Adopted Budget Document FY26 & FY27 — Cathedral City City Council, May 28, 2025 (part 1 of 2)

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

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• 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

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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

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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

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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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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
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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
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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
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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
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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
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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
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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

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

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:

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.

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-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

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

• 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.

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-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.

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-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-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

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-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:

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

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.

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%

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

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:

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.

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.

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%

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%

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%

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%

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

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 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 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

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 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

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

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.

• 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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• 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.

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.

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.

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

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

City Council Goal F: Embracing, Inclusive City

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

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

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

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%

1. Inspection turnaround:
(One business day)

90%

1. Staff training/CEU’s:
(8 hours per year)

75%

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:

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.

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.

ENGINEERING
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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.

ENGINEERING
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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.

B-14 Be vigilant in efforts to keep regional CVWD and RCFCD projects moving forward. o City staff will continue to communicate with CVWD and RCFCD on their projects and will continue to update CVWD and RCFCD 5-Year CIP plans to program funding for Cathedral City projects.

C-2 Develop an inventory of contract services that are due for bid and request proposals. o The Engineering Division will continue to work with the Financial Services Department to track on- call annual contracts to remain aware of term lengths and extension options.

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. o An engineering development project status list has been developed and implemented. City staff and their consultants are coordinating standard plan submittal formats and standards for developing standard conditions of approval.

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

E-7 Identify improvements and pursue grant funding to improve the safety and connectivity of non-motorized routes throughout the City.
o Coordinating with the Financial Services Grant Analyst to identify and pursue relevant grant opportunities.

In furtherance of the City Council’s strategic goals, Engineering will also be implementing the following objectives:
• Continue to promote the installation of sewer lines in various neighborhoods without sewers through Assessment District formation.
• Working jointly with developers and utilities to provide necessary infrastructure in the North City and Extended North City planning areas.
• Work to enhance the Date Palm Drive corridor entrance to the City from Interstate 10.

ENGINEERING
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• Continue working with Palm Springs on the Ramon Road Bridge and Roadway Widening Project . • Continue working with Palm Springs on the Vista Chino Bridge Project. • Continue looking for local, state, and federal funding to complete the next project steps. for the DaVall Drive Interchange Project.
• Complete the projects identified in FY 2025/2026 and FY 2026/2027 Capital Improvement Program (CIP) Plan, such as:
o HSIP Cycle 9A Twelve Intersections Traffic Signal Updates o HSIP Cycle 11 A Unsignalized Intersection Upgrades
o HSIP Cycle 11 B Two Signalized Crossings
o HSIP Cycle 11 C Citywide Traffic Signal Hardware Upgrades o HSIP Cycle 11 D Pedestrian Crossing at 30th Avenue and San Eljay o Construction for the East Palm Canyon Widening and Master Undergrounding Plan, including traffic signal improvements at East Palm Canyon Drive and Cree Road o Bike lane improvements, including SB821 Class III Bike Route- Whispering Palms Trail from Dinah Shore to 30th Avenue and SB821 Class IV Bike Lane- Perez Road from Cathedral Canyon Drive to Date Palm Drive
o Landau Public Alley Reconstruction from Vista Chino to 30th Avenue. o Design of Edom Hill Truck Climbing Lane north of Varner Road. o Vista Chino from Date Palm Drive to Horizon Road pavement reconstruction. o Date Palm Drive from Vista Chino to 30th Avenue pavement reconstruction.

ENGINEERING
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

The following Engineering KPMs will be used to monitor the efficiency of projects. These KPMs will be used to determine how well Engineering Staff identify and resolve specific issues within the process and to keep projects and Staff on schedule and assign tasks based on project needs. • Project timeline: This measure will monitor a project based on established start dates and deadlines, to identify specific challenges or obstacles that could affect the timeline of the project. Considering that every timeline looks different depending on the project type, this measurement will assist Staff to strategize solutions to prevent or minimize project delays.
• Project budget: The Project Budget indicator (PBI) will be calculated after a project completion to determine efficiency in terms of engineering costs. The PBI will compare the budgeted cost and the actual cost to determine a value. Any value greater than one indicates the team completed the project under budget. • Plan checking cycle time: This measure will show how long it takes from the first review to issue the appropriate permit or plan approval. Achieving a fourteen (14) days plan check review cycle has been achieved and will be maintained as the benchmark for the division.

Performance
Measure
Definition Baseline FY
2024
Goal
Project Timeline Percentage of CIP Projects completed by target date 60% 64% 80% Project Budget Percentage of CIP Projects completed within the authorized budget 90% 93% 100%
Plan Checking
Cycle Time
Percentage of Community Development Plan Checks
completed within the 14-day plan check review cycle
benchmark
60% 60% 75%

MAINTENANCE
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The Maintenance Division of the Public Works Department is responsible for maintaining the City’s streets, public open spaces and parks. Street maintenance and public maintenance services include, but are not limited to:

• Street repairs
• Street signage, striping, curb painting, sweeping and repair • Traffic signal maintenance
• Administration of solid waste contracts, services, and programs • Blow sand removal
• Drainage system maintenance
• Graffiti removal from public facilities and related contracts, services, and programs • Illegal dumping removal coordination
• Coordinating the removal of hazardous materials
• City homeless encampment cleanup support services
• Emergency responder assistance during accidents, fires, and other incidents • Landscape maintenance at various public right-of-way locations • Weed removal within the street right-of-way
• Maintenance of City vehicles and equipment
• Minor improvement projects

In addition, Maintenance provides services for the maintenance of ten public right-of-way areas adjacent residential housing developments, the public right -of-way areas within the City’s Auto Park and other City -owned property areas.

Maintenance staff are called out as part of the first responders team during emergency events, such as and not limited to, stormwater flooding events, and Police and/or Fire Department emergency response events.

Maintenance initiates and manages many of the City’s recycling programs. The Public Works Yard facility is the designated collection site for the City’s verified residents to dispose of electronic waste, batteries, medical waste, sharps, and tires every Tuesday from 1:00 p.m. to 2:30 p.m.

From October to May on the first Saturday of each month, Maintenance coordinates and provides assistance at Community Shredding Events, where residents can bring their paper documents to securely be shredded and recycled.

MA INTENA 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 166,871 174,125 189,086 14,961 197,178 8,092 Operations 906,507 704,283 884,009 179,726 884,866 857
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 5,876 0 0 0 0 0
TOTAL EXPENDITURES 1,079,253 878,408 1,073,095 194,687 1,082,044 8,949

MAINTENANCE
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ACCOMPLISHMENTS

Recent accomplishments of the Maintenance Division include the following:

• Completed the following beautification projects by installing drought tolerant landscaping at:
o Shifting Sands Trail and Whispering Palms Trail.
o Century Park Lighting and Landscape District (LLD) 16B along DaVall Drive from McCallum Way to Century Park Drive.
o The Dinah Shore Bridge.
o Within the East Palm Canyon Median.
• Completed the following Standard Operating Procedures for the Fleet Division:
o Creating a Fuel Fob.
o Fleet Fueling Process.
o Lockbox for Pool Vehicle.
o Reporting City Vehicle Accidents.
o Reservation for the Shopping Cart Trailer.
o Fleet General Management Policy.
• Completed the following Standard Operating Procedures for the Public Works Maintenance Division:
o Inspection of Parks, Park Equipment, and Restrooms.
o Political Sign Placement and Removal.
o Traffic Plan for Special Events.
o Blow Sand Removal.
o Emergency Call Outs.
o City Facility Clean-Up Projects.
o Emergency Response Recalls.
o Small Equipment Rental.
o Localized Flooding.
• Completed the biennial City-wide arterial street striping and repainting project including stop bars, legends, markers, red curbs and crosswalks.
• Patched potholes on various streets within the City, including Gerald Ford Drive, Date Palm Drive and Varner Road north of I-10.
• Maintained the Public Works Fleet with an emphasis on efficiency and clean energy. • Developed a Traffic Calming Program.
• Implemented Code Red Street Sweeping Notification Program. • Provided logistical support for several City events, described by name: Snow Fest, Cathedral City Balloon Festival, Taste of Jalisco, LGBT Days, Battle of the Badges, Tour de Palm Springs, the NCAA Women’s Fast Pitch Tournament, Butterfly/Spring Festivals and the Fields of Valor. • Installed and maintained City art pieces and related pedestal structures at several City locations in support of the Art in Public Places Program.
• Maintained City wayfinding signs and City entrance monuments within the City.

MAINTENANCE
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GOALS AND OBJECTIVES

Maintenance 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-1 Develop an Electric Vehicle transition plan to comply with upcoming state mandates and include consideration of providing publicly accessible charging stations.

B-6 Improve pedestrian access to parks through the use of crosswalks and sidewalk improvements.

B-13 Complete planned flooding control infrastructure projects, especially as part of street improvement projects.
• Continue forward with a focused effort on maintaining the City’s arterial corridors, medians, and respective right of way areas to provide safe travel ways for motorists, bicyclists, and pedestrians. o Continue street striping, street legend applications and improve non and illuminated street signs, upgraded traffic control devices, and enhanced the safe routes to school corridors. • Provide the maintenance needed to keep pace with the growth and expansion of new and/or revitalized City streets.
• Continue to support City events by providing necessary staffing as requested by other city departments.

MAINTENANCE
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance
Measure

Definition

Goal
Fleet Management
Policy
Develop and implement fleet management
policies to establish vehicle replacement and
utilization standards.

Complete 2026 approval received
from Finance and Department
Head

Electric Vehicle Plan
Develop an Electric Vehicle plan to comply with
upcoming state mandates and include
consideration of providing publicly accessible
charging stations

2027-2028 Completion included
within local Climate Action Plan.

Entryway, Median
& Lighting Master
Plan
Work with Engineering Division on developing an
Entryway, Median and Lighting Master Plan to
provide appealing gateways into the city.

Projects completed 2026-2027.

Citywide Sign
Inventory Program
Coordinate the implementation of a citywide sign
inventory program
Inventory completed 2027.

Enhance Street
Maintenance Work
Projects include grinding humps,
red/yellow/white striping, curb/gutter repairs
and crack sealing,
Maintenance work logs in 2026
should reflect more street
maintenance projects than
previous years.

City Streets and
Medians
Ensure that there are clean safe and visually
attractive conditions throughout and along city
streets of medians.

On-going, minimum complaints.

PARKS
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The Desert Recreation District will be taking over the maintenance of the following City park facilities effective July 1, 2025:

• Ocotillo Park
• Panorama Park
• Century Park
• Dennis Keat Soccer Park
• Esperanza Park (to be completed in Spring, 2025)
• Patriot Park (gazebo and trash collection only; lawn and tree maintenance is provided by Big League Dreams)

The Parks Division of the Public Works Department is responsible for providing a portion and/or all the continued maintenance and operations at the various City parks (and facilities) listed below. The maintenance of these facilities by the City will continue to be reviewed as the DRD begins to take over the maintenance of the parks.:

• Cathedral City Community Amphitheatre
• Cathedral City Townsquare
• Festival Lawn
• David Vasquez Memorial Park
• Lower Cove Basketball Court
• 2
nd Street Dog Park
• CV Link
• Patriot Park xeriscape

The City has a five -member citizen-based Parks and Community Events Commission that holds a monthly public Parks and Community Events (PACE) Commission meeting. From the monthly meeting, the PACE advises the City Council and City Staff on issues important to residents. City staff and the PACE partner together to identify, fund, and implement recreational enhancements at City facilities, assist in coordinating events at the parks, and help support local youth group activities. The PACE addresses the City Council ’s goal of increasing community involvement, increase information available to the public and enhance City government transparency.

PARKS 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 436,853 617,154 158,500 -458,654 152,500 -6,000 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 128,872 0 0 0 400,000 400,000
Transfers out 346,116 397,218 15,732 -381,486 16,362 630 TOTAL EXPENDITURES 911,841 1,014,372 174,232 -840,140 568,862 394,630 PARKS
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ACCOMPLISHMENTS

Recent accomplishments of the Parks Division include the following:

Panorama Park projects:
• Beautification of the perimeter by adding decomposed granite landscaping material , removing and/or replacing expired plants, and removing/relocating/installing irrigation heads. • Paint faded play equipment including the fire engine, swing set, and water feature. • Relocate dog park drinking fountain to eliminate standing water.

Ocotillo Park projects:
• Beautification of the perimeter by adding decorative rock landscaping material along slope areas, removing 300 irrigation heads, and installing eight (8) new shade trees. • Paint faded amenities including picnic tables, bike racks, and restroom privacy doors.

Century Park projects:
• Beautification of the perimeter landscaping by removing blow sand, irrigation heads, and replacing expired plants.
• Baseball field renovation included installing a new backstop, regrading/realigning the baseball field, installing a new home plate and pitching mound and adding a concrete pad for new bleachers.

Lower Cove basketball court:
• Beautify the basketball court by refreshing the court paint and striping and installing a new backboard and net.
• Installed new amenities including two ( 2) shade trees and three ( 3) sitting benches around the basketball court.

Winter Renovation process:
• During the reseeding process, Public Works Maintenance spread mulch over the turf to strengthen and develop more vibrant grass at each park.

Parks and Community Events Commission
• Record attendance at the commission sponsored Yoga in the Park series • Mary Pickford Summer Movie Program
• 2nd Annual Howl-O-Ween Event at Panorama Dog Park
• Mobile Spay and Neuter Clinic 1st event October 2024, 2nd scheduled for April 2025. • 4th year Tuesday Yoga classes at Community Amphitheater, record breaking attendance in 2025. • 22K Walk for Veteran Suicide and PTSD Awareness Event • Dream Homes Park Naming Subcommittee: PACE initiated the outreach, gathered names, and passed on recommendation to City Council. PACE and Public Arts Commission (PAC) subcommittee are currently working on community engagement for the selection of an art piece for the new Esperanza Park. • Mary Nutter: supported event by hosting an information booth for all visitors: where to eat, shop etc. • Subcommittee worked with PAC and staff on the Arts in the California Parks Local Parks Grant application.

Desert Recreation District
• Facilitated meetings with DRD staff to transition maintenance of the parks to staff and contractors. • Negotiated standards of care for the parks that will be maintained by the district.

PARKS
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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-3 Develop and implement a wilderness trail plan.

B-6 Improve pedestrian access to parks through the use of crosswalks and sidewalk improvements.

• Develop a wilderness trail plan that will be implemented over time. The Parks and Community Events Commission (PACE) will research potential trailheads and add more park signage around the city. • Partnering with PACE to continue smaller community activities within local parks. • Merge the park maintenance and programming with the Desert Recreation District.

• Track Park maintenance in alignment with standards set out by the Desert Recreation District.

• Continue improving and upgrading park infrastructure e.g., bathrooms, walking paths, lighting, baseball fields, fitness equipment areas, soccer fields and playground areas. • Improve pedestrian access to parks by constructing new crosswalks and sidewalk improvements. • Update the City’s Parks and Recreation Master Plan.
• ADA Improvements at Dennis Keat Soccer Park and Century Park.

PARKS
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance
Measure
Definition Goal
Wilderness Trail Plan Develop a wilderness trail plan that will be implemented over time. PACE will research potential trailheads and add more park signage around the city.

Complete by end of 2026,
adopted by PACE and
Council.

Community Activities
within Local Parks
Partnering with PACE to continue smaller community
activities within local parks.
6 events
Park Maintenance
and DRD
Merge the park maintenance and programming with the
DRD. Track park maintenance and alignment with
standards set by DRD.

Maintenance Logs will
reflect status.

Park Infrastructure Continue improving and upgrading park infrastructure bathrooms, walking paths, lighting, baseball fields,
fitness equipment areas, soccer fields and playground
areas.

On-going as budget
permits. Renovations will
be documented.

Crosswalks and
Sidewalk
Improvements
Improve pedestrian access to parks by constructing new
crosswalks and sidewalk improvements.
2026 - 2027
Parks and Recreation
Master Plan
Update the City's Parks and Recreation Master Plan 2026 - 2027 Park ADA
improvements
Complete ADA improvements at Dennis Keat Soccer
Park and Century Park
2026 - 2027
Wilderness Trail Plan Develop a wilderness trail plan that will be implemented over time. PACE will research potential trailheads and add more park signage around the city.

Complete by end of 2026,
adopted by PACE and
Council.

ART
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The Cathedral City Public Arts Commission is an advisory body to the City Council whose mission is to advance visual and performing art in the community. The Commission makes recommendations to the City Council on the selection, acquisition, and installation of public art paid for by developer fees. The Commission supports performing arts in all disciplines through a community arts grant program authorized by the City Council and through sponsorship or creation of events that showcase why Cathedral City is “Where Art Lives.”

ACCOMPLISHMENTS

• Selected 23 local and regional artists to paint twenty-five benches at Ocotillo Park. Each bench had a sign in both English and Spanish with the artists statement about their bench. • City GIS staff and the Public Arts Liaison created a story map of the Ocotillo Park Bench project, in both English and Spanish, showcasing the artists and their creations. https://storymaps.arcgis.com/stories/61291c788e894620b5e44e7af304c3d2 • Advertised, reviewed and recommended four organizations to receive a total of $20,000 in community arts grant funding.
• Advertised a call for artists, with preference of Cathedral City artists, for the first Quarterly Art Exhibit series at the Cathedral City Library held on May 18 &19, 2024, August 24 & 25, 2024, and November 9 & 10, 2024.
• Procured display racks to help facilitate art exhibits. • Partnered with Karen and Tony Barone and the Chuck Jones Gallery to host the exhibit: Karen and Tony Barone CATalysts of the Future, featuring fourteen of the Barone’s sculptures in Town Center Park from March 15 through April 20, 2025.
• Clean and maintain the city’s public art sculptures throughout the city.

ART 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 25,303 54,886 60,000 5,114 60,000 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 25,303 54,886 60,000 5,114 60,000 0
ART
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GOALS AND OBJECTIVES

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. • Select an artist for the design and installation of a public art piece for the new Esperanza Park, that will be funded from the Art in Public Places funds; solicit engagement from the Dream Homes community in advance, during and through the selection process.
• Host Quarterly Art Exhibits at the Cathedral City Library. • Award $20,000 in community arts grants that will have a performance period of July 1, 2025 - June 30, 2026 and July 1, 2026 - June 30, 2027.
• Review Art in Public Places fee and make recommendations on possible changes to how the fee is charged.

PERFORMANCE MEASURES

Future performance measures:
• Participation in city-sponsored arts and cultural events. • Selection and installation of Art in Public Places funded art pieces.

POLICE DEPARTMENT AND ADMINISTRATION
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The Office of the Chief of Police includes the Police Administration Division, which provides policy and leadership direction. The Chief’s Office also includes Professional Standards, Media Relations, Budget and Financial Management, Grants Administration, Court Services and Records Management. The Professional Standards Bureau is responsible for conducting investigations into alleged misconduct of sworn and non- sworn personnel and handles the department’s risk management.

ACCOMPLISHMENTS

• Hired 13 new full and part -time employees, including 6 officers, 1 full -time records clerk, 1 full -time dispatcher, 1 part-time background investigator, 1 police service assistant (PSA), and 3 cadets.

• Purchased a Faro focus laser scanner which is a powerful tool for creating detailed 3D representations of crime scenes, critical incidents, or any other complex environments. These 3D models are valuable for investigation, analysis, and legal purposes, providing accurate and immersive visual documentation.

• Purchased 5 Automatic License Plate Recognition (ALPR) (Flock) cameras.

• Grant funded purchase of 13 Tasers.

• Purchased 4 Light Detection and Ranging (LiDAR) handheld laser guns which measure the distance between objects by hitting the target with a laser and then analyzing the reflected light to help with speed enforcement,

• Purchased a new Tactical ID -N plus narcotics machine specifically designed for non- contact forensic analysis of narcotics, pharmaceutical drugs, cutting agents, and their precursors by law enforcement personnel.

• Successfully launched a comprehensive mental health and wellness program within our police department aimed at improving the mental health and well- being of our staff. Every employee had the ability to download the application to their phone for 24-hour care.

• We established a partnership with Riverside County Behavioral Assessment Team (CBAT) to have a clinician assigned to patrol to assist with calls dealing with mental health.

• Completed all Police Officers Standards Training (POST) mandated training.

