the public right-of-way for placement of solid waste containers and collection of the solid waste contents.

We then compared the calculated values for each component to the annual Franchise Fee paid by the Contractor to the City per the Agreement. We found that the City’s current and projected Franchise Fee revenues are less than the sum of the City’s Costs and government Property Use Charges calculated in this Study. Based on these results, we conclude that the City’s fee amount is not more than necessary to cover the City’s costs in managing and administering the Agreement and the sanitation system plus the value of the Contractor’s use of the public right-of-way. In a few instances where we did not receive certain variables, we estimated based on our experience elsewhere. Should you have better information, we will adjust the figures accordingly, but none are anticipated to change our main findings.

We appreciate the opportunity to be of service to the City. If you have any questions regarding this Report or need additional information, please contact me.

Sincerely,

Garth Schultz | Principal
R3 Consulting Group, Inc.
510.292.0853 | [email protected]

TABLE OF CONTENTS
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report toc - i

1. Executive Summary
page 1

2. Methodology & Calculations
page 3

3. Findings & Conclusions
page 10

4. Recommendations
page 11

1. EXECUTIVE SUMMARY
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 1 of 11 Background
The City’s Agreement with the Contractor is for the collection, processing, and disposal of solid waste from Contractor’s solid waste service subscribers in the City. The Agreement provides the Contractor with the exclusive right to provide critical aspects of the City’s sanitation system, including solid waste collection and the other services and programs included in the Agreement. The Agreement specifies that the Contractor will charge solid waste service subscribers, with the Contractor billing and collecting revenues from subscribers and the City authorizing the maximum rates that the Contractor may charge pursuant to the rate adjustment methodology included in the Agreement.

Per the Agreement, the Contractor pays the City a Franchise Fee to cover the costs incurred by the City in managing, administering, enforcing, and supplementing the services provided in the Agreement, as well as the charge for the use of the public right-of-way for the special and lasting access to use it for set- out and collection of solid waste containers.

Purpose
The purpose of this Study is to identify the amounts that may be reasonably recovered through the Franchise Fee paid by the Contractor to the City that are exempt from consideration as a tax. In terms of the applicable legal framework, this analysis seeks to quantify whether amounts that may be reasonably recovered through the Franchise Fees paid by the Contractors to the City fall within an exemption to the definition of a tax per Article XIII C, Section 1(e) of the California Constitution (“Proposition 26”).

There are four primary exceptions to the Proposition 26 definition of tax that are relevant:

Exception 1: “A charge imposed for a specific benefit conferred or privilege granted directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of conferring the benefit or granting the privilege.” Exception 2: “A charge imposed for a specific government service or product provided directly to the payor that is not provided to those not charged, and which does not exceed the reasonable costs to the local government of providing the service or product.” Exception 3: “A charge imposed for the reasonable regulatory costs to a local government for issuing licenses and permits, performing investigations, inspections, and audits, enforcing agricultural marketing orders, and the administrative enforcement and adjudication thereof.” Exception 4: “A charge imposed for entrance to or use of local government property, or the purchase, rental, or lease of local government property.”

The Franchise Fee is a fee with two components. The first component includes the City’s proportionate costs (City’s Costs) and is a legal fee per Exceptions 1, 2 and 3. The second component includes the proportionate charges for the Contractor’s use of the public right-of-way (Property Use Charges) and is a legal fee per Exception 4.

Methodology and Findings
To complete this Study, R3 reviewed and analyzed information provided by the City and the Contractor pertaining to the City’s Costs and Property Use Charges. Using that information, we then calculated the proportionate amounts necessary to cover the City’s costs, including staffing and other costs and use of government property in the public right-of-way. All calculated amounts in this Study are in current Fiscal Year (FY) 2023-24 dollars.

City’s Costs
The annual costs for management, administration, regulatory compliance and enforcement, solid waste collection and clean-up, and other obligations associated with the Contractor’s Agreement and the sanitation system includes: staffing salary and benefits, contracted services, capital and equipment Executive Summary
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 2 of 11 depreciation, operations and maintenance, supplies, and overhead for distributed costs including but not limited to property, utilities, insurance, human resources, payroll administration, accounts payable and receivable, and other finance functions.

Staffing costs are calculated based on estimated time allocations (based on historical experience and the assessment of current City employees) and other costs are calculated based on estimated share allocations associated with the sanitation system, with distributed overhead applied to both.

The calculation results are $386,963 in staffi ng costs and $373,492 in other costs, for annual proportionate City’s Costs totaling $760,455.

Property Use Charges
The annual charge to the Contractor for use of government property in the public right-of-way is calculated as a function of estimates for the number of solid waste accounts setting out solid waste collection containers in the right-of-way, the set-out area used, the amount of time it is used, and the market value for the per square foot use of the public right-of-way.

The calculation result for the use of the publ ic right-of-way is a proportionate annual total Property Use Charge of $723,025.

Conclusions
Franchise Fee
The FY 2022-23 Franchise Fee paid by the Contractor to the City was $1,303,075 and the projection for FY 2023-24 is $1,420,352. The sum of FY 2023-24 annual City’s Costs and amounts for Property Use Charges calculated in this Study is $1,483,480, which is $63,128 (4.44%) higher than the projected FY 2023-24 Franchise Fee payments.

The amount of the Franchise Fee is therefor e not more than necessary to cover the City’s costs incurred in managing and administering the Agreement and the sanitation system plus the value of the Contractor’s use of the public right-of-way.

Reasonableness of Estimates and Assumptions
In performing calculations, it was necessary to estimate certain values for which reasonable ranges exist.

Where assumptions were necessary for completing calculations, our objective was to apply assumptions on the lower end of the reasonable range.

Had we used other higher assumptions, the results of this Study would have been a higher calculated Franchise Fee amount. Therefore, we conclude that the calculated fee amounts are not higher than necessary to cover the City’s reasonable costs plus the reasonable value of the Contractor’s use of the public right-of-way.

Limitations
This Study relies on information provided by the City and the Contractor, which we have reviewed and analyzed for reasonableness and accuracy but did not independently audit or verify. As stated above, it was necessary to estimate certain values for which reasonable ranges are known to exist. Though changes to estimates and other underlying assumptions may materially change the calculations, we have elected to apply estimates on the low end of reasonable ranges, thus minimizing the potential that changes in calculations would result in different ultimate findings. We have reviewed estimates and assumptions with City staff and legal counsel and have mutual concurrence on applicability and reasonableness of all such values in this Study. Finally, the methodology employed by this Study calculates the reasonable values for the Franchise Fee within the context of current laws, regulations, and court rulings. Changes in the legal framework may require revisions to the methodology and findings contained in this Study.

2. METHODOLOGY & CALCULATIONS
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 3 of 11 City’s Costs
Methodology
R3 reviewed and analyzed information provided by the City pertaining to the General Fund costs incurred for management, administration, regulatory compliance and enforcement, solid waste collection and clean-up, and other obligations associated with the Contractor’s Agreement and the sanitation system.

These costs include and may not be limited to:

Staffing costs, including salaries and benefits.

Contracted services.

Capital and equipment depreciation.

Capital and equipment operations and maintenance.

Supplies and materials.

Overhead for distributed costs su ch as property, utilities, insurance, human resources, payroll administration, accounts payable and receivable, and other finance functions.

Using the total annual salary, benefits, and other cost information provided by the City, we estimated the proportion of costs associated with management and administration of the agreement and the sanitation system. We then calculated the proportionate totals and categorized them by the functions listed in the sections below.

Variables, Estimates and Assumptions
Staffing Costs
Variables associated with salaries and benefits include the allocation of time that positions are dedicated to management and administration of the Agreement and the sanitation system (including time supervising others with primary responsibility for these duties), the amount by which funding of salaries and benefits is paid by the General Fund, and the applicable amount of General Fund overhead.

The estimated time allocation by position category used in this Study (and based on historical experience) is shown in Table 1, below and on the following page, along with the explanation for the allocation values.

Table 1: Allocations of Staffing Time by Position
Positions Time
Allocation Explanation
City Manager, Assistant City Manager, Admin
Assistant, City Clerk, Admin Assistant I, Analyst I,
Councilmembers.
6%
Estimated allocation for code
enforcement obligations related to
solid waste and sanitation services.

All Code Enforcement Positions, Assistant
Facilities Maintenance Supervisor, Building
Maintenance Worker II, Facilities Manager,
Facilities and Field Superintendent, City Engineer,
Street Maintenance Worker.
10%
Estimated allocation for code
enforcement obligations related to
solid waste and sanitation services.

Director of Engineering and Public Works. 20%
Estimated allocation for job
obligations related to solid waste and
sanitation services.

Methodology & Calculations
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 4 of 11 Positions Time
Allocation Explanation
Maintenance Workers (Time on Catch Basin
Waste Removal Only). 100%
Estimated allocation for portion of
time spent on Catch Basin Waste
Removal only.

R3 verified with City staff that the salaries and benefits included in this Study are paid by the General Fund – any non-General Fund portions of positions included in Table 1 have been excluded from the calculations. A General Fund overhead rate of 10% (to account for the for distributed costs such as property, utilities, insurance, human resources, payroll administration, accounts payable and receivable, and other finance functions) is also applied to the total allocated costs.

Other Costs
Variables associated with the City’s other (i.e., non-salary and benefit) costs include the proportionate allocation of those costs that are for management and administration of the Agreement and the sanitation system, the amount by which these costs are paid by the General Fund, and the applicable amount of General Fund overhead.

The estimated time allocation by cost category used in this Study is shown in Table 2, below, along with the explanation for the allocation values.

Table 2: Allocations of Other Costs by Category
Cost Category Cost
Allocation Explanation
Public Works Maintenance Crews responsible for
Street Sweeping, Catch Basin Waste Removal,
and Illegal Dumping Clean-up.
80%
Estimated allocation based on
proportion of waste generation in
City.

Tree Trimming for Large Vehicle Curbside Access
in the Public Right of Way. 20%
Estimated allocation based on
assumption that only 20% of tree
trimming costs are related to this
activity.

CalRecycle SB 1383 Compliance. 100%
All these costs are directly
associated with management and
administration of the Agreement
and the sanitation system.

R3 verified with City staff that the other costs included in this Study are paid by the General Fund – any non-General Fund portions of these costs as included in Table 2 have been excluded from the calculations. A General Fund overhead rate of 10% (to account for the for distributed costs such as
property, utilities, insurance, human resources, payroll administration, accounts payable and receivable, and other finance functions) is also applied to the total allocated costs.

Methodology & Calculations
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 5 of 11 Analysis
Direct Management and Administration
This category includes City staffing and consulting costs for direct management and administration of the Agreement and the sanitation system. The calculation yields $56,031 in annual staffing costs, for total costs in this category of $56,031.

Indirect Management and Administration
This category includes City staffing costs for indirect management and administration, including supervision of those responsible for direct management and administration of the Agreement and the sanitation system and associated responsibilities. The calculation yields $72,260 in annual staffing costs, for total costs in this category of $72,260.

CalRecycle and SB 1383 Compliance
This category could include City staff costs and other costs for various activities associated with the City’s need to implement Senate Bill 1383 (Short-Lived Climate Pollutants Act) as well as annual reporting to the State agency CalRecycle. For the purposes of this Study, 10% of a Code Enforcement Officer I are estimated as being necessary for enforcement of the SB 1383 requirements included in the City’s municipal code. The calculation yields $11,340 in annual costs, for total costs in this category of $11,340.

Code Enforcement
This category includes City staffing costs for enforcing the solid waste provisions of the City’s Municipal Code, which includes illegal solid waste accumulations, illegal dumping, littering, improper waste collection setouts, nuisances, and the associated investigations, warnings, notices of violation, and administration of penalties. Total calculated annual costs in this category are $105,586.

Street Sweeping
When the Contractor or individual waste generators do not properly manage the collection of solid waste, that mismanaged solid waste tends to end up in the public right-of-way and on streets, where it must be removed by the City. Street sweeping captures solid waste that ends up in public streets because of improper collection. Most, if not all, of the solid waste that ends up in the streets is generated by properties that receive solid waste collection services from the Contractor.

For the purposes of this Study, we do not assume that all mismanaged solid waste that ends up on the City’s streets is generated by properties receiving solid waste services. Rather, because there is the possibility that some solid waste collected by street sweeping operations was originally generated by other sources, this Study estimates that only 80% of the solid waste collected by street sweepers was generated by properties receiving solid waste services. This assumption is consistent with other studies conducted by R3 (e.g., for the cities of Garden Grove and San Bruno) wherein street sweeping activities were allocated between 77.4% and 90% to the sanitation system.

This category includes City staffing, capital equipment, operations and maintenance, and contractor costs for the City’s street sweeping operations. Total calculated annual costs in this category are $150,791.

Catch Basin Waste Removal
As with street sweeping, solid waste that is not properly managed by waste generators or the Contractor, and not otherwise captured by street sweeping operations, accumulates in catch basins and other trash capture devices in the City’s storm drain system. As with the street sweeping category, we do not assume that all mismanaged solid waste that ends up in catch basins or trash capture devices is generated by properties that receive solid waste services; the 80% estimate used for street sweeping costs is also applied here, and for the same reasons.

Methodology & Calculations
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 6 of 11

This category includes City staffing, capital equipment, and operations and maintenance costs for the City’s catch basin waste removal operations. Allocated staffing costs for the Public Works maintenance crews are calculated to be $86,170 annually. The allocated and annualized costs for capital equipment and operations, maintenance costs, and outside contractors are calculated to be $21,140 annually, for a calculated total in this category of $107,310.

Illegal Dumping Clean-up
The City’s Public Works maintenance crews also clean up solid waste materials that are illegally dumped throughout the City. As with street sweeping and catch basin waste removal, an 80% waste generation allocation is applied. This category includes costs for outside contractors and service providers for clean- up of un-housed encampments. The allocated costs for clean-up of un-housed encampments are calculated to be $176,000 annually, for a calculated total in this category of $176,000.

Public Waste Containers
This category includes City staff costs and other costs for collection of waste deposited in public waste containers in the public right-of-way and other public locations in the City. The calculation yields $43,726 in annual staffing costs, for total costs in this category of $43,726.

Waste Collection at City Events
This category includes City staff costs and other costs for collection of waste generated and disposed of at City public events. The calculation yields $23,189 in annual staffing costs, for total costs in this category of $23,189.

Tree Trimming for Vehicle Access to Public Right-of-Way This category includes contractor costs for trimming of the City’s street trees to provide safe clearance for collection vehicles to collect solid waste from the public right-of-way. The calculation yields $14,222 in annual costs, for total costs in this category of $14,222.

Annual Total of City’s Costs
Table 3, on the following page, shows the total of the City’s Costs for management and administration of the Agreement and the sanitation system as calculated in this Study, by category.

Methodology & Calculations
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 7 of 11 Table 3: City’s Annual Costs by Category and in Total
Category Staffing Costs Other Costs Total
Direct Management and
Administration $56,031 - $56,031
Indirect Management and
Administration $72,260 - $72,260
CalRecycle SB 1383
Compliance - $11,340 $11,340
Code Enforcement $105,586 - $105,586
Street Sweeping - $150,791 $150,791
Catch Basin Waste Removal $86,170 $21,140 $107,310
Illegal Dumping Clean-up - $176,000 $176,000
Public Waste Containers $43,726 - $43,726
Waste Collection at City
Events $23,189 - $23,189
Tree Trimming - $14,222 $14,222
Total Annual City’s Costs $386,963 $373,492 $760,455

Property Use Charges
Methodology
R3 reviewed and analyzed information provided by the City and the Contractor pertaining to Property Use Charges for Contractor’s use of the public right-of-way for collection of solid waste collection containers.

They then calculated the annual Property Use Charges based on:

The setout area used for collection of so lid waste containers (in square feet).

The amount of time that the area is used.

The market value for use of the public ri ght-of-way (in dollars per square foot).

The number of solid waste subscribers setting out collection containers in the public right-of- way.

Methodology & Calculations
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 8 of 11 Using these values, we calculated the market value for the Contractor’s use of government property in the City.

Variables, Estimates, and Assumptions
Setout Area
Standard residential solid waste collection setouts include three solid waste collection containers, usually carts with wheels and lids, with one each for garbage, recycling, and organics waste streams. The setout area needed for placement of these containers is inclusive of the width of each container (typically two feet) as well as minimum required space between the containers and other objects such as cars (minimum of one feet). The set-out area also takes up available parking space and is, thus, assumed to extend six feet out from the curb. Taken altogether, the area for residential setouts is calculated as three containers that are each two feet wide, plus one foot between each container and other objects, for a total area ten feet wide times six feet in depth. The result is 60 square feet of setout area per serviced single- family residential property.

The amount of area used for commercial setouts (in this Study, use of the term commercial also always includes multi-family) can vary widely, as there is no standard commercial subscription size profile – each commercial solid waste subscriber can select from a range of container sizes, with most of them being larger than the containers used in residential areas. Given this complexity, this Study assumes that the average commercial setout area is twice that of the residential setout area, for 120 square feet. This estimate is likely lower than the average setout area needed in commercial areas and is, therefore, conservative.

Setout Time Usage
Standard residential solid waste collection is performed once weekly. Most residential containers are set out the evening prior to collection and are removed from the public right-of-way the following afternoon.

Thus, for the purposes of this Study, we assume that collection containers are in the public right-of-way for an average of 18 hours per day, one day per week, which amounts to approximately 10.71% of the time (18 hours divided by 24 per day divided by 7 days per week).

Commercial solid waste subscription setout times can vary widely – just as there is no standard commercial subscription size profile, likewise there is no standard collection frequency. Commercial solid waste subscribers can select collection frequency between once and six times per week, and with different frequencies for different waste streams. Given this complexity, this Study assumes that the average commercial collection frequently is twice weekly, for 21.42% of the time. As with the setout area, this estimate is likely lower than the average commercial collection frequency and is, therefore, conservative.

Market Value for Use of Public Right-of-Way
To establish a market value for use of the public right-of-way, R3 conducted an online survey of recent purchases of bare land in and around the City. R3 found 30 recent sales of bare land with a median sale value of $34.89 per square foot. To that value, R3 added the per square foot replacement value of the City’s street pavement, which is calculated as a function of the total replacement value of the City’s streets ($341,800,000) divided by the area of the streets in square feet (35,537,844) both of which are contained in the City’s 2023 Pavement Management Program report. The resultant value of the street improvements (meaning the value of the existing pavement system, not the value of projected future capital projects and maintenance required to maintain the value of the pavement system) is $9.62 per square foot, which, when added to the $34.89 market value of bare land, yields $44.51 per square foot.

This value is then divided by a rental realization rate of 7.2, which was derived based on the ratio of the $44.51 per square foot “purchase value” compared to 29 market rates for rental of bare land for parking.

Methodology & Calculations
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 9 of 11 The result is multiplied by the General Fund overhead rate of 10% to account for distributed costs including but not limited to property, utilities, insurance, human resources, payroll administration, accounts payable and receivable, and other finance functions, with the resulting per square foot value of $6.80.

This value is comparatively low given other methods that we could have used. For example, other communities have established use charges for use of the public right-of-way via “Streatery” programs or parklet rentals. To our knowledge, the minimum annual use charge per square foot in these communities is $5.21 and the largest is $30.00. The average annual per square foot use charge in these communities is $15.67.

Number of Subscriptions Setting Out Containers
The City reports that there are 18,198 residential and 826 commercial solid waste service subscribers in the City. However, not all subscribers set out their containers in the public right-of-way for collection all the time.

To account for non-setouts (either because subscribers don’t have waste materials to set out or because they receive on-premises service) we assume that only 90% of residential solid waste subscribers set out containers on a regular basis, for a resulting total of 16,378 average residential setouts. It is also understood that most commercial subscribers do not set out containers in the public right-of-way, and therefore we conservatively assume that only 5% of commercial subscribers set out containers on a regular basis, for a resulting total of 41 average commercial setouts.

It should be noted that the 90% set-out estimate for residential customers may be low, and the 5% set-out rate for commercial customers is almost certainly low – were one to take field observations for these values, we believe that the actual rates of set-out would be higher than used for the purposes of this Study.

Analysis and Total Annual Property Use Charges
Calculating the total annual Property Use Charges using the variables, estimates, and assumptions from the prior section is a function of multiplication, as shown in Table 4, below.

Table 4: Calculation of Total Annual Property Use Charges Variable Category Residential Commercial
Grand Total Annual
Property Use Charge
Setout Area 60 SF 120 SF
Setout Time Usage 10.71% 21.42%
Annual Use Charge $6.80 per SF $6.80 per SF
Number of Setouts 16,378 41
Total Annual Property
Use Charges $715,857 $7,168 $723,025

3. FINDINGS & CONCLUSIONS
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 10 of 11 Franchise Fee
The FY 2022-23 Franchise Fee paid to the Ci ty was $1,303,075 and the projection for FY 2023-24 is $1,420,352.

R3 calculated estimates of the City’s Costs and Property Use Charges based on actual and estimated cost information provided by the City, and with conservative assumptions for estimated values.

The sum of FY 2023-24 annual City’s Co sts ($760,455) and Property Use Charges ($723,025) amounts calculated in this Study is $1,483,480.

Where assumptions were necessary to comp lete the analysis in this Study, reasonable attempts were made to apply conservative assumptions given a range of possible inputs.

The calculated amounts bear a reasonable rela tionship to the Contractor’s burdens on the City resulting from the management and administration of the Agreement and the sanitation system, and the reasonable value of the Contractor’s use of the public right-of-way. The City’s Costs have been reviewed and confirmed by City staff as being representative of the actual time and costs incurred for these activities. Amounts of Property Use Charges are proportionately allocated to the Contractor with due recognition of the realities of the Contractor’s operations.

The amounts calculated in this Study are $63,128 (4.44%) higher than the projected FY 2023-24 Franchise Fee payments. It is highly unlikely, given the justification provided herein, that FY 2023-24 Franchise Fee payments will exceed the amounts calculated in this Study.

The projected FY 2023-24 Franchise Fee is less than would be justified by the calculations in this Study.

The Franchise Fee therefore is not more than necessary to cover the City’s costs incurred in managing and administering the Agreement and the sanitation system plus the value of the Contractor’s use of the public right-of-way.

4. RECOMMENDATIONS
City of Cathedral City | Solid Waste Franchise Fee Study – R3 Report 11 of 11 Annual Adjustments
All values calculated in this Study are in current FY 2023-24 dollars. Given that the City’s Costs and Property Use Charges will tend to change over time in response to changing staffing, benefits, and other costs, it would be appropriate for the City to implement an annual adjustment to the Franchise Fee.

R3 recommends the City consider includi ng an automatic annual adjustment that would change the fees in proportion to the percentage change in the Consumer Price Index (CPI).

We recommend the CPI for All Urban Consumers (CPI-U) for the Los Angeles-Long Beach- Anaheim area (U.S. Bureau of Labor Statistics series ID: CUURS49ASA0).

Sources and Uses Accounting
Currently, the City’s Costs and Property Use Charges are not tied to Franchise Fee revenues in the City’s accounting system. The City could implement project code accounting and/or enterprise fund accounting for the Franchise Fee to better track source revenues and their uses. In either case, allocated and/or direct staffing and other costs could be tied to source revenues, while the Property Use Charges could be transferred out for general use.

R3 recommends the City consider implement ing sources and uses accounting practices for Franchise Fee revenues, City’s Costs, and Property Use Charges.

Periodic Recalculation
Over time, the City’s Costs associated with the Agreement and the sanitation system and the value of Property Use Charges for use of the public right-of-way may change in ways that vary from the annual change in the CPI. Additionally, changes in City policies, programs, procedures, organization, geopolitical boundaries, laws, regulations, court rulings, and/or other factors may also trigger a need for recalculating fees.

R3 recommends the City consider updating this Study periodically (e.g., every five years) or more frequently if needed to recalculate fees in response to other factors.

Staff Report
City Council
Item No. 5.A
Meeting Date: May 28, 2025
From: John A. Corella, Director of Public Works
Title: First Reading of an Ordinance to Adopt the 2025 Citywide Speed Limits Survey
RECOMMENDATION:

To introduce and provide first reading, by title only, to an ordinance adopting the Traffic and Engineering Study by Albert A. Webb Associates, establishing the 2025 Citywide Speed Limits in Cathedral City.

BACKGROUND:

The California Vehicle Code (CVC) mandates cities to establish speed limits above 25 mph based on an Engineering and Traffic Survey (E&TS) conducted by a registered traffic engineer. The city's last citywide speed survey was completed in 2019.

On October 8, 2021, Assembly Bill No. 43 (AB 43), California’s “Traffic Safety” bill, was signed into law by Governor Newsom. The bill extends the validity of speed limits justified by an E&TS from seven (7) to up to fourteen (14) years, provided a registered engineer evaluates the survey and confirms that specified conditions are met.

AB 43 also grants local agencies more flexibility in setting speed limits within the CVC. It allows for speed limit reductions based on safety considerations, land use, and the presence of vulnerable pedestrian groups, including children, seniors, and individuals experiencing homelessness. Additionally, AB 43 enables lower speed limits in "business activity districts" and modifies the process for conducting traffic surveys.

The changes introduced by AB 43 were designed to enhance roadway safety and provide local jurisdictions with greater flexibility in setting speed limits on non-state highways, particularly in areas frequented by vulnerable populations and within designated business activity, school, and senior zones. Under this expanded authority, cities may adopt lower speed limits when justified by an E&TS and when necessary to enhance public safety and ensure the orderly movement of traffic.

Given the extension of the 2019 Citywide Speed Survey under AB 43 and recent changes to the city's roadway network due to infrastructure projects, city staff determined it was necessary to assess whether the current speed limits remain appropriate. This transition period provided an opportunity to evaluate roadway safety, traffic flow, and community concerns, all of which are essential in deciding whether updates to the posted speed limits are needed.

On November 13, 2024, the City Council authorized Albert A. Webb Associates (Webb) to conduct an E&TS of the city’s General Plan roadways in an amount not to exceed $45,012.

This study has been concluded and includes all arterial, major highways, secondary highways and collector roads in Cathedral City.

On May 14, 2025, the E&TS was presented during the Study Session to City Council for review and discussion. The City Council recommended re-evaluating the following segments:

Street From To Council Recommendation
Date Palm Drive Vista Chino 30th Avenue Reduce from 55 MPH to 50 MPH Date Palm Drive 30th Avenue McCallum Way Maintain speed at 45 MPH Vista Chino Drive West City Limits Landau Boulevard Reduce from 55 MPH to 50 MPH Vista Chino Drive Landau Boulevard Avenida Maravilla Reduce from 55 MPH to 50 MPH Vista Chino Drive Avenida Maravilla Date Palm Drive Reduce from 55 MPH to 50 MPH Whispering Palm Trail 30th Avenue McCallum Way Maintain speed at 25 MPH In response to the City Council’s recommendations, Webb conducted a re-evaluation of the six (6) proposed roadway segment changes. Using the methodology and requirements outlined in the California Vehicle Code, along with the amendments introduced through AB 43, Webb was able to support five (5) of the six (6) recommendations.

The recommendation to maintain a 25 MPH speed limit on Whispering Palms Trail between 30th Avenue and McCallum Way was the only segment that, based on current data, requires further analysis before formal justification can be made.

After reviewing the available data from the E&TS, including traffic counts, vehicle speeds, and collision history, along with roadway conditions, traffic patterns, surrounding land use, and the proposed Class III Bike Route Project, Webb concluded this segment merits a different approach.

Furthermore, since this roadway segment was not included in the 2019 Citywide Speed Survey, it is not subject to the same timeline as the other roadway segments. As such, Webb recommends postponing the E&TS for this segment and amend the ordinance at a later date, once updated survey data is available to support enforceable speed limits.

On May 21, 2025, staff presented the E&TS modified with City Council recommendations to the Planning Commission. The Planning Commission approved a recommendation for the City Council adopt the study.

DISCUSSION:

Based on the findings from the E&TS, along with additional analysis of roadway segments requested by the City Council, staff recommend modifications to the posted speed limits on thirteen (13) roadway segments, as detailed in the attached 2025 Citywide Speed Survey.

The proposed modifications, whether increases or reductions, are based on an engineering evaluation that considers prevailing traffic speeds, collision history, roadway geometry and operational conditions, adjacent land use characteristics (including commercial and residential density), proximity to school zones as defined by the California Vehicle Code (CVC), and the safety of bicyclists and pedestrians.

The following table provides a summary of the proposed speed limit adjustments based on the E&TS.

Street From To Speed Modification
Date Palm Drive Vista Chino 30th Avenue Reduce from 55 MPH to 50 MPH McCallum Way Date Palm Drive Santoro Drive Reduce from 30 MPH to 25 MPH McCallum Way Santoro Drive Da Vall Drive Reduce from 30 MPH to 25 MPH Mountain View Road Varner Road North City Limits Reduce from 55 MPH to 50 MPH Palm Drive Interstate 10 Varner Road Reduce from 60 MPH to 55 MPH Ramon Road Date Palm Drive Neuma Drive Reduce from 50 MPH to 45 MPH Ramon Road Neuma Drive Da Vall Drive Reduce from 50 MPH to 45 MPH Santoro Drive 30th Avenue McCallum Way Increase from 25 MPH to 35 MPH Varner Road West City Limits Edom Hill Road Reduce from 55 MPH to 50 MPH Vista Chino West City Limits Landau Boulevard Reduce from 55 MPH to 50 MPH Vista Chino Landau Boulevard Avenida Maravilla Reduce from 55 MPH to 50 MPH Vista Chino Avenida Maravilla Date Palm Drive Reduce from 55 MPH to 50 MPH 30th Avenue Date Palm Drive Santoro Drive Reduce from 45 MPH to 40 MPH The speed limit adjustments to these thirteen (13) roadways segments are detailed in Ordinance No. 2025-XX, which is attached to this staff report. The ordinance sets forth the proposed speed limits for all arterial, major highways, secondary highways and collector roads in Cathedral City, based on the findings and recommendations of the 2025 Citywide Speed Survey.

Staff recommend the City Council introduce and provide first reading, by title only, to an ordinance adopting the Traffic and Engineering Study by Albert A. Webb Associates, establishing the 2025 Citywide Speed Limits in Cathedral City.

FISCAL IMPACT:

There will be costs associated with the implementation of this Study, specifically, to remove, replace, and/or add new speed limit signs using Public Works Department staff to comply with the adopted 2025 Citywide Speed Limits Study. City staff estimate 80 new Speed Limit Signs will be required along the 13 roadway segments with revised speed limits.

The total estimated cost for the removal, replacement, and installation of new speed limit signs is $20,160. This amount includes approximately $16,800 for labor and materials, along with a 20% contingency of $3,360 to cover any incidental work. The cost will be covered with funds already budgeted in the Public Works Gas Tax (241) and Measure A (243) Maintenance and Operating Budget.

FIVE-YEAR STRATEGIC PLAN:

Goal E: Safety
Objective: Cathedral City is safe for all who live, work, visit and play in our community.

Action E-2: Continue to explore and utilize technology to promote public safety.

ATTACHMENTS:

Attachment 1 - 2025 Speed Survey Cathedral City
Attachment 2 - Ordinance No. 2025- XX
October 2017
January 2018
February 2018
April

CITY OF RIALTO

STREETLIGHT BENEFIT ANALYSIS
May 2018
2020

MOUNTAIN VIEW WAREHOUSE PROJECT

TRAFFIC IMPACT ANALYSIS
City of Cathedral City
Engineering & Traffic Survey
May 2025

CERTIFICATION

I, Nicholas Lowe, do hereby certify that this Engin eering and Traffic Survey for the City of Cathedral City was performed under my supervisio n. I certify that I am experienced in performing surveys of this type and duly registered in the State of California as a Professional Civil and Traffic Engineer.

Nicholas Lowe
RCE# 87666
TE# 3065
5/18/2025

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TABLE OF CONTENTS
SECTION 1 - Introduction .............................................................................................. 1-1  Regulations and Guidelines __________________________________________________ _ 1-1  Requirements and Methodology of an Engineering and Traffic Survey ______________ 1-5 SECTION 2 - Speed Survey Evaluation .................................................. ..................... 2-1  Field Review __________________________________________________ ______________ 2-3  Statistical Analysis Factors ____________________________________________________ 2-3  2014 CA MUTCD Standard __________________________________________________ _ 2-4  Collision History __________________________________________________ ___________ 2-5 SECTION 3 - Results and Recommendations .................................................. .......... 3-1  Avenida Maravilla ____________________________________________________________ 3-5  Cathedral Canyon Drive __________________________________________________ ____ 3-7  Date Palm Drive __________________________________________________ __________ 3-11  Da Vall Drive _______________________________________________________________ 3-16  Dave Kelly Road ____________________________________________________________ 3-18  Dinah Shore Drive __________________________________________________ ________ 3-19  East Palm Canyon Drive _____________________________________________________ 3-21  Edom Hill Road _____________________________________________________________ 3-23  Gerald Ford Drive ___________________________________________________________ 3-24  Landau Boulevard __________________________________________________ ________ 3-26  McCallum Way __________________________________________________ ___________ 3-29  Mountain View Road __________________________________________________ ______ 3-31  Palm Drive _________________________________________________________________ 3-32  Perez Road __________________________________________________ ______________ 3-33  Plumley Road __________________________________________________ ____________ 3-35  Ramon Road _______________________________________________________________ 3-37  San Antonio Drive __________________________________________________ ________ 3-40  Santoro Drive __________________________________________________ ____________ 3-41  San Luis Rey Drive __________________________________________________ _______ 3-42  Tachevah Drive _____________________________________________________________ 3-43  Varner Road __________________________________________________ _____________ 3-45

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 Vista Chino Drive __________________________________________________ _________ 3-47  30 th Avenue __________________________________________________ ______________ 3-49  33 rd Avenue ________________________________________________________________ 3-51  35 th Avenue __________________________________________________ ______________ 3-52

LIST OF TABLES
Table 2-1 – Survey Locations and Limits ............................................................................................ 2-1 Table 2-2 – 2022 California State Highways Collision Rate ............................................................. 2-5 Table 2-3 - Collision Rate from January 1, 2021 to December 31, 2024 ....................................... 2-5 Table 2-4 - Road Segment Collision Rates from January 1, 2021 to December 31, 2024 ......... 2-6 Table 3-1 - Speed Survey Recommendations .................................................................................... 3-1

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SECTION 1 - INTRODUCTION
This Engineering and Traffic Survey (E&TS) is inten ded to serve as the basis for the establishment and enforcement of speed limits for s elected streets within Cathedral City. This survey was authorized by the city and independently conducted by the private consulting firm Albert A. Webb Associates (WEBB).

Engineering and traffic surveys for speed limits sh ould be conducted every seven (7), or fourteen (14) years for the purpose of complying wi th California Vehicle Code (CVC) Section 40802.
 Regulations and Guidelines
AB 43 defines Assembly Bill 43. This bill would extend the period that a speed limit justified by a traffic and engineering survey conducted more the 7 years ago remains valid, for purposes of speed enforcement, if evaluated by a registered engineer, as specified, to 14 years.

This bill would also exempt a senior zone and busin ess activity district, as defined, from those provisions.

This bill makes several changes to existing speed limit laws, including:

1) Vulnerable Pedestrians : Local authorities are authorized to consider the safety of vulnerable groups when adjusting speed li mits based on engineering and traffic surveys and allows an addit ional 5 mph reduction of the posted speed limits.

2) Speed Limits in Business/Residential Districts : The bill establishes a 25 mph speed limit on state highways within business o r residential districts and allows Caltrans to change speed limits in these areas.

3) Lower Speed Limits : It permits Caltrans and local authorities to set speed limits as low as 15 or 20 mph on state highways.

4) School and Business Activity Districts: Local au thorities can lower speed limits near business activity districts and s chools without an engineering survey, with a warning period for viola tions during the first 30 days of implementation.

5) Traffic Surveys and Enforcement : The bill allows for further speed limit reductions and requires updates to the California M anual on Uniform Traffic Control Devices. It also establishes a time line for implementing these changes related to a new online traffic adjudication tool.

6) Speed Trap and Speed Limit Validity : The bill extends the validity of speed limits justified by engineering surveys from 7 to 14 years, and exempts senior zones and business activity district s from certain speed trap rules

These changes aim to improve safety and allow more flexibility in setting speed limits, particularly around vulnerable populations and specific districts.

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SECTION 1. Section 627 of the Vehicle Code is amended to read:
627. (a) “Engineering and traffic survey,” as used in this code, means a survey of highway and traffic conditions in accordance with methods deter mined by the Department of Transportation for use by state and local authorities.

SEC. 7. Section 22358.7 is added to the Vehicle Code, to read:
22358.7. (a) If a local authority, after completing an engineering and traffic survey, finds that the speed limit is still more th an is reasonable or safe, the local authority may, by ordinance, determine and declare a prima facie speed limit that has been reduced an additional five miles per hour for either of the following reasons:

(1) The portion of highway has been designated as a safety corridor. A local authority shall not deem more tha n one-fifth of their streets as safety corridors.
(2) The portion of highway is adjacent to any land or facility that generates high concentrations of bicyclists or pede strians, especially those from vulnerable groups such as chi ldren, seniors, persons with disabilities, and the unhoused.
(b) (1) As used in this section, “safety corridor” shall be defined by the Department of Transportation in the next revisi on of the California Manual on Uniform Traffic Control Device s. In making this determination, the department shall consider h ighways that have the highest number of serious injuries and fatalities based on collision data that may be derived from, but not li mited to, the Statewide Integrated Traffic Records System.
(2) The Department of Transportation shall, in the next revision of the California Manual on Uniform Traffic Control De vices, determine what constitutes land or facilities that generate high concentrations of bicyclists and pedestrians, as used in paragraph (2) of subdivision (a). In making this determination, the department shall consider density, road use type, and bicycle and pedestrian infrastructure present on a section of highway.
(c) A local authority may not lower a speed limit a s authorized by this section until June 30, 2024, or until the Judi cial Council has developed an online tool for adjudicating infractio n violations statewide as specified in Article 7 (commencing wit h Section 68645) of Chapter 2 of Title 8 of the Government Code, whichever is sooner.
(d) A local authority shall issue only warning citations for violations of exceeding the speed limit by 10 miles per hour o r less for the first 30 days that a lower speed limit is in effect as authorized by this section.

CVC Division 11, Chapter 7 defines the California S peed Laws. CVC Section 22352 indicates that prima facie speed limits are 15 miles per hour (mph) at unprotected railroad grade crossings, uncontrolled highway intersections with sight restrictions, and on any alley. In addition, the prima facie speed limit is 25 mph in residence and business districts, when approaching or passing a school building or grounds thereof, or when passing a senior center or other facility primarily used by senior citizens. C VC Division 1 defines a business district and residence district in Sections 235 and 515, respectively.

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A “business district” is that portion of a highway and the property contiguous thereto (a) upon one side of which highw ay, for a distance of 600 feet, 50 percent or more of the contiguous prop erty fronting thereon is occupied by buildings in use for business, or (b ) upon both sides of which highway, collectively, for a distance of 300 feet, 50 percent or more of the contiguous property fronting thereon is so o ccupied. A business district may be longer than the distances specified in this section if the above ratio of buildings in use for business to the length of the highway exists. 1

A “residence district” is that portion of a highway and the property contiguous thereto, other than a business district, (a) upon one side of which highway, within a distance of a quarter of a mile, the contiguous property fronting thereon is occupied by 13 or more separate dwelling houses or business structures, or (b) upon both sid es of which highway, collectively, within a distance of a quarter of a m ile, the contiguous property fronting thereon is occupied by 16 or more separate dwelling houses or business structures. A residence district may be longer than one-quarter of a mile if the above ratio of separat e dwelling houses or business structures to the length of the highway exists. 2

Section 2235 7(a) permits the establishment of speed limits greater than 25 mph based on the following text:

Whenever a local authority determines upon the basi s of an engineering and traffic survey that a speed greater than 25 mil es per hour would facilitate the orderly movement of vehicular traffi c and would be reasonable and safe upon any street other than a st ate highway otherwise subject to a prima facie limit of 25 mile s per hour, the local authority may by ordinance determine and declare a prima facie speed limit of 30, 35, 40, 45, 50, 55, or 60 miles per ho ur or a maximum speed limit of 65 miles per hour, whichever is found most appropriate to facilitate the orderly movement of traffic and is reasonable and safe. 3 Therefore, the CVC allows local authorities to incr ease the prima facie limits by ordinance or resolution to appropriate limits as determined by a n engineering and traffic survey. Posted speed limits not defined in the CVC or established by ordinance are not valid. The CVC requires that speed surveys must be performed with the use o f radar or other electronic devices at locations where speed limits are to be enforced wit h the use of radar. The current survey must be completed within five years as specified in Sect ion 40802(a), seven years as specified in Section 40802(c), or ten years as specified in Sect ion 40802(c), of the date of the preceding survey. A survey allowed to expire passed the valid duration of the previous survey would constitute a speed trap as defined in Sections 40802 of the CVC:
(1) (a) A “speed trap” is either of the following:

1 California Department of Motor Vehicles, California Vehicle Code , Division 1, Section 235, 2025 2 California Department of Motor Vehicles, California Vehicle Code , Division 1, Section 515, 2025 3 California Department of Motor Vehicles, California Vehicle Code , Division 11, Chapter 7, Section 22357, 2025

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(1) A particular section of a highway measured as t o distance and with boundaries marked, designated, or otherwise de termined in order that the speed of a vehicle may be calculated by securing the time it takes the vehicle to travel the known distance.

(2) A particular section of a highway with a prima facie speed limit that is provided by this code or by local ordinance under paragraph (1) of subdivision (b) of Section 22352, or established under Section 22354, 22357, 22358, or 22358.3, if that prima facie speed limit is not justified by an engineering and traffic survey conducted within five years prior to the date of th e alleged violation, and enforcement of the speed limit invol ves the use of radar or any other electronic device that measures the speed of moving objects. This paragraph does not apply to a local street, road, school zone, senior zone, business activity d istrict, or speed limit adopted under Section 22358.7 or 22358.8.

(2) A “speed trap” is either of the following:

(A) A particular section of a highway measured as t o distance and with boundaries marked, designated, or otherwise de termined in order that the speed of a vehicle may be calculated by securing the time it takes the vehicle to travel the known distance.

(B) (i) A particular section of a highway or state highway with a prima facie speed limit that is provided by this code or by local ordinance under paragraph (1) of subdivision (b) of Section 2 2352, or established under Section 22354, 22357, 22358, or 2 2358.3, if that prima facie speed limit is not justified by an engineering and traffic survey conducted within one of the followin g time periods, prior to the date of the alleged violation, and enf orcement of the speed limit involves the use of radar or any other electronic device that measures the speed of moving objects:

(I) Except as specified in subclause (II), seven years.

(II) If an engineering and traffic survey was condu cted more than seven years prior to the date of the alleged violat ion, and a registered engineer evaluates the section of the hi ghway and determines that no significant changes in roadway o r traffic conditions have occurred, including, but not limite d to, changes in adjoining property or land use, roadway width, or t raffic volume, 14 years.

(ii) This subparagraph does not apply to a local st reet, road, or school zone, senior zone, business activity district, or speed limit adopted under Section 22358.7 or 22358.8.

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 Requirements and Methodology of an Engineering and Traffic Survey
Speed zones are primarily established to protect th e public from the unreasonable behavior of reckless, unreliable, or otherwise dangerous driver s. Speed limits are normally set near the 85th-percentile speed that statistically represents one standard deviation above the average speed. The 85th-percentile speed is defined as the speed at or below which 85 percent of traffic is moving. Speed limits established on this basis c onform to the greater majority of motorists as to what speed is reasonable and prudent, and are no t dependent on the judgment of one or a few individuals.

The Engineering and Traffic Survey, as defined in C VC Section 627, must consider the prevailing speeds, accident records, and highway, t raffic, and roadside conditions not readily apparent to the driver. Local authorities may also consider residential density and pedestrian and bicycle safety. Speed zones are also establishe d to advise motorist of road conditions or hazards, which may not be readily apparent to a rea sonable driver. For this reason, a field review of related road/traffic variables is conduct ed which is considered in combination with the statistical data and collision history of a particu lar roadway segment to determine a safe and reasonable speed limit. The specific procedures used in the performance of an Engineering and Traffic Study are outlined in the California Manual on Uniform Traffic Control Device s, 2014 Edition (CA MUTCD). The statistical factors used to analyz e the collected speed survey data and additional factors as noted in the CA MUTCD to consider are defined in the following section.

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SECTION 2 - SPEED SURVEY EVALUATION
Seventy-three (73) locations were evaluated by WEBB are included in this report. The location and the limits of each roadway segment are listed in Table 2-1.

Table 2-1 – Survey Locations and Limits
Street From To
Avenida Maravilla Vista Chino Tachevah Drive
Avenida Maravilla Tachevah Drive 30th Avenue
Avenida Maravilla 30th Avenue McCallum Way
Avenida Maravilla McCallum Way Ramon Road
Cathedral Canyon Drive Ramon Road 33rd Avenue
Cathedral Canyon Drive 33rd Avenue Dinah Shore Drive
Cathedral Canyon Drive Dinah Shore Drive Paseo Real
Cathedral Canyon Drive Paseo Real Kieley Road
Cathedral Canyon Drive Kieley Road Perez Road
Cathedral Canyon Drive Perez Road East Palm Canyon
Drive
Cathedral Canyon Drive East Palm Canyon Drive Kings Road Cathedral Canyon Drive Kings Road Terrace Road
Date Palm Drive Varner Road Vista Chino
Date Palm Drive Vista Chino 30th Avenue
Date Palm Drive 30th Avenue McCallum Way
Date Palm Drive McCallum Way Ramon Road
Date Palm Drive Ramon Road Dinah Shore Drive
Date Palm Drive Dinah Shore Drive 35th Avenue
Date Palm Drive 35th Avenue Gerald Ford Drive
Date Palm Drive Gerald Ford Drive Perez Road
Date Palm Drive Perez Road East Palm Canyon
Drive
Da Vall Drive 30th Avenue Ramon Road
Da Vall Drive Ramon Road Dinah Shore Drive
Da Vall Drive Gerald Ford Drive South City Limits
Dave Kelly Road Date Palm Drive Plumley Road
Dinah Shore Drive West City Limits Cathedral Canyon
Drive
Dinah Shore Drive Cathedral Canyon Drive Date Palm Drive Dinah Shore Drive Date Palm Drive Da Vall Drive
East Palm Canyon Drive Golf Club Drive Perez Road
East Palm Canyon Drive Perez Road Cathedral Canyon
Drive
East Palm Canyon Drive Cathedral Canyon Drive Date Palm Drive East Palm Canyon Drive Date Palm Drive East City Limits Edom Hill Road Varner Road Burrtec Transfer Station
Gerald Ford Drive Date Palm Drive Plumley Road

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Street From To
Gerald Ford Drive Plumley Road Da Vall Drive
Landau Boulevard Verona Road Vista Chino
Landau Boulevard Vista Chino Tachevah Drive
Landau Boulevard Tachevah Drive 30th Avenue
Landau Boulevard 30th Avenue McCallum Way
Landau Boulevard McCallum Way Ramon Road
McCallum Way Landau Boulevard Avenida Maravilla
McCallum Way Avenida Maravilla Date Palm Drive
McCallum Way Date Palm Drive Santoro Drive
McCallum Way Santoro Drive Da Vall Drive
Mountain View Road Varner Road North City Limits
Palm Drive Interstate 10 Varner Road
Perez Road East Palm Canyon Drive Cathedral Canyon
Drive
Perez Road Cathedral Canyon Drive Date Palm Drive Drive Plumley Road Dave Kelley Road Dinah Shore Drive
Plumley Road Dinah Shore Drive 35th Avenue
Plumley Road 35th Avenue Gerald Ford Drive
Ramon Road San Luis Rey Drive Landau Boulevard
Ramon Road Landau Boulevard Cathedral Canyon
Drive
Ramon Road Cathedral Canyon Drive Date Palm Drive
Ramon Road Date Palm Drive Neuma Drive
Ramon Road Neuma Drive Da Vall Drive
San Antonio Drive San Mateo Drive Mission Drive
Santoro Drive 30th Avenue McCallum Way
San Luis Rey Drive Mission Drive Ramon Road
Tachevah Drive Landau Boulevard Avenida Maravilla
Tachevah Drive Avenida Maravilla Date Palm Drive
Varner Road West City Limits Edom Hill Road
Varner Road Edom Hill Road Date Palm Drive
Varner Road Date Palm Drive Bob Hope Drive
Vista Chino West City Limits Landau Boulevard
Vista Chino Landau Boulevard Avenida Maravilla
Vista Chino Avenida Maravilla Date Palm Drive
30th Avenue Landau Boulevard Avenida Maravilla
30th Avenue Avenida Maravilla Date Palm Drive
30th Avenue Date Palm Drive Santoro Drive
30th Avenue Santoro Drive Da Vall Drive
33rd Avenue Cathedral Canyon Drive Date Palm Drive
35th Avenue Date Palm Drive Plumley Road

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 Field Review
Speed data was collected using calibrated radar spe ed guns and was performed by a sub- consultant to WEBB, Counts Unlimited. Each of the r adar speed surveys were made from an inconspicuously parked, unmarked vehicle. An effort was made to ensure that the presence of the vehicle in no way affected the speed of the tra ffic being surveyed. Field information from these speed surveys and other roadway characteristi cs were recorded on field data forms and later coded into engineering software for analysis purposes. CA MUTCD Section 2B.13 indicates that in order for the sample to be repres entative of the actual traffic flow, it is desirabl e to have a minimum sample of 100 vehicles for a spee d zone survey, but in no case should the sample contain less than 50 vehicles. In addition t o speed data, average daily traffic (ADT) volumes for each segment were collected from the su rvey using pneumatic tube counters and radar counts.

Examples of the field data collected for the purpos es of analyzing related roadway characteristics as they pertain to the determinatio n of appropriate speed limits are listed below.

The results of the field review for related roadway and traffic variables are summarized in the next section of this report.

1. Segment length, width and alignment;

2. Level of pedestrian and bicycle activity, truck volume;

3. Traffic flow characteristics;

4. Number of lanes and other channelization/stripin g factors;

5. Frequency of intersections, driveways, on-street parking, bike lanes;

6. Locations of stop signs, traffic signals, and ot her regulatory traffic control devices;

7. Roadway condition, bumps and dips;

8. Obstructions to driver/pedestrian visibility;

9. Land use and proximity of schools, parks/recreat ion areas and senior centers;

10. Uniformity with existing speed zones in adjacent jurisdictions; and

11. Any other unusual conditions or hazards not readily apparent to the driver.  Statistical Analysis Factors
Significant factors used to analyze the collected survey data are summarized below:
• 85th-Percentile Speed . The critical speed, or the 85th-percentile speed, is defined as that speed at or below which 85 percent of the traffic is moving. This factor is the primary guide in determining what speed the majority of dri vers find safe and reasonable.

Therefore, the practice is to set the speed limit t o the nearest 5 mph increment from the 85th-percentile speed unless other factors require a lower limit. Speed limits set on this basis provide law enforcement officials with a mean s of controlling reckless or unreliable drivers who will not conform to what the majority finds reasonable. • 10-mph Pace . The 10-mph pace is the 10-mph increment range whi ch contains the largest number of recorded vehicles. This factor is a measure of the dispersion of speeds within the sample surveyed. Speed limits should normally be set to fall within the 10-mph pace, however, conditions not readily appare nt to the driver or adhering to state mandated limits such as in residence districts may require setting speed limits below the 10-mph pace.
• 50th-Percentile Speed . The median speed, or 50th-percentile speed, repre sents the mid-point value within the range of recorded speeds for a particular roadway location. In other words, 50 percent of the vehicles travel fast er than, and 50 percent travel slower

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than, the median speed. This value is another measu re of the central tendency of the vehicle speed distribution. Typically speed limits should not be set below the 50th- percentile speed, since it would result in greater than 50-percent of the drivers exceeding the speed limit.
• 15th-Percentile Speed . The 15th-percentile speed is that speed at or bel ow which 15 percent of the vehicles are traveling. This value i s important in determining the minimum allowable speed limit, given that the vehicles trav eling below this speed tend to obstruct the flow of traffic, thereby increasing the collision potential. • Percent of Vehicles in Pace Speed . The percent of vehicles in the 10-mph pace speed is an indication of the grouping of vehicular speed s. Ideally, if all vehicles were traveling at or about the same speed, there would be a reduce d likelihood of vehicular collisions.

In speed limit analysis, the higher the percent of vehicles within the pace speed, the more favorable the speed distribution. The percent of the 10-mph pace is often between 60 and 90 percent.
 2014 CA MUTCD Standard
The 2014 CA MUTCD Section 2B.13 sets the standard for establishing posted speed limits:

Standard: 12a When a speed limit is to be posted, i t shall be established at the nearest 5 mph increment of the 85th-percentile speed of free-flowing traffic (CVC Section 22358.6(a)), except as shown in the two Opt ions below for rounding down and using 5 mph speed reduction (CVC Section 2 2358.6(b)), or rounding up (CVC Section 22358.6(c)), or if using Standard:

If the speed limit to be posted has had the 5 mph r eduction applied, then an E&TS shall document in writing the conditions and j ustification for the lower speed limit and be approved by a registered Civil o r Traffic Engineer. The reasons for the lower speed limit shall be in compl iance with CVC Sections 627 and 22358.5. additional 5 mph speed reduction on local agency ro adways for safety corridor designation (CVC Section 22358.7(a) (1)) or adjacent to land or facility generating high concentrations of bicyclists and pedestrians (CVC Section 22358.7(a)(2)).

Option:

1. For cases in which the nearest 5 mph increment o f the 85th- percentile speed would require a rounding down, the posted speed may be reduced by 5 mph from the nearest 5 mp h
increment of the 85th-percentile speed, in complian ce with CVC Sections 627 and 22358.5. CVC Sections 22353, 22353 .2, 22353.3, 22353.4, and 22353.5, may also be consider ed, if applicable. See Standard below for documentation re quirements.

Refer to CVC Section 22358.6(b).

2. For cases in which the nearest 5 mph increment of the 85th- percentile speed would require a rounding up, then the speed limit may be rounded down to the nearest 5 mph increment below the 85th percentile speed, if no further reduction is u sed. Refer to CVC Section 21400(b). Refer to CVC Section 22358.6(c).

2-5
 Collision History
The Engineering and Traffic Survey forms summarize the available collision information for each of the street segments. The collision information w as gathered from the California Statewide Integrated Traffic Records System (SWITRS) between January 1, 2021 to December 31, 2024.

Based on the number of total collisions per segment studied over the 4 year period and ADT volumes, a collision rate per million vehicle miles was calculated for the segment. To provide a general comparison of the collision rates on the se gment to expected collision rates for similar types of local roadways, the collision rate for the segment was compared to the statewide average rate listed in the 2022 Collision Data on C alifornia State Highways (road miles, travel, collisions, collision rates) 4 as listed in Table 2-2. Only the segments that exp erienced collisions due to unsafe speeds in the studied timeframe are s hown in the table. The calculated collision rate for the segment is shown on Table 2-3.

Table 2-2 – 2022 California State Highways Collision Rate

Table 2-3 - Collision Rate from January 1, 2021 to December 31, 2024 Collision Rate Formula
(Number of Collisions * 1,000,000)
(Segment Length * ADT * 365 * # of Years)

4 California Department of Transportation, 2022 Collision Data on California State Highways (roa d miles, travel, collisions, collision rates) , revised in 2022
Lane Type Total Accidents per Million Vehicle Miles (AMVM) 2 and 3 Lane Roadway 0.96
4+ Lanes (Undivided Highway) 1. 10
4+ Lanes (Divided Highway) 0.93

2-6
Table 2-4 - Road Segment Collision Rates from January 1, 2021 to December 31, 2024 Street From To
Averag
e Daily
Traffic
Lane
Type
Number
of
Collisions
(1/1/21-
12/31/24)

Accidents
per
Million
Vehicle
Miles
Avenida Maravilla Vista Chino Tachevah Drive 2,399 2 lanes 0 0.00 Avenida Maravilla Tachevah Drive 30th Avenue 3,183 2 lanes 2 0.87 Avenida Maravilla 30th Avenue McCallum Way 2,453 2 lanes 4 2.23 Avenida Maravilla McCallum Way Ramon Road 2,712 2 lanes 3 1.53 Cathedral Canyon Drive Ramon Road 33rd Avenue 8,765 4-5 lanes 4 0.63 Cathedral Canyon Drive 33rd Avenue Dinah Shore Drive 12,600 4-5 lanes 11 1.19 Cathedral Canyon Drive Dinah Shore Drive Paseo Real 14,964 4-5 lanes 1 0.10 Cathedral Canyon Drive Paseo Real Kieley Road 14,659 4-5 lanes 1 0.08 Cathedral Canyon Drive Kieley Road Perez Road 14,676 4-5 lanes 1 0.43 Cathedral Canyon Drive Perez Road East Palm Canyon Drive 8,667 4-5 lanes 2 0.54 Cathedral Canyon Drive East Palm Canyon Drive Kings Road 5,432 2-4 lanes 0 0 Cathedral Canyon Drive Kings Road Terrace Road 3,887 2 lanes 0 0 Date Palm Drive Varner Road Vista Chino 10,224 2-8 lanes 10 0.57 Date Palm Drive Vista Chino 30th Avenue 23,918 6-7 lanes 2 0.06 Date Palm Drive 30th Avenue McCallum Way 20,963 6-7 lanes 3 0.20 Date Palm Drive McCallum Way Ramon Road 22,160 6-7 lanes 7 0.43 Date Palm Drive Ramon Road Dinah Shore Drive 22,531 5-7 lanes 4 0.12 Date Palm Drive Dinah Shore Drive 35th Avenue 22,799 5-8 lanes 3 0.18 Date Palm Drive 35th Avenue Gerald Ford Drive 19,835 4-5 lanes 2 0.14 Date Palm Drive Gerald Ford Drive Perez Road 21,526 6-7 lanes 3 0.27 Date Palm Drive Perez Road East Palm Canyon Drive 16,590 6-7 lanes 0 0.00 Da Vall Drive 30th Avenue Ramon Road 8,394 4 lanes 0 0.00 Da Vall Drive Ramon Road Dinah Shore Drive 9,853 2-4 lanes 0 0.00 Da Vall Drive Gerald Ford Drive South City Limits 11,854 4 lanes 1 0.12 Dave Kelly Road Date Palm Drive Plumley Road 4,274 2-4 lanes 2 0.64 Dinah Shore Drive West City Limits Cathedral Canyon Drive 23,294 4-5 lanes 6 0.31 Dinah Shore Drive Cathedral Canyon Drive Date Palm Drive 23,420 4-6 lanes 13 0.76 Dinah Shore Drive Date Palm Drive Da Vall Drive 23,116 4-6 lanes 3 0.09 East Palm Canyon Drive Golf Club Drive Perez Road 38,615 4-5 lanes 10 0.23 East Palm Canyon Drive Perez Road Cathedral Canyon Drive 32,292 5-6 lanes 5 0.18 East Palm Canyon Drive Cathedral Canyon Drive Date Palm Drive 32,445 4 lanes 1 0.08 East Palm Canyon Drive Date Palm Drive East City Limits 40,956 5-6 lanes 2 0.09 Edom Hill Road Varner Road Burrtec Transfer Station 2,175 2 lanes 0 0.00 Gerald Ford Drive Date Palm Drive Plumley Road 11,861 4 lanes 1 0.12 Gerald Ford Drive Plumley Road Da Vall Drive 13,716 4 lanes 0 0.00 Landau Boulevard Verona Road Vista Chino 4,702 3 lanes 2 0.59 Landau Boulevard Vista Chino Tachevah Drive 13,922 4-5 lanes 1 0.10 Landau Boulevard Tachevah Drive 30th Avenue 14,375 4-5 lanes 1 0.10 Landau Boulevard 30th Avenue McCallum Way 19,429 4-5 lanes 5 0.35

2-7

Street From To
Averag
e Daily
Traffic
Lane
Type
Number
of
Collisions
(1/1/21-
12/31/24)

Accidents
per Million
Vehicle
Miles
Landau Boulevard McCallum Way Ramon Road 13,183 4-5 lanes 7 0.73 McCallum Way Landau Boulevard Avenida Maravilla 2,581 2 lanes 0 0 McCallum Way Avenida Maravilla Date Palm Drive 5,157 2-3 lanes 2 0.53 McCallum Way Date Palm Drive Santoro Drive 4,419 2-3 lanes 1 0.31 McCallum Way Santoro Drive Da Vall Drive 2,666 2 lanes 0 0.00 Mountain View Road Varner Road North City Limits 13,271 2 lanes 0 0.00 Palm Drive Interstate 10 Varner Road 30,564 4-6 lanes 2 0.05 Perez Road East Palm Canyon Drive Cathedral Canyon Drive 7,951 4-5 lanes 1 0.15 Perez Road Cathedral Canyon Drive Date Palm Drive 10,881 4-5 lanes 5 0.55 Plumley Road Dave Kelley Road Dinah Shore Drive 3,510 2-3 lanes 0 0.00 Plumley Road Dinah Shore Drive 35th Avenue 2,967 2-3 lanes 1 0.46 Plumley Road 35th Avenue Gerald Ford Drive 2,745 2-3 lanes 1 0.50 Ramon Road San Luis Rey Drive Landau Boulevard 39,377 4-7 lanes 4 0.09 Ramon Road Landau Boulevard Cathedral Canyon Drive 37,320 6-7 lanes 7 0.26 Ramon Road Cathedral Canyon Drive Date Palm Drive 34,164 6-7 lanes 0 0.00 Ramon Road Date Palm Drive Neuma Drive 30,617 6-7 lanes 2 0.11 Ramon Road Neuma Drive Da Vall Drive 27,855 6-7 lanes 2 0.08 San Antonio Drive San Mateo Drive Mission Drive 1,142 2 lanes 3 2.78 Santoro Drive 30th Avenue McCallum Way 1,438 2-3 lanes 0 0.00 San Luis Rey Drive Mission Drive Ramon Road 6,091 2-4 lanes 2 0.75 Tachevah Drive Landau Boulevard Avenida Maravilla 1,194 2 lanes 1 0.61 Tachevah Drive Avenida Maravilla Date Palm Drive 1,676 2 lanes 0 0.00 Varner Road West City Limits Edom Hill Road 13,246 2 lanes 0 0.00 Varner Road Edom Hill Road Date Palm Drive 16,831 2-3 lanes 2 0.07 Varner Road Date Palm Drive Bob Hope Drive 4,801 2 lanes 2 0.10 Vista Chino West City Limits Landau Boulevard 23,618 4 lanes 9 0.23 Vista Chino Landau Boulevard Avenida Maravilla 22,500 4-5 lanes 2 0.12 Vista Chino Avenida Maravilla Date Palm Drive 22,858 4 lanes 6 0.37 30th Avenue Landau Boulevard Avenida Maravilla 5,054 2-3 lanes 0 0.00 30th Avenue Avenida Maravilla Date Palm Drive 6,250 2-3 lanes 0 0.00 30th Avenue Date Palm Drive Santoro Drive 9,556 2-3 lanes 1 0.14 30th Avenue Santoro Drive Da Vall Drive 5,846 2-3 lanes 0 0.00 33rd Avenue Cathedral Canyon Drive Date Palm Drive 2,347 2 lanes 3 1.74 35th Avenue Date Palm Drive Plumley Road 939 2 lanes 0 0.00

3-1

SECTION 3 - RESULTS AND RECOMMENDATIONS
The recommendations contained in this report are intended to establish prima facie speed limits.

