Cathedral City City Council
February 7, 2026

CITY COUNCIL
AGENDA

Special Meeting 8:00 AM

Saturday, February 07, 2026

Study Session Room
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234

MAYOR
Raymond Gregory

CITY COUNCIL MEMBERS

Mayor Pro Tem
Ernesto Gutierrez

Councilmember
Nancy Ross

Councilmember
Rita Lamb

Councilmember
Christina Gordon

CALL TO ORDER

ROLL CALL

INTRODUCTIONS

1. STRATEGIC PLAN WORKSHOP

A. Strategic Planning Workshop
Recommendation: This report is for discussion and direction only.

2. CITY COUNCIL COMMENTS

3. PUBLIC COMMENT

ADJOURNMENT

NOTES TO THE PUBLIC

The City of Cathedral City complies with the Americans with Disabilities Act of 1990. If you require special assistance to participate in this meeting, please call the City Clerk’s Office at (760) 770-0322 at least 48 hours prior to the meeting.

If you desire to address the City Council during the meeting, please complete a Request to Speak Form available at the entrance and present it to the City Clerk. Speakers will be called upon at the appropriate time.

Written Comments will be accepted until 5:00 p.m. on Friday February 6, 2026. Written comments may be submitted via email, letter, or other forms of written communication.

To email comments please email to [email protected].

Hard copies of written comments and any other document will be provided to the City Council and made available for the general public to review. All written comments received by the submission deadline will be made part of the official record. The meeting minutes will include: The name of the individual submitting the comment and a brief statement summarizing the content of the comment.

Submitted Written Comments will not be read into the record during the meeting.

Staff Report
City Council
Item No. 1.A
Meeting Date: February 7, 2026
From: Anne V. Ambrose, Interim City Manager
Title: Strategic Planning Workshop
RECOMMENDATION:

This report is for discussion and direction only.

BACKGROUND:

Strategic planning is a structured process that enables local governments to define their vision, set priorities, and allocate resources in a way that supports long-term community goals. For Cathedral City, this approach ensures that city operations remain aligned with the City Council’s policy direction while responding effectively to evolving economic, social, and environmental conditions. Strategic planning is not a one-time exercise; it is an ongoing cycle that integrates performance measurement, community engagement, and continuous improvement.

In November 2022 the City Council and staff leadership team began a strategic planning process to develop a roadmap to guide Cathedral City for the next five years. Through a series of workshops, informed by City Councilmember interviews, a community survey, and staff input, the City Council and staff refined the vision and values of the City organization, established goals and objectives, and created work plans to advance the City forward in the jointly shared strategic direction. The City Council adopted the strategic plan on April 12, 2023, and on August 23, 2023, staff conducted the first study session with the City Council to provide an update on staff’s progress, with continued updates occurring on August 14, 2024, March 26, 2025, and August 13, 2025.

Additionally, the City Council conducts a strategic planning workshop with the city executive and management team members to discuss staff’s progress on goals, to identify and discuss any new initiatives or impediments that need attention, and to reprioritize objectives for the coming year. Since the adoption of the strategic plan, those annual meetings have occurred on January 27, 2024, and January 25, 2025. At each session, the City Manager facilitated the discussion with the City Council and staff.

DISCUSSION:

The strategic planning workshop will begin with a presentation by Richard Bernard, a partner with the firm FM3 who conducted a recent community-wide resident survey which solicited feedback on the community’s views on critical issues facing the city, their satisfaction with city services and city leadership, thoughts on housing, and how they receive information.

FM3 conducted an initial community survey in 2022 to receive resident input for the creation of the five-year plan, so this will be an opportunity to hear the community’s thoughts on how we are progressing. Following the survey results will be brief department presentations on their key priorities for the coming year and to discuss what is on the horizon that may affect achievement of current objectives or that may require additional City Council direction.

Financial Services Director Kevin Biersack will provide the Council with an update on the city’s general fund revenues and expenditures through the second quarter of the fiscal year.

The rest of the day will be focused on hearing from the City Council to make sure staff and council priorities are in alignment with community expectations and to discuss current events, legal changes, or other dynamics that may challenge goal attainment. From this discussion, the City Council and staff will identify next steps needed to implement any new or revised initiatives (such as staff research, budget adjustments, etc.) and develop timelines for completion.

FISCAL IMPACT:

Depending on the outcome of the strategic planning workshop, outcomes will be prioritized and any required budget adjustments will be brought back to the City Council for approval.

FIVE-YEAR STRATEGIC PLAN:

Goal A: Serve the Community with Pride and Dedication
Goal B: Community Investment
Goal C: Fiscal Stability and Sustainability
Goal D: Innovation
Goal E: Safety
Goal F: Embracing, Inclusive Community
ATTACHMENTS:

Strategic Initiative Dashboard
Strategic Plan – Updated February 7, 2025
Strategic Plan – Completed Objectives
Strategic Initiative Dashboard

ACTION ACTION DESCRIPTION LEAD DEPARTMENT STATUS
A-1 Schedule joint meetings once a year with our Commissions/Committees, perhaps using "off" Wednesday. CMO ON TRACK
A-2 Explore and solicit public feedback on a potential charter amendment to include Council Salaries, term limits and others. CMO/CITY CLERK NEEDS ATTENTION
A-3 Develop and implement a professional development program to enhance career development opportunities, strengthen organizational capabilities, and increase organizational capacity. CMO/HR ON TRACK A-4 Identify initiatives and establish programs that recognize and appreciate employees for performances, innovation, and efficiency. CMO/HR ON TRACK
A-5 Develop staff team building activities to encourage cohesion and foster a spirit of collaboration. HR ON TRACK A-6 Initiate a Class and Compensation Study to benchmark and proactively identify compensation issues impacting employee retention and attraction. HR NEEDS ATTENTION A-7
Implement the Strategic Plan by ensuring department work programs includes initiatives that achieve Strategic Plan Actions and regular review progress and accomplishments at City Manager Department Head Meetings.

CMO ON TRACK
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.

CMO

COMPLETED
A-9 Develop a Summer Council schedule with the objective of one meeting per month in June , July and August. CMO COMPLETED

ACTION ACTION DESCRIPTION LEAD DEPARTMENT STATUS
B-1 Develop an Electric Vehicle transition plan to comply with upcoming state mandates and include consideration of providing publicly accessible charging stations. PW ON TRACK B-2 Develop and entryway, medians, and lighting master plan to provide an appealing gateway to the city. PW/ENG ON TRACK

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

GOAL B- COMMUNITY INVESTMENT

Strategic Initiative Dashboard
B-3 Develop and implement a wilderness trail plan. PW OFF TRACK/NOT STARTED B-4 Complete design and seek funding to construct the downtown dog park and pickleball courts. PW/ENG NEEDS ATTENTION B-5 Conduct community engagement with Cove residents on proposed improvements to Chuparosa Lane. ECON DEV/PW OFF TRACK/NOT STARTED B-6 Improve pedestrian access to parks through the use of crosswalks and sidewalk improvements. PW/ENG ON TRACK B-7 Improve wayfinding signage to direct visitors to destination in the community. COM ON TRACK B-8 Implement recommendations of Facilities Master Plan. CMO/FIN ON TRACK B-9 Continue to work on Septic to Sewer grant. Make sure Sarah St. is included and other economic development efforts. PW/ENG/ECON DEV ON TRACK
B-10 Conduct site and cost analysis for our Community Recreation Center. CMO ON TRACK B-11 Support SunLine's efforts to develop an improved transit hub in Cathedral City. CMO/PW/ENG NEEDS ATTENTION B-12 Support locating a PACE healthcare provider in the city. CMO OFF TRACK/NOT STARTED B-13 Complete planned flooding control infrastructure projects, especially as part of street improvements projects. PW/ENG

ON TRACK

Strategic Initiative Dashboard
B-14 Be vigilant in efforts to keep regional CVWD and RCFCD projects moving forward. CEDD/ENG NEEDS ATTENTION

ACTION ACTION DESCRIPTION LEAD DEPARTMENT STATUS
C-1 Implement improvements to purchasing practices. FIN/CMO COMPLETED C-2 Develop an inventory of contract services that are due for bid and request proposals. CITY CLERK/FIN COMPLETED C-3 Consider the acquisition of an underutilized site on Cathedral Canyon and work to activate the site. ECON DEV ON TRACK C-4 Evaluate data and work with partner agencies to identify holes in the local economy and develop plans to address. ECON DEV ON TRACK
C-5 Provide periodic updates on Thousand Palms development. ECON DEV ON TRACK C-6
Implement a private development entitlement and plan review system which is predictable , streamlines internal intake and review process, and creates applicant experiences which are facilitative vs regulatory.

CEDD/PW/ENG ON TRACK
C-7 Continually review and streamline internal financial policies, procedures, and practices to remove unnecessary controls without sacrificing accountability and transparency. FIN

ON TRACK

GOAL C- FISCAL STABILITY AND SUSTAINABILITY

Strategic Initiative Dashboard
C-8 Initiate a Small Business Roundtable or industry specific taskforces to identify needs and support strategies. ECON DEV ON TRACK
C-9 Continue to work on methods and programs to promote Economic Development North of I-10. ECON DEV ON TRACK

ACTION ACTION DESCRIPTION LEAD DEPARTMENT STATUS
D-1 Implement information Technology Master Plan including consideration of providing additional public Wi-Fi access in parks. IT ON TRACK
D-2 Complete and improve the installation of the Tyler Engergov software to automate, improve and streamline the plan review, permitting and inspection process. CMO COMPLETED 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. IT COMPLETED 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. IT ON TRACK D-5 Review broadband solutions to create economic development incentives and opportunities and improve the accessibility and affordability of reliable high-speed internet services. IT/CMO ON TRACK 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.

IT/CITY CLERK ON TRACK
D-7 Commission a survey of historic properties. CMO NEEDS ATTENTION

GOAL D- INNOVATION

Strategic Initiative Dashboard
D-8 Work with Historic Preservation Society to digitize and preserve historic photos and documents. CMO ON TRACK

ACTION ACTION DESCRIPTION LEAD DEPARTMENT STATUS
E-1 Fund a 2-person ALS Medic Unit to better respond to increase demand for medical response. FIRE COMPLETED E-2 Continue to explore and utilize technology to promote public safety. PD ON TRACK E-3 Continue Police, Fire, and Expand Code Compliance engagement with the community. PW/FIRE/CODE ON TRACK 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 Plan through annual training sessions and tabletop exercises.

FIRE/PD ON TRACK
E-5 Update the City's EOC, Conduct EOC drills and training, and update the City's Emergency Operations plan and Local Hazard Mitigation Plan. FIRE/PD COMPLETED E-6 Implement community engagement and public education initiatives to increase awareness regarding public safety programs, services, and results of proactive community policing efforts. COMM ON TRACK E-7 Identify improvements and pursue grant funding to improve the safety and connectivity of non- motorized routes throughout the City. PW/ENG ON TRACK
E-8 Research the ability to regulate the use of pedestrian sidewalks by E-bikes or other motorized vehicles. PW/PD NEEDS ATTENTION E-9 Supervise DRD to ensure park equipment and playing fields are well maintained and functional. FACILITIES ON TRACK E-10 Keep the City Council apprised of changes to the Code Enforcement program. CEDD/CODE ON TRACK

GOAL E- SAFETY

Strategic Initiative Dashboard
E-11 Evaluate staffing in Code Compliance vs. workload and determine the needed full-time employees' level: use technology as available. CEDD/CODE ON TRACK
E-12 Schedule community meetings with Police in our mobile home gated communities and include a public health professional. FIRE/PD
E-13 Review our animal control contract and options. PD COMPLETED E-14 Renew and improve our event safety planning, protocols and standards: streets, garage, amphitheater, parks and others. FIN ON TRACK

ACTION ACTION DESCRIPTION LEAD DEPARTMENT STATUS
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) implantations of Cathedral City General Plan and Housing Element goals, policies, and programs; 6) continued implantation of new state legislation.