• Continued to evaluate best practices relating to continually changing laws within the State of California.

Examples: SB 2 Peace Officers certification; SB 1421, Peace Officers personnel file, release of records; National Incident-Based Reporting System (NIBRS); and Racial Profiling Data Collection (RIPA), effective 01/01/2022.

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 2,066,900 2,120,593 2,231,472 110,879 2,200,506 -30,966 Operations 401,851 459,124 518,254 59,130 541,470 23,216 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 2,468,751 2,579,717 2,749,726 170,009 2,741,976 -7,750

POLICE DEPARTMENT AND ADMINISTRATION
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GOALS AND OBJECTIVES

Police Department and Administration Division Goals:
• Continuing to assess, develop, and implement innovative solutions, policies and procedures, and organizational systems resulting in excellent police practices.

• Continuing to review staffing levels and identify levels of future development that might trigger the need for and generate adequate funding to support additional personnel to fulfill succession planning.

• Continue the weekly crime report to the City Council. Conduct a quarterly review of crime trends and patterns to make deployment of personnel changes as necessary.

• Annual internal audits will be conducted by PSB to ensure compliance with state laws related to SB 2 and SB 1421.

• Explore alternatives to animal control services.

• Improve city events, safety and security.

City Council Goals and Objectives include:

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

In supporting the City Council’s Public Safety Goal, the Police Department’s goals and objectives include:

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

• Develop motorized bicycles on sidewalks ordinance.

• Expand the use of cameras and other technology to promote public safety by adding 5 more Flock cameras.

E-3 Continue Police, Fire, and Expand Code Compliance engagement with the community.

• Increase Police engagement in gated communities.

POLICE DEPARTMENT AND ADMINISTRATION
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance Measure
FY 2024
Actuals
FY 2025
YTD Actuals
FY 2025
Estimated Total
Attendance at community events 31 24 32
Traffic fatalities 5 4 8
Driving Under the Influence (DUI)
Arrests
253 135 240

Performance Measure Definition Baseline FY 2024
Complaint allegations compared to previous year 9 4 0
Category I sustained allegations (compared to total Category I allegations) 0 0 0 Category II sustained allegations (compared to total Category II allegations) 0 0 0

FIELD SERVICES (OPERATIONS)
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The Operations Division, the largest division of the Police Department, is comprised of the Patrol Bureau, Traffic Bureau, and Homeless Liaison Officers. This division is responsible for the following: first police response to emergencies; preliminary and follow -up investigations on property, person, and grand theft auto crimes; and essential police patrol services. Watch Commanders are responsible for the daily operations of the Patrol Bureau and any collateral assignments. The Field Training Officer (FTO) program provides training to new police recruits.

The Traffic Bureau includes enforcement, education, parking, 30-day impounds, and accident investigation follow - up.

ACCOMPLISHMENTS

Recent accomplishments of the Operations Division include the following:

• The Operations Division in 2023 handled approximately 29,829 calls for service, made 2,830 arrests for misdemeanor and felony crimes, and self-initiated 15,211 calls for service. In 2024 the Operations Division handled approximately 27,177 calls for service, made 3,011 arrests for misdemeanor and felony crimes, and self-initiated 14,472 calls for service.

• We have continued our partnership with Riverside CBAT to have a clinician assigned to patrol to assist with calls dealing with mental health.

• Obtained and utilized CA State Office of Traffic Safety grant funding to address pedestrian safety, DUI - related issues, and reduce the number of fatal and injury collisions.

• Utilized Department of Justice, Proposition 56 Tobacco Grant funds to inspect, educate and enforce tobacco laws of licensed tobacco retailers. Using this grant we educated, inspected and partnered with 41 tobacco businesses in our city.

• Continue to utilize the Coplogic Online Reporting System providing the opportunity to file online reports for certain crimes not requiring or desiring a police response. • We created and implemented a Traffic Enforcement Team, consisting of three Motor Officers, one Motor Sergeant, covering traffic enforcement six days a week. We issued on average 25 hazardous traffic violation citations a day. They have also investigated six traffic fatalities in 2023 and five traffic fatalities in 2024, five of which are being criminally prosecuted by the District Attorney’s Office.

• We recruited and hired six police officers, to back fill vacancies and positions that opened due to attrition.

We also promoted five new Field Training Officers to teach and train the new officers entering the police force.

FIELD 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 7,762,311 9,245,571 10,062,068 816,497 10,370,813 308,745 Operations 1,657,775 1,541,063 1,777,116 236,053 1,879,112 101,996 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 380,173 29,829 0 -29,829 0 0
TOTAL EXPENDITURES 9,800,260 10,816,464 11,839,184 1,022,720 12,249,925 410,741

FIELD SERVICES (OPERATIONS)
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GOALS AND OBJECTIVES

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

Field Services’ Goals and Objectives include:

• Develop opportunities to maintain open communications with our residents to educate, support, and address public safety concerns within our communities. This will include visits to our schools to interact with our local youth.

• Develop outreach opportunities for our Homeless Liaison Officers to inform and educate the community on the problems facing the unsheltered community and steps taken to reduce the effects of the unsheltered on the community.
• Continue our partnerships with the established Neighborhood Watch Programs , Gated Communities and Mobile Home Communities. Provide support and information to those who continue to meet within the various neighborhoods.

• Continue to further develop the department’s Community Service Officer (CSO) positions and hire and additional two CSO’s to work seven days a week covering all shift deployments.

• Continue to r ecruit and select highly competent personnel to fill vacant positions throughout the police department and continue to develop our Cadet program, building on the program’s success.

• Utilize California Office of Traffic Safety (OTS) grant funding to focus on traffic related matters and DUI enforcement. Complete the allotted assigned OTS operations and DUI checkpoint. Submit Quarterly Progress Reports to OTS, which requires the department to meet all objectives of the grant.

• Utilize Department of Justice, Proposition 56 Tobacco Grant funding, to monitor licensed tobacco retailers in the city and conduct two retail enforcement inspections and one shoulder tap operation. Complete the required quarterly reporting to the California Department of Justice, Proposition 56 grant funding, outlining activities performed in relation to the department’s tobacco grant.

• Conduct research and apply for a grant through the Office of Traffic Safety to focus enforcement efforts on traffic matters related to Marijuana DUI enforcement. This will help address traffic deaths and reckless driving incidents on our roadways.

FIELD SERVICES (OPERATIONS)
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance Measure Definition Baseline
FY
2024 Goal
Community Engagement PD attendance at community sponsored events 20 32 20 Homeless Liaison Officer (HLO)
Services Rendered Increase the acceptance rate for unhouse services being offered 227 227 249 Traffic Fatalities Reduce Traffic fatalities through vigilant enforcement 5 5 3 Community Service Officer Increase our community service officer staffing levels 2 2 4

HLO Program

Performance Measure

CY 2023 CY 2024 Total
HLO Contacts 2,568 5,297 7,865
Services Rendered 48 179 227
Services Declined 1,898 4,871 6,769
Family Reunites 3 4 7
Partnership Contacts 166 172 338
Campsites Marked 220 277 497
Campsites Cleaned 200 653 853
Shopping Carts Removed 91 384 475
Arrests 63 44 107
Citations 78 131 209

Traffic Enforcement Bureau

Performance Measure

* CY 2023 CY 2024 Total
Citations Issued

2,128 3,253 5,381
Vehicles Towed

84 90 174
Fatality Investigations

6 5 11

*2023 Stats recorded from the launch of bureau in August of 2023

FIELD SERVICES (OPERATIONS)
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New Performance Measures for FY 2025/2026 and FY 2026/2027:

• Maintain current staffing levels and recruit police officers to reach our goal of 52 sworn officers. Recruit and hire another CSO to bring our non- sworn field service officers to a total of 4. Obtain each goal by the end of fiscal year 2026.

• Attend community events hosted by Cathedral City. Attend school events, continuing our partnership with our growing community. Provide education and speak at community/neighborhood watch programs.

Increase our community event attendance by ten percent at the end of the fiscal year 2026.

• Maintain our commitment to assisting the unhoused community by increasing the acceptance of our services render numbers by ten percent at the end of the fiscal year 2026.

• Reduce roadway traffic fatalities to 4 of lower, through vigilant enforcement by the end of fiscal year 2026.

INVESTIGATIVE SERVICES
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The Investigative Division is made up of Detectives, Special Assignments, Crime Analyst, Background Investigators and Evidence Unit.

• The Detective Bureau is comprised of five Detectives, a Sergeant, and a Commander. The Detectives are responsible for conducting critical incident investigations, follow -up criminal investigations, and preparing cases for prosecution. The team investigates a wide variety of crimes, including homicides, assaults, armed robberies, sexual assaults, domestic violence, fraud, computer crime, hate crimes, identity theft and other sensitive or critical incidents. There are also two specialized detectives; one assigned to the Gang Impact Team, and the other is assigned to the Coachella Valley Narcotics Task Force. Specialized Investigators conduct investigations of cases involving drugs, vice activities, criminal intelligence gathering to include gangs, and dissemination of intelligence information.

• The Evidence Unit supports the Detective and Traffic Bureau by collecting, documenting and processing evidence from crime scenes. The Evidence Unit is also responsible for the handling of all evidence booked into the police evidence room.

• The Crime Analyst uses statistical modeling and analysis of crime data to identify criminal trends and patterns and develop strategies to help law enforcement combat criminal activities.

• The Background Investigators are responsible for conducting complete and thorough backgrounds on all our applicants.

INVESTIGATIVE 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 3,539,490 2,961,026 2,813,613 -147,414 2,923,927 110,314 Operations 42,303 159,937 207,132 47,195 179,080 -28,052 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 3,581,792 3,120,963 3,020,745 -100,218 3,103,007 82,262

INVESTIGATIVE SERVICES
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ACCOMPLISHMENTS
Recent accomplishments of the Investigative Division include the following:
• In 2023 the Detective Bureau reviewed 418 major cases. • In 2024 the Detective Bureau reviewed 347 major cases. • Detectives worked over 149 major crimes in 2023 and 2024, including homicides, attempted homicides, home invasion robbery, rape, assault with a deadly weapon, child sexual abuse, child physical abuse, and burglary. There was one homicide reported in 2023 and ZERO for 2024. • Purchased and installed additional Flock ALPR cameras bringing the total to 2 5 Flock Cameras placed throughout the city. These cameras were instrumental for detectives conducting their investigations.

• Background investigations were completed on 115 Police, Fire Department and City Hall applicants by three part-time Investigators. Of those applicants 24 new city personnel were hired. • Added an additional Detective to team, bringing the number of Detectives to five.

• Sent detectives to specialized training in a variety of topics to further develop their skills and bring additional knowledge to the department.

• Received certification from California Police Officer Standards and Training ( POST) for the department’s perishable skills courses in Firearms and Driver Safety.

• Detectives were able to use a variety of technological resources to investigate and solve significant cases.

The technology included computer data analysis, social media data, vehicle data and cellular phone data.

• Acquired a FARO 3D scene scanner for crime scene documentation. This reduces the need for outside agencies’ assistance during major incidents.

• Integrated statistical crime data on the Police Department website, allowing community members to view crime statistics.

INVESTIGATIVE SERVICES
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GOALS AND OBJECTIVES
City Council Goal E: Safety
Cathedral City is safe for all who live, work, visit and play in our community.

The Investigative Division’s Goals and Objectives include:

• Evaluate and enhance available technology to aid in the identifying, prosecuting, and closing of cases.

• Continue to grow the Crime Analyst position to develop incident driven coordination with other divisions and agencies in the Coachella Valley and coordinate with the District Attorney’s Office to improve the efficiency of criminal filings.

• Utilize the special enforcement teams’ resources, such as the Narcotics Task Force and the Gang Impact Team, to assist in crime fighting efforts throughout the city.

• Seek specialized training opportunities specific to investigations and visit cold case investigations with assistance from background investigators.

• Continue to educate the public on crime prevention by participating in neighborhood watch meetings, community events, and posting to social media and Police Department websites.

• Conduct an annual review of all cold case homicides in coordination with the Riverside County District Attorney’s Office Cold Case Unit.

• Perform an annual audit of Flock ALPR cameras and US Security Line intersection camera locations based on crime trends.

INVESTIGATIVE SERVICES
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PERFORMANCE MEASURES
Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance Measure

Definition

Baseline

FY
2024

Goal
Violent crime rate per 1,000 residents
Number of FBI Part 1 violent crime cases per
1,000 residents (Murder, Rape, Robbery,
Aggravated Assault)

4 3

2.5 Violent crime clearance rate
Percentage of FBI Part 1 violent crime cases
cleared by arrest or exceptional means
(Murder, Rape, Robbery, Aggravated Assault)

40%

>45%

New Performance Measures for FY 2025/2026 and FY 2026/2027:

• Reduce the number of Federal Bureau of Investigations (FBI) Part 1 violent crime cases per 1,000 residents (Murder, Rape, Robbery, Aggravated Assaults). In 2024, Cathedral City saw a violent crime rate of about

3.0 per 1,000 residents. The goal for the Department and Investigations Bureau is to reduce the Part 1 violent crime rate to 2.5 or below. It should be noted the national average violent crime rate is 4.0.

• Increase the violent crime clearance rate. In 2024 the Investigations Bureau investigated 149 major cases involving Part 1 crimes. In 20025/2026 the Department and Investigations Bureau is looking to clear by arrest or exception means 45% or more of the Part 1 crimes.

EMERGENCY COMMUNICATIONS
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The Emergency Communications Center answers all 9-1-1 emergency and non-emergency telephone calls for the City of Cathedral City. All emergency requests for police, fire, and medical aide services are routed through the Communication Center.

ACCOMPLISHMENTS

Recent accomplishments of Emergency Communications include the following:

• In 2023 the Emergency Communications Center answered a total of 84,447 calls for service. (36,100 emergency calls and 48,347 non-emergency calls)

• In 2024 the Emergency Communications Center answered a total of 66,272 calls for service. (24,588 emergency calls and 41,684 non-emergency calls).

• Purchased Eventide Recorder, which records and stores all audio and data for Police and Fire emergency/non-emergency phone calls and radio transmissions.

• Completed annual CLETS testing and certification for police/fire/code enforcement employees.

• Completed bi-annual Continuing Professional Training (CPT) for Dispatch personnel.

• Purchased new headsets and batteries for consoles.

• Updated Dispatcher Training Manual.

EMERGENCY COMMUNICA 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 1,602,505 1,985,436 2,597,317 611,881 2,661,334 64,017 Operations 769,829 392,970 569,291 176,321 576,441 7,150 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 32,949 0 0 0 0 0
TOTAL EXPENDITURES 2,405,283 2,378,406 3,166,608 788,202 3,237,775 71,167

EMERGENCY COMMUNICATIONS
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GOALS AND OBJECTIVES

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

With the Emergency Communications Center being the first line of communication to assist personnel to be safe while responding to calls for service in the City, the Emergency Communications Center’s Goals and Objectives include:

• Ensure training, both formal and informal, is accomplished for Emergency Communications Center staff.

• Continue to update and improve text to 9- 1-1, location, and phone technologies with the statewide implementation of NextGen 9-1-1.

• Increase Dispatch staffing levels from 10 to 12 full-time Dispatchers.

• Increase part-time Dispatcher staffing levels to alleviate the increased cost of overtime.

• Re-implement Emergency Medical Dispatching ( EMD), as part of Riverside County Emergency Medical Services mandate once sufficient staffing levels are met.

• Purchase upgraded Call Processing Equipment (CPE) in cooperation with Cal OES.

EMERGENCY COMMUNICATIONS
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PERFORMANCE MEASURES

Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance Measure

Definition

Baseline

FY
2024

Goal
Vacancies among Dispatch positions Percentage of vacant Dispatch positions within the
department.

10 10

12 Emergency Medical Dispatch trained positions Percentage of EMD trained Dispatchers
0 TBD
12 911 call response Percentage of 911 emergency
calls answered within 15
seconds.
90%

99.32%

90%

Non-emergency calls response Percentage of calls to the non- emergency line answered
within 2 minutes.
90%

99.99%

90%

Response time to priority 0 calls (in minutes) Average time between when a priority 0 (hot) call is entered
into the system and when the
first unit arrives on scene.
7 5.39

7 Response time to priority 1 call (in minutes) Average time between when a priority 1 (just occurred) call is
entered into the system and
when the first unit arrives on
scene.
7 5.9

7 Response time to priority 2 calls (in minutes) Average time between when a priority 2 (prior) call is entered
into the system and when the
first unit arrives on scene.
10-30
min

10.7 10-30
min
PRIORITY 3 (DHS-we don’t use anymore) N/A N/A N/A N/A
Response time to priority 4 calls (in minutes) Average time between when a priority 4 (lobby) call is entered
into the system and when the
first unit arrives on scene.
10-30
min

9.6 min

10-30 min

ANIMAL CONTROL
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Animal Control Services is currently contracted through the County of Riverside Department of Animal Services and is responsible for the enforcement of state and city animal control laws and codes. Animal Control has the following responsibilities:

• Administering a rabies control program.

• Investigating reports of animal bites to humans by both domestic and other animals.

• Locating and detaining stray animals.
.
• Locating and detaining indigenous wildlife and then relocating them.

• Issuing citations to owners of animals who are in violation of the city or state animal control regulations.

• Removing dead animal carcasses from city streets and private properties.

• Operating, cleaning, and maintaining the animal control kennel.

• Returning found animals to their owners.
.
• Adopting out found animals.

• Euthanizing animals and disposing of animal carcasses. .
• Receiving fees paid by citizens for impounding, boarding and adoption of animals.

A NIMA L CONTROL 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 302,844 440,557 400,800 -39,757 420,540 19,740 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 302,844 440,557 400,800 -39,757 420,540 19,740

ANIMAL CONTROL
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ACCOMPLISHMENTS

• Worked with Animal Control to ensure 20 hours/week of services were performed.

• Obtained a daily log of Animal Control activities for verification of services.

• Obtained a web-based portal for the reporting of Animal Control Officer (ACO) issues.

GOALS AND OBJECTIVES

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

Animal Control’s Goals and objectives include:

• Providing animal control field and shelter services to the City of Cathedral City and its residents to reduce and control stray animals.

• Conduct animal investigations.

• Returning lost pets to owners and to promote animal adoption efforts, as well as spay and neuter services.

• Enter into a future contract to maintain animal control services.

PERFORMANCE MEASURES
Performance Measures for FY 2025/2026 – FY 2026/2027:

• Receive daily activity logs from the assigned Animal Control Officer to ensure current contract compliance.

• Continue utilization of the online portal for employees to enter animal control related calls for service from community members.

Performance Measure

Definition

Baseline

FY
2024

Goal
Monthly animal control reports Statistics received monthly from Riverside County Animal Control capturing impounds and numbers of
days sheltered.

12 12

12 Daily animal control reports Reports received 5 days a week detailing calls for service responded to in Cathedral City, minus
holidays.

251

FIRE DEPARTMENT AND ADMINISTRATION
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Fire Administration oversees emergency services, ambulance operations, public education, fire prevention, and emergency management (disaster preparedness). This division ensures the strategic, financial, and operational effectiveness of Cathedral City Fire & Emergency Medical Services (CCFE).

Financial Management

• Prepare and oversee annual budgets.
• Manage the department’s bi-weekly payroll.
• Manage and oversee purchases and spending including emergency vehicles, daily operational equipment, and supplies.
• Provide budget assistance to program managers.
• Identify and pursue grants and alternative funding opportunities.

Fire Department Planning

• Ensure compliance with federal, state, regional and local mandates to include Emergency Medical Services (EMS) protocols, firefighter safety, OSHA and other related compliance programs. • Manage mutual and automatic aid agreements with neighboring agencies. • Recruit and retain diverse personnel to reflect the community’s demographics. • Oversee standard and specialized training for first responders including hazardous materials, confined space rescue, and other disciplines.

Records Management

• Manage department reports, performance tracking, and compliance documentation. • Fulfill public records requests, subpoenas, depositions and other requests. • Analyze, collect, and manage department cost recovery programs to include ambulance transport fees, treat and release fees, joint apprenticeship committee training (Cal-JAC), OES and XRI deployment reimbursement, and other cost recovery programs.
• Maintain and track fire prevention inspection records. • Prepare and submit National Fire Incident Reporting System (NFIRS) quarterly reports. • Maintain and periodically review required records for ISO.