Prima facie limits attempt to advise the motorist a nd enforcement of the reasonable speed for a particular section of roadway for the prevailing conditions.

The Engineering and Traffic Survey Sheets presented in this section illustrate the results of a thorough evaluation of the available data and indic ate a recommended speed limit for the street segment surveyed. A summary of the data analysis, a long with the recommended speed limit can be found in Table 3-1 followed by a description of the recommendations for roadway segments with changing posted speed limits or for s peed limits that were rounded down per CVC 21400(b).

Table 3-1 - Speed Survey Recommendations

Street From To
Existing
Speed
85th
%ile
Recommended
Speed Justification
Avenida Maravilla Vista Chino Tachevah Drive 25 MPH 35 MPH 25 MPH Residential District Avenida Maravilla Tachevah Drive 30th Avenue 25 MPH 36 MP H 25 MPH Residential District Avenida Maravilla 30th Avenue McCallum Way 25 MPH 33 MPH 25 MPH Residential District Avenida Maravilla McCallum Way Ramon Road 25 MPH 37 MPH 25 MPH Residential District Cathedral Canyon Drive Ramon Road 33rd Avenue 45 MPH 48 M PH 45 MPH CVC 22358.6 Cathedral Canyon Drive 33rd Avenue Dinah Shore Drive 45 MPH 47 MPH 45 MPH 85th Percentile Cathedral Canyon Drive Dinah Shore Drive Paseo Real 45 MPH 51 MPH 45 MPH CVC 22358.7 Cathedral Canyon Drive Paseo Real Kieley Road 40 MPH 49 MPH 40 MPH CVC 22358.7 & CVC 22358.6
Cathedral Canyon Drive Kieley Road Perez Road 35 MPH 45 MPH 35 MPH CVC 22358.7 Cathedral Canyon Drive Perez Road East Palm Canyon
Drive 35 MPH 40 MPH 35 MPH CVC 22358.7
Cathedral Canyon Drive East Palm Canyon
Drive Kings Road 25 MPH 35 MPH 25 MPH CVC 22358.7
Cathedral Canyon Drive Kings Road Terrace Road 25 MPH 38 MPH 25 MPH Residential District Date Palm Drive Varner Road Vista Chino 55 MPH 56 MPH 55 MPH 85th Percentile

3-2

Street From To Existing
Speed
85th
%ile
Recommended
Speed Justification
Date Palm Drive Vista Chino 30th Avenue 55 MPH 58 MPH 50 MPH CVC 22358.6 & CVC 22358.7
Date Palm Drive 30th Avenue McCallum Way 45 MPH 54 MPH 45 MPH CVC 22358.6 & CVC 22358.7
Date Palm Drive McCallum Way Ramon Road 45 MPH 45 MPH 45 MPH 85th Percentile Date Palm Drive Ramon Road Dinah Shore Drive 45 MPH 49 MPH 45 MPH CVC 22358.6 Date Palm Drive Dinah Shore Drive 35th Avenue 45 MPH 47 MPH 45 MPH 85th Percentile Date Palm Drive 35th Avenue Gerald Ford Drive 45 MPH 47 MPH 45 MPH 85th Percentile Date Palm Drive Gerald Ford Drive Perez Road 40 MPH 45 MPH 40 MPH 85th Percentile & CVC 22358.7
Date Palm Drive Perez Road
East Palm Canyon
Drive
30 / 40
MPH
45 MPH 40 MPH 85th Percentile &
CVC 22358.7
Da Vall Drive 30th Avenue Ramon Road 45 MPH 47 MPH 45 MPH 85t h Percentile Da Vall Drive Ramon Road Dinah Shore Drive 50 MPH 51 MP H 50 MPH 85th Percentile Da Vall Drive Gerald Ford Drive South City Limits 45 MPH 51 MPH 45 MPH CVC 22358.7 Dave Kelly Road Date Palm Drive Plumley Road 35 MPH 41 MPH 35 MPH CVC 22358.7 Dinah Shore Drive West City Limits Cathedral Canyon
Drive 45 MPH 47 MPH 45 MPH 85th Percentile
Dinah Shore Drive Cathedral Canyon
Drive Date Palm Drive 45 MPH 45 MPH 45 MPH 85th Percentile Dinah Shore Drive Date Palm Drive Da Vall Drive 50 MP H 50 MPH 50 MPH 85th Percentile East Palm Canyon Drive Golf Club Drive Perez Road 45 MPH 45 MPH 45 MPH 85th Percentile East Palm Canyon Drive Perez Road Cathedral Canyon
Drive 45 MPH 48 MPH 45 MPH CVC 22358.6
East Palm Canyon Drive Cathedral Canyon
Drive Date Palm Drive 45 MPH 42 MPH 45 MPH CVC 22358.7
East Palm Canyon Drive Date Palm Drive East City Li mits 50 MPH 51 MPH 50 MPH 85th Percentile Edom Hill Road Varner Road Burrtec Transfer
Station 40 MPH 47 MPH 40 MPH CVC 22358.6
Gerald Ford Drive Date Palm Drive Plumley Road 50 MPH 50 MPH 50 MPH 85th Percentile Gerald Ford Drive Plumley Road Da Vall Drive 50 MPH 50 MPH 50 MPH 85th Percentile

3-3

Street From To Existing
Speed
85th
%ile
Recommended
Speed Justification
Landau Boulevard Verona Road Vista Chino 45 MPH 46 MPH 45 MPH 85th Percentile Landau Boulevard Vista Chino Tachevah Drive 45 MPH 52 M PH 45 MPH 85th Percentile Landau Boulevard Tachevah Drive 30th Avenue 45 MPH 50 MPH 45 MPH CVC 22358.7 Landau Boulevard 30th Avenue McCallum Way 45 MPH 52 MPH 45 MPH CVC 22358.7 Landau Boulevard McCallum Way Ramon Road 45 MPH 51 MPH 45 MPH CVC 22358.7 McCallum Way Landau Boulevard Avenida Maravilla 25 MP H 33 MPH 25 MPH Residential District McCallum Way Avenida Maravilla Date Palm Drive 25 MPH 35 MPH 25 MPH CVC 22358.7 McCallum Way Date Palm Drive Santoro Drive 30 MPH 32 MP H 25 MPH Residential District McCallum Way Santoro Drive Da Vall Drive 30 MPH 36 MPH 25 MPH Residential District Mountain View Road Varner Road North City Limits 55 M PH 54 MPH 50 MPH CVC 22358.6 Palm Drive Interstate 10 Varner Road 60 MPH 61 MPH 55 MPH CVC 22358.7 Perez Road East Palm Canyon
Drive
Cathedral Canyon
Drive 40 MPH 43 MPH 40 MPH 85th Percentile
Perez Road Cathedral Canyon
Drive Date Palm Drive 40 MPH 45 MPH 40 MPH CVC 22358.7
Plumley Road Dave Kelley Road Dinah Shore Drive 35 MP H 37 MPH 35 MPH 85th Percentile Plumley Road Dinah Shore Drive 35th Avenue 35 MPH 36 MPH 35 MPH 85th Percentile Plumley Road 35th Avenue Gerald Ford Drive 35 MPH 40 MPH 35 MPH CVC 22358.7 Ramon Road San Luis Rey Drive Landau Boulevard 45 MPH 50 MPH 45 MPH CVC 22358.7 Ramon Road Landau Boulevard Cathedral Canyon
Drive 40 MPH 44 MPH 40 MPH 85th Percentile &
CVC 22358.7
Ramon Road Cathedral Canyon
Drive Date Palm Drive 40 MPH 46 MPH 40 MPH 85th Percentile & CVC 22358.7
Ramon Road Date Palm Drive Neuma Drive 50 MPH 47 MPH 45 M PH 85th Percentile Ramon Road Neuma Drive Da Vall Drive 50 MPH 53 MPH 45 MPH

85th Percentile &
CVC 22358.7

3-4

Street From To Existing
Speed
85th
%ile
Recommended
Speed Justification
San Antonio Drive San Mateo Drive Mission Drive 25 MP H 33 MPH 25 MPH CVC 22358.6 & CVC 22358.7
Santoro Drive 30th Avenue McCallum Way 25 MPH 42 MPH 35 MPH CVC 22358.7 San Luis Rey Drive Mission Drive Ramon Road 25 MPH 34 M PH 25 MPH CVC 22358.6 & CVC 22358.7
Tachevah Drive Landau Boulevard Avenida Maravilla 25 MPH 34 MPH 25 MPH Residential District Tachevah Drive Avenida Maravilla Date Palm Drive 25 M PH 35 MPH 25 MPH Residential District Varner Road West City Limits Edom Hill Road 55 MPH 52 M PH 50 MPH 85th Percentile Varner Road Edom Hill Road Date Palm Drive 55 MPH 56 MP H 55 MPH 85th Percentile Varner Road Date Palm Drive Bob Hope Drive 55 MPH 59 MP H 55 MPH CVC 22358.6 Vista Chino West City Limits Landau Boulevard 55 MPH 56 MPH 50 MPH CVC 22358.7 Vista Chino Landau Boulevard Avenida Maravilla 55 MPH 56 MPH 50 MPH CVC 22358.7 Vista Chino Avenida Maravilla Date Palm Drive 55 MPH 53 MPH 50 MPH CVC 22358.6 30th Avenue Landau Boulevard Avenida Maravilla 35 MPH 39 MPH 35 MPH CVC 22358.6 30th Avenue Avenida Maravilla Date Palm Drive 35 MPH 38 M PH 35 MPH CVC 22358.6 30th Avenue Date Palm Drive Santoro Drive 45 MPH 40 MPH 40 MPH 85th Percentile 30th Avenue Santoro Drive Da Vall Drive 45 MPH 48 MPH 45 MP H CVC 22358.6 33rd Avenue Cathedral Canyon
Drive Date Palm Drive 25 / 30
MPH 34 MPH 30 MPH CVC 22358.6
35th Avenue Date Palm Drive Plumley Road 30 MPH 36 MPH 30 M PH CVC 22358.7

3-5

 Avenida Maravilla

Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Avenida Maravilla is separated into four segments:
• Visa Chino Drive and Tachevah Drive
• Tachevah Drive to 30 th Avenue
• 30th Avenue to McCallum Way
• McCallum Way to Ramon Road

Avenida Maravilla, between Vista Chino Drive and Ta chevah Drive is a two (2) lane divided north-south roadway with double yellow center line striping. The studied segment is approximately 2,649 feet long with a curb-to-curb w idth of 36 feet. On-street parking is allowed on both sides of the segment, no existing bike faci lities, and sidewalks exist on both sides throughout the segment. There are two (2) all-way s top intersections and two (2) signalized intersection. The surrounding land uses are residen tial and Panorama Park. There are 25 mph speed limit signs on the roadway segment.

Avenida Maravilla, between Tachevah Dr and 30
th Ave is a two (2) lane divided north-south
roadway with double-yellow centerline striping. The studied segment is 2,625 feet long and 39 feet wide. On-street parking is allowed on both sid es of the segment with no existing bike facilities and sidewalk exists throughout the road segment. There are three (3) all-way stops.

The surrounding land uses are all residential with Panorama Park at the northeast corner of Avenida Maravilla and Tachevah Drive. There are 25 mph speed limit signs posted on the roadway segment.

Avenida Maravilla, between 30
th Avenue and McCallum Way is a two (2) lane divided north- south roadway with double-yellow centerline stripin g from 30 th Ave to Perlita Road and no double from Perlita Road to McCallum Way. The studied segment is 2,650 feet long and 39 feet wide. On-street parking is allowed on both sides of the segment with no existing bike facilities and sidewalk existing throughout this segment. Ther e are three (3) all-way stops. The surrounding land uses are mostly residential and so me vacant lots. There are 25 mph speed limit signs posted on the roadway segment.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Avenida
Maravilla
Vista Chino
Drive
Tachevah
Drive 25 35 30 26 26-35 75% 0 25 Residential District
Avenida
Maravilla
Tachevah
Drive
30 th
Avenue 25 36 36 30 25 72% 0.87 25 Residential District
Avenida
Maravilla 30 th Avenue McCallum
Way 25 33 29 26 25-34 84% 2.23 25 Residential District Avenida
Maravilla
McCallum
Way
Ramon
Road 25 37 31 26 25-34 73% 1.53 25 Residential District

3-6

Avenida Maravilla, between McCallum Way and Ramon R oad is a two (2) lane divided north- south roadway with no double-yellow centerline striping. The studied segment is 2,625 feet long and 39 feet wide. On-street parking is allowed on b oth sides of the segment with no existing bike facilities and sidewalk mostly existing with t he exception of some undeveloped areas.

There is one (1) signalized intersection and two (2 ) all-way stops. The surrounding land uses are mostly residential and some vacant lots, 76 Gas oline & Convenience Store, AMPM Gasoline & Convenience Store. There are 25 mph spee d limit signs posted on the roadway segment.
 Recommendations
The 85 th -percentile speed of 35 mph indicates a speed limit of 35 mph between Vista Chino Drive and Tachevah Drive. There are approximately 2 ,399 vehicles per day within this road segment. The speed survey was conducted on January 14, 2025. Within 4 years, there was 0 collisions. Rounding the 85 th percentile speed to the nearest 5 mph increment in dicates a speed limit of 35 mph between Vista Chino Drive and Tache vah Drive. This segment qualifies as a residential district as there are 32 homes within a distance of a half of mile fronting the street.

Based on the observed conditions and per CVC Divisi on 1 Section 515, it is recommended that the posted speed limit on Avenida Maravilla between Vista Chino Drive and Tachevah Drive to remain 25 mph.

The 85
th -percentile speed of 36 mph indicates a speed limit of 35 mph between Tachevah Drive and 30 th Avenue. There are approximately 3,183 vehicles per day within this road segment. The speed survey was conducted on January 14, 2025. Wit hin 4 years, there were 2 collisions with collision rate of 0.87, which is lower than the sta te’s collision rate. The 85 th -percentile speed indicates a speed limit of 35 mph between Tachevah Drive and 30 th Avenue. This segment qualifies as a residential district as there are 50 homes within a distance of a half of mile fronting the street. Based on the observed conditions and pe r CVC Division 1 Section 515, it is recommended that the posted speed limit on Avenida Maravilla between Tachevah Drive and 30 th Avenue to remain 25 mph.

The 85th-percentile speed of 33 mph indicates a spe ed limit of 35 mph between 30th Avenue and McCallum Way. There are approximately 2,453 veh icles per day within this road segment.

The speed survey was conducted on February 4, 2025. Within 4 years, there were 4 collisions with collision rate of 2.23 which is higher that th e State collision rate. This segment qualifies as a residential district as there are 34 homes within a distance of a half of mile fronting the street.

Based on the observed conditions and per CVC Divisi on 1 Section 515, it is recommended that the posted speed limit on Avenida Maravilla between 30th Avenue and McCallum Way to remain 25 mph. Further traffic calming applications may need to be applied.

The 85
th -percentile speed of 37 mph indicates a speed limit of 35 mph between McCallum Way and Ramon Road and there were 3 collisions during the past 4 years with a collision rate of 1.53 which is higher that the State collision rate. Ther e are approximately 2,712 vehicles per day within this road segment. The speed survey was cond ucted on January 14, 2025. Rounding down results of the speed survey indicate a speed l imit of 35 mph between McCallum Way and Ramon Road. This segment qualifies as a residential district as there are 42 homes within a distance of a half of mile fronting the street. Bas ed on the observed conditions and per CVC Division 1 Section 515, it is recommended that the posted speed limit on Avenida Maravilla between McCallum Way and Ramon Road to remain 25 mp h. Further traffic calming applications may need to be applied.

3-7

 Cathedral Canyon Drive
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Cathedral Canyon Drive is separated into eight segments:
• Ramon Road to 33 rd Avenue
• 33 rd Avenue to Dinah Shore Drive
• Dinah Shore Drive to Paseo Real
• Paseo Real to Kieley Road
• Kieley Road to Perez Road
• Perez Road to East Palm Canyon drive
• East Palm Canyon to Kings Road
• Kings Road to Terrace Road
Cathedral Canyon Drive, between Ramon Road and 33rd Avenue, is a north-south four (4) lane divided roadway with a two-way left turn median. The studied segment is approximately 2,640 feet long and 64 feet wide. On-street parking is not allowed, but there are existing bike lanes on both sides of the street, and sidewalks exist throughout this road segment. There is one (1) signalized intersection at Ramon Rd. The surrounding land uses are residential, Gentry Plaza Shopping Center, Larry's Market Liquor & Deli, Tortilla's Restaurant, The Spring Church, some Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Cathedral
Canyon
Drive
Ramon
Road
33 rd
Avenue 45 48 43 37 39-48 69%

0.63 45 CVC Section 22358.6
Cathedral
Canyon
Drive
33 rd
Avenue
Dinah
Shore
Drive
45 47 42 37 36-45 71%

1.19 45

85 th Percentile
Cathedral
Canyon
Drive
Dinah
Shore Drive Paseo Real 45 51 44 40 39-48 70%

0.10 45 CVC Section 22358.6
Cathedral
Canyon
Drive
Paseo Real Kieley
Road 40 49 43 37 38-47 63%

0.08 40 CVC Section 22358.6
Cathedral
Canyon
Drive
Kieley Road Perez Road 35 45 41 38 37-46 86%

0.43 35 85 th Percentile & CVC
Section 22358.7
Cathedral
Canyon
Drive
Perez Road
East Palm
Canyon
Drive
35 40 35 31 30-39 76%

0.54 35 Section 22358.6
Cathedral
Canyon
Drive
East Palm
Canyon
Drive
Kings Road 25 35 31 24 26-35 70% 0 25 Section 22358 .7
Cathedral
Canyon
Drive
Kings Road Terrace
Road 25 38 31 26 29-38 59% 0 25 Residential District

3-8

commercial areas, and vacant lots. There are 45 mph speed limit signs posted on the roadway segment.

Cathedral Canyon Drive, between 33rd Avenue and Dinah Shore Drive, is a north-south four (4) lane divided roadway with a two-way left turn. The studied segment is approximately 2,650 feet long and 64 feet wide. On-street parking is not all owed, but there is existing bike lanes on both sides of the street. There are two-way stop-control led intersections. Sidewalks exist throughout this road segment. There is one (1) signalized inte rsection, and a pedestrian push button is present. The surrounding land uses are residential, Palm Springs Church of the Nazarene, Calvary Christian Center, 7-Eleven Convenience Stor e, some commercial areas, and vacant lots. There are 45 mph speed limit signs posted on the roadway segment.

Cathedral Canyon Drive, between Dinah Shore Drive a nd Paseo Real, is a north-south four (4) lane divided roadway with a two-way left turn media n. The studied segment is approximately 2,520 feet long and 64 feet wide. On-street parking is not allowed, but there is existing bike lanes on the west side of the street. Sidewalks exi st on the west side and multiuse trail on the east side. There is one (1) signalized intersection and one (1) pedestrian crossing. The surrounding land uses are mainly residential. There are 45 mph speed limit signs posted on the roadway segment and speed radar.

Cathedral Canyon Drive, between Paseo Real and Kiel ey Road, is a north-south four (4) lane divided roadway with a two-way left turn median. Th e studied segment is approximately 2,990 feet long and 64 feet wide. On-street parking is no t allowed, but there are existing bike lanes on both sides of the street. Sidewalks exist on the west side and there is a multiuse trail on the east side. The surrounding land uses are residential, Hy att Vacation Club, Cathedral Canyon Country Club, Cathedral Canyon Business Park, Unite d Equipment Rentals, White Water Path Trailhead, and commercial areas. There is a pedestr ian crossing. There are 40 mph speed limit signs posted on the northbound of the roadway segme nt and a 30 mph advisory sign posted on the bridge.

Cathedral Canyon Drive, between Kieley Road and Per ez Road, is a north-south four (4) lane divided roadway with a two-way left turn median. The studied segment is approximately 580 feet long and 64 feet wide. On-street parking is not allowed, but there are existing bike lanes on both sides of the street. Sidewalks exist throughout the road segment. There is one (1) signalized intersection. The surrounding land uses are Souther n California Edison, Raya's Smog Check & Registration Services, Autobody & Paint Shop, Fix A uto Collision, Atomic Budz, Finish Master Automotive Industrial Paint, and several commercial driveways fronting the road segment.

There is a 35 mph speed limit sign posted on the roadway segment.

Cathedral Canyon Drive, between Perez Road and East Palm Canyon Drive, is a north-south four (4) lane divided roadway with a two-way left t urn median. The studied segment is approximately 1,540 feet long and 64 feet wide. On- street parking is not allowed, but there are existing bike lanes on both sides of the street. Si dewalks exist throughout the road segment.

There are three (3) signalized intersections. The s urrounding land uses consist of restaurant facilities, automotive RV repair, OGS Auto Accessor ies, Trunks Bar, a dispensary, Coachella Valley Repertory Box Office, and Cathedral City Amp hitheater. There are 35 mph speed limit signs posted on the roadway segment.

Cathedral Canyon Drive, between East Palm Canyon Dr ive and Kings Road, is a north-south two (2) lane divided roadway with centerline stripi ng and left turn lanes. The studied segment is approximately 760 feet long and 64 feet wide. On-st reet parking is allowed on the west side of

3-9

the street, and there are existing bike lanes on bo th sides of the street between two (2) locations. Sidewalks exist except in undeveloped areas. There is one (1) signalized intersection.

The surrounding land uses are residential, Taco Bel l, Palm Canyon Plaza, Circle K, Cathedral Canyon Courtyard, Dental Arts, Cathedral City Senio r Center, and some vacant lots. There are 25 mph speed limit signs posted on the roadway segment.

Cathedral Canyon Drive, between Kings Road and Terr ace Road, is a north-south two (2) lane divided roadway with yellow dashed centerline strip ing. The studied segment is approximately 2,170 feet long and 38 feet wide. On-street parking is not allowed, but there are existing bike lanes on both sides of the street. Sidewalks exist except in undeveloped areas. There is one (1) all-way stop. The surrounding land uses are residen tial, First Southern Baptist Church, and some vacant lots. There are 25 mph speed limit signs posted on the roadway segment.

 Recommendations
The 85th-percentile speed of 48 mph indicates a speed limit of 50 mph between Ramon Road to 33rd Avenue. There are approximately 8,765 vehicles per day within this road segment. The speed survey was conducted on January 14, 2025. Within 4 years, there were 4 collisions with a collision rate of 0.63, which is lower than the sta te’s collision rate. Rounding down the 85th- percentile speed to the nearest 5 mph increment ind icates a speed limit of 45 mph. Based on the observed conditions and 85th percentile speed, per CVC Section 22358.6 it is recommended that the posted speed limit on Cathedral Canyon Dri ve between Ramon Road and 33rd Avenue to remain 45 mph.

The 85
th -percentile speed of 47 mph indicates a speed limit of 45 mph between 33rd Avenue and Dinah Shore Drive. There are approximately 12,6 00 vehicles per day within this road segment. The speed survey was conducted on January 14,2025. Within 4 years, there were 11 collisions with a collision rate of 1.19 which is higher than the state’s collision rate. Rounding the 85 th -percentile speed to the nearest 5 mph increment in dicates a speed limit of 45 mph in this segment. Based on the observed conditions, and 85 th percentile, it is recommended that the posted speed limit on Cathedral Canyon Drive betwee n 33rd Avenue and Dinah Shore Drive to remain 45 mph.

The 85
th -percentile speed is 51 mph indicates a speed limit of 50 mph between Dinah Shore Drive and Paseo Real. There are approximately 14,96 4 vehicles per day within this road segment. The speed survey conducted on January 14, 2025. Within 4 years, there was 1 collision with a collision rate of 0.10. Rounding t he 85 th percentile speed to the nearest 5 mph increment indicates a speed limit of 50 mph. Based on the observed conditions, 85 th percentile speed, it is recommended that the posted speed limi t on Cathedral Canyon Drive between Dinah Shore Drive and Paseo Real to remain 45 mph.

The 85th-percentile speed of 49 mph indicates a spe ed limit of 50 mph between Paseo Real and Kieley Road. There are approximately 14,659 veh icles per day within this road segment.

The speed survey was conducted on January 14, 2025. Within 4 years, there was 1 collision with a collision rate of 0.08. Rounding down the 85
th percentile speed to the nearest 5 mph,
indicates a speed of 45 mph. The surrounding land u ses are expected to generate bicycle traffic. Based on the advisory speed of 35 mph on t he bridge and existing conditions, per CVC Section 22358.6 and CVC Section 22358.7, it is reco mmended that the posted speed limit on Cathedral Canyon Drive between Paseo Real and Kieley Road to remain 40 mph.

3-10

The 85th-percentile speed of 45 mph indicates a spe ed limit of 45 mph between Kieley Road and Perez Road. There are approximately 14,676 vehi cles per day within this road segment.

The speed survey was conducted on January 14, 2205. Within 4 years, there was 1 collision with a collision rate of 0.43, which is lower than the state’s collision rate. Due to surrounding businesses and bicycle traffic, based on conditions per CVC Section 22358.7, along with lane consistency adhering to section CVC Section 22358.8 stating current speed limits could be retained, it is recommended that the posted speed l imit on Cathedral Canyon Drive between Kieley Road and Perez Road to remain 35 mph.

The 85th-percentile speed of 40 mph indicates a spe ed limit of 40 mph between Perez Road and East Palm Canyon Drive. There are approximately 8,667 vehicles per day within this road segment. The speed survey was conducted on January 14, 2025. Within 4 years, there were 2 collisions with a collision rate of 0.54 which is l ower than the state’s collision rate. The segment is expected to generate pedestrian and bicycle traf fic due to surrounding land uses. Based on the observed conditions and 22358.7, it is recommen ded that the posted speed limit on Cathedral Canyon Drive between Perez Road and East Palm Canyon Drive to be 35 mph.

The 85th-percentile speed of 35 mph indicates a spe ed limit of 35 mph between East Palm Canyon Drive and Kings Road. There are approximatel y 5,432 vehicles per day within this road segment. Within 4 years, there were 0 collisions. T he speed survey was conducted on January 14, 2025. Due to surrounding businesses based on co nditions per CVC Section 22358.7 and lane consistency aligning with CVC Section 22358.8, it is recommended that the posted speed limit on Cathedral Canyon Drive between East Palm C anyon Drive and Kings Road to be 25 mph.

The 85th-percentile speed of 38 mph indicates a spe ed limit of 40 mph between Kings Road and Terrace Road. There are approximately 3,887 veh icles per day within this road segment.

Within 4 years, there were 0 collisions. The speed survey was conducted on January 14, 2025.

Rounding down the 85
th percentile speed to the nearest 5 mph increment indicates a speed limit of 35 mph. Based on the calculation of (.41 miles/. 25 miles), which results in a ratio of 1.64, pointing to a minimum of 22 or 27 houses on this se gment, which is exceeded, which qualifies as a residential district. Based on the speed surve y report and per CVC Division 1 Section 515, it is recommended that the posted speed limit on Ca thedral Canyon Drive between Kings Road and Terrace Road to be 25 mph.

3-11

 Date Palm Drive
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Date Palm Drive is separated into nine segments:
• Varner Road to Vista Chino Drive
• Vista Chino Drive to 30 th Avenue
• 30 th Avenue to McCallum Way
• McCallum Way to Ramon Road
• Ramon Road to Dinah Shore Drive
• Dinah Shore Drive to 35 th Avenue
• 35 th Avenue to Gerald Ford Drive
• Gerald Ford Drive to Perez Road
• Perez Road to East Palm Canyon Drive

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Date Palm
Drive
Varner
Road
Vista
Chino
Drive
55 56 51 46 46-55 70%

0.63 55

85 th Percentile
Date Palm
Drive
Vista Chino
Drive
30 th
Avenue 55 58 51 45 46-55 60%

0.06 50

CVC 22358.6 & CVC
22358.7
Date Palm
Drive
30 th
Avenue
McCallum
Way 45 54 48 42 44-53 66%

0.20 45

CVC 22358.6 & CVC
22358.7
Date Palm
Drive
McCallum
Way
Ramon
Road 45 45 40 33 36-45 64%

0.43 45

85 th Percentile
Date Palm
Drive
Ramon
Road
Dinah
Shore
Drive
45 49 45 40 40-49 78%

0.12 45

CVC 22358.6
Date Palm
Drive
Dinah
Shore Drive
35 th
Avenue 45 47 42 37 37-46 71%

0.18 45

85 th Percentile
Date Palm
Drive
35 th
Avenue
Gerald
Ford
Drive
45 47 42 38 38-47 73%

0.14 45

85 th Percentile
Date Palm
Drive
Gerald Ford
Drive
Perez
Road 40 45 41 36 36-45 73%

0.27 40

CVC Section 22358.7
Date Palm
Drive Perez Road
East Palm
Canyon
Drive
30 45 39 32 32-41 58%

0 40

CVC Section 22358.7

3-12

Date Palm Drive, between Varner Road and Vista Chino Drive, is a north-south two (2) to six (6) lane divided highway with centerline striping and a median. The studied segment is approximately 6,200 feet long and varies from 25 fe et to 110 feet in width. On-street parking is not allowed, and there are bike lanes on both sides of the street. Sidewalks exist only between Vista Chino and the I-10 freeway ramp. There are th ree (3) signalized intersections, as well as one (1) all-way stop. The surrounding land uses inc lude ARCO Gasoline, Chelo's Bakery, and vacant areas. There are 50 mph speed limit signs posted within the road segment.

Date Palm Drive, between Vista Chino Drive and 30th Avenue, is a north-south six (6) to seven (7) lane divided highway with a median and left turn lane. The studied segment is approximately 5,280 feet long and 85 feet wide. On-street parking is not allowed, and there are no bike lanes or shoulders on either side of the street. Sidewalk s exists on the west side of the street. There are two (2) signalized intersections. The surroundi ng land uses include Mobil Gasoline, Optometry Outstanding Vision Care, La Hermosa Churc h, a retail plaza, and vacant areas.

There are 50 mph speed limit signs posted within the road segment.

Date Palm Drive, between 30th Avenue and McCallum Way, is a north-south six (6) to seven (7) lane divided highway with a median and left turn la ne. The studied segment is approximately 2,650 feet long and 85 feet wide. On-street parking is not allowed, and there are no bike lanes or shoulders on either side of the street. Sidewalk s exist on the west side and in developed areas on the east side of the segment. There are tw o (2) signalized intersections. The surrounding land uses include commercial areas, Nor thgate Community Church, Walgreens Pharmacy, Grocery Outlet, Dollar Tree, a retail pla za, and vacant areas. There are 45 mph speed limit signs posted within the road segment.

Date Palm Drive, between McCallum Way and Ramon Roa d, is a north-south six (6) to seven (7) lane divided highway with a two-way left turn m edian. The studied segment is approximately 2,650 feet long and 85 feet wide. On-street parking is not allowed, and there are no bike lanes on either side of the street. Sidewalks exist throu ghout this road segment. There are three (3) signalized intersections. The surrounding land uses include commercial areas, Date Palm Plaza, Date Palm Centre, Circle K, residential prop erties, and vacant areas. There are 45 mph speed limit signs posted within the road segment.

Date Palm Drive, between Ramon Road and Dinah Shore , is a north-south five (5) to seven (7) lane divided highway with a two-way left turn media n. The studied segment is approximately 5,285 feet long and varies in width from 85 feet to 105 feet. On-street parking is allowed, but there are no bike lanes on either side of the stree t. Sidewalks exist on most of the segment, except for undeveloped areas. There are four (4) si gnalized intersections. The surrounding land uses include commercial areas, Tower Market gas sta tion, Ramon Plaza, Cathedral Village Plaza, Plaza Ruiz, USPS, the City Branch Library, r esidential areas, a post office, a park, and vacant lots. There are 45 mph speed limit signs posted within the road segment.

Date Palm Drive, between Dinah Shore and 35th Avenu e, is a north-south five (5) lane divided highway with a median and a two-way left median. Th e studied segment is approximately 2,650 feet long and 66 feet wide. On-street parking is no t allowed, and there are no bike lanes on either side of the street. Sidewalks exist on most of the segment, except for undeveloped areas.

There are three (3) signalized intersections. The s urrounding land uses include Cathedral City Market Place, a chiropractor, SR Appliances, Lesley 's Upholstery, Transmissions 4 Less, Allied Refrigeration Inc., VIP Plaza, commercial areas, re sidential properties, and vacant lots. There are 40 mph speed limit signs posted within the road segment.

3-13

Date Palm Drive, between 35th Avenue and Gerald For d Drive, is a north-south five (5) lane undivided highway with a two-way left turn median. The studied segment is approximately 2,650 feet long and varies from 66 feet to 86 feet in wid th. On-street parking is not allowed, and there are no bike lanes on either side of the street. Sid ewalks exist throughout the road segment.

There are two (2) signalized intersections. The sur rounding land uses include Date Palm Plaza, Esplanade Plaza, U.S. Bank, MEG Auto Detailing Supp lies & Solutions, Mission Plaza Shopping Center, Amazon Warehouse DJW8, and vacant lots. There are 45 mph speed limit signs posted within the road segment.

Date Palm Drive, between Gerald Ford Drive and Pere z Road, is a north-south three (3) to five (5) lane divided highway with a median and a two-wa y left median. The studied segment is approximately 1,860 feet long and varies in width f rom 96 feet to 101 feet. On-street parking is not allowed, and there are no bike lanes on either side of the street. Sidewalks exist throughout this segment. There are two (2) signalized intersec tions. The surrounding land uses include ARCO Gasoline, Jiffy Lube, commercial areas, residential properties, and vacant lots. There are 40 mph speed limit signs posted within the road segment.

Date Palm Drive, between Perez Road and East Palm C anyon Drive, is a north-south five (5) to seven (7) lane divided highway with a median and a two-way left turn median. The studied segment is approximately 1,400 feet long and 89 fee t wide. On-street parking is not allowed, and there are no bike lanes on either side of the s treet, except for the segment between Buddy Rogers Avenue and East Palm Canyon heading southbou nd. Sidewalks exist on most of the segment, except for undeveloped areas. There are th ree (3) signalized intersections. The surrounding land uses include Carter Animal Hospita l, Agua Caliente Casino, Cathedral Gateway, residential areas, and vacant lots. There are 40 mph speed limit signs posted within the road segment.
 Recommendations
The 85 th -percentile speed of 56 indicates a speed limit of 55 mph between Varner Road and Vista Chino Drive. The speed survey conducted on January 23, 2025, determined the average daily traffic of 10,224 vehicles per day within this segment. Within 4 years, there were 10 collisions with a collision rate of 0.63 which is lower than the state’s collision rate. Rounding the 85 th percentile speed to the nearest 5 mph increment indicates a speed of 55 mph. Based on the observed conditions and 85 th percentile, it is recommended that the posted speed limit on Date Palm Drive between Varner Road and Vista Chino Drive to remain 55 mph.

The 85
th -percentile speed of 58 indicates a speed limit of 60 mph between Vista Chino Drive and 30 th Avenue. The speed survey conducted on January 23, 2025, determined the average daily traffic of 23,918 vehicles per day within this segment. Within 4 years, there were 6 collisions with a collision rate of 0.06 which is lower than the state’s collision rate. Rounding down the 85 th percentile speed to the nearest 5 mph, indicates a speed of 55 mph. There is the potential for vulnerable users on and around this segment of roadway due to the adjacent bike lanes on Vista Chino and 30th Avenue, along with the nearby middle school near the southern end of the segment. Based on the observed conditions, 85 th percentile per CVC 22358.6, and CVC 22358.7, it is recommended that the posted speed limit on Date Palm Drive between Vista Chino Drive and 30 th Avenue to be 50 mph.

3-14

The 85
th -percentile speed of 54 mph indicates a speed limit of 55 mph between 30 th Avenue and McCallum Way. The speed survey conducted on January 23, 2025, determined the average daily traffic of 20,963 vehicles per day within this segment. Within 4 years, there were 3 collisions with a collision rate of 0.20 which is less than the State collision rate. Rounding down the 85 th percentile speed to the nearest 5 mph increment indicates a speed of 50 mph. There is the potential for vulnerable users on and around this segment of roadway due to the nearby bike lanes on 30th Avenue along with adjacent retail and church land uses. Based on the observed conditions, 85 th percentile per CVC 22358.6, and CVC 22358.7, it is recommended that the posted speed limit on Date Palm Drive between 30 th Avenue and McCallum Way to be remain 45 mph.

The 85
th -percentile speed of 45 indicates a speed limit of 45 mph between McCullum Way and Ramon Road. The speed survey conducted on January 23, 2025, determined the average daily traffic of 22,160 vehicles per day within this segment. Within 4 years, there were 7 collisions with a collision rate of 0.43 which is lower than the state’s collision rate. Rounding the 85 th percentile speed to the nearest 5 mph increment indicates a speed of 45 mph. Based on the observed conditions and 85 th percentile, it is recommended that the posted speed limit on Date Palm Drive between McCallum Way and Ramon Road to remain 45 mph.

The 85
th -percentile speed of 49 indicates a speed limit of 50 mph between Ramon Road and Dinah Shore Drive. The speed survey conducted on January 23, 2025, determined the average daily traffic of 22,531 vehicles per day within this segment. Within 4 years, there were 4 collisions with a collision rate of 0.12 which is lower than the state’s collision rate. Rounding down the 85 th percentile speed to the nearest 5 mph, indicates a speed of 45 mph. Based on the observed conditions and 85 th percentile per CVC 22358.6, it is recommended that the posted speed limit on Date Palm Drive between Ramon Road and Dinah Shore Drive to remain 45 mph.

The 85
th -percentile speed of 47 indicates a speed limit of 45 mph between Dinah Shore Drive and 35 th Avenue. The speed survey conducted on January 23, 2025, determined the average daily traffic of 22,799 vehicles per day within this segment. Within 4 years, there were 3 collisions with a collision rate of 0.18 which is lower than the state’s collision rate. Rounding the 85 th percentile speed to the nearest 5 mph increment indicates a speed of 45 mph. Based on the observed conditions and 85 th percentile, it is recommended that the posted speed limit on Date Palm Drive between Dinah Shore Druve and 35 th Avenue to remain 45 mph.

The 85
th -percentile speed of 47 indicates a speed limit of 45 mph between 35 th Avenue and Gerald Ford Drive. The speed survey conducted on January 23, 2025, determined the average daily traffic of 19,835 vehicles per day within this segment. Within 4 years, there were 2 collisions with a collision rate of 0.14 which is lower than the state’s collision rate. Rounding the 85 th percentile speed to the nearest 5 mph increment indicates a speed of 45 mph. Based on the observed conditions and 85 th percentile, it is recommended that the posted speed limit on Date Palm Drive between 35 th Avenue and Gerald Ford Drive to remain 45 mph.

The 85
th -percentile speed of 45 indicates a speed limit of 45 mph between Gerald Ford Drive and Perez Road. The speed survey conducted on January 23, 2025, determined the average daily traffic of 21,526 vehicles per day within this segment. Within 4 years, there were 3 collisions with a collision rate of 0.27 which is lower than the state’s collision rate. Based on the observed conditions, the bridge conditions, bicycle facilities, and 85 th percentile, per the CA

3-15

MUTCD Section 2B.13 and CVC Section 22358.7 it is recommended that the posted speed limit on Date Palm Drive between Gerald Ford Drive and Perez Road to remain 40 mph.

The 85
th -percentile speed of 45 indicates a speed limit of 45 mph between Perez Road and East Palm Canyon Drive. The speed survey conducted on January 23, 2025, determined the average daily traffic of 16,590 vehicles per day within this segment. Within 4 years, there were 0 collisions. Given the Casino and the surrounding land uses within the segment, there is an expected high concentration of bicyclists and pedestrians. Based on the observed conditions, CVC Section 22358.7, pace range, 85 th percentile, it is recommended that the posted speed limit on Date Palm Drive between Perez Road and East Palm Canyon Drive to be 40 mph.

3-16

 Da Vall Drive
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Da Vall Drive is separated into three segments:
• 30 th Avenue to Ramon Road
• Ramon Road to Dinah Shore Drive
• Gerald Ford Drive to South City Limits
Da Vall Drive, between 30th Avenue and Ramon Road, is a north-south two (2) to five (5) lane undivided highway with double yellow striping and a two-way left turn median. The studied segment is approximately 5,280 feet long and 62 feet wide. On-street parking is not allowed on either side of the street, and there is a bike lane on the east side of the street between Ramon Road and Via Firenza. Sidewalks exist on most of the segment except for undeveloped areas.

There is one (1) signalized intersection and an all-way stop. There are 45 mph speed limit signs posted within the road segment.

Da Vall Drive, between Ramon Road and Dinah Shore Drive, is a north-south two (2) to five (5) lane divided highway with a median, double yellow striping, and left turn lanes. The studied segment is approximately 5,280 feet long and varies from 37 feet to 74 feet in width. On-street parking is not allowed, and there are no bike lanes on either side of the street. Sidewalks exist throughout this road segment except for some undeveloped areas. There are two (2) signalized intersections. The surrounding land uses include residential areas and vacant lots. There are 50 mph speed limit signs posted within the road segment.

Da Vall Drive, between Gerald Ford Drive and South City Limits, is a north-south two (2) to five (5) lane divided highway with a median, double yellow striping, and left turn lanes. The studied segment is approximately 2,600 feet long and varies from 63 feet to 80 feet in width. On-street parking is not allowed, and there are no bike lanes on either side of the street, except for the segment between Sunny Lane and Gerald Ford Drive in the northbound direction. Sidewalks exist throughout this road segment except for some undeveloped areas. There is one (1) signalized intersection. The surrounding land uses include residential areas and vacant lots.

There are 45 mph speed limit signs posted within the road segment.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Da Vall
Drive 30 th Avenue Ramon
Road 45 47 41 33 36-45 63% 0 45 85 th Percentile
Da Vall
Drive
Ramon
Road
Dinah
Shore Drive 50 45 45 40 41-50 68% 0 50 CVC 22358.6 & CA MUTCD Section 2B.13
Da Vall
Drive
Gerald Ford
Drive
South City
Limits 45 51 45 41 40-49 72% 0.12 45 CVC 22358.7 & CA
MUTCD Section 2B.13

3-17

 Recommendations
The 85 th -percentile speed of 47 mph indicates a speed limit of 45 mph between 30 th Avenue and Ramon Road. The speed survey conducted on January 15, 2025, determined the average daily traffic of 8,394 vehicles per day within this segment. Within 4 years, there were 0 collisions.

Rounding the 85 th percentile speed to the nearest 5 mph increment indicates a speed of 45 mph. Based on the observed conditions and 85 th percentile, it is recommended that the posted speed limit on Da Vall Drive between 30 th Avenue and Ramon Road to remain 45 mph.

The 85
th -percentile speed of 51 indicates a speed limit of 50 mph between Ramon Road and Dinah Shore Drive. The speed survey conducted on January 15, 2025, determined the average daily traffic of 9,853 vehicles per day within this segment. Within 4 years, there were 0 collisions. Rounding the 85 th percentile speed to the nearest 5 mph increment indicates a speed of 50 mph. Based on the observed conditions, pace range, and 85 th percentile, speed consistency, per the CA MUTCD Section 2B.13 and CVC 22358.6, it is recommended that the posted speed limit on Da Vall Drive between Ramon Road and Dinah Shore Drive to be 45 mph.

The 85
th -percentile speed of 51 indicates a speed limit of 50 mph between Gerald Ford Drive and South City Limits. The speed survey conducted on January 15, 2025, determined the average daily traffic of 11,854 vehicles per day within this segment. Within 4 years, there was 1 collision with a collision rate of 0.12 which is lower than the state’s collision rate. Given the residential land uses surrounding the segment and there are sidewalks missing for a portion of the west side of the segment, there is a need for a reduction of the 85 th percentile as there is an expected high concentration of pedestrians and bicyclists. Based on the observed conditions, per the CA MUTCD Section 2B.13 and CVC 22358.7, pace range, and 85 th percentile, it is recommended that the posted speed limit on Da Vall Drive between Gerald Ford Drive and South City Limits be remain 45 mph.

3-18

 Dave Kelly Road
Speed Survey Summary of Findings

 Conditions
Dave Kelley Road, between Date Palm Drive and Pluml ey Road, is an east-west two (2) to four (4) lane undivided local street with double yellow striping, dashed striping, and a left turn median. The studied segment is approximately 2,635 feet long and varies from 39 feet to 51 feet in width. On-street parking is allowed, and there are no bike facilities on either side of the street.

Sidewalks exist throughout this road segment except in some undeveloped areas. There is one (1) signalized intersection and one (1) stop contro l. The surrounding land uses include residential areas, the Post Office, Cathedral City Library, Cathedral City High School, and a vacant lot. There is a 35 mph speed limit sign post ed east of Date Palm Drive and a 25 mph speed limit sign posted west of Plumley

 Recommendations
The 85 th -percentile speed of 41 indicates a speed limit of 40 mph between Date Palm Drive and Plumley Road. The speed survey conducted on January 15, 2025, determined the average daily traffic of 4,274 vehicles per day within this segment. Within 4 years, there were 2 collisions with a collision rate of 0.64 which is lower than the state’s collision rate. Given Cathedral City Highschool fronting the segment, the surrounding land uses within the segment have the potential to generate a high concentration of bicyclists and pedestrians. Based on the observed conditions, pace range, 85 th percentile, CVC 22358.7, it is recommended that the posted speed limit on Dave Kelly Road between Date Palm Drive and Plumley Road to remain 35.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Dave
Kelly
Road
Date Palm
Drive
Plumley
Road 35 41 37 33 33-42 35%

0.64 35

CVC 22358.7

3-19

 Dinah Shore Drive
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Dinah Shore Drive is separated into three segments:
• West City Limits to Cathedral Canyon drive
• Cathedral Canyon Drive to Date Palm Drive
• Date Palm Drive to Da Vall Drive Drive

Dinah Shore Drive between West City Limits and Cath edral Canyon Drive is an east-west four (4) lane divided roadway with a raised median. The segment studied is approximately 5,824 feet long. On street parking is not allowed and there ar e no bike facilities throughout the segment.

There are four (4) uncontrolled T-intersections at Pueblo Trail, Navajo Trail, Sky Blue Water Trail, and Whispering Palms Trail. Sidewalks exist throughout the entire segment on both sides.

The surrounding land uses are residential. There are 45 mph signs posted throughout the street segment.

Dinah Shore Drive between Cathedral Canyon Drive an d Date Palm Drive is an east-west four (4)–five (5) divided roadway with a raised median. The studied segment is approximately 2,662 feet long. On street parking is not allowed, there are no bike facilities, and there are sidewalks on both sides throughout the segment. There are fou r (4) one way stop T-intersections at Wishing Well Trail, Via Altamira, Via De Anza, and Via Echo. There is one (1) private driveway and one (1) commercial driveway and there is one (1 ) pedestrian crossing. The surrounding land uses are Residential, Cathedral City Marketpla ce, Walgreens, Calvary Christian Center, and KGX Broadcast Center. There are 45 mph speed li mit signs posted within the road segment.

Dinah Shore Drive between Date Palm Drive and Da Va ll Drive is an east-west four (4) lane divided roadway with a raised median. The studied s egment is approximately 2,292 feet long.

On street parking is not allowed on either side, bi ke facilities are available between Plumley Road and Da Vall Drive. Sidewalk is available on bo th sides between Dinah Shore Drive and Plumley Road, while between Plumley Road and Da Val l Drive sidewalk is only available on the southern side. There are five (5) one way stop T-in tersections at Edge Canyon Drive, Corregidor Drive, Vaquero Road, Rebecca Way, and De nise Way. There is one signalized Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Dinah
Shore
Drive
West City
Limits
Cathedral
Canyon
Drive
45 47 42 37 37-46 72 0.31 45 85 th Percentile Speed
Dinah
Shore
Drive
Cathedral
Canyon
Drive
Date Palm
Drive 45 45 40 36 36-45 79 0.76 45 85 th Percentile Speed Dinah
Shore
Drive
Date Palm
Drive Da Vall Drive 50 50 46 43 43-52 83 0.09 50 85 th Percentile Speed

3-20

intersection at Plumley Road and there is one pedes trian crossing The surrounding land uses are Big League Dreams Cathedral City, Cathedral Cit y Highschool, Rancho Mirage Resort, Mountain View Plaza, and Apostolic Assembly of Fait h. There are 45 mph speed limit signs posted within the road segment.
 Recommendations
The 85 th percentile speed of 47 mph indicates a speed limit of 45 mph between West City Limits and Cathedral Canyon Drive. The speed survey conduc ted on January 15 th , 2025, determined the average daily traffic of 23,294 vehicles per da y within this segment. Within 4 years, there were 6 collisions within the segment with a collisi on rate of 0.31, which is lower than the State Collision Rate. Based on the observed conditions an d the 85 th percentile speed, it is recommended that the posted speed limit on Dinah Sh ore Drive between West City Limits and Cathedral Canyon Drive remain 45 mph.

The 85
th percentile speed of 45 mph indicates a speed limit of 45 mph between Cathedral Canyon Drive and Date Palm Drive. The speed survey conducted on January 15 th , 2025, determined the average daily traffic of 23,420 vehi cles per day within this segment. Within 4 years, there were 13 collisions within this segment with a collision rate of 0.76, which is lower than the State Collision Rate. Based on the existin g conditions and the 85 th percentile speed, it is recommended that the posted speed limit on Dinah Shore between Cathedral Canyon Drive and Date Palm Drive remain 45 mph.

The 85th percentile speed of 50 mph indicates a spe ed limit of 50 mph between Date Palm Drive and Da Vall Drive. The speed survey was condu cted on January 15 th , 2025, determined
the average daily traffic of 23,116 vehicles per da y within this segment. Within 4 years, there were 3 collisions within this segment with a collis ion rate of 0.09, which is lower than the State Collision Rate. Based on the existing conditions an d the 85 th percentile speed, it is recommended that the posted speed limit on Dinah Sh ore between Drive between Date Palm Drive and Da Vall Drive to be 50 mph.

3-21

 East Palm Canyon Drive
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, East Palm Canyon Drive is separated into four segments:
• Golf Club Drive to Perez Road
• Perez Road to Cathedral Canyon Drive
• Cathedral Canyon Drive to Date Palm Drive
• Date Palm Drive to East City Limits

East Palm Canyon Drive, between Golf Club Drive and Perez Road, is a five (5) lane divided roadway with a two-way left turn median. The studie d segment is approximately 4,050 feet long and 83 feet wide. On-street parking is not allowed, and there are no bike facilities, except for a southbound bike lane from Canyon Plaza to Perez Roa d. Sidewalks are present on both sides throughout the segment. There are four (4) intersec tions along the segment. The surrounding land uses include commercial areas such as Canyon P laza, Cathedral City Auto Center, and Cathedral City Plaza. There are 45 mph speed limit signs posted along the road segment.

East Palm Canyon Drive, between Perez Road and Cathedral Canyon Drive, is an east-west six (6) lane highway with median striping, medians, and left turn lanes. The studied segment is approximately 3,090 feet long and varies from 93 fe et to 104 feet in width. On-street parking is allowed only in some areas, and there are no bike f acilities on either side of the street.

Sidewalks exist throughout the road segment. There are four (4) intersections along the segment. The surrounding land uses are mainly comme rcial areas with Cathedral City Auto Center, Cathedral City Plaza, and vacant lots. There are 40 mph speed limit signs posted within the road segment.

East Palm Canyon Drive, between Cathedral Canyon Dr ive and Date Palm Drive, is an east- west five (5) to six (6) lane highway with medians and left turn lanes. The studied segment is approximately 2,840 feet long and varies from 71 fe et to 100 feet in width. On-street parking is Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
East Palm
Canyon
Drive
Golf Club
Drive Perez Road 45 45 40 35 36-45 70% 0.23 45 85 th Percentile East Palm
Canyon
Drive
Perez Road
Cathedral
Canyon
Drive
45 48 44 38 40-49 69% 0.18 45 CVC 22358.6
East Palm
Canyon
Drive
Cathedral
Canyon
Drive
Date Palm
Drive 45 42 37 32 33-42 75% 0.08 45 CVC 22358.6
East Palm
Canyon
Drive
Date Palm
Drive
East City
Limits 50 51 46 41 40-49 67% 0.09 50 85 th Percentile

3-22

available in some areas, and there are no bike faci lities on either side of the street. Sidewalks exist throughout the road segment. There are five ( 5) intersections along the segment. The surrounding land uses include commercial areas such as Agua Caliente Casino, Desert Jewelry Mart Plaza, NAPA Auto Parts, Coachella Valley Reper tory, Luchador Brewing Company, Cathedral City Festival Lawn, and vacant lots. There are 35 mph speed limit signs posted within the road segment.

East Palm Canyon Drive, between Date Palm Drive and East City Limits, is an east-west six (6) lane highway with medians and left turn lanes. The studied segment is approximately 2,000 feet long and varies from 82 feet to 106 feet in width. On-street parking is not allowed, and there are no bike facilities on either side of the street. Si dewalks exist throughout the road segment except in some undeveloped areas. There are three ( 3) intersections along the segment. The surrounding land uses include Palm Springs Ford, Ca thedral Gateway, and vacant lots. There are 40 mph speed limit signs posted within the road segment.  Recommendations
The 85 th -percentile speed of 45 mph indicates a speed limit of 45 mph between Golf Club Drive and Perez Road. The speed survey conducted on Janua ry 23 rd , 2025, determined the average daily traffic of 38,615 vehicles per day within thi s segment. Within 4 years, there were 10 collisions within the segment with a collision rate of 0.23, which is lower than the State Collision Rate. Based on the observed conditions and per the 85 th percentile, it is recommended that the East Palm Canyon Drive segment between Golf Club Dr ive and Perez Road remain at the posted speed limit of 45 mph.

The 85
th -percentile speed of 48 mph indicates a speed limit of 50 mph between Perez Road and Cathedral Canyon Drive. The speed survey conducted on January 23 rd , 2025, determined the average daily traffic of 32,292 vehicles per day wi thin this segment. Within 4 years there were 5 collisions within the segment with a collision rate of 0.18, which is lower than the State Collision Rate. Rounding down the 85 th percentile to the nearest 5 mph indicates a speed limit of 45 mph.

Based on the 85 th percentile rounded down per CVC 22358.6, it is rec ommended that the existing speed limit on East Palm Canyon Drive betw een Perez Road and Cathedral Canyon Drive remain at the posted speed limit of 45 mph.

The 85
th -percentile speed of 42 mph indicates a speed limit of 40 mph between Cathedral Canyon Drive and Date Palm Drive. The speed survey conducted on January 23 rd , 2025, determined the average daily traffic of 32,445 vehicles per day within this road segment. Within 4 years, there was 1 collision, with a collision rate of 0.08, which is lower than the State Collision Rate. Based on CVC 22358.6, and for lane consistenc y due to nearby speed limits, it is recommended to have East Palm Canyon Drive between Cathedral Canyon Drive and Date Palm Drive to remain 45 mph.

The 85
th -percentile speed of 51 mph indicates a speed limit of 50 mph between Date Palm Drive and East City Limits. There are approximately 40,956 vehicles per day within this road segment.

The speed survey was conducted on January 23 rd , 2025. Within 4 years, there were 2 collisions with a collision rate of 0.09, which is lower than the State Collision Rate. Based on the observed conditions and per the 85 th percentile, it is recommended that the posted spee d limit on East Palm Canyon Drive between Date Palm Drive to East City Limits remain at 50 mph.

3-23

 Edom Hill Road
Speed Survey Summary of Findings

 Conditions
Edom Hill Road between Varner Road and Burrtec Reco very & Transfer is an east-west two (2) lane divided roadway with double yellow line stripi ng. The segment studied is approximately 8,816 feet long with curb-to-curb width 34 feet wid e. On street parking is not allowed and there is no bike facilities throughout the segment. There are no sidewalks throughout the segment.

There is one (1) three way stop intersection throug hout the roadway segment. The surrounding land uses is a business recycling facility. There a re 40 mph posted signs posted throughout the street segment.
 Recommendations
The 85 th percentile speed 47 mph indicates a speed limit of 45 mph between Varner Road and Burrtec Transfer Station. The speed survey conducte d on January 14 th , 2025, vehicles per day determined an average daily traffic of 2,175 vehicl es per day within this road segment. Within 4 years, there were 0 collisions. Based on the pace r ange, median speed, and CVC 22358.8, it is recommended that the posted speed limit on Edom Hill Road between Varner Road and Burrtec Transfer Station to remain 40 mph.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Edom
Hill Road
Varner
Road
Burrtec
Recovery &
Transfer
40 47 41 34 38-47 60% 0 40 CVC 22358.8

3-24

 Gerald Ford Drive
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Gerald Ford Drive is separated into two segments:
• Date Palm Drive to Plumley Road
• Plumley Road to Da Vall Drive

Gerald Ford Drive between Date Palm Drive and Pluml ey Road is a east-west is a four (4) lane roadway divided with a two way left turn median. Th e studied segment is approximately 2,650 feet long with a curb-to-curb width of 75 feet. On street parking is not allowed on both sides of the street throughout the segment. There are bike f acilities and sidewalks present on both sides of the street segment. There are two (2) signalized intersections throughout the segment. The surrounding land uses are a U.S. Bank. There are 50 speed limit signs posted on both sides of the segment.

Gerald Ford Drive between Plumley Road and Da Vall Drive is an east-west four (4) lane roadway divided with a two way left turn medians an d a raised median. The studied segment is approximately 2,630 feet long with a curb-to-curb w idth of 75 feet. On street parking is not allowed on both sides of the street segment. There are bike facilities and sidewalks on both sides of the segment. There are two (2) signalized intersections throughout the segment. The surrounding land uses are residential. There are 50 speed limit signs posted on both sides on the ends of the segment.

 Recommendations
The 85th-percentile speed 50 mph indicates a speed limit of 50 mph between Date Palm Drive and Plumley Road. There are approximately 11,861 ve hicles per day within this road segment.

The speed survey was conducted on January 15 th , 2025. Within 4 years, there was 1 collision within the road segment with a collision rate of 0. 12, which is lower than the State Collision Rate. Based on the 85 th percentile speed, it is recommended that the poste d speed limit on Gerald Ford Drive between Plumley Road and Date Palm Drive remain at 50 mph.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Gerald
Ford
Drive
Date Palm
Drive
Plumley
Road 50 50 45 40 41-50 72% 0.12 50 85 th Percentile
Gerald
Ford
Drive
Plumley
Road
Da Vall
Drive 50 50 46 43 42-51 83% 0 50 85 th Percentile

3-25

The 85
th -percentile speed 50 mph indicates a speed limit of 50 mph between Plumley Road and Da Valle Drive. There are approximately 13,716 vehi cles per day within this road segment. The speed survey was conducted on January 15 th , 2025. Within 4 years, there were 0 collisions within the road segment. Based on the 85 th percentile speed, it is recommended that the posted speed limit on Gerlad Ford Drive between Plumley Road and Da Valle Road remain at 50 mph.

3-26

 Landau Boulevard
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Landau Boulevard is separated into five segments:
• Verona Road to Vista Chino Drive
• Vista Chino Drive to Tachevah Drive
• Tachevah Drive to 30 th Avenue
• 30 th Avenue to McCallum Way
• McCallum Way to Ramon Road
Landau Boulevard between Verona Road to Vista Chino is a north-south roadway with a three (3) lane divided roadway segment with a two way lef t turn median. The studied segment is approximately 2,605 feet long with curb-to-curb width of 70 feet. On-street parking is not allowed on both sides of the segment and there are no bike facilities throughout the segment. Sidewalks are only on the west side of the segment. There is one (1) signalized intersection and one (1) three-way stop intersection throughout the segment. The surrounding land uses are Plaza Rio Vista, Vista Chino Village, Bible Baptist Church of Cathedral City, Senior Community, a Fire Station, and residential areas. There are 45 mph sp eed limit signs posted on both ends of the street segment.

Landau Boulevard between Vista Chino and Tachevah D rive is a north-south three (3) to four (4) lane divided roadway segment with a two way lef t turn median. The studied segment is approximately 2,630 feet long with curb-to-curb width of 70 feet. On-street parking is allowed on the east side of the segment and bike lane faciliti es are located throughout the segment. There is one (1) signalized intersection throughout the s egment. The surrounding land uses are residential, Double Tree by Hilton Hotel Golf Resor t, and the Desert Princess Country Club.

There are 45 mph speed limit signs posted throughout the street segment.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Landau
Boulevard
Verona
Road
Vista Chino
Drive 45 46 39 33 33-42 61% 0.59 45 85 th Percentile
Landau
Boulevard
Vista Chino
Drive
Tachevah
Drive 45 52 47 43 43-52 71% 0.10 45 CVC 22358.7
Landau
Boulevard
Tachevah
Drive
30 th
Avenue 45 50 46 41 41-50 75% 0.10 45 CVC 22358.7
Landau
Boulevard 30 th Avenue McCallum
Way 45 52 46 41 40-49 73% 0.35 45 CVC 22358.7
Landau
Boulevard
McCallum
Way
Ramon
Road 45 51 44 40 40-49 70% 0.73 45 CVC 22358.7

3-27

Landau Boulevard between Tachevah Drive to 30
th Avenue is a north-south four (4) lane divided
roadway segment with a two way left turn median. Th e studied segment is approximately 2,620 feet long with curb-to-curb width of 70 feet. On-st reet parking is allowed on the east side of the segment and bike lane facilities are located throughout the segment. There is one (1) signalized intersection throughout the segment. The surroundin g land uses are residential. There are 45 mph speed limit signs posted throughout the segment.