CEDD/PLANNING ON TRACK
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. CMO/COMM COMPLETED

GOAL F- EMBRACING, INCLUSIVE COMMUNITY

Strategic Initiative Dashboard
F-3 Promote additional community events and celebrations. CMO/COMM ON TRACK F-4 Work with community partners and providers on a community health fair to help residents identify resources that are available. COMM ON TRACK
F-5 Explore options for shielding trash containers, especially where the backyard may not be accessible. CEDD/CODE COMPLETED

Strategic Initiative Dashboard
F-6 Develop and implement a plan to improve and diversify communication methods with residents. COMM ON TRACK F-7 Develop methods to improve the quality and appearance of our community mailers. COMM COMPLETED F-8 Focus on the Economic Development Road Map and Identify pillars of success. ECON DEV ON TRACK F-9 Explore a grants program to businesses for façade improvements using Council improvement funds or other sources. ECON DEV COMPLETED
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.

COMM ON TRACK
F-11 Review land use regulations to support diverse, accessible, and affordable housing. CEDD ON TRACK F-12 Establish a Cooling Center by June 2025. PW COMPLETED

Strategic Initiative Dashboard
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. CMO/ECON DEV ON TRACK F-14
Multi-disciplinary City Team to increase effectiveness and improve coordination of city responses to address the needs and impacts of the homeless population internally and with external organizations and stakeholders, including the CVAG Housing First Program.

CMO ON TRACK
F-15 Review processes and economic development efforts to promote childcare accessibility in Cathedral City. CEDD NEEDS ATTENTION
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.

DEV SVCS/CODE ON TRACK
F-17 Review and update, as needed, our ordinances , polices, and practices regarding cannabis. CEDD COMPLETED F-18 Study ways to address bulky items placed out too soon. CMO COMPLETED

+

CITY OF CATHEDRAL CITY
5 YEAR STRATEGIC PLAN

City Council Update
February 7, 2026

This page intentionally left blank.

 Define outcomes
 Identify issues and priorities
Understanding the
Context
Establishing a
Framework
Draft & Adopt
Strategic Plan
 Refine the vision and
values
 Develop goals
 Develop strategies and
actions
 Develop Draft Strategic
Plan
Implementation
 City LeadershipTeam track
prog ress– weekly
meetings
 Addedgoals to City Council
sta ff re port s
 City Council updates
 Adjustwhen needed
 Living document
Council Interviews
City Leadership Team
Wo rkshop #1
Co mmu nitySurvey
City Leadership Team
Wo rkshop #2
Council Workshop #1
City Leadership Team
Wo rkshop #3
City Council Adoption–
4/12/23
Council Workshop #2
Strategic Plan Overview
December February April August

VALUES/VISION/MISSION
The City's Values, Vision and Mission Statement create the foundation and framework for the Strategic Plan since collectively, they articulate our purpose, core beliefs and principles guiding how we serve our community, and our aspirations for the future. They also drive the Strategic Plan Matrix of Goals, Objectives, and Actions which inform department work programs and priorities.

OUR VALUES

OUR VISION
Cathedral City is a safe, family-oriented community that values, respects, and supports human differences and diverse perspectives. We strive to be a vibrant, progressive, enterprising, and visually attractive community. Our diverse housing options and vibrant businesses attract residents and visitors who choose Cathedral City for its culture, arts, special events, and natural resources.

OUR MISSION
Moving Cathedral City Forward with Commitment, Pride, and Excellence

Creating a safe, inclusive, and progressive community
Providing quality service
Valuing fairness, balance, and trust
Building partnerships
Honoring our similarities and differences

Celebrating our independent spirit

GOALS AND OBJECTIVES

Goals and Objectives identify key focus areas and strategies to achieve our vision, and which support and are aligned with ou r 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 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 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 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 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

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
A-1 Schedule joint meetings once a year with our Commissions/Committees, perhaps using the “off” Wednesday.

CMO X X X
Dept Task Status
CMO Schedule joint meetings. Joint meeting with the Planning Commission was held on May 7, 2025. Planning joint meetings with PACE/PAC for the fall.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
A-2 Explore and solicit public feedback on a potential charter amendment to include Council salaries, term limits and others.

CMO/CITY CLERK X
Dept Task Status
CM Research and provide feedback to Council on types of charter amendments.

City Attorney’s Office to review and provide memo to the City Council on types of charter amendments. - COMPLETED

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
A-3 Develop and implement a professional development program to enhance career development opportunities, strengthen organizational capabilities, and increase organizational capacity.

CMO/HR X X
Dept Task Status
HR Expand the current LCW certification program to
encompass Customer Service Excellence Certificate
In 2024 -2025, the city had 10 participants in the LCW consortium. Of these participants, three (3) have completed the Public Sector Employment Relations Certificate Program, while the remaining participants continue their coursework.

The city maintains ongoing participation in the LCW Consortium for continued professional development opportunities.

To enhance program effectiveness and increase staff engagement, HR is exploring

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

the development of a tailored in-house program that would be more attractive and relevant to our agency's specific needs. This initiative aims to integrate customer service excellence components into the existing leadership development program, creating a comprehensive certification that addresses both leadership skills and customer service excellence, thereby better serving our organizational goals and community needs.

HR Provide department-specific technical training for at least 50% of staff based on skills assessment
A comprehensive survey was developed and distributed to all employees to identify specific technical training needs unique to each department. Th e purpose of this assessment was to provide Human Resources with insight as to what type of training City staff and leadership were interested in seeing.

Fire Structured Fire Academy

Engineer academy and task book sign off

Battalion Chief and Fire Captain Academy

State
Fire department has provided a two-week academy for all new firefighters. For existing firefighters with less than one year on fire department is providing ventilation, extrication, and fire basics.

For the engineer rank , fire department is providing an engineer academy, consisting of six sessions to provide an overview of the fire engineer rank with task book support to help personnel move into the actor position.

For captains and battalion chiefs, fire department is conducting a battalion, chief, and captain academy that will consist of six sessions that will review tactics and strategy of the position of fire captain, along with leadership, personal development, and mentoring.

The fire department applied for and received an AFG grant of $985,000 to send 24 of departments personnel to Specialty training that includes swift water, rescue, hazmat, technician, and technical rescue. This will not only br oden personnel knowledge, skills and abilities, but it will also prepare them to better service the community.

FIN SVCS Accounting and Finance Training

Facilities Training
California Society of Municipal Finance Officer’s (CSMFO) and Government Finance Officer’s Association (GFOA) Accounting and Budget Classes Tyler Enterprise Resource Planning (ERP) Munis Training Skills and Safety Training

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

PW

Provide department- specific training The Public Works Department holds annual trainings to ensure personnel remain current with safety protocols, regulatory requirements, standard operating procedures, and best management practices, while also enhancing employee skills that support operational efficiency and potential career advancement.

Public Works Maintenance trainings include, but are not limited to, Defensive Driving, E -Waste Handling, Heat Illness Prevention, and Operator Lift Safety.

Additionally, the Street Maintenance Supervisor has obtained his Traffic Signal Technician certificate.

In September 2025, all Public Works and Engineering staff completed biennial National Pollutant Discharge Elimination System (NPDES) online training, as required by Riverside County Flood Control and Water Conservation District (RCFCWCD).

In October 2025, Engineering staff attended California Local Technical Assistance Program (LTAP) Labor Compliance for Local Agencies Training to enhance knowledge on prevailing wage requirements for construction. Additionally, Assistant Engineer Andres Per ez completed the Resident Engineer Academy program, hosted by California Department of Transportation (Caltrans) in November 2025.

HR City-wide training HR staff actively participate in various webinars and conferences throughout the year that are directly related to their job duties and professional development. This includes specialized training through NeoGOV for recruitment processes, CalPERS for retirement and health benefits ad ministration, CPS for classification and compensation matters, and participation in HR roundtables for industry best practices and networking. Additionally, our staff participates in the LCW consortium for labor relations train ing, ensuring we stay current with best practices and regulatory requirements in employee relations and labor management. The LCW consortium training opportunities are made available to all employees across the organization, providing agency -wide access to professional development in labor relations and leadership skills.

All department heads and other key staff from across the organization participated in two-day EOC training in November, 2025 and January, 2026 culminating in a ½

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

day tabletop exercise on January 28, 2026. All staff with an EOC role have taken required FEMA coursework online.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
A-4 Identify initiatives and establish programs that recognize and appreciate employees for performance, innovation, and efficiency.

CMO/HR X
Dept Task Status
HR Implement structured exit interview process and tracking system to identify retention improvement opportunities
We have successfully implemented a structured exit interview process. All separated employees are automatically sent an exit interview questionnaire via AdobeSign to provide feedback on their employment experience, reasons for departure, and suggestions for organizational improvement. This digital process ensures consistent data collection and secure documentation of responses.

This process includes a mechanism that allows us to analyze trends in departure reasons, identify departmental patterns, and monitor recurring issues that may impact retention.

HR Enhance existing employee recognition programs with
quarterly department-level recognition events
HR staff have successfully transformed the City Manager’s quarterly meeting format from a traditional information-only session to an interactive, comprehensive employee recognition platform. All departments now have the opportunity to recognize employees and teams for specific projects or initiatives, fostering a culture of appreciation and cross-departmental collaboration.

Staff continues to enhance the program by making it accessible via Zoom to accommodate remote participation and ensure all employees can attend regardless of location. Additionally, staff have incorporated visual elements by adding pictures to employee recognition segments, including tenure milestone celebrations and new hire introductions. This multimedia approach has increased engagement and creates a more personal connection during the recognition process.

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

HR Develop an annual “Innovation and Efficiency” award
program with implementation of selected employee ideas

PENDING - EXPLORE THE CREATION AND DECIDE ON CURRENT
RECOMMENDATIONS OF AN ANNUAL PROGRAM.

Staff have developed a comprehensive annual “Innovation and Efficiency” award program designed to recognize and implement employee- generated ideas that improve workplace processes and organizational effectiveness. The program framework is currently awaiting approval and is expected to be in place by the next city quarterly meeting in August. This initiative will create a structured process for employees to submit innovative ideas, establish criteria for evaluation and selection, and provide recognition fo r contributors whose ideas are implemented to benefit the organization.

PW/ENG Recognize and appreciate employees for performance, innovation and efficiency
The Public Works Department regularly recognizes its employees at the City Manager’s Quarterly Meetings. Recognition includes outstanding customer service, project achievements, educational accomplishments, and certification completions.

Fire Awesome Award to personnel-On going Fire department gives awesome awards consisting of a certificate and a cool water bottle to fire department personnel who make community contributions and receive complements from the community.

CEDD Recognize and appreciate employees for performance, innovation and efficiency
The Community and Economic Development Department recognizes its employees at the City Manager’s q uarterly and monthly department meetings .

Recognition includes customer service, project achievements, implementation of operational efficiencies, and professional and educational achievements.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
A-5 Develop staff team -building activities to encourage cohesion and foster a spirit of collaboration.

CMO X
Dept Task Status
HR/CMO Organize two city-wide team-building events per year that PENDING – REVIEW AND DISCUSS TEAM BUILDING EVENTS WITH NEW

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

promote cross-departmental collaboration. CITY MANAGER.

Currently, we have not had a consistent team-building event program in place. The new HR Manager will evaluate our organizational needs and develop a plan for implementing two city-wide team- building events annually. This evaluation will include assessing the best approaches for promoting cross -departmental collaboration, identifying suitable event formats, and establishing a sustainable schedule that effectively brings together staff from all departments.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
A-6 Initiate a Class and Compensation Study to benchmark and proactively identify compensation issues impacting employee retention and attraction.

HR X
Dept Task Status
HR Complete comprehensive Classification and
Compensation Study

In Progress: PENDING REVIEW WITH NEW CITY MANAGER TO ENSURE THE

IDENTIFIED OBJECTIVES, SCOPE AND PAY PHILOSOPHY ARE IN LINE WITH POSSIBLE NEW GOALS.

Phase 1 Targeted for January 2026 (ETA: MARCH 2026)
A draft RFP has been developed for this comprehensive study. The draft RFP is currently under review by incoming leadership to ensure alignment with budget parameters and organizational priorities. Once the review is completed and the RFP is finalized, we will proceed with the procurement process to select a qualified consultant to conduct the classification and compensation study. This study will provide critical data to ensure our compensation structure remains competitive and equitable across all positions and departments.

The January 1st target date for Phase 1 allows time for leadership transition, budget considerations, and the formal RFP process to be completed before study implementation begins.