Facilities & Equipment Maintenance

• Provide materials and supplies for on-duty personnel to maintain fire stations and equipment • Monitor and maintain the City’s underground fuel storage tank and fuel system for compliance reporting with Federal, State, County and local codes and regulations. • Maintain vehicles and firefighting equipment to ensure safe and continuous operation.

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 715,996 995,296 1,524,895 529,599 1,565,683 40,788 Operations 198,915 221,998 359,668 137,670 356,198 -3,470 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 914,911 1,217,294 1,884,563 667,268 1,921,881 37,318

FIRE DEPARTMENT AND ADMINISTRATION
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Personnel Management

• Coordinate hiring, promotions, and diversity initiatives in partnership with Human Resources. • Oversee the Firefighter Injury Prevention & Wellness Program. • Manage staffing, scheduling and timekeeping through the TeleStaff and Executime time keeping programs.
• Monitor industry trends and regulatory changes to maintain compliance. • Manage employee appraisal program including recognition and correction actions.

ACCOMPLISHMENTS
Recruitment & Promotions

• Successfully implemented the Fire Cadet Program (FY 2024–2025). • Hired multiple Firefighter/ Emergency Medical Technician (EMTs) and Ambulance Operators, advancing diversity initiatives.
• Promoted 3 Fire Captains, 2 Engineers, and 1 Battalion Chief, strengthening department leadership. • Increased fire department diversity by 30%.
• Increased the number of Spanish-speaking personnel to enhance service to the community. • Streamlined the Fire Department Actor Program for all ranks, fostering leadership development.

Department Planning & Compliance

• Completed the Fire Department Strategic Plan in July 2023. • Hired a Fire Marshal (July 2023) to oversee fire prevention, plan reviews, and inspections. • Hired a Deputy Fire Chief (February 2024) to oversee accreditation and fire operations. • Enhanced Community Risk Reduction (CRR) initiatives, including:
o Smoke Alarm Installation event in collaboration with the American Red Cross. o Stop the Bleed Program launch to improve community emergency preparedness. • Measure W funding update to support Cathedral City Fire & EMS infrastructure and services.

FIRE DEPARTMENT AND ADMINISTRATION
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Grants & Secured Alternate Funding

LOCAL HAZARDOUS MITIGATION PLAN (LHMP)
& EMERGENCY OPERATIONS PLAN (EOP)
GRANT
AMOUNT PURPOSE:

FEMA FUNDS $149,631
Updates outdated plan to support disaster risk
reduction eﬀorts OFFICE OF EMERGENCY SERVICES (OES) FUNDS $49,877 FEMA ADMIN FUNDS $7,896

ASSISTANCE TO FIREFIGHTERS GRANT
(AFG) AMOUNT PURPOSE:

FEMA FUNDS $154,607.27 Promotes personnel wellness and safety programs

OFFICE OF TRAFFIC SAFETY GRANT
CAR SEAT SAFETY AMOUNT PURPOSE:

OTS FUNDS $45,650 Enhances child passenger safety and education.

COMMUNITY EMERGENCY RESPONSE
TEAM (CERT) GRANT AMOUNT PURPOSE:

OFFICE OF EMERGENCY SERVICES (OES)
FUNDS $25,000 Improves community disaster preparedness
through hands on training classes.

Infrastructure & Technology Upgrades

• Upgraded/maintained emergency vehicles, including:
o Medic 3 upgrade to F450 Medix Ambulance
o Currently “building” 1 Rosenbauer Pumper Engine and 1 Rosenbauer Aerial Truck, expected delivery of the Engine May 2026 and the Truck August 2026. o Medic 22 F450 Medix Ambulance on order, expected delivery May 2026. • Upgraded to cloud based TeleStaff scheduling for improved workforce management. • Purchased Public Safety Enterprise Communication (PSEC) radios, integrating countywide digital interoperability for improved communication.
• Upgrading Edom Hill Repeater for improved communications and firefighter safety.

Performance & Wellness Initiatives

• Rolled out the Fire Department Injury Prevention & Wellness Program, reducing injuries and improving workforce morale.
• Expanded Center for Public Safety Excellence (CPSE) Accreditation efforts, receiving recommendation for accreditation from the CPSE Peer Team.

FIRE DEPARTMENT AND ADMINISTRATION
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GOALS AND OBJECTIVES

ALIGNMENT WITH THE STRATEGIC PLAN

Fire Administration supports multiple goals from both the City of Cathedral City’s Five- Year Strategic Plan and Cathedral City Fire & EMS’ Three-Year Strategic Plan:

A-3 Develop and implement a professional development program to enhance career development opportunities, strengthen organizational capabilities, and increase organizational capacity.

• Introduce a Fire Cadet Program to introduce youth to the potential for careers in fire and emergency service.

A-4 Identify initiatives and establish programs that recognize and appreciate employees for performance, innovation, and efficiency.

• Strengthen recruitment efforts to ensure underrepresented groups comprise 25% of the workforce.

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

• Station 2 dorm and facility upgrades to accommodate new medic unit and meet gender compliance requirements.
• Install windows are Station 3 to mitigate dust storm impact and improve indoor air quality for operational readiness.

C-2 Develop an inventory of contract services that are due for bid and request proposals.

• As a part of accreditation best practices, internal (non-financial) contract access and tracking will be centralized and available on the Fire Dept SharePoint
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.

D-8 Develop community-based Fire Prevention initiatives, including drowning prevention, smoke alarm

FIRE DEPARTMENT AND ADMINISTRATION
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installation, and CPR programs (Goal from 2023 Strategic Plan)

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

E-4 Increase Police, Fire, and Code Compliance engagement with the community (Goal from 2023 Strategic Plan)
E-4 Strengthen the City's ability to prepare for, respond to, and recover from disasters by reviewing and updating the City's Emergency Operations Plans through annual training sessions and tabletop exercises.

E-9 Develop a Fire Department Injury Prevention and Wellness Program (Goal from 2023 Strategic Plan) Fire Goal E-1: Create an expand Community Risk Reduction program opportunities.

City Council Goal F: Embracing, Inclusive City

Fire Goal F-1: Increase diversity outreach in applicants and new hires by 50%.

Fire Goal F-2: Increase social media outreach to attract a diversified workforce.

The Fire Department’s Strategic Plan was successfully completed two years ahead of schedule, effectively integrating all operational components within CCFE.

The Fire Department and Administration Goals and Objectives include:

Financial Management

• Streamline departmental budgets and explore additional grant funding to sustain operational expansions. • Enhance ambulance billing and cost recovery programs using data analytics.

Fire Department Planning

• Expand mutual and automatic aid agreements for cross-agency response coordination. • Target 50% workforce diversity, focusing on bilingual candidates and female firefighters. • Integrate specialized training (HazMat, confined space, wildland operations) into workforce development.

Records Management

• Digitize key inspections and medical reporting for accuracy and efficiency. • Leverage data analytics to enhance performance tracking and resource allocation. • Maintain NFIRS & ISO compliance with updated reporting standards. • Maintain internal (non-financial) contract access and tracking will be centralized and available on the Fire Dept SharePoint

FIRE DEPARTMENT AND ADMINISTRATION
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Facilities & Equipment Maintenance

• Complete dorm upgrades at Fire Station 2 to accommodate new medic unit and meet gender compliance requirements.
• Ensure underground storage tanks and fuel dispensing systems meet compliance regulations. • Implement comprehensive vehicle maintenance schedules for the fire department fleet. • Maintain a fleet of reserve apparatus to maintain operational readiness.

Personnel Management

• Expand the Firefighter Injury Prevention & Wellness Program, emphasizing mental health resources. • Deploy a department-wide Root Cause Analysis process for all accidents, including:
o Workers’ compensation claims
o Vehicle accidents
o Preventable errors or near-misses
• Improve promotional and mentorship pathways, particularly for underrepresented groups. • Enhance TeleStaff scheduling, integrating real-time shift bidding and coverage alerts. • Increase administrative support staff to meet increased demand for Fire Administration services.

FIRE DEPARTMENT AND ADMINISTRATION
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PERFORMANCE MEASURES
Performance Measures for FY 2025/2026 and FY 2026/2027:

Goals/Initiatives Deﬁnition Date of
Completion
Fire Department Goals
Complete CPSE/CFAI
Accreditation
A process of self-assessment through strategic planning, community risk assessments and best practice measures
documented in 11 diﬀerent categories for CPSE peer team review and approval.
3/31/2025
Fire Cadet Program Fire Cadet Program designed for local youth to explore opportunities in public service. 11/9/2024
Department Strategic Plan Update the Fire Department’s Strategic Plan (2023 – 2026) 07/15/2023
AO to Fireﬁghter Bridge
Program
Develop and implement an Ambulance Operator to Fireﬁghter program to create a candidate pool of future ﬁreﬁghters within the department.
4 AO’s sent to Fire Academy to date.
2 successfully promoted to ﬁreﬁghters.
07/01/2023
Community Risk Reduction Initiatives
Smoke Alarm Installation
Event with American Red
Cross
Collaborative event to install 500 smoke alarms in designated communities to promote life safety. 01/20/2024
CERT Program in English
and Spanish
Community disaster preparation training oﬀered to residents.

Goal - 2 Community Workshops Annually
11/30/2024
1 class
English
1 Teen CERT
Stop the Bleed
Classes oﬀered to the community for residents to learn basic ﬁrst aid to provide help until ﬁrst responders arrive.

Goal - 4 Community Workshops
FY 2023 – 25
4 classes
held
Sidewalk CPR / Hands Only
CPR
Classes oﬀered to the community for residents to learn basic CPR to provide help until ﬁrst responders arrive.

Goal - 4 Community Workshops
FY 2023 – 25
4 classes
held
Fall Prevention
Workshop oﬀered to the senior community to provide tips and suggestions to avoid falls.

Goal - 4 Community Workshops
FY 2023 -
2025
7 workshops
held

FIRE DEPARTMENT AND ADMINISTRATION
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Performance Measure Deﬁnition Baseline FY 2024
Performance Goal
Employee (JAC) Training
Hours
Required training hours coded and logged
through Vector Solutions for employee
development and safety.
25,440 24,353 27,000
Diversity Hiring Initiative
To better represent the community we serve,
increase recruitment in the local area and
encourage/mentor those currently
underrepresented.
25% 30% 50%
Reduce employee
Workers’ Compensation
related absences by 5%
Deploy a department-wide Root Cause
Analysis for all workplace injuries.
188 days
(3-year
average)
45 days 43
days

Fire Department
Goals/Initiatives Deﬁnition Target
Date
Fire Department Goals
Public Safety Enterprise
Communication Radio
Transition
Update all handheld and mobile radios to operate within PSEC.

In-service staﬀ on the system. 12/2025
Station 2 Dorm and Facility
Upgrades
Update Station 2 dorms and facilities to accommodate new medic unit and meet gender compliance standards 12/2025 Station 3 Update Install windows at Station 3 to mitigate dust storm impact and improve indoor air quality. 12/2026
Internal Contract Tracking
As a part of accreditation best practices, internal (non-ﬁnancial) contract access and tracking will be centralized and available on the Fire Dept SharePoint
12/2025
Specialty Training Advanced training provided to personnel for complex call types (Rope Rescue, Swift Water, HazMat) 12/2027
Community Based
Paramedicine
A healthcare model that allows paramedics to operate in expanded roles by assisting with public health and primary healthcare and preventive services.

In
Review
Community Risk Reduction Initiatives
Drowning Prevention
Campaign
Community outreach campaign in the community to reduce
drowning incidents. 03/2026

EMERGENCY SERVICES
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Fire Emergency Services is tasked with reducing injuries, loss of life, environmental damage, and property loss due to medical emergencies, fires, hazardous materials incidents, and natural disasters. The division provides advanced life support (ALS), emergency transport, and community risk reduction services across four main components:

• Emergency Service
• Non-Emergency Service
• Patient Assessment and Treatment
• Emergency Transportation Service
Beyond emergency responses, our firefighters also engage in public education, fire prevention inspections, fire cause and origin investigations, and community outreach. Secondary responsibilities include fleet maintenance, Community Emergency Response Team (CERT) training, promotional testing, quality assurance, radio communications, and more.

EMERGENCY 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 7,184,740 8,367,700 8,354,595 -13,106 8,705,459 350,864 Operations 1,517,649 1,254,962 1,877,401 622,439 1,896,365 18,964 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 8,702,389 9,622,662 10,231,996 609,333 10,601,824 369,828

EMERGENCY SERVICES
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ACCOMPLISHMENTS
Emergency Response Calls

• Responded to 7,591 emergency incidents in FY 2023/2024, an increase from 7,309 in FY 2022/2023.
• EMS calls composed approximately 77% of all 9-1-1 responses.

Ambulance & Equipment Enhancements

• Medic 2 was placed in service at Fire Station 2 on April 2023, improving ambulance coverage. • Three Type I ambulances purchased to replace aging units, ensuring continuous patient care. • Stryker Power Load systems installed in all ambulances to reduce lifting-related injuries.

Cardiac Arrest Management

• ROSC (Return of Spontaneous Circulation) climbed to 37.8% in 2024 up from 30.8% in 2023. • Expanded High-Performance CPR (HP CPR) training, elevating cardiac arrest survival rates.

Technology & Infrastructure Upgrades

• Upgraded G2 Alerting Systems at fire stations, adding heart-saver tones and encoded lighting. • Implemented Mark43 Computer Aided Dispatch (CAD) for more efficient dispatch coordination.

Community Engagement & Safety Initiatives

• Conducted three CERT programs, including one Teen CERT session. • Delivered Stop the Bleed and Sidewalk CPR training, beginning May 1, 2024 • Hosted two Fire Alarm installation events, installing 500 smoke alarms.

GOALS AND OBJECTIVES

ALIGNMENT WITH THE STRATEGIC PLAN

Fire Emergency Services supports multiple goals from both the City of Cathedral City’s Five- Year Strategic Plan and Cathedral City Fire & EMS’ Three-Year Strategic Plan:

A-3 Consider a Fire Cadet program to introduce youth to the potential for careers in fire and emergency service (Goal from 2023 Strategic Plan)

Fire Goal A-1 Reduce call interval times by 5%.

EMERGENCY SERVICES
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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.

• Deploy Tablet Command across all fire department vehicles to ensure the closest appropriate unit is dispatched, improving response efficiency and patient outcomes. • Enhance EMS technology and patient care reporting systems for improved efficiency and service delivery.

D-8 Develop community-based Fire Prevention initiatives, including drowning prevention, smoke alarm installation, and CPR programs (Goal from 2023 Strategic Plan) Fire Goal D-1 Reduce falls and public assist calls for service by 5% 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-3 Continue Police, Fire, and Expand Code Compliance engagement with the community.

• Increase engagement with the community through social media, station open houses, and public education programs.
• Create Community Risk Reduction Education opportunities twice a year.

E-9 Develop a Fire Department Injury Prevention and Wellness Program (Goal from 2023 Strategic Plan) • To reduce firefighter injuries, illnesses, and stress-related conditions.

The Fire Emergency Services Goals and Objectives include:

Enhancing Emergency Response & Staffing

• Maintain four fully staffed ambulances with Firefighter/Paramedics and Ambulance Operator EMTs. • Pursue budget approval for an additional Battalion Chief position focused on Health and Safety, who will serve as an incident safety officer.
• Optimize response times and resource allocation through data analytics.

Expanding Community-Based Programs

• Increase fall prevention workshops and expand home safety assessments. • Continue Fall Prevention PSA campaigns and promote fire safety awareness.

Advancing Training & Innovation

• Expand virtual training opportunities for firefighters and EMS personnel. • Conduct Safety Officer training for a minimum of four department personnel. • Strengthen partnerships with hospitals and paramedicine programs to enhance care coordination.

EMERGENCY SERVICES
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• Implement Emergency Medical Dispatch with two fire department-specific dispatchers to right-size responses – sending only necessary resources to each incident type. • Expand the use of data analytics, including predictive modeling and AI, to inform deployment, staffing, and training decisions.

Wellness & Prevention

• Implement annual turnout gear testing to ensure gear is free of carcinogens and compliant with safety standard.
• Fully implement the Wellness and Safety Program to include:
o Annual physicals
o Annual psychological evaluations
o Annual cancer screening

EMERGENCY SERVICES
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PERFORMANCE MEASURES
Performance Measures for FY 2025/2026 and FY 2026/2027:

Performance Measure FY 2023
Actual
FY 2024
Actual
FY 2025
Projected
Calls for Service 7,309 7,591 8,000
Average Emergency Response Times
(Dispatch to Arrival) 6 min 32 sec 6 min 21 sec 5 min 45 sec

Performance Measure Deﬁnition Baseline
5 Year Average
FY 2024
Performance Goal
Engine/Truck Turnout
Time
Total turnout time to from
dispatch to enroute time. 1:45 1:09 1:06
Engine/Truck Response
Time
Total response time to EMS
incident from dispatch to arrival
on scene.

As a part of our Strategic Plan
goals, total response times
should be reduced by 5%
7:20 7:49 7:26

Fire Department Goals/Initiatives Deﬁnition Date of
Completion
Career Development Plans (CDP)
Council Goal A
All personnel have access to career development
plans 06/30/2024
Public Safety Enterprise
Communication Radio Transition
Update all handheld and mobile radios to operate
within PSEC.

In-service staﬀ on the system.

In Progress
AO to Fireﬁghter Bridge Program
Develop and implement an Ambulance Operator to
Fireﬁghter program to create a candidate pool of
future ﬁreﬁghters within the department.
4 AO’s sent to Fire Academy to date.
2 successfully promoted to ﬁreﬁghters.
07/01/2023

New Fire Department Goals/Initiatives Deﬁnition Target Date Fire Department Goals
Medic 22 Implementation
With the Measure W funds, a 4th ALS
medic unit needs to be staﬀed and
placed in service.
07/01/2025
Re-implement EMD with 2 dedicated Fire
Dispatchers
Addition of 2 ﬁre dispatchers to
Dispatch center to use EMD protocols
to right-size responses.
12/30/2025
Community Risk Reduction Initiatives
Increase Fall Prevention Workshops
Increase Fall Prevention Workshops
oﬀered to the community
Goal – 5 workshops annually
12/31/2026

PREVENTION
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Fire Prevention is dedicated to reducing injuries, loss of life, and property damage caused by hazardous conditions. As a key component of Cathedral City’s fire protection delivery system, fire prevention plays a crucial role in community risk reduction. The program consists of six core components:

• Public Education
• Business Inspections
• Development Review and Plan Checking
• System Checks
• Fire-Setter Counseling
Under the direction of the Fire Chief, Fire Prevention oversees public education initiatives, fire inspections, and plan reviews to ensure compliance with fire safety regulations.

ACCOMPLISHMENTS
Inspections and Compliance

• Completed 1,196 fire inspections in 2024, a 58% increase from 2022 totals. • Resumed Engine Company business inspections, boosting overall compliance and annual inspection coverage.

Plan Reviews

• Migrated to a digital intake plan review system, streamlining the submission and review process. • Improved development review by adopting a predictable intake and plan-check framework.

Updated Fire Code Adoption

• Adopted the 2022 California Fire Code, ensuring current local fire safety regulations.

Smoke Alarm Initiatives

• Partnered with the American Red Cross to install 500 smoke alarms throughout residential neighborhoods.

PREVENTION 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 209,547 260,168 229,321 -30,848 237,701 8,380 Operations 3,834 12,852 87,330 74,478 88,764 1,434
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 213,382 273,020 316,651 43,630 326,465 9,814

PREVENTION
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GOALS AND OBJECTIVES

ALIGNMENT WITH THE STRATEGIC PLAN

Fire Prevention supports multiple goals from both the City of Cathedral City’s Five- Year Strategic Plan and Cathedral City Fire & EMS’ Three-Year Strategic Plan:

Fire Goal C-4 Develop resource guide to educate/inform project applicants of requirements, to ensure Compliance with fire safety regulations.

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. • Implement community engagement and public education initiatives to increase awareness regarding public safety programs.

Fire Goal E-1 Create Community Risk Reduction Education opportunities two times each year.