Landau Boulevard between 30
th Avenue and McCallum Way is a north-south four (4) lane divided roadway segment with a two way left turn me dian. The studied segment is approximately 2,660 feet long with curb-to-curb width of 70 feet. On-street parking is allowed on the east side of the segment and bike lane faciliti es are located throughout the segment. There is one (1) signalized intersection throughout the s egment. The surrounding land uses are residential, Mt San Jacinto High School, Veteran's Village of Cathedral City, The Salvation Army, and Landu Elementary School. There are 25 mph and 45 mph speed limit signs posted throughout the street segment.

Landau Boulevard between McCallum Way and Ramon Roa d is a north south four (4) lane divided roadway segment with a two way left turn me dian. The studied segment is approximately 2,625 feet long with curb-to-curb width of 70 feet. On street parking is allowed on the east side of the segment and bike facilities ar e located throughout the segment. There is one (1) signalized intersection throughout the segm ent. The surrounding land uses are residential and Ramon Plaza. There are 25 mph, and 45 mph speed limits posted throughout the street segment.

 Recommendations
The 85 th -percentile speed of 46 mph indicates a speed limit of 45 mph between Verona Road and Vista Chino. There are approximately 4,702 vehicles per day within this road segment. The speed survey was conducted on January 22 nd , 2025. Within 4 years, there was 1 collision within a collision rate of 0.59, which is lower than the State Collision Rate. Based on the observed conditions and the 85 th percentile speed it is recommended that the posted speed limit on Landau Boulevard between Verona Road and Vista Chino remain 45 mph.

The 85
th -percentile speed of 52 mph indicates a speed limit of 50 mph between Vista Chino Drive and Tachevah Drive. There are approximately 13,922 vehicles per day within this road segment. The speed survey was conducted on January 22 nd , 2025. Within 4 years, there was 1 collision within a collision rate of 0.10, which is lower than the State Collision Rate. In accordance with CVC 22358.7, the surrounding land facilities of bike lanes and sidewalks have the potential to generate high concentrations of bicyclists and pedestrians. Based on the existing conditions and per CVC 22358.7, it is recommended that the posted speed limit on Landau Boulevard between Vista Chino and Tachevah Drive remain 45 mph.

The 85
th -percentile speed of 50 mph indicates a speed limit of 50 mph between Tachevah Drive and 30 th Avenue. The speed survey conducted on January 22 nd , 2025, determined the average daily traffic of 14,375 vehicles per day within this segment. Within 4 years, there was 1 collision within the segment with a collision rate of 0.10, which is lower than the State Collision Rate. In accordance with CVC 22358.7, the surrounding land facilities of bike lanes and sidewalks have the potential to generate high concentrations of bicyclists and pedestrians. Based on the existing conditions and CVC 22358.7, it is recommended that the posted speed limit on Landau Boulevard between Tachevah Drive and 30 th Avenue remain 45 mph.

3-28

The 85
th -percentile speed of 52 mph indicates a speed limit of 50 mph between 30 th Avenue and McCallum Way. The speed survey conducted on January 22 nd , 2025, determined the average daily traffic of 19,429 vehicles per day within this segment. Within 4 years, there were 5 collisions with a collision rate of 0.35, which is lower than the State Collision Rate. In accordance with CVC 22358.7, the surrounding land uses, bike lanes, and sidewalks have the potential to generate high concentrations of bicyclists and pedestrians. Based on CVC 22358.7 and the pace range, it is recommended that the posted speed limit on Landau Boulevard between 30 th Avenue and McCallum Way remain 45 mph.

The 85
th -percentile speed of 51 mph indicates a speed limit of 50 mph between McCallum Way and Ramon Road. The speed survey conducted on January 22 nd , 2025, determined an average daily traffic of 13,183 vehicles per day within this segment. Within 4 years, there were 7 collisions with a collision rate of 0.73, which is lower than the State Collision Rate. In accordance with CVC 22358.7, the surrounding land uses, bike lanes, and sidewalks have the potential to generate high concentrations of bicyclists and pedestrians. Based on CVC 22358.7 and the pace range, it is recommended that the posted speed limit on Landau Boulevard between McCallum Way and Ramon Road remain 45 mph.

3-29

 McCallum Way
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Dinah Shore Drive is separated into four segments:
• Landau Boulevard to Avenida Maravilla
• Avenida Maravilla to Date Palm Drive
• Date Palm Drive to Santoro Drive
• Santoro Drive to Da Vall Drive
McCallum Way between Landau Boulevard and Avenida Maravilla is an east-west two (2) lane divided roadway segment with yellow centerline striping. The studied segment is approximately 2,650 feet long with curb-to-curb width of 40 feet wide. On-street parking is allowed on both sides of the segment and there is sidewalk along the segment. There are no bike facilities throughout the segment. There are two (2) all-way stop intersections and one (1) two-way stop intersection within the segment. The surrounding land uses are Mt San Jacinto High School and residential. There are 25 mph and 30 mph speed limits posted throughout the segment.

McCallum Way between Avenida Maravilla and Date Palm Drive is an east-west two (2) lane divided roadway segment with dashed yellow centerline striping. The studied segment is approximately 2,660 feet long with curb-to-curb width of 40 feet. On-street parking is allowed on both sides of the segment and there is sidewalk along the segment. There are two (2) all way stop intersections and one (1) signalized intersection through the segment. The surrounding land uses are Date Palm Plaza and residential. There are 25 mph speed limit signs posted along the segment.

McCallum Way between Date Palm Drive and Santoro Drive is an east-west two (2) lane undivided and divided roadway segment with dashed yellow centerline striping. The segment is 2,660 feet long with a curb-to-curb width of 40 feet. On-street parking is allowed on both sides of the street and there is sidewalk along the segment. There are two (2) all-way stop intersections and one (1) signalized intersection throughout the segment. The surrounding land uses are Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
McCallum
Way
Landau
Boulevard
Avenida
Maravilla 25 33 29 25 24-33 80% 0 25 Residential District McCallum
Way
Avenida
Maravilla
Date Palm
Drive 25 35 31 26 27-36 77% 0.53 25 CVC 22358.7
McCallum
Way
Date Palm
Drive
Santoro
Drive 30 32 29 25 25-34 84% 0.31 25
85 th Percentile Speed
CVC 22358.6
Residential District
McCallum
Way
Santoro
Drive
Da Vall
Drive 30 36 32 25 27-36 70% 0 25 Residential District

3-30

residential, First School Pre-School Childcare, Sunny Sands Elementary School, and Dollar Tree. There are 25 mph speed limit signs posted throughout the street segment.

McCallum Way between Santoro Drive and Da Vall Drive is an east-west two (2) lane divided roadway segment with dashed yellow centerline striping from Santoro Drive and Walden Way and between Walden Way and Da Valle Drive is an undivided roadway. The segment is 2,646 feet long with a curb-to-curb width between 30 to 40 feet. On street parking is allowed on both sides of the segment and there is sidewalk along the north side; however, the south side of the segment has sidewalk that ends about 1,320 feet before Da Valle Drive. There are two (2) all way stops, one (1) three-way stop, and one (1) two way stop intersections throughout the segment. The surrounding land uses are residential. There are 30 mph, and 35 mph speed limit signs posted along the street segment.
 Recommendations
The 85 th -percentile speed of 33 mph indicates a speed limit of 30 mph between Landau Boulevard and Avenida Maravilla. The speed survey conducted on January 15 th , 2025, determined an average daily traffic of 2,581 vehicles per day within this segment. Within 4 years, there were 0 collisions. Based on the observed conditions the segment qualifies as a residential district with more than 13 houses within a quarter mile fronting the street. It is recommended that the posted speed limit on McCallum Way between Landau Boulevard and Avenida Maravilla remain 25 mph.

The 85th percentile speed of 35 mph indicates a speed limit of 35 mph between Avenida Maravilla and Data Palm Drive. The speed survey conducted on January 15 th , 2025, determined
an average daily traffic of 5,157 vehicles per day within this segment. Within 4 years, there were 2 collisions with a collision rate of 0.53, which is lower than the State Collision Rate. In accordance with CVC 22358.7, the surrounding land uses and sidewalks have the potential to generate high concentrations of bicyclists and pedestrians, reducing the speed limit. Based on CVC 22358.7, it is recommended that the posted speed limit on McCallum Way between Avenida Maravilla and Date Palm Drive to be 30 mph.

The 85th percentile speed of 32 mph indicates a speed limit of 30 mph between Date Palm Drive and Santoro Drive. The speed survey conducted on January 15 th , 2025, determined the
average daily traffic of 5,157 vehicles per day within this segment. Within 4 years, there was 1 collision within the segment with a collision rate of 0.31, which is lower than the State Collision Rate. This segment qualifies as a residential district with more than 13 houses within a quarter mile fronting the street. Based on the existing conditions and the segment being a residential district, it is recommended that the posted speed limit on McCallum Way between Date Palm Drive and Santoro Drive to be 25 mph.

The 85th percentile speed of 36 mph indicates a speed limit of 35 mph between Santoro Drive and Da Vall Drive. The speed survey conducted on January 15 th , 2025, determined the average
daily traffic of 2,666 vehicles per day within this segment. Within 4 years, there were 0 collisions. This segment qualifies as a residential district with more than 13 houses within a quarter mile fronting the street. Based on the existing conditions and the segment being a residential district, it is recommended that the posted speed limit on McCallum Way between Santoro Drive and Da Vall Drive to be 25 mph.

3-31

 Mountain View Road
Speed Survey Summary of Findings

 Conditions
Mountain View Road between Varner Road and North Ci ty Limits is a north south two (2) lane divided roadway segment with double yellow centerli ne striping. The studied segment is approximately 1,340 feet long with curb-to-curb width of 26 feet. There is no on street parking or sidewalk along the segment. There is one (1) three way stop intersection throughout the segment. There are no surrounding land uses along t he segment. There are no posted speed limit signs along the segment.

 Recommendations
The 85th-percentile speed of 54 mph indicates a spe ed limit of 55 mph between Varner Road and North City Limits. The speed survey was conduct ed on January 15 th , 2025, determined the average daily traffic of 13,271 vehicles per day within this segment. Within 4 years, there were 0 collisions. Rounding down the 85 th percentile to the nearest 5 mph indicates a speed limit of 50 mph. Based on the existing conditions, the 85 th percentile speed rounded down per CVC 22358.6, and the pace range, it is recommended that the posted speed limit on Mountain View Road between Varner Road and North City Limits to be 50 mph.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Mountain
View Road
Varner
Road
North City
Limits 55 54 50 44 45-54 73% 0 50 CVC 22358.6

3-32

 Palm Drive
Speed Survey Summary of Findings

 Conditions
Palm Drive between Interstate 10 and Varner Road is a north-south four (4) to five (5) lane divided roadway segment with a striped median and a raised median. The studied segment is approximately 4,455 feet long with curb-to-curb width of 85 feet. Bike facilities are located on both sides of the segment. There are three (3) signalized intersections throughout the street segment. The surrounding land uses are Jack in the Box, Chevron Gasoline, and ARCO Gasoline. There are 60 mph speed limit signs posted throughout the street segment.  Recommendations
The 85th-percentile speed of 61 mph indicates a speed limit of 60 mph between Varner Road and Interstate 10. The speed survey conducted on January 15 th , 2025, determined the average daily traffic of 30,564 vehicles per day within this segment. Within 4 years, there were 2 collisions with a collision rate of 0.05, which is lower than the State Collison Rate. Based on the existing conditions, the 85 th percentile, and the pace range of 49 to 58 mph, it is recommended that the speed limit on Palm Drive between Interstate 10 and Varner Road to be reduced to 55 mph.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Palm Drive Interstate
10 Varner
Road 60 61 55 49 49-58 62% 0.05 55 85 th Percentile & Pace Range

3-33

 Perez Road
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Perez Road is separated into two segments:
• East Palm Canyon Drive to Cathedral Canyon Drive
• Cathedral Canyon Drive to Date Palm Drive
Perez Road between East Palm Canyon Drive and Cathedral Canyon Drive is an east-west four (4) lane divided roadway segment with a striped med ian. The studied segment is approximately 3,040 feet long with curb-to-curb width of 64 to 77 feet. On-street parking is allowed from Campbell Street to Cathedral Canyon Drive. Sidewalk s are located throughout the entire segment and there are no bike facilities. There are two (2) signalized intersections and two (2) signalized pedestrian crossings along the segment. The surrounding land uses are G.H Pools Supplies, Automobile business services, Palm Springs Nissan, Palm Springs Kia, Toyota of The Desert, Acura of The Desert, Honda of the Desert, a nd Tesla Car Dealer. There are 40 mph speed limit signs posted throughout the street segment.

Perez Road between Cathedral Canyon Drive and Date Palm Drive an east-west four (4) lane divided roadway segment with a striped median. The studied segment is approximately 3,022 feet long with curb-to-curb width of 76 feet. On street parking is allowed on some portions of the street and there are no bike facilities. There are two (2) signalized intersections throughout the segment. The surrounding land uses are Vista Point Plaza, Perez Art & Design, Perez Plaza, Perez Business Park, Caillas Funeral Home, Pajaro B usiness Park, and other businesses.

There are 40 mph speed limit signs posed throughout the street segment.

 Recommendations
The 85th-percentile speed of 43 mph indicates a speed limit of 40 mph between East Palm Drive and Cathedral Canyon Drive. The speed survey conducted on January 22 nd , 2025, determined the average daily traffic of 7,951 vehicles per day within this segment. Within 4 years, there was 1 collision within the segment with a collision rate of 0.15, which is lower than the State Collision Rate. Based on the existing conditions and the 85 th percentile speed and the Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Perez Road
East Palm
Canyon
Drive
Cathedral
Canyon
Drive
40 43 39 33 34-43 72% 0.15 40 85 th Percentile Speed
Perez Road
Cathedral
Canyon
Drive
Date Palm
Drive 40 45 40 36 35-44 74% 0.55 40 CVC 22358.7

3-34

pace range, it is recommended that the posted speed limit on Perez Road between East Palm Drive and Cathedral Canyon Drive remain 40 mph.

The 85
th -percentile speed of 45 mph indicates a speed limit of 45 mph between Cathedral Canyon Drive and Date Palm Drive. The speed survey conducted on January 22 nd , 2025, determined the average daily traffic of 10,881 vehicles per day within this segment. Within 4 years, there were 5 collisions within this segment with a collision rate of 0.55, which is lower than the State Collision Rate. In accordance with CVC 22358.7, the surrounding land uses and sidewalks are expected to generate high concentrations of bicyclists and pedestrians. Rounding the 85 th percentile to the nearest 5 mph, and with an additional 5 mph reduction, indicates a speed limit of 40 mph. Based on the existing conditions and CVC 22358.7, it is recommended that the posted speed limit on Perez Road between Cathedral Canyon Drive and Date Palm Drive to remain 40 mph.

3-35

 Plumley Road
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Plumley Road is separated into three segments:
• Dave Kelly Road to Dinah Shore Drive
• Dinah Shore Drive to 35 th Avenue
• 35 th Avenue to Gerald Ford Drive
Plumley Road between Dave Kelly Road and Dinah Shore Drive is a north to south two (2) lane divided roadway with dashed yellow centerline striping. The studied segment is approximately 1,315 feet long with curb-to-curb width of 35 feet. On street parking is not allowed on both sides of the segment and there are no bike facilities. Sidewalks are only on the west side of the segment. There is one (1) signalized intersection throughout the segment. There are 25 mph and 35 mph speed limit signs posted throughout the segment.

Plumley Road between Dinah Shore Drive and 35
th Avenue is a north to south two (2) lane
divided roadway with a double yellow centerline striping. The studied segment is approximately 2,640 feet long with curb-to-curb width of 40 feet. On street parking is allowed on both sides of the segment and sidewalks are also on both sides of the segment. There are no bike facilities throughout the segment. There is one (1) signalized intersection and two (2) all way stops along the street segment. The surrounding land uses include Nellie N. Coffman Middle School and residential neighborhoods. There are 25 mph and 35 mph speed limit signs posted throughout the segment.

Plumley Road between 35
th Avenue and Gerald Ford Drive is a north to south two (2) lane divided roadway with a double yellow centerline striping. The studied segment is approximately 2,638 feet long with a curb-to-curb width of 40 feet. On street parking is allowed on the west side of the segment from 35 th Avenue to Converse Road. There are sidewalks on both sides of the segment and there are no bike facilities. The surrounding land uses are residential neighborhoods. There are 35 mph speed limit signs posted throughout the segment.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Plumley
Road
Dave Kelly
Road
Dinah
Shore Drive 35 37 32 26 28-37 69% 0 35 85 th Percentile Speed Plumley
Road
Dinah
Shore Drive
35 th
Avenue 35 36 31 26 27-36 72% 0.46 35 85 th Percentile Speed Plumley
Road 35 th Avenue Gerald
Ford Drive 35 40 35 30 30-39 73% 0.50 35 CVC 22358.7

3-36

 Recommendations
The 85th-percentile speed of 37 mph indicates a speed limit of 35 mph between Dave Kelly Road and Dinah Shore Drive. The speed survey conducted on January 15 th , 2025, determined the average daily traffic of 3,510 vehicles per day within this segment. Within 4 years, there were 0 collisions within the segment. Based on the 85 th percentile speed and the pace range, it is recommended that the posted speed limit on Plumley Road between Dave Kelly Road and Dinah Shore Drive remain 35 mph.

The 85th percentile speed of 36 mph indicates a speed limit of 35 mph between Dinah Shore Drive and 35
th Avenue. The speed survey conducted on January 15 th , 2025, determined the average daily traffic of 2,967 vehicles per day within the segment. Within 4 years, there was 1 collision within the segment with a collision rate of 0.46, which is lower than the State Collision Rate. Based on the observed conditions and the 85 th percentile speed, it is recommended that the speed limit on Plumley Road between Dinah Shpre Drive and 35 th Avenue remain 35 mph.

The 85th percentile speed of 40 mph indicates a speed limit of 40 mph between 35 th Avenue
and Gerald Ford Drive. The speed survey conducted on January 15 th , 2025, determined the average daily traffic of 2,967 vehicles per day within this segment. Within 4 years, there was 1 collision within the segment with a collision rate of 0.46, which is lower than the State Collision Rate. Per CVC 22358.7, the surrounding land uses and two schools being nearby, there is expected to be a high concentration of pedestrians and bikes. Rounding the 85th to the nearest 5 mph and with an additional five mph reduction, indicates a speed limit of 35 mph. Based on the existing conditions, CVC 22358.7, and the pace range, it is recommended that the posted speed limit on Plumley Road between 35 th Avenue and Gerald Ford Drive remain to 35 mph.

3-37

 Ramon Road
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Ramon Road is separated into five segments:
• San Luis Rey Drive to Landau Boulevard
• Landau Boulevard to Cathedral Canyon Drive
• Cathedral Canyon Drive and Date Palm Drive
• Date Palm Drive to Neuma Drive
• Neuma Drive to Da Vall Drive
Ramon Road between San Luis Rey Drive and Landau Bo ulevard is an east to west four (4) lane divided roadway segment with a raised median f rom Lawerence Crossway Road to San Luis Rey Drive and a double yellow centerline strip ing from Lawarence Crossway Road to Landau Boulevard. The studied segment is approximat ely 3,930 feet long with curb-to-curb width of 60 feet to 80 feet. On-street parking is n ot allowed and there are no bike facilities throughout the segment. There are three (3) signali zed intersections throughout the segment.

The surrounding land uses are Destination Ramon Pla za, Starrs Auto Repair, Green Clean Express Wash, Income Tax, Royal Computers, Villa Ba kery Mexican Food, 7-Eleven Convenience Store, Devon Self Storage, and other retail plazas. There are 40 mph and 45 mph speed limit signs posted throughout the street segment.

Ramon Road between Landau Boulevard and Cathedral C anyon Drive is an east west six (6) lane divided roadway segment with a raised median. The studied segment is approximately 2,660 feet long with a curb-to-curb width of 86 fee t. On street parking is not permitted and there are no bike facilities along the segment. There are three (3) signalized intersections and one (1) Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Ramon
Road
San Luis
Rey Drive
Landau
Boulevard 45 50 44 38 39-48 66% 0.09 45 CVC 22358.7
Ramon
Road
Landau
Boulevard
Cathedral
Canyon
Drive
40 44 39 35 35-44 76% 0.26 40 85 th Percentile Speed
Rounded Down
Ramon
Road
Cathedral
Canyon
Drive
Date Palm
Drive 40 46 41 35 38-47 72% 0 40 CVC 22358.7
Ramon
Road
Date Palm
Drive
Neuma
Drive 50 47 43 37 38-47 71% 0.11 45 85 th Percentile
Ramon
Road
Neuma
Drive
Da Vall
Drive 50 53 49 42 45-54 70% 0.08 45 CVC 22358.7

3-38

pedestrian crossing throughout the street segment. The surrounding land uses are 76 Convenience Shop, Auto Services business plazas, Ca rniceria Rancho Grande Supermarket, Circle K Liquor, Retail Plaza, Ramon Plaza, UHAUL, Outpost Market, Safer Plaza, Palm Mirror and Glass, Foam Roofing Experts, Big O Tires, and T oro Loco. There are 40 mph speed limit signs posted on the street segment.

Ramon Road between Cathedral Canton Drive and Date Palm Drive is an east west six (6) lane divided roadway segment with raised medians. The st udied segment is approximately 2,660 feet long with a curb-to-curb width of 86 feet. On street parking is not permitted and there are no existing bike facilities along the segment. The sur rounding land uses are Gentry Plaza, Ramon Plaza, 76 Gasoline Convenience Stores, ARCO, Circle K, Quick Tax, Southwest Dental, Auto Repair Shops, Muro & Muro Law Offices, and Weinersc hnitzel. There are 40 mph speed limit signs posted along the street segment.

Ramon Road between Date Palm Drive and Neuma Drive is an east west six (6) lane divided roadway segment with raised medians. The studied se gment is approximately 2,060 feet long with curb to curb width of 86 feet to 90 feet wide. On-street parking is not permitted and there are no bike facilities along the segment. There are three (3) signalized intersections along the segment. The surrounding land uses are Date Palm Ce ntre, Cathedral Village, Pure Dental, Desert Dental Alternatives. There are 50 mph speed limit signs posted along the segment.

Ramon Road between Neuma Drive and Da Vall Drive is an east west six (6) lane divided roadway segment with raised medians. The studied se gment is approximately 3,230 feet long with curb-to-curb width of 86 feet. On-street parki ng is not allowed and there are no bike facilities along the segment. There are two (2) sig nalized intersections along the segment. The surrounding land uses are Desert Memorial Park, Can yon Springs Department of Devlopmental Services, Forest Lawn Memorial Parks and Mortuaries , Chuck's Automotive Services. Ther are 50 mph speed limit signs posted along the segment.

 Recommendations
The 85th-percentile speed of 50 mph indicates a speed limit of 50 mph between San Luis Rey Drive and Landau Boulevard. The speed survey conducted on February 4 th , 2025, determined the average daily traffic of 3,930 vehicles per day within this segment. Within 4 years, there were 4 collisions within this segment with a collision rate of 0.09, which is lower than the State Collision Rate. In accordance with CVC 22358.7 the surrounding land uses, intersections, and sidewalks have the potential to generate high concentrations of bicyclists and pedestrians.

Based on the observed conditions, CVC 22358.7, and the pace range, it is recommended that the posted speed limit on Ramon Road between San Luis Rey Drive and Landau Boulevard remain 45 mph.

The 85
th percentile speed of 44 mph indicates a speed limit of 45 mph between Landau Boulevard and Cathedral Canyon Drive. The speed survey conducted on February 4 th , 2025, determined the average daily traffic of 37,320 vehicles per day within this segment. Within 4 years, there were 7 collisions within this segment with a collision rate of 0.26, which is lower than the State Collision Rate. Rounding down the 85th percentile speed to the nearest 5 mph, per CVC 22358.6, indicates a speed limit of 40 mph. Based on the 85 th percentile speed, CVC 22358.6, and the pace range, it is recommended that the posted speed limit on Ramon Road between Landau Boulevard and Cathedral Canyon Drive remain 40 mph.

3-39

The 85th percentile speed of 46 mph indicates a speed limit of 45 mph between Cathedral Canyon Drive and Date Palm Drive. The speed survey conducted on February 4 th , 2025,
determined the average daily traffic of 34,164 vehicles per day within this segment. Within 4 years there were 0 collisions within this segment. In accordance with CVC 22358.7, the surrounding land uses within the segment have the potential to generate high concentrations of bicyclists and pedestrians. Rounding the 85 th percentile speed to the nearest 5 mph with an additional 5 mph reduction indicates a speed limit of 40 mph. Based on the 85 th percentile speed and CVC 22358.7, it is recommended that the posted speed limit on Ramon Road between Cathedral Canyon Drive and Date Palm Drive remain 40 mph.

The 85th percentile speed of 47 mph indicates a speed limit of 45 mph between Date Palm Drive and Neuma Drive. The speed survey conducted on February 4 th , 2025, determined the
average daily traffic of 30,617 vehicles per day within this segment. Within 4 years, there were 2 collisions within the segment with a collision rate of 0.11, which is lower than the State Collision Rate. Based on the 85 th percentile speed and the pace range, it is recommended that the posted speed limit on Ramon Road between Date Palm Drive and Neuma Drive be 45 mph.

The 85
th percentile speed of 53 mph indicates a speed limit of 50 mph between Neuma Drive and Da Vall Drive. The speed survey conducted on February 4 th , 2025, determined the average daily traffic of 1,142 vehicles per day within this segment. Within 4 years, there were 2 collisions within the segment with a collision rate of 0.08, which is lower than the State Collision Rate. In accordance with CVC 22358.7, the surrounding land uses within the segment have the potential to generate high concentrations of bicyclists and pedestrians. Rounding the 85 th percentile speed to the nearest 5 mph with an additional reduction of 5 mph indicates a speed limit of 45 mph. Based on the 85 th percentile speed and CVC 22358.7, it is recommended that the posted speed limit on Ramon Road between Neuma Drive and Da Vall Drive be 45 mph.

3-40

 San Antonio Drive
Speed Survey Summary of Findings

 Conditions
San Antonio Drive between San Mateo Drive and Missi on Drive is a north south two (2) lane undivided roadway segment. The studied segment is approximately 3,430 feet long with curb-to- curb width of 34 feet. On-street parking is allowed on both sides of the street segment and there are no existing bike lanes. There are two (2) three -way intersections and one (1) all-way stop intersections. The surrounding land uses are reside ntial neighborhoods. There are 25 mph speed limit signs posted throughout the segment.

 Recommendations
The 85th-percentile speed of 33 mph indicates a speed limit of 30 mph between San Mateo Drive and Mission Drive. The speed survey conducted on January 22nd, 2025, determined the average daily traffic of 1,142 vehicles per day, within this segment. Within 4 years, there were 3 collisions with a collision rate of 2.78, which is higher than the State Collision Rate. Based on the existing conditions, the 85 th percentile speed, and the high collision rate, it is recommended that the posted speed limit on San Antonio Drive between San Mateo Drive and Mission Drive to remain 25 mph.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
San
Antonio
Drive
San Mateo
Drive
Mission
Drive 25 33 27 20 23-32 61% 2.78 25 85 th Percentile & High Collision Rate

3-41

 Santoro Drive
Speed Survey Summary of Findings

 Conditions
Santoro Drive between 30 th Avenue to McCallum Way is a north-south roadway wi th two (2) lane divided roadway segment with yellow centerline striping. The studied segment is 2,646 feet long with a curb-to-curb width of 52 feet. On stree t parking is not allowed, there are no bike facilities, and there are sidewalks on both sides t hroughout the segment. There are two all-way stop intersections. The surrounding land uses are residential and vacant lots. There are 25 mph speed limit signs posted within the segment.

 Recommendations
The 85 th -percentile speed of 42 mph indicates a speed limit of 40 mph between 30 th Avenue and McCallum Way. The speed survey conducted on January 15, 2025, determined the average daily traffic of 2,344 vehicles per day within this segment. Within 4 years, there were 0 collisions. Given the surrounding land uses and James Workman Middle School being nearby, there is a potential for a high concentration of bicyclists and pedestrians. Based on the observed conditions, 85 th percentile, and CVC 22358.7, it is recommended that the posted speed limit on Santoro Drive between 30 th Avenue and McCallum Way to be 35 mph.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Santoro
Drive 30 th Avenue McCallum
Way 25 42 36 31 33-42 67% 0 35 CVC 22358.7

3-42

 San Luis Rey Drive
Speed Survey Summary of Findings

 Conditions
San Luis Rey Drive between Mission Drive to Ramon D rive is a north-south two (2)-three (3) lane divided segment with a painted two-way left tu rn median. The studied segment is 1,581 feet long with a curb-to-curb width of 40-68 feet. On street is allowed on both sides, there are no bike facilities, and sidewalk exists on both sides expect for a vacant lot on the eastern side.

There is one (1) all-way stop and one (1) signalize d intersection. The surrounding land uses are The Springs Plaza, Autoshops, a Liquor Market, and vacant lots. There are 25 mph speed limit signs posted within the segment.

 Recommendations
The 85 th -percentile speed of 34 mph indicates a speed limit of 35 mph between Mission Drive and Ramon Drive. The speed survey conducted on January 22, 2025, determined the average daily traffic of 6,091 vehicles per day within this segment. Within 4 years, there were 2 collisions with a collision rate of 0.75 which is lower than the state’s collision rate. Rounding down the 85 th Percentile to the nearest 5mph increment per CVC 22358.6, indicates a speed of 30 mph.

Based on CVC 22358.7, the surrounding land facilities within this segment has the potential to generate a high concentration of pedestrians, it is recommended that the posted speed limit on San Luis Rey between Mission Drive and Ramon Drive to remain 25 mph.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
San Luis
Rey Drive
Mission
Drive
Ramon
Drive 25 34 31 26 25-34 78% 0.75 25
CVC 22358.7 & 85 th
Percentile Rounding
Down

3-43

 Tachevah Drive
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Tachevah Drive is separated into two segments:
• Landau Boulevard to Avenida Maravilla
• Avenida Maravilla to Date Palm Drive
Tachevah Drive between Landau Boulevard to Avenida Maravilla is an east-west roadway with two (2) lane divided segment with double yellow cen terline striping. The studied segment is 5,011 feet long, with a curb-to-curb width of 35 fe et. On street parking is allowed on both sides, there are no bike facilities, and sidewalks exist on both sides throughout the segment. There are three (3) all-way stop Intersections and one (1) st op control intersection. The surrounding land uses are residential and Panorama Park. There are 2 5 mph speed limit signs posted within the segment.

Tachevah Drive between Avenida Maravilla to Date Pa lm Drive is an east-west roadway with two (2) lane divided segment with double yellow cen terline striping. The studied segment is 2,633 feet long, with a curb-to-curb width of 36 fe et. On street parking is allowed on both sides, there are no bike facilities, and sidewalks exist on both sides throughout the segment. There are three (3) all-way stop Intersections and one (1) st op control intersection. The surrounding land uses are residential and vacant lots. There are 25 mph speed limit signs posted within the segment.
 Recommendations
The 85 th -percentile speed 34 mph indicates a speed limit of 35 mph between Landau Boulevard and Avenida Maravilla. There are approximately 1,19 4 vehicles per day within this road segment. The speed survey was conducted on January 22, 2025. Within 4 years, there was 1 collision with a collision rate of 0.61, which is l ower than the state’s collision rate. Rounding the 85 th percentile speed to the nearest 5 mph increment in dicates a speed limit of 35 mph in this segment. However, this segment qualifies as a resid ential district as there are 53 homes within a half a mile fronting the street. Based on the obs erved conditions and per CVC Division 1 Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Tachevah
Drive
Landau
Boulevard
Avenida
Maravilla 25 34 30 25 25-34 74% 0.61 25 Residential District Tachevah
Drive
Avenida
Maravilla
Date Palm
Drive 25 35 30 25 26-35 70% 0 25 Residential District

3-44

Section 515, it is recommended that the posted speed limit on Tachevah Drive between Landau Boulevard and Avenida Maravilla to remain 25 mph.

The 85
th -percentile speed 34 mph indicates a speed limit of 35 mph between Avenida Maravilla and Date Palm Drive. There are approximately 1,676 vehicles per day within this road segment.

The speed survey was conducted on January 22, 2025. Within 4 years, there were 0 collisions.

Rounding the 85 th percentile speed to the nearest 5 mph increment in dicates a speed limit of 35 mph in this segment. However, this segment qualifie s as a residential district as there are 62 homes within a half a mile fronting the street. Bas ed on the observed conditions and per CVC Division 1 Section 515, it is recommended that the posted speed limit on Tachevah Drive between Avenida Maravilla and Date Palm Drive to remain 25 mph.

3-45

 Varner Road
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Varner Road is separated into three segments:
• West City Limits to Edom Hill Road
• Edom Hill Road to Date Palm Drive
• Date Palm Drive to Bob Hope Drive
Varner Road between West City Limits and Edom Hill Road is an east-west two (2) lanes highway with dashed centerline striping. The studie d segment is approximately 3,100 feet long and 30 feet wide. On-street parking is not allowed and there is no bike facility on both sides of the street. There is one (1) signalized intersectio n and two (2) all-way stops. Sidewalk does not exist throughout the road segment. The surrounding land use is vacant lot. There are 55 mph speed limit signs posted within the road segment.

Varner Road between Edom Hill Road and Date Palm Dr ive is a north-south two (2) lanes highway with dashed centerline striping and double yellow striping. The studied segment is approximately 6,440 feet long and 30 feet wide. On-street parking is not allowed and there is no bike facility on both sides of the street. There ar e two (2) all-way stops. Sidewalk does not exist throughout the road segment. The surrounding land u se is vacant lot. There are 55 mph speed limit signs posted within the road segment.

Varner Road between Date Palm Drive and Bob Hope Drive limits is a north-south two (2) lanes highway with dashed centerline striping and double yellow striping. The studied segment is approximately 15,280 feet long and 30 feet wide. On -street parking is not allowed and there is no bike facility on both sides of the street. There is one (1) signalized intersection and one (1) all-way stop. Sidewalk does not exist throughout the road segment. The surrounding land use is vacant lot. There are 55 mph speed limit signs posted within the road segment.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Varner
Road
West City
Limits
Edom Hill
Road

55 52

48 44

44-53

82 0 50 85 th Percentile
Varner
Road
Edom Hill
Road
Date Palm
Drive

55 56

50 43

47-56

63 0.07 55 85 th Percentile
Varner
Road
Date Palm
Drive
Bob Hope
Drive

55 59

53 46

52-61

56 0.10 55 CVC 22358.6

3-46

 Recommendations
The 85 th -percentile speed of 52 mph indicates a speed limit of 50 mph between West City Limits to Edom Road Hill There are approximately 13,246 ve hicles per day within this road segment.

The speed survey was conducted on January 15, 2025. Within 4 years, there were 0 collisions.

Rounding the 85 th percentile speed to the nearest 5 mph increment in dicates a speed limit of 50 mph. Based on the observed conditions and 85 th percentile, it is recommended that the posted speed limit on Varner Road between West City Limits and Edom Hill Road to be 50 mph.

The 85
th -percentile speed of 56 mph indicates a speed limit of 55 mph between Edom Hill Road to Date Palm Drive. There are approximately 16,831 vehicles per day within this road segment.

The speed survey was conducted on January 15, 2025. Within 4 years, there were 2 collisions with a collision rate of 0.07, which is lower than the state’s collision rate. Rounding the 85 th percentile speed to the nearest 5 mph increment ind icates a speed limit of 55 mph. Based on the observed conditions and 85 th percentile, it is recommended that the posted spee d limit on Varner Road between Edom Hill Road and Date Palm Drive to remain 55 mph.

The 85th-percentile speed of 59 mph indicates a spe ed limit of 60 mph between Date Palm Drive and east City limits. There are approximately 4,801 vehicles per day within this road segment. The speed survey was conducted on January 15, 2025. Within 4 years, there were 2 collisions with a collision rate of 0.20 which is l ower than the state’s collision rate. Rounding the 85th-percentile speed down per CVC 22358.6 to the nearest 5 mph increment indicates a speed limit of 55 mph in this segment. Based on the obser ved conditions and 85th percentile and CVC 22358.6, it is recommended that the posted speed li mit on Varner Road between Date Palm Drive and east City limits to remain 55 mph.

3-47

 Vista Chino Drive
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, Vista Chino Drive is separated into four segments:
• West City Limits to Landau Boulevard
• Landau Boulevard to Avenida Maravilla
• Avenida Maravilla to Date Palm Drive
Vista Chino Drive between West City Limits to Landa u Boulevard is an east-west roadway with a four (4) lane divided segment with two-way left t urn median and double yellow centerline striping. The studied segment is 5,953 feet long, w ith a curb-to-curb width of 53-75 feet wide.

On street parking is allowed east of Carmela Dr on the northern side of the segment. There are on-street bike facilities and sidewalks on both sid es of the roadway between 994 feet west of Carmela Dr and Landau Boulevard. There are two (2) signalized intersections. The surrounding land uses are residential, Plaza Rio Vista, DoubleT ree Golf Resort. 39 residential driveways front the north side of the street. There are 55 mph speed limit signs posted within the segment.

Vista Chino Drive between Landau Boulevard to Avenida Maravilla is an east-west roadway with a four (4) lane divided segment with two-way left t urn median. The studied segment is 2,736 feet long, with a curb-to-curb width of 85 feet. On street parking, on-streets bike facilities, and sidewalks exist on both sides of the roadway. There are two (2) signalized intersections. The surrounding land uses are Vista Chino Village. 25 r esidential driveways front the south side of the street. There are 55 mph speed limit signs posted within the segment.

Vista Chino Drive between Avenida Maravilla to Date Palm Drive is an east-west roadway with a four (4) lane divided segment with two-way left tur n median and raised median. The studied segment is 2,560 feet long, with a curb-to-curb width of 85 feet. On-street parking, on-street bike facilities, and sidewalks exist on both sides of th e roadway. There are two (2) signalized intersections. The surrounding land uses are reside ntial with 19 residential driveways fronting the south side of the street. There are 55 mph speed limit signs posted within the segment.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
Vista Chino
Drive
West City
Limits
Landau
Boulevard 55 56 49 43 44-53 55% 0.23 50 CVC 22358.6
Vista Chino
Drive
Landau
Boulevard
Avenida
Maravilla 55 56 50 44 48-57 66% 0.12 50 CVC 22358.6
Vista Chino
Drive
Avenida
Maravilla
Date Palm
Drive 55 53 47 41 44-53 68% 0.37 50 CVC 22358.6

3-48

 Recommendations
The 85 th -percentile speed of 56 mph indicates a speed limit of 55 mph between West City Limits to Landau Boulevard. There are approximately 22,858 vehicles per day within this road segment. The speed survey was conducted on January 22, 2025. Within 4 years, there were 9 collisions with a collision rate of 0.23 which is l ower than the state collision rate. The surrounding land uses within this segment has the p otential to generate a high concentration of pedestrians, bicyclists, and driveway traffic. Base d on the observed conditions, CVC 22538.6, and the 85 th percentile, it is recommended that the posted spee d limit on Vista Chino Drive between West City Limits and Landau Boulevard be 50 mph.

The 85
th -percentile speed of 56 mph indicates a speed limit of 55 mph between Landau Boulevard to Avenida Maravilla. There are approxima tely 22,500 vehicles per day within this road segment. The speed survey was conducted on Jan uary 22, 2025. Within 4 years, there was 1 collision with a collision rate of 0.12 which is lower than the state collision rate. The surrounding land uses within this segment has the p otential to generate a high concentration of pedestrians, bicyclists, and driveway traffic. Base d on the observed conditions, CVC 22358.6, and the 85 th percentile, it is recommended that the posted spee d limit on Vista Chino Drive between Landau Boulevard and Avenida Maravilla be 50 mph.

The 85
th -percentile speed of 53 mph indicates a speed limit of 55 mph between Avenida Maravilla to Date Palm Drive. There are approximate ly 23,618 vehicles per day within this road segment. The speed survey was conducted on January 22, 2025. Within 4 years, there were 6 collisions with a collision rate of 0.37 which is lower than the state collision rate. Rounding down the 85 th percentile speed to the nearest 5 mph increment in dicates a speed limit of 50 mph between Avenida Maravilla to Date Palm Drive. The s urrounding land uses within this segment has the potential to generate a high concentration of pedestrians, bicyclists, and driveway traffic.

Based on the observed conditions and 85 th percentile per CVC 22358.6, it is recommended that the posted speed limit on Vista Chino Drive between Avenida Maravilla and Date Palm Drive be 50 mph.

3-49

 30 th Avenue
Speed Survey Summary of Findings

 Conditions
For the purpose of this study, G30th Avenue is separated into four segments:
• Landau Boulevard to Avenida Maravilla
• Avenida Maravilla to Date Palm Drive
• Date Palm Drive to Santoro Drive
• Santoro Drive to Da Vall Drive
30 th Avenue between Landau Boulevard to Avenida Maravil la is an east-west roadway with two (2) lane divided segment with a painted two-way lef t turn median. The studied segment is 2,640 feet long. On street parking is allowed on both sid es with designated parking, there are bike facilities throughout the segment, and there are si dewalks on both sides throughout the segment. There is two (2) all-way stop, one (1) sig nalized intersection, and one (1) pedestrian crossing. The surrounding land uses are residential , Landau Elementary School, and a vacant lot. There are both 35 mph and 25 mph speed limit signs posted within the segment.

30 th Avenue between Avenida Maravilla to Date Palm Driv e is an east-west roadway with two (2) lane divided segment with a painted two-way lef t turn median. The studied segment is 2,653 feet long. On street parking is allowed on both sid es with designated parking, there are bike facilities throughout, and there are sidewalks on b oth sides throughout the segment. There is one (1) all-way stop intersection. The surrounding land uses are residential and Walgreens.

There are both 35 mph speed limit signs posted within the segment.

30 th Avenue between Santoro Drive to Da Vall Drive is a n east-west roadway with two (2) lane divided segment with a painted two-way left turn me dian. The studied segment is 2,639 feet long and has a curb to curb width of 63 feet. On st reet parking is allowed on both sides with designated parking, there are bike facilities throu ghout, and there are sidewalks on both sides Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
30 th
Avenue
Landau
Boulevard
Avenida
Maravilla 35 39 35 31 31-40 80% 0 35 85 th Percentile Round Down
30 th
Avenue
Avenida
Maravilla
Date Palm
Drive 35 38 34 30 29-38 76% 0 35 85 th Percentile Round Down
30 th
Avenue
Date Palm
Drive
Santoro
Drive 45 40 36 31 40-49 72% 0.14 40 85 th Percentile
30 th
Avenue
Santoro
Drive
Da Vall
Drive 45 48 44 40 40-49 76% 0 45 85 th Percentile Round Down

3-50

throughout the segment. There are two (2) all-way s top intersections and one signalized intersection. The surrounding land uses are Dennis Keat Soccer Park, James Workman Middle School, Northgate Community Church, vacant lots, an d residential. There are 45 mph speed limit signs posted within the segment.

30 th Avenue between Date Palm Drive to Santoro Drive is an east-west roadway with two (2) lane divided segment with a painted two-way left tu rn median. The studied segment is 2,617 feet long and has a curb-to-curb width of 60 feet. On street parking is allowed on both sides with designated parking, there are bike facilities throu ghout, and there are sidewalks on both sides throughout the segment except on the northern side of the vacant lot. There are two (2) all-way stop intersections. The surrounding land uses are residential and vacant lots. There are 45 mph speed limit signs posted within the segment.
 Recommendations
The 85 th -percentile speed of 39 mph indicates a speed limit of 40 mph between Landau Boulevard and Avenida Maravilla. The speed survey conducted on January 22, 2025, determined the average daily traffic of 5,054 vehicles per day within this segment. Within 4 years, there were 0 collisions. Rounding down the 85 th percentile speed per CVC 22358.6 to the nearest 5 mph indicates a speed of 35 mph. Based on the observed conditions and 85 th percentile, and CVC 22358.6, it is recommended that the posted speed limit on 30 th Ave between Landau Boulevard and Avenida Maravilla to remain 35 mph.

The 85
th -percentile speed of 38 mph indicates a speed limit of 40 mph between Avenida Maravilla and Date Palm Drive. The speed survey conducted on January 22, 2025, determined the average daily traffic of 6,250 vehicles per day within this segment. Within 4 years, there were 0 collisions. Rounding down the 85 th percentile speed per CVC 22358.6 to the nearest 5 mph indicates a speed of 35 mph. Based on the observed conditions and the 85th percentile, and CVC 22358.6, it is recommended that the posted speed limit on 30th Ave between Avenida Maravilla and Date Palm Drive to remain 35 mph.

The 85
th -percentile speed of 40 mph indicates a speed limit of 40 mph between Avenida Maravilla and Date Palm Drive. The speed survey conducted on January 22, 2025, determined the average daily traffic of 9,556 vehicles per day within this segment. Within 4 years, there was 1 collision with a collision rate of 0.14, which is lower than the state’s collision rate. Based on the observed conditions and the 85th percentile, it is recommended that the posted speed limit on 30th Ave between Date Palm Drive and Santoro Drive to be 40 mph.

The 85
th -percentile speed of 48 mph indicates a speed limit of 50 mph between Santoro Drive and Da Vall Drive. The speed survey conducted on January 22, 2025, determined the average daily traffic of 5,846 vehicles per day within this segment. Within 4 years, there were 0 collisions. Rounding down the 85 th percentile speed per CVC 22358.6 to the nearest 5 mph indicates a speed of 45 mph. Based on the observed conditions, 85 th percentile, and CVC 22358.6, it is recommended that the posted speed limit on 30 th Ave between Santoro Drive and Da Vall Drive to remain 45 mph.

3-51

 33 rd Avenue
Speed Survey Summary of Findings

 Conditions
33rd Avenue between Cathedral Canyon Drive and Date Palm Drive is an east-west roadway with two (2) lane undivided segments. The studied segment is 2,668 feet long. On street parking is allowed on both sides, there are no bike facilit ies, and sidewalk exist throughout the segment except on the northern side between Rancho Vista Dr and Date Palm Dr. There is one all-way stop and two (2) stop control intersections. The su rrounding land uses are residential, Palm Springs Church, and vacant lots. There are 25 mph a nd 35 mph speed limit signs posted within the segment.

 Recommendations
The 85 th -percentile speed of 34 indicates a speed limit of 35 mph between Cathedral Canyon Drive and Date Palm Drive. The speed survey conducted on January 22, 2025, determined the average daily traffic of 2,347 vehicles per day within this segment. Within 4 years, there were 3 collisions with a collision rate of 1.74 which is higher than the state’s collision rate. Rounding down the 85 th percentile speed per CVC 22358.6 to the nearest 5 mph indicates a speed of 30 mph. Based on CVC 22358.6 it is recommended that the posted speed limit on 33 rd Ave between Cathedral Canyon Drive to Date Palm Drive be 30 mph.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
33 rd
Avenue
Cathedral
Canyon
Drive
Date Palm
Drive 25/30 34 28 24 24-33 70% 1.74 30 85 th Percentile, CVC 22358.6

3-52

 35 th Avenue
Speed Survey Summary of Findings

 Conditions
35 th Ave between Date Palm Drive to Plumley Road is an east-west roadway with two (2) lane divided roadway with yellow centerline striping. Th e studied segment is 2,632 feet long with a curb-to-curb width of 44 feet. On street parking is allowed on both sides, there are no bike facilities, and sidewalks are on both sides through out the segment. There are two (2) all-way stop intersections and one (1) stop control interse ction. The surrounding land uses are residential and Nellie N. Coffman Middle School. Th ere are 30 mph speed limit signs posted within the segment.

 Recommendations
The 85 th -percentile speed of 36 mph indicates a speed limit of 35 mph between Date Palm Drive and Plumley Road. The speed survey conducted on January 15, 2025, determined the average daily traffic of 939 vehicles per day within this segment. Within 4 years, there were 0 collisions with a collision rate of 0. Given the surrounding land uses and Nellie N. Coffman Middle School fronting the segment, there is a potential for a high concentration of pedestrians. Based on the observed conditions and 85 th percentile, and CVC 22358.7, it is recommended that the posted speed limit on 35 th Ave between Date Palm Drive and Plumley Road to remain 30 mph.

Street From To

Existing
Speed
Limit

85 th
%ile
Speed

Median
Speed

15 th
%ile
Speed

10mph
Pace
Range

% in
Pace
Range
Accidents
per
Million
Vehicle
Miles

Recom
Speed
Limit

Justification
35 th
Avenue
Date Palm
Drive
Plumley
Road 30 36 32 26 26-35 74% 0 30 CVC 22358.7

1 ORDINANCE NO.______________

AN ORDINANCE OF THE CITY OF CATHEDRAL
CITY AMENDING SECTION 12.20.010 OF THE

CATHEDRAL CITY MUNICIPAL CODE

RELATING TO THE DESIGNATION OF
SPECIAL SPEED LIMITS IN 2025.

The City Council of the City of Cathedral City does hereby ordain as follows:

SECTION 1a. AMENDED SPEED LIMITS. Subsection (B) of 12.20.010 of the Cathedral City Municipal Code is hereby amended by the adoption of the following amendments, due to the recent 2025 Traffic and Engineering Speed Limit Study completed by consultant Albert A. Webb Associates:

SECTION 1b. REVISED SPEED LIMITS. Based upon the findings of a Traffic and Engineering Speed Limit Survey dated April 2025.

Street No. Portion Affected 2025 Speed Limits (MPH)

Avenida Maravilla 1. Vista Chino to Tachevah Drive 25

2. Tachevah Drive to 30th Avenue 25

3. 30th Avenue to McCallum Way 25

4. McCallum Way to Ramon Road 25
Cathedral Canyon Drive 5. Ramon Road to 33rd Avenue 45

6. 33rd Avenue to Dinah Shore Drive 45

7. Dinah Shore Drive to Paseo Real 45

8. Paseo Real to Kieley Road 40

9. Kieley Road to Perez Road 35

10. Perez Road to East Palm Canyon Drive 35

11. East Palm Canyon Drive to Kings Road 25

12. Kings Road to Terrace Road 25 Date Palm Drive 13. Varner Road to Vista Chino 55

14. Vista Chino to 30th Avenue 50

15. 30th Avenue to McCallum Way 45

16. McCallum Way to Ramon Road 45

17. Ramon Road to Dinah Shore Drive 45

18. Dinah Shore Drive. to 35th Avenue 45

19. 35th Avenue to Gerald Ford Drive 45

20. Gerald Ford Drive to Perez Road 40

21. Perez Road to East Palm Canyon Drive 40
Da Vall Drive 22. 30th Avenue to Ramon Road 45

23. Ramon Road to Dinah Shore Drive 50

24. Gerald Ford Drive to South City Limits 45
Dave Kelly Road 25. Date Palm Drive to Plumley Road 35

2 Dinah Shore Drive 26. West City Limits to Cathedral Canyon Drive 45

27. Cathedral Canyon Drive to Date Palm Drive 45

28. Date Palm Drive to Da Vall Drive 50 East Palm Canyon Dr. 29. Golf Club Drive to Perez Road 45

30. Perez Road to Cathedral Canyon Drive 45

31. Cathedral Canyon Drive to Date Palm Dr. 45

32. Date Palm Drive to East City Limits 50
Edom Hill Road 33. Varner Road to North Terminus 40 Gerald Ford Drive 34. Date Palm Drive to Plumley Road 50

35. Plumley Road to Da Vall Drive 50
Landau Boulevard 36. Verona Road to Vista Chino Drive 45

37. Vista Chino Drive to Tachevah Drive 45

38. Tachevah Drive to 30th Avenue 45

39. 30th Avenue to McCallum Way 45

40. McCallum Way to Ramon Road 45
McCallum Way 41. Landau Boulevard to Avenida Maravilla 25

42. Avenida Maravilla to Date Palm Drive 25

43. Date Palm Drive to Santoro Drive 25

44. Santoro Drive to Da Vall Drive 25
Mountain View Road 45. Varner Road to North City Limits 50 Palm Drive 46. Interstate 10 to Varner Road 55
Perez Road 47. East Palm Canyon Dr. to Cathedral Canyon Dr. 40

48. Cathedral Canyon Dr. to Date Palm Dr. 40
Plumley Road 49. Dave Kelly Road to Dinah Shore Drive 35

50. Dinah Shore Drive to 35th Avenue 35

51. 35th Avenue to Gerald Ford Drive 35
Ramon Road 52. San Luis Rey Drive to Landau Blvd. 45

53. Landau Blvd. Cathedral Canyon Drive 40

54. Cathedral Canyon Drive to Date Palm Drive 40

55. Date Palm Drive to Neuma Drive 45

56. Neuma Drive to DaVall Drive 45
San Antonio Drive 57. San Mateo Drive to Mission Drive 25 Santoro Drive 58. 30th Avenue to McCallum Way 35
San Luis Rey Drive 59. Mission Drive to Ramon Road 25 Tachevah Drive 60. Landau Boulevard to Avenida Maravilla 25

61. Avenida Maravilla to Date Palm Drive 25 Varner Road 62. Palm Drive to Edom Hill Rd. 50

63. Edom Hill Rd. to Date Palm Drive 55

64. Date Palm Drive to Bob Hope Drive 55 Vista Chino Drive 65. West City Limits to Landau Boulevard 50

66. Landau Boulevard to Avenida Maravilla 50

67. Avenida Maravilla to Date Palm Drive 50
30th Avenue 68. Landau Boulevard to Avenida Maravilla 35

69. Avenida Maravilla to Date Palm Drive 35

70. Date Palm Drive to Santoro Drive 40

71. Santoro Drive to Da Vall Drive 45
3 33rd Avenue 72. Cathedral Canyon Drive to Date Palm Drive 30 35th Avenue 73. Date Palm Drive to Plumley Road 30

SECTION 2. This Ordinance shall be in full force and effect thirty (30) days after passage.

SECTION 3. Posting. The City Clerk shall within fifteen (15) days after the passage of this Ordinance, cause it to be posted in at least the 3 public places designated by resolution of the City Council; shall certify to the adoption and posting of this Ordinance; and shall cause this Ordinance and it's certification, together with proof of posting, to be entered in the book of Ordinances and the Municipal Code of this City.

APPROVED, and ADOPTED at a regular meeting of the City Council for the City of Cathedral City held on this _______ day of __________, 2025, by the following vote:

Ayes:

Noes:

Absent:

Abstain:
___________________________
Nancy Ross, Mayor

ATTEST:

____________________________
Tracey R. Hermosillo, City Clerk

APPROVED AS TO FORM:

____________________________
Eric S. Vail, City Attorney

APPROVED:

____________________________
Charles P. McClendon, City Manager

Staff Report
City Council
Item No. 5.B
Meeting Date: May 28, 2025
From: Michael Contreras
Title: First Reading of an Ordinance Adopting the Revised Fire Hazard Severity Zones (FHSZ) Map.

RECOMMENDATION:

To introduce, waive reading beyond the title and provide first reading to an ordinance adopting the March 24, 2025 final updated Fire Hazard Severity Zones (FHSZ) map.

BACKGROUND:

On June 3, 2008, City Council approved Ordinance No 2008-661 to add sections 8.12.070 and 8.12.080 to the Municipal Code to reduce the threat of uncontrolled fires by designating Very High Fire Hazard Severity Zone (VHFHSZ) map as recommended from the California Department of Forestry. After re-analyzing our area, the Department of Forestry (DFFP) submitted an updated version, which was then presented to Council and adopted on February 10, 2010.

On March 24, 2025 Cal Fire released final updated maps for the Local Responsibility Area. This update integrates new climate science, fire modeling, and ember transport data to better reflect long-term wildfire hazards.

Cathedral City has no high or very high zones. According to the maps, Cathedral City has only low and moderate zones.

DISCUSSION:

The Oakland Hills fire in 1991 prompted the 1992 "Bates Bill," Assembly Bill 337 (Government Code 51175-51189). It instructed the Director of DFFP to classify lands in the state in accordance with whether a very high fire hazard is present so that public officials are able to take measures that will reduce the potential intensity of uncontrolled fires that threaten to destroy resources, life, or property.

Exhibit A, the Local Responsibility Area Fire Hazard Severity Zone map, dated March 24, 2025 identifies the changes within the city as recommended by the Department of Forestry.

The recommendations are a result of a model that took into account factors such as fire history, existing and potential fuel, flame length, blowing embers, terrain, weather and the likelihood of buildings igniting.

While these maps are hazard-based (long-term likelihood and behavior), insurance providers use different short-term risk models, though they may use similar datasets.

FISCAL IMPACT:

None
FIVE-YEAR STRATEGIC PLAN:

Goal E - Safety
ATTACHMENTS:

1. Ordinance

2. 2025 FHSZ Map
ORDINANCE NO 2025 -

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
CATHEDRAL CITY AMENDING SECTION 8.12.070(8) OF

THE CATHEDRAL CITY MUNICIPAL CODE TO REFLECT

THE CURRENT FIRE HAZARD SEVERITY ZONES (FHSZ)

AS RECOMMENDED BY THE DIRECTOR OF THE

CALIFORNIA DEPARTMENT OF FORESTRY AND FIRE

PROTECTION IN COORDINATION WITH THE OFFICE OF

THE STATE FIRE MARSHAL
WHEREAS, the California State Legislature has declared that the prevention of fires is a matter of statewide concern; and
WHEREAS, the State Legislature has directed the Director of the California Department of Forestry and Fire Protection (CALFIRE) to identify areas as fire hazard severity zones (FHSZ) in all counties based on consistent statewide criteria and based on the severity of fire hazard that is expected to prevail in those areas; and WHEREAS, the determination of an area as FHSZ is based on fuel loading, slope, fire weather, and other relevant factors; and
WHEREAS, the purpose of the designation of FHSZ areas is so that public officials are able to identify measures that will retard the rate of spread and reduce the potential intensity of uncontrolled fires that threaten to destroy resources, life, or property; and WHEREAS, the FHSZ map, attached as Exhibit "A", dated March 24, 2025, identifies the FHSZ areas located within the City as recommended by CALFIRE, based on a model that took into account factors such as fire history, existing and potential fuel, flame length, blowing embers, terrain, weather and the likelihood of buildings igniting; and WHEREAS, pursuant to Government Code section 51179, in the absence of findings supported by substantial evidence that the requirements of Government Code section 51182 are not necessary for effective fire protection within the FHSZ areas, the City Council must designate, by ordinance, FHSZ areas within the City as recommended by the Director of CALFIRE; and
WHEREAS, the City Council desires to designate the FHSZ areas within the City as recommended by the Director of CALFIRE without local amendments.

NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY DOES ORDAIN AS FOLLOWS:

Section 1. AMENDMENT TO SECTION 8.12.070 (B)

8.12.070 Designation of Fire Hazard Severity Zones
B. The designated Fire Hazard Severity Zones within the City are depicted upon the Fire Hazard Severity Zones (FHSZ) Map, dated March 24, 2025, a copy of which shall be available for public inspection in the Office of the City Clerk.

Section 2. SEVERABILITY
The City Council declares that, should any provision, section, paragraph, sentence or word of this ordinance be rendered or declared invalid by any final court action in a court of competent jurisdiction or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences or words of this ordinance as hereby adopted shall remain in full force and effect
Section 3. REPEAL OF CONFLICTING PROVISIONS
All the provisions of the Cathedral City Municipal Code as heretofore adopted by the City of Cathedral City that are in conflict with the provisions of this ordinance are hereby repealed.

Section 4. EFFECTIVE DATE
This ordinance shall take effect thirty (30) days after its second reading by the City Council.

Section 5. CERTIFICATION
The City Clerk shall certify to the passage of this ordinance and shall cause the same to be published according to law.

The foregoing Ordinance was approved and adopted at a meeting of the City Council held on , 2025 by the following vote:

Ayes:

Noes:

Abstain:

Absent:

Nancy Ross, Mayor
ATTEST: APPROVED AS TO FORM:

Tracey R. Hermosillo, City Clerk Eric S. Vail, City Attorney City and County boundaries as of 10/22/24 (CA Board of Equalization) CAL FIRE State Responsibility Areas (SRA25_1)
CAL FIRE Fire Hazard Severity Zones (FHSZSRA23_3, FHSZLRA_25_1) Data Sources:

Daniel Berlant, State Fire Marshal, CA Department of Forestry and Fire Protection Joe Tyler, Director/Fire Chief, CA Department of Forestry and Fire Protection Wade Crowfoot, Secretary for Natural Resources, CA Natural Resources Agency Gavin Newsom, Governor, State of CaliforniaThe State of California and the Department of Forestry and Fire Pro
tection make no representations or warranties regarding the accuracy of data or maps. Neither the State nor the Department shall be liable under any circumstances for any direct, special, incidental, or consequential damages with respect to any claim by any user or third party on account of, or arising from, the use of data or maps. and other relevant factors including areas where winds
hav
e been identified by the Office of the State Fire Marshal as a major cause of wildfire spread.
statewide criteria and based on the severity of fire hazard that is expect
ed to prevail in those areas. Moderate, high, and very high fire hazard severity zones shall be based on fuel loading, slope, fire weather, Government Code section 51178 requires the State Fire
Marshal t
o identify areas in the state as moderate, high,
and very high fire hazard severity zones based on consistent Waterbody
Federal Responsibility
Area (FRA)Unzoned LRA
Incorporated City
Projection: NAD 83 California Teale Albers
Scale: 1:65,000 at 11" x 1
7"
0 1 2 3 4 5Km
0 1 2 3Mi
Moderate
Moderate
Fire Hazard Severity Zones (FHSZ) in Local Responsibility Area (LRA), as Identified by the S
tate Fire Marshal
Cathedral
City
10 Ramon Rd
111

UNINCORPORATED
RIVERSIDE CO.

UNINCORPORATED
RIVERSIDE CO.

DESERT HOT

SPRINGS

PALM DESERT

PALM SPRINGS

RANCHO MIRAGE
March 24, 2025
As Identified by the
St
ate Fire Marshal
Local Responsibility Area
Fire Hazard Sev
erity Zones
CITY OF CATHEDRAL CITY – RIVERSIDE COUNTY
Fire Hazard Severity Zones in State Responsibility
Area (SRA), Eff
ective April 1, 2024
Exhibit A
Staff Report
City Council
Item No. 5.C
Meeting Date: May 28, 2025
From: Kevin Biersack, Financial Services Director
Title: Approval of FY 2025/2026 and 2026/2027 Biennial Budget RECOMMENDATION:

1. To adopt a Resolution entitled, "A RESOLUTION BY THE CITY COUNCIL OF THE CITY

OF CATHEDRAL CITY, CALIFORNIA, APPROVING A BUDGET FOR THE FISCAL YEARS 2025/2026 AND 2026/2027.”