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

HR Develop a phased implementation plan for recommended adjustments with a priority focus on positions with highest vacancies and turnover rates

PENDING COMPLETION OF CLASSIFICATION AND COMPENSATION STUDY The development of a phased implementation plan will commence upon completion of the comprehensive Classification and Compensation Study. Once the study identifies specific compensation adjustments and recommendations, we will analyze current vacancy and turnover data to prioritize positions experiencing the highest rates of departure and recruitment challenges. The implementation plan will be structured in phases to ensure budget considerations and operational continuity while addressing the most critical retention issues first.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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.

CMO X X X
Dept Task Status
All Staff reports All staff reports identify strategic plan goals/objectives that tie to the agenda item -

COMPLETE
CM Department Head Staff Meetings Goals are regularly reviewed at weekly department head staff meetings with a different goal discussed each week.

CM Incorporate into the budget The budget included the strategic plan goals, and each department discussed their accomplishments and goals and objectives for the budget period in alignment with the adopted strategic plan goals. - COMPLETE

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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.

CMO X

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

Dept Task Status
CMO FM3 Survey Included $50,000 in FY 2025/2026 budget. The survey was conducted in January, 2026 and the results presented at the 2026 Strategic Planning and Goal Se tting Session on February 7, 2026.

ACTION ACTION DESCRIPTION LEAD DEPARTMENT YEAR
0-1
YEAR
1-2
YEAR
2-5
A-9 Develop a Summer Council schedule with the objective of one meeting per month in June, July and August.

CMO X
Dept Task Status
CM Establish a summer Council schedule The June 24, July 8, September 9, and September 23, 2026, meetings will be vacated for the summer.

Additionally, November 11, November 25, and December 23, 2026 will be vacated, and Special Meetings will be called for September 16 and November 10, 2026.

GOAL B- COMMUNITY INVESTMENT

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-1 Develop an Electric Vehicle transition plan to comply with upcoming state mandates and include consideration of providing publicly accessible charging stations.

PW X
Dept Task Status
PW Work with CVAG and other Coachella Valley Cities to
develop a Climate Action Plan that includes an Electric Vehicle Transition Plan as a key component.

The Coachella Valley Association of Governments (CVAG), in collaboration with the Western Riverside Council of Governments and the San Bernardino Council of Governments, developed a Regional Comprehensive Climate Action Plan (CCAP).

The CCAP includes a dedicated chapter for Cathedral City and addresses key topics such as greenhouse gas inventories, emission reduction strategies, and a regional electric vehicle (EV) plan. City staff presented the CCAP to City Council at the January 28, 2026, Study Session Meeting.

Staff will begin updating Cathedral City’s local 2013 Climate Action Plan in February 2026 to align with the regional CCAP. This update will include the integration of regional strategies as well as an Electric Vehicle Transition Plan.

PW Electric Vehicle Purchases The Public Works Fleet Division advanced the City’s sustainability goals by purchasing two electric vehicles (EVs) for the Public Works Department and 1 EV for the Facilities Department. In addition, the Police Department has begun incorporating electric vehicles into its fleet and now has two EVs, an important step toward reducing emissions across all operations. Staff are also committed to evaluating electric vehicle options for every future vehicle purchase, ensuring that sustainability and operational e fficiency remain key factors in the City’s vehicle procurement process.

PW Public Access Level 2 EV Charging Stations (Downtown parking Structure) Upgrade Project
EV Range has installed four new Level 2 electric vehicle charging stations within the downtown parking structure. The stations are open to the public and available for use at a fee.

GOAL B- COMMUNITY INVESTMENT

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-2 Develop an entryway, medians, and lighting master plan to provide an appealing gateway to the City.

PW/ENGIN X
Dept Task Status
CM/PW/
ENG
Purchase and install entryway monuments on East Palm
Canyon Drive.

The Engineering Division has allocated funding in the FY 2026 –FY 2030 Capital Improvement Program (CIP) for the installation of one entryway monument each year, subject to funding availability. At Councilmember Ross’ request, Engineering staff prepared plans , specifications, and estimates for the fabrication and installation of the first monument on East Palm Canyon Drive at the eastern city limits to determine if the project could be funded with her Councilmember District Improvement Funds. At the City Cou ncil Meeting on January 28, 2026, city staff recommended two (2) options to City Council for the construction of the first monument and corresponding construction budgets . With City Council’s direction and approval, city staff issued Notices to Proceed for the fabrication and installation of the monument, construction of the monument base, installation of conduit across East Palm Canyon Drive, and the installation of hard -wired power and electrical components.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-3 Develop and implement a wilderness trail plan. PW X Dept Task Status
PW Initiate an RFP for a wilderness trail plan The Public Works Department will issue a Request for Proposal (RFP) for the wilderness trail plan as funding becomes available.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-4 Complete design and seek funding to construct the downtown dog park and pickleball courts.

PW/ENGIN X X
Dept Task Status

GOAL B- COMMUNITY INVESTMENT

ENG Downtown Dog Park Design 100% plans, specifications, and estimates (PS&E) were submitted by David Voltz Design (Design Consultant), and are currently being reviewed by city staff. On October 22, 2025, Engineering staff provided an update about the Downtown Dog Park and Pickleball Courts to City Council. The update included the latest design progress for the park and an overview of the grant eligibility and land use requirements established by California State Parks. Also on October 22, 2025, the Public Works Director and City Engin eer met with representatives from Assemblymember Greg Wallis’ office to present the Downtown Dog Park Project.

The meeting focused on the status of the park’s development and the legislative requirements imposed by California State Parks under the bond act s that funded the former Second Street Park. The Public Works Director and City Engineer continue to meet with the Assemblymember’s office and are now working with a legislative affairs representative to continue moving this process forward.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-5 Conduct community engagement with Cove residents on proposed improvements to Chuperosa Lane.

ECON DEV/PW X
Dept Task Status
PW Chuperosa Lane General Maintenance Public Works Maintenance continues to maintain the area on a regular basis and will consider proposed improvements as they are submitted.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-6 Improve pedestrian access to parks through the use of crosswalks and sidewalk improvements.

PW/ENGIN X X
Dept Task Status
ENG Design crosswalk and sidewalk improvements to improve pedestrian access to parks.

Several Highway Safety Improvement Pro gram (HSIP) projects began construction during FY 2025- 26, with a focus on updating pedestrian crossings.

Construction contracts have been awarded for HSIP 11B- Signalized Pedestrian Crossings, HSIP 11C- Citywide Traffic Signal Hardware Upgrades, and HSIP 11D- Pedestrian Crossing at 30th and San Eljay. HSIP 11C is expected to begin

GOAL B- COMMUNITY INVESTMENT

construction in April 2026 due to lead time of materials, and HSIP 11B and HSIP 11D are expected to begin construction in June 2026, in consideration of the construction occurring close to nearby schools.

HSIP 11A- Citywide Pedestrian Crosswalk Upgrades project bid opening will take place on February 17, 2026. Staff will make a recommendation for the award of a construction contract at the March 11, 2026, City Council meeting.

At Councilmember Lamb’s request, Engineering staff prepared plans, specifications, and an engineer’s estimate for adding a sidewalk along Cathedral Canyon Drive, from Paseo Azulejo to Kieley Road, to determine whether the project could be funded through her Councilmember funds.

PW Utilize City Council Member Funds to improve pedestrian access throughout the city.

The Public Works Department will continue to evaluate potential locations where City Council member improvement funds can be used to enhance pedestrian access through crosswalk or sidewalk improvements.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-7 Improve wayfinding signage to direct visitors to destinations in the community. COM X Dept Task Status
PW Esperanza Park wayfinding signage Public Works Maintenance has installed directional signage along Gene Autry Trail and Ramon Road to improve wayfinding to Esperanza Park.

COM Wayfinding signage update The updated wayfinding signage design was presented to City Council at a Study Session in September 2025 and received their support. However, production has experienced delays due to the sophisticated and detailed nature of the design.

Staff met with the vendor on January 28, 2026, and a solution has been identified.

Installation is now targeted for February -March 2026. Staff has stressed the urgency of the timeline with the vendor to ensure timely completion. The new signage will improve landmark information specificity and include destinations built since the original 2016 installation.

The new signage will improve landmark information specificity and include destinations that have been built since the original installation in 2016. The project

GOAL B- COMMUNITY INVESTMENT

will be implemented in phases over both years of the biennial budget, beginning with Downtown, and will feature enhanced signage promoting t he Perez Arts District. An update is needed to reflect the community's growth and development over the past nine years.

PW Wayfinding Signage Communication The Public Works Department is coordinating with the Communications Department and the Wayfinding Signage developers to review project progress and plan for upcoming installations.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-8 Implement recommendations of Facilities Master Plan CMO/FIN X X X Dept Task Status
FIN SVCS 30 Action Items Identified in the July 2023 Facilities Master Plan
23 of 30 action items completed/ implemented in FY 2024/2025. 7 of 30 included in the FY 2025/2026 budget . We anticipate completing 6 of the final 7; with the remaining item to have a 2 nd opinion to determine validity. The six to be addressed this FY are listed below along with the final one listed as TBD:
• Remove the abandoned generator
• Repair cracks in elevated slabs
• Replace sealants on levels 1 & 2
• Apply elastomeric coating on cracking columns
• Replace traffic coatings at the four stairs and on the roof level • Repair holes in EIFS (Exterior Insulation Finishing System) • Repair 500 feet of barrier cables (TBD)

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-9 Continue to work on Septic to Sewer grant. Make sure Sarah St. is included and other economic development efforts.

PW/ENGIN/ECON
DEV
X X X
Dept Task Status
ENG CWSRF Septic to Sewer Planning Project The Final Preliminary Engineering Reports have been submitted to the State Water Resources Control Board (SWRCB). City staff, in collaboration with the Coachella

GOAL B- COMMUNITY INVESTMENT

Valley Water District (CVWD), Desert Water Agency (DWA), and Ardurra (Design Consultant) have begun preparation to apply for CWSRF construction grant funding as the next phase of the project. The project remains on track to complete the preliminary design, environmental review, construction grant applications, and the development of plans, specifications, and estimates (PS&E) by early 2027.

ENG Sarah Street Assessment District A community outreach meeting was held in July 2025. A community update survey and postcard were prepared by city staff and were distributed to property owners in the area on October 28, 2025, with no responses received by the November 14, 2025 , deadline. On January 14, 2026, city staff presented results of Phase 2A to City Council at the Study Session meeting. Given the lack of demonstrated property owners support for the assessment district formation, the City Council did not proceed with Phase 2B of the project.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-10 Conduct site and cost analysis for our Community Recreation Center. CMO X Dept Task Status
CM Select consultant At the July 9, 2025, City Council meeting, the council approved a contract with Group 4 Architects to conduct the site selection and feasibility study for a future community center. Updates of the progress of the study were presented to the City Council in October, 2025 and January 28, 2026. The final presentation of the study is planned for February 2026. Council has narrowed the discussion to four sites for further analysis.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-11 Support SunLine’s efforts to develop an improved transit hub in Cathedral City. PW/ENGIN X X Dept Task Status

GOAL B- COMMUNITY INVESTMENT

CM Discuss disposition of city owned land At the January 22, 2025, City Council meeting, representatives from SunLine made a presentation on a concept for a transit hub off of B Street . To accomplish this project in the location presented, it would require a portion of the adjacent city - owned land.

In February, Mayor Ross and city staff met with SunLine staff to discuss the AHSCP grant program, a program that provided funding for SunLine’s transit hub in Coachella. That hub was partnered with the development of an affordable housing project nearby.

At the July 9, 2025, City Council meeting, the council had a closed session presentation about the 5 acres of city owned land adjacent to the proposed transit center and provided direction to staff.

Staff are working to resolve an issue with Riverside County with one of the APNs.

Upon resolution of this issue, staff will return to City Council to initiate the SLA process on the 5-acre property.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-12 Support locating a PACE healthcare provider in the city. CMO X X Dept Task Status
CMO Assess need for a PACE healthcare center and identify suitable properties; recruit possible developers.

Staff will entertain proposals as received.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-13 Complete planned flood control infrastructure projects, especially as part of street improvement projects.

PW/ENGIN X X X
Dept Task Status
ENG Date Palm Drive Pavement Reconstruction Design is underway for improvements to the intersection of Los Gatos Road and Date Palm Drive as a part of the Date Palm Drive Pavement Reconstruction project. As included in the scope of work, HR Green (Design Consultant) will

GOAL B- COMMUNITY INVESTMENT

evaluate the drainage at this intersection to determine best flood control improvements.