Fire Goal E-5 Community training and outreach to enhance fire prevention efforts to maintain a safe environment for residents, businesses, and visitors.

The Prevention Goals and Objectives include:

Business Inspections & Compliance
• Inspect every business in Cathedral City annually to ensure fire code compliance. • Continue Engine Company inspection programs to identify fire hazards early. • Enforce fire code compliance for commercial operations utilizing bulk CO ₂ (over 100 pounds).

Development Review & Plan Checking
• Maintain plan check standards for new construction and tenant improvements, ensuring compliance with the 2022 California Fire Code and local amendments.
• Enhance review efficiency through digital plan submissions and improved tracking. • Coordinate business license inspections for consistent enforcement of fire codes.

System Checks & Fire Suppression
• Conduct annual inspections of commercial fire suppression systems, including sprinklers, hoods systems, and alarm systems.
• Optimize inspection intervals and data management for timely follow-ups. • Implement water supply compliance and standardization throughout Cathedral City, including mobile home parks and homeowners’ associations (HOAs).

Fire/Arson Investigation
• Expand arson investigation training for Fire Prevention personnel. • Strengthen collaboration with Cathedral City Police Department (CCPD) and the District Attorney’s Office on suspected arson cases.

PREVENTION
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Juvenile Fire-Setter Counseling
• Appoint a Juvenile Fire-Setter Counselor with advanced training. • Increase public awareness of referral methods for at-risk youth and families. • Develop community partnerships with schools and youth organizations to promote early intervention.

Community Safety Initiatives
• Expand smoke alarm installation programs in partnership with the American Red Cross and other community groups.
• Strengthen partnerships with law enforcement and community organizations for arson investigation and fire safety education.
• Target vulnerable populations (seniors, low-income families) for fire prevention outreach and home safety assessments.
• Improve public education campaigns using social media, fire station open houses, community engagements, and offering bilingual materials.

PERFORMANCE MEASURES
Performance Measures for FY 2025/2026 and FY 2026/2027:

Goals/Performance Measure Deﬁnition Date of
Completion
Safe, compliant businesses
Annually inspecting all business ensures ﬁre
safety and access through Engine Company
inspections for more eﬃcient response and
community engagement.

In Progress
Predictable Development Review System
With Fire Marshal oversight and the
implementation of the CSS portal plan
review has become more streamline.

In Progress
Arson Investigation Eﬃciency
Establish formal CCPD partnership to have
Police investigators conduct arson
investigations.
1/20/2024

Goals/initiatives Deﬁnition Target Date
Fire Department Goals
Enhanced ﬁre suppression systems oversight
Conduct annual ﬁre system inspections to
ensure compliance and that they are
operational
Ongoing
Appoint Juvenile Fire Setter Counselor with
Advanced Training
Train designated staﬀ and start outreach
program to counsel youth. 12/31/2025
Implement Water Supply Compliance in Mobile
Home and HOA Communities
Establish ordinance and conduct annual ﬂow
test for compliance in collaboration with
authority agency.
07/30/2026
Community Risk Reduction Initiatives
Fire Safety Community Engagement Create Public Education, Workshops and Safety Programs 12/31/2025

PREVENTION
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Performance
Measure Deﬁnition Baseline FY 2024
Performance Goal
Annual Business
Inspections
Annual business inspections completed by
prevention and engine companies
Engine company inspections resumed in May 2024.
75% 12% 100%
Plan Review Time
Complete plan submittals (stamped with all required
attachments) through the CSS portal for review.

Goal – Reviewed within 7 days of submittal
90% NA 90%

AMBULANCE SERVICES
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The City’s Ambulance (Paramedic) Services Program provides ALS and emergency ambulance response through CCFE. The department has refined its staffing and deployment strategies to enhance service efficiency, maintain high-quality patient care, and optimize resource allocation.

ACCOMPLISHMENTS

Emergency Medical Response & Coverage:

• Responded to 7,591 emergency incidents in FY 2023/2024, a 3.9% increase from 7,309 emergency incidents in FY 2022/2023.
• Expanded ambulance fleet with Medic 2 put in service in April 2023 at Fire Station 2, enhancing service efficiency in central Cathedral City.

Equipment & Technology Enhancements:

• Acquired three new Type I ambulances, fully equipped with Stryker Power Load systems to enhance patient transport and personnel safety.
• Implemented electronic patient care reporting (ePCR) upgrades to streamline data collection and reporting.
• Integrated EMS analytics for real-time tracking of response efficiency, patient outcomes, and resource utilization.

Cardiac Arrest Survival & Advanced Care:

• Expanded High-Performance CPR (HP-CPR) training for EMS personnel, improving patient survival rates.

Workforce Development & Mental Health Support:

• Implemented mental health and wellness programs to mitigate burnout among EMS personnel. • Continued recruitment of Ambulance Operators and introduced a career pathway to advance into Firefighter positions.

AMBULANCE 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 3,434,786 3,216,114 3,818,405 602,291 3,893,047 74,642 Operations 1,144,271 1,305,335 1,935,087 629,752 1,941,048 5,961 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 4,579,056 4,521,449 5,753,492 1,232,043 5,834,095 80,603

AMBULANCE SERVICES
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GOALS AND OBJECTIVES

ALIGNMENT WITH THE STRATEGIC PLAN

The Ambulance Services Division supports multiple goals from both the City of Cathedral City’s Five- Year Strategic Plan and Cathedral City Fire & EMS’ Three-Year Strategic Plan:

A-6 Initiate a Class and Compensation Study to benchmark and proactively identify compensation issues impacting employee retention and attraction.

• Improve recruitment and retention strategies for Ambulance Operators to sustain adequate staffing levels.

Fire Goal A-1: Reduce call interval times by 5%.

Fire Goal C-2 Increase ambulance transport cost recovery by 10%.

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.

• Expand EMS data analytics and patient care technology to enhance real-time performance tracking. • Establish innovative community-based fire prevention programs, including Drowning Prevention, Smoke Alarm Installation, Fall Prevention, and CPR initiatives.

Fire Goal D-1 Reduce falls and public assists calls for service within the community by 5%.

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.

Fire Goal E-1 Ensure full staffing of Ambulance Operator positions and maintain continuous operation of four ambulances for emergency response.

Fire Goal E-2 Optimize ambulance deployment strategies to reduce response times and align with national standards.

AMBULANCE SERVICES
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City Council Goal F: Embracing, Inclusive City

Fire Goal F-1 Increase diversity outreach in applicants and new hires by 50%.

Fire Goal F-2 Develop formal transition process, promoting personnel to a higher rank.

The Ambulance Services Goals and Objectives include:

Emergency Response & Transport Services:

• Take delivery of new Medic 4 unit and integrate it into the emergency response fleet by May 2026, reserve ambulance will be utilized to enhance service coverage by July 2025. • Maintain full staffing and operation of four ALS ambulances. • Explore Community-Based Paramedicine (CBP) to reduce non-emergency ambulance transports through telemedicine and alternative care pathways.
• Implement dynamic ambulance deployment modeling, improving response times based on call volume analysis and predictive analytics.

Workforce Development & Retention:

• Strengthen recruitment and retention of Ambulance Operators to ensure workforce diversity and offer career progression opportunities.

EMS System Optimization:

• Explore telemedicine partnerships to provide pre-hospital care for non-critical patients, reducing unnecessary transports.
• Develop a Mobile Integrated Health (MIH) program to divert non-emergency patients from emergency rooms to appropriate care settings.

Revenue Development:

• Increase service fees
• Enhance ambulance billing processes
• Implement fire responder fee recovery for qualifying EMS calls.

Community Engagement & Prevention Programs:

• Expand CPR & First Aid training for local businesses and community members. • Strengthen public education campaigns on EMS access and emergency preparedness.

AMBULANCE SERVICES
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PERFORMANCE MEASURES
EMS Response Data

Performance Measure
FY 2022
Actual
FY 2023
Actual
FY 2024
Actual
FY 2025
Projected
Ambulance Responses 6,227 6,541 7,216 8,000
ALS Ambulance Transport Calls 3,839 4,227 4,781 4,500
Treat & Release Calls (non-transports) 122 114 108 120

Performance Measures for FY 2025/2026 and FY 2026/2027:

Performance Measure Deﬁnition Baseline FY 2024
Performance Goal
Ambulance Turnout Time Total turnout time to from dispatch to enroute time. 2:12 1:05 1:50
Ambulance Total Response
Time
Total response time to EMS incident
from dispatch to arrival on scene. 9:12 9:10 6:30
Cost Recovery Amount of recoverable fees
collected on qualifying billable calls. 71% 87% 90%
Insurance Collection
Number of qualifying EMS calls
where insurance information is
collected for billing.

N/A 95% 100%

EMERGENCY MANAGEMENT
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The City’s Emergency Management Division of the Fire Department provides for the Disaster Preparedness Program to support the needs of the community before, during and after a disaster. There are four main components of the program:

• Community Emergency Response Team (CERT) Training which has been suspended during the COVID- 19 pandemic.
• Emergency Operations Center management by a Battalion Chief. • Equipment and Supplies.
• Staff Training on the Standard Emergency Management System (SEMS) and National Information Management System (NIMS).

The program is responsible for developing, implementing, and maintaining disaster preparedness programs to recruit, educate, and train interested community participants. This program also ensures the ongoing readiness of the City’s Emergency Operations Center and ensures city staff is adequately trained to activate, operate, and deactivate the EOC. Coordination of these programs provides a better foundation for early recovery after a disaster occurs.

ACCOMPLISHMENTS

Disaster Preparedness & Public Outreach:

• Conducted multiple CERT training courses, increasing volunteer participation. • Provided disaster preparedness presentations for faith groups, homeowners’ associations, libraries, and senior centers.
• Hosted additional Teen CERT sessions at Cathedral City High School to promote youth engagement in emergency readiness.

Equipment & Resource Enhancements:

• Collaborated with Riverside County Emergency Management Division (EMD) for resource- sharing and protocol updates.
• Upgraded EOC communications, integrating video conferencing capabilities.

EMERGENCY 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 10,615 2,318 59,950 57,632 59,950 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 10,615 2,318 59,950 57,632 59,950 0

EMERGENCY MANAGEMENT
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Grant Funding & Pandemic Response:

• Secured grant funding to expand CERT training.
• Partnered with regional agencies to obtain federal Personal Protective Equipment ( PPE) grants during public health emergencies.
• Obtained FEMA and OES grants to update the Local Hazard Mitigation Plan and Emergency Operations Plan (EOP).

GOALS AND OBJECTIVES

ALIGNMENT WITH THE STRATEGIC PLAN

Emergency Management supports multiple goals from both the City of Cathedral City’s Five -Year Strategic Plan and Cathedral City Fire & EMS’ Three-Year Strategic Plan:

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

E-8 Build community resiliency through implementation of community training programs, CERT training, and other educational outreach (Goal from 2023 Strategic Plan)

The Emergency Management Goals and Objectives include:

Staff Training & Readiness:

• Annual EOC Drills: Conduct at least one full-scale EOC drill per year, including tabletop and functional exercises.
• SEMS/NIMS Compliance: Ensure all City personnel maintain NIMS, SEMS, and Incident Command System (ICS) certifications.
• Cross-Agency Coordination: Strengthen mutual aid agreements with Riverside County EMD and regional partners.

Community Emergency Response Team (CERT):

• Expand CERT Outreach: Increase class offerings to reach more neighborhoods, businesses, and vulnerable populations, with a goal of advancing 50 residents annually. • Retention & Engagement: Develop structured pathways for CERT graduates, including advanced training and leadership opportunities.

Emergency Operations Center & Disaster Preparedness:

• Emergency Operations Plan: Finalize an updated EOP by end of 2025, incorporating lessons from recent incidents.
• Local Hazard Mitigation Plan: Finalize an update LHMP with external consultants by end of 2025. • Maintain EOC Supplies: Conduct regular inventories and replenish emergency resources.

EMERGENCY MANAGEMENT
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Equipment & Supplies:

• Enhanced Communication: Assess real-time emergency tracking software and potential upgrades to the emergency alert system.
• Grant Funding: Seek additional federal and state grants for advanced disaster management tools and EOC improvements.
• Equipment Maintenance:
o Update and service emergency supply caches at station 2, station 3, and the High School. o Maintained EOC infrastructure, including audio systems and operational vests. o Implemented a bi-annual equipment and resource inspection system.

PERFORMANCE MEASURES
Performance Measures for FY 2025/2026 and FY 2026/2027:

Goals/Performance Measure Deﬁnition Date of
Completion
Fire Department Goals
EOC Training – Annual Training to ensure City staﬀ
remain SEMS/NIMS compliant
Designated staﬀ successfully
complete required training. Pending
Equipment & Cache Upgrades Maintain and restock expired emergency supply caches Pending
Community Risk Reduction Initiatives
CERT Training Grant Source funding for CERT training and disaster supplies 08/01/2024
Teen CERT Annual class with High School 11/30/2024

Goals/initiative Measurement Target Date
Fire Department Goals
Local Hazardous Mitigation Plan Update Adopt and publish plan 12/31/2025 Emergency Operations Plan Update Adopt and Publish plan 12/31/2025 Upgrade/Update EOC Upgraded furnishings, computers, resources and supplies 12/31/2026
Community Risk Reduction Initiatives
CERT Expansion to underrepresented
community members
CERT Class delivered in Spanish
Goal – 1 Spanish CERT Class annually 06/30/2026

GENERAL GOVERNMENT
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The General Government function accounts for those general government expenditures not readily able to be allocated to any one department and/or reflect jointly coordinated programs or projects across multiple departments.

Expenditures included in this category provide a broad benefit and may be applicable to various departments and divisions. Examples include: miscellaneous dues and subscriptions, supplies used by all departments, common use office equipment and associated maintenance, tax sharing agreements, unassigned fleet and utilities, OPEB and CalPERS payments for City retirees, and City debt service obligations, non – Assessment District or Successor Agency debt, and contingencies.

GENERAL GOVERNMENT 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 26,394 0 135,000 135,000 135,000 0 Operations 4,361,501 4,051,967 3,804,717 -247,250 3,956,875 152,158 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 4,787,089 3,027,236 3,404,602 377,366 3,192,327 -212,275 TOTAL EXPENDITURES 9,174,983 7,079,203 7,344,319 265,116 7,284,202 152,158

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OTHER FUNDS
• Measure W Fund (Fund 151)
• Big League Dreams Fund (Fund 431)
• Special Deposits Fund (Fund 711)

MEASURE W FUND Fund 151
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Description: The Measure W Fund was established to account for the funds received following the passage of the Measure W ballot measure at the General Municipal Election on November 5, 2024. Measure W proposed a one- half cent increase to the general transaction and use tax , increasing from one cent to one and one- half cents per dollar. Although the deposit activity is accounted for in a separate fund, it does not meet the definition of a special revenue fund according to Governmental Accounting Standards Board (GASB) Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. With the implementation of GASB Statement No. 54, this fund has been considered a sub-fund of the General Fund and will be reported as such starting in 2026.

Funding Sources: Revenues are generated from a one-half cent general transaction and use tax.

Fund Balance: Fund balance is projected to remain at $0 as of June 30, 2026 and June 30, 2027.

In July 2024 the City Council, after months of study and public input, including a report from the Resident Study Committee of Cathedral City residents, acted to refer a tax question to the voters (Measure W) which was ultimately approved by the voters in November. 74% of Cathedral City voters said yes to improved and more efficient emergency medical service, more funding for paving neighborhood streets and yes to joining the Desert Recreation District so that Cathedral City residents can enjoy the broad array of parks and recreation opportunities offered by the DRD. Since the passage of Measure W, the City Council and staff have been working to deliver on the promises made.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 0 0 0 0 0 0

REVENUES AND OTHER SOURCES
Taxes 0 0 5,000,000 5,000,000 5,000,000 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 0 0 0 0 0 0
Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 0 0 5,000,000 5,000,000 5,000,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 1,000,000 1,000,000 1,000,000 0 Operations 0 0 798,586 798,586 798,586 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 1,201,414 1,201,414 1,201,414 0
CIP projects 0 0 0 0 0 0
Transfers out 0 0 2,000,000 2,000,000 2,000,000 0
Total Expenditures and Other Uses 0 0 5,000,000 5,000,000 5,000,000 0 Net increas e (decreas e) 0 0 0 0 0 0
Ending Balance 0 0 0 0 0 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
MEASURE W FUND Fund 151
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ACCOMPLISHMENTS

Neighborhood Street Improvements

Measure W will provide an additional $1 million per year dedicated to improving neighborhood streets. In this budget, staff will present the City Council with multi -year plans for improvements to neighborhood streets. Staff in the Public Works department have developed three sets of street improvement plans:

• Measure W funded street improvements which will focus on neighborhood streets . • SB 1 funded improvements using funds provided through Cathedral City’s share of state gas tax funds . • Maintenance of Effort funded improvements. To receive state SB1 funds, the City must provide a local match, which mostly comes from the City’s General Fund.

Desert Recreation District Annexation

Measure W will also provide funding of $1 million per year for improved parks maintenance and the introduction of recreation programming which was previously not provided in Cathedral City. These services will be provided by the Desert Recreation District and Cathedral City will annex into the district. Once the annexation is complete, residents of Cathedral City will be able to take advantage of parks and recreation programming through the DRD anywhere DRD serves in the Coachella Valley, at in-district rates.

• The City Council and the Desert Recreation District board each approved the services and tax sharing agreements needed to make this all happen during their respective meetings on February 12, 2025.

Next steps will include the public annexation process through the Riverside Local Agency Formation Commission (LAFCO). Services provided to Cathedral City residents by the DRD will include maintenance of Esperanza, Ocotillo, Panorama, Century, Dennis Keat soccer parks and limited maintenance at Patriot Park; recreation programming in Cathedral City parks and other local facilities, operation of the Cathedral City High School (CCHS) pool for the summer swim season, parks attendants to monitor and handle issues in the parks and access to DRD events and programs throughout the DRD service area. The agreements will allow all these benefits to begin by July 1, 2025.

Improved Fire Paramedic and Ambulance Service

Measure W will also fund the acquisition and staffing of a fourth ambulance, maintaining emergency medical response times even as calls for service are increasing. Six new firefighter/paramedic positions will be funded to staff the fourth ambulance 24 hours a day seven days a week.

• Fire Department and Human Resources department personnel are currently working on the recruitment, testing and hiring of the personnel required to staff the ambulance with a goal of having them onboard a few weeks prior to July 1, 2025 so that they can be trained and in place for the additional ambulance to go into service on that date.

The Police Department will also be hiring two additional emergency medical dispatchers in support of the emergency services which are included in the police department budget. Police handles all dispatch for both the police and fire departments. The additional dispatchers will allow for the implementation of emergency medical dispatch.

MEASURE W FUND Fund 151
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Community Recreation Center

Measure W will also provide funding for the development of a community recreation center and ultimately its operation. The first step toward development of the recreation center will be the selection of a firm to assist with evaluating possible locations for either a newly constructed facility or an adaptive reuse of an existing building.

A competitive process will be conducted to select a firm and their study will include community input, review by the DRD and other possible users of the facility.

GOALS AND OBJECTIVES

Measure W aligns with the City Council goals of:

Goal B: Community Investment

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

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.

Specific actions that will be taken to achieve the Council’s goals and objectives for Measure W include:

• Complete the hiring of six new firefighter/paramedics to staff the 4 th ambulance.
• Take possession of the new ambulance to serve the 4th ambulance unit. • Hire two new dispatchers and implement emergency medical dispatch. • Assess and determine neighborhood streets to be improved using Measure W funds and conduct bid processes to hire contractors for the required improvements. • Complete the annexation process for the City to join the Desert Recreation District and implement the tax transfer agreement.
• Complete the site selection and feasibility study to determine the best location and services desired at a new community recreation center.
• Conduct community outreach to determine resident’s needs and desires for recreation programming and services.
• Transition park maintenance services for parks identified in the agreement to DRD.

MEASURE W FUND Fund 151
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PERFORMANCE MEASURES

Future Performance Measures:

• Implementation of hiring objectives and staff on board by July 1, 2025. • Review and assess DRD program registrations and participation by Cathedral City residents. • Track DRD maintenance standards for City parks as outlined in the services agreement. • Track performance of additional ambulance and its effects on ambulance response time. • Street improvement projects completed.