2. To adopt a Resolution entitled, "A RESOLUTION BY THE BOARD OF THE CATHEDRAL

CITY PUBLIC FINANCING AUTHORITY APPROVING A BUDGET FOR THE FISCAL YEARS 2025/2026 AND 2026/2027.”

3. To adopt a Resolution entitled, "A RESOLUTION BY THE CITY OF CATHEDRAL CITY

AS THE HOUSING SUCCESSOR AGENCY APPROVING A BUDGET FOR THE FISCAL YEARS 2025/2026 AND 20206/2027.”

4. To adopt a Resolution entitled, "A RESOLUTION BY THE SUCCESSOR AGENCY TO

THE CATHEDRAL CITY REDEVELOPMENT AGENCY APPROVING A BUDGET FOR THE FISCAL YEARS 2025/2026 AND 2026/2027.”

5. To adopt a Resolution entitled, "A RESOLUTION BY THE CITY COUNCIL OF THE CITY

OF CATHEDRAL CITY, CALIFORNIA, APPROVING THE CAPITAL IMPROVEMENT

PROJECT (CIP) PLAN AND THE PARKS IMPROVEMENT PROGRAM PLAN FOR FISCAL YEARS 2026 THROUGH 2030.”
BACKGROUND:

After five months of reviews and discussions, we are pleased to present the adopted Biennial Budget for Fiscal Years (FY) 2025/2026 and 2026/2027 for the City of Cathedral City; the Cathedral City Public Financing Authority; the Housing Successor Agency (“Successor Agency”); Successor Agency to the Redevelopment Agency; and the Five-Year Capital Improvement Project (CIP) and the Park Improvement Program Plans.

This biennial budget was developed with a primary focus to accomplish City Council strategic plans and corresponding goals established in January 2023, with updates in March 2025.

Departments reviewed past accomplishments and developed objectives focusing on achieving these overarching Council strategies and goals:
•Serving the Community with Pride and Dedication
•Community Investment
•Fiscal Stability and Sustainability
•Innovation
•Safety
•Embracing, Inclusive City
Within each department budget, there are work plans and performance measures focused on creating the desired future for Cathedral City.

During the past twelve years, FY 2012/2013 through FY 2024/2025, the City has been able to stabilize and achieve balanced budgets, as well as grow fund balance over the years to provide ample savings in order to navigate through uncertain economic times.

DISCUSSION:

To achieve time and cost efficiencies over a traditional annual budget, the City of Cathedral City prepares and adopts two one-year budgets. Using this cycle, the second year does not require formal adoption by City Council. Each year is separate and distinct. Unencumbered operating funds from the first year do not carry over into the second year.

The City’s six-month budget preparation cycle began in December as Financial Services collaborated with various City departments over the next six months with a primary focus on the General Fund, Special Revenue Funds with operating budgets and the Five-Year Plans for the Capital Improvement Project (CIP) and the Parks Improvement Program Plans. In total, this budget forecasts the financial plan over the next two years for the City’s 50+ funds.

Once City Council adopts this budget, staff will publish the biennial budget and will integrate the budgetary data into the City’s accounting system at both the general ledger (summary) and project ledger (subsidiary) levels. Financial Services will submit the adopted biennial budget to the Government Financial Officers Association (GFOA) budget awards program.

Cathedral City has received the GFOA budget award for the last nine budget cycles.

FISCAL IMPACT:

The attached Biennial Budget for FY 2025/2026 and FY 2026/2027 to be adopted shows:

•For FY 2025/2026, the City’s General Fund forecasted budget has $70,824,937 in revenues and $76,579,614 in expenditures. The net deficit is $5,754,677, including $4,728,854 in discretionary expenditures.

•For FY 2026/2027, the City’s General Fund forecasted budget has $73,534,760 in revenues and $78,061,701 in expenditures. The net deficit is $4,526,941, including $4,470,697 in discretionary expenditures, resulting in a structurally balanced budget.

Through the adopted budget, City staff will continue to focus on the City’s published Five- Year Strategic Plan and prioritize essential services, continuing to invest in our City while monitoring discretionary expenditures. This budget ensures the City continues to proactively pay long-term liabilities and continue capital investments in our most critical infrastructure.

FIVE-YEAR STRATEGIC PLAN:

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.

ATTACHMENTS:

1. Adopted Budget Document FY26 & FY27

2. Resolution Cathedral City Biennial Budget FY 2026 and FY 2027

3. Resolution Cathedral City Public Financing Authority (PFA) Budget FY 2026 and FY 2027

4. Resolution Cathedral City Housing Successor Agency Budget FY 2026 and FY 2027

5. Resolution Cathedral City Successor to the Redevelopment Agency Budget FY 2026 and FY 2027

6. Resolution Cathedral City Capital Improvement Project (CIP) and Parks Improvement Program Plans FY 2026 through FY 2027

CITY OF CATHEDRAL CITY

CALIFORNIA
Adopted Budget
Fiscal Years 2025/2026 and 2026/2027

TABLE OF CONTENTS PAGE

BUDGET MESSAGE
Budget Message ........................................................................................................................ 3

GENERAL INFORMATION
Mission Statement / Core Values / Vision ................................................................................ 11 Principal Officials ..................................................................................................................... 12 Budget Document Objectives / Considerations / Vision / Principles ........................................ 13 Distinguished Budget Presentation Award............................................................................... 14 Budget Development ............................................................................................................... 15 Strategic Plan Goals and Objectives ....................................................................................... 18 Performance Measures ........................................................................................................... 20 Long-Range Financial Planning ............................................................................................... 21 Fund Structure ......................................................................................................................... 23 List of Funds:
• List of Funds By Type ................................................................................................... 25 • List of Funds By Fund Number ..................................................................................... 26 City of Cathedral City Organization Chart ................................................................................ 27 Personnel and Staffing ............................................................................................................ 29 Department / Fund Matrix ........................................................................................................ 37

FINANCIAL SUMMARIES
Financial Summary - All Funds - FY 2025/2026 ...................................................................... 40 Financial Summary - All Funds - FY 2026/2027 ...................................................................... 40 Financial Summary By Fund - All Funds .................................................................................. 41 Financial Summary By Fund - All Funds .................................................................................. 42 Revenues and Other Sources Summary by Major Category and Fund - All Funds • FY 2023/2024 Actual .................................................................................................... 43 • FY 2024/2025 Projected ............................................................................................... 44 • FY 2025/2026 Adopted ................................................................................................. 45 • FY 2026/2027 Adopted ................................................................................................. 46 Expenditures and Other Sources Summary by Major Category and Fund - All Funds • FY 2023/2024 Actual .................................................................................................... 47 • FY 2024/2025 Projected ............................................................................................... 48 • FY 2025/2026 Adopted ................................................................................................. 49 • FY 2026/2027 Adopted ................................................................................................. 50 Operating Transfers Summary - All Funds .............................................................................. 51

GENERAL FUND
Financial Summary - General Fund (Fund 100) ...................................................................... 54 General Fund Revenues.......................................................................................................... 55 General Fund Expenditures ..................................................................................................... 68 Departmental Budgets
• Elected Officials ............................................................................................................ 69 • Community Organizations ............................................................................................. 75 • Legal Services .............................................................................................................. 76 • City Management
• City Manager ........................................................................................................... 77

TABLE OF CONTENTS PAGE
• Human Resources ................................................................................................... 83 • Communications and Events ................................................................................... 89 • City Clerk ................................................................................................................. 95 • Information Technology ......................................................................................... 101 • Financial Services
• Administration ........................................................................................................ 106 • Risk Management .................................................................................................. 109 • Finance .................................................................................................................. 110 • Facilities ................................................................................................................ 114 • Community and Economic Development
• Administration ........................................................................................................ 122 • Economic Development ......................................................................................... 123 • Planning ................................................................................................................ 131 • Building .................................................................................................................. 136 • Code ...................................................................................................................... 140 • Public Works
• Engineering ........................................................................................................... 145 • Maintenance .......................................................................................................... 152 • Parks ..................................................................................................................... 156 • Art .......................................................................................................................... 160 • Public Safety
• Police Department ................................................................................................. 162 • Administration .................................................................................................. 162 • Field Services (Operations) .............................................................................. 165 • Investigative Services ...................................................................................... 169 • Emergency Communications ........................................................................... 173 • Animal Control .................................................................................................. 176 • Fire Department
• Administration .................................................................................................. 178 • Emergency Services ........................................................................................ 186 • Prevention ........................................................................................................ 191 • Ambulance Services ........................................................................................ 195 • Emergency Management ................................................................................. 199 • General Government .................................................................................................. 202

OTHER FUNDS
Measure W (Fund 151) .......................................................................................................... 204 Big League Dreams Fund (Fund 431) ................................................................................... 208 Special Deposits Fund (Fund 711) ........................................................................................ 209

OTHER BUDGETED FUNDS
Transit Development Fund (Fund 229) .................................................................................. 212 Quimby Act Fund (Fund 230) ................................................................................................ 213 Art in Public Places Fund (Fund 231) .................................................................................... 214 Master Underground Fund (Fund 232) .................................................................................. 215 Traffic Safety Fund (Fund 233) .............................................................................................. 216 City Mitigation Fee Fund (Fund 234) ..................................................................................... 217

TABLE OF CONTENTS PAGE
Public Education and Government (PEG) Fees Fund (Fund 236) ......................................... 218 Transportation Development Act (TDA) Fund (Fund 240) ..................................................... 219 State Gas Tax Fund (Fund 241) ............................................................................................ 220 Air Quality Improvement Fund (Fund 242) ............................................................................. 221 Measure A Fund (Fund 243) .................................................................................................. 222 Asset Forfeiture Program Fund (Fund 244) ........................................................................... 223 Solid Waste Fund (Fund 246) ................................................................................................ 224 Police Grants Fund (Fund 247) ............................................................................................. 228 Road Maintenance and Rehabilitation Act (RMRA) Fund (Fund 248) ................................... 229 Civic Grants Fund (Fund 249) ............................................................................................... 230 Community Development Block Grant (CDGB) Fund (Fund 251) ......................................... 231 Police Department Special Revenues Fund (Fund 255) ........................................................ 232 Fire Department Special Revenues Fund (Fund 256) ........................................................... 233 Fire Grants Fund (Fund 259) ................................................................................................. 234 Landscape and Lighting District Fund (Fund 261) ................................................................. 235 Parks Facilities Fund (Fund 271) ........................................................................................... 236 Transportation Fund (Fund 272) ............................................................................................ 237 General Government Facilities Fund (Fund 273) ................................................................... 238 Fire Facilities Fund (Fund 274) .............................................................................................. 239 Police Facilities Fund (Fund 275) .......................................................................................... 240 Successor Housing Agency Fund (Fund 561) ....................................................................... 241

CAPITAL PROJECTS FUNDS
Areawide Capital Projects Fund (Fund 331) .......................................................................... 245 Assessment District 85-1 Fund (Fund 341) ........................................................................... 246 Assessment District 86-5 Fund (Fund 344) ........................................................................... 247 Assessment District 87-2 Fund (Fund 345) ........................................................................... 248 Assessment District 88-3 Fund (Fund 347) ........................................................................... 249 Assessment District 96-1 Fund (Fund 348) ........................................................................... 250 Assessment District 2001-01 Fund (Fund 349) ..................................................................... 251 CFD Rio Vista Fund (Fund 351) ............................................................................................ 252 Assessment District 2003-01 Fund (Fund 352) ..................................................................... 253 Assessment District 2004-01 Fund (Fund 353) ..................................................................... 254 Assessment District 2004-02 Fund (Fund 354) ..................................................................... 255

PROPRIETY (INTERNAL SERVICE) AND CUSTODIAL FUNDS
Proprietary Funds
• Equipment Replacement Fund (Fund 611) ................................................................. 257 • Insurance Fund (Fund 612) ........................................................................................ 258 • Technology Fund (Fund 613) ...................................................................................... 259 • Facilities Fund (Fund 614) .......................................................................................... 260 Custodial Funds
• Fund Descriptions ....................................................................................................... 261

SUCCESSOR AGENCY TO THE RDA (PRIVATE -PURPOSE TRUST FUNDS) Successor Agency Development Obligation Retirement Fund (Fund 530) ............................ 263 Successor Agency TABs Fund (Fund 536) ............................................................................ 264 Successor Agency Administration Fund (Fund 540) .............................................................. 265

TABLE OF CONTENTS PAGE
Successor Agency Other Fund (Fund 541) ........................................................................... 266 Successor Agency 2007 Series A TAB Fund (Fund 550) ...................................................... 267 Successor Agency 2007 Series C TAB Fund (Fund 552) ...................................................... 268

PUBLIC FINANCING AUTHORITY
Public Financing Authority Fund (Fund 491) .......................................................................... 271

CAPITAL IMPROVEMENT PROGRAM (CIP) PLAN
Capital Improvement Program (CIP) Plan - Descriptions and Funding Source ..................... 273 Capital Improvement Program (CIP) Plan - Project Details ................................................... 280 Capital Improvement Program (CIP) Plan - Summary by Fund ............................................. 284 Capital Improvement Program (CIP) Plan - Map ................................................................... 285

PARKS IMPROVEMENT PROGRAM PLAN
Parks Improvement Program Plan - Descriptions .................................................................. 287 Parks Improvement Program Plan - Project Details .............................................................. 289 Parks Improvement Program Plan - Summary by Fund ........................................................ 290

SUPPLEMENTAL INFORMATION
Community History and Profile .............................................................................................. 293 Financial Policies ................................................................................................................... 296 Financial Policies ................................................................................................................... 314

APPENDICES
Glossary of Acronyms................................................................................................................. ii Glossary of Terms ...................................................................................................................... x

COUNCIL ACTIONS
Gann Appropriations Limit ..................................................................................................... xviii Resolutions ............................................................................................................................... xx

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BUDGET MESSAGE
• Budget Message

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BUDGET MESSAGE
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HONORABLE MAYOR, MEMBERS OF THE CITY COUNCIL, AND RESIDENTS OF CATHEDRAL CITY:

After months of review and discussions, we are pleased to present the adopted Biennial Budget for Fiscal Years
(FY) 2025/2026 and 2026/2027 for the City of Cathedral City . The biennial budget includes the Operating Budget, the Capital Improvement Program (CIP) Plan, the Parks Improvement Program Plan, the Successor Agency to the Cathedral City Redevelopment Agency (Successor Agency), Cathedral City as the Housing Successor Agency, and the Cathedral City Public Financing Authority.

This biennial budget was developed with a primary focus to accomplish City Council strategies and goals established in January 2025. Departments reviewed their past accomplishments and developed objectives focusing on achieving these overarching City Council goals:
• Serving the Community with Pride and Dedication
• Community Investment
• Fiscal Stability and Sustainability
• Innovation
• Safety
• Embracing, Inclusive City

FINANCIAL STATUS OVERVIEW
These past five years have proven to be challenging for the City of Cathedral City with the COVID -19 global pandemic and recovery from Tropical Storm Hilary. The City has been proactive in taking measures to mitigate possible negative economic effects by making reductions to City staffing and department operating budgets. Despite initial losses in tax revenues in certain areas, the City of Cathedral City was able to navigate through the pandemic without any major pitfalls. There continues to be stability with property values along with an increase in single family dwelling development, which translates into more rooftops result in increased revenues for our City.

Over the past decade, balancing the budget has been challenging for the City. Coming out of the lingering effects of the Great Recession, the City has been able to stabilize, achieving a net surplus in 11 of the past 12 fiscal years with significant growth in our Fund Balance, or “savings account”. To illustrate, revenues grew from $44.310 million in FY 2017/2018 to $69.287 million in FY 2023/2024. With the eco nomic downturn in 2007-2009, it was necessary to generate a stable source of revenues to ensure the City’s ability to maintain financial solvency. This stability was achieved through the support of Cathedral City residents to pass local revenues measures. The following measures have resulted in secure revenue sources: the Utility Users’ Tax (Measure L) passed in 2008, the Transactions and Use Tax (Measure H) passed in 2010 coupled with Measure B in 2014 eliminating the Measure H tax sunset, and most recently, the Transactions and Use Tax increase (Measure W) passed in 2024. In FY 2015/2016, the City

BUDGET MESSAGE
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Council pursued diversifying the City’s tax revenue source through a Cannabis Tax allowing this new business sector to establish tax revenues for dispensary, cultivation, and manufacturing businesses in the City. As a result of these Council driven and Community supported measures, the City has been able to diversify revenue sources to the levels it receives today. During the past two fiscal years the general fund budgets were adopted with projected deficits; however, a surplus of $2.23 million was recognized in FY 2023/2024, and we anticipate a net deficit not more (and hopefully less) than $3.62 million in FY 2024/2025. During uncertain economic times, the City is committed to responsible fiscal management and has therefore identified various extraordinary expenditures that may be postponed beyond this biennial budget into future years.

FY 2025/2026 AND FY 2026/2027 BUDGET OVERVIEW
Citywide Financials
The City’s operating budget includes a variety of funding sources. The General Fund is the largest single fund and represents the City’s primary operating fund. Other funds include special revenue funds, capital projects funds, debt service funds, internal service funds, and private purpose trust funds. The General Fund budgeted revenues for FY 2025/2026 are $ 70.8 million, and the budgeted expenditures are $76.6 million, resulting in a net deficit of $5.8 million. For FY 2026/2027, the General Fund budgeted revenues are $73.5 million, and the budgeted expenditures are $78.0 million, resulting in a net deficit of $4.5 million. With these projections, the General Fund is anticipated to be $38.8 million at the start of FY 2025/2026, approximately $13.0 million above the 33% fund balance threshold ($25.3 million) of the FY 2026/2027 budgeted expenditures . For all funds, the total City expenditure budget for FY 2025/2026 is $161.4 million; and is $159.8 million for FY 2026/2027.

$44,310
$51,374 $50,837
$56,178
$62,396
$68,156 $69,287
$64,099
$70,825 $73,535
$43,422
$50,673 $52,258
$49,693
$55,598
$66,362 $67,060
$67,722
$76,580 $78,062
$40,000
$45,000
$50,000
$55,000
$60,000
$65,000
$70,000
$75,000
$80,000
Revenues/Transfers In vs.

Expenditures/Transfers Out
(thousands)
Revenues/Transfers In Expenditures/Transfers Out

BUDGET MESSAGE
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Citywide Staffing
Over the years, labor force reductions resulted from budget shortfalls, causing various departments to do more with less. During the C OVID-19 pandemic, the City full -time equivalents (FTE) were reduced from 201 FTEs to 183 FTEs. With the infusion from the federally funded American Rescue Plan Act (ARPA), the City was able to rehire those 18 positions over the next two fiscal years to climb back up to the 201 FTEs. Since then, the City has focused on efficiency reviews and targeted recruitment to avoid City-wide layoffs. Staffing resources have grown over these past few years with adopted FTE counts of 230 FTEs in the FY 2025/2026 budget and 231 FTEs in th e FY 2026/2027 budget, resulting in a staffing increase of 15.2% over the past 5 years. With these staffing increases, the City is approaching similar staffing counts to our highest number of 238 FTEs in FY 2007/2008 prior to the Great Recession.

In doing so, City departments and staff will continue to find ways to work efficiently to provide high-quality services while protecting the safety of Cathedral City residents through innovation, ingenuity, and employee productivity. To that extent, the City has achieved significant savings from the implementation of many facets of the enterprise-wide resource planning (ERP) system including the most recent implementation of on-line customer self-service portal to better service the needs of the Cathedral City community.

FINANCIAL OPPORTUNITIES
Over the last 15 years, the periodic question from the community has been: “why does the City appear to have a never-ending budget problem?” And, more specifically, “why is there still a problem given the City has had various tax measures?” These questions are valid and are primarily due to these two components: The City is still experiencing a recovery of core revenues, and the City is experiencing increased labor costs.

The City’s core annual revenues traditionally consist of taxes (property, sales and use, cannabis, transient occupancy, utility user tax, and franchise fees) contributing more than 70% to our General Fund revenues. Licenses and permits, charges for services, fines and forfeits, intergovernmental revenues, use of money and property, and miscellaneous revenues, and transfers in from other City funds contribute almost 30%.

Over the past 15 years, these additional tax revenue sources have allowed Cathedral City to diversify its revenue stream.
• During April 1, 2009, the Utility Users’ Tax (UUT) became effective. UUT imposed a 3% tax on the use of telecommunications, cable (video), electricity (including cogenerated), gas, and solid waste. In FY 2025/2026, UUT is projected to generate $4.3 million in annual revenues. • During June 2010, the Transactions and Use Tax (TUT) became effective, imposing a 1% tax on all retailers doing business within the city. In FY 2025/2026, TUT is projected to generate $10.0 million in annual revenues. • During FY 2015/2016, Cannabis Tax revenues became effective for licensed/operating dispensary, cultivation, and manufacturing facilities. In FY 2025/2026, Cannabis Tax is projected to generate $3.2 million in annual revenues.
• During FY 2024/2025, Measure W passed with a 73.4% majority and starting April 1 st of 2025 there will be an
additional .5 cent transaction and use tax increase for Cathedral City, which is projected to generate an additional $5.0 million in annual revenues.

Going forward, the challenge will be to balance each fiscal year’s budget on its own without depleting General Fund reserves. To ensure long- term viability, the City needs to not only maintain but also grow the core revenues discussed above through continued development activities prompting a growth in tax revenues, e.g., Sales Tax, TUT, UUT, TOT, and Cannabis.

BUDGET MESSAGE
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Economic and Business Development
As pointed out in the previous section, revenue growth has occurred in core revenues over the past 15 years, most notably sales and use taxes which are generated from taxable transactions on goods sold. Total taxable transactions reached a peak of more than $1 billion in calendar year (CY) 2005, and then a low of $600 million just three years later in CY 2008. Fortunately, the City has seen a consistent trend upward in taxable transactions since CY 2017 to exceed $1.4 billion in CY 2022. In the coming years, we strive to pursue opportunities for Cathedral City to maintain sustainable growth well into the future.

For the City to continue this growth trend, core revenue growth is accomplished not only by the economy, but also through community engagement and strong community relations, a goal established by the City Council that continues into the upcoming biennial budget period. This will be accomplished through community newsletters, social media presence and the continued growth of special events. As the economy continues to recover from the great recession and COVID-19 pandemic, City staff, under the direction of City Council, continues to devise and implement new revenue-generating strategies to provide Cathedral City residents with the necessary level and highest quality services available within our current capabilities. Through the City Council-adopted goals and strategic planning, one of the key strategies for that growth is to continue to maintain and improve upon the infrastructure of Cathedral City. Included in this biennial budget, is the Capital Improvement Program Plan recommending significant investments in the City’s streets and road, and the Parks Improvement Program Plan making significant investments, e.g., American Disabilities Act (ADA), in the City’s parks. Both these plans provide infrastructure and recreation, not only for our existing residents and businesses that call Cathedral City home but also assisting in attracting new residents and businesses as part of our City’s future growth, especially as the City grows in the northern portions of Cathedral City.

Other key strategies adopted by the City Council are to look at ways to provide necessary infrastructure (both new and improved) and to expand the City’s footprint through growth and development opportunities; finalize the update to the City’s Zoning Code; refine our marketing narratives to appropriately define who we are; and continue the development of the downtown area. To assist in that development, the new Cathedral City Community Amphitheater $755,293
$810,547 $798,205 $821,117
$857,736 $883,574
$881,959
$1,117,578
$1,400,701
$1,350,815
$700,000
$800,000
$900,000
$1,000,000
$1,100,000
$1,200,000
$1,300,000
$1,400,000
$1,500,000
Total Taxable Transactions
(thousands)

BUDGET MESSAGE
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venue continues to grow year -over-year with new City events and musical performances e.g., Taste and Sounds, and sustained growth in arts, theatre, and cultural events at the CV Repertory Theatre. In addition, the Agua Caliente Band of Cahuilla Indians (ACBCI) continues to increase their programming at their newest and most innovative state-of-the-art Casino in downtown Cathedral City, attracting even more visitors to the city.

City Council and staff continue to enhance the transparency of city government and the availability of information to the public, while ensuring the ongoing public safety commitment to protect our entire community. In doing so, we feel these investments will continue to attract new businesses and residents to strengthen Cathedral City.

ACKNOWLEDGEMENTS
We would like to thank the City Council and City Manager (CM) for their leadership and overall direction of this budget. We would also like to thank the many residents and business owners for providing input and feedback throughout the year to not only the City Council, but also to City staff and the respective Commissions and Committees. This has become a valuable resource we are able to tap into during the budget process. All are to be commended for committing their time to be involved in this very important process.

Finally, we would like to take this opportunity to thank all City staff who participated in developing this budget document. Preparing the budget is a demanding and time-consuming effort for all staff members. This is especially true considering the continued workloads of staff in their respective core areas of responsibility and the budgetary challenges facing the City. “Teamwork” among individuals and departments resulted in this budget document. This same “teamwork” will continue Moving Cathedral City Forward into the future.

Respectfully submitted,

Kevin Biersack
Financial Services Director

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GENERAL INFORMATION
• Mission Statement/Vision/Core Values
• Principal Officials
• Budget Document Objectives
• Distinguished Budget Presentation Award
• Budget Development
• Strategic Plan Goals and Objectives
• Performance Measures
• Long-Range Financial Planning
• Fund Structure
• List of Funds:
• List of Funds by Type
• List of Funds by Fund Number
• City of Cathedral City Organization Chart
• Personnel and Staffing
• Department/Fund Matrix

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MISSION STATEMENT / CORE VALUES / VISION
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MISSION STATEMENT / VALUES /
VISION
The City's Mission, Values, and Vision 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 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

VALUES

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.

PRINCIPAL OFFICIALS
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CITY COUNCIL

Mayor 2025
District 2

Mayor Pro Tem 2024
District 5

Council Member
District 1

Council Member
District 3

Council Member
District 4

Nancy Ross Raymond Gregory Rita Lamb Mark Carnevale Ernesto Gutierrez Ter m Expires 2028 Ter m Expires 2026 Ter m Expires 2028 Ter m Expires 2026 Ter m Expires 2026

OTHER ELECTED OFFICIALS
City Treasurer ................................................................................................................... Greg Jackson

ADMINISTRATIVE OFFICIALS
City Manager ................................................................................................................... Charles McClendon Assistant City Manager ................................................................................................... Anne Ambrose City Attorney ................................................................................................................... Eric Vail Financial Services Director ............................................................................................ Kevin Biersack Community and Economic Development Director ......................................................... Andrew Firestine Public Works Director ..................................................................................................... John Corella Fire Chief ......................................................................................................................... Michael Contreras Police Chief .................................................................................................................... George Crum

BUDGET DOCUMENT OBJECTIVES / CONSIDERATIONS / VISION / PRINCIPLES Return to Table of Contents Page | 13

MUNICIPAL BUDGET OBJECTIVES

• Provides a financial framework for City Council goals • Allocates financial resources to assist in meeting those goals • Used as a powerful planning tool for the City
• Informs the public about priorities, goals, and anticipated capital improvement projects in the City • Defines City Council and department/division goals and objectives • Links goals with fiscal reality
• Directs staff resources and time based on financial allocation

CRITICAL BUDGET CONSIDERATIONS

• The budget is a policy document, financial plan, and operations guide for the City • The budget defines how anticipated resources will be distributed to address needs of the City • Fund Balance is a necessity to maintain financial solvency, it cannot be considered a luxury • Fund Balance provides not only a savings account, but also cash flow (we don’t always receive revenues prior to making expenditures, e.g., sales tax cycle)

PROVIDES THE VISION

• The budget must reflect and support City Council policies • Projected revenues are finite; policy decisions determine how to best utilize those finite resources • In a system of checks and balances, the budget is the primary tool for the City Council to accomplish their priorities
• The budget provides the City Council and City Management with the ability to direct staff actions by allocating finite resources

BUDGET PRINCIPLES

• Build the budget from a base of attainable revenue projections • Identify fair and accurate City expenditures
• Apply the appropriate balance of budget strategies

DISTINGUISHED BUDGET PRESENTATION AWARD
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The Government Finance Officers Association of the United States and Canada (GFOA) presented the City of Cathedral City with a Distinguished Budget Presentation Award for its biennial budget for the biennium beginning July 1, 2023. This was the City’s ninth successive award.

To receive this award, a governmental unit must publish a budget document meeting the mandatory program criteria as a policy document, as an operations guide, as a financial plan and as a communications device.

This award is valid for the two-year period only. We believe our current biennial budget continues to conform to program requirements, and we plan to submit this budget to the GFOA to determine its eligibility for another award.

BUDGET DEVELOPMENT
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CITY BUDGET PROCESS
To achieve time and cost efficiencies over a traditional annual budget, the City of Cathedral City prepares and adopts two one-year budgets. Under this cycle, the second year does not require formal adoption by City Council.

Each year is separate and distinct. Unencumbered funds from the first year do not carry over into the second year.

The City’s 6-month budget preparation cycle began in December as the Finance Division prepared a draft budget of operating expenditures for each of the six departments (City Management, Community and Economic Development (ED), Engineering (ENG) and Public Works, Financial Services, Fire, and Police) based on historical data and trends. In January, the Financial Services Department conducted in-person training for utilizing the Tyler ERP Central Budget Entry module to make budget requests . Individual departments are then directly responsible for reviewing the draft operating budgets and proposing any adjustments. The Community and Economic Development Department, Engineering and Public Works Department, Fire Department and Police Department coordinate their departmental facilities and vehicle replacement requests and provide to the Financial Services Department. In addition, the Finance staff incorporated the Engineering and Public Works Department capital improvement project requests.

Departments submitted their revised budget worksheets and supplemental data to the Financial Services in February. Based on departmental feedback, the Financial Services compiled the returned data and calculated the total expenditures requested, in addition to the estimated revenues and projected fund balances. The City Manager then held individual budget meetings with the various department heads. Based on the results of those meetings, the Financial Services updated the preliminary budget entries. In March, the Financial Services Director and City Management discussed and reviewed the preliminary budget as a whole prior to disseminating it to the City Council for review. Once distributed, City Council members were asked to provide questions, comments, and recommendations by the end of March. During April, the Financial Services Director reviewed and presented the proposed budget to City Council during two public study sessions – the first session being dedicated to the General Fund and the second to the special revenue funds, proprietary funds, the Capital Improvement Program (CIP) Plan and the Parks Improvement Program Plan.

With budget adoption, staff will publish the adopted budget document and integrate the budgetary data into Tyler ERP, the City’s accounting system. Financial Services will then submit the adopted budget document to the GFOA budget awards program. The City has received the GFOA budget award for the last nine budget cycles and strives for a successful 10
th submission.

BALANCED BUDGET
The City of Cathedral City defines a balanced budget as the total of budgeted revenues (including transfers in), to equal budgeted expenditures (including transfers out). and, if required, using fund balance to make up any difference.

BUDGET AMENDMENTS
Supplemental appropriations, when requested during the fiscal year, require approval by the City Council. The Financial Services Director is authorized to adjust appropriations between each department or activity provided the total appropriations for each department or activity do not exceed the amounts approved in the budget resolution, or any amending resolutions, for the entire fund. Based on City Council approved actions, adjustments to funds are made on at least a quarterly basis. Transfers of cash or unappropriated fund balance from one fund to another can be made with the Financial Services Director’s approval.

BUDGET DEVELOPMENT
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BASIS OF BUDGETING AND ACCOUNTING
The City uses the modified accrual basis of accounting in budgeting governmental funds. This means obligations of the City, including outstanding purchase orders, are budgeted as expenditures. Revenues are recognized when they are both measurable and available to fund current expenditures. Estimated payouts during each budget year for compensated absences exceeding the maximum accrued leave allowable are included in the governmental funds budget. The modified accrual basis of accounting is also used for governmental funds reported in the annual audited financial statements.

The City uses the accrual basis of accounting in budgeting proprietary (internal service) funds and includes depreciation, but excludes capital outlay and debt payments, if any. Revenues are recorded when earned, whether cash is received at the time or not. In similar fashion, expenses are recorded when goods and services have been received, whether cash disbursements are made at the time or not. The accrual basis of accounting is also used for proprietary funds reported in the annual audited financial statements.

At the close of a fiscal year, outstanding operating budget purchase commitments for goods and services will not be carried forward into the next fiscal year. Budgets for the Capital Improvement Program (CIP) Plan and the Parks Improvement Program Plan are authorized for the duration of the project. Therefore, authorizations for CIP projects and unfulfilled capital improvement purchasing commitments at the end of a fiscal year are automatically carried forward to the next fiscal year.

BUDGET CALENDAR
The following are the key dates in the current budget process. • January 22, 2025 – Study Session briefing on biennial budget overview and timeline. In-person training session conducted for the Financial Services Department. • January 23, 2025 – In-person training sessions for using Central Budget Entry for City Management and Public Works Department.
• January 24, 2025 – Budget calendar related to their FY 2025/2026 and FY 2026/2027 budgets distributed to each department. Department narratives to include descriptions, goals, objectives, and accomplishments sent to departments for their review and update. Staffing Composition sent to Departments for review. • January 25, 2025 – Strategic Planning and Goal Planning session. • January 28, 2025 – In-person training sessions for using Central Budget Entry for Community and Economic Development Department, Police Department and Fire Department. • January 31, 2025 – Preliminary Five-Year CIP Plan submitted to the Engineering Division for review. • February 7, 2025 – Meeting with Engineering staff to discuss Five-Year CIP Plan. • February 7, 2025 – Deadline for departments’ proposed adjustments to operational expenditures via Central Budget Entry.
• February 14, 2025 – Updated department descriptions, goals, objectives, and accomplishments returned to the Finance Division.
• March 7, 2025 – City Management completes preliminary budget review. • March 14, 2025 – City Council receives budget workbook reflecting line-item details for all departments and projected revenues and expenditures for FY 2025/2026 and FY 2026/2027. • March 28, 2025 – City Council budget questions due to the Finance Services department. • April 9, 2025 – In Study Session, City Council holds initial discussions of the budget workbook for FY 2025/2026 and FY 2026/2027 with emphasis on the General Fund. This meeting includes specific time and associated discussion for public comments and council consideration. • April 23, 2025 – In Study Session, City Council continues discussion of the budget workbook for FY 2025/2026 and FY 2026/2027 with emphasis on special revenue funds, proprietary funds, the Five-Year CIP Plan and the Parks Improvement Program Plan. This meeting includes specific time and associated discussion for public comments and council consideration.

BUDGET DEVELOPMENT
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• May 14, 2025 – City Council approves the proposed biennial budget and Five-Year Plans for FY 2025/2026 and FY 2026/2027.
• May 28, 2025 – City Council approves the adopted biennial budget and Five-Year Plans for FY 2025/2026 and FY 2026/2027.

Additionally, the following Special Council Budget Sessions were held in the current budget process.

• February 19, 2025 – City Council holds a meeting for a staffing and budget review of the City Management Department and divisions.
• March 5, 2025 – City Council holds a meeting for a staffing and budget review of Fire Department and divisions.
• March 19, 2025 – City Council holds a meeting for a staffing and budget review of Police Department and divisions.
• April 2, 2025 – City Council holds a meeting for a staffing and budget review of Community and Economic Development Department and divisions.
• April 16, 2025 – City Council holds a meeting for a staffing and budget review of Public Works and Engineering Department and divisions.
• April 30, 2025 – City Council holds a meeting for a staffing and budget review of Financial Services Department and divisions.

STRATEGIC PLAN GOALS AND OBJECTIVES
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FIVE-YEAR STRATEGIC PLAN
The City’s recently approved Five-Year Strategic Plan is an additional policy document guiding and informing the FY 2025/2026 and FY 2026/2027 Biennial Budget. The Strategic Plan expands beyond previous goal setting performed by the City since, in addition to annual goals, it also identifies longer range priorities.

The Strategic Plan is an important planning document helping organizations maintain focus on the future in addition to addressing current issues and needs. As Cathedral City continues to grow and the complexities of providing public services continue to expand and evolve, preparing and positioning the organization to adapt, change, and improve becomes critically important to continue to create public value for our community.

The Government Finance Officers Association recommends government entities create strategic plans to provide a long-term perspective for service delivery and budgeting. The importance of strategic planning is positioning the City to adapt and influence the City’s future rather than simply reacting to what the future brings the City.

The City’s Mission, Values, and Vision create the foundation and framework for the Strategic Plan. 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 organizations’ Goals and Objectives which inform work programs and priorities which are funded through this budget document.

STRATEGIC PLAN GOALS AND OBJECTIVES
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STRATEGIC PLAN 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 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.

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

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.

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.

Goal E - SAFETY
Objective: Cathedral City is safe for all who live, work, visit, and play in our community.

Goal F - EMBRACING, INCLUSIVE COMMUNITY
Objective: Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options, and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

PERFORMANCE MEASURES
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Performance measures assess the effectiveness and efficiencies of the City’s departments and divisions. They allow City staff to measure how to better achieve the strategic goals the City Council sets in their Annual Goal Planning Session. Through the evaluation and/or outcome of certain functions carried out within the departments, results can be seen and how those results are connected to achieving the City Council’s strategic goals.

Performance measures are now a mandatory criterion under the GFOA Distinguished Budget Presentation Award Program. As such, the City of Cathedral City has included various performance measures in our Budget Document.

City Management in collaboration with the Financial Services Department worked directly with the various departments to identify, evaluate, and provide performance measures based on appropriate measures needed to communicate goals and objectives for near and far-reaching future goals. During the analysis stage, department discussions focused around the following 10 GFOA steps for identifying appropriate performance measures:

1. Know your audience. Measures communicate performance, but not all measures are appropriate for all audiences. Before identifying measures, think about what your intended audience wants to know.

Department heads, elected officials, and citizens all have different needs.

2. Consult with subject matter experts. Finance staff should never identify measures without input and collaboration from subject matter experts and program staff in operating departments. Talk to the staff members who are involved in performing services to find what would add value.

3. Identify the outcomes. Identify the purpose or goal of the programs and services your government is providing.

4. Identify the service level. Describe what your government does to produce quality outcomes and think about how services can be performed (timeliness, error free, frequency, superior quality, etc.). Think about how your customers (be they citizens or employees) think about the service level being provided.

5. List factors that can influence outcomes. A variety of factors can influence outcomes. Be clear about which ones (internal or external) could influence the outcome or service level. If necessary, use tools like a factor map to diagram them.

6. Select appropriate measures. Select measures that will help your audience understand the situation. This can be more than one measure and can relate to factors that are or are not controlled by government programs.

7. Define your measures. Be explicit about what you are measuring and how to collect information and be consistent.

8. Determine the frequency of measurement. Identify how often you will collect and report data. Also, specify who will be responsible for collecting, storing, and sharing data.

9. Consider how you will use data you collect. Think through how the data will be used - for example, who will have access to this information? What decisions or processes does the data support?

10. Evaluate the usefulness of the data. After a set period, evaluate whether the performance measure is useful information. If not, consider tweaking your approach or stop collecting that data in favor of a more useful measure.

Performance measures can be found within each respective departments budget. In upcoming cycles, we will continue to add additional Performance measures as we identify and track new data points to measure the City’s strategic goals.

LONG-RANGE FINANCIAL PLANNING
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GENERAL FUND

The City of Cathedral City’s Financial Services Director briefs City Council as to the General Fund’s current fiscal year financial status at least twice/year, based on mid-year (December) and end of year (June) financial data. At the same time, a five-year forecast beyond the current fiscal year is also presented. This allows the City Council to make decisions conducive with the fund balance policy. In addition, the City Council receives a bi-monthly status throughout the fiscal year of actual “cash” revenues received and expenditures made.

To be prepared for any future economic downturns, the City revised its fund balance policy in September 2014. The revised policy states that of the available fund balance, the City strives to assign a minimum of 33% of budgeted expenditures (including transfers out) for cash flow reserves, economic uncertainties, and budget-related reserves, with a goal of achieving a 50% balance.

The table below shows the current revenues, expenditures, and fund balance projections beyond the current budget periods. As shown, the City will exceed its minimum fund balance policy of 33% in FY 2025/2026 and FY 2026/2027.

Starting with FY 2027/2028, the City may fall below the 33% minimum Fund Balance level. Current estimates anticipate a 4% growth in FY 2027/2028 revenues and a corresponding 3% growth in FY 2027/2028 expenditures over the next three years and into the future. During the next two budget years, the City anticipates additional Federal Emergency management Agency ( FEMA) revenue from Tropical Storm Hilary that occurred in August of 2023. This revenue would assist with closing the gap between expenditures and revenues and will strive to maintain a fund balance minimum of 33%.

D
uring this current period of economic uncertainty, any one-time (extraordinary) expenditures have been identified as expenditures utilizing fund balance “savings” and could be candidates for postponement should there be an economic downturn. As a result, it will be incumbent up on Financial Services staff to actively monitor revenue and expenditure trends and keep City Management and City Council apprised of adverse conditions, especially when significant one-time expenditures are planned for and anticipated to be made. With revenues (4%) and expenditures (3%) forecasted to increase at these respective percentages, it will be important to evaluate these forecasts and compare to the future market conditions in preparing the next biennial budget for FY 2027/2028 and beyond.

CAPITAL IMPROVEMENT PROGRAM PLAN

The Five-Year Capital Improvement Program (CIP) Plan is another integral part of the City’s long-range financial planning. The City currently has identified 18 c urrent/active projects to be completed in the upcoming biennial budget for FY 2025/2026 and FY 2026/2027, 28 new projects planned to begin during the upcoming five-year plan, and 7 unfunded projects.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adpoted
FY 2026/2027
Adopted
FY 2027/2028
Projected
FY 2028/2029
Projected
FY 2029/2030
Projected
BEGINNING BALANCE 40,176,890 42,403,293 38,780,405 33,025,728 28,498,789 26,532,429 25,271,841 Revenues and Other Sources 71,162,618 64,099,416 70,824,937 73,534,761 76,476,151 79,535,197 82,716,605 E xpenditures and Other Uses 68,936,215 67,722,304 76,579,614 78,061,701 78,442,510 80,795,786 83,219,659 N et increase (decrease) 2,226,403 -3,622,888 -5,754,677 -4,526,940 -1,966,359 -1,260,589 -503,054 E
NDING BALANCE 42,403,293 38,780,405 33,025,728 28,498,789 26,532,429 25,271,841 24,768,787 33% Fund Balance Reserve Policy 22,348,360 25,271,273 25,760,361 25,886,028 26,662,609 27,462,488 28,286,362 Available General Fund Balance 20,054,933 13,509,132 7,265,367 2,612,761 -130,180 -2,190,647 -3,517,575 50% Target Fund Balance Policy 33,861,152 38,289,807 39,030,851 39,221,255 40,397,893 41,609,830 42,858,124 Available General Fund Balance 8,542,141 490,598 -6,005,123 -10,722,466 -13,865,464 -16,337,989 -18,089,337 GENERAL FUND (FUND 100) FORECAST

LONG-RANGE FINANCIAL PLANNING
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The planning process for the CIP Plan begins with the Finance Division gathering data on existing projects, potential funding for new projects, and identifying unfunded projects. Subsequently, Finance coordinates with Engineering staff to develop a preliminary plan to be submitted for Engineering review and comment. Meeting(s) and various forms of coordination occur to refine and provide detail in developing and finalizing a draft plan for City Council review and concurrence. A final CIP Plan is then presented with the Proposed Budget, and if there are no changes, will be included in the Final Proposed Budget for City Council approval of the Adopted Budget.

Significant nonrecurring capital expenditures shown in the CIP Plan for the next two-year budget period include the design of the Septic to Sewer Project ($1,468,061 in FY 2025/2026 and $738,286 in FY 2026/2027) which will transfer approximately 1,140 homes from septic to municipal sewer . The design and construction of Date Palm north of I-10 6-Lane ($521,069 in FY 2025/2026 and $4,737,575 in FY 2026/2027) which will provide safe roadways and proper drainage for storm water. Whispering Palms Trail Bike Lane ( $1,028,757 in FY 2025/2026) will provide Class III bicycle lanes in one of the City most densely populated area.

There are no significant operating expenditures expected during the next two-year budget period for capital projects included in the CIP Plan.

FUND STRUCTURE
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The City of Cathedral City’s accounting system (financial backbone) is maintained on a fund basis, in accordance with governmental accounting standards. Each of the City’s funds is considered a separate accounting entity with a self-balancing set of accounts recording assets, liabilities, fund equity, revenues, and expenditures. Funds are established and segregated with the purpose of recording specific programs or attaining certain objectives in accordance with special regulations, restrictions, or limitations. Funds are classified into one of three categories:
governmental (general, special revenue, debt service and capital projects), proprietary (internal service and enterprise), and fiduciary (trust and agency). Each of these categories is described in greater detail in the following sections.

Budgets are legally adopted for the following funds: General Fund (Fund 100), Big League Dreams (Fund 431), certain special revenue funds as identified in the List of Funds, internal service funds, and private purpose trust funds on a basis consistent with Generally Accepted Accounting Principles (GAAP).

Fund budgets are not adopted for the Public Financing Authority or the debt service funds, which account for bond proceeds and associated annual debt service. Effective budgetary control is alternately achieved through bond indenture provisions. In addition, fund budgets are not initially adopted for capital projects; however, the associated expenditures are identified in the CIP Plan and the Parks Improvement Program Plan for the project lifecycle. Once the capital project is authorized by City Council, it is then budgeted for the duration of the project. Although not formally appropriated, planned expenditures in the debt service funds are included in the budget document for informational purposes.

Custodial funds have no equity, assets are equal to liabilities, and do not include revenues and expenditures for general operations of the City. Therefore, budgets are not adopted for these funds.

GOVERNMENTAL FUNDS
Governmental funds are used to account for most, if not all, of a government’s tax-supported activities. The general fund, special revenue funds, capital projects funds and debt service funds are considered governmental funds.

Governmental funds report activities based on near-term inflows and outflows of financial or spendable resources (current financial resources measurement focus) and use the modified accrual basis of accounting.

The GENERAL FUND is the main operating fund of the City and is used to account for all the general revenues of the City not specifically levied or collected in other City funds, and for the expenditures related to the rendering of general services by the City. The General Fund is used to account for all resources not required to be accounted for in another fund.

SPECIAL REVENUE FUNDS are used to account for the revenue received from specific taxes or other specific revenue sources restricted or committed to expenditure for specified purposes other than for debt service or major capital projects.

CAPITAL PROJECTS FUNDS are used to account for, and report financial resources restricted, committed, or assigned to expenditure for capital outlays, including the acquisition or construction of capital facilities and other capital assets.

DEBT SERVICE FUNDS are used to account for, and report financial resources restricted, committed, or assigned to expenditure for principal and interest.

FUND STRUCTURE
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PROPRIETARY (INTERNAL SERVICE) FUNDS
Proprietary funds are used to account for a government’s business-type activities. As such, proprietary funds report activities in a similar means as those of private sector businesses (economic resources measurement focus) and use the same Generally Accepted Accounting Principles as those businesses. Internal service and Enterprise funds are considered proprietary funds.

INTERNAL SERVICE FUNDS are used to report any activity providing goods or services to other funds or departments of the City on a cost-reimbursement basis.

ENTERPRISE FUNDS may be used to report any activity for which a fee is charged to external users for goods or services. Most California cities have one or more enterprise funds accounting for activities such as an airport, hospital, harbor, etc. Since these types of services were already available in the Coachella Valley (CV) before the City was incorporated, the City of Cathedral City has no such funds. Enterprise fund operations usually provide significant financial assistance to a city’s operations. The lack of this revenue source is one reason why the City faces revenue challenges.

FIDUCIARY FUNDS
Fiduciary funds are used to account for assets held by the City acting in a fiduciary capacity for other entities. Such funds are operated to carry out the specific actions of agreements, ordinances and other governing regulations and cannot be used to support the City’s own programs. There are four types of sub-funds: pension trust funds; investment trust funds; private-purpose trust funds; and custodial funds. The City of Cathedral City uses private- purpose trust funds and custodial funds.

PRIVATE-PURPOSE TRUST FUNDS are used to account for and report other trust arrangements under which revenues benefit individuals, private organizations, or other governments. Activity related to the Successor Agency to the Former Redevelopment Agency (RDA) is reported in these funds.

CUSTODIAL FUNDS are used to account for assets held by the City as an agent for individuals, principal organizations, other governments, and/or funds. The City’s role is limited to such things as collecting and remitting funds for a third party.

LIST OF FUNDS
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NO. FUND NAM E TYPE NO. FUND NAM E TYPE
100 General Fund* General 331 Areawide Capital Projects Capital Project 151 Measure W General 341 Assessment District 85-1 Capital Project 431 Big League Dreams General 344 Assessment District 86-5 Capital Project 711 Special Deposits General 345 Assessment District 87-2 Capital Project 347 Assessment District 88-3 Capital Project
229 Transit Development Special Revenue 348 Assessment District 96-1 Capital Project 230 Quimby Act Special Revenue 349 Assessment District 2001-01 Capital Project 231 Art in Public Places Special Revenue 351 CFD Rio Vista Capital Project 232 Master Underground Plan Special Revenue 352 Assessment District 2003-01 Capital Project 233 Traffic Safety Special Revenue 353 Assessment District 2004-01 Capital Project 234 City Mitigation Fee Special Revenue 354 Assessment District 2004-02 Capital Project 236 Public Education Government (PEG) Fees Special Revenue 448 Assessment District 96-1 Fiduciary 1 240 TDA SB 821 Special Revenue 449 Assessment District 2001-01 Fiduciary 1 241 State Gas Tax Special Revenue 451 Rio Vista Community Facilities District Fiduciary 1 242 Air Quality Improvement Special Revenue 452 Assessment District 2003-01 Fiduciary 1 243 Measure A Special Revenue 453 Assessment District 2004-01 Fiduciary 1 244 Asset Forfeiture Program Special Revenue 454 Assessment District 2004-02 Fiduciary 1 246 Solid Waste Special Revenue
247 Police Grants Special Revenue PUBLIC FINANCING AUTHORITY 248 Road Maintenance and Rehabilitation Account Special Revenue 491 Public Financing Authority Debt Service 249 Civic Grants Special Revenue
251 Community Development Block Grant Special Revenue SUCCESSOR AGENCY TO THE RDA 255 Police Department Special Revenues Special Revenue 530 Redevelopment Obligation Retirement Fiduciary 2 256 Fire Department Special Revenues Special Revenue 536 Successor Agency TABs Fiduciary 2 259 Fire Grants Special Revenue 540 Successor Agency Administration Fiduciary 2 261 Landscape and Lighting District Special Revenue 541 Successor Agency Other Fiduciary 2 271 Park Facilities Special Revenue 550 Successor Agency 2007 Series A TAB Fiduciary 2 272 Transportation Special Revenue 552 Successor Agency 2007 Series C TAB Fiduciary 2 273 General Government Facilities Special Revenue
274 Fire Facilities Special Revenue PROPRIETARY (INTERNAL SERVICE) 275 Police Facilities Special Revenue 611 Equipment Replacement Proprietary 561 Successor Housing Agency Special Revenue 612 Insurance Proprietary 613 Technology Proprietary
LEGEND 614 Facilities Proprietary
Appropriated funds
* Major fund
1 Agency Fund
2 Private-Purpose Trust Fund

LIST OF FUNDS BY TYPE

LIST OF FUNDS
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NO. FUND NAM E TYPE NO. FUND NAM E TYPE
100 General Fund* General 344 Assessment District 86-5 Capital Project 151 Measure W General 345 Assessment District 87-2 Capital Project 229 Transit Development Special Revenue 347 Assessment District 88-3 Capital Project 230 Quimby Act Special Revenue 348 Assessment District 96-1 Capital Project 231 Art in Public Places Special Revenue 349 Assessment District 2001-01 Capital Project 232 Master Underground Plan Special Revenue 351 CFD Rio Vista Capital Project 233 Traffic Safety Special Revenue 352 Assessment District 2003-01 Capital Project 234 City Mitigation Fee Special Revenue 353 Assessment District 2004-01 Capital Project 236 Public Education Government (PEG) Fees Special Revenue 354 Assessment District 2004-02 Capital Project 240 TDA SB 821 Special Revenue 431 Big League Dreams General 241 State Gas Tax Special Revenue 448 Assessment District 96-1 Fiduciary 1 242 Air Quality Improvement Special Revenue 449 Assessment District 2001-01 Fiduciary 1 243 Measure A Special Revenue 451 Rio Vista Community Facilities District Fiduciary 1 244 Asset Forfeiture Program Special Revenue 452 Assessment District 2003-01 Fiduciary 1 246 Solid Waste Special Revenue 453 Assessment District 2004-01 Fiduciary 1 247 Police Grants Special Revenue 454 Assessment District 2004-02 Fiduciary 1 248 Road Maintenance and Rehabilitation Account Special Revenue 491 Public Financing Authority Debt Service 249 Civic Grants Special Revenue 530 Redevelopment Obligation Retirement Fiduciary 2 251 Community Development Block Grant Special Revenue 536 Successor Agency TABs Fiduciary 2 255 Police Department Special Revenues Special Revenue 540 Successor Agency Administration Fiduciary 2 256 Fire Department Special Revenues Special Revenue 541 Successor Agency Other Fiduciary 2 259 Fire Grants Special Revenue 550 Successor Agency 2007 Series A TAB Fiduciary 2 261 Landscape and Lighting District Special Revenue 552 Successor Agency 2007 Series C TAB Fiduciary 2 271 Park Facilities Special Revenue 561 Successor Housing Agency Special Revenue 272 Transportation Special Revenue 611 Equipment Replacement Proprietary 273 General Government Facilities Special Revenue 612 Insurance Proprietary 274 Fire Facilities Special Revenue 613 Technology Proprietary 275 Police Facilities Special Revenue 614 Facilities Proprietary 331 Areawide Capital Projects Capital Project 711 Special Deposits General 341 Assessment District 85-1 Capital Project
LEGEND
Appropriated funds
* Major fund
1 Agency Fund
2 Private-Purpose Trust Fund

LIST OF FUNDS BY FUND NUM BER

CITY OF CATHEDRAL CITY ORGANIZATION CHART
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PERSONNEL AND STAFFING
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DEPARTMENT/DIVISION/JOB TITLE
FY 2023/2024
Final
Positions
FY 2024/2025
Final
Positions
FY 2025/2026
Adopted
Positions
FY 2025/2026
Position
Changes
FY 2026/2027
Adopted
Positions
FY 2026/2027
Position
Changes

ELECTED OFFICIALS
CITY TREASURER 1.00 1.00 1.00 0.00 1.00 0.00
COUNCIL MEMBER 5.00 5.00 5.00 0.00 5.00 0.00
ELECTED OFFICIALS TOTALS 6.00 6.00 6.00 0.00 6.00 0.00

CITY MANAGEMENT

CITY MANAGER
ANALYST II 0.00 0.00 0.50 0.50 0.50 0.00
ASSISTANT CITY MANAGER 1.00 1.00 1.00 0.00 1.00 0.00
CITY MANAGER 1.00 1.00 1.00 0.00 1.00 0.00
CITY MANAGER TOTAL 2.00 2.00 2.50 0.50 2.50 0.00

HUMAN RESOURCES
HUMAN RESOURCES ASSISTANT 0.50 0.50 1.00 0.50 1.00 0.00 HUMAN RESOURCES MANAGER 1.00 1.00 1.00 0.00 1.00 0.00
HUMAN RESOURCES SPECIALIST 2.00 1.00 1.00 0.00 1.00 0.00 SENIOR HUMAN RESOURCES SPECIALIST 0.00 1.00 1.00 0.00 1.00 0.00 HUMAN RESOURCES TOTAL 3.50 3.50 4.00 0.50 4.00 0.00

COMMUNICATION AND EVENTS
COMMUNICATIONS AND EVENTS MANAGER 1.00 1.00 1.00 0.00 1.00 0.00 EVENTS COORDINATOR 1.00 1.00 1.00 0.00 1.00 0.00
WEBMASTER AND GRAPHIC DESIGNER 1.00 1.00 0.00 -1.00 0.00 0.00 COMMUNICATION AND EVENTS TOTAL 3.00 3.00 2.00 -1.00 2.00 0.00

CITY CLERK
CITY CLERK 1.00 1.00 1.00 0.00 1.00 0.00
DEPUTY CITY CLERK 1.00 1.00 1.00 0.00 1.00 0.00
CITY CLERK TOTAL 2.00 2.00 2.00 0.00 2.00 0.00

INFORMATION TECHNOLOGY
CHIEF TECHNOLOGY OFFICER 1.00 1.00 1.00 0.00 1.00 0.00
ENTERPRISE APPLICATIONS ENGINEER 1.00 0.00 0.00 0.00 0.00 0.00 GIS ENGINEER 1.00 1.00 1.00 0.00 1.00 0.00
INFORMATION TECH TECHNICIAN 0.00 1.00 2.00 1.00 2.00 0.00 SYSTEM ADMIN/ENGINEER 1.00 1.00 1.00 0.00 1.00 0.00
SENIOR NETWORK ENGINEER 1.00 1.00 1.00 0.00 1.00 0.00
INFORMATION TECHNOLOGY TOTAL 5.00 5.00 6.00 1.00 6.00 0.00 CITY MANAGEMENT TOTAL 15.50 15.50 16.50 1.00 16.50 0.00

FINANCIAL SERVICES

ADMINISTRATION
ADMINISTRATIVE ASSISTANT I 0.50 0.50 0.00 -0.50 0.00 0.00 DIRECTOR OF FINANCIAL SERVICES 1.00 1.00 1.00 0.00 1.00 0.00 SENIOR ANALYST 1.00 1.00 1.00 0.00 1.00 0.00
FINANCIAL SERVICES TOTAL 2.50 2.50 2.00 -0.50 2.00 0.00

FINANCE
ACCOUNTANT II 2.00 0.00 0.00 0.00 0.00 0.00
ANALYST I 2.00 2.00 2.00 0.00 2.00 0.00
ANALYST II 2.00 2.00 2.00 0.00 3.00 1.00
DEPUTY DIRECTOR OF FINANCE 1.00 1.00 0.00 -1.00 0.00 0.00 FISCAL OFFICER 1.00 1.00 3.00 2.00 3.00 0.00
LICENSING OFFICER 1.00 1.00 1.00 0.00 0.00 -1.00
OFFICE ASSISTANT I 1.00 1.00 0.00 -1.00 0.00 0.00
PART TIME OFFICE ASSISTANT 0.50 0.50 0.00 -0.50 0.00 0.00 PAYROLL SPECIALIST/COORDINATOR 1.00 1.00 1.00 0.00 1.00 0.00 SENIOR ACCOUNTANT 0.00 2.00 0.00 -2.00 0.00 0.00
SENIOR ANALYST 0.00 0.00 2.00 2.00 2.00 0.00
FINANCE TOTAL 11.50 11.50 11.00 -0.50 11.00 0.00

FACILITIES
ASSISTANT FACILITIES MAINTENANCE SUPERVISOR 1.00 1.00 0.00 -1.00 0.00 0.00 FACILITIES MAINTENANCE WORKER I 0.00 0.00 1.00 1.00 1.00 0.00 FACILITIES MAINTENANCE WORKER II 1.00 1.00 1.00 0.00 1.00 0.00 FACILITIES MANAGER 1.00 1.00 1.00 0.00 1.00 0.00
SENIOR FACILITIES MAINTENANCE WORKER 0.00 0.00 1.00 1.00 1.00 0.00 FACILITIES TOTAL 3.00 3.00 4.00 1.00 4.00 0.00

PERSONNEL AND STAFFING
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HOUSING
ADMINISTRATIVE ASSISTANT I 0.50 0.50 0.00 -0.50 0.00 0.00 HOUSING TOTAL 0.50 0.50 0.00 -0.50 0.00 0.00
FINANCIAL SERVICES TOTAL 17.50 17.50 17.00 -0.50 17.00 0.00

COMMUNITY A ND ECONOMIC DEVELOPMENT

ADMINISTRATION
ADMINISTRATIVE ASSISTANT I 1.00 1.00 1.00 0.00 1.00 0.00 DIRECTOR OF DEVELOPMENT SERVICES 1.00 1.00 1.00 0.00 1.00 0.00 ADMINISTRATION TOTAL 2.00 2.00 2.00 0.00 2.00 0.00

ECONOMIC DEVELOPMENT
ANALYST II 0.00 1.00 0.50 -0.50 0.50 0.00
ECONOMIC DEVELOPMENT MANAGER 1.00 1.00 1.00 0.00 1.00 0.00 ECONOMIC DEVELOPMENT TOTAL 1.00 2.00 1.50 -0.50 1.50 0.00

PLANNING
ASSISTANT PLANNER 1.00 1.00 1.00 0.00 1.00 0.00
ASSOCIATE PLANNER 2.00 2.00 2.00 0.00 2.00 0.00
DEPUTY DIRECTOR OF DEVELOPMENT SERVICES 1.00 1.00 1.00 0.00 1.00 0.00 PLANNING ASSISTANT 1.00 1.00 1.00 0.00 1.00 0.00
PLANNING TOTAL 5.00 5.00 5.00 0.00 5.00 0.00

BUILDING
BUILDING INSPECTOR II 1.00 1.00 2.00 1.00 2.00 0.00
CHIEF BUILDING OFFICIAL 1.00 1.00 1.00 0.00 1.00 0.00
OFFICE ASSISTANT I 1.00 1.00 1.00 0.00 1.00 0.00
PERMIT TECHNICIAN I 1.00 1.00 0.00 -1.00 0.00 0.00
PERMIT TECHNICIAN II 2.00 2.00 2.00 0.00 2.00 0.00
PLANS EX AMINER 1.00 1.00 1.00 0.00 1.00 0.00
BUILDING TOTAL 7.00 7.00 7.00 0.00 7.00 0.00
CODE
ADMINISTRATIVE ASSISTANT II 1.00 1.00 1.00 0.00 1.00 0.00 ANALYST I 1.00 0.00 1.00 1.00 1.00 0.00
ANALYST II 0.00 1.00 0.00 -1.00 0.00 0.00
CODE COMPLIANCE MANAGER 1.00 1.00 1.00 0.00 1.00 0.00
CODE COMPLIANCE OFFICER I 3.00 3.00 2.00 -1.00 2.00 0.00 CODE COMPLIANCE OFFICER II 3.00 3.00 4.00 1.00 4.00 0.00 OFFICE ASSISTANT I 1.00 1.00 0.00 -1.00 0.00 0.00
CODE TOTAL 10.00 10.00 9.00 -1.00 9.00 0.00
COMMUNITY AND ECONOMIC DEVELOPMENT TOTAL 25.00 26.00 24.50 -1.50 24.50 0.00