PW Cypress Retention Basin Drain Inlet Expansion Public Works Maintenance has provided budget figures to the Engineering Department. Engineering staff developed plans, specifications, and estimates to expand the drain inlet at the Cypress Retention Basin. The project aims to enhance rainwater runoff capacity from Santoro Drive and Cypress Road, improving overall drainage efficiency in the area.

Engineering staff have developed the plans, specifications, and estimates for the project. The construction bid opening will be held February 11, 2026, and the contract is expected to be awarded in March.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-14 Be vigilant in efforts to keep regional CVWD and RCFCD projects moving forward.

CEDD/ENGIN X X
Dept Task Status
ENG CVWD – Cathedral City Development CVWD is progressing with the North Cathedral City Flood Control Project to divert the Morongo Wash to the Whitewater River, with construction anticipated to begin in Spring of 2026. The Public Works Maintenance Department continues to expend significant staff time and funding to remove mud and debris from curb and gutter areas along Date Palm Drive, Vista Chino, and 30th Avenue, as well as the streets surrounding those main corridors following storm events. With the upcoming storm season anticipated to begin in February, there is concerns that these impacts will continue to require city resources. These maintenance issues are directly related to the pending completion of the CVWD North Cathedral City Flood Control Project.

ENG RCFCD - Varner Road Funding for improvements at several Varner Road crossings, including Willow Hill Outfall, Long Canyon Wash at Date Palm Drive, Edom Hill Outfall, and Morongo Wash, are included in the Riverside County Flood Control (RCFCD) 5-Year Capital Improvement Plan. The Engineering Division will continue to actively coordinate with RCFCD to ensure timely project funding. Updated CIP project budget requests

GOAL B- COMMUNITY INVESTMENT

were presented in December 2025 at the annual RCFCD CIP Budget Public Hearing, proposing recommendations for inflation increases . Quarterly update meetings have been scheduled with RCFCD as these projects near closer to construction.

PW DaVall Dr./30th Ave. Retention Basin (Behind La Paloma Homes)
The Public Works Maintenance and Engineering Departments continue to evaluate retention basins to ensure proper elevations and stormwater flow. Tropical Storm Hilary and other recent storm events have reinforced the importance of this ongoing work.

Staff are currently evaluating the DaVall Dr./30th Ave. basin and the adjacent tribal property to maintain effective water flow.

GOAL C- FISCAL STABILITY AND SUSTAINABILITY

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
C-1 Implement improvements to purchasing practices and procedures to align with procurement code requirements.

FIN/CMO X X
Dept Task Status
FIN SVCS Align practices and processes with Municipal Code Bimonthly Status Update in Weekly Report.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
C-2 Develop an inventory of contract services that are due for bid and request proposals.

CITY CLERK/FIN X X
Dept Task Status
FIN SVCS Contract Tracker Maintain list; Update monthly; Include bimonthly in City Manager’s Weekly Report; Work with departments to update contracts

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
C-3 Consider the acquisition of an underutilized site on Cathedral Canyon and work to activate the site.

ECON DEV X X
Dept Task Status
Econ Dev Obtain property appraisal. An appraisal report was produced for the City in April 2025. The valuation was analyzed as vacant land. There is a very substantial difference between the estimated fair market valuation and what the property owner has suggested he would sell it for.

GOAL C- FISCAL STABILITY AND SUSTAINABILITY

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
C-4 Evaluate data and work with partner agencies to identify holes in the local economy and develop plans to address.

ECON DEV X X
Dept Task Status
Econ Dev Participate in Riverside County Comprehensive
Economic Development Strategy (RCOED) project and
the version more specific to the Coachella Valley.

Staff have submitted Cathedral City economic development projects for inclusion in the RCOED CEDS, including a local economic roadmap, a citywide land and sites analysis, and a signalization project at Highway 111 and Cree. The inclusion of these projects in the RCOED CEDS creates funding opportunities through the U.S. Economic Development Administration (EDA). Staff continue to participate in the development of the Coachella Valley CEDS through a stakeholder group led by Visit Greater Palm Springs . A draft of this document was shared with staff in June for review and comment.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
C-5 Provide periodic updates on Thousand Palms development. ECON DEV X X X Dept Task Status
Econ Dev Update to City Council The most recent update to City Council on Thousand Palms was in October 2024.

None of the conditions in the Thousand Palms SOI have changed since the last update to City Council.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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
CEDD/

PW/ENGIN
X X
Dept Task Status
EnerGov implementation and maintenance IT and Financial Services worked with all departments to update the fee schedule

GOAL C- FISCAL STABILITY AND SUSTAINABILITY

in EnerGov prior to the start of the new fiscal year.

PW Standardizing processes for development entitlement PW – Eng continues to develop standards and updates to the Municipal Code so that developers understand the submittal and entitlement processes and know what is expected of them. For example, the Municipal Code standards related to Stormwater are in final review with updates and will be presented to the City Council in an Ordinance for approval in the first quarter of 2026.

Additionally, standard submittal plan templates are in final review for approval.

Once implemented, all engineering plans will be on the same plan set templates, which will facilitate concise, accurate and timely reviews. At this time the review period for turn around on normal size projects’ reviews is two weeks or less.

CEDD/BLD
G
Deploy Digital Inspection Program (DIP) In April, Building launched the DIP program, a one -stop initiative designed to streamline the permitting process for expedited permit types. Over the previous six months, the Building Team, in collaboration with Mathew Levy, researched, tested, and refined the program. DIP allows applicants to submit their permit applications and corresponding work photos in a single step. These are then assigned, reviewed, and finalized by the Inspection team within an accelerated timeline— eliminating the need for in-person inspections and significantly improving efficiency for all parties involved.

IT/FIN
SVCS
Update fees into EnerGov System Successfully completed was an update of all the recently updated and adopted fee schedules (July 1, 2025), which now provide for the collection of the pre- entitlement fees for most projects up front and thus minimizing the use of the deposit-based entitlement fee process. There were significant changes in how fees were calculated which resulted in updates to schedules and workflows. This project was a considerable lift from all development -related departments, led by IT and Financial Services.

GOAL C- FISCAL STABILITY AND SUSTAINABILITY

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
C-7 Continually review and streamline internal financial policies, procedures, and practices to remove unnecessary controls without sacrificing accountability and transparency
FIN X
Dept Task Status
FIN SVCS Ongoing Financial Policy/Procedure Review Updated Financial Policy and Procedures Document – Provided to Auditors and received their concurrence.

FIN SVCS Restructured IRC Section 115 Trust transferring from CalPERS CERBT to Schuster Financial Services
management
On June 25, 2025, the City Council approved a resolution approving the transfer of the city’s OPEB/Pension Section 115 Trust from CalPERS to Shuster Advisory Group for administration. The move will allow the city to improve investment flexibility, customization and transparenc y verses the city’s current plan under CalPERS, which is pooled and does not provide the city with any control over its contributions and investments. Council approved a separate OPEB investment policy governing these investments on October 22, 2025.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
C-8 Initiate a Small Business Roundtable or industry specific taskforces to identify needs and support strategies.

ECON DEV X X
Dept Task Status
Econ Dev Auto industry SWOT analysis The Kosmont Group performed a SWOT analysis of the auto industry , which was presented to City Council on January 14, 2026.

Econ Dev Broker community roundtable Staff have evaluated strategies in other cities to engage the broker community to obtain economic development feedback and are pursuing a similar format for Cathedral City.

The City has presented to both the GPSR as well as CDAR.

GOAL C- FISCAL STABILITY AND SUSTAINABILITY

ACTION ACTION DESCRIPTION LEAD DEPARTMENT YEAR
0-1
YEAR
1-2
YEAR
2-5
C-9 Continue to work on methods and programs to promote Economic Development North of 1-10

ECON DEV X X
Dept Task Status
Econ Dev Support land development north of I-10 The CV Commerce Center is an active land development application in the vicinity of Bob Hope and I -10. Between October 2024 and March 2025, staff participated in a national site selection process that had short-listed the CV Commerce Center site in a multi -state region for a 1.8M sf distribution center with a potential future expansion of 1.0M sf. While the City was not selected as part of the process, it received positive feedback from the site selector and the applicant. The materials prepared by the City describing its demographics, housing, and labor market continue to be used.

GOAL D- INNOVATION

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
D-1 Implement Information Technology Master Plan including consideration of providing additional public Wi-Fi access in parks.

IT X X X
Dept Task Status
IT IT Master plan initiatives: Office 365 security, Upgrade Firewall, UPS, Managed Detect and Response, IT
Steering Committee
Currently budgeted for the FY25/26 and FY26/27 . O ffice 365 security was implemented. Firewalls were upgraded. Deployed Managed Detect and Response.

IT Steering Committee was formed, and initial meeting was December 17, 2025.

For UPS upgrade in the server room, we are still waiting for the delivery.

ENG/IT Provide public Wi-Fi access in parks The Engineering Division is working with the IT Department to coordinate the implementation of Wi-Fi systems into city parks.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
D-2 Complete and improve the installation of the Tyler EnerGov software to automate, improve and streamline the plan review, permitting and inspection processes.

CMO
Dept Task Status
CMO

FIN SVCS
IT
Fee Schedule Update Updates Completed and implemented June 30, 2025 for FY 2025/2026 implementation. Kickoff meeting held on January 22, 2026 to plan for FY 2026/2027 CPI update effective July 1, 2026.

CEDD Planning Final Inspections IT, Building and Planning worked together to incorporate final planning inspections through the EnerGov CSS portal to streamline the inspection process.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
D-3 Work with operations staff to identify, implement and support the implementation of technology solutions to bolster IT security and improve operational, analytical, and management functions.

IT X X X
Dept Task Status

GOAL D- INNOVATION

IT Explore Dashboard options using GIS for Information
Management.

Created GIS based CIP and Economic Development sites. Testing integration with SQL database from different systems. Testing Permit statistics Dashboard.

Developing Cone Zone Alert mapping platform.

IT Council Chambers and Study Session A/V Upgrade Completed the upgrade January 20th. First Go-live for Council Meeting is January 28th.

IT/PW Cone Zone Alert Update or add categories in GoRequest/MyCathedralCity app for anything related to CVlink and DRD ; sending service requests to responsible agencies. Met with Public Works and Communications in July to explore updated strategies.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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.

IT X X X
Dept Task Status
CMO/IT Exploring AI capabilities IT will be leading the creation of a n IT Steering committee to review and make recommendations on technology implementations. One of the committee’s first tasks will be creation and adoption of an AI policy. Code Enforcement and HR have created an administrative policy for the oversight of City Detect.

CMO/IT Cathedralcity.gov redesign Completed and went live January 22nd.

City
Clerk/IT
Fix OneMeeting Templates and integrate Videos Completed.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
D-5 Review broadband solutions to create economic development incentives and opportunities and improve the accessibility and affordability of reliable high -speed internet services.

IT/CMO X X

GOAL D- INNOVATION

Dept Task Status
IT City participation on CVAG broadband strategic plan CVAG’s plan is currently in study and design phase.

IT Testing T-Mobile networks as a replacement for Verizon Wireless
Completed testing. Recommendation is to stay with Verizon and recommend upgrading devices to 5G capable devices.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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.

IT/CITY CLERK X X X
Dept Task Status
HR Implement electronic personnel file system for all new hires and current year personnel actions
All new hire and current year personnel actions are processed electronically in Tyler Munis. Forms are stored in Tyler Content Management.

HR Automate Leave request and tracking workflow Eliminated forms; employees enter direct ly into Tyler Munis and approvals are processed electronically.

HR Increase HR Process Digitization forms/process Many HR forms are available electronically and stored into Tyler Content Management when processed
City Clerk Digitization of Legislative , FPPC and other documents housed in the City Clerk’s office into Laserfiche
The City Clerk’s office has worked closely with IT on the department’s Laserfiche project. Documents are currently being scanned and indexed into Laserfiche with the help of IT and are available on the City’s website.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
D-7 Commission a survey of historic properties. CMO X
Dept Task Status
CEDD Prepare RFP for historic resources survey This was budgeted in the FY 25/26 budget, although the project will be delayed

GOAL D- INNOVATION

until 2026 at the earliest to ensure that the City’s revenue projections are realized and the City can proceed with the discretionary project. Staff have been in contact with the City of Palm Desert who recently released a similar RFP.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
D-8 Work with the Historic Preservation Society to digitize and preserve historic photos and documents.