BIG LEAGUE DREAMS FUND Fund 431
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Description: The Big League Dreams Fund was established to account for the loan from bond funds to construct Big League Dreams, a sports park within the city. Although the loan activity related to Big League Dreams is accounted for in a separate fund, it does not meet the definition of a debt service fund per Governmental Accounting Standards Board Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. With the implementation of GASB Statement No. 54, this fund has been considered a sub-fund of the General Fund and has been reported as such since 2008.

Funding Sources: Revenues are generated from rents (use of money and property).

Fund Balance: Fund balance is projected to remain at $2,005,740 as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 2,541,535 2,167,770 2,005,740 -162,030 2,005,740 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 3,727 1,575 0 -1,575 0 0
Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 3,727 1,575 0 -1,575 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 377,493 163,605 0 -163,605 0 0
Total Expenditures and Other Uses 377,493 163,605 0 -163,605 0 0 Net increas e (decreas e) -373,765 -162,030 0 162,030 0 0 Ending Balance 2,167,770 2,005,740 2,005,740 0 2,005,740 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
SPECIAL DEPOSITS FUND Fund 711
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Description: The Special Deposits Fund was established to account for deposits held by the City. Such deposits include utility deposits, developer deposits, PM10 deposits, National Opioid (Settlement) deposits, State Certified Access Specialist Program (CASp) deposits, general plan maintenance surcharge deposits, and other miscellaneous deposits. Although the deposit activity is accounted for in a separate fund, it does not meet the definition of a special revenue fund as per Governmental Accounting Standards Board Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions. With the implementation of GASB Statement No. 54, this fund has been considered a sub-fund of the General Fund and has been reported as such since 2010.

Funding Sources: Revenues are generated from interest earnings (use of money and property).

Fund Balance: Fund balance is projected to remain at $1,153,607 as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 435,241 1,125,643 1,153,607 27,964 1,153,607 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 225,624 225,624 35,979 -189,645 Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 433,912 27,964 0 -27,964 0 0
Other revenues 0 0 0 0 0 0
Transfers in 256,490 0 0 0 0 0
Total Revenues and Other Sources 690,402 27,964 225,624 197,660 35,979 -189,645

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 0 225,624 225,624 35,979 -189,645
Total Expenditures and Other Uses 0 0 225,624 225,624 35,979 -189,645 Net increas e (decreas e) 690,402 27,964 0 -27,964 0 0
Ending Balance 1,125,643 1,153,607 1,153,607 0 1,153,607 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY

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SPECIAL REVENUE FUNDS

• Transit Development Fund (Fund 229)
• Quimby Act Fund (Fund 230)
• Art in Public Places Fund (Fund 231)
• Master Underground Plan (MUP) Fund (Fund 232)
• Traffic Safety Fund (Fund 233)
• City Mitigation Fee Fund (Fund 234)
• Public Education and Government (PEG) Fees Fund (Fund 236) • Transportation Development Act SB 821 Fund (Fund 240) • State Gas Tax Fund (Fund 241)
• Air Quality Improvement Fund (Fund 242)
• Measure A Fund (Fund 243)
• Asset Forfeiture Program Fund (Fund 244)
• Solid Waste Fund (Fund 246)
• Police Grants Fund (Fund 247)
• Road Maintenance Rehabilitation Account Fund (Fund 248) • Civic Grants Fund (Fund 249)
• Community Development Block Grant (CDBG) Fund (Fund 251) • Police Department Special Revenues Fund (Fund 255)
• Fire Department Special Revenues Fund (Fund 256)
• Fire Grants Fund (Fund 259)
• Landscape and Lighting District Fund (Fund 261)
• Parks Facilities Fund (Fund 271)
• Transportation Fund (Fund 272)
• General Government Facilities Fund (Fund 273)
• Fire Facilities Fund (Fund 274)
• Police Facilities Fund (Fund 275)
• Successor Housing Agency Fund (Fund 561)
TRANSIT DEVELOPMENT FUND Fund 229
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Description: The Transit Development Fund was established to account for fees paid to fund new development and expansions of existing transportation facilities in the City, for the purpose of serving future increased transportation demand. Funding is provided by both new residential and non-residential development.

Funding Sources: Revenues are generated from developer impact fees ( licenses and permits) and interest earnings (use of money and property). Developer impact fees are collected on the balance sheet into a deferred revenue account and as of June 30, 2024, there was $35,974 accumulated. It’s projected to collect $2,000 annually in deferred revenue. Annual increases in deferred revenue are planned for future projects.

Fund Balance: Fund balance is projected to increase $500, or 4.7%, to $11,207 as of June 30, 2026 and increase another $500 or 4.5%, to $11,707 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 0 9,352 10,707 1,355 11,207 500

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 7,250 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 2,102 1,355 500 -855 500 0
Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 9,352 1,355 500 -855 500 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 and Other Uses 0 0 0 0 0 0
Net increas e (decreas e) 9,352 1,355 500 -855 500 0
Ending Balance 9,352 10,707 11,207 500 11,707 500

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
QUIMBY ACT FUND Fund 230
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Description: The Quimby Act Fund was established to account for fees paid in-lieu of land dedicated to parks or recreational purposes. Funding is provided by residential developers meeting their parkland requirements.

Funding Sources: Revenues are generated from developer impact fees ( licenses and permits) and interest earnings (use of money and property). Developer impact fees are collected on the balance sheet into a deferred revenue account as of June 30, 2024, there was $291,734 accumulated. It’s projected to collect $75,000 annually.

Annual increases in deferred revenue are planned for future projects.

Fund Balance: Fund balance is projected to increase $5,000, or 17.8%, to $ 33,127 as of June 30, 2026 and increase another $5,000 or 15.1%, to $38,127 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 0 16,172 28,127 11,954 33,127 5,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 16,172 11,954 5,000 -6,954 5,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 16,172 11,954 5,000 -6,954 5,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 and Other Uses 0 0 0 0 0 0
Net increas e (decreas e) 16,172 11,954 5,000 -6,954 5,000 0 Ending Balance 16,172 28,127 33,127 5,000 38,127 5,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ART IN PUBLIC PLACES FUND Fund 231
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Description: The Art in Public Places Fund accounts for fees paid in-lieu for non-residential development. Funding is provided by developers paying a percentage-based fee related to a project valuation.

Funding Sources: Revenues are generated from developer impact fees (licenses and permits) and interest earnings (use of money and property). Developer impact fees are collected on the balance sheet into a deferred revenue account as of June 30, 2024, there was $380,491.36 accumulated. It’s projected to collect $10,000 annually in deferred revenue.

Fund Balance: Fund balance is projected to increase $5, 000, or 12.0%, to $ 46,541 as of June 30, 2026 and increase another $5,000 or 10.7%, to $51,541 as of June 30, 2027. The increase is due to interest allocated to the fund.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 0 29,135 41,541 12,406 46,541 5,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 8,496 17,775 90,000 72,225 0 -90,000 Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 20,639 12,406 5,000 -7,406 5,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 29,135 30,181 95,000 64,819 5,000 -90,000

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 17,775 0 -17,775 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 90,000 90,000 0 -90,000
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 0 17,775 90,000 72,225 0 -90,000 Net increas e (decreas e) 29,135 12,406 5,000 -7,406 5,000 0 Ending Balance 29,135 41,541 46,541 5,000 51,541 5,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
MASTER UNDERGROUND PLAN FUND Fund 232
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Description: The Master Underground Plan Fund was established to account for the costs of burying above ground utility lines in the downtown corridor.

Funding Sources: Revenues are generated from developer impact fees (charges for service) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $1,410,000, or -56.2%, to $1,096,702 as of June 30, 2026 and increase $90,000 or 8.2%, to $1,186,702 as of June 30, 2027. This decrease in fund balance is due to expected CIP projects related to the undergrounding of arterial power lines on East Palm Canyon Drive.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 2,208,693 2,368,901 2,506,702 137,801 1,096,702 -1,410,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 33,856 46,914 40,000 -6,914 40,000 0 Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 126,352 90,887 50,000 -40,887 50,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 160,208 137,801 90,000 -47,801 90,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 1,500,000 1,500,000 0 -1,500,000
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 0 0 1,500,000 1,500,000 0 -1,500,000 Net increas e (decreas e) 160,208 137,801 -1,410,000 -1,547,801 90,000 1,500,000 Ending Balance 2,368,901 2,506,702 1,096,702 -1,410,000 1,186,702 90,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
TRAFFIC SAFETY FUND Fund 233
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Description: The Traffic Safety Fund was established to account for costs related to traffic safety signal installation, traffic safety maintenance and road repairs; State and County citation fees; and personnel-related activities for the crossing guards.

Funding Sources: Revenues are generated from vehicle code fines (fines and forfeits) collected by Riverside County and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $490,516, or - 76.1%, to $154,303 as of June 30, 2026 and increase $64,496, or 41.8%, to $218,799 as of June 30, 2027. The decrease in fund balance is for street improvement projects identified in the CIP Plan.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 546,866 652,631 644,819 -7,812 154,303 -490,516

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 236,113 209,194 227,170 17,976 232,100 4,930 Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 31,119 13,895 20,000 6,105 20,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 267,231 223,089 247,170 24,081 252,100 4,930

EXPENDITURES AND OTHER USES
Salaries and benefits 6,725 5,186 0 -5,186 0 0
Operations 71,560 87,926 56,000 -31,926 52,427 -3,573
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 52,111 598,673 546,562 48,365 -550,308
Transfers out 83,182 85,678 83,013 -2,665 86,812 3,799
Total Expenditures and Other Uses 161,467 230,901 737,686 506,784 187,604 -550,082 Net increas e (decreas e) 105,765 -7,812 -490,516 -482,704 64,496 555,012 Ending Balance 652,631 644,819 154,303 -490,516 218,799 64,496

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
CITY MITIGATION FEE FUND Fund 234
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Description: The City Mitigation Fee Fund (formerly Transfer Station Road Fund) was established to account for costs related to road construction and maintenance of roadways and traffic signalization in accessing the Edom Hill Transfer Station. Any excess mitigation fees collected may be used for any streets or public services within the city.

Funding Sources: Revenues are generated from mitigation fees (charges for services) collected by Riverside County and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to increase $462,521, or 9.4%, to $5,385,610 as of June 30, 2026 and decrease $2,632,235, or -48.9%, to $2,753,285 as of June 30, 2027. This decrease in fund balance is due to the expenditures related to construction of Transfer Station roadway.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 3,683,686 4,358,286 4,923,089 564,803 5,385,610 462,521

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 459,170 395,229 408,000 12,771 408,000 0 Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 215,429 169,574 75,000 -94,574 75,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 674,600 564,803 483,000 -81,803 483,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 20,479 20,479 3,115,325 3,094,846
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 0 0 20,479 20,479 3,115,325 3,094,846 Net increas e (decreas e) 674,600 564,803 462,521 -102,282 -2,632,325 -3,094,846 Ending Balance 4,358,286 4,923,089 5,385,610 462,521 2,753,285 -2,632,325

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
PUBLIC EDUCATION AND GOVERNMENT (PEG) FEES FUND Fund 236 Return to Table of Contents Page | 218

Description: The Public Education and Government (PEG) Fees Fund was established to account for costs related to local public education and government access stations.

Funding Sources: Revenues are generated from funds received from local video franchise holder(s) (charges for services) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $266,000, or -41.1%, to $380,889 as of June 30, 2026 and decrease another $102,875, or -27.0%, to $278,014 as of June 30, 2027. The increased budget expenditures are for technology improvements in the council chambers.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 597,291 660,412 646,889 -13,523 380,889 -266,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 94,466 42,763 80,000 37,238 70,000 -10,000 Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 33,499 13,696 20,000 6,304 20,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 127,965 56,459 100,000 43,541 90,000 -10,000

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 15,548 32,038 90,000 57,962 90,000 0
Debt service 0 0 0 0 0 0
Capital outlay 2,704 1,952 235,000 233,048 60,000 -175,000 CIP projects 0 0 0 0 0 0
Transfers out 46,591 35,992 41,000 5,008 42,875 1,875
Total Expenditures and Other Uses 64,844 69,982 366,000 296,018 192,875 -173,125 Net increas e (decreas e) 63,121 -13,523 -266,000 -252,477 -102,875 163,125 Ending Balance 660,412 646,889 380,889 -266,000 278,014 -102,875

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
TRANSPORTATION DEVELOPMENT ACT FUND Fund 240
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Description: The TDA SB 821 Fund was established to account for costs related to the Transportation Development Act Article 3 program funded by the Riverside County Transportation Commission (RCTC).

Funding Sources: Revenues are generated from RCTC (intergovernmental revenue) on a reimbursement basis.

Fund Balance: Fund balance is projected to remain at $0 as of June 30, 2026, and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 857 -254,411 0 254,411 0 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 314,417 579,485 265,068 566,775 -12,710 Use of money and property 24 0 0 0 0 0
Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 24 314,417 579,485 265,068 566,775 -12,710

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 255,292 60,005 579,485 519,480 566,775 -12,710 Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 255,292 60,005 579,485 519,480 566,775 -12,710 Net increas e (decreas e) -255,268 254,411 0 -254,411 0 0 Ending Balance -254,411 0 0 0 0 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
STATE GAS TAX FUND Fund 241
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Description: The State Gas Tax Fund, also known as the Highway User Tax Account (HUTA) was established to account for costs related to street improvements, street maintenance and associated engineering costs.

Funding Sources: Revenues are generated from state gasoline taxes (intergovernmental revenue) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $70,814, or - 15.9%, to $373,518 as of June 30, 2026 and decrease another $158,410, or - 42.4%, to 215,108 as of June 30, 2027. Fund Balance is anticipated to decrease in the upcoming years due to modest revenue projections coupled with increased street maintenance costs.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 8,415 125,970 444,332 318,362 373,518 -70,814

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 23,418 11,825 20,000 8,175 20,000 0 Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 1,411,997 1,473,440 1,517,418 43,978 1,562,716 45,298 Use of money and property 1,368 2,943 2,500 -443 2,500 0 Other revenues 95 0 0 0 0 0
Transfers in 73,824 97,183 0 -97,183 0 0
Total Revenues and Other Sources 1,510,702 1,585,391 1,539,918 -45,472 1,585,216 45,298

EXPENDITURES AND OTHER USES
Salaries and benefits 734,310 748,692 841,260 92,568 872,036 30,776 Operations 499,340 354,057 595,369 241,312 689,512 94,143 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 159,496 164,280 174,103 9,823 182,078 7,975 Total Expenditures and Other Uses 1,393,146 1,267,029 1,610,732 343,703 1,743,626 132,894 Net increas e (decreas e) 117,555 318,362 -70,814 -389,176 -158,410 -87,596 Ending Balance 125,970 444,332 373,518 -70,814 215,108 -158,410

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
AIR QUALITY IMPROVEMENT FUND Fund 242
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Description: The Air Quality Improvement Fund was established to account for costs related to air pollution reduction.

Funding Sources: Revenues are generated from vehicle registration surcharges allocated to Cathedral City by South Coast Air Quality Management District (SCAQMD) (intergovernmental revenue) and interest earnings (use of money and property).

In September 1990, AB 2766, Motor Vehicle Subvention Program, was signed into law authorizing a $2 motor vehicle registration surcharge, with a subsequent increase to $4 in 1992. Section 44223 of the Health & Safety Code, enacted by AB 2766, specifies this fee be used “solely to reduce air pollution from motor vehicles and for related planning, monitoring, enforcement, and technical studies necessary for the implementation of the California Clean Air Act of 1998.”

Cathedral City receives 25% of each vehicle registration dollar to implement projects reducing mobile source emissions. SCAQMD distributes these dollars quarterly to South Coast cities and counties based upon their prorated share of population.

Fund Balance: Fund balance is projected to increase $21,700, or 6.3%, to $365,782 as of June 30, 2026 and increase $21,500, or 5.9%, to $387,282 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 284,677 320,271 344,082 23,810 365,782 21,700

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 17,296 16,764 16,700 -64 16,500 -200 Use of money and property 16,814 7,047 5,000 -2,047 5,000 0 Other revenues 1,485 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 35,594 23,810 21,700 -2,110 21,500 -200

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 and Other Uses 0 0 0 0 0 0
Net increas e (decreas e) 35,594 23,810 21,700 -2,110 21,500 -200 Ending Balance 320,271 344,082 365,782 21,700 387,282 21,500

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
MEASURE A FUND Fund 243
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Description: The Measure A Fund was established to account for costs related to street improvements, street maintenance, and associated engineering costs.

Funding Sources: Revenues are generated from the proportionate share of the Riverside County Measure A use tax funds (intergovernmental revenue) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $1,404,703, or -99.9%, to $2,084 as of June 30, 2026 and increase $ 12,031 or 577.2%, to $ 14,115 as of June 30, 2027. Fund Balance is anticipated to decrease in the upcoming years for street projects identified in the CIP plan.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 2,142,308 1,688,951 1,406,788 -282,163 2,084 -1,404,703

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 23,418 11,310 20,000 8,690 20,000 0 Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 1,957,894 1,953,692 2,012,303 58,610 2,072,672 60,369 Use of money and property 97,659 30,877 40,000 9,123 40,000 0 Other revenues 95 0 0 0 0 0
Transfers in 73,824 97,183 0 -97,183 0 0
Total Revenues and Other Sources 2,152,890 2,093,062 2,072,303 -20,759 2,132,672 60,369

EXPENDITURES AND OTHER USES
Salaries and benefits 734,310 748,700 841,338 92,638 872,106 30,768 Operations 854,686 583,825 1,066,969 483,144 1,069,212 2,243 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 860,619 881,604 1,394,596 512,992 0 -1,394,596 Transfers out 156,632 161,095 174,103 13,008 179,323 5,220 Total Expenditures and Other Uses 2,606,247 2,375,225 3,477,006 1,101,781 2,120,641 -1,356,365 Net increas e (decreas e) -453,357 -282,163 -1,404,703 -1,122,540 12,031 1,416,734 Ending Balance 1,688,951 1,406,788 2,084 -1,404,703 14,115 12,031

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ASSET FORFEITURE PROGRAM FUND Fund 244
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Description: The Asset Forfeiture Program Fund was established to account for costs incurred in narcotics interdiction efforts.

Funding Sources: Revenues are generated from seized assets awarded by the court (fines and forfeits), if any, and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to remain steady at $326,902 as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 302,975 320,054 326,902 6,848 326,902 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 17,079 6,848 5,000 -1,848 5,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 17,079 6,848 5,000 -1,848 5,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 5,000 5,000 5,000 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 and Other Uses 0 0 5,000 5,000 5,000 0 Net increas e (decreas e) 17,079 6,848 0 -6,848 0 0
Ending Balance 320,054 326,902 326,902 0 326,902 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
SOLID WASTE FUND Fund 246
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Description: The Solid Waste Fund was established to account for costs related to programs initiating recycling efforts throughout the City.

Funding Sources: Revenues are generated from monies received under AB 939, Integrated Waste Management Act (charges for services) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $688,211, or -22.6%, to $2,360,164 as of June 30, 2026 and decrease another $626,653, or -26.6%, to $1,733,511 as of June 30, 2027. The decrease in fund balance is for environmental projects such as beautification of public areas, increased water conservation, and increased waste diversion. This fund balance can be used to fund projects in future years.

The Public Works Solid Waste Division manages waste and other environmental initiatives for the City. Waste collection is provided by Burrtec Waste and Recycling Services.