PUBLIC WORKS

ENGINEERING
ADMINISTRATIVE ASSISTANT I 1.00 1.00 1.00 0.00 1.00 0.00 ANALYST II 0.50 0.50 0.50 0.00 0.50 0.00
ASSISTANT CIVIL ENGINEER 1.20 1.20 0.00 -1.20 0.00 0.00 ASSOCIATE CIVIL ENGINEER 0.00 0.00 1.40 1.40 1.40 0.00
CITY ENGINEER 0.40 0.40 0.70 0.30 0.70 0.00
DEVELOPMENT PROJECT MANAGER 0.40 0.40 0.70 0.30 0.70 0.00 DIRECTOR OF PUBLIC WORKS 0.75 0.75 0.70 -0.05 0.70 0.00 ENGINEERING TECHNICIAN I 1.00 1.00 0.00 -1.00 0.00 0.00 ENGINEERING TECHNICIAN II 1.00 1.00 1.00 0.00 1.00 0.00 JUNIOR ENGINEER 0.00 0.00 0.70 0.70 0.70 0.00
LAND DEVELOPMENT ENGINEER 1.00 1.00 0.00 -1.00 0.00 0.00 ENGINEERING TOTAL 7.25 7.25 6.70 -0.55 6.70 0.00

MAINTENANCE
ENVIRONMENTAL CONSERVATION MANAGER 0.10 0.10 0.10 0.00 0.10 0.00 FLEET & EQUIPMENT MAINTENANCE COORDINATOR 0.75 0.75 0.75 0.00 0.75 0.00 PUBLIC WORKS SUPERVISOR 0.25 0.25 0.25 0.00 0.25 0.00
MAINTENANCE TOTAL 1.10 1.10 1.10 0.00 1.10 0.00

PERSONNEL AND STAFFING
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DEPARTMENT/DIVISION/JOB TITLE
FY 2023/2024
Final
Positions
FY 2024/2025
Final
Positions
FY 2025/2026
Adopted
Positions
FY 2025/2026
Position
Changes
FY 2026/2027
Adopted
Positions
FY 2026/2027
Position
Changes

STREET MAINTENANCE
ANALYST II 0.00 0.00 0.20 0. 20 0.20 0.00
ASSISTANT CIVIL ENGINEER 1.80 1.80 0.00 -1.80 0.00 0.00 ASSOCIATE CIVIL ENGINEER 0.00 0.00 0.60 0.60 0.60 0.00
CITY ENGINEER 0.60 0.60 0.30 -0.30 0.30 0.00
DEVELOPMENT PROJECT MANAGER 0.60 0.60 0.30 -0.30 0.30 0.00 DIRECTOR OF PUBLIC WORKS 0.25 0.25 0.30 0.05 0.30 0.00
ENVIRONMENTAL CONSERVATION MANAGER 0.10 0.10 0.00 -0.10 0.00 0.00 FLEET & EQUIPMENT MAINTENANCE COORDINATOR 0.25 0.25 0.25 0.00 0.25 0.00 JUNIOR ENGINEER 0.00 0.00 0.30 0.30 0.30 0.00
PUBLIC WORKS SUPERVISOR 0.75 0.75 0.50 -0.25 0.50 0.00
STREET MAINTENANCE WORKER I 4.00 4.00 5.00 1.00 5.00 0.00 STREET MAINTENANCE WORKER II 6.00 6.00 5.00 -1.00 5.00 0.00 STREET MAINTENANCE TOTAL 14.35 14.35 12.75 -1.60 12.75 0.00

ENVIRONMENTAL CONSERVATION
ANALYST II 1.00 1.00 0.80 -0.20 0.80 0.00
ENVIRONMENTAL CONSERVATION MANAGER 0.80 0.80 0.90 0.10 0.90 0.00 PUBLIC WORKS SUPERVISOR 0.00 0.00 0.25 0.25 0.25 0.00
ENVIRONMENTAL CONSERVATION TOTAL 1.80 1.80 1.95 0.15 1.95 0.00

COMMUNITY DEVELOPMENT BLOCK GRANT
ANALYST II 0.50 0.50 0.50 0.00 0.50 0.00
COMMUNITY DEVELOPMENT BLOCK GRANT TOTAL 0.50 0.50 0.50 0.00 0.50 0.00 PUBLIC WORKS TOTAL 25.00 25.00 23.00 -2.00 23.00 0.00

PUBLIC SAFETY
POLICE

ADMINISTRATION
ANALYST I 1.00 0.00 0.00 0. 00 0.00 0.00
ANALYST II 0.00 1.00 1.00 0.00 1.00 0.00
BACKGROUND INVESTIGATOR (3 PART-TIME) 1.50 1.50 1.50 0.00 1.50 0.00 POLICE CHIEF 1.00 1.00 1.00 0.00 1.00 0.00
POLICE COMMANDER 1.00 1.00 0.00 -1.00 0.00 0.00
POLICE DEPUTY CHIEF 0.00 0.00 1.00 1.00 1.00 0.00
POLICE OFFICER 1.00 1.00 0.00 -1.00 0.00 0.00
POLICE RECORDS SPECIALIST II 4.00 4.00 3.00 -1.00 3.00 0.00 POLICE SERGEANT 1.00 1.00 1.00 0.00 1.00 0.00
SENIOR ANALYST 1.00 1.00 1.00 0.00 1.00 0.00
ADMINISTRATION TOTAL 11.50 11.50 9.50 -2.00 9.50 0.00

FIELD SERVICES
COMMUNITY SERVICE OFFICER 2.00 2.00 3.00 1.00 4.00 1.00 POLICE CADET (4 PART-TIME) 2.00 2.00 2.00 0.00 2.00 0.00 POLICE COMMANDER 2.00 2.00 2.00 0.00 2.00 0.00
POLICE OFFICER 32.00 32.00 30.00 -2.00 30.00 0.00
POLICE SERGEANT 8.00 8.00 7.00 -1.00 7.00 0.00
FIELD SERVICES TOTAL 46.00 46.00 44.00 -2.00 45.00 1.00

INVESTIGATIVE SERVICES
CRIME ANALYST 1.00 1.00 1.00 0.00 1.00 0.00
POLICE COMMANDER 1.00 1.00 1.00 0.00 1.00 0.00
POLICE OFFICER 5.00 5.00 8.00 3.00 8.00 0.00
POLICE SERGEANT 1.00 1.00 1.00 0.00 1.00 0.00
PROPERTY EVIDENCE TECHNICIAN I 0.50 0.50 1.00 0.50 1.00 0.00 PROPERTY EVIDENCE TECHNICIAN II 0.50 0.50 1.00 0.50 1.00 0.00 INVESTIGATIVE SERVICES TOTAL 9.00 9.00 13.00 4.00 13.00 0.00

EMERGENCY COMMUNICATION
PUBLIC SAFETY DISPATCHER I 3.00 3.00 5.00 2.00 5.00 0.00 PUBLIC SAFETY DISPATCHER II 8.00 8.00 8.00 0.00 8.00 0.00 SAFETY DISPATCHER PART TIME (5 PART-TIME) 1.00 1.00 1.00 0.00 1.00 0.00 POLICE SERGEANT 0.00 0.00 1.00 1.00 1.00 0.00
EMERGENCY COMMUNICATION TOTAL 12.00 12.00 15.00 3.00 15.00 0.00

PERSONNEL AND STAFFING
Return to Table of Contents Page | 32

DEPARTMENT/DIVISION/JOB TITLE
FY 2023/2024
Final
Positions
FY 2024/2025
Final
Positions
FY 2025/2026
Adopted
Positions
FY 2025/2026
Position
Changes
FY 2026/2027
Adopted
Positions
FY 2026/2027
Position
Changes

TRAFFIC SAFETY
CROSSING GUARD (5 PART-TIME) 1.00 1.00 0.00 -1.00 0.00 0.00 TRAFFIC SAFETY TOTAL 1.00 1.00 0.00 -1.00 0.00 0.00
POLICE TOTAL 79.50 79.50 81.50 2.00 82.50 1.00
FIRE

ADMINISTRATION
ADMINISTRATIVE ASSIST II 1.00 1.00 2.00 1.00 2.00 0.00
ANALYST I 1.00 1.00 1.00 0.00 1.00 0.00
DEPUTY FIRE CHIEF 0.00 1.00 1.00 0.00 1.00 0.00
FIRE BATTALION CHIEF 0.00 0.00 1.00 1.00 1.00 0.00
FIRE CHIEF 1.00 1.00 1.00 0.00 1.00 0.00
ADMINISTRATION TOTAL 3.00 4.00 6.00 2.00 6.00 0.00

EMERGENCY SERVICES
FIRE BATTALION CHIEF 3.00 3.00 3.00 0.00 3.00 0.00
FIRE CAPTAIN 9.00 9.00 9.00 0.00 9.00 0.00
FIRE ENGINEER 9.00 9.00 9.00 0.00 9.00 0.00
FIREFIGHTER PARAMEDIC 8.00 8.00 8.00 0.00 8.00 0.00
EMERGENCY SERVICES TOTAL 29.00 29.00 29.00 0.00 29.00 0.00

PREVENTION
FIRE LIFE SAFETY INSPECTOR 1.00 1.00 1.00 0.00 1.00 0.00 FIRE MARSHAL 0.50 0.50 0.50 0.00 0.50 0.00
PREVENTION TOTAL 1.50 1.50 1.50 0.00 1.50 0.00

AMBULANCE SERVICES
AMBULANCE OPERATOR 9.00 9.00 9.00 0.00 9.00 0.00
FIREFIGHTER EMT 4.00 4.00 4.00 0.00 4.00 0.00
FIREFIGHTER PARAMEDIC 6.00 6.00 6.00 0.00 6.00 0.00
AMBULANCE SERVICES TOTAL 19.00 19.00 19.00 0.00 19.00 0.00

MEASURE W - AMBULANCE SERVICES
FIREFIGHTER PARAMEDIC 0.00 0.00 6.00 6.00 6.00 0.00
FIRE TOTAL 52.50 53.50 61.50 8.00 61.50 0.00
PUBLIC SAFETY TOTAL 132.00 133.00 143.00 10.00 144.00 1.00 GRAND TOTAL 221.00 223.00 230.00 7.00 231.00 1.00

PERSONNEL AND STAFFING
Return to Table of Contents Page | 33

PERSONAL AND STAFFING CHANGES BY DEPARTMENT/DIVISION

DEPARTMENT/DIVISION/JOB TITLE
FY 2025/2026
Position
Changes
FY 2026/2027
Position
Changes

ELECTED OFFICIALS
CITY TREASURER 0.00 0.00
COUNCIL MEMBER 0.00 0.00
ELECTED OFFICIALS TOTALS 0.00 0.00

CITY MANAGEMENT

CITY MANAGER
ANALYST II 0.50 0.00
ASSISTANT CITY MANAGER 0.00 0.00
CITY MANAGER 0.00 0.00
CITY MANAGER TOTAL 0.50 0.00

HUMAN RESOURCES
HUMAN RESOURCES ASSISTANT 0.50 0.00
HUMAN RESOURCES MANAGER 0.00 0.00
HUMAN RESOURCES SPECIALIST 0.00 0.00
SENIOR HUMAN RESOURCES SPECIALIST 0.00 0.00
HUMAN RESOURCES TOTAL 0.50 0.00

COMMUNICATION AND EVENTS
COMMUNICATIONS AND EVENTS MANAGER 0.00 0.00
EVENTS COORDINATOR 0.00 0.00
WEBMASTER AND GRAPHIC DESIGNER -1.00 0.00
COMMUNICATION AND EVENTS TOTAL -1.00 0.00

CITY CLERK
CITY CLERK 0.00 0.00
DEPUTY CITY CLERK 0.00 0.00
CITY CLERK TOTAL 0.00 0.00

INFORMATION TECHNOLOGY
CHIEF TECHNOLOGY OFFICER 0.00 0.00
ENTERPRISE APPLICATIONS ENGINEER 0.00 0.00
GIS ENGINEER 0.00 0.00
INFORMATION TECH TECHNICIAN 1.00 0.00
SYSTEM ADMIN/ENGINEER 0.00 0.00
SENIOR NETWORK ENGINEER 0.00 0.00
INFORMATION TECHNOLOGY TOTAL 1.00 0.00
CITY MANAGEMENT TOTAL 1.00 0.00

FINANCIAL SERVICES

ADMINISTRATION
ADMINISTRATIVE ASSISTANT I -0.50 0.00
DIRECTOR OF FINANCIAL SERVICES 0.00 0.00
SENIOR ANALYST 0.00 0.00
FINANCIAL SERVICES TOTAL -0.50 0.00

FINANCE
ACCOUNTANT II 0.00 0.00
ANALYST I 0.00 0.00
ANALYST II 0.00 1.00
DEPUTY DIRECTOR OF FINANCE -1.00 0.00
FISCAL OFFICER 2.00 0.00
LICENSING OFFICER 0.00 -1.00
OFFICE ASSISTANT I -1.00 0.00
PART TIME OFFICE ASSISTANT -0.50 0.00
PAYROLL SPECIALIST/COORDINATOR 0.00 0.00
SENIOR ACCOUNTANT -2.00 0.00
SENIOR ANALYST 2.00 0.00
FINANCE TOTAL -0.50 0.00

FACILITIES
ASSISTANT FACILITIES MAINTENANCE SUPERVISOR -1.00 0.00
FACILITIES MAINTENANCE WORKER I 1.00 0.00
FACILITIES MAINTENANCE WORKER II 0.00 0.00
FACILITIES MANAGER 0.00 0.00
SENIOR FACILITIES MAINTENANCE WORKER 1.00 0.00
FACILITIES TOTAL 1.00 0.00

PERSONNEL AND STAFFING
Return to Table of Contents Page | 34

HOUSING
ADMINISTRATIVE ASSISTANT I - 0.50 0.00
HOUSING TOTAL -0.50 0.00
FINANCIAL SERVICES TOTAL -0.50 0.00

COMMUNITY A ND ECONOMIC DEVELOPMENT

ADMINISTRATION
ADMINISTRATIVE ASSISTANT I 0.00 0.00
DIRECTOR OF DEVELOPMENT SERVICES 0.00 0.00
ADMINISTRATION TOTAL 0.00 0.00

ECONOMIC DEVELOPMENT
ANALYST II -0.50 0.00
ECONOMIC DEVELOPMENT MANAGER 0.00 0.00
ECONOMIC DEVELOPMENT TOTAL -0.50 0.00

PLANNING
ASSISTANT PLANNER 0.00 0.00
ASSOCIATE PLANNER 0.00 0.00
DEPUTY DIRECTOR OF DEVELOPMENT SERVICES 0.00 0.00
PLANNING ASSISTANT 0.00 0.00
PLANNING TOTAL 0.00 0.00

BUILDING
BUILDING INSPECTOR II 1.00 0.00
CHIEF BUILDING OFFICIAL 0.00 0.00
OFFICE ASSISTANT I 0.00 0.00
PERMIT TECHNICIAN I -1.00 0.00
PERMIT TECHNICIAN II 0.00 0.00
PLANS EX AMINER 0.00 0.00
BUILDING TOTAL 0.00 0.00
CODE
ADMINISTRATIVE ASSISTANT II 0.00 0.00
ANALYST I 1.00 0.00
ANALYST II -1.00 0.00
CODE COMPLIANCE MANAGER 0.00 0.00
CODE COMPLIANCE OFFICER I -1.00 0.00
CODE COMPLIANCE OFFICER II 1.00 0.00
OFFICE ASSISTANT I -1.00 0.00
CODE TOTAL -1.00 0.00
COMMUNITY AND ECONOMIC DEVELOPMENT TOTAL -1.50 0.00

PUBLIC WORKS

ENGINEERING
ADMINISTRATIVE ASSISTANT I 0.00 0.00
ANALYST II 0.00 0.00
ASSISTANT CIVIL ENGINEER -1.20 0.00
ASSOCIATE CIVIL ENGINEER 1.40 0.00
CITY ENGINEER 0.30 0.00
DEVELOPMENT PROJECT MANAGER 0.30 0.00
DIRECTOR OF PUBLIC WORKS -0.05 0.00
ENGINEERING TECHNICIAN I -1.00 0.00
ENGINEERING TECHNICIAN II 0.00 0.00
JUNIOR ENGINEER 0.70 0.00
LAND DEVELOPMENT ENGINEER -1.00 0.00
ENGINEERING TOTAL -0.55 0.00

MAINTENANCE
ENVIRONMENTAL CONSERVATION MANAGER 0.00 0.00
FLEET & EQUIPMENT MAINTENANCE COORDINATOR 0.00 0.00
PUBLIC WORKS SUPERVISOR 0.00 0.00
MAINTENANCE TOTAL 0.00 0.00

PERSONNEL AND STAFFING
Return to Table of Contents Page | 35

PERSONAL AND STAFFING CHANGES BY DEPARTMENT/DIVISION

DEPARTMENT/DIVISION/JOB TITLE
FY 2025/2026
Position
C
hanges
FY 2026/2027
Position
C
hanges

STREET MAINTENANCE
ANALYST II 0. 20 0.00
ASSISTANT CIVIL ENGINEER -1.80 0.00
ASSOCIATE CIVIL ENGINEER 0.60 0.00
CITY ENGINEER -0.30 0.00
DEVELOPMENT PROJECT MANAGER -0.30 0.00
DIRECTOR OF PUBLIC WORKS 0.05 0.00
ENVIRONMENTAL CONSERVATION MANAGER -0.10 0.00
FLEET & EQUIPMENT MAINTENANCE COORDINATOR 0.00 0.00
JUNIOR ENGINEER 0.30 0.00
PUBLIC WORKS SUPERVISOR -0.25 0.00
STREET MAINTENANCE WORKER I 1.00 0.00
STREET MAINTENANCE WORKER II -1.00 0.00
STREET MAINTENANCE TOTAL -1.60 0.00

ENVIRONMENTAL CONSERVATION
ANALYST II -0.20 0.00
ENVIRONMENTAL CONSERVATION MANAGER 0.10 0.00
PUBLIC WORKS SUPERVISOR 0.25 0.00
ENVIRONMENTAL CONSERVATION TOTAL 0.15 0.00

COMMUNITY DEVELOPMENT BLOCK GRANT
ANALYST II 0.00 0.00
COMMUNITY DEVELOPMENT BLOCK GRANT TOTAL 0.00 0.00
PUBLIC WORKS TOTAL -2.00 0.00

PUBLIC SAFETY
POLICE

ADMINISTRATION
ANALYST I 0. 00 0.00
ANALYST II 0.00 0.00
BACKGROUND INVESTIGATOR (3 PART-TIME) 0.00 0.00
POLICE CHIEF 0.00 0.00
POLICE COMMANDER -1.00 0.00
POLICE DEPUTY CHIEF 1.00 0.00
POLICE OFFICER -1.00 0.00
POLICE RECORDS SPECIALIST II -1.00 0.00
POLICE SERGEANT 0.00 0.00
SENIOR ANALYST 0.00 0.00
ADMINISTRATION TOTAL -2.00 0.00

FIELD SERVICES
COMMUNITY SERVICE OFFICER 1.00 1.00
POLICE CADET (4 PART-TIME) 0.00 0.00
POLICE COMMANDER 0.00 0.00
POLICE OFFICER -2.00 0.00
POLICE SERGEANT -1.00 0.00
FIELD SERVICES TOTAL -2.00 1.00

INVESTIGATIVE SERVICES
CRIME ANALYST 0.00 0.00
POLICE COMMANDER 0.00 0.00
POLICE OFFICER 3.00 0.00
POLICE SERGEANT 0.00 0.00
PROPERTY EVIDENCE TECHNICIAN I 0.50 0.00
PROPERTY EVIDENCE TECHNICIAN II 0.50 0.00
INVESTIGATIVE SERVICES TOTAL 4.00 0.00

EMERGENCY COMMUNICATION
PUBLIC SAFETY DISPATCHER I 2.00 0.00
PUBLIC SAFETY DISPATCHER II 0.00 0.00
SAFETY DISPATCHER PART TIME (5 PART-TIME) 0.00 0.00
POLICE SERGEANT 1.00 0.00
EMERGENCY COMMUNICATION TOTAL 3.00 0.00

PERSONNEL AND STAFFING
Return to Table of Contents Page | 36

PERSONAL AND STAFFING CHANGES BY DEPARTMENT/DIVISION

DEPARTMENT/DIVISION/JOB TITLE
FY 2025/2026
Position
Changes
FY 2026/2027
Position
Changes

TRAFFIC SAFETY
CROSSING GUARD (5 PART-TIME) -1.00 0.00
TRAFFIC SAFETY TOTAL -1.00 0.00
POLICE TOTAL 2.00 1.00
FIRE

ADMINISTRATION
ADMINISTRATIVE ASSIST II 1.00 0.00
ANALYST I 0.00 0.00
DEPUTY FIRE CHIEF 0.00 0.00
FIRE BATTALION CHIEF 1.00 0.00
FIRE CHIEF 0.00 0.00
ADMINISTRATION TOTAL 2.00 0.00

EMERGENCY SERVICES
FIRE BATTALION CHIEF 0.00 0.00
FIRE CAPTAIN 0.00 0.00
FIRE ENGINEER 0.00 0.00
FIREFIGHTER PARAMEDIC 0.00 0.00
EMERGENCY SERVICES TOTAL 0.00 0.00

PREVENTION
FIRE LIFE SAFETY INSPECTOR 0.00 0.00
FIRE MARSHAL 0.00 0.00
PREVENTION TOTAL 0.00 0.00

AMBULANCE SERVICES
AMBULANCE OPERATOR 0.00 0.00
FIREFIGHTER EMT 0.00 0.00
FIREFIGHTER PARAMEDIC 0.00 0.00
AMBULANCE SERVICES TOTAL 0.00 0.00

MEASURE W - AMBULANCE SERVICES
FIREFIGHTER PARAMEDIC 6.00 0.00
FIRE TOTAL 8.00 0.00
PUBLIC SAFETY TOTAL 10.00 1.00
GRAND TOTAL 7.00 1.00

DEPARTMENT/FUND MATRIX
Return to Table of Contents Page | 37

DEPARTM ENT
General Fund
(Fund 100)
Traffic Safety
(Fund 233)
Public Education
Government Fees
(Fund 236)
State Gas Tax
(Fund 241)
Measure A
(Fund 243)
Solid Waste
(Fund 246)
Community
Development
Block Grant
(Fund 251)
Landscape and Lighting
District
(Fund 261)
Successor Housing
Agency
(Fund 561)

EL ECT ED OFFICIAL S

COM M UNITY ORGANIZATIONS
LE

GAL SERV ICES

CITY MANAGEMENT
City Manager
Human Resources
Communication & Events
City Clerk
Information Technology

FINANCIAL SERVICES
Administration
Risk Management
Finance
Facilities

COM M UNITY AND ECONOM IC DEV ELOPM ENT
Administration
Economic Development
Planning
Building
Code

PUBLIC WORKS
Administration
Engineering
Maintenance
Par ks
Art
POLICE
Administration
Field Services
Investigative Services
Emergency Communications
Animal Control
FIRE
Administration
Emergency Services
Prevention
Ambulance Services
Emergency Management

Return to Table of Contents Page | 38

Return to Table of Contents Page | 39

FINANCIAL SUMMARIES
• Financial Summary – All Funds – FY 2025/2026
• Financial Summary – All Funds – FY 2026/2027
• Financial Summary by Fund – All Funds
• Revenues and Other Sources Summary by Major
Category and Fund – All Funds
• FY 2023/2024 Actual
• FY 2024/2025 Projected
• FY 2025/2026 Adopted
• FY 2026/2027 Adopted
• Expenditures and Other Uses Summary by Major
Category and Fund – All Funds
• FY 2023/2024 Actual
• FY 2024/2025 Projected
• FY 2025/2026 Adopted
• FY 2026/2027 Adopted
• Operating Transfers Summary – All Funds

FINANCIAL SUMMARIES
Return to Table of Contents Page | 40

General
Fund
(
as reported)
Special
Revenue
F
unds
Capital
Projects
F
unds
Internal
Service
F
unds Total
Successor
Agency
Public
Financing
A
uthority
Grand
Total
BEGINNING BALANCES 36,185,075 26,134,287 5, 445,329 26,384,443 94,149,135 -98,148,831 26,798,744 22,799,048

REV ENUES AND OTHER SOURCES
Taxes 60, 843,105 0 0 0 60,843,105 14,528,203 0 75,371,308 Licenses and permits 3,398,644 525,149 0 0 3,923,793 0 0 3,923,793 Charges for services 7,769,755 2,133,900 0 19,873,590 29,777,245 0 0 29,777,245 Special assessments 300,000 351,023 0 0 651,023 0 0 651,023 Fines and forfeitures 306,000 232,100 0 0 538,100 0 0 538,100 Intergovernmental revenue 2,715,751 6,658,970 5,620,168 0 14,994,889 0 0 14,994,889 Use of money and property 1,146,040 516,000 5,000 538,000 2,205,040 0 1,250,000 3,455,040 Other revenues 200,000 33,000 0 100,000 333,000 0 0 333,000 Transfers in 1,891,444 16,362 0 0 1,907,806 9,202,457 9,256,067 20,366,330 Total revenues and other sources 78,570,739 10,466,504 5,625,168 20,511,590 115,174,001 23,730,660 10,506,067 149,410,728

EXPENDITURES AND OTHER USES
Salaries and benefits 45,841,717 2,203,831 0 15,131,263 63,176,812 0 0 63,176,812 Operations 28,901,636 4,188,556 0 8,900,150 41,990,342 42,500 4,000 42,036,842 Debt service 0 0 0 0 0 6,081,330 11,049,476 17,130,806
Transfers out 5,244,668 755,465 0 0 6,000,133 14,366,197 0 20,366,330 Capital outlay 1,351,414 60,000 0 0 1,411,414 0 0 1,411,414 CIP projects 1,758,245 6,586,637 7,079,169 280,000 15,704,051 0 0 15,704,051 Total expenditures and other uses 83,097,680 13,794,489 7,079,169 24,311,413 128,282,752 20,490,027 11,053,476 159,826,255 N et increase (decrease) -4,526,941 -3,327,985 -1,454,001 -3,799,823 -13,108,750 3,240,633 -547,409 -10,415,526 ENDING BALANCES 31,658,134 22,806,303 3,991,328 22,584,620 81,040,384 -94,908,198 26,251,335 12,383,521 FINANCIAL SUMMARY - ALL FUNDS - FY 2026/2027

FINANCIAL SUMMARIES
Return to Table of Contents Page | 41

FINANCIAL SUMMARY BY FUND - ALL FUNDS
Actual
Fund Balance
06/30/23
Actual
Revenues
and Other
Sources
Actual
Expenditures
and Other
Uses
Actual
Fund
Balance
06/30/24
Projected
Revenues
and Other
Sources
Projected
Expenditures
and Other
Uses
Projected
Fund Balance
06/30/25
CITY

GENERAL FUND
100 General Fund $40,176,890 71,162,618 68,936,215 42,403,293 64,099,416 67,722,304 38,780,405 151 Measure W 0 0 0 0 0 0 0
431 Big League Dreams 2,541,535 3,727 377,493 2,167,770 1,575 163,605 2,005,740 711 Special Deposits 435,241 690,402 0 1,125,643 27,964 0 1,153,607 Total General Fund (reportable) 43,153,666 71,856,747 69,313,707 45,696,706 64,128,955 67,885,908 41,939,752

SPECIAL REVENUE FUNDS
229 Transit Development 0 9,352 0 9,352 1,355 0 10,707
230 Quimby Act 0 16,172 0 16,172 11,954 0 28,127
231 Art in Public Places 0 29,135 0 29,135 30,181 17,775 41,541 232 Master Underground Plan 2,208,693 160,208 0 2,368,901 137,801 0 2,506,702 233 Traffic Safety 546,866 267,231 161,467 652,631 223,089 230,901 644,819 234 City Mitigation Fee 3,683,686 674,600 0 4,358,286 564,803 0 4,923,089 236 Public Education Government (PEG) Fees 597,291 127,965 64,844 660,412 56,459 69,982 646,889 240 TDA SB 821 857 24 255,292 -254,411 314,417 60,005 0 241 State Gas Tax 8,415 1,510,702 1,393,146 125,970 1,585,391 1,267,029 444,332 242 Air Quality Improvement 284,677 35,594 0 320,271 23,810 0 344,082 243 Measure A 2,142,308 2,152,890 2,606,247 1,688,951 2,093,062 2,375,225 1,406,788 244 Asset Forfeiture Program 302,975 17,079 0 320,054 6,848 0 326,902 246 Solid Waste 3,046,069 1,803,565 1,489,314 3,360,320 1,545,626 1,857,570 3,048,375 247 Police Grants 483,661 440,733 292,163 632,231 223,461 253,372 602,319 248 Road Maintenance and Rehabilitation Account 1,498,481 1,404,368 612,227 2,290,622 1,338,878 1,391,066 2,238,435 249 Civic Grants 0 0 0 0 178,721 94,745 83,976
251 Community Development Block Grant 15,423 684,733 684,733 15,423 603,288 603,288 15,423 255 Police Department Special Revenues 388,838 113,587 61,561 440,864 24,795 44,502 421,156 256 Fire Department Special Revenues 23,513 1,351 0 24,864 1,300 0 26,164 259 Fire Grants 12,770 25,087 27,522 10,335 63,563 175,082 -101,184 261 Landscape and Lighting District 423,773 742,752 690,354 476,171 780,909 724,072 533,008 271 Park Facilities 0 312,114 150,541 161,573 318,824 263,213 217,185 272 Transportation 0 38,207 1,613 36,594 31,111 3,038 64,667 273 General Government Facilities 0 11,010 0 11,010 12,354 0 23,364 274 Fire Facilities 0 10,697 0 10,697 8,980 0 19,676
275 Police Facilities 0 14,594 0 14,594 12,124 0 26,718 561 Successor Housing Agency 11,714,540 310,558 197,541 11,827,557 226,249 118,104 11,935,702 Total Special Revenue Funds 27,382,836 10,914,307 8,688,565 29,608,578 10,419,352 9,548,969 30,478,960

CAPITAL PROJECTS FUNDS
331 Areawide Capital Projects 4,160,423 9,713,918 12,745,658 1,128,683 12,438,053 9,939,692 3,627,044 341 Assessment District 85-1 263,211 14,984 0 278,195 8,953 0 287,148 344 Assessment District 86-5 566,299 25,233 371,495 220,037 7,208 213,012 14,233 345 Assessment District 87-2 13,597 774 0 14,371 457 0 14,829 347 Assessment District 88-3 274,610 15,615 255,847 34,378 5,208 3,708 35,878 348 Assessment District 96-1 487,467 0 0 487,467 0 487,467 0 349 Assessment District 2001-01 117,731 100,004 0 217,735 2 0 217,737 351 CFD Rio Vista 4,196 0 0 4,196 0 0 4,196
352 Assessment District 2003-01 842,214 0 508,279 333,935 0 0 333,935 353 Assessment District 2004-01 207,753 400,000 0 607,753 0 207,753 400,000 354 Assessment District 2004-02 419,188 600,000 79,090 940,098 0 854,769 85,329 Total Capital Projects Funds 7,356,689 10,870,529 13,960, 369 4,266,849 12,459,882 11,706,401 5,020,329

PROPRIETARY FUNDS
611 Equipment Replacement 11,987,561 3,156,243 1,071,113 14,072,691 1,033,042 1,030,000 14,075,733 612 Insurance 1,167,543 15,037,015 17,317,050 -1,112,493 20,957,350 12,701,306 7,143,551 613 Technology 1,870,367 632,494 13,585 2,489,276 127,215 13,585 2,602,906 614 Facilities 4,815,724 607,031 47,599 5,375,156 282,851 38,756 5,619,250 Total Proprietary Funds 19,841,195 19,432,783 18,449,348 20,824,630 22,400,457 13,783,647 29,441,440 TOTAL CITY 97,734,386 113,074,366 110,411,990 100,396,763 109,408,646 102,924,926 106,880,482

SUCCESSOR AGENCY TO THE RDA
530 Redevelopment Obligation Retirement 12,069,272 15,314,120 14,737,560 12,645,832 14,661,383 14,674,197 12,633,018 536 Successor Agency TABs -102,214,254 9,405,072 2,844,498 -95,653,680 9,849,433 2,953,280 -88,757,527 540 Successor Agency Administration 0 250,000 250,000 0 200,000 200,000 0 541 Successor Agency Other -20,681,272 0 2,186,138 -22,867,410 0 2,287,609 -25,155,019 550 Successor Agency 2007 Series A TAB 12,644 0 12,644 0 0 0 0 552 Successor Agency 2007 Series C TAB 11,611 0 11,611 0 0 0 0 TOTAL SUCCESSOR AGENCY TO THE RDA -110,801,999 24,969,192 20,042,451 -105,875,257 24,710,816 20,115,086 -101,279,527

PUBLIC FINANCING AUTHORITY
491 Public Financing Authority 31,455,559 10,125,980 12,676,787 28,904,752 9,553,158 11,094,329 27,363,581 TOTAL PUBLIC FINANCING AUTHORITY 31,455,559 10,125,980 12,676,787 28,904,752 9,553,158 11,094,329 27,363,581 GRAND TOTAL $18,387,946 148,169,539 143,131,227 23,426,258 143,672,620 134,134,341 32,964,536 F Y 2023/2024 F Y 2024/2025

FINANCIAL SUMMARIES
Return to Table of Contents Page | 42

Budgeted
Revenues
and Other
Sources
Budgeted
Expenditures
and Other
Uses
Projected
Fund Balance
06/30/26
F Y25 to F Y26
$ Change
F Y25 to F Y26
% Change
Budgeted
Revenues
and Other
Sources
Budgeted
Expenditures
and Other
Uses
Projected
Fund Balance
06/30/27
F Y26 to F Y27
$ Change
F Y26 to F Y27
$ Change
70,824,937 76,579,614 33,025,728 -5,754,677 -14.80% 73,534,760 78,061,701 28,498,787 -4,526,941 -13.70% 5,000,000 5,000,000 0 0 0% 5,000,000 5,000,000 0 0 0%
0 0 2,005,740 0 0% 0 0 2,005,740 0 0%
225,624 225,624 1,153,607 0 0% 35,979 35,979 1,153,607 0 0% 76,050,561 81,805,238 36,185,075 -5,754,677 -13.70% 78,570,739 83,097,680 31,658,133 -4,526,941 -12.50% 500 0 11,207 500 4.70% 500 0 11,707 500 4.50%
5,000 0 33,127 5,000 17.80% 5,000 0 38,127 5,000 15.10% 95,000 90,000 46,541 5,000 12.00% 5,000 0 51,541 5,000 10.70% 90,000 1,500,000 1,096,702 -1,410,000 -56.20% 90,000 0 1,186,702 90,000 8.20% 247,170 737,686 154,303 -490,516 -76.10% 252,100 187,604 218,799 64,496 41.80% 483,000 20,479 5,385,610 462,521 9.40% 483,000 3,115,325 2,753,285 -2,632,325 -48.90% 100,000 366,000 380,889 -266,000 -41.10% 90,000 192,875 278,014 -102,875 -27.00% 579,485 579,485 0 0 0% 566,775 566,775 0 0 0%
1,539,918 1,610,732 373,518 -70,814 -15.90% 1,585,216 1,743,626 215,108 -158,410 -42.40% 21,700 0 365,782 21,700 6.30% 21,500 0 387,282 21,500 5.90% 2,072,303 3,477,006 2,084 -1,404,703 -99.90% 2,132,672 2,120,641 14,115 12,031 577.20% 5,000 5,000 326,902 0 0% 5,000 5,000 326,902 0 0%
1,732,620 2,420,831 2,360,164 -688,211 -22.60% 1,665,900 2,292,553 1,733,511 -626,653 -26.60% 305,382 215,959 691,741 89,422 14.80% 155,325 45,325 801,741 110,000 15.90% 1,500,000 1,922,000 1,816,435 -422,000 -18.90% 1,650,000 1,750,000 1,716,435 -100,000 -5.50% 8,000 57,470 34,506 -49,470 -58.90% 500 0 35,006 500 1.40% 530,000 530,000 15,423 0 0% 530,000 530,000 15,423 0 0% 18,000 13,000 426,156 5,000 1.20% 18,000 13,000 431,156 5,000 1.20% 500 0 26,664 500 1.90% 500 0 27,164 500 1.90%
281,741 263,885 -83,329 17,855 -17.60% 139,483 71,184 -15,030 68,299 -82.00% 358,254 454,878 436,384 -96,624 -18.10% 372,385 468,317 340,452 -95,932 -22.00% 580,000 550,000 247,185 30,000 13.80% 530,000 500,000 277,185 30,000 12.10% 294,571 274,571 84,667 20,000 30.90% 45,149 25,149 104,667 20,000 23.60% 7,500 0 30,864 7,500 32.10% 7,500 0 38,364 7,500 24.30% 5,000 0 24,676 5,000 25.40% 5,000 0 29,676 5,000 20.30% 5,000 0 31,718 5,000 18.70% 5,000 0 36,718 5,000 15.80% 105,000 226,334 11,814,368 -121,334 -1.00% 105,000 167,115 11,752,253 -62,115 -.50% 10,970,643 15,315,317 26,134,287 -4,344,673 -14.30% 10,466,504 13,794,489 22,806,303 -3,327,985 -12.70% 9,753,781 8,748,781 4,632,044 1,005,000 27.70% 5,625,168 7,079,169 3,178,043 -1,454,001 -31.40% 0 280,000 7,148 -280,000 -97.50% 0 0 7,148 0 0%
0 0 14,233 0 0% 0 0 14,233 0 0%
0 0 14,829 0 0% 0 0 14,829 0 0%
0 0 35,878 0 0% 0 0 35,878 0 0%
0 0 0 0 0% 0 0 0 0 0%
0 0 217,737 0 0% 0 0 217,737 0 0%
0 0 4,196 0 0% 0 0 4, 196 0 0%
0 0 333,935 0 0% 0 0 333,935 0 0%
0 300,000 100,000 -300,000 -75.00% 0 0 100,000 0 0%
0 0 85,329 0 0% 0 0 85,329 0 0%
9,753,781 9,328,781 5,445,329 425,000 8.50% 5,625,168 7,079,169 3,991,328 -1,454,001 -26.70% 1,420,192 1,430,000 14,065,925 -9,808 -.10% 1,365,829 1,450,000 13,981,754 -84,171 -.60% 18,312,001 19,911,585 5,543,967 -1,599,584 -22.40% 18,867,761 21,093,409 3,318,319 -2,225,648 -40.10% 100,000 97,069 2,605,837 2,931 .10% 100,000 97,069 2,608,768 2,931 .10% 178,000 1,628,536 4,168,715 -1,450,536 -25.80% 178,000 1,670,935 2,675,780 -1,492,935 -35.80% 20,010,193 23,067,190 26,384,443 -3,056,997 -10.40% 20,511,590 24,311,413 22,584,620 -3,799,823 -14.40% 116,785,178 129,516,526 94,149,135 -12,731,347 -11.90% 115,174,001 128,282,752 81,040,384 -13,108,749 -13.90% 14,466,691 14,312,122 12,787,587 154,569 1.20% 14,528,203 14,291,197 13,024,593 237,006 1.90% 9,077,491 3,351,364 -83,031,400 5,726,127 -6.50% 9,102,457 3,098,830 -77,027,773 6,003,627 -7.20% 150,000 150,000 0 0 0% 100,000 100,000 0 0 0%
0 2,750,000 -27,905,019 -2,750,000 10.90% 0 3,000,000 -30,905,019 -3,000,000 10.80% 0 0 0 0 0% 0 0 0 0 0%
0 0 0 0 0% 0 0 0 0 0%
23,694,182 20,563,486 -98,148,831 3,130,696 -3.10% 23,730,660 20,490,027 -94,908,198 3,240,633 -3.30% 10,719,233 11,284,070 26,798,744 -564,837 -2.10% 10,506,067 11,053,476 26,251,335 -547,409 -2.00% 10,719,233 11,284,070 26,798,744 -564,837 -2.10% 10,506,067 11,053,476 26,251,335 -547,409 -2.00% 151,198,593 161,364,082 22,799,048 -10,165,488 -30.80% 149,410,728 159,826,255 12,383,521 -10,415,525 -45.70% F Y 2025/2026 F Y 2026/2027

FINANCIAL SUMMARIES
Return to Table of Contents Page | 43

OTHER

SOURCES
Taxes
Licenses
and
Perm its
Charges
for
Services
Special
Assessments
Fines and
Forfeitures
Intergovern-
mental
Revenue
U se of
Money and
Property
Other
R evenues
Transfers
In
Total
R evenues and
Other Sources
CITY

GENERAL FUND
100 General Fund 50,186,992 3,427,345 5,974,296 266,226 354,490 5,995,911 2,088,354 80,182 2,788,822 71,162,618 151 Measure W 0 0 0 0 0 0 0 0 0 0
431 Big League Dreams 0 0 0 0 0 0 3,727 0 0 3,727
711 Special Deposits 0 0 0 0 0 0 433,912 0 256,490 690,402 Total General Fund (reportable) 50,186,992 3,427,345 5,974,296 266,226 354,490 5,995,911 2,525,993 80,182 3,045,312 71,856,747

SPECIAL REVENUE FUNDS
229 Transit Development 0 7,250 0 0 0 0 2,102 0 0 9,352 230 Quimby Act 0 0 0 0 0 0 16,172 0 0 16,172
231 Art in Public Places 0 8,496 0 0 0 0 20,639 0 0 29,135 232 Master Underground Plan 0 0 33,856 0 0 0 126,352 0 0 160,208 233 Traffic Safety 0 0 0 0 236,113 0 31,119 0 0 267,231 234 City Mitigation Fee 0 0 459,170 0 0 0 215,429 0 0 674,600 236 Public Education Government (PEG) Fees 0 0 94,466 0 0 0 33,499 0 0 127,965 240 TDA SB 821 0 0 0 0 0 0 24 0 0 24
241 State Gas Tax 0 0 23,418 0 0 1,411,997 1,368 95 73,824 1,510,702 242 Air Quality Improvement 0 0 0 0 0 17,296 16,814 1,485 0 35,594 243 Measure A 0 0 23,418 0 0 1,957,894 97,659 95 73,824 2,152,890 244 Asset Forfeiture Program 0 0 0 0 0 0 17,079 0 0 17,079 246 Solid Waste 0 0 1,460,023 0 0 168,634 174,908 0 0 1,803,565 247 Police Grants 0 0 0 0 0 411,724 29,009 0 0 440,733
248 Road Maintenance and Rehabilitation Account 0 0 0 0 0 1,301,930 102,439 0 0 1,404,368 249 Civic Grants 0 0 0 0 0 0 0 0 0 0
251 Community Development Block Grant 0 0 0 0 0 684,733 0 0 0 684,733 255 Police Department Special Revenues 0 0 0 0 0 72,132 19,567 21,888 0 113,587 256 Fire Department Special Revenues 0 0 0 0 0 0 1,339 11 0 1,351 259 Fire Grants 0 0 0 0 0 24,422 665 0 0 25,087
261 Landscape and Lighting District 0 0 0 372,801 0 0 23,835 0 346,116 742,752 271 Park Facilities 0 253,402 0 0 0 0 58,712 0 0 312,114 272 Transportation 0 1,613 0 0 0 0 36,594 0 0 38,207
273 General Government Facilities 0 0 0 0 0 0 11,010 0 0 11,010 274 Fire Facilities 0 0 0 0 0 0 10,697 0 0 10,697
275 Police Facilities 0 0 0 0 0 0 14,594 0 0 14,594
561 Successor Housing Agency 0 0 0 0 0 86,943 153,154 70,461 0 310,558 Total Special Revenue Funds 0 270,761 2,094,350 372,801 236,113 6,137,705 1,214,777 94,036 493,764 10,914,307

CAPITAL PROJECTS FUNDS
331 Areawide Capital Projects 0 0 0 0 0 8,762,808 169,795 287,965 493,351 9,713,918 341 Assessment District 85-1 0 0 0 0 0 0 14,984 0 0 14,984 344 Assessment District 86-5 0 0 0 0 0 0 25,233 0 0 25,233 345 Assessment District 87-2 0 0 0 0 0 0 774 0 0 774
347 Assessment District 88-3 0 0 0 0 0 0 15,615 0 0 15,615 348 Assessment District 96-1 0 0 0 0 0 0 0 0 0 0
349 Assessment District 2001-01 0 0 0 0 0 0 4 0 100,000 100,004 351 CFD Rio Vista 0 0 0 0 0 0 0 0 0 0
352 Assessment District 2003-01 0 0 0 0 0 0 0 0 0 0
353 Assessment District 2004-01 0 0 0 0 0 0 0 0 400,000 400,000 354 Assessment District 2004-02 0 0 0 0 0 0 0 0 600,000 600,000 Total Capital Projects Funds 0 0 0 0 0 8,762,808 226,405 287,965 1,593,351 10,870,529

PROPRIETARY FUNDS
611 Equipment Replacement 0 0 2,400,000 0 0 0 302,585 -19,013 472,671 3,156,243 612 Insurance 0 0 14,328,244 0 0 0 537,060 171,711 0 15,037,015 613 Technology 0 0 573,908 0 0 0 58,586 0 0 632,494
614 Facilities 0 0 250,000 0 0 0 357,031 0 0 607,031
Total Proprietary Funds 0 0 17,552,152 0 0 0 1,255,263 152,698 472,671 19,432,783 TOTAL CITY 50,186,992 3,698,106 25,620,798 639,027 590,602 20,896,424 5,222,438 614,881 5,605,098 113,074,366

SUCCESSOR AGENCY TO THE RDA
530 Redevelopment Obligation Retirement 15,314,120 0 0 0 0 0 0 0 0 15,314,120 536 Successor Agency TABs 0 0 0 0 0 0 7,944 0 9,397,128 9,405,072 540 Successor Agency Administration 0 0 0 0 0 0 0 0 250,000 250,000 541 Successor Agency Other 0 0 0 0 0 0 0 0 0 0
550 Successor Agency 2007 Series A TAB 0 0 0 0 0 0 0 0 0 0 552 Successor Agency 2007 Series C TAB 0 0 0 0 0 0 0 0 0 0 TOTAL SUCCESSOR AGENCY TO THE RDA 15,314,120 0 0 0 0 0 7,944 0 9,647,128 24,969,192

PUBLIC FINANCING AUTHORITY
491 Public Financing Authority 0 0 0 0 0 0 1,386,271 0 8,739,709 10,125,980 TOTAL PUBLIC FINANCING AUTHORITY 0 0 0 0 0 0 1,386,271 0 8,739,709 10,125,980 GRAND TOTAL 65,501,112 3,698,106 25,620,798 639,027 590,602 20,896,424 6,616,653 614,881 23,991,935 148,169,539

REVENUES

REV ENUES AND OTHER SOURCES SUM M ARY BY M AJOR CATEGORY AND FUND - ALL FUNDS FY 2023/2024 ACTUAL

FINANCIAL SUMMARIES
Return to Table of Contents Page | 44

OTHER

SOURCES
Taxes
Licenses
and
Permits
Charges
for
Services
Special
Assessments
Fines and
Forfeitures
Intergovern-
mental
Revenue
Use of
Money and
Property
Other
Revenues
Transfers
In
Total
Revenues and
Other Sources
CITY

GENERAL FUND
100 General Fund 50,434,771 3,717,047 5,773,279 146,877 175,282 1,330,767 1,436,695 200,300 884,399 64,099,416 151 Measure W 0 0 0 0 0 0 0 0 0 0
431 Big League Dreams 0 0 0 0 0 0 1,575 0 0 1,575
711 Special Deposits 0 0 0 0 0 0 27,964 0 0 27,964
Total General Fund (reportable) 50,434,771 3,717,047 5,773,279 146,877 175,282 1,330,767 1,466,233 200,300 884,399 64,128,955

SPECIAL REVENUE FUNDS
229 Transit Development 0 0 0 0 0 0 1,355 0 0 1,355
230 Quimby Act 0 0 0 0 0 0 11,954 0 0 11,954
231 Art in Public Places 0 17,775 0 0 0 0 12,406 0 0 30,181 232 Master Underground Plan 0 0 46,914 0 0 0 90,887 0 0 137,801 233 Traffic Safety 0 0 0 0 209,194 0 13,895 0 0 223,089 234 City Mitigation Fee 0 0 395,229 0 0 0 169,574 0 0 564,803 236 Public Education Government (PEG) Fees 0 0 42,763 0 0 0 13,696 0 0 56,459 240 TDA SB 821 0 0 0 0 0 314,417 0 0 0 314,417
241 State Gas Tax 0 0 11, 825 0 0 1,473,440 2,943 0 97,183 1,585,391 242 Air Quality Improvement 0 0 0 0 0 16,764 7,047 0 0 23,810 243 Measure A 0 0 11,310 0 0 1,953,692 30,877 0 97,183 2,093,062 244 Asset Forfeiture Program 0 0 0 0 0 0 6,848 0 0 6,848 246 Solid Waste 0 0 1,479,667 0 0 0 65,958 0 0 1,545,626 247 Police Grants 0 0 0 0 0 209,879 13,581 0 0 223,461
248 Road Maintenance and Rehabilitation Account 0 0 0 0 0 1,253,927 84,951 0 0 1,338,878 249 Civic Grants 0 0 0 0 13,016 0 16,000 149,705 0 178,721 251 Community Development Block Grant 0 0 0 0 0 603,288 0 0 0 603,288 255 Police Department Special Revenues 0 0 0 0 0 0 8,755 16,039 0 24,795 256 Fire Department Special Revenues 0 0 0 0 0 0 1,300 0 0 1,300 259 Fire Grants 0 0 0 0 0 56,898 100 6,565 0 63,563
261 Landscape and Lighting District 0 0 0 354,995 0 0 8,905 0 417,009 780,909 271 Park Facilities 0 263,213 0 0 0 0 55,611 0 0 318,824 272 Transportation 0 3,038 0 0 0 0 28,073 0 0 31,111
273 General Government Facilities 0 0 0 0 0 0 12,354 0 0 12,354 274 Fire Facilities 0 0 0 0 0 0 8,980 0 0 8,980
275 Police Facilities 0 0 0 0 0 0 12,124 0 0 12,124
561 Successor Housing Agency 0 0 0 0 0 63,057 135,000 28,192 0 226,249 Total Special Revenue Funds 0 284,026 1,987,707 354,995 222,210 5,945,362 813,176 200,500 611,374 10,419,352

CAPITAL PROJECTS FUNDS
331 Areawide Capital Projects 0 0 0 0 0 11,886,802 70,338 480,913 0 12,438,053 341 Assessment District 85-1 0 0 0 0 0 0 8,953 0 0 8,953 344 Assessment District 86-5 0 0 0 0 0 0 7,208 0 0 7,208 345 Assessment District 87-2 0 0 0 0 0 0 457 0 0 457
347 Assessment District 88-3 0 0 0 0 0 0 5,208 0 0 5,208 348 Assessment District 96-1 0 0 0 0 0 0 0 0 0 0
349 Assessment District 2001-01 0 0 0 0 0 0 2 0 0 2
351 CFD Rio Vista 0 0 0 0 0 0 0 0 0 0
352 Assessment District 2003-01 0 0 0 0 0 0 0 0 0 0
353 Assessment District 2004-01 0 0 0 0 0 0 0 0 0 0
354 Assessment District 2004-02 0 0 0 0 0 0 0 0 0 0
Total Capital Projects Funds 0 0 0 0 0 11,886,802 92,167 480,913 0 12,459,882

PROPRIETARY FUNDS
611 Equipment Replacement 0 0 750,000 0 0 0 167,541 19,412 96,089 1,033,042 612 Insurance 0 0 20,624,336 0 0 0 288,217 44,796 0 20,957,350 613 Technology 0 0 62,571 0 0 0 64,644 0 0 127,215
614 Facilities 0 0 0 0 0 0 282,851 0 0 282,851
Total Proprietary Funds 0 0 21,436,907 0 0 0 803,253 64,208 96,089 22,400,457 TOTAL CITY 50,434,771 4,001,074 29,197,894 501,872 397,492 19,162,930 3,174,830 945,921 1,591,862 109,408,646

SUCCESSOR AGENCY TO THE RDA
530 Redevelopment Obligation Retirement 14,661,383 0 0 0 0 0 0 0 0 14,661,383 536 Successor Agency TABs 0 0 0 0 0 0 447,539 0 9,401,894 9,849,433 540 Successor Agency Administration 0 0 0 0 0 0 0 0 200,000 200,000 541 Successor Agency Other 0 0 0 0 0 0 0 0 0 0
550 Successor Agency 2007 Series A TAB 0 0 0 0 0 0 0 0 0 0 552 Successor Agency 2007 Series C TAB 0 0 0 0 0 0 0 0 0 0 TOTAL SUCCESSOR AGENCY TO THE RDA 14,661,383 0 0 0 0 0 447,539 0 9,601,894 24,710,816

PUBLIC FINANCING AUTHORITY
491 Public Financing Authority 0 0 0 0 0 0 1,300,015 0 8,253,144 9,553,158 TOTAL PUBLIC FINANCING AUTHORITY 0 0 0 0 0 0 1,300,015 0 8,253,144 9,553,158 GRAND TOTAL 65,096,154 4,001,074 29,197,894 501,872 397,492 19,162,930 4,922,383 945,921 19,446,900 143,672,620

REVENUES

REV ENUES AND OTHER SOURCES SUM M ARY BY M AJOR CATEGORY AND FUND - ALL FUNDS FY 2024/2025 PROJECTED

FINANCIAL SUMMARIES
Return to Table of Contents Page | 45

OTHER

SOURCES
Taxes
Licenses
and
Perm its
Charges
for
Services
Special
Assessments
Fines and
Forfeitures
Intergovern-
mental
Revenue
U se of
Money and
Property
Other
R evenues
Transfers
In
Total
R evenues and
Other Sources
CITY

GENERAL FUND
100 General Fund 53,392,216 3,359,292 7,224,966 275,000 306,000 2,715,751 1,146,040 187,500 2,218,172 70,824,937 151 Measure W 5,000,000 0 0 0 0 0 0 0 0 5,000,000
431 Big League Dreams 0 0 0 0 0 0 0 0 0 0
711 Special Deposits 0 0 225,624 0 0 0 0 0 0 225,624
Total General Fund (reportable) 58,392,216 3,359,292 7,450,590 275,000 306,000 2,715,751 1,146,040 187,500 2,218,172 76,050,561

SPECIAL REVENUE FUNDS
229 Transit Development 0 0 0 0 0 0 500 0 0 500
230 Quimby Act 0 0 0 0 0 0 5,000 0 0 5,000
231 Art in Public Places 0 90,000 0 0 0 0 5,000 0 0 95,000 232 Master Underground Plan 0 0 40,000 0 0 0 50,000 0 0 90,000 233 Traffic Safety 0 0 0 0 227,170 0 20,000 0 0 247,170 234 City Mitigation Fee 0 0 408,000 0 0 0 75,000 0 0 483,000 236 Public Education Government (PEG) Fees 0 0 80,000 0 0 0 20,000 0 0 100,000 240 TDA SB 821 0 0 0 0 0 579,485 0 0 0 579,485
241 State Gas Tax 0 0 20,000 0 0 1,517,418 2,500 0 0 1,539,918 242 Air Quality Improvement 0 0 0 0 0 16,700 5,000 0 0 21,700 243 Measure A 0 0 20,000 0 0 2,012,303 40,000 0 0 2,072,303 244 Asset Forfeiture Program 0 0 0 0 0 0 5,000 0 0 5,000 246 Solid Waste 0 0 1,530,000 0 0 127,620 75,000 0 0 1,732,620 247 Police Grants 0 0 0 0 0 295,382 10,000 0 0 305,382
248 Road Maintenance and Rehabilitation Account 0 0 0 0 0 1,450,000 50,000 0 0 1,500,000 249 Civic Grants 0 0 0 0 0 500 7,500 0 0 8,000
251 Community Development Block Grant 0 0 0 0 0 530,000 0 0 0 530,000 255 Police Department Special Revenues 0 0 0 0 0 10,000 5,000 3,000 0 18,000 256 Fire Department Special Revenues 0 0 0 0 0 0 500 0 0 500 259 Fire Grants 0 0 0 0 0 281,741 0 0 0 281,741
261 Landscape and Lighting District 0 0 0 337,522 0 0 5,000 0 15,732 358,254 271 Park Facilities 0 550,000 0 0 0 0 30,000 0 0 580,000 272 Transportation 0 274,571 0 0 0 0 20,000 0 0 294,571 273 General Government Facilities 0 0 0 0 0 0 7,500 0 0 7,500 274 Fire Facilities 0 0 0 0 0 0 5,000 0 0 5,000
275 Police Facilities 0 0 0 0 0 0 5,000 0 0 5,000
561 Successor Housing Agency 0 0 0 0 0 0 75,000 30,000 0 105,000 Total Special Revenue Funds 0 914,571 2,098,000 337,522 227,170 6,821,148 523,500 33,000 15,732 10,970,643

CAPITAL PROJECTS FUNDS
331 Areawide Capital Projects 0 0 0 0 0 9,748,781 5,000 0 0 9,753,781 341 Assessment District 85-1 0 0 0 0 0 0 0 0 0 0
344 Assessment District 86-5 0 0 0 0 0 0 0 0 0 0
345 Assessment District 87-2 0 0 0 0 0 0 0 0 0 0
347 Assessment District 88-3 0 0 0 0 0 0 0 0 0 0
348 Assessment District 96-1 0 0 0 0 0 0 0 0 0 0
349 Assessment District 2001-01 0 0 0 0 0 0 0 0 0 0
351 CFD Rio Vista 0 0 0 0 0 0 0 0 0 0
352 Assessment District 2003-01 0 0 0 0 0 0 0 0 0 0
353 Assessment District 2004-01 0 0 0 0 0 0 0 0 0 0
354 Assessment District 2004-02 0 0 0 0 0 0 0 0 0 0
Total Capital Projects Funds 0 0 0 0 0 9,748,781 5,000 0 0 9,753,781

PROPRIETARY FUNDS
611 Equipment Replacement 0 0 1,309,288 0 0 0 80,000 0 30,904 1,420,192 612 Insurance 0 0 17,962,001 0 0 0 250,000 100,000 0 18,312,001 613 Technology 0 0 70,000 0 0 0 30,000 0 0 100,000
614 Facilities 0 0 0 0 0 0 178,000 0 0 178,000
Total Proprietary Funds 0 0 19,341,289 0 0 0 538,000 100,000 30,904 20,010,193 TOTAL CITY 58,392,216 4,273,863 28,889,879 612,522 533,170 19,285,680 2,212,540 320,500 2,264,808 116,785,178

SUCCESSOR AGENCY TO THE RDA
530 Redevelopment Obligation Retirement 14,466,691 0 0 0 0 0 0 0 0 14,466,691 536 Successor Agency TABs 0 0 0 0 0 0 0 0 9,077,491 9,077,491 540 Successor Agency Administration 0 0 0 0 0 0 0 0 150,000 150,000 541 Successor Agency Other 0 0 0 0 0 0 0 0 0 0
550 Successor Agency 2007 Series A TAB 0 0 0 0 0 0 0 0 0 0 552 Successor Agency 2007 Series C TAB 0 0 0 0 0 0 0 0 0 0 TOTAL SUCCESSOR AGENCY TO THE RDA 14,466,691 0 0 0 0 0 0 0 9,227,491 23,694,182

PUBLIC FINANCING AUTHORITY
491 Public Financing Authority 0 0 0 0 0 0 1,250,000 0 9,469,233 10,719,233 TOTAL PUBLIC FINANCING AUTHORITY 0 0 0 0 0 0 1,250,000 0 9,469,233 10,719,233 GRAND TOTAL 72,858,907 4,273,863 28,889,879 612,522 533,170 19,285,680 3,462,540 320,500 20,961,532 151,198,593

REVENUES

REV ENUES AND OTHER SOURCES SUM M ARY BY M AJOR CATEGORY AND FUND - ALL FUNDS FY 2025/2026 ADOPTED

FINANCIAL SUMMARIES
Return to Table of Contents Page | 46

OTHER

SOURCES
Taxes
Licenses
and
Permits
Charges
for
Services
Special
Assessments
Fines and
Forfeitures
Intergovern-
mental
Revenue
Use of
Money and
Property
Other
Revenues
Transfers
In
Total
Revenues and
Other Sources
CITY

GENERAL FUND
100 General Fund 55,843,105 3,398,644 7,733,776 300,000 306,000 2,715,751 1,146,040 200,000 1,891,444 73,534,760 151 Measure W 5,000,000 0 0 0 0 0 0 0 0 5,000,000
431 Big League Dreams 0 0 0 0 0 0 0 0 0 0
711 Special Deposits 0 0 35,979 0 0 0 0 0 0 35,979
Total General Fund (reportable) 60,843,105 3,398,644 7,769,755 300,000 306,000 2,715,751 1,146,040 200,000 1,891,444 78,570,739

SPECIAL REVENUE FUNDS
229 Transit Development 0 0 0 0 0 0 500 0 0 500
230 Quimby Act 0 0 0 0 0 0 5,000 0 0 5,000
231 Art in Public Places 0 0 0 0 0 0 5,000 0 0 5,000
232 Master Underground Plan 0 0 40,000 0 0 0 50,000 0 0 90,000 233 Traffic Safety 0 0 0 0 232,100 0 20,000 0 0 252,100 234 City Mitigation Fee 0 0 408,000 0 0 0 75,000 0 0 483,000 236 Public Education Government (PEG) Fees 0 0 70,000 0 0 0 20,000 0 0 90,000 240 TDA SB 821 0 0 0 0 0 566,775 0 0 0 566,775
241 State Gas Tax 0 0 20,000 0 0 1,562,716 2,500 0 0 1,585,216 242 Air Quality Improvement 0 0 0 0 0 16,500 5,000 0 0 21,500 243 Measure A 0 0 20,000 0 0 2,072,672 40,000 0 0 2,132,672 244 Asset Forfeiture Program 0 0 0 0 0 0 5,000 0 0 5,000 246 Solid Waste 0 0 1,575,900 0 0 15,000 75,000 0 0 1,665,900 247 Police Grants 0 0 0 0 0 145,325 10,000 0 0 155,325
248 Road Maintenance and Rehabilitation Account 0 0 0 0 0 1,600,000 50,000 0 0 1,650,000 249 Civic Grants 0 0 0 0 0 500 0 0 0 500
251 Community Development Block Grant 0 0 0 0 0 530,000 0 0 0 530,000 255 Police Department Special Revenues 0 0 0 0 0 10,000 5,000 3,000 0 18,000 256 Fire Department Special Revenues 0 0 0 0 0 0 500 0 0 500 259 Fire Grants 0 0 0 0 0 139,483 0 0 0 139,483
261 Landscape and Lighting District 0 0 0 351,023 0 0 5,000 0 16,362 372,385 271 Park Facilities 0 500,000 0 0 0 0 30,000 0 0 530,000 272 Transportation 0 25,149 0 0 0 0 20,000 0 0 45,149
273 General Government Facilities 0 0 0 0 0 0 7,500 0 0 7,500 274 Fire Facilities 0 0 0 0 0 0 5,000 0 0 5,000
275 Police Facilities 0 0 0 0 0 0 5,000 0 0 5,000
561 Successor Housing Agency 0 0 0 0 0 0 75,000 30,000 0 105,000 Total Special Revenue Funds 0 525,149 2,133,900 351,023 232,100 6,658,970 516,000 33,000 16,362 10,466,504