CMO X
Dept Task Status
CEDD Contact Historic Preservation Society Staff contacted the Historic Preservation Society in 2024 and there was no interest from the Society in a collaboration with the City. Staff contacted the Historic Preservation Society again in 2025 as part of a cultural district grant application and are evaluating their inclusion in elements of the Historic Preservation Committee work plan.

GOAL E- SAFETY

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-1 Fund a 2-person ALS Medic Unit to better respond to increasing demand for medical response.

FIRE X
Dept Task Status
FIRE Measure W medic Placed in service July 1, 2025
FIRE Medic 3 Medic 3 was placed in service March 4, 2023.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-2 Continue to explore and utilize technology to promote public safety. PD X X Dept Task Status
PD Drone First Responder Program, Real -Time Operations Center (RTOC)
On May 28, 2025, Council approved the purchase of 2 DFR drones to join the Palm Springs RTOC in October 2025.

ENG

2025 Citywide Speed Survey Completed- The Engineering Division awarded a Task Order to Albert A. Webb Associates, (On -Call Traffic Engineer), to conduct an Engineering and Traffic Survey (E&TS). Based on the survey's recommendations, an ordinance to implement updated speed limits was adopted on June 25, 2025. The Engineering Division coordinated with Public Works Maintenance staff to replace necessary speed limit signs. Under AB 43, California's “Traffic Safety Bill”, the updated speed limits established through the E&TS will allow the Cathedral City Police Department to issue enforceable speeding tickets.

With the completion of the Whispering Palms Class III Bike Route Project, Engineering staff will conduct a speed survey on the Whispering Palms Trail roadway segment with new conditions (from 30 th Avenue to Dinah Shore Drive) and amend the 2025 Speed Survey accordingly.

GOAL E- SAFETY

PD Flock ALPR program An additional 5 FLOCK ALPR cameras added FY 2024-2025 and 5 cameras in FY 2025-2026, making a total of 34 cameras in service.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-3 Continue Police, Fire, and Expand Code Compliance engagement with the community. PW/FIRE/CODE X Dept Task Status
PD Community events, Neighborhood community meetings January – year-to-date staff have attended 5 community events, including Taste of Jalisco, Meatball Festival, State of the C ity, Pride Prom and Esperanza Park opening. Officers have participated in 4 local elementary school Career Days. We have attended 2 neighborhood community meetings in the Montage and Verona communities. CCPD has hosted 2 LGBTQ community events with residents from the community.

FIRE Community Risk Reduction Programs Fire department has continued community risk reduction programs that include disaster preparedness, CERT, Sidewalk, CPR, Stop the Bleed and most recently a car seat installation program.

CODE Expand code compliance participation in events Code compliance participated in the Meatball Festival and Halloween Spooktacular events.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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.

FIRE/PD X X
Dept Task Status

GOAL E- SAFETY

FIRE Development and update of the cities, emergency
operations plan (EOP).

Fire department has worked with consultants, Jacob Greene and Associates to update the department ’s emergency operations plan. The emergency operations plan is complete.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-5 Update the City’s EOC, Conduct EOC drills and training, and update the City’s Emergency Operations plan and Local Hazard Mitigation Plan.

FIRE/PD X X
Dept Task Status
FIRE Development and update of local hazard mitigation plan (LHMP)

Fire department has worked with consultants, Jacob Greene and Associates to update the city’s emergency operations plans . The Local Hazard mitigation plan (LHMP) is currently in draft status. The local hazard mitigation plan has been submitted to OES and is under review for approval process is estimated to take approximately 90 days.

Once OES approval is completed, the final plan will be submitted to FEMA for their approval unknown on FEMA's approval timeline.

FIRE Emergency operation center training, drills and tabletops to prepare city staff to prepare, respond and recover from disasters

Fire chief and consultant Jacob Greene and Associates to conduct ed EEOC training in November, 2025 and January 2026 with a ½ day tabletop exercise conducted on January 28, 2026. Staff have identified follow-up actions to be taken to continue to strengthen the city’s readiness.

FIRE Update the cities of emergency operations center-This is in process and partially budgeted
Fire department staff are working with facilities and IT to update and enhance the city’s emergency operation center. Staff currently have a plan and are working with other city departments to facilitate the upgrades and updates.

GOAL E- SAFETY

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-6 Implement community engagement and public education initiatives to increase awareness regarding public safety programs, services, and results of proactive community policing efforts.

COMM X
Dept Task Status
COMM Community engagement and public education on public safety
Communications & Events continues to support the Police Department with community engagement and public education initiatives. Staff promotes public safety programs, services, and the results of proactive community policing efforts through press releases, social media, and digital communications. Additionally, Communications promoted the Emergency Preparedness Workshop series hosted by Councilmember Rita Lamb, including the January 31, 2026, session at the Cathedral City Library. Staff is also working with the Fire Chief to develop earthquake preparedness PSA content for community distribution.

FIRE Fire department engagement with Palm Springs Unified School District and Cathedral City High School.

Fire Chief and Fire department personnel have engaged with Palm Springs Unified School District by participating in the principal for the day program t o establish relationships with school leaders, which has ultimately led to presentations and introductions to students. This initiative has led to our cadet program that currently consists of 10 high school personnel as well as seven new students that we are currently onboarding.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-7 Identify improvements and pursue grant funding to improve the safety and connectivity of non-motorized routes throughout the City.

PW/ENGIN X X
Dept Task Status
ENG SB 821 Bike Lane Projects In November 2025, construction was completed for the SB 821 Perez Road Class IV Separated Bikeway and SB 821 Whispering Palms Trail Class III Bike Route projects.

GOAL E- SAFETY

The SB 821 Avenida Maravilla Class III Bike Route project was awarded SB 821 funding in the FY 2025-26 Call for Projects. The project must be completed by June 2028.

PW Active Transportation Plan (ATP) The Public Works Department actively pursues grants and other funding opportunities to expand the City's Active Transportation Plan (ATP) and support its commitment to the Healthy Eating Active Living (HEAL) Cities Campaign (Resolution 2009-44).

PD Cannabis Tax Fund Grant CCPD was awarded the Cannabis Tax Fund Grant July 1, 2025, with funding for the purchase of a fully outfitted DUI enforcement vehicle, additional training and DUI saturation patrols
PD Supplemental Law Enforcement Services Account
(SLESA) grant
CCPD has been able to fund the initial purchase of DFR drones to join PSPD as part of the Real Time Crime Center with funds from our SLESA grant.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-8 Research the ability to regulate the use of pedestrian sidewalks by E -bikes or other motorized vehicles.

FACILITIES X
Dept Task Status
PD PD researching E-bike ordinance. PD and PW are working together with legal to research and draft proposed legislation; efforts will be coordinated with CVWD.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-9 Supervise DRD to ensure park equipment and playing fields are well -maintained and functional

FACILITIES X
Dept Task Status
PW Desert Recreation District Park Maintenance Transition Effective July 1, the Desert Recreation District (DRD) assumed responsibility for maintaining five City parks. Public Works Maintenance successfully facilitated a

GOAL E- SAFETY

seamless transition of park maintenance duties to DRD and continues to provide support and guidance as needed. In addition to its maintenance role, DRD has expanded its support to include City -sponsored events, presentations to City Council, and participation in the Homeless Task Force and PACE meetings. Staff from both the DRD and City teams met on January 15, 2026 to conduct a mid-year budget review to ensure expenditures were tracking with budget.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-10 Keep the City Council apprised of changes to the Code Enforcement program. CEDD/CODE X Dept Task Status
CEDD Updates to City Council The Code Compliance Division provided a presentation to the City Council on its overall operations on January 14, 2026, including updates on the City Detect AI pilot program, current case loads, cannabis enforcement, and other priorities. The Code Compliance Division also produces monthly reports detailing the current case load and types of cases, providing current information on STVR and cannabis enforcement, documenting public survey feedback, and showcasing successes led by the code compliance staff.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-11 Evaluate staffing in Code Compliance vs. workload and determine the needed full - time employees’ level: use technology as available.

CEDD/CODE X
Dept Task Status
CEDD Workload evaluation and use of technology The Code Compliance Division continuously monitors its workload and the caseload of individual officers to ensure that the division is initiating investigations into complaints in a reasonable time period while maintaining time for proactive patrols and work. Staff implemented City Detect AI as a force multiplier f or the Division, installing cameras on two code compliance vehicles.

GOAL E- SAFETY

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-12 Schedule community meetings with Police in our mobile home gated communities and include a public health professional.

FIRE/PD X
Dept Task Status
FIRE Gated community meetings -We have compl eted 4
meetings, this is ongoing
The Fire Chief and Fire Marshal have attended community meetings at the Da te Palm Country Club to discuss concerns about fire activity in the country club. Fire Chief has also attended an associat ion meeting at Tramview homeowners’ association.

PD Gated community meetings PD attended Montage Community block party March 2025

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-13 Review our animal control contract and options. PD X Dept Task Status
PD Research animal control options PD took the animal control services options to Council on September 24, 2025, to seek direction. A new agreement, maintain current staffing levels, was approved by the City Council on October 6, 2025. Staff will continue to research and evaluate other options for animal control and sheltering services.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
E-14 Renew and improve our event safety planning, protocols and standards: streets, garage, amphitheater, parks and others.

FIN SVCS X
Dept Task Status

GOAL E- SAFETY

FIN SVCS Install Safety panels on the 2 nd and 3 rd floors in the Parking Structure facing east (civic center parking lots) and west (amphitheater)
Parking Structure safety initiative included in FY 2025/26 and 2026/20027biennial budget.

A new initiative has been identified to secure vehicles in the parking struc ture by adding approximately 30 spaces to the existing secure spaces on the ground level of the parking structure next to the PD parking lot.

GOAL F – EMBRACING, INCLUSIVE COMMUNITY

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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 5) continued implementation of new state legislation.

CEDD/PLANNING X X
Dept Task Status
CEDD/
Planning
Development Code Update The Development Code Update contract kicked off in the beginning of 2025.

Mintier Harnish (MH) conducted a kickoff meeting with Planning for a high- level overview of the Code Update process and schedule. Project Planner Cynthia Schultz provided the MH with a list of community leaders representative of business, community, real estate and development leaders for stakeholder interviews and MH was successful in obtaining valuable input from several of them.

In February MH presented the seminar, Modernizing the Zoning Code to City Council and Planning Commission, which included an overview of the update of the Development Code.

In March a community wide open house “ What is Zoning and How You Make a Difference” was conducted at the senior center, followed by three walking tours of diverse areas of the city, including downtown, commercial and residential to discuss design features and elements, such as parking and sidewalk layout, landscape, shading, façade design, signage, and amenities to start honing objective design standards for the Update. Members of the CC, PC, ARC and HPC participated.

A project website was created for the Code Update: LUCID: Modernizing Land Uses and City Design. The project website is the main resource for residents and community members alike to find information on the project and request to be placed on an email lis t. The webpage includes highlights of the community open house and walking tours.

Community outreach via surveys and participation at community events was conducted to solicit valuable input from the community. Project Planner Cynthia Schultz launched short online surveys to garner the public’s perspective on common code concerns such as parking and access, allowed uses, landscape and shade, housing, and residential fence and yards. Supported by the CED Team, she attended Taste and Sounds events, and the grand opening of Esperanza Park. 85 responses were received! A city wide Maptionnaire survey was also created.

The steering committee met on April 30th followed by a joint meeting of the PC and CC on May 7, 2025. A summary of the work and information gathered to date was presented, including the community workshop, walking tours, stakeholder interviews, and seminar. From the joint meeting, MH was then ab le to begin work on drafting the first portion of the code update.

Since the April and May 2025 meetings of the steering committee and PC and CC, the steering committee and PC have continued to meet to review draft code modules, including the most recent meeting with the PC on January 21, 2026. A community meeting is planned in early 2026 to discuss the draft code and the City’s objective design standards, leading to a public release of the code in the summer 2026.

PW/ENG Streamline development review process The Public Works Department, in coordination with the Development Services Department, are reviewing the Cathedral City Municipal Code for opportunities for code updates . An Engineering staff member has been appointed to the Development Code Update Technical Advisory Group and is currently collaborating with Planning staff on driveway standards.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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.