The Solid Waste Division is responsible for ensuring that the city complies with the requirements of The California Integrated Waste Management Act (AB 939) and the California Short -Lived Climate Pollutant Reduction Strategy (SB 1383) which both have targets of reducing disposal of organic waste in landfills and reducing greenhouse gas production. AB 939 requires that all California jurisdictions prepare a Source Reduction Recycling Element (SRRE) report identifying how they divert 50% of their jurisdiction’s waste stream from landfill disposal each year. The penalty for not diverting 50% each year is a $10,000/ day fine until the diversion goal is obtained. According to the requirements of Cathedral City’s SRRE, the following components need to be implemented to reach the 50% diversion goal for each year:

• Source reduction

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 3,046,069 3,360,320 3, 048,375 -311,945 2,360,164 -688,211

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 1,460,023 1,479,667 1,530,000 50,333 1,575,900 45,900 Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 168,634 0 127,620 127,620 15,000 -112,620 Use of money and property 174,908 65,958 75,000 9,042 75,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 1,803,565 1,545,626 1,732,620 186,994 1,665,900 -66,720

EXPENDITURES AND OTHER USES
Salaries and benefits 257,775 292,604 394,235 101,631 412,735 18,500 Operations 1,022,426 1,334,087 1,964,128 630,041 1,714,492 -249,636 Debt service 0 0 0 0 0 0
Capital outlay 72,175 0 0 0 0 0
CIP projects 0 0 0 0 100,000 100,000
Transfers out 136,939 230,879 62,468 -168,411 65,326 2,858 Total Expenditures and Other Uses 1,489,314 1,857,570 2,420,831 563,261 2,292,553 -128,278 Net increas e (decreas e) 314,251 -311,945 -688,211 -376,267 -626,653 61,558 Ending Balance 3,360,320 3,048,375 2,360,164 -688,211 1,733,511 -626,653

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
SOLID WASTE FUND Fund 246
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• Recycling
• Composting
• Special waste
• Public education and information
• Disposal facility capacity
• Funding
• Integration

ACCOMPLISHMENTS
Compliance with AB 939 is funded through the Waste Management Franchise Agreement. The funds earned from the franchise fees are set aside in a separate fund to be used only for the development and implementation of the above-mentioned components. The City of Cathedral City has and will continue to take an aggressive approach towards eliminating the amount of waste disposed of at the landfills. Since 2000, the city has continued to surpass the 50% diversion goal. The following programs have been created and implemented on an on- going basis to accomplish this yearly goal:

• Xeriscape/Grasscycling
• WaterSmart Landscapes Grant Program
• City Median Water Conservation and Beautification Program • Smart Irrigation Controller Rebate Program
• Backyard and On-Site Composting/Mulching Educational and Give-Away Program • SB 1383, Short-lived Climate Pollutants (SCLP) for Commercial Organics and Recycling Programs • Student Creative Recycle Art Program (SCRAP) Gallery Programs • Cathedral City Environmental School Educational Program • Multi-Family Recycling and Large Item Collection Programs • Government Source Reduction Programs
• Material Exchange/Thrift Shops Program
• Residential Curbside Recycling Program
• Residential Buy-Back (Buy-Back Centers) Program
• Stop Identity Theft Community (Shredding) Program
• Special Collection Seasonal (Regular) Program
• Electronic and Tire Weekly Recycling Event
• Residential Curbside Green Waste Collection
• Bulky Item (Large Item) Collection Programs for Residential and Commercial • Concrete/Asphalt/Rubble Recycling and Reuse Programs
• Print (Brochures, Flyers, Guides, News Articles)
• Household Hazardous Waste Facility
• Sharps Disposal by Mail and Weekly Collection Program • Takeaway Medication Disposal Program
SOLID WASTE FUND Fund 246
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• Energy and Climate Action Plan
• Bicycle Education and Outreach Program
• Healthy Eating Active Living (HEAL) Programs
• Community Gardens and Tree Planting Programs
• Utility Cart Reuse Program

Senate Bill 1383 (Lara, Chapter 395, Statutes of 2016) passed in 2016 as part of California’s larger strategy to combat climate change. This law is the largest and most prescriptive waste management legislative update in California since AB 939. Jurisdictions play a vital role in implementing SB 1383 and are responsible for the following requirements:
• Providing mandatory organics collection services to all residents and businesses • Conducting education and outreach to the community
• Procuring recycled organics products (procure 4,300 tons annually) • Establishing Food Recovery Programs
• Securing access to recycling and food recovery capacity • Monitoring compliance and conducting enforcement

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-1 Develop an Electric Vehicle transition plan to comply with upcoming state mandates and include consideration of providing publicly accessible charging stations. o Climate and Energy Actions Plan: Update documents to include all programs listed above for AB 939 and SB 1383 and add new components:

Other objectives that will be continued during this budget cycle include:
• Continue to maintain and implement programs to meet the City’s annual waste diversion rate of 50% • Continue to conduct community outreach and education
• Maintain and establish new food recovery programs
• Continue to monitor compliance and conduct enforcement when necessary • Enhance procurement of recycled and organic products

SOLID WASTE FUND Fund 246
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PERFORMANCE MEASURES
Performance Measures for FY 2025/2026 – FY 2026/2027:

Performance
Measure

Definition

Goal

AB 939 Program
Compliance
Divert 50% of Cathedral City’s waste from
landfill disposal by implementing source
reduction, recycling and compost
programs.

CalRecycle reviews Cathedral City’s
Electronic Annual Report annually for
compliance or non-compliance. Goal is
annual compliance.

SB 1383 Program
Compliance
Implement mandatory organic and edible
food recovery programs for residential
and commercial customers.

CalRecycle reviews Cathedral City’s
Electronic Annual Report annually for
compliance or non-compliance. Goal is
annual compliance.

Regional Climate and
Energy Action Plan

Adopt Regional Climate and Energy
Action Plan in partnership with CVAG.

Complete by end of year 2026, with
Council adoption.

Cathedral City
Climate and Energy
Action Plan

Once regional CAP is adopted, update
Cathedral City’s Climate and Energy
Action Plan.

Begin late 2026 with goal to complete in
2027-2028, Council adoption.

POLICE GRANTS FUND Fund 247
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Description: The Police Grants Fund was established to account for costs related to federal and state grants received for the City’s Police Department.

Funding Sources: Revenues are generated from grants (intergovernmental revenue) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to increase $89,422, or 14.8%, to $691,741 as of June 30, 2026 and increase $110,000, or 15.9%, to $801,741 of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 483,661 632,231 602,319 -29,911 691,741 89,422

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 411,724 209,879 295,382 85,503 145,325 -150,057 Use of money and property 29,009 13,581 10,000 -3,581 10,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 440,733 223,461 305,382 81,921 155,325 -150,057

EXPENDITURES AND OTHER USES
Salaries and benefits 11,828 0 0 0 0 0
Operations 42,063 190,078 106,367 -83,711 500 -105,867
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 238,272 63,293 109,592 46,299 44,825 -64,767 Total Expenditures and Other Uses 292,163 253,372 215,959 -37,413 45,325 -170,634 Net increas e (decreas e) 148,570 -29,911 89,422 119,334 110,000 20,578 Ending Balance 632,231 602,319 691,741 89,422 801,741 110,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ROAD MAINTENANCE AND REHABILITATION ACT FUND Fund 248
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Description: The Road Maintenance and Rehabilitation Account Fund was established to account for costs related to street improvements and maintenance.

Funding Sources: Revenues are generated from the City’s allocation from SB 1, the 12-cent state gasoline tax augmentation (intergovernmental revenue), along with interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $422,000 or -18.9%, to $1,816,435 as of June 30, 2026 and decrease another $100,000, or -5.5%, to $1,716,435 as of June 30, 2027. This decrease in fund balance is for street improvement projects identified in the CIP Plan.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 1,498,481 2,290,622 2,238,435 - 52,188 1,816,435 -422,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 1,301,930 1,253,927 1,450,000 196,073 1,600,000 150,000 Use of money and property 102,439 84,951 50,000 -34,951 50,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 1,404,368 1,338,878 1,500,000 161,122 1,650,000 150,000

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 612,227 1,391,066 1,922,000 530,934 1,750,000 -172,000 Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 612,227 1,391,066 1,922,000 530,934 1,750,000 -172,000 Net increas e (decreas e) 792,141 -52,188 -422,000 -369,812 -100,000 322,000 Ending Balance 2,290,622 2,238,435 1,816,435 -422,000 1,716,435 -100,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
CIVIC GRANTS FUND Fund 249
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Description: The Civic Grants Fund was established to account for costs related to federal and state grants received for the City’s Non-Public Safety departments.

Funding Sources: Revenues are generated from grants (intergovernmental revenue) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $49,470, or -58.9%, to $34,506 as of June 30, 2026 and increase $500, or 1.4%, to $35,006 of June 30, 2027. The fund will decrease as grant expenditures occur but will increase as grant funds are received.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 0 0 83,976 83,976 34,506 -49,470

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 13,016 0 -13,016 0 0
Use of money and property 0 0 500 500 500 0
Other revenues 0 16,000 7,500 -8,500 0 -7,500
Transfers in 0 149,705 0 -149,705 0 0
Total Revenues and Other Sources 0 178,721 8,000 -170,721 500 -7,500

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 94,745 57,470 -37,275 0 -57,470
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 and Other Uses 0 94,745 57,470 -37,275 0 -57,470 Net increas e (decreas e) 0 83,976 -49,470 -133,446 500 49,970 Ending Balance 0 83,976 34,506 -49,470 35,006 500

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) Fund 251
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Description: The Community Development Block Grant Fund was established to account for costs related to projects approved by the U.S. Department of Housing and Urban Development (HUD).

Funding Sources: Revenues are generated from grants (intergovernmental revenue) on a reimbursement basis.

Fund Balance: Fund balance is projected to remain steady at $15,423 as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 15,423 15,423 15,423 0 15,423 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 684,733 603,288 530,000 -73,288 530,000 0 Use of money and property 0 0 0 0 0 0
Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 684,733 603,288 530,000 -73,288 530,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 29,874 115,300 38,954 -76,346 46,954 8,000 Operations 27,800 5,357 0 -5,357 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 581,627 482,630 485,023 2,393 481,023 -4,000 Transfers out 45,433 0 6,023 6,023 2,023 -4,000
Total Expenditures and Other Uses 684,733 603,288 530,000 -73,288 530,000 0 Net increas e (decreas e) 0 0 0 0 0 0
Ending Balance 15,423 15,423 15,423 0 15,423 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
POLICE DEPARTMENT SPECIAL REVENUES FUND Fund 255
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Description: The Police Department Special Revenues Fund was established to account for costs related to various projects of the City’s Police Department, such as Community Outreach, Donations, Citizens on Patrol, etc.

Funding Sources: Revenues are generated from interest earnings (use of money and property), reimbursement claims (intergovernmental revenue) as well as various donations and other miscellaneous sources (other revenues).

Fund Balance: Fund balance is projected to increase $5,000, or 1.2%, to $ 426,156 as of June 30, 2026 and increase another $5,000, or 1.2%, to $431,156 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 388,838 440,864 421,156 -19,707 426,156 5,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 72,132 0 10,000 10,000 10,000 0 Use of money and property 19,567 8,755 5,000 -3,755 5,000 0 Other revenues 21,888 16,039 3,000 -13,039 3,000 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 113,587 24,795 18,000 -6,795 18,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 61,561 44,502 13,000 -31,502 13,000 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 and Other Uses 61,561 44,502 13,000 -31,502 13,000 0 Net increas e (decreas e) 52,026 -19,707 5,000 24,707 5,000 0 Ending Balance 440,864 421,156 426,156 5,000 431,156 5,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
FIRE DEPARTMENT SPECIAL REVENUES FUND Fund 256
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Description: The Fire Department Special Revenues Fund was established to account for costs related to Fire Department projects of the City’s Fire Department, such as funds received from donations, etc.

Funding Sources: Revenues are generated from interest earnings (use of money and property), and various donations and other miscellaneous sources (other revenues).

Fund Balance: Fund balance is projected to increase $500, or 1.9%, to $26,664 as of June 30, 2026 and increase another $500, or 1.9%, to $27,164 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 23,513 24,864 26,164 1,300 26,664 500

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 1,339 1,300 500 -800 500 0
Other revenues 11 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 1,351 1,300 500 -800 500 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 and Other Uses 0 0 0 0 0 0
Net increas e (decreas e) 1,351 1,300 500 -800 500 0
Ending Balance 24,864 26,164 26,664 500 27,164 500

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
FIRE GRANTS FUND Fund 259
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Description: The Fire Grants Fund was established to account for costs related to federal and state grants, e.g., Homeland Security Grant Program, the Emergency Management Performance Grant (EMPG) Program.

Funding Sources: Revenues are generated from grants (intergovernmental revenue) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to increase $17,855, or 17.6%, to -$83,329 as of June 30, 2026 and increase another $68,299, or 82.0%, to -$15,030 as of June 30, 2027. The fund will decrease as grant expenditures occur but will increase as grant funds are received.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 12,770 10,335 -101,184 -111,520 -83,329 17,855

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Li
censes and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 24,422 56,898 281,741 224,843 139,483 -142,258 Use of money and property 665 100 0 -100 0 0
Other revenues 0 6,565 0 -6,565 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 25,087 63,563 281,741 218,178 139,483 -142,258

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 27,522 139,620 236,540 96,920 57,090 -179,450 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 35,462 27,346 -8,117 14,094 -13,252
Total Expenditures and Other Uses 27,522 175,082 263,885 88,803 71,184 -192,702 Net increas e (decreas e) -2,435 -111,520 17,855 129,375 68,299 50,444 Ending Balance 10,335 -101,184 -83,329 17,855 -15,030 68,299

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
LANDSCAPE AND LIGHTING DISTRICT FUND Fund 261
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Description: The Landscape and Lighting District Fund was established to account for costs related to landscaping and street lighting maintenance in the 16 zones within Landscape and Lighting Maintenance District No. 1.

Funding Sources: Revenues are generated from special assessments levied on real property (special assessments), interest earnings (use of money and property), and transfers from other funds (transfers in).

Fund Balance: Fund balance is projected to decrease $96,624, or -18.1%, to $436,384 as of June 30, 2026 and decrease another $95,932, or -22.0%, to $340,452 as of June 30, 2027. The decrease in fund balance relates to larger landscaping projects spread out between multiple zones

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 423,773 476,171 533,008 56,837 436,384 -96,624

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 372,801 354,995 337,522 -17,473 351,023 13,501 Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 23,835 8,905 5,000 -3,905 5,000 0 Other revenues 0 0 0 0 0 0
Transfers in 346,116 417,009 15,732 -401,277 16,362 630 Total Revenues and Other Sources 742,752 780,909 358,254 -422,655 372,385 14,131

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 479,759 466,760 411,173 -55,587 422,610 11,437 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 210,595 257,312 43,705 -213,607 45,707 2,002 Total Expenditures and Other Uses 690,354 724,072 454,878 -269,194 468,317 13,439 Net increas e (decreas e) 52,398 56,837 -96,624 -153,461 -95,932 692 Ending Balance 476,171 533,008 436,384 -96,624 340,452 -95,932

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
PARKS FACILITIES FUND Fund 271
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Description: The Park Facilities Fund was established to account for fees paid in connection with new park facilities and expansions to existing facilities.

Funding Sources: Revenues are generated from developer impact fees (licenses and permits) and interest earnings (use of money and property). Developer impact fees are collected on the balance sheet into a deferred revenue account as of June 30, 2024, there was $1,102,306 accumulated. It’s projected to collect $700,000 annually in deferred revenue. Annual increases in deferred revenue are planned for future projects.

Fund Balance: Fund balance is projected to increase $30,000, or 13.8%, to $247,185 as of June 30, 2026 and increase another $30,000, or 12.1%, to $277,185 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 0 161,573 217,185 55,611 247,185 30,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 253,402 263,213 550,000 286,787 500,000 -50,000 Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 58,712 55,611 30,000 -25,611 30,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 312,114 318,824 580,000 261,176 530,000 -50,000

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 150,541 263,213 550,000 286,787 500,000 -50,000 Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 150,541 263,213 550,000 286,787 500,000 -50,000 Net increas e (decreas e) 161,573 55,611 30,000 -25,611 30,000 0 Ending Balance 161,573 217,185 247,185 30,000 277,185 30,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
TRANSPORTATION FUND Fund 272
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Description: The Transportation Fund was established to account for fees to fund new developments or expansion with new developments in the City’s traffic facilities.

Funding Sources: Revenues are generated from developer impact fees (licenses and permits) and interest earnings (use of money and property). Developer impact fees are collected on the balance sheet into a deferred revenue account as of June 30, 2024, there was $473,141 accumulated. It’s projected to collect $150,000 annually in deferred revenue. Annual increases in deferred revenue are planned for future projects.

Fund Balance: Fund balance is projected to increase $20,000, or 7.1%, to $301,842 as of June 30, 2026 and increase another $20,000, or 6.6%, to $321,842 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 217,175 253,769 281,842 28,073 301,842 20,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 1,613 3,038 274,571 271,533 25,149 -249,422 Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 36,594 28,073 20,000 -8,073 20,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 38,207 31,111 294,571 263,460 45,149 -249,422

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 1,613 3,038 274,571 271,533 25,149 -249,422 Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 1,613 3,038 274,571 271,533 25,149 -249,422 Net increas e (decreas e) 36,594 28,073 20,000 -8,073 20,000 0 Ending Balance 253,769 281,842 301,842 20,000 321,842 20,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
GENERAL GOVERNMENT FACILITIES FUND Fund 273
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Description: The General Government Facilities Fund Accounts for fees paid to fund future City structures, vehicles, and equipment related to government facilities needed to serve the future service population of the City

Funding Sources: Revenues are generated from developer impact fees (licenses and permits) and interest earnings (use of money and property). Developer impact fees are collected on the balance sheet into a deferred revenue account as of June 30, 2024, there was $267,581 accumulated. It’s projected to collect $270,000 annually in deferred revenue. Annual increases in deferred revenue are planned for future projects.

Fund Balance: Fund balance is projected to increase $ 7,500, or 32.1%, to $ 30,864 as of June 30, 2026 and increase another $7,500, or 24.3%, to $38,364 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 0 11,010 23,364 12,354 30,864 7,500

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 11,010 12,354 7,500 -4,854 7,500 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 11,010 12,354 7,500 -4,854 7,500 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 and Other Uses 0 0 0 0 0 0
Net increas e (decreas e) 11,010 12,354 7,500 -4,854 7,500 0 Ending Balance 11,010 23,364 30,864 7,500 38,364 7,500

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
FIRE FACILITIES FUND Fund 274
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Description: The Fire Facilities Fund was established to account for fees paid to fund new development portion of the fire facilities, new fire stations, training facilities, vehicles and fire equipment required to maintain City services .

Funding Sources: Revenues are generated from developer impact fees (licenses and permits) and interest earnings (use of money and property). Developer impact fees are collected on the balance sheet into a deferred revenue account. The balance as of June 30, 2024, was $57,252 and on average accumulates $160,000 annually.

Annual increases in deferred revenue are planned for future projects.

Fund Balance: Fund balance is projected to increase $ 5,000, or 2.6%, to $ 197,837 as of June 30, 2026 and increase another $5,000, or 2.5%, to $202,837 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 173,161 183,857 192,837 8,980 197,837 5,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 10,697 8,980 5,000 -3,980 5,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 10,697 8,980 5,000 -3,980 5,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 and Other Uses 0 0 0 0 0 0
Net increas e (decreas e) 10,697 8,980 5,000 -3,980 5,000 0 Ending Balance 183,857 192,837 197,837 5,000 202,837 5,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
POLICE FACILITIES FUND Fund 275
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Description: The Police Facilities Fund was established to account for fees paid to fund new development portion of the police facilities, new police sub-stations, vehicles and police equipment required to maintain City services.

Funding Sources: Revenues are generated from developer impact fees (licenses and permits) and interest earnings (use of money and property). Developer impact fees are collected on the balance sheet into a deferred revenue account as of June 30, 2024, was $120,476 accumulated. It’s projected to collect $110,000 annually in deferred revenue. Annual increases in deferred revenue are planned for future projects.

Fund Balance: Fund balance is projected to increase $ 5,000, or 2.5%, to $ 204,879 as of June 30, 2026 and increase another $5,000, or 2.4%, to $209,879 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 173,161 187,755 199,879 12,124 204,879 5,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 14,594 12,124 5,000 -7,124 5,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 14,594 12,124 5,000 -7,124 5,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 and Other Uses 0 0 0 0 0 0
Net increas e (decreas e) 14,594 12,124 5,000 -7,124 5,000 0 Ending Balance 187,755 199,879 204,879 5,000 209,879 5,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
SUCCESSOR HOUSING AGENCY FUND Fund 561
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Description: With the dissolution of the Cathedral City Redevelopment Agency by the state of California, t he Successor Housing Agency Fund was established in FY 2011/2012. The City of Cathedral City opted to be the city’s Successor Housing Agency. This fund was established to account for activities related to those individuals eligible for low- and moderate-income housing.