CAPITAL PROJECTS FUNDS
331 Areawide Capital Projects 0 0 0 0 0 5,620,168 5,000 0 0 5,625,168 341 Assessment District 85-1 0 0 0 0 0 0 0 0 0 0
344 Assessment District 86-5 0 0 0 0 0 0 0 0 0 0
345 Assessment District 87-2 0 0 0 0 0 0 0 0 0 0
347 Assessment District 88-3 0 0 0 0 0 0 0 0 0 0
348 Assessment District 96-1 0 0 0 0 0 0 0 0 0 0
349 Assessment District 2001-01 0 0 0 0 0 0 0 0 0 0
351 CFD Rio Vista 0 0 0 0 0 0 0 0 0 0
352 Assessment District 2003-01 0 0 0 0 0 0 0 0 0 0
353 Assessment District 2004-01 0 0 0 0 0 0 0 0 0 0
354 Assessment District 2004-02 0 0 0 0 0 0 0 0 0 0
Total Capital Projects Funds 0 0 0 0 0 5,620,168 5,000 0 0 5,625,168

PROPRIETARY FUNDS
611 Equipment Replacement 0 0 1,285,829 0 0 0 80,000 0 0 1,365,829 612 Insurance 0 0 18,517,761 0 0 0 250,000 100,000 0 18,867,761 613 Technology 0 0 70,000 0 0 0 30,000 0 0 100,000
614 Facilities 0 0 0 0 0 0 178,000 0 0 178,000
Total Proprietary Funds 0 0 19,873,590 0 0 0 538,000 100,000 0 20,511,590 TOTAL CITY 60,843,105 3,923,793 29,777,245 651,023 538,100 14,994,889 2,205,040 333,000 1,907,806 115,174,001

SUCCESSOR AGENCY TO THE RDA
530 Redevelopment Obligation Retirement 14,528,203 0 0 0 0 0 0 0 0 14,528,203 536 Successor Agency TABs 0 0 0 0 0 0 0 0 9,102,457 9,102,457 540 Successor Agency Administration 0 0 0 0 0 0 0 0 100,000 100,000 541 Successor Agency Other 0 0 0 0 0 0 0 0 0 0
550 Successor Agency 2007 Series A TAB 0 0 0 0 0 0 0 0 0 0 552 Successor Agency 2007 Series C TAB 0 0 0 0 0 0 0 0 0 0 TOTAL SUCCESSOR AGENCY TO THE RDA14,528,203 0 0 0 0 0 0 0 9,202,457 23,730,660

PUBLIC FINANCING AUTHORITY
491 Public Financing Authority 0 0 0 0 0 0 1,250,000 0 9,256,067 10,506,067 TOTAL PUBLIC FINANCING AUTHORITY 0 0 0 0 0 0 1,250,000 0 9,256,067 10,506,067 GRAND TOTAL 75,371,308 3,923,793 29,777,245 651,023 538,100 14,994,889 3,455,040 333,000 20,366,330 149,410,728

REVENUES

REV ENUES AND OTHER SOURCES SUM M ARY BY M AJOR CATEGORY AND FUND - ALL FUNDS FY 2026/2027 ADOPTED

FINANCIAL SUMMARIES
Return to Table of Contents Page | 47

OTHER USES
Salaries
and
Benefits Operations
Debt
Service
Transfers
Out
Total
Operating
Expenditures
and Other
Uses
Capital
Outlay
CIP
Projects
Total
Capital
Expenditures
Total
Expenditures
and Other Uses
CITY

GENERAL FUND
100 General Fund
Elected Officials 250,337 442,072 0 0 692,409 92,843 0 92,843 785,253 Legal Services 0 180,744 0 0 180,744 0 0 0 180,744
City Management 2,943,152 3,047,297 0 0 5,990,449 0 0 0 5,990,449 Financial Services 2,227,851 8,317,190 0 0 10,545,041 0 0 0 10,545,041 Community and Economic Development Services 3,444,339 1,953,864 0 0 5,398,203 0 0 0 5,398,203 Public Works 1,156,391 2,025,029 0 356,971 3,538,392 0 343,869 343,869 3,882,261 Public Safety:

Police 14,971,206 3,174,601 0 413,122 18,558,930 0 0 0 18,558,930 Fire 11,545,069 2,875,284 0 0 14,420,352 0 0 0 14,420,352 General Governmnet 26,394 4,361,501 0 4,787,089 9,174,983 0 0 0 9,174,983 Total General Fund (Fund 100) 36,564,738 26,377,582 0 5,557,182 68,499,502 92,843 343,869 436,712 68,936,215 151 Measure W 0 0 0 0 0 0 0 0 0
431 Big League Dreams 0 0 0 377,493 377,493 0 0 0 377,493 711 Special Deposits 0 0 0 0 0 0 0 0 0
Total General Fund (reportable) 36,564,738 26,377,582 0 5,934,675 68,876,995 92,843 343,869 436,712 69,313,707

SPECIAL REV ENUE FUNDS
229 Transit Development 0 0 0 0 0 0 0 0 0
230 Quimby Act 0 0 0 0 0 0 0 0 0
231 Art in Public Places 0 0 0 0 0 0 0 0 0
232 Master Underground Plan 0 0 0 0 0 0 0 0 0
233 Traffic Safety 6,725 71,560 0 83,182 161,467 0 0 0 161,467 234 City Mitigation Fee 0 0 0 0 0 0 0 0 0
236 Public Education Government (PEG) Fees 0 15,548 0 46,591 62,139 2,704 0 2,704 64,844 240 TDA SB 821 0 0 0 0 0 0 255,292 255,292 255,292
241 State Gas Tax 734,310 499,340 0 159,496 1,393,146 0 0 0 1,393,146 242 Air Quality Improvement 0 0 0 0 0 0 0 0 0
243 Measure A 734,310 854,686 0 156,632 1,745,627 0 860,619 860,619 2,606,247 244 Asset Forfeiture Program 0 0 0 0 0 0 0 0 0
246 Solid Waste 257,775 1,022,426 0 136,939 1,417,140 72,175 0 72,175 1,489,314 247 Police Grants 11,828 42,063 0 238,272 292,163 0 0 0 292,163 248 Road Maintenance and Rehabilitation Account 0 0 0 0 0 0 612,227 612,227 612,227 249 Civic Grants 0 0 0 0 0 0 0 0 0
251 Community Development Block Grant 29,874 27,800 0 45,433 103,107 0 581,627 581,627 684,733 255 Police Department Special Revenues 0 61,561 0 0 61,561 0 0 0 61,561 256 Fire Department Special Revenues 0 0 0 0 0 0 0 0 0
259 Fire Grants 0 27,522 0 0 27,522 0 0 0 27,522
261 Landscape and Lighting District 0 479,759 0 210,595 690,354 0 0 0 690,354 271 Park Facilities 0 0 0 0 0 0 150,541 150,541 150,541 272 Transportation 0 0 0 0 0 0 1,613 1,613 1,
613
273 General Government Facilities 0 0 0 0 0 0 0 0 0
274 Fire Facilities 0 0 0 0 0 0 0 0 0
275 Police Facilities 0 0 0 0 0 0 0 0 0
561 Successor Housing Agency 64,585 111,318 0 21,638 197,541 0 0 0 197,541 Total Special Revenue Funds 1,839,407 3,213,583 0 1,098,777 6,151,767 74,879 2,461,919 2,536,798 8,688,565

CAPITAL PROJECTS FUNDS
331 Areaw ide Capital Projects 0 0 0 493,351 493,351 0 12,252,307 12,252,307 12,745,658 341 Assessment District 85-1 0 0 0 0 0 0 0 0 0
344 Assessment District 86-5 0 0 0 0 0 0 371,495 371,495 371,495 345 Assessment District 87-2 0 0 0 0 0 0 0 0 0
347 Assessment District 88-3 0 0 0 0 0 0 255,847 255,847 255,847 348 Assessment District 96-1 0 0 0 0 0 0 0 0 0
349 Assessment District 2001-01 0 0 0 0 0 0 0 0 0
351 CFD Rio V ista 0 0 0 0 0 0 0 0 0
352 Assessment District 2003-01 0 0 0 0 0 0 508,279 508,279 508,279 353 Assessment District 2004-01 0 0 0 0 0 0 0 0 0
354 Assessment District 2004-02 0 0 0 0 0 0 79,090 79,090 79,090 Total Capital Projects Funds 0 0 0 493,351 493,351 0 13,467,018 13,467,018 13,960,369

PROPRIETARY FUNDS
611 Equipment Replacement 0 1,071,113 0 0 1,071,113 0 0 0 1,071,113 612 Insurance 12,133,728 5,041,486 0 136,437 17,311,650 0 5,400 5,400 17,317,050 613 Technology 0 13,585 0 0 13,585 0 0 0 13,585
614 Facilities 0 47,599 0 0 47,599 0 0 0 47,599
Total Proprietary Funds 12,133,728 6,173,783 0 136,437 18,443,948 0 5,400 5,400 18,449,348 TOTAL CITY 50,537,873 35,764,948 0 7,663,240 93,966,061 167,722 16,278,206 16,445,928 110,411,990

SUCCESSOR AGENCY TO THE RDA
530 Redevelopment Obligation Retirement 0 15,355 0 14,722,205 14,737,560 0 0 0 14,737,560 536 Successor Agency TABs 0 5,250 2,839,248 0 2,844,498 0 0 0 2,844,498 540 Successor Agency Administration 0 0 0 250,000 250,000 0 0 0 250,000 541 Successor Agency Other 0 0 2,186,138 0 2,186,138 0 0 0 2,186,138 550 Successor Agency 2007 Series A TAB 0 12,644 0 0 12,644 0 0 0 12,644 552 Successor Agency 2007 Series C TAB 0 11,611 0 0 11,611 0 0 0 11,611 TOTAL SUCCESSOR AGENCY TO THE RDA 0 44,860 5,025,386 14,972,205 20,042,451 0 0 0 20,042,451

PUBLIC FINANCING AUTHORITY
491 Public Financing Authority 0 0 11,576,787 1,100,000 12,676,787 0 0 0 12,676,787 TOTAL PUBLIC FINANCING AUTHORITY 0 0 11,576,787 1,100,000 12,676,787 0 0 0 12,676,787 GRAND TOTAL 50,537,873 35,809,808 16,602,173 23,735,445 126,685,299 167,722 16,278,206 16,445,928 143,131,227

OPERATING EXPENDITURES CAPITAL EXPENDITURES

EXPENDITURES AND OTHER USES SUM M ARY BY M AJOR CATEGORY AND FUND - ALL FUNDS FY 2023/2024 ACTUAL

FINANCIAL SUMMARIES
Return to Table of Contents Page | 48

OTHER USES
Salaries
and
Benefits Operations
Debt
Service
Transfers
Out
Total
Operating
Expenditures
and Other
Uses
Capital
Outlay
CIP
Projects
Total
Capital
Expenditures
Total
Expenditures
and Other Uses
CITY

GENERAL FUND
100 General Fund
Elected Officials 365,530 417,939 0 0 783,468 16,600 0 16,600 800,068 Legal Services 0 129,016 0 0 129,016 0 0 0 129,016
City Management 3,331,406 2,700,244 0 0 6,031,650 0 0 0 6,031,650 Financial Services 2,345,495 6,810,678 0 0 9,156,172 0 0 0 9,156,172 Community and Economic Development Services 3,195,868 1,761,794 0 0 4,957,662 0 0 0 4,957,662 Public Works 1,238,260 1,953,571 0 397,218 3,589,050 0 1,006,631 1,006,631 4,595,681 Public Safety:

Police 16,312,627 2,993,650 0 29,829 19,336,107 0 0 0 19,336,107 Fire 12,839,278 2,797,466 0 0 15,636,744 0 0 0 15,636,744 General Government 0 4,051,967 0 3,027,236 7,079,203 0 0 0 7,079,203 Total General Fund (Fund 100) 39,628,465 23,616,325 0 3,454,283 66,699,073 16,600 1,006,631 1,023,231 67,722,304 151 Measure W 0 0 0 0 0 0 0 0 0
431 Big League Dreams 0 0 0 163,605 163,605 0 0 0 163,605 711 Special Deposits 0 0 0 0 0 0 0 0 0
Total General Fund (reportable) 39,628,465 23,616,325 0 3,617,888 66,862,677 16,600 1,006,631 1,023,231 67,885,908

SPECIAL REVENUE FUNDS
229 Transit Development 0 0 0 0 0 0 0 0 0
230 Quimby Act 0 0 0 0 0 0 0 0 0
231 Art in Public Places 0 17,775 0 0 17,775 0 0 0 17,775 232 Master Underground Plan 0 0 0 0 0 0 0 0 0
233 Traffic Safety 5,186 87,926 0 85,678 178,790 0 52,111 52,111 230,901 234 City Mitigation Fee 0 0 0 0 0 0 0 0 0
236 Public Education Government (PEG) Fees 0 32,038 0 35,992 68,030 1,952 0 1,952 69,982 240 TDA SB 821 0 0 0 0 0 0 60,005 60,005 60,005
241 State Gas Tax 748,692 354,057 0 164,280 1,267,029 0 0 0 1,267,029 242 Air Quality Improvement 0 0 0 0 0 0 0 0 0
243 Measure A 748,700 583,825 0 161,095 1,493,620 0 881,604 881,604 2,375,225 244 Asset Forfeiture Program 0 0 0 0 0 0 0 0 0
246 Solid Waste 292,604 1,334,087 0 230,879 1,857,570 0 0 0 1,857,570 247 Police Grants 0 190,078 0 63,293 253,372 0 0 0 253,372 248 Road Maintenance and Rehabilitation Account 0 0 0 0 0 0 1,391,066 1,391,066 1,391,066 249 Civic Grants 0 94,745 0 0 94,745 0 0 0 94,745
251 Community Development Block Grant 115,300 5,357 0 0 120,658 0 482,630 482,630 603,288 255 Police Department Special Revenues 0 44,502 0 0 44,502 0 0 0 44,502 256 Fire Department Special Revenues 0 0 0 0 0 0 0 0 0
259 Fire Grants 0 139,620 0 35,462 175,082 0 0 0 175,082 261 Landscape and Lighting District 0 466,760 0 257,312 724,072 0 0 0 724,072 271 Park Facilities 0 0 0 0 0 0 263,213 263,213 263,213 272 Transportation 0 0 0 0 0 0 3,038 3,038 3,038
273 General Government Facilities 0 0 0 0 0 0 0 0 0
274 Fire Facilities 0 0 0 0 0 0 0 0 0
275 Police Facilities 0 0 0 0 0 0 0 0 0
561 Successor Housing Agency 60,835 16,377 0 40,891 118,104 0 0 0 118,104 Total Special Revenue Funds 1,971,318 3,367,148 0 1,074,883 6,413,349 1,952 3,133,669 3,135,621 9,548,969

CAPITAL PROJECTS FUNDS
331 Areawide Capital Projects 0 0 0 0 0 0 9,939,692 9,939,692 9,939,692 341 Assessment District 85-1 0 0 0 0 0 0 0 0 0
344 Assessment District 86-5 0 0 0 0 0 0 213,012 213,012 213,012 345 Assessment District 87-2 0 0 0 0 0 0 0 0 0
347 Assessment District 88-3 0 0 0 0 0 0 3,708 3,708 3,708 348 Assessment District 96-1 0 0 0 0 0 0 487,467 487,467 487,467 349 Assessment District 2001-01 0 0 0 0 0 0 0 0 0
351 CFD Rio Vista 0 0 0 0 0 0 0 0 0
352 Assessment District 2003-01 0 0 0 0 0 0 0 0 0
353 Assessment District 2004-01 0 0 0 0 0 0 207,753 207,753 207,753 354 Assessment District 2004-02 0 0 0 0 0 0 854,769 854,769 854,769 Total Capital Projects Funds 0 0 0 0 0 0 11,706,401 11,706,401 11,706,401

PROPRIETARY FUNDS
611 Equipment Replacement 0 1,030,000 0 0 1,030,000 0 0 0 1,030,000 612 Insurance 9,193,806 3,484,889 0 22,610 12,701,306 0 0 0 12,701,306 613 Technology 0 13,585 0 0 13,585 0 0 0 13,585
614 Facilities 0 38,756 0 0 38,756 0 0 0 38,756
Total Proprietary Funds 9,193,806 4,567,231 0 22,610 13,783,647 0 0 0 13,783,647 TOTAL CITY 50,793,589 31,550,703 0 4,715,381 87,059,673 18,552 15,846,701 15,865,253 102,924,926

SUCCESSOR AGENCY TO THE RDA
530 Redevelopment Obligation Retirement 0 10,000 0 14,664,197 14,674,197 0 0 0 14,674,197 536 Successor Agency TABs 0 552,409 2,400,872 0 2,953,280 0 0 0 2,953,280 540 Successor Agency Administration 0 0 0 200,000 200,000 0 0 0 200,000 541 Successor Agency Other 0 0 2,287,609 0 2,287,609 0 0 0 2,287,609 550 Successor Agency 2007 Series A TAB 0 0 0 0 0 0 0 0 0 552 Successor Agency 2007 Series C TAB 0 0 0 0 0 0 0 0 0 TOTAL SUCCESSOR AGENCY TO THE RDA 0 562,409 4,688,481 14,864,197 20,115,086 0 0 0 20,115,086

PUBLIC FINANCING AUTHORITY
491 Public Financing Authority 0 3,205 11,091,124 0 11,094,329 0 0 0 11,094,329 TOTAL PUBLIC FINANCING AUTHORITY 0 3,205 11,091,124 0 11,094,329 0 0 0 11,094,329 GRAND TOTAL 50,793,589 32,116,317 15,779,605 19,579,578 118,269,089 18,552 15,846,701 15,865,253 134,134,341

OPERATING EXPENDITURES CAPITAL EXPENDITURES

EXPENDITURES AND OTHER USES SUM M ARY BY M AJOR CATEGORY AND FUND - ALL FUNDS FY 2024/2025 PROJECTED

FINANCIAL SUMMARIES
Return to Table of Contents Page | 49

OTHER USES
Salaries
and
Benefits Operations
Debt
Service
Transfers
Out
Total
Operating
Expenditure
Capital
Outlay CIP Projects
Total
Capital
Expenditure
Total
Expenditures
and Other
CITY

GENERAL FUND
100 General Fund
Elected Officials 250,637 561,416 0 0 812,053 150,000 0 150,000 962,053 Legal Services 0 180,000 0 0 180,000 0 0 0 180,000
City Management 3,790,048 3,516,438 0 0 7,306,486 0 0 0 7,306,486 Financial Services 2,751,611 7,919,792 0 0 10,671,403 0 0 0 10,671,403 Community and Economic Development 3,730,276 1,923,891 0 0 5,654,167 0 0 0 5,654,167 Public Works 1,385,684 2,121,533 0 15,732 3,522,949 0 1,514,524 1,514,524 5,037,473 Public Safety:

Police 17,704,470 3,472,593 0 0 21,177,063 0 0 0 21,177,063 Fire 13,927,215 4,319,436 0 0 18,246,651 0 0 0 18,246,651 General Government 135,000 3,804,717 0 3,404,602 7,344,319 0 0 0 7,344,319 Total General Fund (Fund 100) 43,674,940 27,819,816 0 3,420,334 74,915,090 150,000 1,514,524 1,664,524 76,579,614 151 Measure W 1,000,000 798,586 0 2,000,000 3,798,586 1,201,414 0 1,201,414 5,000,000 431 Big League Dreams 0 0 0 0 0 0 0 0 0
711 Special Deposits 0 0 0 225,624 225,624 0 0 0 225,624 Total General Fund (reportable) 44,674,940 28,618,402 0 5,645,958 78,939,300 1,351,414 1,514,524 2,865,938 81,805,238

SPECIAL REVENUE FUNDS
229 Transit Development 0 0 0 0 0 0 0 0 0
230 Quimby Act 0 0 0 0 0 0 0 0 0
231 Art in Public Places 0 0 0 0 0 90,000 0 90,000 90,000 232 Master Underground Plan 0 0 0 0 0 0 1,500,000 1,500,000 1,500,000 233 Traffic Safety 0 56,000 0 83,013 139,013 0 598,673 598,673 737,686 234 City Mitigation Fee 0 0 0 0 0 0 20,479 20,479 20,479 236 Public Education Government (PEG) Fees 0 90,000 0 41,000 131,000 235,000 0 235,000 366,000 240 TDA SB 821 0 0 0 0 0 0 579,485 579,485 579,485
241 State Gas Tax 841,260 595,369 0 174,103 1,610,732 0 0 0 1,610,732 242 Air Quality Improvement 0 0 0 0 0 0 0 0 0
243 Measure A 841,338 1,066,969 0 174,103 2,082,410 0 1,394,596 1,394,596 3,477,006 244 Asset Forfeiture Program 0 5,000 0 0 5,000 0 0 0 5,000 246 Solid Waste 394,235 1,964,128 0 62,468 2,420,831 0 0 0 2,420,831 247 Police Grants 0 106,367 0 109,592 215,959 0 0 0 215,959 248 Road Maintenance and Rehabilitation Account 0 0 0 0 0 0 1,922,000 1,922,000 1,922,000 249 Civic Grants 0 57,470 0 0 57,470 0 0 0 57,470
251 Community Development Block Grant 38,954 0 0 6,023 44,977 0 485,023 485,023 530,000 255 Police Department Special Revenues 0 13,000 0 0 13,000 0 0 0 13,000 256 Fire Department Special Revenues 0 0 0 0 0 0 0 0 0
259 Fire Grants 0 236,540 0 27,346 263,885 0 0 0 263,885 261 Landscape and Lighting District 0 411,173 0 43,705 454,878 0 0 0 454,878 271 Park Facilities 0 0 0 0 0 0 550,000 550,000 550,000 272 Transportation 0 0 0 0 0 0 274,571 274,571 274,571
273 General Government Facilities 0 0 0 0 0 0 0 0 0
274 Fire Facilities 0 0 0 0 0 0 0 0 0
275 Police Facilities 0 0 0 0 0 0 0 0 0
561 Successor Housing Agency 0 74,235 0 152,099 226,334 0 0 0 226,334 Total Special Revenue Funds 2,115,787 4,676,251 0 873,452 7,665,490 325,000 7,324,827 7,649,827 15,315,317

CAPITAL PROJECTS FUNDS
331 Areawide Capital Projects 0 0 0 0 0 0 8,748,781 8,748,781 8,748,781 341 Assessment District 85-1 0 0 0 0 0 0 280,000 280,000 280,000 344 Assessment District 86-5 0 0 0 0 0 0 0 0 0
345 Assessment District 87-2 0 0 0 0 0 0 0 0 0
347 Assessment District 88-3 0 0 0 0 0 0 0 0 0
348 Assessment District 96-1 0 0 0 0 0 0 0 0 0
349 Assessment District 2001-01 0 0 0 0 0 0 0 0 0
351 CFD Rio Vista 0 0 0 0 0 0 0 0 0
352 Assessment District 2003-01 0 0 0 0 0 0 0 0 0
353 Assessment District 2004-01 0 0 0 0 0 0 300,000 300,000 300,000 354 Assessment District 2004-02 0 0 0 0 0 0 0 0 0
Total Capital Projects Funds 0 0 0 0 0 0 9,328,781 9,328,781 9,328,781

PROPRIETARY FUNDS
611 Equipment Replacement 0 1,430,000 0 0 1,430,000 0 0 0 1,430,000 612 Insurance 14,386,360 5,245,225 0 0 19,631,585 0 280,000 280,000 19,911,585 613 Technology 0 97,069 0 0 97,069 0 0 0 97,069
614 Facilities 0 1,360,935 0 0 1,360,935 267,601 0 267,601 1,628,536 Total Proprietary Funds 14,386,360 8,133,229 0 0 22,519,589 267,601 280,000 547,601 23,067,190 TOTAL CITY 61,177,087 41,427,882 0 6,519,410 109,124,379 1,944,015 18,448,132 20,392,146 129,516,526

SUCCESSOR AGENCY TO THE RDA
530 Redevelopment Obligation Retirement 0 20,000 0 14,292,122 14,312,122 0 0 0 14,312,122 536 Successor Agency TABs 0 15,000 3,336,364 0 3,351,364 0 0 0 3,351,364 540 Successor Agency Administration 0 0 0 150,000 150,000 0 0 0 150,000 541 Successor Agency Other 0 0 2,750,000 0 2,750,000 0 0 0 2,750,000 550 Successor Agency 2007 Series A TAB 0 0 0 0 0 0 0 0 0 552 Successor Agency 2007 Series C TAB 0 0 0 0 0 0 0 0 0 TOTAL SUCCESSOR AGENCY TO THE RDA 0 35,000 6,086,364 14,442,122 20,563,486 0 0 0 20,563,486

PUBLIC FINANCING AUTHORITY
491 Public Financing Authority 0 4,000 11,280,070 0 11,284,070 0 0 0 11,284,070 TOTAL PUBLIC FINANCING AUTHORITY 0 4,000 11,280,070 0 11,284,070 0 0 0 11,284,070 GRAND TOTAL 61,177,087 41,466,882 17,366,434 20,961,532 140,971,935 1,944,015 18,448,132 20,392,146 161,364,082

OPERATING EXPENDITURES CAPITAL EXPENDITURES

EXPENDITURES AND OTHER USES SUMMARY BY MAJOR CATEGORY AND FUND - ALL FUNDS F Y 2025/2026 ADOPTED

FINANCIAL SUMMARIES
Return to Table of Contents Page | 50

OTHER USES
Salaries
and
Benefits Operations
Debt
Service
Transfers
Out
Total
Operating
Expenditures
and Other
Uses
Capital
Outlay CIP Projects
Total
Capital
Expenditures
Total
Expenditures
and Other Uses
CITY

GENERAL FUND
100 General Fund
Elected Officials 254,721 567,154 0 0 821,875 150,000 0 150,000 971,875 Legal Services 0 180,000 0 0 180,000 0 0 0 180,000
City Management 3,571,954 3,378,514 0 0 6,950,468 0 0 0 6,950,468 Financial Services 3,010,974 8,172,235 0 0 11,183,209 0 0 0 11,183,209 Community and Economic Development 3,853,282 1,605,130 0 0 5,458,412 0 0 0 5,458,412 Public Works 1,457,318 2,304,174 0 16,362 3,777,854 0 1,758,245 1,758,245 5,536,099 Public Safety:

Police 18,156,580 3,596,643 0 0 21,753,223 0 0 0 21,753,223 Fire 14,401,889 4,342,325 0 0 18,744,214 0 0 0 18,744,214 General Government 135,000 3,956,875 0 3,192,327 7,284,202 0 0 0 7,284,202 Total General Fund (Fund 100) 44,841,717 28,103,050 0 3,208,689 76,153,456 150,000 1,758,245 1,908,245 78,061,701 151 Measure W 1,000,000 798,586 0 2,000,000 3,798,586 1,201,414 0 1,201,414 5,000,000 431 Big League Dreams 0 0 0 0 0 0 0 0 0
711 Special Deposits 0 0 0 35,979 35,979 0 0 0 35,979
Total General Fund (reportable) 45,841,717 28,901,636 0 5,244,668 79,988,021 1,351,414 1,758,245 3,109,659 83,097,680

SPECIAL REVENUE FUNDS
229 Transit Development 0 0 0 0 0 0 0 0 0
230 Quimby Act 0 0 0 0 0 0 0 0 0
231 Art in Public Places 0 0 0 0 0 0 0 0 0
232 Master Underground Plan 0 0 0 0 0 0 0 0 0
233 Traffic Safety 0 52,427 0 86,812 139,239 0 48,365 48,365 187,604 234 City Mitigation Fee 0 0 0 0 0 0 3,115,325 3,115,325 3,115,325 236 Public Education Government (PEG) Fees 0 90,000 0 42,875 132,875 60,000 0 60,000 192,875 240 TDA SB 821 0 0 0 0 0 0 566,775 566,775 566,775
241 State Gas Tax 872,036 689,512 0 182,078 1,743,626 0 0 0 1,743,626 242 Air Quality Improvement 0 0 0 0 0 0 0 0 0
243 Measure A 872,106 1,069,212 0 179,323 2,120,641 0 0 0 2,120,641 244 Asset Forfeiture Program 0 5,000 0 0 5,000 0 0 0 5,000 246 Solid Waste 412,735 1,714,492 0 65,326 2,192,553 0 100,000 100,000 2,292,553 247 Police Grants 0 500 0 44,825 45,325 0 0 0 45,325
248 Road Maintenance and Rehabilitation Account 0 0 0 0 0 0 1,750,000 1,750,000 1,750,000 249 Civic Grants 0 0 0 0 0 0 0 0 0
251 Community Development Block Grant 46,954 0 0 2,023 48,977 0 481,023 481,023 530,000 255 Police Department Special Revenues 0 13,000 0 0 13,000 0 0 0 13,000 256 Fire Department Special Revenues 0 0 0 0 0 0 0 0 0
259 Fire Grants 0 57,090 0 14,094 71,184 0 0 0 71,184
261 Landscape and Lighting District 0 422,610 0 45,707 468,317 0 0 0 468,317 271 Park Facilities 0 0 0 0 0 0 500,000 500,000 500,000 272 Transportation 0 0 0 0 0 0 25,149 25,149 25,149
273 General Government Facilities 0 0 0 0 0 0 0 0 0
274 Fire Facilities 0 0 0 0 0 0 0 0 0
275 Police Facilities 0 0 0 0 0 0 0 0 0
561 Successor Housing Agency 0 74,713 0 92,402 167,115 0 0 0 167,115 Total Special Revenue Funds 2,203,831 4,188,556 0 755,465 7,147,852 60,000 6,586,637 6,646,637 13,794,489

CAPITAL PROJECTS FUNDS
331 Areawide Capital Projects 0 0 0 0 0 0 7,079,169 7,079,169 7,079,169 341 Assessment District 85-1 0 0 0 0 0 0 0 0 0
344 Assessment District 86-5 0 0 0 0 0 0 0 0 0
345 Assessment District 87-2 0 0 0 0 0 0 0 0 0
347 Assessment District 88-3 0 0 0 0 0 0 0 0 0
348 Assessment District 96-1 0 0 0 0 0 0 0 0 0
349 Assessment District 2001-01 0 0 0 0 0 0 0 0 0
351 CFD Rio Vista 0 0 0 0 0 0 0 0 0
352 Assessment District 2003-01 0 0 0 0 0 0 0 0 0
353 Assessment District 2004-01 0 0 0 0 0 0 0 0 0
354 Assessment District 2004-02 0 0 0 0 0 0 0 0 0
Total Capital Projects Funds 0 0 0 0 0 0 7,079,169 7,079,169 7,079,169

PROPRIETARY FUNDS
611 Equipment Replacement 0 1,450,000 0 0 1,450,000 0 0 0 1,450,000 612 Insurance 15,131,263 5,682,146 0 0 20,813,409 0 280,000 280,000 21,093,409 613 Technology 0 97,069 0 0 97,069 0 0 0 97,069
614 Facilities 0 1,670,935 0 0 1,670,935 0 0 0 1,670,935 Total Proprietary Funds 15,131,263 8,900,150 0 0 24,031,413 0 280,000 280,000 24,311,413 TOTAL CITY 63,176,812 41,990,342 0 6,000,133 111,167,287 1,411,414 15,704,051 17,115,465 128,282,752

SUCCESSOR AGENCY TO THE RDA
530 Redevelopment Obligation Retirement 0 25,000 0 14,266,197 14,291,197 0 0 0 14,291,197 536 Successor Agency TABs 0 17,500 3,081,330 0 3,098,830 0 0 0 3,098,830 540 Successor Agency Administration 0 0 0 100,000 100,000 0 0 0 100,000 541 Successor Agency Other 0 0 3,000,000 0 3,000,000 0 0 0 3,000,000 550 Successor Agency 2007 Series A TAB 0 0 0 0 0 0 0 0 0 552 Successor Agency 2007 Series C TAB 0 0 0 0 0 0 0 0 0 TOTAL SUCCESSOR AGENCY TO THE RDA 0 42,500 6,081,330 14,366,197 20,490,027 0 0 0 20,490,027

PUBLIC FINANCING AUTHORITY
491 Public Financing Authority 0 4,000 11,049,476 0 11,053,476 0 0 0 11,053,476 TOTAL PUBLIC FINANCING AUTHORITY 0 4,000 11,049,476 0 11,053,476 0 0 0 11,053,476 GRAND TOTAL 63,176,812 42,036,842 17,130,806 20,366,330 142,710,790 1,411,414 15,704,051 17,115,465 159,826,255

OPERATING EXPENDITURES CAPITAL EXPENDITURES

EXPENDITURES AND OTHER USES SUM M ARY BY M AJOR CATEGORY AND FUND - ALL FUNDS FY 2026/2027 ADOPTED

FINANCIAL SUMMARIES
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FUND
FY 2025/2026
Transfers In
FY 2025/2026
Transfers Out
FY 2026/2027
Transfers In
FY 2026/2027
Transfers Out Purpose
100 General Fund 83,013 - 86,812 - Admin overhead 100 General Fund 41,000 - 42,875 - Admin overhead 100 General Fund 174,103 - 182,078 - Admin overhead 100 General Fund 174,103 - 179,323 - Admin overhead 100 General Fund 62,468 - 65,326 - Admin overhead 100 General Fund 6,023 - 2,023 - Admin overhead 100 General Fund 43,705 - 45,707 - Admin overhead 100 General Fund 78,688 - 44,825 - Labor reimbursement 100 General Fund 152,099 - 92,402 - Admin overhead 100 General Fund 1,000,000 - 1,000,000 - Desert Recreation District 100 General Fund 27,346 - 14,094 - Labor reimbursement 100 General Fund - 3,404,602 - 3,192,327 Bond payment 100 General Fund 150,000 - 100,000 - ROPS admin expenditures 100 General Fund - - - - Big League Dreams 100 General Fund - 15,732 - 16,362 Maintenance support costs 100 General Fund 225,624 - 35,979 - Zoning code update Total - General Fund 2,218,172 3,420,334 1,891,444 3,208,689 151 Measure W - 1,000,000 - 1,000,000 Desert Recreation District 151 Measure W - 1,000,000 - 1,000,000 Desert Recreation District Total - Measure W - 2,000,000 - 2,000,000 233 Traffic Safety - 83,013 - 86,812 Admin overhead 236 Public, Education and Government (PEG) - 41,000 - 42,875 Admin overhead 241 Gas Tax - 174,103 - 182,078 Admin overhead 243 Measure A - 174,103 - 179,323 Admin overhead 246 Solid Waste - 62,468 - 65,326 Admin overhead 247 Police Grants - 78,688 - 44,825 Labor reimbursement 247 Police Grants - 30,904 - - E quipment replacement Total - Police Grants - 109,592 - 44,825 251 Community Development Block Grant - 6,023 - 2,023 Admin overhead 261 Landscape/Lighting District - 43,705 - 45,707 Admin overhead 261 Landscape/Lighting District 15,732 - 16,362 - Maintenance support costs Total - Landscape/Lighting District 15,732 43,705 16,362 45,707 259 Fire Grants - 27,346 - 14,094 Labor reimbursement 491 Public Financing Authority 3,404,602 - 3,192,327 - Bond payment 491 Public Financing Authority 5,064,631 - 5,063,740 - Bond payment 491 Public Financing Authority 1,000,000 - 1,000,000 - Desert Recreation District Total - Public Financing Authority 9,469,233 - 9,256,067 - 530 Redevelopment Obligation Retirement - 5,064,631 - 5,063,740 Bond payment 530 Redevelopment Obligation Retirement - 150,000 - 100,000 ROPS admin expenditures 530 Redevelopment Obligation Retirement - 9,077,491 - 9,102,457 ROPS bond payments Total - Redevelop Oblig Retirement - 14,292,122 - 14,266,197 536 Successor Agency TABs 9,077,491 - 9,102,457 - ROPS bond payments 540 Successor Agency Admin 150,000 - 100,000 - ROPS admin expenditures 540 Successor Agency Admin - 150,000 - 100,000 ROPS admin expenditures Total - Successor Agency Admin 150,000 150,000 100,000 100,000 561 Successor to Housing Agency - 152,099 - 92,402 Admin overhead 611 Equipment Replacement 30,904 - - - Equipment replacement 711 Special Deposits - 225,624 - 35,979 Zoning code update TOTALS 20,961,532 20,961,532 20,366,330 20,366,329

OPERATING TRANSFERS SUMMARY - ALL FUNDS

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GENERAL FUND
• Financial Summary – General Fund (Fund 100)
• General Fund Revenues
• General Fund Expenditures
• Departments:
• Elected Officials
• Community Organizations
• Legal Services
• City Management:
• City Manager
• Human Resources
• Communication & Events
• City Clerk
• Information Technology
• Financial Services:
• Administration
• Risk Management
• Finance
• Facilities
• Successor Agencies:
o Housing
o Redevelopment
• Community and Economic Development:
• Administration
• Economic Development
• Planning
• Building
• Code
• Public Works:
• Engineering
• Maintenance
• Parks
• Recreation
• Art
• Police Department:
• Administration
• Field Services
• Investigative Services
• Emergency Communications
• Animal Control
• Fire Department:
• Administration
• Emergency Services
• Prevention
• Ambulance Services
• Emergency Management
• General Government
GENERAL FUND Fund 100
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Description: The General Fund is the primary operating fund of the City of Cathedral City and is used to account for all financial resources, except those required to be accounted for in another fund.

Funding Sources: Revenues are generated from general taxes (property, sales, transactions and use, utility users, transient occupancy, cannabis, and franchise fees), licenses and permits, fines and forfeits, intergovernmental revenues, use of money and property (interest and rents), other revenues and interfund transfers.

Fund Balance: Fund balance is projected to decrease $5,754,677, or -14.8%, to $33,025,728 as of June 30, 2026 and decrease another $4,526,941, or -13.7%, to $28,498,788 as of June 30, 2027. This change in fund balance for the General Fund is primarily due to increased personnel costs, continuing California Public Employees’ Retirement System (CalPERS) and Other Post-Employment Benefits (OPEB), unfunded liability and completing various one- time significant improvements and/or repairs.

F Y 2023/2024
Actual
F Y 2024/2025
Projected
F Y 2025/2026
Adopted
F Y25 to F Y26
$ Change
F Y25 to F Y26
% Change
F Y 2026/2027
Adopted
F Y26 to F Y27
$ Change
F Y26 to F Y27
% Change
BEGINNING BALANCE 40,176,890 42,403,293 38,780,405 -3,622,888 -8.50% 33,025,728 -5,754,677 -14.84%

REVENUES AND OTHER SOURCES
Taxes 50,186,992 50,434,771 53,392,216 2,957,445 5.90% 55,843,106 2,450,890 4.59% Licenses and permits 3,427,345 3,717,047 3,359,292 -357,755 -9.60% 3,398,644 39,352 1.17% Charges for services 5,974,296 5,773,279 7,224,966 1,451,687 25.10% 7,733,776 508,810 7.04% Special assessments 266,226 146,877 275,000 128,123 0.00% 300,000 25,000 0.00% Fines and forfeitures 354,490 175,282 306,000 130,718 74.60% 306,000 0 0.00% Intergovernmental revenue 5,995,911 1,330,767 2,715,751 1,384,984 104.10% 2,715,751 0 0.00% Use of money and property 2,088,354 1,436,695 1,146,040 -290,655 -20.20% 1,146,040 0 0.00% Other revenues 80,182 200,300 187,500 -12,800 -6.40% 200,000 12,500 6.67% Transfers in and other financing source 2,788,822 884,399 2,218,172 1,333,773 150.80% 1,891,444 -326,728 -14.73% Total revenues and other sources 71,162,618 64,099,416 70,824,937 6,725,521 10.50% 73,534,761 2,709,824 3.83%

EXPENDITURES AND OTHER USES
Salaries and benefits 36,564,738 39,628,465 43,674,940 4,046,476 10.20% 44,841,717 1,166,777 2.67% Operations 26,377,582 23,616,325 27,819,816 4,203,491 17.80% 28,103,050 283,234 1.02% Capital outlay 221,716 16,600 150,000 133,400 803.60% 150,000 0 0.00% CIP projects 214,997 1,006,631 1,514,524 507,893 50.50% 1,758,245 243,721 16.09% Transfers out and other financing uses 5,557,182 3,454,283 3,420,334 -33,949 -1.00% 3,208,689 -211,645 -6.19% Total expenditures and other uses 68,936,215 67,722,304 76,579,614 8,857,311 13.10% 78,061,701 1,482,087 1.94% Net increase (decrease) 2,226,403 -3,622,888 -5,754,677 -2,131,790 58.80% -4,526,941 1,227,737 -21.33% ENDING BALANCE 42,403,293 38,780,405 33,025,728 -5,754,677 -14.80% 28,498,788 -4,526,940 -13.71% FINANCIAL SUM M ARY - GENERAL FUND (FUND 100)

GENERAL FUND REVENUES
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The City of Cathedral City’s annual revenues are derived from taxes, licenses and permits, charges for services, fines and forfeits, intergovernmental revenue, use of money and property, other miscellaneous revenues and interfund transfers in. Taxes are the largest component of the City’s revenue and represent almost 76% of the total revenue expected to be received in the next two fiscal years. Sales -related taxes (sales and use tax/transactions and use tax) represent the largest category of taxes received at approximately 42% while property-related taxes account for another 29%.

Assumptions used in projecting revenues for FY 2025/2026 and FY 2026/2027 were based on historical and economic trends, and any known activity changes, informed/expert judgment, and estimates from the state of California and Riverside County.

SALES AND USE TAX

California law requires not only for taxes be paid on in-state purchases but also for taxes be paid on items purchased out-of-state for use in California. Tax collected by the retailer here in California is called sales tax, and the retailer is responsible for reporting and paying the tax to the state via the California Department of Tax and Fee Administration (CDTFA). When an out-of-state or online retailer doesn’t collect the tax for an item delivered to California, the purchaser may owe “use tax,” which is a tax on the use, storage, or consumption of personal property in California. Taxpayers can report and pay their use tax on their California income tax returns; registered sellers report their use tax on their sales and use tax returns.

The current sales and use tax rate for the State of California is 7.25%. For Riverside County, including the additional .5% Measure A Tax, the current sales and use tax rate is 7.75%. The components are described below:
• State General Fund 3.9375%
• State Local Revenue Fund (1991) 0.5000%
• State Local Public Safety Fund (1993) 0.5000%
• State Local Revenue Fund (2011) 1.0625%
• City/County Local Tax 1.2500%
• Riverside County Transportation Commission (Measure A) 0.5000% Total Rate 7.7500%

$8,727 $9,155
$10,412
$9,370
$12,430
$14,033 $13,966
$13,173
$12,340
$12,987
$13,377
$5,000
$7,000
$9,000
$11,000
$13,000
$15,000
Sales and Use Tax
(thousands)

GENERAL FUND REVENUES
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In November 1993, California voters passed Proposition 172, which permanently extended the one-half cent state sales tax to what was originally approved in 1991. The legislation required that the proceeds provided an additional sales tax be diverted from the state to the cities and counties to fund public safety programs.

California Assembly Bill (AB) 118 established the Community Corrections Grant Program with the purpose of funding various changes to the criminal justice system as required by Chapter 15 of the Statutes of 2011. The bill created the Local Revenue Fund 2011 in the State Treasury. Existing law, enacted by Chapter 15 of the Statutes of 2011, created the community corrections grant program to assist in implementing the act and creating an appropriation to fund the grant program. The State General Fund previously received 5% of the total sales and use tax rate. Upon passage of AB 118, 1.0625% of the State General Fund allocation was designated to partially fund this corrections program.

In 1988, voters approved Measure A, Riverside County’s half-cent sales tax for transportation. Funds go back to each of three districts: Western Riverside County, the Coachella Valley, and Palo Verde, in proportion to what they contribute. In 2002, Measure A was extended by Riverside County voters to continue funding transportation improvements through 2039.

CDTFA administers the sales tax and remits to local governments: 30% for the first month of each quarter, another 30% the following month, and 40% at the end of the quarter. A “clean-up” payment is received in the third month for the previous quarter.

Sales tax represents the City of Cathedral City’s single largest revenue source. Of the nine industry categories, the automotive category (dealers and supplies) generally accounts for roughly 51.3% of total taxable transactions.

Sales tax revenue has been steadily increasing since the low point in FY 2009/2010. Sales tax is projected at $12.99 million for FY 2025/2026 and $13.38 million for FY 2026/2027. This represents an increase of $647,041, or 5.24% from FY 2024/2025 year -end estimates to FY 2025/2026 projections and an additional increase of $389,610, or

3.0%, to FY 2026/2027 projections. Sales and use taxes account for 18.34% and 18.19% of total General Fund tax revenues projected for FY 2025/2026 and FY 2026/2027, respectively.

GENERAL FUND REVENUES
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TRANSACTIONS AND USE TAX
In June 2010, Cathedral City voters passed Measure H, which established 1% transactions and use tax on all retailers doing business within the City for five years from the date it first took effect. In June 2014, Cathedral City voters passed Measure B, which removed the five-year sunset and approved the continuation of the tax until repealed by the voters. It is estimated the transactions and use tax revenues resulting from Measure H and Measure B will be $8.07 million in FY 2024/2025, a decrease of $797,821, or -8.99%, from FY 2023/2024. Projections for both FY 2025/2026 and FY 2026/2027 are $10.0 million, respectively.

In November 2024, voters passed Measure W, which established an additional 0.5% in transactions and use tax within the City. The increase took effect April 1, 2025. These additional funds will be used to support City services such as an additional ambulance service for improved emergency response and coverage, community center programming and park operations via annexation into the Desert Recreation District effective July 1, 2025, debt service for a planned community center, and road improvements . Projections for both FY 2025/2026 and FY 2026/2027 are $5.0 million, respectively. The additional revenue is not reflected in the graph above since it is not received into the general fund. The additional revenue will be recorded in a complimentary fund, Measure W Fund 151.

Beginning April 1, 2025, the combined total for the Transaction and Use Tax is 1.5%. The tax proceeds are deposited in the City’s general fund to be used for general governmental purposes, such as City operations, police and fire services, street repairs, parks, emergency response and paramedic services, capital projects, and other essential services.

$5,658 $6,105
$7,289 $6,644 $8,049
$9,711 $9,471 $8,871 $8,073 $10,000 $10,000
$1,000
$3,000
$5,000
$7,000
$9,000
$11,000
$13,000
$15,000
Transactions and Use Tax
(thousands)

GENERAL FUND REVENUES
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PROPERTY TAX

A property tax of 1% is imposed on the value of real property (land and permanently attached improvements such as buildings) and tangible personal property (movable property) located within the state. In 1986, California voters passed a constitutional amendment (Article XIIIA of the State Constitution), which provided an exception to the 1% limitation. Local governments and school districts may increase the percentage above 1% to finance the issuance of general obligation bonds. However, a local election must be held in which the voters approve the bond issuance by a two-thirds majority.

The increase in the assessed valuation of property that has not changed ownership is limited by the 1978 voter- approved Proposition 13 allowing the California Consumer Price Index not to exceed a maximum of 2% per year.

Property that has changed ownership, has been substantially altered, newly constructed, state assessed, or personal property is assessed at the full market value in the first year and is subject to the 2% maximum in subsequent years.

The City of Cathedral City participates in the Teeter Plan, an alternative method for property tax apportionment without regard for delinquencies. Under the Teeter Plan, the City’s current secured property tax apportionment is increased by the taxes that were typically delinquent. In exchange, the City gave up any claim to future penalties and interest associated with those delinquencies. In 2005, the County of Riverside removed supplemental property taxes from the Teeter Plan. The supplemental taxes are now recorded as revenue when received, as are any associated penalties and interest on delinquencies related to those taxes. The secured property tax roll remains on the Teeter Plan. Taxes are remitted to the City by the County of Riverside as follows: 30% Advance (December); Collection No. 1 (January); 10% Advance (April); Collection No. 2 (May); and Collection No. 3 (July).

The City also receives property taxes by way of the motor vehicle license fee (VLF), or automobile in-lieu tax. The VLF was permanently reduced from 2% to 0.65% by the state legislature in 2004. Monies lost from this rate reduction have been replaced by property taxes on a dollar-for-dollar basis. Since FY 2005, each local government’s property tax in lieu of VLF has increased annually based on the growth in the gross assessed valuation in that jurisdiction.

FY 16/17 FY 17/18 FY 18/19 FY 19/20 FY 20/21 FY 21/22 FY 22/23 FY 21/22 FY 22/23 FY 23/24 FY 24/25e
FY
25/26b
FY
26/27b
In-Lieu VLF $3,959 $4,140 $4,331 $4,571 $3,435 $5,107 $5,644 $5,699 $5,984 $6,054 $6,434 $6,844 $7,279 Property Tax $3,847 $4,486 $4,797 $5,362 $6,399 $5,414 $6,473 $5,800 $6,090 $7,060 $8,569 $7,867 $8,675 $7,806
$8,626 $9,128 $9,933 $9,834 $10,521
$12,117
$11,499 $12,074
$13,114
$15,003 $14,711
$15,954
$3,000
$5,000
$7,000
$9,000
$11,000
$13,000
$15,000
$17,000
Property Tax
(thousands)

GENERAL FUND REVENUES
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From FY 2023/2024 to FY 2024/2025, Cathedral City net assessed taxable property values increased $402 million, or 6.36%. The median home selling price has increased from the low of $150,000 in February 2011 to $532,500 in January 2025, which has largely exceeded the median home selling price of $385,500 in 2006. Supplemental property taxes are calculated based on the difference between the current value of a property and the resale value of the property. Typically, property values increase as a property is resold. There has been significant recovery in home resale values and supplemental property tax revenue has more than recovered to its previous level .

Many residents believe property tax fully funds local government costs. The reality is the City of Cathedral City only receives approximately 16 cents out of every property tax dollar paid by City residents. As shown below, this amount is less than that received by the Palm Springs Unified School District (30.57 cents) and Riverside County (24.86 cents).

Revenues from property taxes, including the additional property taxes resulting from the property tax in lieu of VLF discussed previously, are projected at $14.71 million for FY 2025/2026 and $15.95 million for FY 2026/2027. This represents a decrease of (292,478) or -1.95% from FY 2024/2025 year-end estimates to FY 2025/2026 projections and an increase of $1,242,971, or 8.45%, to FY 2026/2027 projections. Property taxes account for 20.77% and

21.70% of total General Fund tax revenues projected for FY 2025/2026 and FY 2026/2027, respectively.

Palm Springs USD
$0.3057
Riverside County
$0.2486
Cathedral City
$0.1596
Desert
Comm
College
District
$0.0872
12 Remaining
Agencies
$0.1989
$0.00 $0.10 $0.20 $0.30 $0.40 $0.50 $0.60 $0.70 $0.80 $0.90 $1.00 Cathedral City Property Tax Dollar Breakdown

GENERAL FUND REVENUES
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UTILITY USERS’ TAX
The citizens of Cathedral City voted in favor of a UUT in November 2008, and it became effective in April 2009. The City of Cathedral City imposes a 3% rate on the use of telecommunications, cable (video), electricity (including cogeneration), gas, and solid waste. Note – the State of California imposes 2.5%, not 3%, on prepaid wireless telecommunications.

Southern California Edison is the predominant energy provider and accounts for approximately 63% of the UUT received. UUT is received monthly from the various providers. UUT revenues are projected to increase over the next budget cycle. Therefore, revenues are projected at $4.3 million for FY 2025/2026 and $4.8 million for FY 2026/2027. This represents stable growth from FY 2024/2025 year-end estimates to FY 2025/2026 projections and slight increase in FY 2026/2027. UUT accounts for 6.11% and 6.59% of total General Fund tax revenues projected for FY 2025/2026 and FY 2026/2027.

$2,709 $2,699 $2,692 $2,694 $2,940
$3,242
$3,887 $3,778
$3,962
$4,325
$4,848
$0
$1,000
$2,000
$3,000
$4,000
$5,000
Utility Users' Tax (UUT)
(thousands)

GENERAL FUND REVENUES
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TRANSIENT OCCUPANCY TAX/TIMESHARE UNIT FEES

Transient occupancy tax (TOT) is imposed on guest stays of thirty days (29 nights) or less, in a hotel or privately owned vacation rental, within the City limits. Effective January 1, 2007, the TOT rate was increased to 12% of the rent charged by the operator and has remained unchanged. Cathedral City receives most of its TOT from the seven primary hotels currently located within the City. The City also receives a significant minority from short-term vacation rentals (STVRs). In addition, the City receives revenues from in-lieu developer fees (timeshare properties), TOT from RV parks, and non-owner rentals of vacant timeshares.

The City’s TOT recovered from the economic recession 14 years ago. With the COVID-19 pandemic, the City understandably experienced a decrease in revenues during FY 2019/2020 and a slight increase in FY 2020/2021.

As the state re-opened after the height of the pandemic, there was a significant increase through FY 2022/2023 of $5.41 million. Effective January 2023, a sunset provision phased out residential STVRs in open neighborhoods, leading to a modest decrease in TOT revenues. FY 2023/2024 subsequently followed with a slight decrease to $5.07 million and now FY 2025/2026 and FY 2026/2027 projections are forecasted to be $4.62 million and $4.73 million, respectively.

$2,504
$3,146
$4,232
$3,379 $3,670
$5,313 $5,041 $5,071
$3,620
$4,615 $4,725
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
Transient Occupancy Tax/
Timeshare Unit Fees
(thousands)

GENERAL FUND REVENUES
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CANNABIS TAX

On November 4, 2014, the Cathedral City voters approved Measure N, which approved a new tax on cannabis businesses operating under California’s medical marijuana laws. The new tax allows for up to 15% (currently 10% on past due accounts, 5% for customers current in tax payments) tax on each dollar of gross receipts received by a dispensary. On November 8, 2016, Measure P was approved allowing the City to impose up to $25 per square foot (currently $15 on past due accounts, $10 for customers current in tax payments) on cannabis cultivation space and up to a $1 per gram/unit (currently ranging from $.05/gram to $.40/gram) based on the type/quality of manufactured cannabis concentrate and for cannabis-infused products.

Based on the volume of applicants for licenses to operate dispensaries, cultivation spaces and manufacturing of cannabis products, and cannabis market trends, we expect to see revenues less than our current projection for FY 2024/2025. FY 2023/2024 Cannabis Tax revenues were $2,837,618 and are projected to be $3,947,688 at the end of FY 2024/2025. Currently, there are 9 dispensaries, 31 cultivators, and 6 manufacturers in operation. We project Cannabis Tax revenue to decrease to $3.2 million in both FY 2025/2026 and FY 2026/2027. These taxes represent approximately 4.52% and 4.35% of total General Fund revenues for FY 2025/2026 and FY 2026/2027, respectively.

$1,894
$4,607
$4,356
$5,097
$4,508
$3,454
$2,838
$3,948
$3,200 $3,200
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
Cannabis Tax
(thousands)

GENERAL FUND REVENUES
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FRANCHISE FEES
Overall franchise fees have steadily increased throughout the years, with a FY 2024/2025 estimate ending at $3,205,732. These fees represent approximately 4.63% and 4.71% of total General Fund revenues for FY 2025/2026 and FY 2026/2027, respectively. Revenues from franchise fees are projected at $3.28 million for FY 2025/2026 and $3.47 million for FY 2026/2027.

Utilities. The City grants a franchise to utility companies for the use of City streets and rights-of-way. The Public Utility Commission (PUC) limited electric and gas franchise fees to 2% and cable franchise fees to 5% of gross receipts. Any growth in franchise revenues would be a result of utility rate increases imposed by the electric, gas, and cable companies. Currently, the City collects electric franchise fees from Southern California Edison and gas franchise fees from The Gas Company at the rate of 2% of gross receipts arising from use, operation or possession of the franchise, and cable franchise fees from Time Warner Cable, Inc. at the rate of 5% of gross receipts. The electric and gas franchise fees are paid annually while the cable franchise fees are paid on a quarterly basis.

Franchise fees from utilities account for approximately 44.4% of total franchise fees.

Trash. The City also charges a solid waste hauler’s franchise fee. The current franchise agreement is with Burrtec Waste Industries, Inc. The current franchise rate is 12% of gross receipts payable monthly to the City and 12% of gross receipts levied/paid semi-annually on a property tax bill. Franchise fees from trash generally account for approximately 50.5% of total franchise fees.

Tow. In January 2014, the City awarded towing contracts to Southwest Towing, Inc. and Mohica Towing, Inc. with the purpose of satisfying the City’s ongoing towing needs. The initial agreement was for a 3-year period, with two additional 3-year extensions. As of August 2023, the City renegotiated and approved a three- year towing contract extension. Franchise fees are paid monthly and represent the amount necessary to reimburse the City for its actual and reasonable costs associated with the towing program.

$2,087 $2,097
$2,231 $2,213
$2,440
$2,684
$2,956 $3,027
$3,206 $3,280
$3,465
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
Franchise Fees
(thousands)

GENERAL FUND REVENUES
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CHARGES FOR SERVICES

The City of Cathedral City has the general authority to impose fees or charges for services. Charges for services are distinguished from taxes in two principal ways: (1) the amount of the fee may not exceed the estimated reasonable cost of providing the service or facility for which the fee is charged; and (2) the service or facility for which the fee is charged bears a relationship to the person or entity paying the fee.

The City’s charges for services include: plan check fees and other services provided by the Planning, Building, and Engineering Divisions related to zoning and conditional use permits; fingerprinting, false alarms, police reports, jail booking fees, police dispatch and police department reimbursements for the Police Department; fire inspection, fire plan checks, alarm response, paramedic response, smoke alarm inspection fees, abatement code enforcement fees, and fire department reimbursements for the Fire Department; and administrative support and other labor reimbursements.

In October 2020, the City entered into a contract with a local vendor to complete a Citywide Comprehensive Cost Allocation Plan and User Fee Study. Fifteen years had passed since the last fee study before the first new study became effective, covering the period from December 2021 through October 2023. Since then, two additional fe e Studies have been implemented: the first from November 2023 through June 2024, and the most recent effective from July 2024 through June 2025. A new Fee Study will become effective from July 2025 through June 2026.

Revenues from charges for services are projected at $7.22 million for FY 2025/2026 and $7.73 million for FY 2026/2027. This represents an increase of $2.34 million, or 47.8% from FY 2042/2025 year-end estimates to FY 2025/2026 projections and an increase of $508,810, or 7.04%, to FY 2026/2027 projections. The fluctuations in total revenues from year to year are generally related to the level of reimbursements received (e.g., administrative support, other labor, contracts for dispatch services and law enforcement personnel with other municipalities, etc.).

We are projecting higher labor reimbursement revenues for these next two years based on the implementation of the next fee study. Paramedic services are also projected to increase due to the City’s newest ambulance addition in FY 2025/2026.

$4,692
$5,794 $5,562
$5,849 $5,701
$5,288
$4,211
$5,974 $5,773
$7,225
$7,734
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
$8,000
$9,000
Charges for Services
(thousands)

GENERAL FUND REVENUES
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LICENSES AND PERMITS

Licenses and permits generate revenue from a wide variety of activity, ranging from business, cannabis, and animal licenses, to building-related, engineering and fire permits. The most significant revenue sources are business licenses and construction permits. These two sources generally account for 50% of annual revenues from license and permit activities.

Business licenses are required for any establishment conducting business within the City’s limits. License fees are based on gross sales and the type of business. License fees have grown over the past few years to around $650,000, with a FY 2024/2025 projection of $638,201, comprised of $478,233 in license fees and $159,968 in processing fees. We are projecting an increase in revenue at $744,960 in FY 2025/2026 and $750,807 in FY 2026/2027.

Construction permits are issued by the City and are required for various types of construction within the City limits and are driven by the local economy. Construction permit revenues have slightly increased by $78,309 between FY 2023/2024 and FY 2024/2025 estimated projections. Based on current and proposed development projects, revenues have been projected to further increase to $1,333,930 in FY 2025/2026 and $1,373,948 in FY 2026/2027.

$1,349
$1,877
$2,502
$2,861 $2,912 $2,960
$3,438 $3,427
$3,717
$3,359 $3,399
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
$4,000
$4,500
Licenses and Permits
(thousands)

GENERAL FUND REVENUES
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USE OF MONEY AND PROPERTY
Use of money and property consists of interest revenue and rental revenue generated from City-owned facilities.

Cash balances are invested by the City Treasurer in accordance with the City’s investment policy, providing for the maximum security of principal, and meeting the City’s daily cash flow needs, while providing the best investment return. All investments are made in accordance with the California Government Code and the City investment policy, which is more restrictive than state law. The projection of a lower interest revenue amount is based on relatively low interest rates and the year-end market valuation of the City’s investments.

Use of money and property revenues declined sharply in FY 2021/2022 and have since recovered based on FY 2024/2025 projections of $1,436,695. The majority of the City’s investments are held in the California Local Agency Investment Fund (LAIF). The interest rate on LAIF funds is currently at 4.313% in March 2025. Based on market volatility and the yearend market valuation, revenues from the use of money and property (interest and rental revenue), have been projected conservatively to decrease and remain at $1,146, 040 in FY 2025/2026 and FY 2026/2027.

$277 $298
$907
$811
$344
-$395 $0
$300
$350
$2,088
$1,437
$1,146 $1,146
-$500
$0
$500
$1,000
$1,500
$2,000
$2,500
Use of Money and Property
(thousands)

GENERAL FUND REVENUES
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FINES AND FORFEITS
Fines and forfeits are mainly comprised of code compliance charges, fines, and citations. In addition, a secondary source of other fines and forfeitures, e.g., police citations, are collected. Fines and Forfeits made a significant increase from $393,183 in FY 2020/2021 to $552,855 in FY 2021/2022, followed by a reduction in FY 2022/2023 to $319,014 and slight increase to $354,490 in FY 2023/2024. Revenues have been projected to increase from FY 2024/2025 projection of $175,282 and stabilize at $306,000 for both FY 2025/2026 and FY 2026/2027.