CEDD/PW X
Dept Task Status
PW/CEDD Zoning Code Ordinance Completed- In January 2025, an Ordinance was adopted to limit parking in front of mailboxes and implement zoning code updates for the amount of area that can be

improved for parking on single-family residential and residential estate properties.

Code Compliance is now enforcing.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-3 Promote additional community events and celebrations. CMO/COMM X Dept Task Status
COMM New events Communications & Events continues to expand and promote Cathedral City's robust special events calendar. In 2025, the department launched a new fall edition of the Tastes & Sounds concert series and produced the 11th Annual Cathedral City International Hot Air Balloon Festival. Record attendance was achieved at the Halloween Spooktacular (70,000+ pieces of candy distributed), SnowFest (12 tons of snow), and LGBT+ Days Sunday Bed Races.

Upcoming 2026 programming includes the spring Tastes & Sounds series kicking off February 10 (eight weeks of programming), Cathedral City LGBT+ Days 10th anniversary celebration in March featuring David Archuleta, the Cathedral City Festival of the Arts presented by the Public Arts Commission (March 28), Taste of Jalisco Festival 10th anniversary (now in May instead of early February), and the 12th Annual Cathedral City International Hot Air Balloon Festival (November).

Additional annual events include State of the City at the DoubleTree Hotel Golf Resort. Communications & Events also provides support for Parks & Community Events Commission (PACE) programming including the Howl -O-Ween Dog Costume Contest and Yoga in the A mphitheater series. Third- party Special Use Permit events continue to grow, including the Palm Springs Friends of Philharmonic's Sinfonica de Mineria Free Day of Music & Festival (January 2026), Soul Springs Festival (February 2026), Color the Spectrum Aut ism Arts Festival, and Autism Society Inland Empire's Autism Walk & Festival.

GOAL F – EMBRACING, INCLUSIVE COMMUNITY

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-4 Work with community partners and providers on a community health fair to help residents identify resources that are available.

COMM X X
Dept Task Status
COMM Community health fair coordination Communications & Events has supported multiple community health and resource fairs. Two events were successfully held in the amphitheater in fall 2025: the Fall Carnival & Resource Fair on October 4, 2025, and the Living Health Expo on November 1, 2025 (or ganized by KESQ/KUNA), both of which ran smoothly.

Additionally, Parks & Community Events Commission Chair Erin Hyland is organizing a health fair proposal targeting spring 2026 (March- April), which will require PACE and City Council approval. These events connect residents with available health resources and community services.

FIRE Fall prevention classes-FD has completed 4 classes with additional classes planned for the spring and fall 2026 Conducted fall prevention programs at the cathedral city senior center and the Cathedral Canyon Country Club HOA

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-5 Explore options for shielding trash containers, especially where the backyard may not be accessible.

CEDD/CODE X X
Dept Task Status
CEDD Create a handout for residents to identify flexible alternatives for screening trash enclosures.

Planning and code staff prepared informational handouts identifying appropriate screening methods for trash enclosures on residential properties.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-6 Develop and implement a plan to improve and diversify communication methods with residents.

COMM X X
Dept Task Status
GOAL F – EMBRACING, INCLUSIVE COMMUNITY

COMM Diversified communication methods Communications & Events has implemented several initiatives to improve and diversify resident communications. The City has entered an agreement with FlashVote to conduct scientific surveys in English and Spanish to determine residents' preferred communicat ion channels. Enhanced outreach to diverse communities includes promoting key news and events on GED Magazine, KGAY Radio and Gay Desert Guide for LGBTQ+ residents. The City has an active agreement with El Informador to publish news articles and event posters in one of the most popular Spanish newspapers in the Coachella Valley, and all news releases sent to the media list are now being published by El Informador. Staff has also increased partnership with Xochilt Diaz, a journalist with Poderosos Latinos.

Staff is currently meeting with Entravision to discuss enhanced marketing opportunities targeting Spanish- speaking residents. Additional efforts include expanded social media presence with TikTok account, weekly Social Media Ambassadors meetings across depa rtments, and comprehensive digital communications strategy developed with CiviSocial.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-7 Develop methods to improve the quality and appearance of our community mailers. COMM X X X Dept Task Status
COMM/PW Mailer content coordination Communications & Events is collaborating with the Public Works Environmental Department to enhance the community mailer program in alignment with City Council’s strategic goal to expand the mailer size and improve its overall quality and appearance. Communications & Events is responsible for developing content for special event pages and evaluating design approaches for the enhanced format, working to ensure the expanded mailer transitioning toward an 8.5 x 11- inch magazine- style layout effectively showcase s city events, programs, and community information. T he Public Works Environmental Department incorporated the requested improvements, with all associated costs covered by the AB 939 Environmental Fund. The newly revamped community mailer, Cathedral City Canvas , hit mailboxes in late October 2025 and was well received by the GOAL F – EMBRACING, INCLUSIVE COMMUNITY

public. In addition, the community mailer increased involvement with residents citing the mailer as the reason they learned about and attended a city event.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-8 Focus on the Economic Development Road Map and identify pillars of success. ECON DEV X X X Dept Task Status
CEDD Incorporation of Development Road Map and Pillars of Success
Staff has developed a quarterly update to reflect updates that correlate the metrics and achievements with boundaries of the ED Road Map/Pillars of Success. The second quarterly update was provided in the Council weekly update on January 16, 2026.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-9 Explore a grants program to businesses for façade improvements using Council improvement funds or other sources.

ECON DEV X X X
Dept Task Status
CEDD Facade enhancement program Staff have conducted initial evaluations of other facade enhancement programs.

These programs require substantial funding sources that are not currently budgeted. A facade enhancement program will require further evaluation to determine the eligible improvements, grant match requi rements, and the total funding needed to successfully implement a program.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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.

COMM X X X
Dept Task Status
GOAL F – EMBRACING, INCLUSIVE COMMUNITY

COMM Public communication on homelessness efforts The Communications & Events Manager actively participates in the City's monthly Homelessness Task Force, which represents multiple internal departments.

Communications & Events is working collaboratively with each task force group to develop and showcase s torytelling related to the City's homelessness efforts and initiatives. This includes creating content that informs the community about the City's investments, programs, and ongoing work to address homelessness while identifying opportunities for resident participation in solutions. Staff is currently working to schedule a ride-along with Montage Agency to gather new images and video of the Cathedral City Police Department's full -time Homeless Liaison Team, as existing content is outdated and not currently reflective of their great work.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-11 Review land use regulations to support diverse, accessible, and affordable housing. CEDD X Dept Task Status
CEDD Update land use regulations Housing production, including affordable housing, was included within the scope of work for the development code update. See F-1.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-12 Establish a Cooling Center by June 2025. PW
Dept Task Status
PW Collaborate with Riverside County Community Action
Partnership and the Cathedral City Library to establish a cooling center at the Cathedral City Library.

Cathedral City Library was an active cooling center beginning June 1, 2025, and ran through October 15, 2025. The annual cooling center cycle has ended; operations will continue again in June 2026.

GOAL F – EMBRACING, INCLUSIVE COMMUNITY

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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.

CMO/ECON DEV
Dept Task Status
CMO/
ECON DEV Community Surveys
Communications and Economic Development are working together to establish a variety of questions for surveys to identify service gaps and business needs within the community.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-14 Multi-disciplinary City Team to increase effectiveness and improve coordination of city responses to address the needs and impacts of the homeless population internally and with external organizations and stakeholders, including the CVAG Housing First Program.

CMO
Dept Task Status
PW Homelessness Task Force Public Works actively participates in Homelessness Task Force meetings and promptly addresses any assigned action items. In addition, the department takes a proactive approach to preventing the establishment of homeless encampments by removing dense brush and vegetation that could serve as concealment or shelter.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-15 Review processes and economic development efforts to promote childcare accessibility in Cathedral City.

CEDD
Dept Task Status
CEDD Childcare accessibility CEDD reviewed the C CMC for compliance with current state laws regulating GOAL F – EMBRACING, INCLUSIVE COMMUNITY

childcare facilities. Updates are needed to the zoning code that will be made through the development code update.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
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.

DEV SVCS
Dept Task Status
CEDD Implement measures to support proactive code
compliance
Staff implemented City Detect AI as a force multiplier for the Division , installing cameras on two code compliance vehicles. Staff provided a presentation to the City Council on its overall operations on January 14, 2026, including updates on the City Detect AI pilot program and its support for proactive code compliance.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-17 Review and update, as needed, our ordinances, policies, and practices regarding cannabis.

CEDD
Dept Task Status
CEDD Cannabis ordinance update The City Council authorized a moratorium on new cannabis licenses and conditional use permits in January 2025. Staff presented updates to City Council in February and April 2025. The City contracted with SCS Engineers to support its efforts to develop and implement an odor control permitting process. Following the presentation of an ordinance through the Cannabis Task Force and the Planning Commission, the City Council adopted the ordinance on 2 nd reading in October 2025, with an effective date of November 23, 2025. This ordinance requires odor control plans upon the renewal of a cannabis license beginning January 1, 2026 and increases the fines and penalties for businesses that fail to submit an odor control plan or that generate nuisance cannabis odors in violation of the code.

CEDD/FIN Internal cannabis working group An internal cannabis working group has been formed consisting of all departments GOAL F – EMBRACING, INCLUSIVE COMMUNITY

and staff involved in the review of cannabis licenses (Fin Svcs, CEDD, PW, Police, Fire). The purpose of the group is to close gaps in the review of cannabis licenses and to increase accountability for conditions of approval, City regulations, and the payment of cannabis taxes. The group meets monthly.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-18 Study ways to address bulky items placed out too soon. CMO Dept Task Status
ENV Bulky Item Community Outreach The Public Works Environmental Department will continue its efforts to inform and educate residents on proper bulky item disposal procedures using social media platforms and community mailers. Additionally, the Public Works Environmental Division is workin g with Code- Enforcement to provide direct mail pieces to residents.

City Council Priorities

COMPLETED ACTIONS

GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
Dept Task Status- COMPLETED
CMO/HR We have evaluated key vendors' partnerships to maximize built-in resources
CPS Partnership Implementation:

Successfully launched interview question bank with Department Heads

Standardized interview process across departments
Reduced staff time spent on question development
Maintaining quality control through HR oversight

Vendor Resource Assessment | Current vendor evaluation status:

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

Next Steps:

Continue monitoring CPS interview question effectiveness.

Complete assessment of remaining vendor resources by mid-2025 Identify additional opportunities for resource optimization Schedule vendor meetings to explore untapped services
HR/PW/
CMO
Study the need to reallocate staff resources including the use of contracts.

Completed
CMO/HR Human Resource Staffing We have completed the following milestones in our staffing resources study:
• Partnered with GovInvest Salary Survey for comprehensive market analysis
• Identified key positions requiring resource evaluation • Identified comparable agencies
Analyzing current staffing patterns
CMO/
DEV
SVCS
ACM and Development Services are reviewing the need for possible contract planners to address the volume of work in light of staff vacancies and capacity.

Development Services/Planning contracted with multiple planning and environmental consulting firms for on-call services during a period of staff transition and vacancies. The Planning Division continues to contract with Terra Nova Planning and Research for planning and environmental consulting on large- scale projects and with MNS Engineers for environmental consulting. Both firms

COMPLETED ACTIONS

GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
augment current staffing and enable the Division to meet its service commitments and turnaround times.

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

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

IT Developed IT 311 SharePoint site for self -help information, IT instructions, and other information to help staff utilize the City's technology systems and tools.

IT 311 completed. IT will need to provide instructions that are part of the SharePoint training.

DEV
SVCS/
CODE
Code officers are encouraged to obtain certification through CACEO to become Certified Code Enforcement Officers.

Sandra Martinez earned her CCEO status by completing the required.

DEV
SVCS
Encourage planners to join professional memberships,
attend training and conferences , and continue their
educational experience.

Complete. Ongoing
CMO/HR Establish a certification pathway for the Public Sector Employment Relations Certification Program (LCW
certificate) with two tracks:

• Current Supervisors: Provide direct access to LCW
certification training to enhance leadership
Current Programs:
• LCW Public Sector Employment Relations Certificate
- August 2024; roll out approved training courses for the 2024-2025 FY. • 22 EE currently working towards the certificate
– First employee expected to be finished in March 2025
• Municipal Management Association of Southern California (MMASC)

COMPLETED ACTIONS

GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
capabilities.