Funding Sources: Revenues are from interest earnings and rents (use of money and property) and other revenues, such as reimbursements received under various loan programs (CHIP, ADFAP, SHARP, FTHB and DHRP).

Fund Balance: Fund balance is projected to decrease $121,334, or -1.0%, to $11,814,368 as of June 30, 2026 and decrease another $62,115, or -0.5%, to $11,752,253 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 11,714,540 11,827,557 11,935,702 108,145 11,814,368 -121,334

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 86,943 63,057 0 -63,057 0 0
Use of money and property 153,154 135,000 75,000 -60,000 75,000 0 Other revenues 70,461 28,192 30,000 1,808 30,000 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 310,558 226,249 105,000 -121,249 105,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 64,585 60,835 0 -60,835 0 0
Operations 111,318 16,377 74,235 57,858 74,713 478
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 21,638 40,891 152,099 111,208 92,402 -59,697 Total Expenditures and Other Uses 197,541 118,104 226,334 108,230 167,115 -59,219 Net increas e (decreas e) 113,017 108,145 -121,334 -229,479 -62,115 59,219 Ending Balance 11,827,557 11,935,702 11,814,368 -121,334 11,752,253 -62,115

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
SUCCESSOR HOUSING AGENCY FUND Fund 561
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The responsibilities of the Housing Successor Agency fall within the Financial Services Department.

Effective January 1, 2012, Redevelopment Agencies (RDAs) in California were formerly dissolved. The affordable housing functions of the former RDAs were assigned to Housing Successor Agencies (HSA). Most commonly, the City or County created the HSA, either directly or through its own housing authority, if appl icable. In the case of Cathedral City, the City chose to retain and manage the housing assets of the former redevelopment agency and were assumed by the City, as such the City serves as the HSA.

Unlike when RDAs existed in the State of California, which allowed a 20% allocation of tax increment to be used for housing related activities, the City has no current consistent revenue stream to support active housing related activities. As such, previo usly secured Housing real estate was marketed for liquidation. All proceeds from real estate sales have been consolidated to provide limited assistance in monitoring these 1,770 units in Cathedral City:

• Casa San Miguel – 39 units for special needs
• Casa Victoria – 50 units for low-income seniors over 62 • Cathedral Palms – 231 units – all senior
• Cathedral Towne Villas – 61 units for families with moderate income • Creekside Apartments – 185 units for low and very low-income families • Heritage Park – 153 units for low-income seniors over 55 • Mountain View – 280 units for seniors 62+ with disabilities • Northwoods (Canyon Vista) Apartments – 90 units with 46 low-income units • Nova Ocotillo Place – 135 units with 108 moderate to high income and 27 units very low • Park David Apartments – 240 units for low-income seniors over 55. • River Canyon Apartments – 60 units for extremely low, very low and low-income families • Terracina Apartments – 80 units for low to moderate income families • Tierra Del Sol – 75 units for very low-income senior households over 62 • Veterans Village – 60 total units with 59 units for senior households for military veterans • Coachella Valley Housing Coalition (CVHC) for 16 Bank -owned duplexes and converted to 32 affordable, single family, owner-occupied units.

SUCCESSOR HOUSING AGENCY FUND Fund 561
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ACCOMPLISHMENTS

Recent accomplishments of the Financial Services Department serving as the Housing Successor Agency Administrator:

• Participated in the development and opening of the 60-unit low-income Veteran’s Village housing project. • Finalized the major rehabilitation of a 50+ year -old very-low and low-income housing project comprised of 224 units. A grant in the amount of $765,185 was provided. • Under the former RDA/Housing Agency, reconciled and determined the outstanding (potentially forgivable) loans and their associated terms for the 10 available loan programs listed below:

Owner-Occupied Housing
Programs
Units Income Category Lien Release Date
Range
Total
Liens
Coachella Valley Housing
Coalition (CVHC)
14 Very low and low
income
Nov 2030 - Jan 2036 $343,500
Sanitation Capacity Assistance
Program (SCAP)
10 Very low to
moderate
Nov 2033 - Feb 2056 5,655
Housing Enabled by Local
Partnership (HELP)
12 Very low income Dec 2050 - Jun 2055 401,870
Community Home Improvement
Program (CHIP)
325 Very low and low
income
May 2025 - Dec 2061 893,032
Assessment District Fee
Assistance (ADFAP)
338 Very low to
moderate
May 2025 - Dec 2061 600,090
Sewer Hookup Assistance
Program (SHARP)
244 Very low to
moderate
May 2025 - Dec 2061 510,426
Habitat for Humanity (H4H) 1 Very low income April 2060 20,000 Duplex Conversion Program
(DCP)
9 Very low and low
income
Sep 2026 - Jun 2053 224,900
First Time Home Buyer Program
(FTHB)
9 Very low and low
income
Jan 2029 - Jun 2053 81,623
Dream Homes Renovation
Program (DHRP)
32 Low income Oct 2048 - Apr 2056 971,924
Total 994 $4,053,020

The 994 units are spread across 490 parcels. 327 parcel owners participated in multiple programs (2- 5).

Properties with active liens sold prior to lien release date may result in repayments to the City.

GOALS AND OBJECTIVES

In supporting the City Council’s annual goals, the Financial Services Department’s primary objectives include (1) managing the outstanding loans and (2) utilizing existing assets for limited housing- related construction and rehabilitation activities.

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CAPITAL PROJECTS FUNDS
• Areawide Capital Projects Fund (Fund 331)
• Assessment District 85-1 Fund (Fund 341)
• Assessment District 86-5 Fund (Fund 344)
• Assessment District 87-2 Fund (Fund 345)
• Assessment District 88-3 Fund (Fund 347)
• Assessment District 96-1 Fund (Fund 348)
• Assessment District 2001-01 Fund (Fund 349)
• CFD Rio Vista Fund (Fund 351)
• Assessment District 2003-01 Fund (Fund 352)
• Assessment District 2004-01 Fund (Fund 353)
• Assessment D istrict 2004-02 Fund (Fund 354)

AREAWIDE CAPITAL PROJECTS FUND Fund 331
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Description: The Areawide Capital Projects Fund was established to account for the capital projects not otherwise budgeted for in other funds.

Funding Sources: Revenues are generated from grants (intergovernmental revenue), interest earnings (use of money and property) and transfers from other funds (transfers in).

Fund Balance: Fund balance is projected to increase $1,005,000, or 27.7%, to $4,632,044 as of June 30, 2026 and decrease $1,454,001, or -31.4%, to $3,178,043 as of June 30, 2027. Decrease in fund balance is due to planned CIP projects.

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 4,160,423 1,128,683 3,627,044 2, 498,361 4,632,044 1,005,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 8,762,808 11,886,802 9,748,781 -2,138,021 5,620,168 -4,128,613 Use of money and property 169,795 70,338 5,000 -65,338 5,000 0 Other revenues 287,965 480,913 0 -480,913 0 0
Transfers in 493,351 0 0 0 0 0
Total Revenues and Other Sources 9,713,918 12,438,053 9,753,781 -2,684,272 5,625,168 -4,128,613

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 12,252,307 9,939,692 8,748,781 -1,190,911 7,079,169 -1,669,612 Transfers out 493,351 0 0 0 0 0
Total Expenditures and Other Uses 12,745,658 9,939,692 8,748,781 -1,190,911 7,079,169 -1,669,612 Net increas e (decreas e) -3,031,740 2,498,361 1,005,000 -1,493,361 -1,454,001 -2,459,001 Ending Balance 1,128,683 3,627,044 4,632,044 1,005,000 3,178,043 -1,454,001 ASSESSMENT DISTRICT 85-1 FUND Fund 341
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Description: The Assessment District 85-1 Fund was established to account for authorized projects within Assessment District 85-1.

Funding Sources: Revenues are generated from interest earnings (use of money and property). Original funding was provided by the Limited Obligation Improvement Bonds issued.

Fund Balance: Fund balance is projected to decrease $280,000, or -97.5%, to $7,148 as of June 30, 2026 and remain steady at $7,148 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 263,211 278,195 287,148 8,953 7,148 -280,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 14,984 8,953 0 -8,953 0 0
Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 14,984 8,953 0 -8,953 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 0 280,000 280,000 0 -280,000
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 0 0 280,000 280,000 0 -280,000 Net increas e (decreas e) 14,984 8,953 -280,000 -288,953 0 280,000 Ending Balance 278,195 287,148 7,148 -280,000 7,148 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ASSESSMENT DISTRICT 86-5 FUND Fund 344
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Description: The Assessment District 86-5 Fund was established to account for authorized projects within Assessment District 86-5.

Funding Sources: Revenues are generated from interest earnings (use of money and property). Original funding was provided by the Limited Obligation Improvement Bonds issued.

Fund Balance: Fund balance of $14,233 is projected to have no significant change as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 566,299 220,037 14,233 -205,804 14,233 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 25,233 7,208 0 -7,208 0 0
Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 25,233 7,208 0 -7,208 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 371,495 213,012 0 -213,012 0 0
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 371,495 213,012 0 -213,012 0 0 Net increas e (decreas e) -346,262 -205,804 0 205,804 0 0 Ending Balance 220,037 14,233 14,233 0 14,233 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ASSESSMENT DISTRICT 87-2 FUND Fund 345
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Description: The Assessment District 87-2 Fund was established to account for authorized projects within Assessment District 87-2.

Funding Sources: Revenues are generated from interest earnings (use of money and property). Original funding was provided by the Limited Obligation Improvement Bonds issued.

Fund Balance: Fund balance of $14,829 is projected to have no significant change as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 13,597 14,371 14,829 457 14,829 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 774 457 0 -457 0 0
Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 774 457 0 -457 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 and Other Uses 0 0 0 0 0 0
Net increas e (decreas e) 774 457 0 -457 0 0
Ending Balance 14,371 14,829 14,829 0 14,829 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ASSESSMENT DISTRICT 88-3 FUND Fund 347
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Description: The Assessment District 88-3 Fund was established to account for authorized projects within Assessment District 88-3.

Funding Sources: Revenues are generated from interest earnings (use of money and property). Original funding was provided by the Limited Obligation Improvement Bonds issued.

Fund Balance: Fund balance of $35,878 is projected to have no significant change as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 274,610 34,378 35,878 1,500 35,878 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 15,615 5,208 0 -5,208 0 0
Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 15,615 5,208 0 -5,208 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 255,847 3,708 0 -3,708 0 0
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 255,847 3,708 0 -3,708 0 0 Net increas e (decreas e) -240,232 1,500 0 -1,500 0 0
Ending Balance 34,378 35,878 35,878 -0 35,878 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ASSESSMENT DISTRICT 96-1 FUND Fund 348
Return to Table of Contents Page | 250

Description: The Assessment District 96-1 Fund was established to account for authorized projects within Assessment District 96-1.

Funding Sources: Revenues are generated from interest earnings (use of money and property). Original funding was provided by the Limited Obligation Improvement Bonds issued.

Fund Balance: Fund balance of $0 is projected to have no significant change as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 487,467 487,467 0 -487,467 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 487,467 0 -487,467 0 0
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 0 487,467 0 -487,467 0 0 Net increas e (decreas e) 0 -487,467 0 487,467 0 0
Ending Balance 487,467 0 0 0 0 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ASSESSMENT DISTRICT 2001-01 FUND Fund 349
Return to Table of Contents Page | 251

Description: The Assessment District 2001-01 Fund was established to account for authorized projects within Assessment District 2001-01.

Funding Sources: Revenues are generated from interest earnings (use of money and property). Original funding was provided by the Limited Obligation Improvement Bonds issued.

Fund Balance: Fund balance of $217,737 is projected to have no significant change as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 117,731 217,735 217,737 2 217,737 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 4 2 0 -2 0 0
Other revenues 0 0 0 0 0 0
Transfers in 100,000 0 0 0 0 0
Total Revenues and Other Sources 100,004 2 0 -2 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 and Other Uses 0 0 0 0 0 0
Net increas e (decreas e) 100,004 2 0 -2 0 0
Ending Balance 217,735 217,737 217,737 0 217,737 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
CFD RIO VISTA FUND Fund 351
Return to Table of Contents Page | 252

Description: The Community Facilities District (CFD) Rio Vista Fund was established to account for authorized projects within the Rio Vista CFD.

Funding Sources: Revenues are generated from interest earnings (use of money and property). Original funding was provided by the Limited Obligation Improvement Bonds issued.

Fund Balance: Fund balance of $4,196 is projected to have no significant change as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 4,196 4,196 4,196 0 4,196 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 and Other Uses 0 0 0 0 0 0
Net increas e (decreas e) 0 0 0 0 0 0
Ending Balance 4,196 4,196 4,196 0 4,196 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ASSESSMENT DISTRICT 2003-01 FUND Fund 352
Return to Table of Contents Page | 253

Description: The Assessment District 2003-01 Fund was established to account for authorized projects within Assessment District 2003-01.

Funding Sources: Revenues are generated from interest earnings (use of money and property). Original funding was provided by the Limited Obligation Improvement Bonds issued.

Fund Balance: Fund balance of $333,935 is projected to have no significant change as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 842,214 333,935 333,935 0 333,935 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 508,279 0 0 0 0 0
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 508,279 0 0 0 0 0
Net increas e (decreas e) -508,279 0 0 0 0 0
Ending Balance 333,935 333,935 333,935 0 333,935 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ASSESSMENT DISTRICT 2004-01 FUND Fund 353
Return to Table of Contents Page | 254

Description: The Assessment District 2004-01 Fund was established to account for authorized projects within Assessment District 2004-01.

Funding Sources: Revenues are generated from interest earnings (use of money and property). Original funding was provided by the Limited Obligation Improvement Bonds issued.

Fund Balance: Fund balance is projected to decrease $300,000, or -75.0%, to $100,000 as of June 30, 2026 and remain at $100,000 as of June 30, 2027. Decrease in fund balance is due to planned CIP projects.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 207,753 607,753 400,000 -207,753 100,000 -300,000

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 0 0 0 0 0 0
Other revenues 0 0 0 0 0 0
Transfers in 400,000 0 0 0 0 0
Total Revenues and Other Sources 400,000 0 0 0 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 0 207,753 300,000 92,247 0 -300,000
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 0 207,753 300,000 92,247 0 -300,000 Net increas e (decreas e) 400,000 -207,753 -300,000 -92,247 0 300,000 Ending Balance 607,753 400,000 100,000 -300,000 100,000 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
ASSESSMENT DISTRICT 2004-02 FUND Fund 354
Return to Table of Contents Page | 255

Description: The Assessment District 2004-02 Fund was established to account for authorized projects within Assessment District 2004-02.

Funding Sources: Revenues are generated from interest earnings (use of money and property). Original funding was provided by the Limited Obligation Improvement Bonds issued and various grants.

Fund Balance: Fund balance of $85,329 is projected to have no significant change as of June 30, 2026 and June 30, 2027.
.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 419,188 940,098 85,329 -854,769 85,329 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 0 0 0 0 0 0
Other revenues 0 0 0 0 0 0
Transfers in 600,000 0 0 0 0 0
Total Revenues and Other Sources 600,000 0 0 0 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 79,090 854,769 0 -854,769 0 0
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 79,090 854,769 0 -854,769 0 0 Net increas e (decreas e) 520,910 -854,769 0 854,769 0 0 Ending Balance 940,098 85,329 85,329 0 85,329 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY

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PROPRIETARY AND CUSTODIAL FUNDS
Proprietary (Internal Service) Funds:

• Equipment Replacement Fund (Fund 611)

• Insurance Fund (Fund 612)

• Technology Fund (Fund 613)

• Facilities Fund (Fund 614)

Custodial Funds:

• Assessment District 96-1 Fund (Fund 448)

• Assessment District 2001-01 Fund (Fund 449)

• Rio Vista CFD Fund (Fund 451)

• Assessment District 03-01 Fund (Fund 452)

• Assessment District 04-01 Fund (Fund 453)

• Assessment District 04-02 Fund (Fund 454)

EQUIPMENT REPLACEMENT FUND Fund 611
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Description: The Equipment Replacement Fund was established to account for the purchase of new capital equipment and replacing department vehicles.

Funding Sources: Revenues are generated from interdepartmental charges (charges for services) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $9,808, or -0.1%, to $14,065,925 as of June 30, 2026 and decrease another $84,171, or -0.6%, to $13,981,754 as of June 30, 2027. The decrease in fund balance is due to increased operations expenditures for depreciation.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 11,987,561 14,072,691 14,075,733 3,042 14,065,925 -9,808

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 2,400,000 750,000 1,309,288 559,288 1,285,829 -23,459 Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 302,585 167,541 80,000 -87,541 80,000 0 Other revenues -19,013 19,412 0 -19,412 0 0
Transfers in 472,671 96,089 30,904 -65,185 0 -30,904
Total Revenues and Other Sources 3,156,243 1,033,042 1,420,192 387,150 1,365,829 -54,363

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 1,071,113 1,030,000 1,430,000 400,000 1,450,000 20,000 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 and Other Uses 1,071,113 1,030,000 1,430,000 400,000 1,450,000 20,000 Net increas e (decreas e) 2,085,130 3,042 -9,808 -12,850 -84,171 -74,363 Ending Balance 14,072,691 14,075,733 14,065,925 -9,808 13,981,754 -84,171

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
INSURANCE FUND Fund 612
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Description: The Insurance Fund was established to account for costs related to the City’s insurance coverages, including employee and retiree benefits. Premium costs, self-insured claim losses, liability claims, and other administrative costs are reported in this fund.

Funding Sources: Revenues are generated from interdepartmental charges (charges for services) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $1,599,584, or -22.4%, to $5,543,967 as of June 30, 2026 and decrease another $2,225,648, or -40.1%, to $3,318,319 as of June 30, 2027. The decrease in fund balance is due to an increase in insurance costs and payments made to CalPERS for Unfunded Actuarial Liability (UAL) and OPEB payments.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 1,167,543 -1,112,493 7,143,551 8,256,044 5,543,967 -1,599,584

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 14,328,244 20,624,336 17,962,001 -2,662,335 18,517,761 555,760 Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 537,060 288,217 250,000 -38,217 250,000 0 Other revenues 171,711 44,796 100,000 55,204 100,000 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 15,037,015 20,957,350 18,312,001 -2,645,349 18,867,761 555,760

EXPENDITURES AND OTHER USES
Salaries and benefits 12,133,728 9,193,806 14,386,360 5,192,554 15,131,263 744,903 Operations 5,041,486 3,484,889 5,245,225 1,760,336 5,682,146 436,921 Debt service 0 0 0 0 0 0
Capital outlay 0 0 0 0 0 0
CIP projects 5,400 0 280,000 280,000 280,000 0
Transfers out 136,437 22,610 0 -22,610 0 0
Total Expenditures and Other Uses 17,317,050 12,701,306 19,911,585 7,210,279 21,093,409 1,181,824 Net increas e (decreas e) -2,280,036 8,256,044 -1,599,584 -9,855,628 -2,225,648 -626,064 Ending Balance -1,112,493 7,143,551 5,543,967 -1,599,584 3,318,319 -2,225,648

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
TECHNOLOGY FUND Fund 613
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Description: The Technology Fund was established to account for costs related to future acquisition and replacement of technology software used throughout the City.

Funding Sources: Revenues are generated from interdepartmental charges (charges for services) and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to increase $2,931, or 0.1%, to $2,605,837 as of June 30, 2026 and increase another $ 2,931, or 0.1%, to $2, 608,768 as of June 30, 2027. Revenues are expected to outpace expenditures, increasing due to depreciation costs for the Tyler ERP software product.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 1,870,367 2,489,276 2,602,906 113,630 2,605,837 2,931

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 573,908 62,571 70,000 7,429 70,000 0 Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 58,586 64,644 30,000 -34,644 30,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 632,494 127,215 100,000 -27,215 100,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 13,585 13,585 97,069 83,484 97,069 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 and Other Uses 13,585 13,585 97,069 83,484 97,069 0 Net increas e (decreas e) 618,909 113,630 2,931 -110,699 2,931 0 Ending Balance 2,489,276 2,602,906 2,605,837 2,931 2,608,768 2,931

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
FACILITIES FUND Fund 614
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Description: The Facilities Fund was established to account for costs related to future replacement of major building components.