$214
$139 $108
$277
$393
$553
$319
$354
$175
$306 $306
$50
$150
$250
$350
$450
$550
$650
Fines and Forfeits
(thousands)

GENERAL FUND EXPENDITURES
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FY 2023/2024 FY 2024/2025 FY 2025/2026 FY25 to FY26 FY25 to FY26 FY 2026/2027 FY26 to FY27 FY26 to FY27 Description Actuals Projected
Adopted
Budget $ Change % Change
Adopted
Budget $ Change % Change

EL ECT ED OFFICIAL S
ELECTED OFFICIA LS 390,610 487,848 567,053 79,205 16.20% 576,875 9,822 1.70% COMMUNITY ORGA NIZA TIONS 394,643 312,220 395,000 82,780 26.50% 395,000 - 0.00% E LE CTE D OFFICIALS TOTAL 785,253 800,068 962,053 161,985 20.20% 971,875 9,822 1.00% L EGAL SERV ICES 180,744 129,016 180,000 50,984 39.50% 180,000 - 0.00%

CITY MANAGEMENT
C I TY M AN AGE R 710,874 786,720 1,249,731 463,011 58.90% 961,841 (287,890) -23.00% HUMA N RESOURCES 979,582 1,126,361 1,234,302 107,940 9.60% 1,215,855 (18,447) -1.50% COMMUNICA TION A ND EV ENTS 1,147,980 1,444,743 1,367,755 (76,988) -5.30% 1,408,138 40,383 3.00% CITY CLERK 412,880 600,581 490,538 (110,043) -18.30% 571,800 81,262 16.60% INFORMA TION TECHNOLOGY 2,739,133 2,073,245 2,964,161 890,915 43.00% 2,792,835 (171,326) -5.80% CITY MANAGEMENT TOTAL 5,990,449 6,031,650 7,306,486 1,274,836 21.10% 6,950,468 (356,018) -4.90%

FINANCIAL SERVICES
A DMINISTRA TION 583,671 666,156 604,375 (61,781) -9.30% 842,024 237,649 39.30% RISK MA NA GEMENT 5,532,640 4,700,000 4,369,225 (330,775) -7.00% 4,806,147 436,922 10.00% FINA NCE 1,909,600 1,677,633 2,204,022 526,389 31.40% 2,200,929 (3,093) -0.10% FA CILITIES 2,519,130 2,112,383 3,493,781 1,381,397 65.40% 3,334,109 (159,672) -4.60% FINANCIAL SERVICES TOTAL 10,545,041 9,156,172 10,671,403 1,515,230 16.50% 11,183,209 511,806 4.80% ADM INISTRATION SERV ICES TOTAL 17,501,486 16,116,907 18,157,889 2,841,050 17.60% 18,313,677 155,788 0.90%

COM M UNITY AND ECONOM IC DEV ELOPM ENT
A DMINISTRA TION 1,295,839 665,337 703,501 38,164 5.70% 723,817 20,316 2.90% ECONOMIC DEV ELOPMENT 819,532 558,239 394,499 (163,739) -29.30% 413,005 18,506 4.70% PLA NNING 826,976 1,086,826 1,569,871 483,044 44.40% 1,188,225 (381,646) -24.30% BUILDING 1,212,110 1,249,950 1,271,958 22,008 1.80% 1,334,960 63,002 5.00% CODE 1,243,746 1,397,311 1,714,338 317,027 22.70% 1,798,405 84,067 4.90%

COM M UNITY AND ECONOM IC
DE VE LOPME NT TOTAL 5,398,203 4,957,662 5,654,167 696,505 14.00% 5,458,412 (195,755) -3.50%

PUBLIC WORKS
ENGINEERING 1,865,864 2,648,015 3,730,146 1,082,131 40.90% 3,825,193 95,047 2.50% MA INTENA NCE 1,079,253 878,408 1,073,095 194,687 22.20% 1,082,044 8,949 0.80% PA RKS 911,841 1,014,372 174,232 (840,140) -82.80% 568,862 394,630 226.50% A RT 25,303 54,886 60,000 5,114 9.30% 60,000 - 0.00% PUBLIC WORKS TOTAL 3,882,261 4,595,681 5,037,473 441,792 9.60% 5,536,099 498,626 9.90% COMMUNITY DE VE LOPME NT TOTAL 9,280,464 9,553,343 10,691,640 1,138,297 11.90% 10,994,511 302,871 2.80%

PUBLIC SAFETY
POLICE
A DMINISTRA TION 2,468,751 2,579,717 2,749,726 170,009 6.60% 2,741,976 (7,750) -0.30% FIELD SERV ICES 9,800,260 10,816,464 11,839,184 1,022,720 9.50% 12,249,925 410,741 3.50% INV ESTIGA TIV E SERV ICES 3,581,792 3,120,963 3,020,745 (100,218) -3.20% 3,103,007 82,262 2.70% EMERGENCY COMMUNICA TION 2,405,283 2,378,406 3,166,608 788,202 33.10% 3,237,775 71,167 2.20% A NIMA L CONTROL 302,844 440,557 400,800 (39,757) -9.00% 420,540 19,740 4.90% POLICE TOTAL 18,558,930 19,336,107 21,177,063 1,840,956 9.50% 21,753,223 576,160 2.70% FIRE
A DMINISTRA TION 914,911 1,217,294 1,884,563 667,268 54.80% 1,921,881 37,318 2.00% EMERGENCY SERV ICES 8,702,389 9,622,662 10,231,996 609,333 6.30% 10,601,824 369,828 3.60% PREV ENTION 213,382 273,020 316,651 43,630 16.00% 326,465 9,814 3.10% A MBULA NCE SERV ICES 4,579,056 4,521,449 5,753,492 1,232,043 27.20% 5,834,095 80,603 1.40% EMERGENCY MA NA GEMENT 10,615 2,318 59,950 57,632 2485.80% 59,950 - 0.00% FIRE TOTAL 14,420,352 15,636,744 18,246,651 2,609,907 16.70% 18,744,214 497,563 2.70% PUBLIC SAFE TY TOTAL 32,979,282 34,972,851 39,423,713 4,450,863 12.70% 40,497,436 1,073,723 2.70% GENERAL GOV ERNM ENT 9,174,983 7,079,203 7,344,319 265,116 3.70% 7,284,202 (60,117) -0.80% TOTAL GENERAL FUND EXPENDITURES 68,936,215 67,722,304 76,579,614 8,857,311 13.10% 78,061,701 1,482,087 1.90% EXPENDITURE SUM M ARY BY DEPARTM ENT/DIV ISION - GENERAL FUND (FUND 100)

ELECTED OFFICIALS
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As Elected Officials of the City of Cathedral City, the City Council is the legislative body of the City. The five-member City Council is responsible for setting the overall goals of the City and establishing policies, programs and ordinances safeguarding the goals, needs, safety, and security of the community.

The City Council protects the City’s financial security through the adoption of the biennial budget, promotes effective communication between the City and city residents, protects the interests of the City by serving on regional boards having an impact on Cathedral City citizens, and maintains a working knowledge of state and federal issues affecting the City of Cathedral City.

ACCOMPLISHMENTS
The focus of our City Council has been securing the financial resources to provide quality services, building a cohesive team for better service delivery, and improving communication for increased public participation. Notable accomplishments include the following:
• Electing Councilmembers representing the five districts within the City for more effective City Council representation.
• Proposed Measure W, a ½ cent sales tax measure that was supported by 73.54% of voters. Passage of the measure will allow the city to annex into the Desert Recreation District to provide recreational programs and park maintenance; additional investment in improving neighborhood streets, the deployment of a fourth ambulance, and savings towards the construction of a future community center. • Showcased Cathedral City through f ive signature events : Cathedral City Hot Air Balloon Festival (November), SnowFest (December), the Taste of Jalisco (February), and Cathedral City Lesbian, Gay, Bisexual and Transgender (LGBT) days (March), and Tastes and Sounds of Cathedral City (Spring and Autumn series).
• Enacted a moratorium on additional cannabis businesses to provide staff time to conduct a review of the City’s ordinances and zoning to update regulations.

ELECTED OFFICIALS EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 250,337 365,530 250,637 -114,893 254,721 4,084 Operations 47,430 105,719 166,416 60,697 172,154 5,738
Debt service 0 0 0 0 0 0
Capital outlay 92,843 16,600 150,000 133,400 150,000 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 390,610 487,848 567,053 79,205 576,875 9,822

ELECTED OFFICIALS
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GOALS AND OBJECTIVES

The City Council’s six (6) goals and associated objectives include:

City Council Goal A: Serving the Community with Pride and Dedication 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.

A-1 Schedule joint meetings once a year with our Commissions/Committees, perhaps using the “off” Wednesday.

A-2 Explore and solicit public feedback on a potential charter amendment to include Council salaries, term limits and others.

A-3 Develop and implement a professional development program to enhance career development opportunities, strengthen organizational capabilities, and increase organizational capacity.

A-4 Identify initiatives and establish programs that recognize and appreciate employees for performance, innovation, and efficiency.

A-5 Develop staff team-building activities to encourage cohesion and foster a spirit of collaboration.

A-6 Initiate a Class and Compensation Study to benchmark and proactively identify compensation issues impacting employee retention and attraction.

A-7 Implement the Strategic Plan by ensuring department work programs include initiatives that achieve Strategic Plan Actions and regularly review progress and accomplishments at City Manager Department Head Meetings.

A-8 Include a Community Satisfaction Survey in the future budget to monitor community support and satisfaction with Strategic Plan outcomes and to objectively gather community opinions, preferences, and satisfaction with city services.

A-9 Develop a Summer Council schedule with the objective of one meeting per month in June, July and August.

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

B-1 Develop an Electric Vehicle transition plan to comply with upcoming state mandates and include consideration of providing publicly accessible charging stations.

B-2 Develop an entryway, medians, and lighting master plan to provide an appealing gateway to the City.

B-3 Develop and implement a wilderness trail plan.

B-4 Complete design and seek funding to construct the downtown dog park and pickleball courts.

B-5 Conduct community engagement with Cove residents on proposed improvements to Chuperosa Lane.

B-6 Improve pedestrian access to parks through the use of crosswalks and sidewalk improvements.

B-7 Improve wayfinding signage to direct visitors to destinations in the community.

B-8 Implement recommendations of Facilities Master Plan B-9 Continue to work on Septic to Sewer grant. Make sure Sarah St. is included and other economic development efforts.

B-10 Conduct site and cost analysis for our Community Recreation Center.

B-11 Support SunLine’s efforts to develop an improved transit hub in Cathedral City.

ELECTED OFFICIALS
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B-12 Support locating a Parks and Community Events (PACE) healthcare provider in the city.

B-13 Complete planned flooding control infrastructure projects, especially as part of street improvement projects.

B-14 Be vigilant in efforts to keep regional Coachella Valley Water District (CVWD) and Riverside County Flood Control and Water Conservation (RCFCD) projects moving forward.

City Council Goal C: Fiscal Stability and Sustainability 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.

C-1 Implement improvements to purchasing practices and procedures to align with procurement code requirements.

C-2 Develop an inventory of contract services that are due for bid and request proposals.

C-3 Consider the acquisition of an underutilized site on Cathedral Canyon and work to activate the site.

C-4 Evaluate data and work with partner agencies to identify holes in the local economy and develop plans to address.

C-5 Provide periodic updates on Thousand Palms development.

C-6 Implement a private development entitlement and plan review system which is predictable, streamlines internal intake and review processes and creates applicant experiences which are facilitative vs regulatory.

C-7 Continually review and streamline internal financial policies, procedures, and practices to remove unnecessary controls without sacrificing accountability and transparency C-8 Initiate a Small Business Roundtable or industry specific taskforces to identify needs and support strategies.

C-9 Continue to work on methods and programs to promote Economic Development North of 1-10

City Council Goal D: Innovation
Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

D-1 Implement Information Technology Master Plan including consideration of providing additional public Wi-Fi access in parks.

D-2 Complete and improve the installation of the Tyler EnerGov software to automate, improve and streamline the plan review, permitting and inspection processes.

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.

D-4 Leverage technology to increase and improve online services, improve access to public information, and improve city capabilities to monitor, automate, and manage operational data remotely.

D-5 Review broadband solutions to create economic development incentives and opportunities and improve the accessibility and affordability of reliable high-speed internet services.

D-6 Identify and implement a Document Imaging Program to convert paper documents into digital files to reduce storage requirements and costs, increase efficiency, enhance security, and improve future access to information.

D-7 Commission a survey of historic properties.

D-8 Work with the Historic Preservation Society to digitize and preserve historic photos and documents.

ELECTED OFFICIALS
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City Council Goal E: Safety
Cathedral City is safe for all who live, work, visit, and play in our community.

E-1 Fund a 2-person Amyotrophic lateral sclerosis (ALS) Medic Unit to better respond to increasing demand for medical response.

E-2 Continue to explore and utilize technology to promote public safety.

E-3 Continue Police, Fire, and Expand Code Compliance engagement with the community.

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

E-5 Update the City’s Emergency Operations Center (EOC), Conduct EOC drills and training, and update the City’s Emergency Operations plan
and Local Hazard Mitigation Plan.

E-6 Implement community engagement and public education initiatives to increase awareness regarding public safety programs, services, and results of proactive community policing efforts.

E-7 Identify improvements and pursue grant funding to improve the safety and connectivity of non-motorized routes throughout the City.

E-8 Research the ability to regulate the use of pedestrian sidewalks by E-bikes or other motorized vehicles.

E-9 Supervise DRD to ensure park equipment and playing fields are well-maintained and functional.

E-10 Keep the City Council apprised of changes to the Code Enforcement program.

E-11 Evaluate staffing in Code Compliance vs. workload and determine the needed full-time employees’ level:
use technology as available.

E-12 Schedule community meetings with Police in our mobile home gated communities and include a public health professional.

E-13 Review our animal control contract and options.

E-14 Renew and improve our event safety planning, protocols and standards: streets, garage, amphitheater, parks and others.

City Council Goal F: Embracing, Inclusive City

Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options, and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

F-1 Develop comprehensive strategy to amend zoning code and 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 6) continued implementation of new state legislation.

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

F-3 Promote additional community events and celebrations.

F-4 Work with community partners and providers on a community health fair to help residents identify resources that are available.

F-5 Explore options for shielding trash containers, especially where the backyard may not be accessible.

ELECTED OFFICIALS
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F-6 Develop and implement a plan to improve and diversify communication methods with residents.

F-7 Develop methods to improve the quality and appearance of our community mailers.

F-8 Focus on the Economic Development Road Map and identify pillars of success.

F-9 Explore a grants program to businesses for façade improvements using Council improvement funds or other sources.

F-10 Continually communicate with the public to inform the community of the City’s efforts and expenditures on homelessness and how residents can participate in solutions.

F-11 Review land use regulations to support diverse, accessible, and affordable housing.

F-12 Establish a Cooling Center by June 2025.

F-13 Develop and implement an outreach strategy to determine if services are addressing the needs of our diverse community including families, retirees, and Spanish speaking population.

F-14 Multi-disciplinary City Team to increase effectiveness and improve coordination of city responses to address the needs and impacts of the homeless population internally and with external organizations and stakeholders, including the Coachella Valley Association of Government’s (CVAG) Housing First Program.

F-15 Review processes and economic development efforts to promote childcare accessibility in Cathedral City.

F-16 Develop and implement initiatives to proactively monitor the City's commercial corridors to address visual blight and nuisance issues associated with vacant and underutilized properties and non-compliant commercial strips and centers.

F-17 Review and update, as needed, our ordinances, policies, and practices regarding cannabis.

F-18 Study ways to address bulky items placed out too soon.

ELECTED OFFICIALS
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Community Survey Results

Nearly six-in-ten residents have a favorable opinion of City government and approximately half view the City Council favorably:

Total Favorable Total Unfavorable
City Government Overall 58% 26%
City Council 52% 24%

More than seven-in-ten residents think Cathedral City is an excellent or good place to live.

Excellent or Good – 72%
Just Fair – 23%
Poor – 4%

Residents are most satisfied with fire protection and 911 response, special events, trash pickup and police protection: (Rated from - not at all satisfied to 7 - very satisfied)

City Service
Median
Ranking
Fire protection and paramedic services 5.6
Special events like holiday celebrations, the Hot Air Balloon Festival, and other community celebrations

5.4 911 emergency response 5.4
Pick up of trash, bulky items, yard waste and recyclables 5.1 Park maintenance 4.9
Programs that protect the environment 4.8
Parks and recreation programs 4.8
Emergency preparedness 4.8
Traffic management 4.7
Enforcement of City rules and regulations to keep neighborhoods safe and quiet 4.6 Graffiti removal 4.6
Cultural and performing arts programs 4.6
Maintenance of street medians and other public spaces 4.5 Communication with residents 4.5
Storm drain maintenance 4.5
Sidewalk maintenance 4.5
Programs to retain, expand and attract local business 4.4 Enforcing City rules and regulations requiring owners to keep their properties well- maintained

4.2 Street and local road maintenance 4.1
Addressing homelessness 3.8

Measure W Results Number of Ballot Votes Percentage
Yes 13,450 73.54%
No 4,839 26.46%

COMMUNITY ORGANIZATIONS
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Various community organizations provide activities, services, or events of value to the citizens of Cathedral City.

The City Council has established funding for these community organizations from the General Fund. An application may be required to secure funding. Funding for any organization may be contingent upon successfully meeting objectives outlined in the funding agreement. Funding may also be contingent upon receipt of a current audit of operations for a twel ve-month period performed by a certified public accountant. Funds are to be disbursed after receipt of an activities report and/or recap of eligible expenses. A presentation to City Council may be required.

Historically, funding has been provided to the Boys and Girls Club of Cathedral City, the Cathedral City Senior Center (CCSC), CVAG Alan Seman Homeless Bus Pass program, Palm Springs Air Museum, and a local Homeless Program (currently the Coachella Valley Rescue Mission (CVRM)).

There are additional grant opportunities offered each fiscal year. Each program offers grant opportunities based on eligibility requirements.

• City Council approved a $70,000 General Fund Community Assistance Grant Program in June 2023.

Applications are accepted annually from 501(c)(3), tribal or government agencies. Applicants must be based in Cathedral City or demonstrate they provide services to residents or businesses in Cathedral City.

This can include sponsorships of varying events hosted by these agencies. Past recipients have included 65 Check, Inc., Alzheimers Coachella Valley, Cathedral City High School Band, Dinner with Patsi, Do The Right Thing – Palm Springs, Habitat for Humanity (H4H), Palm Springs Air Museum, and Shelter From the Storm.

• City Council directed staff to establish a $20,000 Community Arts Grant Program in January 2024.

Application criteria specifies p rogramming/art must occur/be shown/be installed in Cathedral City and should be open and accessible to the public. Applicants can be individuals or organizations and all artistic disciplines are welcome to apply (artists, performers, dancers, authors, poets, musicians, designers, artist collectives, non-profit organizations, governmental, tribal and community groups and any other creatives.) If an event is proposed, the cost to attend the event funded by the grant must be free to participants. Eligible costs can include artist fees, materials, supplies, advertising, travel, facilities, installation costs, and rentals.

Past recipients have included Cathedral City Peace Initiative, Cathedral City Senior Center, Coachella Valley Classical Voices, and Coachella Valley Repertory.

City Council also has a discretionary budget allowing each member to provide assistance to community organizations they determine have specific need in and around our City.

COMMUNITY ORGA NIZA TIONS EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 0 0 0 0 0 0
Operations 394,643 312,220 395,000 82,780 395,000 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 394,643 312,220 395,000 82,780 395,000 0

LEGAL SERVICES
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The City Attorney provides routine general legal services to the City and its subsidiary organizations, such as the Successor Agency to the Housing Agency. The City Attorney is a contracted service with the legal firm of Burke, Williams & Sorensen, LLP.

GOALS AND OBJECTIVES
The City Attorney’s objectives to meet the City Council strategic goals include:

City Council Goal C: Fiscal Stability and Sustainability 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. • Managing the overall legal affairs of the City in coordination with the City Council and City Manager • Providing consultation and legal advice, both orally and in writing, as requested by the City Council or City Manager
• Providing legal support, including legal advice on civil and criminal litigation, for the enforcement of city codes
• Attending regular and special City Council meetings and/or Commission/Committee meetings as requested by the City Council or City Manager
• Preparing ordinances, resolutions, agreements, and other documents as needed • Providing other legal services as needed by the City and requested by the City Council or City Manager On occasion, legal services are needed by the City and its subsidiary organizations that are not provided under the routine City Attorney service. These special legal services are primarily related to outside litigation that:
• Prosecutes and defends civil and criminal litigation on behalf of the City as requested by the City Council or City Manager
• P rovides other legal services as needed by the City and requested by the City Council or City Manager

LEGAL SERVICES EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 0 0 0 0 0 0
Operations 180,744 129,016 180,000 50,984 180,000 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 180,744 129,016 180,000 50,984 180,000 0

CITY MANAGER
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The primary responsibility of the City Manager’s Office is to prepare information for consideration by the City Council and implement the policies and programs adopted by the City Council. The City Manager’s Office works with the City Council and city staff to develop an overall vision for the future of the community and helps provide leadership to implement the vision. The City Manager’s Office also assists the City Council in developing new policies and decision-making by identifying and analyzing issues, providing City Council with relevant information, and implementing City Council decisions effectively, on time, and within budget. Additionally, public information is disseminated from the City Manager’s Office along with the development and presentation of community special events.

The City Manager’s Office works directly with the Financial Services Department to ensure the continued financial health of the City, preparing financial projections of revenues and expenditures, and in developing a proposed budget.

Working through department heads, the City Manager’s Office provides direction to, coordinates, and administers the overall operations of the City, and ensures that departments run efficiently and effectively. It also develops effective communications with the community, relevant individuals, organizations, city governments, the region, state, and nation.

ACCOMPLISHMENTS
Recent accomplishments of the City Manager’s Office include the following:

City Council Goal A: Serving the Community with Pride and Dedication 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.
• M et periodically with representatives of employee bargaining units and worked with Human Resources and Legal staff to negotiate new collective bargaining agreements for the groups with contracts up for negotiation.
• Completed the recruitment and hiring of key staff positions including the Director of Community and Economic Development, Deputy Police Chief, and Economic Development Manager.

CITY MANAGER EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 634,095 734,606 1,112,523 377,917 873,243 -239,280 Operations 76,778 52,113 137,208 85,095 88,598 -48,610
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 710,874 786,720 1,249,731 463,011 961,841 -287,890

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

B-8 Communicate with residents to move parked vehicles on street sweeping day – COMPLETED (Goal from 2023 Strategic Plan)
Implemented a software solution allowing calls and texts messages to be sent to residents by street sweeping zone to alert them of their monthly street sweeping day.

B-13 Develop a plan to address the need for funding for parks and recreation services through the Desert Recreation District (DRD); and other resident priorities including streets, and work toward a potential funding measure in 2024. (Goal from 2023 Strategic Plan) • Formed a resident study committee to review unfunded needs in Cathedral City, which resulted in a recommendation to the Council to consider a tax measure to provide funding for an additional ambulance and paramedics in the fire department, annexation into the Desert Recreation District, additional funding for repair and maintenance of neighborhood streets and development of a community recreation center. • The City Council referred the tax measure to the voters (Measure W) which received voter approval at nearly 75% yes.
• Developed and presented to the Council a plan to implement the new services and enhancements approved by the voters through Measure W.
• Developed the necessary tax sharing and service agreements with the Desert Recreation District to allow the annexation process to proceed.
• Esperanza park, a grant funded community park located in the Dream Homes neighborhood was designed and constructed.

City Council Goal E: Safety
Cathedral City is safe for all who live, work, visit, and play in our community.

• Worked with emergency response staff during the Tropical Storm Hilary emergency and with staff and contractors and City Council to fund and construct repairs to damaged infrastructure.

City Council Goal F: Embracing, Inclusive City

Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options, and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

F-14 Multi-disciplinary City Team to increase effectiveness and improve coordination of city responses to address the needs and impacts of the homeless population internally and with external organizations and stakeholders, including the CVAG Housing First Program.

• Established a multi-departmental team that meets monthly to ensure all departments are working together to address the effects of homelessness and the needs of the homeless.

CITY MANAGER
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GOALS AND OBJECTIVES
The City Manager’s Goals and Objectives include:

Implementing the six (6) strategic plan goals and associated objectives adopted by the City Council.

City Council Goal A: Serving the Community with Pride and Dedication 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.

A-1 Schedule joint meetings once a year with our Commissions/Committees, perhaps using the “off” Wednesday.

A-2 Explore and solicit public feedback on a potential charter amendment to include Council salaries, term limits and others.

A-7 Implement the Strategic Plan by ensuring department work programs include initiatives that achieve Strategic Plan Actions and regularly review progress and accomplishments at City Manager Department Head Meetings.

A-8 Include a Community Satisfaction Survey in the future budget to monitor community support and satisfaction with Strategic Plan outcomes and to objectively gather community opinions, preferences, and satisfaction with city services.

A-9 Develop a Summer Council schedule with the objective of one meeting per month in June, July and August.

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

B-1 Develop an Electric Vehicle transition plan to comply with upcoming state mandates and include consideration of providing publicly accessible charging stations.

B-2 Develop an entryway, medians, and lighting master plan to provide an appealing gateway to the City.

B-3 Develop and implement a wilderness trail plan.

B-4 Complete design and seek funding to construct the downtown dog park and pickleball courts.

B-5 Conduct community engagement with Cove residents on proposed improvements to Chuperosa Lane.

B-6 Improve pedestrian access to parks through the use of crosswalks and sidewalk improvements.

B-7 Improve wayfinding signage to direct visitors to destinations in the community.

B-8 Implement recommendations of Facilities Master Plan B-11 Support SunLine’s efforts to develop an improved transit hub in Cathedral City.

B-12 Support locating a PACE healthcare provider in the city.

B-13 Complete planned flooding control infrastructure projects, especially as part of street improvement projects.

CITY MANAGER
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City Council Goal C: Fiscal Stability and Sustainability 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.

C-1 Implement improvements to purchasing practices and procedures to align with procurement code requirements.

C-2 Develop an inventory of contract services that are due for bid and request proposals.

C-4 Evaluate data and work with partner agencies to identify holes in the local economy and develop plans to address.

C-5 Provide periodic updates on Thousand Palms development.

City Council Goal D: Innovation
Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

D-1 Implement Information Technology Master Plan including consideration of providing additional public Wi-Fi access in parks.

D-2 Complete and improve the installation of the Tyler EnerGov software to automate, improve and streamline the plan review, permitting and inspection processes.

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.

D-4 Leverage technology to increase and improve online services, improve access to public information, and improve city capabilities to monitor, automate, and manage operational data remotely.

D-5 Review broadband solutions to create economic development incentives and opportunities and improve the accessibility and affordability of reliable high-speed internet services.

D-6 Identify and implement a Document Imaging Program to convert paper documents into digital files to reduce storage requirements and costs, increase efficiency, enhance security, and improve future access to information.

D-7 Commission a survey of historic properties.

D-8 Work with the Historic Preservation Society to digitize and preserve historic photos and documents.

City Council Goal E: Safety
Cathedral City is safe for all who live, work, visit, and play in our community.

E-1 Fund a 2-person ALS Medic Unit to better respond to increasing demand for medical response.

E-2 Continue to explore and utilize technology to promote public safety.

E-3 Continue Police, Fire, and Expand Code Compliance engagement with the community.

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

E-7 Identify improvements and pursue grant funding to improve the safety and connectivity of non-motorized routes throughout the City.

E-9 Supervise DRD to ensure park equipment and playing fields are well-maintained and functional.

E-10 Keep the City Council apprised of changes to the Code Enforcement program.

CITY MANAGER
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E-12 Schedule community meetings with Police in our mobile home gated communities and include a public health professional.

E-13 Review our animal control contract and options.

City Council Goal F: Embracing, Inclusive City

Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options, and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

F-1 Develop comprehensive strategy to amend zoning code and 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 6) continued implementation of new state legislation.

F-3 Promote additional community events and celebrations.

F-4 Work with community partners and providers on a community health fair to help residents identify resources that are available.

F-5 Explore options for shielding trash containers, especially where the backyard may not be accessible.

F-6 Develop and implement a plan to improve and diversify communication methods with residents.

F-7 Develop methods to improve the quality and appearance of our community mailers.

F-10 Continually communicate with the public to inform the community of the City’s efforts and expenditures on homelessness and how residents can participate in solutions.

F-12 Establish a Cooling Center by June 2025.

F-13 Develop and implement an outreach strategy to determine if services are addressing the needs of our diverse community including families, retirees, and Spanish speaking population.

F-14 Multi-disciplinary City Team to increase effectiveness and improve coordination of city responses to address the needs and impacts of the homeless population internally and with external organizations and stakeholders, including the CVAG Housing First Program.

F-18 Study ways to address bulky items placed out too soon.

CITY MANAGER
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Community Survey Results – March 2024

In a challenging environment statewide, a majority continues to view the direction of the City favorably :

Right Direction Wrong Track
Direction of City 54% 23%

The strategic plan and Council priorities continue to reflect resident needs and wants. Residents were asked about the importance of city services and perceived funding needs:

City Service
% Indicating
Extremely or
Very Important
Maintaining 911 medical emergency ambulance, fire and police response Maintaining fire protection and paramedic services
Maintaining fire protection services
Recruiting and retaining well-trained paramedics and firefighters Repairing neighborhood streets and potholes
Maintaining gang prevention programs
Protecting Cathedral City’s long-term financial stability Removing debris after rainstorms
93%
93%
91%
90%
87%
84%
84%
84%
Helping prevent property crimes, including thefts and burglaries Keeping public areas and parks safe and clean
Maintaining city services
Maintaining police protection
Helping prevent property crimes
Cleaning up illegal dumping
Addressing homelessness in parks
Addressing homelessness
Keeping parks safe and clean
82%
81%
81%
80%
80%
80%
79%
77%
77%
Retaining and attracting businesses
Maintaining gang enforcement programs
Improving city services
Helping ensure children have safe places to play
Maintaining neighborhood parks
Maintaining neighborhood police patrols
Enhancing youth drug and gang prevention
Maintaining safe drinking water at parks
Addressing mental health and addiction challenges
76%
75%
74%
73%
73%
72%
72%
71%
69%
Improving traffic safety
Offering an emergency cooling center for seniors and other residents during extreme heat days
Providing park and recreation afterschool and youth programs Requiring owners to keep their properties well-maintained Improving access to affordable housing
Maintaining and improving neighborhood park safety
Repairing sidewalks
69%
67%

66%
66%
66%
66%
66%

HUMAN RESOURCES
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The Human Resources Division is committed to delivering exceptional service to City departments, employees, and the citizens of Cathedral City. Our mission centers on attracting, developing, and retaining a talented and diverse workforce dedicated to serving the community with excellence.

The Division manages comprehensive human capital services across nine functional areas:
• Recruitment & Selection
• Classification & Compensation
• Administration Benefits
• Training & Development
• Employee Relations
• Labor Relations & Compliance
• Leaves & Workers' Compensation
• Onboarding & Offboarding
• Strategic Planning & Organizational Development

Currently, the HR Division provides employment -related services to the City's 214 employees, operating with a structured responsibility matrix across four position levels: HR Assistant, HR Specialist, Senior HR Specialist, and HR Manager.

HUMA N RESOURCES EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY 25 to FY 26
$ Change
FY 2026/2027
Adopted
FY 26 to FY 27
$ Change

EXPENDITURES
Salaries and benefits 759,071 754,624 819,000 64,375 777,967 -41,033 Operations 220,511 371,737 415,302 43,565 437,888 22,586 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 979,582 1,126,361 1,234,302 107,940 1,215,855 -18,447

HUMAN RESOURCES
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ACCOMPLISHMENTS

The Human Resources Division has achieved significant milestones supporting the City's Strategic Plan goals.

Below is a mapping of HR accomplishments to specific strategic plan actions:

City Council Goal A: Serving the Community with Pride and Dedication 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.

Process Improvement & Digital Transformation
Streamlined new hire processing, reducing onboarding time by 15% (supports efficient resource allocation) Integrated Zoom capabilities for City Manager quarterly meetings, ensuring 100% accessibility for remote employees (supports employee recognition initiatives)
Successfully implemented a Telework Policy, with 38% of eligible employees now utilizing flexible work arrangements (supports team building and collaboration)

Workforce Development & Engagement
Facilitated Municipal Management Association of Southern California (MMASC) Leadership training for 22 emerging leaders to enhance management capabilities (directly supports professional development program)
Created and maintained comprehensive employee recognition programs, increasing formal recognition submissions by 60% (directly supports recognition initiatives) City Council Goal C: Fiscal Stability and Sustainability 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.

Policy Development & Labor Relations
C-7 Continually review and streamline internal financial policies, procedures, and practices to remove unnecessary controls without sacrificing accountability and transparency • Conducted thorough analysis of city benefit plans, resulting in enhanced coverage while maintaining costs (supports streamlined financial policies and practices) • Streamlined leave management procedures, ensuring 95% compliance with regulatory requirements while improving tracking efficiency (supports streamlined financial policies) Managed grievance processes with a 100% resolution rate before formal arbitration (supports fiscal stability) Developed and implemented updated Personnel Rules, aligning with current legal requirements and best practices (supports transparent financial practices)

HUMAN RESOURCES
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City Council Goal D: Innovation
Cathedral City continually focuses on impro ving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

Process Improvement & Digital Transformation
Implemented online open enrollment through Tyler Employee Self Service (ESS) and Munis, increasing digital adoption to 85% (enhances online services through technology) Modernized benefits communication by digitizing annual required notices, improving accessibility and reducing paper usage by 40% (improves operational efficiency through technology) Developed electronic personnel processing workflows, improving turnaround times and reducing administrative burden
City Council Goal E: Safety
Cathedral City is safe for all who live, work, visit, and play in our community.

Workforce Development & Compliance
Achieved 100% compliance in Harassment Prevention Training for the second consecutive year (supports community engagement and public education initiatives)

City Council Goal F: Embracing, Inclusive City
Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options, and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

Recruitment & Diversity Initiatives
Earned a 100% score on the Human Rights Campaign/Municipal Equality Index for the second consecutive year (improves communication methods with diverse residents) Completed city-wide certification in International Board of Credentialing and Continuing Education Standards (IBCCES) Autism & Neurodiversity Training, becoming one of only three cities in California with this distinction (improves diversified communication methods)
Partnered with Police and Fire departments to enhance diversity in recruitment strategies, resulting in a 35% increase in underrepresented candidate applications (supports outreach strategy to address diverse community needs)
Reduced recruitment cycle time from 75 to 65 days through streamlined processes and enhanced candidate engagement (improves communication methods)

HUMAN RESOURCES
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STRATEGIC WORKFORCE PLANNING CONNECTIONS
Recruitment & Community Engagement
Represented Cathedral City at eight regional job fairs, increasing qualified applicant flow (supports staffing needs assessment and community outreach)
Successfully guided the interpretation and implementation of multiple Memoranda of Understanding (MOUs) (supports organizational capacity development)
Launched Focus Groups to systematically collect employee feedback on hiring and retention practices, with 85% department representation (supports constructive feedback collection) Preparing for Class and Compensation Study to benchmark salaries and address retention challenges

GOALS AND OBJECTIVES

City Council Goal A: Serving the Community with Pride and Dedication 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.

Cathedral City strives to be an employer of choice by fostering an engaged, motivated, and valued workforce.

A-1 Schedule joint meetings once a year with our Commissions/Committees, perhaps using the “off” Wednesday.

Objective: Strategic Workforce Planning
• Implement quarterly review process with department heads to evaluate staffing needs and service delivery requirements
• Develop standard operating procedures for evaluating contract services versus in -house staffing A-3 Develop and implement a professional development program to enhance career development opportunities, strengthen organizational capabilities, and increase organizational capacity.

Objective: Professional Development Program Enhancement • Expand the current LCW certification program to encompass Customer Service Excellence Certificate • Provide department-specific technical training for at least 50% of staff based on skills assessment A-4 Identify initiatives and establish programs that recognize and appreciate employees for performance, innovation, and efficiency.

Objective: Employee Recognition and Feedback
• Implement structured exit interview process and tracking system to identify retention improvement opportunities
• Enhance existing employee recognition programs with quarterly department-level recognition events • Develop an annual "Innovation and Efficiency" award program with implementation of selected employee ideas

HUMAN RESOURCES
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A-5 Develop staff team-building activities to encourage cohesion and foster a spirit of collaboration.

Objective: Team Building and Employee Engagement
• Organize two city-wide team-building events per year that promote cross-departmental collaboration A-6 Initiate a Class and Compensation Study to benchmark and proactively identify compensation issues impacting employee retention and attraction.

Objective: Compensation Structure Improvement
• Complete comprehensive Classification and Compensation Study • Develop a phased implementation plan for recommended adjustments with a priority focus on positions with highest vacancy and turnover rates
City Council Goal D: Innovation
Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

The City leverages technology to enhance service delivery, streamline operations, and improve community engagement.

D-6 Identify and implement a Document Imaging Program to convert paper documents into digital files to reduce storage requirements and costs, increase efficiency, enhance security, and improve future access to information.

Objective: HR Digital Transformation
• Implement electronic personnel file system for all new hires and current year personnel actions • Automate Leave request and tracking workflow
• Increase HR Process Digitization forms/process

HUMAN RESOURCES
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance Measure

Definition

Baseline

FY 2024
FY 2025
Target
Recruitment & Workforce Planning

Recruitment Cycle Time Average days from job posting to offer acceptance
75 65 45
Annual Turnover Rate Percentage of employees leaving the organization annually
26% 18% 12%
First-Year Retention
Rate
Percentage of new hires remaining
employed after one year
82% 85% 90%
Employee Development & Engagement

Professional
Development
Participation
Percentage of employees completing at least
one development program annually

6.7%

6.7%

25%
Employee Engagement
Score (Focus Group)
Average score from annual employee
engagement survey (1-5 scale)

3.5 3.8

4.2 Leadership Training
Completion
Percentage of supervisors/managers
completing leadership training
52% 23% 50%
Compliance & Risk Management

Compliance Training
Completion
Percentage of employees completing
required compliance training by deadline
98% 100% 100%
Municipal Equality Index
Rating
Score on Human Rights Campaign Municipal
Equality Index
100% 100% 100%
Operational Efficiency

Benefits Enrollment
Digital Adoption
Percentage of employees using online self-
service for benefits enrollment
60% 85% 90%
HR Process Digitization Percentage of HR processes digitized and automated
65% 70% 85%
HR Service Response
Time
Average hours to respond to employee
inquiries or service requests
24 16 8
Labor Relations & Policy Management

Grievance Resolution
Rate
Percentage of grievances resolved before
formal arbitration
100% 100% 100%
MOU Implementation
Timeliness
Percentage of MOU provisions implemented
by effective date
95% 100% 100%
Policy Update
Completion
Percentage of policies reviewed and
updated within scheduled timeframe
75% 90% 95%

COMMUNICATION AND EVENTS
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The Communication and Events Division of the City Manager's office is tasked with increasing public participation in government through communication and public information, together with coordinating the messaging of the City to coincide with economic development strategies. Community opinion can be assessed through surveys, but it is also important to obtain information from many sources including social media. In promoting the City's brand, the Communication and Events Division creates a positive image and builds community pride. Through marketing efforts, Coachella Valley residents and tourists are encouraged to dine, shop, play, live, work, and stay in Cathedral City. Economic development is supported by positioning the City as a strong competitor for business investment.

ACCOMPLISHMENTS

Recent accomplishments of the Communication and Events Division include the following:

• Record Event Attendance: Achieved record attendance for the Cathedral City International Hot Air Balloon Festival (35,000 attendees), which featured LeAnn Rimes as the first headline concert performance to take place inside the Community Amphitheater on November 23, 2024. • Record Revenue Generation: Generated a record $111,000 in revenue to the general fund through event sponsorships and ticket sales, demonstrating the financial sustainability of well -executed city events and the division's ability to secure corporate partnerships. • Successful Event Series: In total, thousands came out to enjoy the City's inaugural eight -week Tastes & Sounds of Cathedral City event series inside Community Amphitheater during Spring 2024. Each week featured a local artist performing while a local restaurant or food truck provided dinner. • Process Improvements: Working alongside IT and Finance, Communications & Events has successfully updated the rental rates/fees for Downtown venue bookings to better recover/protect internal staffing costs and transitioned the Special Use Permit (SUP) application process to be completely online through EnerGov.
• Strategic Planning: Communication & Events has implemented both a marketing strategic plan for the Community Amphitheater and social media strategic plan developed during a two- week workshop with CiviSocial.
• Venue Marketing : The marketing plan for the amphitheater is being utilized to showcase the venue to prospective agencies and event companies in the Coachella Valley (and beyond) to attract more third-party events.
• Enhanced Social Media Strategy: The social media strategy incorporates a content calendar based on methodology for engagement and return on investment (ROI), the launch of the City's TikTok channel, new video editing tools/software, and has created a Social Media Ambassadors group that meets each week to discuss storytelling opportunities and ways to better promote city services.

COMMUNICA TION A ND EVENTS EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 382,380 476,264 357,527 -118,737 377,042 19,515 Operations 765,600 968,479 1,010,228 41,749 1,031,096 20,868 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 1,147,980 1,444,743 1,367,755 -76,988 1,408,138 40,383

COMMUNICATION AND EVENTS
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• Expanded Event Portfolio: New events, both City sponsored and from Special Use Permit applicants, are on the rise. This includes the success of the inaugural season of Tastes & Sounds of Cathedral City, as well as third- party events like the Color the Spectrum Autism Arts Festiva l, Mi Chavela Fest, 8th Annual Palm Springs Police Association Memorial Ride, Coachella Barber Fest 2024, and the Autism Society Inland Empire's Autism Walk & Festival.
• Venue Recognition: The rise in popularity of the amphitheater has been recognized through its selection as a top 3 finalist for The Desert Sun's Community Choice Awards for its best event venue in the Coachella Valley category (2nd place to Acrisure Arena).
• Wayfinding Improvements: Completed installation of new colorful banners along Avenida Lalo Guerrero in 2024 and developed proposals for new wayfinding signage and refurbishment of current signage at key entry points throughout Cathedral City.
• Communication Channel Diversification : Expanded digital communication channels with Spanish language content during Hispanic Heritage Month and implemented the FlashVote survey platform to gather scientific feedback from residents.

COMMUNICATION AND EVENTS
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GOALS AND OBJECTIVES

The Communication and Events Division’s Goals and Objectives include:

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

B-7 Improve wayfinding signage to direct visitors to destinations in the community.

City Council Goal E: Safety
Cathedral City is safe for all who live, work, visit, and play in our community.

E-6 Implement community engagement and public education initiatives to increase awareness regarding public safety programs, services, and results of proactive community policing efforts.

City Council Goal F: Embracing, Inclusive City

Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options, and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

F-3 Promote additional community events and celebrations.

F-6 Develop and implement a plan to improve and diversify communication methods with residents.

F-10 Continually communicate with the public to inform the community of the City’s efforts and expenditures on homelessness and how residents can participate in solutions.

COMMUNICATION AND EVENTS
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Some of the specific objectives Communications and Events will implement to achieve the City Council strategic goals include:

• Develop a marketing plan to promote and raise 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 and celebrations which adds to the City's culture, support of the arts, and creation of a positive community identity.
• Continue to facilitate the attraction and promotion of community events which celebrate our diversity, builds a cohesive community, and supports local business • The Communications & Events Manager will continue to work with FlashVote to develop and send out scientific surveys throughout 2025 so we can gather feedback from our residents. The next survey will be a collaboration with Economic Development to get some data as to what types of businesses the community wishes to see in Cathedral City.
• Staff are also working with Economic Development on improved and updated wayfinding signage (a Strategic Plan Goal) and visual enhancements to Downtown Cathedral City, with Phase I of the work on wayfinding signage projected to begin in Summer 2025.
• Working alongside IT, the Communications & Events Division will help implement a new cathedralcity.gov website in 2025 that enhances the user experience and offers residents a more modern interface.
• With the addition of the events & recreation coordinator, the Communications & Events Manager plans to implement the following related to marketing/showcasing the Community Amphitheater venue:
• Continuing the expanding of 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)

COMMUNICATION AND EVENTS
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Social Media Engagement & Growth

Future Performance Measures for FY 2026 & FY 2027 (measured by quarter and totaled each fiscal year):

The Communications & Events Division will track the following key performance measures on a quarterly basis:

Social Media Engagement & Growth
• Growth rate percentage for each platform quarter-over-quarter • Engagement rate (comments, shares, likes) relative to follower count • Number of bilingual social media posts each quarter
• Reach and impressions by platform

Event Performance
• Number of city-sponsored events held
• Total estimated attendance for each event
• Number of Special Use Permits received for the Community Amphitheater • Venue rental revenue generated
• Estimated economic impact generated by major events
• Percentage of venue capacity utilized

COMMUNICATION AND EVENTS
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Communication Effectiveness
• Number of press releases issued
• Amount of media coverage generated (articles, stories, mentions) • FlashVote survey participation rates and demographic distribution • Community feedback ratings on city services and events • Number of community outreach initiatives completed

Video Production & Viewership
• Number of videos produced by type (business segments, event promotions, informational) • Total video views by platform and type
• Video view duration and retention rates
• Video engagement metrics (comments, shares)
• Number of video views for business segments and closed-circuit television (CCTV) programming

Marketing Return on Investment
• Marketing expenditure per event
• Cost per attendee for major events
• Earned media value generated
• Sponsorship revenue secured
• Return on investment percentage by marketing initiative

Website & Digital Performance
• Website traffic volume and trends
• Mobile vs. desktop user percentages
• Average session duration and pages per visit
• Event page conversion rates
• Online form submission totals

Performance Measurement Visualization Methods
• To better communicate our performance to stakeholders, the Communication & Events Division will develop the following visual representations of performance data:
• Quarterly trend charts showing social media growth across platforms • Event attendance comparison charts year-over-year
• Heat maps of venue usage by month/season
• Pie charts showing demographic breakdowns of survey respondents • Bar charts comparing ROI across different events and marketing initiatives • Line graphs tracking video viewership growth over time • Geographic heat maps of website visitor locations

These performance measures will allow the Communication & Events Division to:
• Make data-driven decisions about resource allocation
• Identify high-performing content and event types
• Track progress toward strategic goals
• Demonstrate value to stakeholders
• Identify opportunities for improvement
• Benchmark against prior years and industry standards
• Justify investments in new initiatives or technologies

CITY CLERK
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The City Clerk is the official for local elections, local legislation, the Public Records Act, the Political Reform Act, and the Brown Act (open meeting laws). The City Clerk ensures actions are in compliance with federal, state, local statutes and regulations prior to and after the City Council takes action. The City Clerk also ensures actions are properly executed, recorded, and archived.

The California statutes prescribe the basic functions and duties of the City Clerk. The City Charter, Government Code, and Election Code provide precise and specific responsibilities along with procedures to follow.

The office of the City Clerk is a service organization within the municipal government upon which the City Council, all city departments, and the public rely on for information regarding the operations and legislative history of the City. The City Clerk serves as the liaison between the public and City Council and provides related municipal services.

The City Clerk ’s Office is committed to achieving greater efficiency and continuously seeks improvement. This commitment has led to the integration of innovative practices into daily operations serving our internal and external customers.

CITY CLERK EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 342,257 382,100 408,540 26,440 402,888 -5,652 Operations 70,623 218,481 81,998 -136,483 168,912 86,914 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 412,880 600,581 490,538 -110,043 571,800 81,262

CITY CLERK
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ACCOMPLISHMENTS

It is the goal of the City Clerk’s office to provide support to the City Council and City Departments to help implement and accomplish goals the City Council has established through their Strategic Plan. Below are the accomplishments of the City Clerk’s office specific to the Strategic Plan actions:

City Council Goal D: Innovation
Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

Actions:
• The implementation of a new Agenda Management Software Program improving the efficiency of the agenda/packet process, enhancing transparency and the accessibility and ease of use for the public, city staff, commissioners, and City Council.
• The implementation of a new Committee Manager Program. This platform will automate the management of the Commissions/Committees and the application process. • Explored electronic filing of Fair Political Practices Forms. Currently the Fair Political Practice Commission (FPPC) has a platform for individuals that are 87200 filers (Elected Officials, Planning Commission, City Manager and City Attorney). Staff reviewed 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. • The City of Cathedral City currently uses Laserfiche as a repository for documents for a limited number of departments. With the upgrade to an Enterprise License, staff determined that utilizing Laserfiche as the trusted repository for all paper files to be converted to digital files is the best document imaging program to use at this time. This will allow the City to implement a City-wide Records Management Program, which will allow better access to records, save on storage space and offer a trusted electronic searchable format.

In addition to the strategic plan achievements the following is a list of notable accomplishments:
• Continued to monitor the City’s Boards, Commissions, and Committees promoting citizen representation. • Provided for the efficient and legal conduct of a General Municipal Election in November 2024 that filled Council Seats in Districts One and Two and a special Ballot Measure “W”. • Continually complied with the Public Records Act by managing a Public Records Request platform, offering a comprehensive web citizen portal ensuring municipal records are readily accessible to the public enhancing transparency in an efficient manner.
• Completed 281 Public Records Requests in calendar year 2023 and 683 Public Records Requests in calendar year 2024.
• Completed 4 Commission/Committee Recruitments in 2023 and 11 in 2024. • Produced 57 City Council and Commission/Committee Agendas and Packets in 2023 and 49 in 2024. • Prepared 63 Proclamations and Certificates in 2023 and 100 in 2024.

CITY CLERK
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GOALS AND OBJECTIVES

The objectives and actions outlined in conjunction with the performance measures and targets directly support the City’s strategic priorities while ensuring efficient, transparent, and responsive service delivery.

City Council Goal D: Innovation
Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

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 as it relates to the City Clerk's Office.

Actions:
• Regular review of internal workflows to identify opportunities for increased efficiency and improved service delivery to internal staff and the public.
• Continue to explore ways to improve public service.

D-4 Leverage technology to increase and improve online services, improve access to public information, and improve city capabilities to monitor, automate, and manage operational data remotely.

Actions:
• Implement the Electronic Filing of Fair Political Practices Forms required to be filed with the City Clerk’s office including the 700 Form for City Council identified staff and Campaign Statement Forms (This is the required bi-annual filings for Form 460 and the required general municipal election filings) and the budget permits.
• Ongoing evaluation of public-facing services to enhance accessibility and user experience.

D-6 Identify and implement a Document Imaging Program to convert paper documents into digital files to reduce storage requirements and costs, increase efficiency, enhance security, and improve future access to information.

Actions:
• Implement a Citywide Records Management Policy and Program creating a framework for the lifecycle of all City Records. This would include converting paper documents into digital files to reduce storage requirements and costs, increase efficiency, enhance security and protecting vital City records, and improve future access to information.

CITY CLERK
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City Clerk’s goals and objectives include:

As a Legislative Administrator:

The Department serves as the cornerstone of transparent and effective governance for our city by providing comprehensive support to the City Council, Commissions and Committees . Our department carries out several critical functions that ensure the integrity of our democratic processes which ensure compliance with open meeting laws and facilitate informed decision making by officials and engaged participation by residents.

Through these essential services, the Legislative Administrator's office upholds the principles of transparency and accountability that are vital to effective municipal governance, maintaining the diversity of perspectives that enriches our governance and strengthens public trust.

Actions:
• Prepare the legislative agenda.
• Verify legal notices have been posted or published.
• Complete the necessary arrangements for an effective meeting. • Record the decisions constituting the building blocks of our representative government that form the foundation of our representative government and preserve institutional knowledge for future reference. • Continue to monitor the City’s Boards, Commissions and Committees and promote citizen representation by ensuring all codes are followed throughout the vacancy and appointment process.

As a Records Manager:

The City Clerk’s Department serves as the guardian of our city's institutional memory and public trust. Our role centers on preserving and protecting the public record, the documented history of our government's actions and decisions that belong to all citizens.

Actions:
• Preserving and protecting the public record.
• Maintain a Records Retention Schedule that guides the lifecycle of every municipal document from creation through disposition.
• Maintaining and indexing approved minutes, contracts/agreements, ordinances, and resolutions adopted by the legislative body.
• Maintaining the accuracy of the City ’s Charter and Municipal Code by codifying Ordinances and updating municipal code books.
• Continue to comply with the Public Records Act by managing a Public Records Request platform, offering a comprehensive web citizen portal ensuring municipal records are readily accessible to the public enhancing transparency in an efficient manner.
• Continue to enhance the transparency of all legally required records.

CITY CLERK
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As a Filing Officer:

The City Clerk’s Department serves as the administrative link ensuring ethical governance and regulatory compliance within our municipality, which forms the foundation of public trust in local government.

Actions:
• Continue to serve as the City’s Filing Officer for the Statement of Economic Interest forms for designated staff members.
• Continue to serve as the City’s Filing Officer for campaign statements. • Continue to monitor the AB 1234 (Ethics) and AB 1661 (Harassment) certificates for City Council Members and Commissioners.

As an Elections Official:

The City Clerk serves as the steward of the local democratic process, ensuring fair, accessible, and transparent elections that uphold public confidence in our governance systems. Through these critical functions, the City Clerk’s Office upholds the integrity of our representative democracy and ensures that every eligible voter has the opportunity to participate in selecting their local government representatives.

Actions:
• Assist candidates in meeting their legal responsibilities before, during, and after an election. • Manage the process forming the foundation of our democratic system of government, from election pre- planning to certification of election results.

In filling the open elected official’s seats. This includes the preparation and running of an efficient and legal General Municipal Election in November 2026, which will include the seats for Districts three, four, and five and the Citywide Treasurer.

CITY CLERK
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance Measures

FY
2023

FY
2024
FY 2025
&
FY 2026
Target
As a Legislative Administrator:

The Percentage of Regular and Special City Council and Commission/Committee (Parks and Community Events Commission, Public Arts Commission, Finance Advisory Committee, and Cannabis Task Force) Meeting Agendas and Packets posted pursuant to Brown Act.

100%
(57)

100%
(49)

100%
Percentage of Meeting Minutes Approved at the Subsequent Meeting of the City Council and Commissions/Committees (Parks and Community Events Commission, Public Arts Commission, Finance Advisory Committee, and Cannabis Task Force).

99%

99.5%

100%
Percentage of Meeting Minutes Approved as Presented to the City Council and Commissions/Committees (Parks and Community Events Commission, Public Arts Commission, Finance Advisory Committee, and Cannabis Task Force).

99.5%

99.5%

100%
To ensure Commissions and Committees have all vacant seats filled in a timely manner to promote citizen representation by ensuring all codes are followed throughout the vacancy and appointment process. Performance measure/success is based on the Commissions and Committees having all seats filled throughout the year.

98%

98%

100%
As a Records Manager:

Percentage of Public Records Act Requests Received by the City Clerk’s Office fulfilled within the prescribed statutory limits of the Public Records Act. 95%
(281)
95%
(683)
100%
Percentage of Staff Participation - Annual Records Clean-up Event "Paperless Push Thursday” – This event is in preparation of a City-wide records management program and ensures compliance with our Records Retention Schedule.

90%

90%

100%
As a Filing Officer:

Serve as the filing official and ensure compliance from those required by the FPPC (Fair Political Practices Commission) to file Campaign Statement Forms bi-annually and during a general municipal election.

99.5%

99.5%

100%
Serve as the filing official and ensure compliance from those designated by the City Council to file a Statement of Economic Interest Form (Form 700).

99.5% 99.5% 100%
Monitoring compliance of the required AB 1234 (Ethics) and AB 1661 (Harassment) training for City Council Members and Commissioners.

99.5% 99.5% 100%
As an Elections Official:

Assist Candidates in meeting their legal responsibilities before, during and after an election. This requires providing accurate and thorough information in a courteous and timely manner.

N/A 100% 100%
2026
Election

INFORMATION TECHNOLOGY
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The Information Technology Division is responsible for management, support, and securing technology infrastructure, information systems hardware and software, telecommunications, and geographic information systems. The division provides leading-edge technology and related services to be utilized by the city departments.

Special services and functions of the division include:

• Provide information systems planning, decisions, and support. • Research new technologies to provide the latest technology and training. • Implement policies and procedures for the maintenance and operation of city computer systems. • Update and maintain computer hardware and software purchasing and licensing standards. • Implement and maintain telecommunications policies and procedures. • Implement and maintain security policies and security technologies to protect the City’s information systems.
• Implement and maintain geographic information systems to be used by Public Safety and Non-Public safety agencies.
• Implement and maintain inter-agency communications technologies and policies. • Establish and maintain:
o Network infrastructure and support system
o Wireless infrastructure
o Database and internet technologies
o System Recovery Plan
o Server and desktop computer systems, printers, and laptops o Computer hardware and software standards and support
o D ata exchange standards
o Telecommunication systems
o Security systems design and support
o System auditing and investigations
o Geographic information systems
o Application development

INFORMA TION TECHNOLOGY EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 825,348 983,811 1,092,459 108,648 1,140,815 48,356 Operations 1,913,785 1,089,434 1,871,702 782,268 1,652,020 -219,682 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 2,739,133 2,073,245 2,964,161 890,915 2,792,835 -171,326

INFORMATION TECHNOLOGY
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ACCOMPLISHMENTS

Recent accomplishments of the Information Technology Division include the following:

• Completed IT Master Plan and City-wide technology assessment. • Completed Energov re-implementation.
• Online Services for Enterprise Permitting and Licensing. • Implementation of OneMeeting agenda management/voting system. • Implemented Government Information Systems (GIS) Open Data for mapping information. • Implemented GIS based bike registry/golf cart registry. • Improve desktop management and endpoint security.
• Upgraded Ocotillo Park and Soccer Park network connectivity for cameras. • Upgraded backup system to have cloud backups/disaster recovery solution.

GOALS AND OBJECTIVES

City Council Goal D: Innovation
Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

D-1 Implement Information Technology Master Plan including consideration of providing additional public Wi-Fi access in parks.

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. • Enhance serviceability by adding/updating hardware and/or adding/updating server software, such as operating system, database, email systems, file server systems, telephone systems, IT management systems, enterprise workforce mobility, and enterprise/operational applications for public safety and non- public safety departments.
o Upgrade Internet Connectivity to 2G.
• Continue improving Enterprise Resource Planning and Enterprise Permit/Licensing systems. • Continue improving GIS data and mapping system.
o GIS public portal for CIP and planning projects.
• Continue utilizing/training staff on Office 365 to provide cloud storage, cloud email system, online collaboration, conferencing, instant messaging, and new office versions. o Enhance Identity management and security of Office 365. o Finish migrating shared folders to SharePoint system. • Improve IT security hardware, physical security/access controls, and software solutions. o Upgrade Server Room UPS
o Professional services: Implement Managed Detect and Response via Third Party and 24/7 Security Operations Center.
o Upgrade to faster firewalls with redundancy.

INFORMATION TECHNOLOGY
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D-5 Review broadband solutions to create economic development incentives and opportunities and improve the accessibility and affordability of reliable high-speed internet services.

• Continue improving public technology services such as o nline services, mobile services, p ublic parks services, traffic management, PEG television Channel, public facilities automation, and smart-city applications.
o Upgrade Council chambers audio/video systems
o Complete redesign of Cathedralcity.gov website.
o Complete One Meeting web streaming integration.

INFORMATION TECHNOLOGY
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

System Availability
The chart below tracks the uptime of network, telecommunications, and critical systems, with a target goal of

99.9%. Any uptime below 100% indicates system downtimes caused by software, hardware, bandwidth issues, or network failures.

Vulnerability Severity (90 Days)
The chart below illustrates the number of vulnerabilities by severity over a 90-day period. The objective is to reduce Critical vulnerabilities by 80% to 90%, and Important vulnerabilities by 70% to 90%. New vulnerabilities are discovered daily across various systems, making it challenging to keep up with patching, software updates, and system maintenance.

INFORMATION TECHNOLOGY
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IT Issues by Category (1 Year)
The chart below shows the percentage of issues by category over a one-year period. These issues result from failures in applications, misconfigurations, system components/modules, network connectivity, and user errors.

Software issues are the most common, followed by hardware problems. The goal is to take a proactive approach with preventative maintenance and measures to reduce the occurrence of issues.

FINANCIAL SERVICES
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The responsibilities of the Financial Services Department primarily include supporting other city departments, City Management, and City Council in implementing the policies and programs adopted by the City Council. In addition, the Financial Services Department advances City Council’s vision through the design and coordination of each division’s objectives within the department in supporting the Strategic Plan.

The Financial Services Department coordinates and leads the efforts of the Risk Management, Finance, Facilities, and Housing Successor Agency functions as well as the dissolution activities and winddown of the Successor Agency to the former Redevelopment Agency. Of primary importance, the Financial Services Department spearheads fiscal responsibility to ensure the continued financial health and sustainability of the City . Working through other departments and their corresponding divisions, the Financial Services Department provides direction to, coordinates, and administers these functions to support the City’s primary mission in servicing the needs of the citizens, businesses and constituents within the Cathedral City community. In addition, we work to mitigate risks through appropriate practices to include internal and external safety activities and insurance activities, to include (but not limited to) training programs offered through membership in our Joint Powers Authority, the Public Entity Risk Management Authority (PERMA) and our partnership with the Alliant Property Insurance Program (APIP) .

Financial Services also administers the City’s 401 (a), employee- sponsored money-purchase retirement plan and 457(b) deferred compensation employee retirement plans.

FINA NCIA L SERVICES - A DMINISTRA TION EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 581,372 653,715 554,147 -99,567 788,928 234,781 Operations 2,299 12,441 50,228 37,787 53,096 2,868
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 583,671 666,156 604,375 -61,781 842,024 237,649

FINANCIAL SERVICES
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ACCOMPLISHMENTS

Regarding the City’s 5-Year Strategic Plan, Financial Services participated in completing these goals during the past budget cycle:

City Council Goal A: Serving the Community with Pride and Dedication 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.
• Established workers compensation criteria and guidelines to utilize staff with light duty limitations. • Studied the need to reallocate staff resources including the use of contracts.

City Council Goal B: Community Investment
Cathedral City roads, gateways, public spaces, and other city infrastructure are well planned, designed, constructed, and maintained.
• Developed and implemented fleet management policies to establish vehicle replacements and utilization standards.
• Strengthened the use of the Capital projects fund (331) as part of development of the next biennial budget. • Implemented recommendations of the Facilities Master Plan.