Non-Supervisors: Create an alternative route where
employees can earn the LCW certificate and apply it as
qualifying experience toward future supervisory positions. available to employees

HR Department Action Plan:

The Human Resources team will continuously evaluate relevant programs and training opportunities. All potential programs will be presented to the Executive Team for review and approval before implementation.

CMO/HR Focus Group Implementation. The initial new hire focus group has been successfully implemented with strong
participation and engagement.

Phase 1:

Maintaining existing new hire focus group
To discover, clarify, and record themes regarding employee perception of and reaction to hiring and retention.

Phase 2:

Planned Expansion: (2025)
• Survey employees for items employees would like to focus on improving awareness with core questions such as:

1. What company programs or benefits would you like to understand better?

2. Which workplace processes need more clarity?

3. What information is currently difficult to find or access?

4. Which resources would help you be more effective in your role? What topics should be included in ongoing awareness initiatives? CMO/HR • Quarterly Meetings allow recognition and
appreciation of employees for achievements,
performance, innovation, and efficiencies.

Bi-annual recognition luncheon in honor of employees who reach milestones – 5.10.15.20.25.30.35… years of service.

Completed and Ongoing.

HR 2024 – Calendar of events in the works
• Baseball Opening Grill N’ Chill Luncheon
• Football Opening Pizza Day
• Commissioner’s Appreciation Dinner
• Cinco De Mayo Taco Fiesta Truck
• Mother’s Day Paint & Lunch
• Father’s Day Paint & Lunch
• Employee Appreciation
Holiday Party
In 2024, the City's Events Committee and Communications & Events team, in collaboration with HR, successfully organized and executed a series of engaging employee events that fostered workplace community and connection. The well - attended activities receive d positive feedback from staff across departments, demonstrating their value in building organizational culture and boosting morale.

Building on this success, the City plans to continue these popular initiatives in 2025 and beyond, while exploring new oppo rtunities to further enhance employee engagement and strengthen our workplace community.

CMO Bi-annual updates to the City Council Provided City Council update on 8/23/23, 1/27/24 and 2/14/2024 and 8/14/2024

COMPLETED ACTIONS

GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
and 1/25/2025.

The Strategic Plan was included in the FY 2023/2024 & FY 2024/2025 Biennial Budget along with the individual Department Goals and Objectives. The Strategic Plan will be included in future biennial budgets.

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

COMPLETED ACTIONS

GOAL B - COMMUNITY INVESTMENT
Dept Task Status- COMPLETED
PW The Electric Vehicle Transition Plan will be included as an Element within the Climate Action Plan. The city is working with CVAG and other Coachella Valley Cities during the
development process.

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

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

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

Staff presented a duplicate gateway monument option for the Council’s consideration that could be used at specific city entryway locations. The proposal for the unified monument proposal was initiated by Mayor Ross with the support of the Public Arts Commission. The unified model for the monument is based on the current “Mountains Cathedral” art piece displayed at the Date Palm Drive s/o Vista Chino city entryway. The City Council agreed with this option and requested that

COMPLETED ACTIONS

GOAL B - COMMUNITY INVESTMENT
size for each location is to be determined along with budgeting for the project in upcoming and future biennial budgets. Public Works staff are now coordinating the construction of mock block monuments in 75%, 50% and 25% scale to be able to show the City Council sizes that may be utilized at various entryway locations.

All locations, size and costs will be approved by the City Council when ready to proceed.

PW RFP will be initiated by Public Works. (Engineering and Public Works Maintenance jointly).

Public Works will include this item within the next budget cycle. The Parks and Community Events Commission (PACE) is currently looking at potential trail head and signage locations around the city.

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

ECON
DEV/
PW
The City Council supported implementing the August 24,
2023, M.I.G. Consulting Art Walk Conceptual Design-
“Preferred Design Concept” during the October 25th Study Session. Implement elements of the Chuperosa Lane plan
as funding is identified or development occurs.

Chuperosa Lane has been cleared, graded and the Public Works maintenance crews have added the area to the routine maintenance schedule.

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.

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

COMPLETED ACTIONS

GOAL B - COMMUNITY INVESTMENT
Senior Center will be hosting an art show at the library during Desert Open Studios Tour week on January 24- 26. Coachella Valley Classical Voices two The City, in partnership with Riverside County established a cooling center at the library, starting on June 1, 2024
PW/
ENGIN
Funding for this effort was provided in the recent budget over a five-year period.

Engineering and Public Works Maintenance are initiating field visits and identification of the locations for the new additional crossings. The Engineering Department is working with various council members on updating pedestrian crossings and bike lanes in their districts and continuing to look for additional funds.

The Engineering Department has multiple current projects in progress that support this goal:
• SB821 Grant funds a Class III Bike Route on Whispering Palms Trail from Dinah Shore Drive to 30 th Avenue and a Class IV Protected Bike Lane at Perez Road, from Cathedral Canyon Dr to Date Palm Drive. The design phase is underway for both projects.
• ATP Cycle 5 funds the Cathedral Canyon Drive Sidewalk and Multiuse Trail Project, which incorporates the new minimum 6-foot-wide bicycle lane along the west side and a multiuse trail on the east side of Cathedral Canyon Drive from Cathedral Canyon Shores Drive to Dinah Shore Drive.

Construction is in progress.
• ATP Cycle 5 also funds the Date Palm Drive Expansion Project, which also incorporates a 6- foot-wide bicycle lane along the east side of Date Palm Drive between East Palm Canyon Drive and Perez Road. Construction is in progress.
• HSIP Cycle 9A funds traffic signals at twelve intersections within Cathedral City. Bids for construction of this project will be publicly opened on February 6, 2025.
• HSIP Cycle 9B funds road safety improvements at Date Palm Drive and Varner Road. The construction started in November 2024. • HSIP Cycle 10 funds the intersection at Ramon Road and Candlewood Drive. Construction is in progress.

HSIP Cyle 11A funds citywide pedestrian crosswalk updates and is in the design

COMPLETED ACTIONS

GOAL B - COMMUNITY INVESTMENT
phase.

COMM Stripped the old/washed out banners along Avenida Lalo Guerrero and met with a company who designs wayfinding
signage to improve/refresh the current look and enhance the City's image. Installed new wayfinding signage in the
Community Amphitheater to attrac t greater attention to restroom and concession areas and have identified locations for enhanced wayfinding signage throughout Cathedral City to better promote and direct traffic to key destinations.

New colorful banners were installed along Avenida Lalo Guerrero in 2024, and Communications & Events is leading the effort on proposals for new wayfinding signage and refurbishment of current signage at key entry points throughout Cathedral City to be incl uded in the next biennial budget. A presentation was provided to Council on Aug. 14, 2024, and another update will be coming in Spring 2025.

Economic Development is working with Ryan Hunt to obtain new entry signs with Tonya Carney of Motivational Systems Inc. to develop wayfinding signs for the Downtown area. The conceptual plans and their locations are being discussed with department heads and City Management, which will likely be implemented in four phases over the next two biennial budgets.

ENGIN/
PW/PD
An internal Traffic Calming Team has successfully been
assembled with Engineering, Public Works Maintenance
and Police personnel which first identified the equipment needs for the Traffic Calming trailer. Additionally, streets that staff have received complaints on are now accumulated on a spreadsheet in order to proceed with the target areas.

The speed radar and speed feedback signs were placed at five locations thus far on residential streets. These locations were provided by residents advising staff that the speed limits were being exceeded on their fronting roadway. Speed radar data collected had shown that the speeds were over the threshold, and thus speed feedback signs were placed to reduce speeds as the next step in the traffic calming process.

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

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

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

The Police Department initiation of motor patrol traffic speed enforcement citywide

COMPLETED ACTIONS

GOAL B - COMMUNITY INVESTMENT
has made a marked impact on speeding within the City.

CMO Consult with DRD to see what they would do to make fields accessible to T-ball
Discuss with DRD.

Note: Available baseball fields can be used for T -Ball, additionally, the Public Works Department is working on a comprehensive renovation plan for Century Park that would include a dedicated field for T-ball. Staff are working with DRD on scope of services for the City’s annexation into the district.

ENGIN/
PW
Secure funding for the construction not covered by the
grant.

The City Council authorized an additional $2,481,211 from the General Fund and $108,000 from the Environmental Conservation Fund, which fully funds this project.

In September 2024, Staff presented a project construction update in a Study Session. Construction is in progress with vertical structures in place. Project completion is still anticipated for March 2025. Public Works staff have completed a walkthrough of the project to confirm timing of completion and park opening.

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

Engineering staff have presented the Pavement
Management Program (PMP) to the City Council at a Study Session in June. Staff has received training on the software in late July and is working through internal implementation of the Program.

Staff have completed the training on the PMP software. Staff has worked with the finance department on the budget update to redirect unspent Tropical Storm Hillary funds toward Pavement Management Program (PMP) Projects.

Funding needs are identified in the Resident Study Committee report. Additionally, the PMP will be referenced when identifying future pavement improvement projects and the recently approved Measure W pavement rehabilitation projects.

PW The Fleet Coordinator has completed a Fleet General Management Standard Operating Procedure document that provides procedures for maintaining and managing the city’s fleet. The Fleet Coordinator also added the vehicle

COMPLETED ACTIONS

GOAL B - COMMUNITY INVESTMENT
replacement section to the above cited document. The document has been reviewed by the Public Works, Financial Services, Risk Management and Human Resources.

Complete the design of the Downtown Dog Park and seek
funding for construction.

The Fleet Coordinator has completed a Fleet General Management Standard Operating Procedure document that provides procedures for maintaining and managing the city’s fleet. The Fleet Coordinator also added the vehicle replacement section to the above cited document. The document has been reviewed by the Public Works, Financial Services, Risk Management and Human Resources.

COMPLETED ACTIONS
GOAL C – FISCAL STABILITY AND SUSTAINABILITY
Dept Task Status- COMPLETED
CMO The City Council was provided with a list of suggested district projects.

Individual Council members will work through the City Manager to facilitate the use of district funds. PW staff have prepared a list of potential projects within each Councilmember’s District. PW Director and ACM have started and will continue to contact each Council member to discuss potential projects for their districts.

ECON
DEV
Economic Development researched and identified the new
owner. After speaking to the Economic Development
Department about zoning and potential uses, the owner is open to selling to the City.

Ongoing. Economic Development was working with the property owner’s broker (and real estate developer) to identify financially viable development uses. City acquisition is likely on hold due to the financial impacts of Tropical Storm Hilary.

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

In the past. Econ Dev has utilized CVEP Analytics to assist with preparing for ICSC, projects, and other presentations. Currently CVEP appears to no longer be in operation. The CVEP Sponsorship has not been included int FY 25/26. The city is working alongside Team California and Riverside County Office of Economic Development to provide data and analytics. Also, the city has renewed their CoStar subscription to use this tool to better analyze market trends and real estate transactions.

DEV
SVCS/
PLN/
ENGIN
Regular meetings are held within the Planning Division to track projects under review for land use entitlements and those in plan check. Applications are being updated
including submittal requirements.

Ongoing. The City Council approved an Engineering Development Consultant to assist the Director with the flow of work through the Engineering Division. In conjunction with contract plan checkers, the consulting team’s comment, review and pass back times h ave been reduced to two weeks maximum, which is the considered the industry standard.

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

City development review staff and contract development consultants now have access to the city’s Tyler EnerGov online plan submission portal and are working with the Planning Division to increase efficiencies between the departments to

COMPLETED ACTIONS

GOAL C – FISCAL STABILITY AND SUSTAINABILITY
streamline the review process. Plan and report submittals are now 100% electronic and online.

DEV
SVCS/
ENGIN/
PLN
The Development Services Committee (DSC) meets
regularly to discuss projects under review and in plan check, and to schedule projects for Architectural Review Committee and Planning Commission.

Several steps towards the creation of a facilitative development review process:
• Applications are submitted via the CSS EnerGov portal • Review of project plans are electronic via Bluebeam by Engineering, Fire and Building
• The DSC meetings are now held bi-monthly.
• New projects are introduced to the DSC for high- level discussion with subsequent transmittal of plans to the DSC members.
• DSC members present new topics/issues for the group to discuss/resolve, i.e. Issues that arise during construction, new processes to facilitate plan checking, etc.
• Post-entitlement phase permits are coordinated in DSC to ensure consistency with conditions of approval and entitlement documents. • DSC agendas and project transmittals are in SharePoint so that DSC members can readily access this information and add topics to agendas. • Engineering’s plan check review log is shared via SharePoint providing for a more integrated plan check review across Divisions.