Funding Sources: Revenues are generated from interdepartmental charges (charges for services), rental income from City owned property, and interest earnings (use of money and property).

Fund Balance: Fund balance is projected to decrease $1,450,536, or -25.8%, to $4,168,716 as of June 30, 2026 and decrease another $1,492,935, or -35.8%, to $2,675,781 as of June 30, 2027. This decrease in fund balance is for major repairs and replacements, primarily for the parking structure, as outlined in the Facilities Condition Assessment that was a component of the Facilities Master Plan, Phase I, dated August 9, 2023.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 4,815,724 5,375,157 5,619,251 244,094 4,168,716 -1,450,536

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 250,000 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 357,031 282,851 178,000 -104,851 178,000 0 Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 607,031 282,851 178,000 -104,851 178,000 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 47,599 38,756 1,360,935 1,322,179 1,670,935 310,000 Debt service 0 0 0 0 0 0
Capital outlay 0 0 267,601 267,601 0 -267,601
CIP projects 0 0 0 0 0 0
Transfers out 0 0 0 0 0 0
Total Expenditures and Other Uses 47,599 38,756 1,628,536 1,589,779 1,670,935 42,399 Net increas e (decreas e) 559,432 244,094 -1,450,536 -1,694,630 -1,492,935 -42,399 Ending Balance 5,375,157 5,619,251 4,168,716 -1,450,536 2,675,781 -1,492,935

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY

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CUSTODIAL FUNDS

ASSESSMENT DISTRICT 96-1 FUND (FUND 448)
This fund accounts for the receipt of special assessments and principal and interest payments on the Limited Obligation Improvement Bonds.

ASSESSMENT DISTRICT 2001-01 FUND (FUND 449)
This fund accounts for the receipt of special assessments and principal and interest payments on the Limited Obligation Improvement Bonds.

RIO VISTA CFD FUND (FUND 451)
This fund accounts for the receipt of special assessments and principal and interest payments on the Rio Vista Community Facilities District bonds.

ASSESSMENT DISTRICT 03-01 FUND (FUND 452)
This fund accounts for the receipt of special assessments and principal and interest payments on the Limited Obligation Improvement Bonds.

ASSESSMENT DISTRICT 04-01 FUND (FUND 453)
This fund accounts for the receipt of special assessments and principal and interest payments on the Limited Obligation Improvement Bonds.

ASSESSMENT DISTRICT 04-02 FUND (FUND 454)
This fund accounts for the receipt of special assessments and principal and interest payments on the Limited Obligation Improvement Bonds.

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SUCCESSOR AGENCY (PRIVATE-PURPOSE TRUST FUNDS)
• Successor Agency Redevelopment Obligation
Retirement Fund (Fund 530)

• Successor Agency TABs Fund (Fund 536)

• Successor Agency Administration Fund (Fund 540)

• Successor Agency Other Fund (Fund 541)

• Successor Agency 2007 Series A TAB Fund (Fund 550)

• Successor Agency 2007 Series C TAB Fund (Fund 552)

SUCCESSOR AGENCY REDEVELOPMENT OBLIGATION RETIREMENT FUND Fund 530 Return to Table of Contents Page | 263

Description: With the dissolution of the Cathedral City Redevelopment Agency by the state of California, t he Successor Agency Redevelopment Obligation Retirement Fund was established in FY 2011/2012. The City of Cathedral City opted to be the Successor Agency for winding down the former redevelopment agency’s affairs. This fund was established to account for the receipt of property tax revenues from Riverside County to pay for enforceable obligations.

Funding Sources: Revenues are generated from property taxes (taxes).

Fund Balance: Fund balance is projected to increase $154,569, or 1.2%, to $12,787,587 as of June 30, 2026 and increase another $237,006, or 1.9%, to $13,024,593 as of June 30, 2027. Fund balance represents monies received for the subsequent fiscal year.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 12,069,272 12,645,832 12,633,018 -12,814 12,787,587 154,569

REVENUES AND OTHER SOURCES
Taxes 15,314,120 14,661,383 14,466,691 -194,692 14,528,203 61,512 Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 0 0 0 0 0 0
Other revenues 0 0 0 0 0 0
Transfers in 0 0 0 0 0 0
Total Revenues and Other Sources 15,314,120 14,661,383 14,466,691 -194,692 14,528,203 61,512

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 15,355 10,000 20,000 10,000 25,000 5,000
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 14,722,205 14,664,197 14,292,122 -372,075 14,266,197 -25,925 Total Expenditures and Other Uses 14,737,560 14,674,197 14,312,122 -362,075 14,291,197 -20,925 Net increas e (decreas e) 576,560 -12,814 154,569 167,383 237,006 82,437 Ending Balance 12,645,832 12,633,018 12,787,587 154,569 13,024,593 237,006

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
SUCCESSOR AGENCY TABs FUND Fund 536
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Description: With defeasing certain former redevelopment agency’s bonds, the Successor Agency TABs Fund was established in FY 2014/2015. This fund was established to account for the principal and interest payments on long- term debt associated with the 2014 Tax Allocation Bonds, Series A, B and C.

In January 2021, the Successor Agency to the RDA issued Tax Allocation Revenue Refunding Bonds, Series 2021A ($26,195,000), Tax Allocation Revenue Refunding Bonds, Series 2021B ($5,905,000) and Subordinate Taxable Tax Allocation Revenue Refunding Bonds, Series 2021C ($18,840,000). These bonds refunded the Cathedral City Public Financing Authority’s 2004 Tax Allocation Bonds, Series B; 2007 Tax Allocation Bonds, Series A; and 2007 Tax Allocation Bonds, Series C.

In July 2024, the Successor Agency to the RDA issued Tax Allocation Revenue Refunding Bonds, Series 2024A (Merged Redevelopment Project Area) ($21,845,000) and Tax Allocation Housing Revenue Refunding Bonds, Series 2024B (Merged Redevelopment Project Area) ($8,500,000) and Subordinate Taxable Tax Allocation Revenue Refunding Bonds. These bonds refunded the Tax Allocation Refunding Bonds, Series 2014A and Tax Allocation Housing Revenue Refunding Bonds, Series 2014B.

Funding Sources: Revenues are generated from interest earnings (use of money and property) and transfers of property taxes (transfers in) from the Successor Agency Redevelopment Obligation Retirement Fund.

Fund Balance: Fund balance is projected to increase $5,726,127, or 6.5%, to -$83,031,400 as of June 30, 2026 and increase another $6,003,627, or 7.2%, to -$77,027,773 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance -102,214,254 -95,653,680 -88,757,527 6, 896,153 -83,031,400 5,726,127

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 7,944 447,539 0 -447,539 0 0
Other revenues 0 0 0 0 0 0
Transfers in 9,397,128 9,401,894 9,077,491 -324,403 9,102,457 24,966 Total Additions and Other Sources 9,405,072 9,849,433 9,077,491 -771,942 9,102,457 24,966

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 5,250 552,409 15,000 -537,409 17,500 2,500
Debt service 2,839,248 2,400,872 3,336,364 935,492 3,081,330 -255,034 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 Deductions and Other Uses 2,844,498 2,953,280 3,351,364 398,084 3,098,830 -252,534 Net increas e (decreas e) 6,560,574 6,896,153 5,726,127 -1,170,026 6,003,627 277,500 Ending Balance -95,653,680 -88,757,527 -83,031,400 5,726,127 -77,027,773 6,003,627

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
SUCCESSOR AGENCY ADMINISTRATION FUND Fund 540
Return to Table of Contents Page | 265

Description: With the dissolution of the Cathedral City Redevelopment Agency by the state of California, t he Successor Agency Administration Fund was established in FY 2011/2012. The City of Cathedral City opted to be the Successor Agency for winding down the former redevelopment agency’s affairs. This fund was established to account for the administration costs to be paid from the administrative allowance.

Funding Sources: Revenues are generated from transfers of property taxes (transfers in) from the Successor Agency Redevelopment Obligation Retirement Fund.

Fund Balance: Fund balance of $0 is projected to have no significant change as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 0 0 0 0 0 0

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 0 0 0 0 0 0
Other revenues 0 0 0 0 0 0
Transfers in 250,000 200,000 150,000 -50,000 100,000 -50,000 Total Additions and Other Sources 250,000 200,000 150,000 -50,000 100,000 -50,000

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 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 250,000 200,000 150,000 -50,000 100,000 -50,000 Total Deductions and Other Uses 250,000 200,000 150,000 -50,000 100,000 -50,000 Net increas e (decreas e) 0 0 0 -0 0 0
Ending Balance 0 0 0 0 0 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
SUCCESSOR AGENCY OTHER FUND Fund 541
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Description: With the dissolution of the Cathedral City Redevelopment Agency by the state of California, the Successor Agency Other Fund was established in FY 2011/2012. The City of Cathedral City opted to be the Successor Agency for winding down the former redevelopment agency’s affairs. This fund was established to account for the administration costs related to redevelopment projects.

Funding Sources: Revenues are generated from interest earnings and transfers of bond funds (transfers in).

Fund Balance: Fund balance is projected to decrease $2,750,000, or -10.9%, to -$27,905,019 as of June 30, 2026 and decrease another $3,000,000, or -10.8%, to -$30,905,019 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance -20,681,272 -22,867,410 -25,155,019 -2,287,609 -27,905,019 -2,750,000

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 0 0 0 0 0
Debt service 2,186,138 2,287,609 2,750,000 462,391 3,000,000 250,000 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 Deductions and Other Uses 2,186,138 2,287,609 2,750,000 462,391 3,000,000 250,000 Net increas e (decreas e) -2,186,138 -2,287,609 -2,750,000 -462,391 -3,000,000 -250,000 Ending Balance -22,867,410 -25,155,019 -27,905,019 -2,750,000 -30,905,019 -3,000,000

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
SUCCESSOR AGENCY 2007 SERIES A TAB FUND Fund 550
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Description: With the dissolution of the Cathedral City Redevelopment Agency by the state of California, t he Successor Agency 2007 Series A Tax Allocation Bond (TAB) Fund was established in FY 2011/2012. The City of Cathedral City opted to be the Successor Agency for winding down the former redevelopment agency’s affairs. This fund was established to account for miscellaneous capital improvements in the 2006 Merged Redevelopment Project Area.

Funding Sources: Revenues are generated from interest earnings. Original funding was provided by the 2007 Tax Allocation Bonds, Series A issued.

Fund Balance Fund balance of $0 is projected to have no significant change as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 12,644 0 0 0 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 12,644 0 0 0 0 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 Deductions and Other Uses 12,644 0 0 0 0 0
Net increas e (decreas e) -12,644 0 0 0 0 0
Ending Balance 0 0 0 0 0 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY
SUCCESSOR AGENCY 2007 SERIES C TAB FUND Fund 552
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Description: With the dissolution of the Cathedral City Redevelopment Agency by the state of California, the Successor Agency 2007 Series C TAB Fund was established in FY 2011/2012. The City of Cathedral City opted to be the Successor Agency for winding down the former redevelopment agency’s affairs. This fund was established to account for miscellaneous capital improvements in the 2006 Merged Redevelopment Project Area.

Funding Sources: Revenues are generated from interest earnings. Original funding was provided by the 2007 Tax Allocation Bonds, Series C issued.

Fund Balance Fund balance of $0 is projected to have no significant change as of June 30, 2026 and June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 11,611 0 0 0 0 0

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 11,611 0 0 0 0 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 Deductions and Other Uses 11,611 0 0 0 0 0
Net increas e (decreas e) -11,611 0 0 0 0 0
Ending Balance 0 0 0 0 0 0

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY

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PUBLIC FINANCING AUTHORITY

• Public Financing Authority Fund (Fund 491)
PUBLIC FINANCING AUTHORITY FUND Fund 491
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Description: The Public Financing Authority Fund was established to account for the repayment of principal and interest on lease revenue and tax allocation bonds issued.

Funding Sources: Revenues are generated from interest earnings (use of money and property) and transfers from other funds (transfers in).

Fund Balance: Fund balance is projected to decrease $564,837 or -2.1%, to $26,798,744 as of June 30, 2026 and decrease another $547,409, or -2.0%, to $26,251,335 as of June 30, 2027.

FY 2023/2024
Actual
FY 2024/2025
Projected
FY 2025/2026
Adopted
FY25 to FY26
$ Change
FY 2026/2027
Adopted
FY26 to FY27
$ Change
Beginning Balance 31,455,559 28,904,752 27,363,581 -1,541,171 26,798,744 -564,837

REVENUES AND OTHER SOURCES
Taxes 0 0 0 0 0 0
Licenses and permits 0 0 0 0 0 0
Charges for services 0 0 0 0 0 0
Special assessments 0 0 0 0 0 0
Fines and forfeitures 0 0 0 0 0 0
Intergovernmental revenue 0 0 0 0 0 0
Use of money and property 1,386,271 1,300,015 1,250,000 -50,015 1,250,000 0 Other revenues 0 0 0 0 0 0
Transfers in 8,739,709 8,253,144 9,469,233 1,216,089 9,256,067 -213,166 Total Revenues and Other Sources 10,125,980 9,553,158 10,719,233 1,166,075 10,506,067 -213,166

EXPENDITURES AND OTHER USES
Salaries and benefits 0 0 0 0 0 0
Operations 0 3,205 4,000 795 4,000 0
Debt service 11,576,787 11,091,124 11,280,070 188,946 11,049,476 -230,594 Capital outlay 0 0 0 0 0 0
CIP projects 0 0 0 0 0 0
Transfers out 1,100,000 0 0 0 0 0
Total Expenditures and Other Uses 12,676,787 11,094,329 11,284,070 189,741 11,053,476 -230,594 Net increas e (decreas e) -2,550,807 -1,541,171 -564,837 976,334 -547,409 17,428 Ending Balance 28,904,752 27,363,581 26,798,744 -564,837 26,251,335 -547,409

REVENUES/EXPENDITURES/FUND BA LA NCE SUMMA RY

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FIVE-YEAR CAPITAL IMPROVEMENT PROGRAM
(CIP) PLAN
• Capital Improvement Program (CIP) Plan – Descriptions

• Capital Improvement Program (CIP) Plan – Capital Improvement Program Detail

• Capital Improvement Program (CIP) Plan – Summary by Fund

CAPITAL IMPROVEMENT PROGRAM (CIP) PLAN - DESCRIPTIONS
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The City’s Five-Year Capital Improvement Program (CIP) Plan is submitted to the City Council for review. The projects have been prioritized by those being planned for a given fiscal year. Projects included in the CIP budget are generally those with costs exceeding $50,000, lasting more than three months, and/or involving construction.

Capital projects are long-term improvement and maintenance programs designed to increase the City’s assets (physical systems and/or facilities) and preserve those already in place. The programs are broad, and can include land and building acquisitions, street and sidewalk rehabilitation, blow sand mitigation, interchange improvements, traffic signalization, sewer construction and park improvements and/or major renovations.

This document includes both capital improvement and capital maintenance projects. Capital improvements boost economic development by attracting new businesses and new customers, which bring an increased vitality to the City. Because they are easily identified and are location specific, capital improvements are often the most visible municipal activities.

Conversely, capital maintenance is a city service commonly taken for granted. Most users do not recognize the deterioration of a facility or roadway until significant damage has been done. This makes capital maintenance easy to postpone (deferred) when budgets are tight and demands for more visible City programs and services are high.

Delays in maintenance create greater costs in future years because expensive reconstruction or replacement of assets must be completed rather than the less expensive preservation efforts.

Projects increasing the number of facilities or expanding the existing facilities can impact ongoing operating costs for the City. Any operating impacts from projects expected to be completed prior to the start of or during FY 2025/2026 and FY 2026/2027 have been included in the operating budget, e.g., a new park. Most capital projects funded in FY 2025/2026 and FY 2026/2027 do not add to the cost of operations. Those projects are major replacements or maintenance projects for existing facilities or infrastructure.

There are no significant operating expenditures expected during the next two-year period for capital projects included in the Five-Year Capital Improvement Program (CIP) Plan.

The Five-Year Capital Improvement Program (CIP) Plan detail and the budget summary by fund for current and new projects are included on the pages following these project descriptions and funding sources

CAPITAL IMPROVEMENT PROGRAM (CIP) PLAN - DESCRIPTIONS
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C01016 EDOM HILL TRUCK CLIMBING LANE
• 100% – Transfer Station Road Fund – 234
C01020 SEPTIC TO SEWER PLANNING PROJECT
• 100% – Areawide Capital Projects Fund – 331
o Grant Funded
C02500 RAMON ROAD BRIDGE
• 78% – Areawide Capital Projects Fund – 331
o 88.53% – Federal Funding
o 8.60% Grant Funding
o 2.87% City Funding
• 22% – Transportation Fund – 272
C06517 CANYON SHORES/CATHEDRAL CANYON TRAFFIC SIGNALS
• 75% – Areawide Capital Projects Fund – 331
o CVAG Funded
• 25% – Measure “A” Fund – 243
C08671 DATE PALM NORTH OF I–10 6–LANE
• 85% – Areawide Capital Projects Fund – 331
o CVAG Funded
• 11% – General Fund – 100
o City Maintenance of Effort (MOE)
• 4% – Measure “A” Fund – 243
C08672 WHISPERING PALMS TRAIL BIKE LANE
• 65% – Transportation Development Act Fund – 240
• 35% – City Match
o Assessment District 85–1 Fund – 341
o Measure “A” Fund – 243
o General Fund – 100
 City MOE
C08673 PEREZ ROAD BIKE LANE
• 75% – Transportation Development Act Fund – 240
• 25% – City Match
o Measure “A” Fund – 243
o General Fund – 100
 City MOE

CURRENT PLAN - DESCRIPTIONS AND FUNDING SOURCES
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C08674 VARNER ROAD – PALM DRIVE TO DATE PALM DRIVE
• 100% – Areawide Capital Projects Fund – 331
o CVAG Funding
o RDA Funding
C08684 DATE PALM TROPICAL STORM HILARY
• 89% – Areawide Capital Projects Fund – 331
o Federal Funding
• 11% – General Fund – 100
o City MOE
C08685 VISTA CHINO TROPICAL STORM HILARY
• 89% – Areawide Capital Projects Fund – 331
o Federal Funding
• 11% – General Fund – 100
o City MOE
C08726 JEFFERSON/I–10
• 100% – Areawide Capital Projects Fund – 331
C08752 HSIP 9A 12 INTERSECTION IMPROVEMENT
• 80% – Areawide Capital Projects Fund – 331
o Federal Funding
• 20% – Measure “A” Fund – 243
C08754 HSIP 11A PEDESTRIAN CROSSWALK UPGRADES
• 80% – Areawide Capital Projects Fund – 331
o State Funding
• 20% – Traffic Safety Fund – 233
C08755 HSIP 11B SIGNALIZED PEDESTRIAN CROSSINGS
• 80% – Areawide Capital Projects Fund – 331
o State Funding
• 20% – Traffic Safety Fund – 233
C08756 HSIP 11C TRAFFIC SIGNAL HARDWARE UPGRADES
• 80% – Areawide Capital Projects Fund – 331
o State Funding
• 11% – Measure “A” Fund – 243
• 6% – General Fund – 100
o City MOE
• 3% – Traffic Safety Fund – 233

CURRENT PLAN - DESCRIPTIONS AND FUNDING SOURCES
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C08757 HSIP 11D PEDESTRIAN CROSSING 30TH & SAN ELJAY
• 80% – Areawide Capital Projects Fund – 331
o State Funding
• 20% – Traffic Safety Fund – 233
C08874 EAST PALM CANYON MASTER UNDERGROUND PLAN & WIDENING • 44% – Master Underground Plan Fund – 232
• 29% – General Fund – 100
o City MOE
• 27% – RMRA Fund – 248
C08899 VISTA CHINO BRIDGE
• 100% – Areawide Capital Projects Fund – 331
o Cooperative Agreement with City of Palm Springs
NEW PROJECTS – DESCRIPTIONS AND FUNDING SOURCES
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Cathedral City City CouncilMay 28, 2025

Cathedral City City Council
May 28, 2025