City Council Goal C: Fiscal Stability and Sustainability 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. • Increased Council District Improvement Funds.
• Allocated resources necessary to achieve the Council’s goals and vision. • Continually reviewed and streamlined internal financial policies, procedures, and practices to remove unnecessary controls without sacrificing accountability and transparency. • Implemented improvements to purchasing practices and procedures aligning with procurement code requirements.
• Established a Risk Management program focused on claims reduction and minimizing litigation exposure by informing, engaging, training, and educating staff.

City Council Goal D: Innovation

Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.
• Worked with operations staff to identify, implement, and support the implementation of technology solutions to bolster IT security and improve operational, analytical, and management functions.

FINANCIAL SERVICES
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City Council Goal E: Safety
Cathedral City is safe for all who live, work, visit, and play in our community. • Continued to explore and utilize technology to promote public safety. • Established regular inspections of park equipment and playing fields to ensure they are well maintained and functional.

GOALS AND OBJECTIVES

Regarding the City’s 5 -Year Strategic Plan, Financial Services will lead specific actions and will support and participate in completing these goals during the upcoming budget cycle:

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

B-8 Implement recommendations of Facilities Master Plan

City Council Goal C: Fiscal Stability and Sustainability 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.

C-1 Implement improvements to purchasing practices and procedures to align with procurement code requirements.

C-2 Develop an inventory of contract services that are due for bid and request proposals.

C-7 Continually review and streamline internal financial policies, procedures, and practices to remove unnecessary controls without sacrificing accountability and transparency.

City Council Goal E: Safety
Cathedral City is safe for all who live, work, visit, and play in our community.

E-9 Supervise DRD to ensure park equipment and playing fields are well-maintained and functional.

RISK MANAGEMENT
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The Risk Management function is dedicated to identifying, assessing, and mitigating risks that could impact Cathedral City. Our mission is to ensure the safety of employees and the public while maintaining financial stability by managing liability and compliance effectively.

Key areas of concentration include general liability, workers' compensation, fidelity bonding, and property insurance. Risk Management services encompass loss prevention, control, financing, and recovery, ensuring risks are evaluated and managed through avoidance, reduction, retention, or transfer strategies.

ACCOMPLISHMENTS

• Maintained 100% compliance in Harassment Prevention Training • Added a Fine Arts policy to insure the City’s public art • Developed and implemented a Risk and Safety Committee • Successfully transitioned from AdminSure to Athens Administrator for the management of Workers’ Compensation claims
• Assumed responsibility for Workers’ Compensation and managed claims in collaboration with HR and department heads while maintaining focus on employee well-being • Coordinated employee training sessions with PERMA to enhance risk awareness • Strengthened liability management strategies to reduce exposure and claims • Recognized by PERMA – Outstanding Achievement in Reducing the Cost of Risk

GOALS AND OBJECTIVES

Risk Management’s Goals and Objectives include:

• Establish a comprehensive risk assessment framework
• Track and analyze risk data for improvement
• Implement a Risk Awareness and Training Program
• Strengthen Liability Management
• Support Risk-Related Policy Development
• Review department practices to minimize the potential for liability exposure • Maintain cost-of-risk levels for liability, workers’ compensation, and property insurance at acceptable benchmarks
• Ensure uninterrupted insurance coverage for the City throughout upcoming fiscal years • Enhance workplace safety initiatives to protect employees and the public • Promote safe work practices across the organization
• Introduce a risk-based inspection process for city facilities • Implement a streamlined process to ensure timely and consistent cost recovery for city property damage incidents

RISK MANAGEMENT EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 0 0 0 0 0 0
Operations 5,532,640 4,700,000 4,369,225 -330,775 4,806,147 436,922 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 5,532,640 4,700,000 4,369,225 -330,775 4,806,147 436,922

FINANCE
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The responsibilities of the Financial Services Department primarily include supporting other city departments, City Management, and City Council in implementing the policies and programs adopted by the City Council. In addition, the Financial Services Department advances City Council’s vision through the design and coordination of each division’s objectives within the department in supporting the Strategic Plan.

The Financial Services Department coordinates and leads the efforts of the Risk Management, Finance, Facilities, and Housing Successor Agency functions as well as the dissolution activities and winddown of the Successor Agency to the former Redevelopment Agency. Of primary importance, the Financial Services Department spearheads fiscal responsibility to ensure the continued financial health and sustainability of the City . Working through other departments and their corresponding divisions, the Financial Services Department provides direction to, coordinates, and administers these functions to support the City’s primary mission in servicing the needs of the citizens, businesses and constituents within the Cathedral City community. In addition, we work to mitigate risks through appropriate practices to include internal and external safety activities and insurance activities, to include (but not limited to) training programs offered through membership in our Joint Powers Authority, the Public Entity Risk Management Authority and our partnership with the APIP. Financial Services also administers the City’s 401 (a), employee-sponsored money-purchase retirement plan and 457(b) deferred compensation employee retirement plans.

FINA NCE EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 1,099,623 1,287,498 1,695,928 408,430 1,686,517 -9,411 Operations 809,978 390,135 508,094 117,959 514,412 6,318 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 1,909,600 1,677,633 2,204,022 526,389 2,200,929 -3,093

FINANCE
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ACCOMPLISHMENTS

Recent accomplishments of the Finance Division included the following:

• Received the Governmental Finance Officers Association’s Certificate of Achievement for Excellence in Financial Reporting for the City’s Annual Comprehensive Financial Report ( ACFR) for the fiscal year s ended June 30, 2022 and 2023. The City has now received this prestigious award for 19 straight years. • Received the GFOA’s Distinguished Budget Presentation Award for the City’s Biennial Budget for the two- year period beginning July 1, 2023. This was the ninth time the City received this prestigious award covering 17 years.
• Received the City’s annual audits for the fiscal years ended June 30, 2023 and 2024. As required, the City’s certified public accounting firm issued the Audit Communication (Statement on Auditing Standards (SAS) 114) Letter, Report on Internal Control, Single Audit Report , and Standard Independent Auditors Report.

No significant issues were noted in these letters.
• Achieved more than the minimum targeted 33% reserve fund balance level in accordance with City Council’s goal of financial solvency.
• Implemented the results of the comprehensive development impact fee (DIF) study. Continued with annual consumer price index (CPI) increases and any Council approved new fees added to the City’s User Fee Study.
• For the Enterprise Resource Planning system’s financial backbone (Tyler Munis), the City implemented:
o Employee Self Service to include electronic timekeeping, expense reimbursement and “cradle- to- grave” in-house payroll functions previously outsourced o Position Budget Control to improve salary and benefit budgeting and forecasting o Enterprise Asset Management (EAM) functions to include inventory, work orders and asset management and maintenance. These functions have been de ployed to various departments and divisions, e.g., public works, fleet, facilities and financial services. o Central Budget Entry function to allow City departments and divisions to enter and actively participate in determining their operating budgets.
o Trained City department/division staff on using the Tyler Munis financial system to inquire and report on the financial activity for their operations to include projects, purchasing and invoice activity.

FINANCE
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GOALS AND OBJECTIVES

The Finance Division’s overall goals are to ensure: (1) the City’s financial resources are protected through sound financial management, (2) the budget is properly implemented, and (3) the City’s financial activities are conducted in a legal, accurate, and timely manner. This is accomplished concurrently with providing quality financial management services to city staff, customers, and the community.

The Finance Division’s goals will be achieved through these strategies and underlying actions:

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

B-8 Implement recommendations of Facilities Master Plan

City Council Goal C: Fiscal Stability and Sustainability 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.

C-1 Implement improvements to purchasing practices and procedures to align with procurement code requirements.

C-2 Develop an inventory of contract services that are due for bid and request proposals.

C-7 Continually review and streamline internal financial policies, procedures, and practices to remove unnecessary controls without sacrificing accountability and transparency

City Council Goal D: Innovation
Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

D-1 Implement Information Technology Master Plan including consideration of providing additional public Wi-Fi access in parks.

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.

• Complete and improve the installation of the Tyler EnerGov software to automate, improve and streamline the plan review, permitting and inspection processes

FINANCE
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance Measure

FY 2021
Actuals

FY 2022
Actuals

FY 2023
Actuals

FY 2024
Actuals
FY 2025
YTD
Actuals
Yearend General Fund balance as
percent of next year’s budgeted
expenditures

49.32% 59.61% 56.36% 55.93% TBD
EFT vendor payments as a
percent of total payments 37.21% 40.96% 46.08% 60.22% 66.65% Active in-town business licenses
issued 1,107 1,057 1,284 1,015 TBD

Performance Measure

Description

Baseline

FY 2024
FY 2025
YTD

Goal
ACFR

Number of months
after end of the fiscal
year when ACFR is
issued
6 6 Unknown 6
Debt Service Payments
Percentage of timely
debt services
payments
100% 100% 100% 100%

FACILITIES
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The Facilities Division consists of a team of highly skilled trade staff maintaining the City’s buildings, facilities, and adjacent grounds for the community. The mission is to provide quality service in an efficient and professional manner to ensure the City’s buildings’ safety and comfort. The Facilities Division is responsible for the detailed daily preventive maintenance and repair s to keep the City’s buildings, facilities, and adjacent grounds in well maintained operational condition. The Facilities Division prepares specifications for projects related to City facilities, such as, roof replacements, interior building remodels, contracted exterior painting projects along with heating, ventilation and air conditioning repairs or replacements. In doing so, staff embrace safety, courtesy, integrity, and excellent customer service while providing a comfortable, safe, economical, and easy to maintain work environment.

ACCOMPLISHMENTS

Recent accomplishments include the following, comprised of tasks from the Facilities Master Plan/Facilities Condition Assessment (FCA) as well as items not listed in the Facilities Condition Assessment:

Amphitheater:
• Replaced the Heating, ventilation, and air conditioning (HVAC) system in the Amphitheater electrical room.

Bell Tower:
• Repaired damaged stucco and repainted Bell Tower.
• Installed new HVAC mini split system.

City Hall:
• Installed non-slip epoxy coatings on stairwell walking surfaces in City Hall. • Replaced aged storage tank water heaters with energy efficient tankless water heaters in City Hall. • Replaced appliances in the employee breakroom with more energy efficient models: stove, refrigerator, dishwasher, microwave and ice machine.
• Replaced the HVAC unit in the civic center gym.
• Installed Pelican HVAC energy management system in City Hall and Police Department. • Installed fixed roof access ladders leading to the third-floor roof of City Hall. • Constructed two new offices in the Community and Economic Development Department. • Installed new doorway in the Finance Department.

FACILITIES EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 546,857 404,282 501,536 97,253 535,529 33,993 Operations 1,972,274 1,708,101 2,992,245 1,284,144 2,798,580 -193,665 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 2,519,130 2,112,383 3,493,781 1,381,397 3,334,109 -159,672

FACILITIES
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Century Park:
• Installed non-slip epoxy coatings to restroom floors and painted walls and ceilings. • Installed new toilets, urinals, and sinks.
• Upgraded lighting to Light-emitting diode (LED) lights.

Festival Lawn:
• Relocated and installed two new power bollards.

Fountain of Life:
• Removed soft surfaces around the fountain and replaced with colored concrete. • Installed galvanized fencing around the fountain.
• Installed fully automated high-efficient controls and equipment in the fountain’s vault. • Installed an automated water leveling system inside the fountain’s water storage and supply tanks. • Purchased confined-space entry equipment for safe entry into the fountain’s vault and storage tank.

Fire Station 410/412:
• Installed new cabinets and countertops in kitchen and bathrooms. • Upgraded lighting system with new LED high-efficient recessed can lights throughout the facility. • Painted walls, ceilings, and doors throughout the facility. • Installed new laundry equipment washer/dryer.
• Installed three new evaporative coolers.
• Replaced rooftop packaged unit.

Fire Station 411:
• Replaced nonfunctioning HVAC split system with a new high efficiency mini split system in the front office, restroom and workshop area.
• Constructed a concrete pad, and matching block wall for the installation of two new evaporative coolers for the apparatus bay temperature control.
• Installed insulation on all HVAC supply vents to prevent heavy condensation and condensate water from dripping on floors throughout the station.

Fire Station 413:
• Removed and replaced staircase surfaces on the east and west side of the facility. • Replaced windows throughout the facility.
• Installed new kitchen/bathrooms, cabinets and countertops. • Installed new window coverings throughout the facility. • Repaired roof by activating the warranty.

Library:
• Recoated and resealed flat roof surfaces.
• Upgraded exterior building, walking path, and parking lot lights to new LED high efficiency lights. • Demolish and remove uninterruptable power supply and two variable frequency drives.

FACILITIES
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Ocotillo Park:
• Installed non-slip epoxy coatings to restroom floors. • Painted walls and ceilings.
• Installed new toilets, urinals, and sinks.
• Upgraded lighting to LED lights.

Panorama Park:
• Installed 24-hour dedicated power supply to camera system. • Installed non-slip epoxy coatings to restroom floors. • Painted walls and ceilings.
• Installed new toilets, urinals, and sinks.
• Upgraded lighting to LED lights.
• Reroofed damaged shade structures.
• Installed additional lights around playground equipment.

Police Department:
• Replaced the HVAC unit in the jail.
• Replaced the HVAC unit in the men’s locker room.
• Installed non-slip epoxy coatings on stairwell walking surfaces. • Replaced aged storage tank water heaters with energy efficient tankless water heaters. • Replaced broken and raised concrete areas entering the Police Department from the ground level. • Remodeled dispatch kitchen area with new cabinets, countertops, sink, refrigerator, and microwave oven .

Public Works:
• Installed new laminate floors in the restrooms, kitchen employee break room, and offices. • Painted exterior roof fascia, door, and window frames. • Installed storage container with electrical, lighting, insulation, and temperature-controlled HVAC system. • Installed new kitchen cabinets and countertops.
• Removed automatic transfer switch and abandoned A/C unit.

Dennis Keats Soccer Park:
• Installed non-slip epoxy coatings to restroom floors. • Painted walls and ceilings.
• Installed new toilets, urinals, and sinks.
• Upgraded lighting to LED lights.

Town Square:
• Replaced raised and broken concrete sections throughout Town Square. • Repainted purple poles, benches, columns, handrails, and shade structure pergolas. • Installed new bottle filling and pet friendly drinking fountain. • Sandblasted concrete areas in front of the fountain of life to remove tree sap and water stains .

FACILITIES
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GOALS AND OBJECTIVES

City Council Goal A: Serving the Community with Pride and Dedication Through diversity, equity and inclusion driven employee programs and employee experiences, Cathedral City is the employer of choice with a workforce that is engaged, motivated and respected public stewards.

The Facilities Division has recruited and hired two new full-time Maintenance Worker I team members. The Facilities Division now has four full -time team members support ing the City’s daily maintenance and operations responsibilities seven days a week. The two additional team members will be more cost effective than bringing in outside vendors to perform preventative and daily maintenance duties.

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

The Facilities Division , in coordination with MAAS Companies and Terracon, has developed and adopted a new Facilities Master Plan as well as a preventative maintenance schedule. The Facilities Division’s goals and objectives are being accomplished by prioritizing the Facilities Master Plan. The Facilities team has repaired, upgraded and/or replaced 23 of the 30 items identified in the facilities condition assessment. They will be making repairs, upgrades, and replacements on the seven remaining items identified in the facilities condition assessment. The Facilities team has identified preventative maintenance measures/checklists for the ten City-owned facilities below to ensure City facilities achieve or extend beyond their expected life:
• Amphitheater
• Bell Tower
• Civic Center/City Hall/Police/Jail
• Fire Stations 410/412
• Fire Station 411
• Fire Station 413
• Library
• Parking Structure
• Public Works Maintenance Building
• Town Square Park and Fountain of Life

Several near-term goals identified along with the Facilities Master Plan will maintain facilities in safe condition and in compliance with applicable building codes and regulations. Facilities will c ontinue to identify and implement possible improvements to reduce costs and expand services to result in a more efficient operation. Specific near- term goals are as follows:

Amphitheater:
• Clean, condition and reseal the soft surfacing underneath the playground equipment . • Install nonslip epoxy floors in restrooms.
• Install retaining wall near playground area.

Bell Tower:
• Install fall protection and self-retrieving lifeline equipment on roof access ladder.

Century Park:
• Install a new water bottle filling station with pet friendly drinking bowl. • Install new toilets in the restroom.

FACILITIES
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Fire Station 410:
• Install new carpets in the administration offices.
• Paint and upgrade fixtures.
• Upgrade kitchen.

Fire Station 412:
• Construct new sleeping and restroom space for additional staff. • Install new carpets in the dorm room and day room.

Fire Station 413:
• Construct new sleeping and bathroom space for additional staff. • Paint the interior of the building.
• Upgrade lighting to all LED lights throughout the facility. • Upstairs patio/gym area, install windows, flooring, LED lights, HVAC split system, and exhaust fan for outdoor cooking area.
• Paint walls, ceilings, doors throughout the facility. • Weightroom floor replacement and build enclosure.

Library:
• Install security cameras around the library.
• Reseal/recoat parking lot.

Panorama Park:
• Replace pergolas near playground equipment.

Patriot Park:
• Paint shade structures.
• Replace pergolas on storage building.
• Repair damaged roof tiles on shade structures and storage building.

Public Work Maintenance Yard:
• Install new fencing.

City Council Goal C: Fiscal Stability and Sustainability 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.

• The Facilities Division has been participating in monthly City risk management meetings and have identified several areas requiring specialized training along with areas that require safety equipment. Examples are confined space entry equipment and certified training, ladder safety, fall protection equipment and certified training, aerial lift operations and maintenance certified training. • The Facilities Division installed four fixed roof access ladders with fall protection cages on the third floor of the Civic Center. Facilities purchased and will install new fixed fire escape ladders in the PD dispatch area. • Facilities will install new roof access ladders in FS 412 and FS 413.

FACILITIES
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City Council Goal D: Innovation
Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

• Facilities have assisted IT with the installation of cameras, CAT -6 cabling, antennas, electrical, and trenching to improve the accessibility and affordability of reliable high speed internet services throughout City facilities.
• Facilities recently installed over 1,200 lineal feet of electrical wire to support the 24- hour camera feed throughout Panorama Park.
• Facilities will create a regular maintenance schedule for the camera and IT components at City facilities.

City Council Goal E: Safety
Cathedral City is safe for all who live, work, visit, and play in our community.

• Facilities will develop and implement general daily, monthly, and yearly safety inspections for facilities to ensure they are well maintained and functional

FACILITIES
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PERFORMANCE MEASURES
Performance Measures for FY 2025/2026 and FY 2026/2027:

WORK ORDER COMPLETION RATES

FY 2023/2024:
• Converted over to the Tyler ERP Asset Management (Maintenance) system and completed approximately 1,126 work order requests during FY 2023/2024. Averaging a total of 94 work orders completed monthly.

FY 2024/2025:
• Completed approximately 1,759 work order requests during FY 2024/2025. Averaging a total of 147 work orders completed monthly.

FY2025/2026 and FY2026/2027:
• Will continue utilizing Tyler ERP Asset Management to manage work orders for the city’s facilities. The goal is to average more than a total of 150 work orders completed monthly, with the current team while also working off any backlog of work orders.

WORK ORDER RESPONSE TIME

FY2023/2024 and FY2024/2025:
• Average response time has significantly improved. At the beginning of FY2023/2024, the time was several days to a month for work orders to be assigned and completed. With the staffing profile achieved in FY 2024/2025, we have been able to lower our work order response time to the same day or within 24hrs depending on the urgency of the work order.

FY2025/2026 and FY2026/2027:
• Will continue to have an average response time of same day or within 24 hours, depending on the urgency of the work order.

INSPECTION CHECKLISTS AND PREVENTATIVE MAINTENANCE

Inspection checklists were first implemented in FY 2024/2025.

For FY2025/2026 and FY2026/2027, inspection checklists will continue to be utilized:

• Daily Inspections:
o Town Square and Fountain of Life
o Civic Center
o Amphitheater
• Weekly Inspections:
o Parking Structure
• Monthly Inspections:
o Each building (Civic Center, Fire Stations 411, 410/412, and 413, Libraries, Public Works) • Quarterly Inspections:
o Building roofs

FACILITIES
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The Safety Culture app is used for inspection lists as they apply for each building (and for Fountain of Life and Parking Structure, which have distinctive inspection requirements).

• HVAC system: visual inspection, cooling tower inspection, boiler maintenance and inspection, return filter replacement: inspect duct work, clean coils, check refrigerant, lubricate moving parts. Inspect electrical components test thermostat calibration, condensate drain line cleaning and inspect belts and pulleys.

• Emergency backup generator: visual inspection, oil and filter change. Air filter change, fuel system inspection, battery inspection, cooling system maintenance, load bank testing, electrical system inspection and exhaust system inspection.

• Fire alarm and monitoring system: visual inspection, water suppression (sprinklers) system testing, functional testing, battery inspections, sensitivity testing, notification device testing, control panel maintenance, cable and connections testing, monthly visual inspection, documentation and reviews.

• Fountain of Life: visual inspection, inspect pump and reservoir, inspect benches and fence for maintenance issues, water chemical testing, power washing.

• Parking structure: Elevators, charging stations.

COMMUNITY AND ECONOMIC DEVELOPMENT
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The mission of The Community and Economic Development Department is to administer, encourage and promote the development and maintenance of the City in a comprehensive manner that links living environments, shopping and service needs, employment opportunities, transportation, and recreation, to provide a well-functioning, safe, stable, and livable community. To achieve this mission, the Development Services Department is responsible for the Administration, Economic Development, Community Planning and Design, Building Inspections and Enforcement of Codes.

COMMUNITY A ND ECONOMIC DEVELOPMENT - A DMINISTRA TION EXPENDITURES FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 859,326 374,003 419,403 45,400 436,805 17,402 Operations 436,513 291,334 284,098 -7,236 287,012 2,914 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 1,295,839 665,337 703,501 38,164 723,817 20,316

ECONOMIC DEVELOPMENT
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Cathedral City’s business -friendly environment helps companies of various sizes and industries start -up, grow, thrive, and succeed. The city fosters real partnerships and collaborations with local businesses in order to contribute to their continued success, as integral members of the Cathedral City community. The City of Cathedral City created the Economic Development team to provide specialized services to the business community.

The California Association for Local Economic Development (CALED) defines Economic Development as the creation of wealth from which community benefits are realized. It is more than a jobs program; it’s an investment in growing your economy and enhancing the prosperity and quality of life for all residents.

Economic development means different things to different people. On a broad scale, anything a community does to foster and create a healthy economy can fall under the auspice of economic development. Today’s economic development professionals are trying harder than ever to define their field in terms that are more concrete and salient to policymakers, the public, and other professionals. There are probably as many definitions for economic development as there are people who practice it.

From a public perspective, local economic development involves the allocation of limited resources – land, labor, capitol and entrepreneurship in a way that has a positive effect on the level of business activity, employment, income distribution patterns, and fiscal solvency.

ECONOMIC DEVELOPMENT EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 293,434 235,279 272,234 36,955 292,806 20,572 Operations 526,097 322,960 122,265 -200,695 120,199 -2,066 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 819,532 558,239 394,499 -163,739 413,005 18,506

ECONOMIC DEVELOPMENT
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Economic Development activities fall into 5 Strategic Pillars:

The Economic Development team has formulated a Roadmap that outlines efforts to better support the needs of Cathedral City residents, visitors, and stakeholders. Strategic economic development planning and execution is demanding and complex. Long- term in n ature, strategic economic development must quickly adapt to changing markets, emerging technologies and capitalize on unforeseen opportunities.

ECONOMIC DEVELOPMENT
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ACCOMPLISHMENTS

The Economic Development Division underwent a restructuring in 2024, shifting from being a standalone division into being incorporated as a division of Community and Economic Development. This change also included an addition of an Analyst that is shared with the City Manager’s Office. Since September 2024, the newly staffed division has accomplished the following key items:

• Established and maintained relationships with personnel from other governmental organizations, non- profits, and financial institutions.

o These relationships will be leveraged to broaden the support Cathedral City businesses and residents receive in the future, such as business workshops and workforce development programs.

• Launched the Development Dashboard.

o The Development Dashboard is a GIS -based website that showcases multiple commercial, residential, and mixed-use projects in the City, from pre-entitlement to completion.

• Reevaluated Economic Development contracts and sponsorships to reallocate $92,000 that will be used to better serve Cathedral City businesses.

o The division is exploring ways to potentially repurpose these funds in the form of shop- local programs or business support packages.

ECONOMIC DEVELOPMENT
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• Personally invited 180 Cathedral City businesses and the general public to a free Small Business Workshop hosted in conjunction with nine (9) different organizations (governmental, non-profit, and financial):

1. Accessity

2. AMPAC Business Capital

3. California Office of the Small Business Advocate (CalOSBA)

4. Coachella Valley Small Business Development Center (SBDC)

5. Coachella Valley Women’s Business Center (CVWBC)

6. Greater Coachella Valley Chamber of Commerce (GCVCC)

7. Sun Community Federal Credit Union

8. The Caravanserai Project

9. U.S. Small Business Administration (SBA)

• Aided in a national site selection process.

o Multiple cities across various states were considered, and Cathedral City ranked among the top.

This demonstrates that Cathedral City is now nationally recognized as a potential hub for large- scale development.

• Participated in multiple Economic Development panels in the private and non-profit sectors.

o Across Southern California, Economic Development took part in panels to promote Cathedral City and offer insight on the City’s current Economic Development efforts.

• Started the process for a Strengths, Weaknesses, Opportunities, and Threats (SWOT) Analysis for the automotive sector.

o The SWOT Analysis will provide Cathedral City with a better understanding of the state of the automotive sector which will allow the City to know the best way to support and strengthen the sector moving forward.

• Began to develop a robust repository of business resources.

o Modifications have been made to the Business License distribution process to now include a link to the E conomic Development page of the City website where business resources are readily available.

• Provided key support to other City Departments/Divisions on topics like housing and contract evaluations.

o Utilizing Economic Development’s professional network, the Planning Division was able to meet with other non-profit organizations to gain a better understanding of how to address housing issues.

o Economic Development contributed valuable input into assessment of the state of the 13.5- acre development taking place near City Hall.

ECONOMIC DEVELOPMENT
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GOALS AND OBJECTIVES

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

B-5 Conduct community engagement with Cove residents on proposed improvements to Chuperosa Lane.

o Update: 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.

City Council Goal C: Fiscal Stability and Sustainability 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.

C-3 Consider the acquisition of an underutilized site on Cathedral Canyon and work to activate the site. o Update: Economic Development will continue working with the City Manager’s Office to identify best uses for city-owned properties. A Request for Proposal (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-4 Evaluate data and work with partner agencies to identify holes in the local economy and develop plans to address.

o Update: 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 t hat helps provide information needed by new and existing developers and site selectors. Economic Development is currently evaluating the sponsorship and ROI.

C-6 Implement a private development entitlement and plan review system which is predictable, streamlines internal intake and review processes and creates applicant experiences which are facilitative vs regulatory.

Upon completion of EnerGov Implementation, create an updated Development Resources Guide o Update: Economic Development will work with Development Services and Finance to incorporate the resource guide to the website which can include “how to” tutorials in English and Spanish. Staff has begun the template for the development resources guide. This document will also include an associated video to allow for quick tips on navigating the development process.

ECONOMIC DEVELOPMENT
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C-8 Initiate a Small Business Roundtable or industry specific taskforces to identify needs and support strategies. o Update: With the start of a new Economic Development Manager in September 2024, staff has regularly attended meetings of the Cathedral City Auto Center (CCAC). A SWOT Analysis is being considered as the industry continues to face challenges and adaptation needs to be made in a strategic manner.

o 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. The GCVCC agreement as well as the CVEP agreement are being analyzed for their ROI. Staff will provide recommendations for FY 2026/2027.

City Council Goal D: Innovation
Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

D-5 Review broadband solutions to create economic development incentives and opportunities and improve the accessibility and affordability of reliable high-speed internet services.

o Update: HR Green is currently managing broadband efforts in Palm Springs and Palm Desert and is leading the CVAG regional effort. A meeting was held with City staff and HR Green to discuss these collective efforts and what more Cathedral City can do locally.

o Economic Development will work with IT and Public Works ( PW) to identify progress and funding for these efforts.

City Council Goal F: Embracing, Inclusive City

Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options, and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

F-3 Promote additional community events and celebrations.

Continue to facilitate the attraction and promotion of community events which celebrate our diversity, build a cohesive community, and support local business.
o Update: 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.

F-11 Review land use regulations to support diverse, accessible, and affordable housing.

ECONOMIC DEVELOPMENT
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Additional Goals and Objectives:

Work with Riverside County to locate the potential RUHS community health center in Cathedral City o Update: 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.

Develop standard plans, streamlined processes and educational materials that promotes accessory dwelling unit (ADU’s) to increase housing production
o Update: Economic Development will work on promoting the use of the ADU plans through educational videos and on the Economic Development Webpage.

PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Cathedral City’s economic development strategy is built around five core pillars, each supported by targeted performance measures. These performance measures provide a framework for evaluating progress, aligning initiatives with strategic goals, and ensuring measurable community impact. Rather than focusing solely on job creation, these measures reflect a broader commitment to business support, entrepreneurship, workforce development, housing, and regional collaboration.

Summary of Key Performance Areas
Business Attraction, Retention & Expansion
• Conduct outreach to local businesses and stakeholders • Provide educational resources to support business growth • Offer direct assistance for business attraction, retention, and expansion • Engage regularly with workforce and community development partners • Promote participation in workforce training and certification programs Entrepreneurship Support
• Increase engagement with new business startups
• Host small business workshops in partnership with regional organizations • Facilitate mentorship opportunities between entrepreneurs and established businesses Housing & Quality of Life
• Collaborate with affordable housing developers
• Participate in regional housing coordination efforts
Tourism & Regional Collaboration
• Partner with regional agencies to market Cathedral City • Support tourism growth through targeted campaigns
• Engage in regional economic development discussions and committees

ECONOMIC DEVELOPMENT
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Performance Measure

Definitions

FY 2025
Baseline

FY
2026

FY
2027

Goal for
each fiscal
year
Conduct surveys of
businesses and
stakeholders.

Track the number of formal feedback
surveys distributed and collected from
businesses and key stakeholders to inform
program development and gauge
satisfaction.
2 4 4 4
Create business
educational videos.

Develop and publish informative video
content focused on helping local
businesses grow, comply with regulations,
or access resources.
0 5 5 5
Assist businesses through
attraction (new business),
retention (preventative
assistance), or expansion
(existing businesses).

Provide direct support services, incentives,
or referrals to businesses seeking to open,
remain, or grow in Cathedral City.
5 10 10 10
Meet with workforce
organizations,
stakeholders, and
community members (CET,
OneFuture, COD, CVWBC,
SBDC, RivCo ED, etc).

Host meetings with workforce
development partners and community
stakeholders to collaborate on initiatives
and ensure alignment with goals.
5 10 10 10
Host Small Business
Workshops in collaboration
with RivCo ED, the
Coachella Valley Women’s
Business Center, and
similar organizations.

Track the number of workshops conducted
in partnership with regional agencies to
educate and support small business owners
and entrepreneurs.
1 5 5 5
Meet with housing
developers.

Document Meetings and collaborative
efforts with developers focused on
implementation of the Housing Element
creating or supporting affordable housing
projects in Cathedral City, including the
negotiation of affordable housing as part of
market rate projects.
5 6 6 6

PLANNING
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The Planning Division is responsible for implementing and recommending land use policies including those within the City’s General Plan and Zoning Ordinance, the review of development applications for consistency with the City’s standards and policies relating to land use and preservation and advising the Council and community on current planning practices to ensure the quality of life will be maintained or enhanced for future generations.

Services provided by the Planning Division include:

• Public assistance related to planning and zoning matters. • Review and approval of permits including Special Use Permits, Sign Permits, Film Permits, Dance Permits, Sexually Oriented Business Permits, Peddler and Handbill Permits, and Christmas Tree Lots. • Review and approve zoning clearances and home occupation permits for home-based businesses. • Provide staff support to the City Council, the Planning Commission, Architectural Review Committee, Historic Preservation Committee, and other City departments. • Process development applications, including conditional use permits, design reviews, subdivisions and planned unit developments and present them to the Architectural Review Committee, Planning Commission and City Council, as applicable.
• Prepare and process updates and revisions to the General Plan, Municipal Code, City specific plans, and design guidelines.
• Ensure environmental policies and procedures prescribed by federal, state, and local laws, are adhered to for all private and public development projects within the City. • Provide public records and property land use and entitlement history. • Prepare zoning verification letters.
• Review and approve Alcohol Beverage Control (ABC) licenses.

PLA NNING EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 671,092 760,071 891,083 131,012 854,415 -36,668 Operations 155,883 326,755 678,788 352,033 333,810 -344,978 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 826,976 1,086,826 1,569,871 483,044 1,188,225 -381,646

PLANNING
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ACCOMPLISHMENTS

Council Goals Accomplishments:

Goal C: Fiscal Stability and Sustainability
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.

C-6 Complete and improve the utilization of EnerGov software to automate, improve, and streamline building plan review, permitting, and inspection processes

C-10 Update the Thousand Palms Fiscal Analysis

C-12 Implement a private development entitlement and plan review system which is predictable, streamlines internal intake and review processes, and creates applicant experiences which are facilitative vs regulatory
o Review existing processes and procedures.
o Reduce review timeframes.
o Update development handouts.

C-13 Implement necessary hardware/software and provide necessary training to fully transition to electronic plan submission and review including the ability to review and issue over the counter permits

C-16 Procure additional professional service contracts to increase staff capacity related to private development plan review, building plan review and inspections, capital project delivery, and land use planning to ensure required city services are performed based upon applicant need vs staff availability

City Council Goal F: Embracing, Inclusive City

Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options, and vibrant businesses. Our neighborhoods are attractive and well-maintained and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

F-2 Address parking and paving provisions in the code for residences F-3 Prohibit parking in front of mailboxes
F-7 Develop a marketing plan to promote and raise 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 and celebrations which adds to the City’s culture, support of the arts, and creation of a positive community identity.

F-19 Develop standard plans, streamlined processes and educational materials that promotes ADU’s to increase housing production
o Facilitate the development of quality and diverse housing that is affordable to all income levels (with Economic Development).

PLANNING
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Recent accomplishments of the Planning Division include the following:

The Planning Division underwent a significant transformation during the previous budget cycle and is comprised of a new Planning team from when the previous budget cycle began. Yet, the Division still met many of its goals.

Two accomplishments particularly stand out as they have elevated the Division and are instrumental to the Division’s ongoing success.

• Energov. Energov has been implemented in the Division. All planning applications are submitted electronically. Plans are electronically reviewed by the Planning, Engineering, Fire, and Building via Bluebeam, a software that allows multiple users to review and comment on plans. Through Energov, the Division is responsive to applicants and provides for efficiency.

• Zoning Code Update – Shaping Cathedral City. In December the City Council approved a contract with Mintier Harnish to completely re-write the development code to address the limitations of the current zoning code. By modernizing the code, the city can foster economic growth, facilita te growth and development, improve housing availability, implement contemporary planning strategies, and enhance the overall quality of life for residents.

Other accomplishments:

• Creating a facilitative development review process.
o Applications are submitted via the Citizen Self Service (CSS) Energov portal o Review of project plans are electronic via Bluebeam by Engineering, Fire, and Building o The Development Services Committee (DSC) meetings have been increased to bi-monthly o New projects are introduced to the DSC for high- level discussion with subsequent transmittal of plans to the DSC members.
o 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. o Post-entitlement phase permits are coordinated in DSC to ensure consistency with conditions of approval and entitlement documents.
o New SharePoint access that can be shared with consultants outside of the City’s network

• General Plan Annual Progress Report – comprehensive implementation progress report of 13 general plan elements
o Planning Commission approved 55 projects.
o Architectural Review Committee approved 38 projects.

• The City’s Housing Element has been certified by the State Housing and Community Development Department
• Thousand Palms Annexation
• The Agnes Pelton Home and Studio has been designated a historic property • Cathedral City pre-approved ADU program has been implemented • In compliance with Senate Bill ( SB) 9 the Zoning Code includes provisions for urban lot splits and 2- unit residential projects in R1 zones
• Code amended to address parking in R zones and to prohibit parking in front of mailboxes • Professional contracts in place for staff augmentation • Major projects approved – 1,345 new residential units and 169,779 square feet of commercial space o Rio Vista Village/Verano Specific Plan Amendment – 834 residential units o The Wren – 204 residential units
o Mountain View Estates – 110 residential units
o Nirvana Estates – 101 residential units

PLANNING
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o Desert Bloom – 96 residential units
o Rosemount Storage –169,779 square feet of commercial space

• Major projects under review
o CV Commerce Center – 7.9 million square feet of industrial and office space o King’s Schools Campus – 25,545 square feet (gymnasium, classrooms, administration) o Forest Lawn Specific Plan – expansion up to 295,000 square feet of space

• Commissions and Committees
o Planning Commission approved 55 projects
o Architectural Review Committee approved 38 projects

• Administratively approved 460 construction plan reviews, 43 minor projects, 99 sign permits, and 91 home occupations

GOALS AND OBJECTIVES

Planning Division Goals:

• Upon completion of EnerGov Implementation, create an updated Development Resources Guide. • Complete and improve the installation of the Tyler EnerGov software to automate, improve, and streamline the plan review, permitting and inspection processes.

City Council Goal F: Embracing, Inclusive City

Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options, and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

F-1 Develop comprehensive strategy to amend zoning code and 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 6) continued implementation of new state legislation.

F-11 Review land use regulations to support diverse, accessible, and affordable housing.

F-13 Develop and implement an outreach strategy to determine if services are addressing the needs of our diverse community including families, retirees, and Spanish speaking population.

PLANNING
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance Measure 2023 2024 2025 2026
Development applications received (requiring Planning Commission (PC) approval) 19 32 20 25
Average # of active development applications per planner 6 8 7 8 Administrative applications received 40 36 30 35
New Performance Measures for FY 2025/2026 and FY 2026/2027:

• Adoption of the City’s new development Code: Shaping Cathedral City – Modernizing Land Use and City Design
• Annually review progress of implementation of General Plan goals and policies, including the Housing Element
• Annually review legislative updates and amend the zoning code accordingly, including regulations addressing ADUs and AB 98
• Utilize Energov for reporting and tracking purposes
• Continue to improve upon the development review process o Create a streamlined and effective development resources guide o Revise development application forms and checklists to facilitate the Energov submittal process o Developer standards review checklists
o Develop standardized conditions of approval templates o Expand the preliminary review process to include meeting with developers • Continue to support the professional development staff • Apply for grants and seek funding sources that expand on the code update and/or implement provisions of the new code

Performance Measure

FY 2025
Baseline

FY
2026

FY
2027

Goal
Adoption of new Development Code: Shaping Cathedral City – Modernizing Land Use and City Design
5% 60% 100% 100%
Project intaking timelines from online submittal to completeness check within 5 business days
40% 60% 80% 90%
Professional development of staff (training/continuing education unit (CEU)) 8 hours per year)
75% 85% 100% 100%
Processing timelines for major projects (assumes CEQA exemption) • 1st review from DSC distribution to 1st comments within 20 days 20% 40% 65% 70% • Time from completed 1 st review to Architectural Review Committee (ARC) or PC within 120 days
15% 35% 50% 60%
Processing time for administrative and ministerial applications • 1st review, from start of electronic plan review to 1 st comments within 20 days
20% 50% 75% 90%
• Time from completed 1 st review to approval or ARC within 45 days
20% 50% 70% 80%

BUILDING
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The Building Division is responsible for the issuance of building permits and collection of fees, providing plan check and inspection services, coordinating with the Code Division on building and safety matters, and providing assistance to the public in ensuring construction in Cathedral City is safe, accessible, and code compliant. Services provided by the Building Division include:

• Permit issuance and inspections for new commercial and residential construction, residential remodels, commercial tenant improvements, residential and commercial solar systems, new mobile home installations, additions and improvements, pools, patio covers, signs, block walls and fences, mechanical/HVAC systems, plumbing such as water heaters, and electrical upgrades. • Construction plan review and approval including coordination with other departments. • Ensure all construction is completed in compliance with the ADA. • Business license inspections and occupancy clearances. • Building code interpretation and appeal.
• Code Compliance Division support.
• Public records and property permit history.
• Prepare monthly and quarterly reports for submittal of pass-through fees to State and other agencies. • Inspections of buildings damaged by fire and vehicle accidents (Fire and Police Department referrals).

BUILDING EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 714,484 823,016 948,883 125,867 1,006,602 57,719 Operations 497,627 426,934 323,075 -103,859 328,358 5,283 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 1,212,110 1,249,950 1,271,958 22,008 1,334,960 63,002

BUILDING
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ACCOMPLISHMENTS

City Council Goal C: Fiscal Stability and Sustainability

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.

C-12 Implement a private development entitlement and plan review system which is predictable, streamlines internal intake and review processes, and creates applicant experiences which are facilitative vs regulatory o Development Services Committee: bi -weekly discussions regarding conceptual projects, pre- and post-entitlement as well as project status (C-5) Accomplished

C-13 Implement necessary hardware/software and provide necessary training to fully transition to electronic plan submission and review including the ability to review and issue over the counter permits:

Accomplished

C-16 Procure additional professional service contracts to increase staff capacity related to private development plan review, building plan review and inspections, capital project delivery, and land use planning to ensure required city services are performed based upon applicant need vs staff availability o Building has executed a three- year Professional Services Agreement with HR Green, for on- call building inspection and plan-review. Accomplished

City Council Goal F: Embracing, Inclusive City

Cathedral City is valued and respected as a community that welcomes and embraces diversity, has an abundance of high quality and affordable housing options, and vibrant businesses. Our neighborhoods are attractive and well-maintained and issues surrounding homelessness have been compassionately addressed with thoughtful, coordinated, and collaborative programs.

F-19 Develop standard plans, streamlined processes and educational materials that promotes ADU’s to increase housing production

Additional recent accomplishments of the Building Division include the following:

• Building has transitioned to a fully digital permit and licensing (EPL) system, offering 24/7 online access E- plan checking, online inspections, digital inspections (2025), integrated payments, rapid permit issuance, and pre-approved ADUs streamline the process. Public kiosks with scanning are also available. • Major projects approved or under construction include Desert Marigold Housing (previously Extended Stay), Cathedral Cove Center, Quick Quack Carwash, Denny’s (completed), Dave’s Hot Chicken (completed), Kids World (completed), Mechanics Bank, Chapel at Saint Louis Church, and the C4 Industry cannabis facility.
• Upon completion of EnerGov Implementation, create an updated Development Resources Guide. • Complete and improve the installation of the Tyler EnerGov software to automate, improve, and streamline the plan review, permitting and inspection processes.
• Completed, automated permit submittals, Blue Beam plan- review, Energov workflows, automated inspection requests and real-time inspection resulting

BUILDING
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GOALS AND OBJECTIVES

Building Division Goals:
• Digital Inspection Program (DIP) pilot program has been launched and forecasted to go live February 22nd. o One submittal allows applicants to submit their application as well as photos of their work on the CSS Portal
o Inspections are performed digitally, no field visit or inspection requests necessary o Inspections resulted online, or comments written and available immediately on the Portal • Hire full-time Building Inspector (reflected in 2026/2027 budget) • Achieve 100% CEU compliance for staff
• Next Business Day Inspection - 92% or greater
• Initial Plan-Review Turnaround (business days):
o 15 Days for Major Projects, 95% or greater
o 8 Days for Minor Projects, 95% or greater

PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

1. Plan-Check Turnaround for Initial Review
a. Key Performance Measure ( KPM): Percentage of initial plan- check reviews completed within the target timeframe (e.g., 10 business days).
b. Formula: Initial Reviews Completed on Time / Total Number Initial Reviews x 100 c. Target Goal: 90% or higher.

2. 24-Hour Inspection Turnaround (business days)
a. KPM: Percentage of inspections completed within 24 business hours of the request. b. Formula: Inspections Completed within 24 hrs. / Total Inspections Requested x 100 c. Target Goal: 90% or higher.

3. Required Training for Certification Renewals
a. KPM: Percentage of staff completing required certification renewal training on time. b. Formula: Initial Reviews Completed on Time / Total Number Initial Reviews x 100 c. Target Goal: 100% compliance.

Performance Measure
2023
Estimated
2024
Estimated
2025
Estimated
2026
Estimated
2027
Estimated
Plan review turnaround (1st review)

1. Major project (<15 days)

2. Minor project (< 8 days)

50%
50%

75%
90%

90%
90%

92%
92%

92%
92%

1. Inspection turnaround:
(One business day)

90%

90%

90%

90%

90%

1. Staff training/CEU’s:
(8 hours per year)

75%

100%

100%

100%

100%

BUILDING
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Performance Measure

2023
Actual

2024
Actual

2025
Estimated

2026
Estimated

2027
Estimated
Building 2,124 1,932 2,050 2,100 2,100
Solar 762 508 450 500 525
Single family dwelling 53 65 80 110 130
Permit valuation $81,152,045 $81,152,045 $92,000,000* $85,000,000 $87,000,000 Inspections conducted 7,187 5,926 6,300 6,500* 6,750

*Includes proposed 1.75 million square foot distribution center (Messenger Project).

New Performance Measures for FY 2025/2026 and FY 2026/2027:

• Online permitting, plan review and inspections services available to customers o Permit submittals available around-the-clock

• Plan review times reduced to:
o Expedited = less than 24 hours
o Minor projects = 8 business days
o Major projects = 15 business days

• All current electronic plans are stored in the document management system.

CODE
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The City’s Code Division is responsible for ensuring compliance with applicable statutes or ordinances and managing programs that will maintain and improve property values and the quality of life within the community. The five main components of the Division are:

• Public Assistance
• Municipal Code Enforcement
• Property Maintenance
• Community Safety
• Abandoned and Inoperative Vehicle Abatement

Each component places an emphasis on public relations, education, and voluntary compliance with the law. By implementing new methods of enforcement, with an increased emphasis on education, the Division has been able to provide the citizens of Cathedral City with a healthier, safer, and more attractive place to live, work, and play.

CODE EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 906,002 1,003,500 1,198,673 195,173 1,262,654 63,981 Operations 337,744 393,811 515,665 121,854 535,751 20,086 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
TOTAL EXPENDITURES 1,243,746 1,397,311 1,714,338 317,027 1,798,405 84,067

CODE
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ACCOMPLISHMENTS

• One officer earned their Certified Code Enforcement Officer (CCEO) status by completing the California Association of Code Enforcement Officers (CACEO) Academy courses.

o Three additional officers are currently pursuing higher education with the assistance of City programs and benefits packages.

• Created a departmental Standard Operating Procedure (SOP) for vehicle compliance and enforcement, the ‘CC Parking Citation Guide’ is now utilized by all field officers.

• An expansion of training and training opportunities for all officers:

o Enforcement proficiency training including Cannabis Fundamentals and Code Compliance cross - training.
o Safety and Emergency response training included Federal Emergency Management Agency (FEMA)/ Standardize Emergency Management System (SEMS) certifications, Situational Awareness and De-Escalation training, and Cardiopulmonary resuscitation (CPR) certification.

• Code Compliance is expanding its involvement in new technologies that can be utilized to improve the effectiveness of the division:

o Deckard Technologies Digital inspection forms, to allow officers to create new inspection and corrective documentation while in the field.
o STVR operation and tracking software, to identify illegally operating rental units across the C ity. o Code Compliance is exploring the capabilities of CityDetect, a generative A.I. enforcement assistant program, for use in the field.

• Illegal vending, a topic which made the Top 5 “most reported” in 2023 with 268 requests, has seen a reporting reduction of 60% across the last fiscal year due to concentrated efforts by Code Compliance to educate and enforce City requirements.

• The Code Compliance case total has been reduced by an average 3% per month since January 2023. This downward trend is reflected across a reduction of the case total from year to year:

o The City case total has been reduced to under 1,000 cases since October 2024.

• Focused on education and outreach, Code Compliance has completed the following across 1, 200 cases:
o 362 in-person meetings with property owners.
o 763 phone call correspondences between Code Compliance and violators. o 108 administrative citations were issued.
o 358 advisory notices were posted on properties with violations. o 80 vehicles were tagged for improper parking within the right-of-way. o 31 parking citations were issued for tagged vehicles that failed to comply. o Cannabis odor became a high-volume complaint in 2024, with the City receiving 2,500 requests under the cannabis odor topic. With the development and adoption of new odor response practices, Code Compliance has completed over 100 patrols through areas with highly reported odor violations.
o Code Compliance has impounded over 300 abandoned shopping carts throughout the City resulting in an immediate reduction of visual blight and enhancing public safety.

CODE
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GOALS AND OBJECTIVES

Code’s goals and objectives include:

Implement a code compliance program that proactively identifies and responds to code compliance complaints.

Code Compliance has achieved its target of managing a caseload of less than 1, 000 open cases since October 2024, with over 30% of cases opened by Code Compliance officers directly.

o Code Compliance is still evaluating technologies that can serve as a force multiplier for the division in enacting proactive enforcement, such as CityDetect. More information on these solutions will be presented in more depth as we progress into 2025.

Code’s objectives to meet the City Council strategic goals include:

City Council Goal A: Serving the Community with Pride and Dedication 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.

A-3 Develop and implement a professional development program to enhance career development opportunities, strengthen organizational capabilities, and increase organizational capacity.

o Officers are participating in the multi -module CACEO training program, reinforcing code compliance fundamentals and expanding into intermediate and advanced enforcement strategies.
o Officers are annually retrained through the California Law Enforcement Telecommunications System ( CLETS) training program which brings new innovations and tactics for vehicle response and abatement, as well as training involving inter -departmental radio etiquette and use of Department of Motor Vehicles (DMV) resources.
o Officers engage in an intra- departmental cross training program to expand the skills and capabilities of all officers in specific, often challenging, areas of code compliance.

City Council Goal D: Innovation
Cathedral City continually focuses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic growth.

D-4 Leverage technology to increase and improve online services, improve access to public information, and improve city capabilities to monitor, automate, and manage operational data remotely.

• Improve workforce mobility and efficiency by utilizing and supporting advanced mobile devices.

o The creation and inclusion of Portable Document Format ( PDF) based documents allows officers to write and issue notices, citations, or patrol reports in the field.

o To further facilitate this, Code Compliance provided two mobile printers to officers in the field.

CODE
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City Council Goal E: Safety
Cathedral City is safe for all who live, work, visit, and play in our community.

E-3 Continue Police, Fire, and Expand Code Compliance engagement with the community.

• Code Compliance has placed a greater emphasis on educating and informing the public by utilizing courtesy notices before official notices of violation, resulting in fewer citations and a greater rate of voluntary compliance.

• Code Compliance has expanded its efforts in community clean- up activities, including new forms and practices for vehicle abatement, and shopping cart retrieval.

E-6 Implement community engagement and public education initiatives to increase awareness regarding public safety programs, services, and results of proactive community policing efforts.

• Code Compliance created and hosted a program to educate and assist the public on the proper requirements for operating street or food vending businesses.

E-10 Keep the City Council apprised of changes to the Code Enforcement program.

• Code Compliance provides month-to-month and biannual reports to council on the progress of all projects.

CODE
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance Measure

FY 2023
Actual

FY 2024
Actual
FY 2025
Actuals
(YTD)

FY 2026
Estimated

FY 2027
Estimated
Requests for Service 2,615 2,417 3,614 3,500 3,000
Inspections 3,058 1,445 1,835 2,000 2,000
Notices Issued 1,262 427 689 800 800
Citations Issued 318 115 139 150 150
Inoperable/Abandoned Vehicles Abated and/or
Towed (Private Property) 111 19 26 50 50
Inoperable/Abandoned Vehicles Abated and/or
Towed (Public Street) 88 17 25 50 50

Performance Measure

Definition

Baseline

FY 2024

Goal
Complaint response time The percentage of complaints
responded to within 5 days of
receipt.
80%-90% 62% 90%
Case Closure Rate The percentage of cases closed
within 90 days.
60%-70% 54% 70%
Community Outreach Events Number of public workshops,
presentations, and meetings
conducted annually. Participation at
community events

5 4

6 Training and Professional
Development
Percentage of officers meeting
annual training requirements.
100% 100% 100%
Public Satisfaction Ratings Percentage of met or exceeded expectations feedback from
community surveys.
30%-50% 54% 50%
Complaint response time The percentage of complaints
responded to within 5 days of
receipt.
80%-90% 62% 90%

ENGINEERING
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The Engineering Division provides a variety of services including implementation of capital, non- capital, and grant improvement projects; review of private land development projects; providing key support to the City’s Economic Strategic Plan; management of the National Flood Insurance Program; providing public works inspections for public works and private land development projects; management of the City’s traffic and roadway network; and support for other city departments including, and not limited to: Planning, Building, Code Compliance, Public Works, Financial Services, the Police Department, the Fire Department, the City Manager’s Office, the Parks and Community Events Commission, the Planning Commission and the City Council.

Engineering staff administers the Capital Improvement Program (CIP) Plan , Pavement Management Program (PMP), Local Streets and Roads Program (RMRA/SB1), National Pollution Discharge Elimination System (NPDES) Program, Dig Alert Electronic Positive Response Program, Community Development Block Grant (CDBG) Program, and the Measure W Residential Roadway Improvement Program. All the foregoing includ es project development, design, project approval, contract administration, construction management, and inspecti on of public construction projects, such as streets, traffic signals, drainage, and other related public projects. This includes approving and inspecting public works facilities built by private development.

Staff also serves as liaison to the Parks and Community Events Commission, various Coachella Valley Association of Governments transportation committees, Riverside County Transportation Technical Advisory Committee, American Public Works Association (APWA) - CV Chapter, the Desert Transportation Task Force, and the Coachella Valley’s Utility Coordinators (APWA/CVWD).

ENGINEERING EXPENDITURES
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change

EXPENDITURES
Salaries and benefits 989,520 1,064,136 1,196,598 132,463 1,260,140 63,542 Operations 656,367 577,249 1,019,024 441,775 1,206,808 187,784 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 214,997 1,006,631 1,514,524 507,893 1,358,245 -156,279 Transfers out 4,980 0 0 0 0 0
TOTAL EXPENDITURES 1,865,864 2,648,015 3,730,146 1,082,131 3,825,193 95,047

ENGINEERING
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ACCOMPLISHMENTS

Recently Completed Projects
Major Capital Improvement Projects:
• Completed the Landau Boulevard and McCallum Way Intersection Traffic Signal Construction, funded by RMRA/SB1.
• Completed the asphalt pavement rehabilitation on Date Palm Drive from Dinah Shore Drive to Ramon Road, funded by Agua Caliente Band of Cahuilla Indians and Cal Recycle Grant Funds. • Completed the asphalt pavement rehabilitation on East Palm Canyon Drive between Perez Road and Auto Park Drive, funded by Measure A Funds.
• Completed the asphalt pavement rehabilitation on Da Vall Drive south of Ramon Road, funded by Measure A Funds and the City of Cathedral City Maintenance of Effort Fund. • Completed the asphalt pavement rehabilitation on San Eljay Avenue from McCallum Way to Ramon Road, funded by Assessment District Funds.
• Completed the asphalt pavement reconstruction on five (5) streets within the Panorama neighborhood, funded by RMRA/SB1, and Assessment District Funds.
• Completed the Active Transportation Program (ATP) Cycle 5 Downtown Gap Connectors, funded by ATP Cycle 5, Transportation Security Administration (TSA) Article 3 (SB 821), and Measure A Funds. This three- part project included:
o East Palm Canyon Drive Bike Lanes.
o Cathedral Canyon Drive Sidewalk and Multiuse Trail.
o Date Palm Drive Expansion.

The Downtown Gap Connectors projects received an Honorable Mention from the Southern California Association of Governments (SCAG) Sustainability Award. • Completed Via De Anza Phase II and Phase III, funded by CDBG, and RMRA/SB1 Funds. • Completed the Highway Safety Improvements Program (HSIP) Cycle 9B, Varner Road Safety Improvements, funded by HSIP Cycle 9 and Measure A Funds. • Completed the soil removal within Panorama Neighborhood and Agua Caliente South neighborhood, funded with the City of Cathedral City General Funds.
• Completed the soil removal under the Ofelia Bringas Memorial Bridge and Date Palm Drive Bridge, funded with the City of Cathedral City General Funds.
• Completed the Highway Safety Improvements Program Cycle 10, Ramon Road Pedestrian Crossing near Candlewood Drive, funded by HSIP Cycle 10 and Measure A Funds. • Completed the asphalt pavement reconstruction on three (3) streets within the Whitewater neighborhood, funded by CDBG, and RMRA/SB1 Funds.
• Completed the asphalt pavement reconstruction on two (2) streets within the Rio Vista neighborhood, funded by Assessment District Funds.
• Completed the asphalt pavement wide cracks repairs on The Cove neighborhood, funded by Assessment District Funds.
• Completed the asphalt pavement rehabilitation on East Palm Canyon Drive between Canyon Plaza and Canyon Plaza/El Dorado, funded by the City of Cathedral City Maintenance of Effort Fund. • Completed the asphalt pavement rehabilitation on three (3) streets within Dream Home neighborhood, funded by Assessment District Funds.

ENGINEERING
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• Completed Esperanza Park Construction, funded by CA State Park Proposition 68 Grant, Environmental Conservation and the City of Cathedral City General Funds.

Road Annual Maintenance Program:
• Completed the Rubberized Emulsion Aggregate Slurry (REAS) on:

 On nineteen (19) streets within Panorama neighborhood, Victoria Drive neighborhood and Sunny Lane neighborhood, funded by RMRA/SB1, Measure A, and Assessment District Funds.
 Vista Chino between Horizon Road and west City Limits.  East Palm Canyon Drive between Cathedral Canyon Drive and west City Limits.  On seven (7) streets within Sunny Sands Neighborhood
• Aliso Road from Cul de Sac to San Eljay Avenue
• San Helena Avenue from Cul de Sac to San Eljay Avenue • San Susanna Avenue from Cul de Sac to San Eljay Avenue • Garner Avenue from Cul de Sac to San Eljay Avenue
• Neuma Drive from Cul de Sac to Baristo Road
• El Toro Road from Cul de Sac to Baristo Road
• Victor Road from Cul de Sac to Baristo Road

In Progress Projects
• Ramon Road Bridge and Roadway Widening in coordination with the City of Palm Springs. • Vista Chino Bridge in coordination with the City of Palm Springs. • Varner Road Widening Project in collaboration with CVAG, RCFCD, County of Riverside and City of Desert Hot Springs.
• Date Palm Drive Widening from I-10 to Varner partnering with CVAG, and RCFCD. • Varner Road Bypass Feasibility Study from Bob Hope Drive to Palm Drive with CVAG • CVAG CV Sync Phase II including Date Palm Drive, Vista Chino and Dinah Shore Drive traffic signals along with the associated infrastructure upgrades.
• CVAG CV Sync Phase III including Varner Road traffic signals along with the associated infrastructure upgrades.
• CVAG CV Link Phase II along the Whitewater River Storm Channel along with the associated infrastructure upgrades at the intersections with Cathedral Canyon Drive and Date Palm Drive. • HSIP Cycle 11 Projects
o HSIP Cycle 11A Unsignalized Intersection Upgrades provides upgrades at eighteen (18) pedestrian crosswalks throughout the city.
o HSIP Cycle 11B Two Signalized Crossings will be completed at the intersection of 30 th Avenue and Avenida La Paz and at the intersection of Cathedral Canyon Drive and Ortega Road. o HSIP Cycle 11C Citywide Traffic Signal Hardware Upgrades includes installing upgrades at forty- nine (49) signalized intersections throughout the city.

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o HSIP Cycle 11D Pedestrian Crossing at 30th Avenue and San Eljay provides pedestrian crossing enhancements in a school zone.
• Downtown Dog Park will provide a park at the former Second Street Park property on Buddy Rodgers Avenue and will seek grant funding for construction.
• SB 821 Projects
o Perez Road Class IV Separated Bikeways will construct a bike lane on Perez Road from Cathedral Canyon Drive to Date Palm Drive.
o Whispering Palms Trail Class III Bike Routes will construct a bike lane on Whispering Palms Trail from Dinah Shore to 30th Avenue.
• Vista Chino from Date Palm Drive to Horizon Road, a Federal Highway Administration (FHWA) Project • Date Palm Drive from Vista Chino to 30th Avenue, a Federal Highway Administration Project • Clean Water State Revolving Fund ( CWSRF) Septic-to-Sewer Project for Whispering Palms Neighborhood, South City (Ocotillo Park area) , Papaya/Pomegranate Lane, Royal Palms Mobile Home Park, Caliente Sands Mobile Home Park, and Lakeview Condos.

GOALS AND OBJECTIVES

Engineering’s objectives to meet the City Council strategic goals include:

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

B-2 Develop an entryway, medians, and lighting master plan to provide an appealing gateway to the City. o Engineering and Public works are developing scale models of the entry way monument for Council’s consideration.

B-3 Develop and implement a wilderness trail plan.
o Staff continue to work with CVAG on trailheads and access points for the CV Link Project, especially near Date Palm Drive.

B-4 Complete design and seek funding to construct the downtown dog park and pickleball courts. o The City Council approved the contract for the design consultant to start the construction plans for the Downtown Dog Park. The design will be completed within 2025, and staff are evaluating to apply to CA State Parks for the Land and Water Conservation Fund (LWCF) grant program.

B-6 Improve pedestrian access to parks through the use of crosswalks and sidewalk improvements. o Engineering and Public Works Maintenance will continue with field visits and identifying locations for new additional crossings. Many current projects align with this goal, HSIP 9A Twelve Intersections Traffic Signal Updates, HSIP 11A Unsignalized Intersection Upgrades, HSIP 11B Two Signalized Crossings, HSIP 11C Citywide Traffic Signal Hardware Upgrades, and HSIP 11D Pedestrian Crossing at 30
th Avenue and San Eljay. In March 2025, the city was awarded funding for two grants through HSIP Cycle 12 for pedestrian crossing upgrade projects.

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B-9 Continue to work on Septic to Sewer grant. Make sure Sarah St. is included and other economic development efforts.
o The Clean Water State Revolving Fund Septic to Sewer Planning Project started in February 2025.

Preliminary engineering is underway. The planning project will include preliminary engineering, environmental reviews, construction grant applications, and plans and specifications to convert six neighborhoods from septic tanks to the public sanitary sewer system.

B-11 Support SunLine’s efforts to develop an improved transit hub in Cathedral City.

B-13 Complete planned flooding control infrastructure projects, especially as part of street improvement projects.
o The City received Federal Highway Administration funding for the Tropical Storm Hilary Date Palm Drive Pavement Reconstruction Project. This project includes improvements at the intersection of Los Gatos Road and Date Palm Drive.