IT has created a new SharePoint access that can be shared with consultants outside of the City’s network.

DEV
SVCS
Internal operations are continually evaluated to create efficiencies.

OTC Thursdays! was implemented. Every Thursday afternoon planning and building staff reviews and permits simple building permits, such as walls, pools, and generators.

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

ENGIN The Engineering Division is working in conjunction with the Development Services Department to make the
development process predicable, including actively
See C -5 above. The City Council approved an Engineering Development Consultant to assist the Director with the flow of work through the Engineering Division. Review and pass back times have been reduced significantly. An

COMPLETED ACTIONS

GOAL C – FISCAL STABILITY AND SUSTAINABILITY
participating in the DSC meeting. Engineering development project status list has been developed and implemented.

The Consultant and City Staff are coordinating standard plan submittal formats and standards for developing conditions of approval.

DEV
SVCS/
CODE
Based on staff capacity and the need to facilitate
development, several contracts have been entered into.

Development Services/Planning contracted with multiple planning and environmental consulting firms for on-call services during a period of staff transition and vacancies. The Planning Division continues to contract with Terra Nova Planning and Research for planning and environmental consulting on large scale projects and with MNS Engineers for environmental consulting. Both firms augment current staffing and enable the Division to meet its service commitments and turnaround times.

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

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

Ongoing
ECON
DEV
Identifying and engaging individuals interested in
collaboration, best -practice sharing, and community
building. Working with and supporting existing associations (e.g., auto center).

Director of Community and Economic Development and Assistant City Manager have met with numerous developers to identify barriers to development in Cathedral City. Economic Development is to work with staff to create a road map for various processes includi ng business license. Goal C -7 will be used in this process to help remove barriers.

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

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

COMPLETED ACTIONS

GOAL C – FISCAL STABILITY AND SUSTAINABILITY
With the start of a new Economic Development Manager in September 2024, staff have regularly attended meetings of the Cathedral City Auto Center (CCAC).

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

COMPLETED ACTIONS

GOAL D - INNOVATION
Dept Task Status- COMPLETED
CMO/IT IT Master Plan: Contracted with ClientFirst Assessment and documents completed. Presented to Council on July 24, 2024.

IT initiatives consistent with the IT Master Plan have been budgeted in the approved FY 2025/26 and FY 2026/27 budget.

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

IT/ CITY
CLERK
City Clerk: Committee Management Program (This is part of the Granicus Suite and was approved in the Budget). This platform will automate the management of the
Commissions/Committees and the application process.

Completed.

IT/ CITY
CLERK
City Clerk: Electronic Filing of Fair Political Practices Forms.

Currently the FPPC has a platform for individuals that are 87200 filers (Elected Officials, Planning Commission, City Manager and City Attorney). Staff are reviewing options to Staff reviewed available applications to see which one would be best suited for the needs of the City and is still evaluating whether it makes financial sense to implement electronic filing.

COMPLETED ACTIONS

GOAL D - INNOVATION
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.

IT Continue utilizing/training staff on Office 365 to provide cloud storage, cloud email system, online collaboration,
conferencing, instant messaging, and new office versions.

Enhance management and security of Office 365.

Will be working on migrating network shared folders to SharePoint.

ECON
DEV/IT
/PW
Research other broadband solutions to ensure everyone
has equitable access to internet connectivity.

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.

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

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

FIRE The Fire Department is continuing to expand its
programming for the community. As of the completion of this Strategic Plan update, the Fire Department has a full
schedule for the Spring and Fall in 2025 of community risk reduction classes that will be offered to the public and city staff. These classes include:
• CPR
• CAR SEAT Safety
• STOP THE BLEED
• DROWNING PREVENTION
• CERT
• Teen CERT
• FALL PREVENTION
• SMOKE ALARM INSTALLATION

DISASTER PREPAREDNESS
Events were rolled out in 2023 and 2025 are scheduled for spring 2025 The fire department has a complete list of Community Risk Reduction programs to assist the community with emergency preparedness and reducing risk to the community, the programs include:
• CPR
• Stop the bleed
• Drowning prevention
• CERT
• Teen CERT
• Car seat safety and installation-new addition
• Fall prevention
• Smoke alarm installation
• Disaster preparedness
• Lock box program
File for life program

COMPLETED ACTIONS

GOAL D - INNOVATION
CITY
CLERK/
IT
The City currently uses Laserfiche as a repository for
documents for a limited number of departments. With the upgrade to an Enterprise License, staff have determined that utilizing Laserfiche as the trusted repository for all paper files that need 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 December 2024, the City Clerk began to work with a vendor who will evaluate the documents in each department to provide a free estimate of the costs associated with the conversion of paper documents into digital format so they then can be placed into th e Laserfiche repository, which is a trusted electronic searchable format. This estimate will help determine the priority of this project and the amount of time it will take to complete it City -wide. The first department to be evaluated will be Public Wor ks. The file structure will still need to be set up in Laserfiche.

Presented to Historic Preservation Committee The Council strategic plan goal was presented to the Historic Preservation Committee together with the 2017 Historic Resource Context & Historic Resource Program document prepared by Kaplan Chen Kaplan. A historic survey would be a more intensive study of individual historic sites and of neighborhoods or areas and is anticipated to cost between $75,000 and $175,000. There is no budget for this work, and it will need to be considered as part of the next biennial budget.

COMPLETED ACTIONS

GOAL E - SAFETY
Dept Task Status- COMPLETED
PD 4 Flock cameras were added in 2024.

Potential Real-Time Crime Center partnership with PSPD, IPD and DHSPD
Expanded to total of 25 Flock cameras with an additional 4. 4 agencies in discussions to start a regional real-time crime center.

DEV
SVCS/
CODE
Code will be participating in the upcoming meeting and
with HR on the upcoming Backpack give away event
hosted by PD.

COMPLETED
PD Police Department personnel attended 38 community
events in 2024 year to date. Events included Neighborhood Watch meetings, city sponsored events, community
fundraisers, and Active Shooter presentations to
community groups, Cathedral City High School
scholarships and awards, Cathedral City Peace Initiative events, Senior Scam awareness event, LGBTQ+ Forum,
Pride Prom, a Back -to-school backpack giveaway event
and Fields of Valor.

COMPLETED
CODE The Code Compliance Division is conducting proactive community outreach on significant code issues.

The code compliance division conducted educational outreach to raise awareness of the risks of eating food from unlicensed vendors and held a licensing event at Panorama Park for sidewalk vendors.

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

FIRE The Fire Department has conducted two community
preparedness presentation in English and Spanish with
over 120 residents attending.

Two CERT programs are scheduled for the Fall and Spring, one in English and one in Spanish. Additional classes have been scheduled for the Fall of 2024, both for emergency preparedness and CERT. In Fall of 2024, the Fire Department will establish a community-based CERT program that can be accessed in the case of a city emergency. 2025 class has been added to the calendar for November 2025 Fire department was also awarded a $25,000 grant to update the department’s CERT trailer and purchase new equipment.

COMPLETED ACTIONS

GOAL E - SAFETY
FIRE Applied for a grant to update the City's EOC, conduct EOC drills and training, as well as update the City’s Emergency Operations Plan and Local Hazard Mitigation plan.

The fire department has received an OES grant in the amount of $49,877 and a FEMA grant in the amount of $149,631. Through an RFP process, Jacob Greene and Associates was selected to provide the city with emergency operations plan and a local hazard mitigation plan. The fire chief Jacob Greene, and Associates meet on a biweekly. The Chief facilitated a meeting with the executive team on July 24, 2025, to get final input into the draft emergency operations plan.

Estimated completion of January 2026.

PD/FIRE/
COMM
The PD began a series of videos to educate the public on crime and safety. Videos produced include Burglary
Suppression and the 2023 officer involved shooting that was released July 2024. LGBTQ+ forum was held to
discuss hate crimes and investigations.

Both CCFD and CCPD continue to promote public safety programs and educational opportunities, both in-person and via social media. CCFD will be seeking input from the community for updates to the City’s Local Hazard Mitigation Plan in January-February 2025.

PW/
ENGIN/
FIN
PW is always on the lookout for opportunities to enhance the City's ATP.

Engineering staff secured a SB 821 Grant to complete bicycle lane improvements along Whispering Palms Trail (which will include traffic calming features) and segregated bicycle lanes on Perez Road. Both projects are in the design phase with STC Traffic Inc . (Consultant) with the projects slated for construction completion at the end of the calendar year.

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

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

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

COMPLETED ACTIONS

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

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

FIRE Fire Department contact mobile home parks to reinforce state water accessibility requirements

COMPLETED ACTIONS

GOAL F- EMBRACING INCLUSIVE COMMUNITY
Dept Task Status- COMPLETED
DEV
SVCS/
PLN
Zoning code rewrite kickoff is scheduled for January 2025, and the project is expected to go through September 2026 City Council authorized a contract with Mintier Harnish (MH) for the preparation of the zoning code update. The contract includes several public workshops and steering and technical advisory meetings.

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

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

PW/
ENGIN/
DEV
SVCS
Educate residents regarding sidewalk horizontal clearance standards to ensure private mailboxes do not violate ADA accessibility requirements.

Public Works - Engineering worked with the Community and Economic Development Department to draft the ordinance to amend Title 9 and 12 of the Cathedral City Municipal Code. Staff updated Title 9 driveway standards and the percentage of front or side yard that can be improved for parking, which would alleviate the demand for street parking. In conjunction, the amendment to Title 12 now prohibits parking in front of mailboxes and implementing civil fines for parking violations. The amendments conformed to the discussion from the September 25, 2024, City Council study session. A Public Hearing was held at the December 11, 2024, City Council Meeting, where City Council approved the first reading of the ordinance. The second reading of the ordinance was approve d at the January 8, 2025, City Council Meeting.

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

COMM Communication & Events has created a marketing
document that can be sent out to prospective agencies and event companies in the Coachella Valley (and beyond) to showcase all city venues, particularly those in Downtown Cathedral City. Staff are also working to promote the
amphitheater as a destination venue for events and has
seen a steady increase in third- party applications, not just in the amphitheater, but Avenida Lalo Guerrero, Town
This is now finalized as a formal document that was presented to the Council in December 2024. Staff have also made enhancements to the Special Use Permit (SUP) application process and rental costs. This document beefs up the overall awareness of Cathedral City as an events destination, particularly the Community Amphitheater. In recent years, staff have seen third- party events requesting to come back after a successful experience. This includes the Coachella Valley Bully Fest, Autism Awareness Walk/Accepta nce event, DAP Health Volunteer Appreciation, Desert BrewFest (Luchador Brewing), Mi Chavela Fest, and has sparked continued interest from potential third -party applicants. The

COMPLETED ACTIONS

GOAL F- EMBRACING INCLUSIVE COMMUNITY
Square Park, Festival Lawn, and the breezeway area/steps at Civic Center Plaza.

Communications & Events team has seen a 71% increase in events inside the amphitheater from 2022. Staff will continue to do the following as part of the plan:
• Continue expanding digital marketing presence
• 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) COMM Communications has developed a strategy/ comprehensive plan for social media and digital communications with
CiviSocial that serves as a blueprint for the City’s overall content and storytelling strategy, measuring overall
engagement and diversified methods of outreach to b etter prioritize where residents get their news/information, which maximizes our ROI.

The City has entered an agreement with FlashVote to conduct scientific surveys in English and Spanish asking residents where they like to receive communication/news from the City. Communications also continues to promote key news and events on KGAY Radio a nd Gay Desert Guide as outreach to our LGBTQ+ residents. Staff also have an agreement with El Informador, to publish news articles and event posters in one of the most popular Spanish newspapers in the Coachella Valley. The City of Cathedral City also participated in a short-term engagement with CiviSocial, a new firm focused on helping us with our communications strategy on social media. This has resulted in the creation of a new TikTok account and expanded storytelling commitment across several departments. Communications & Events leads a Social Media Ambassadors group that meets each week to discuss content creation and strategies for all platforms.

PD The PD created an informational video on our Homeless Liaison Officer (HLO) program which was shown at our
State of the City event in May. The video was also posted on all city social media sites and websites.

CiviSocial has workshopped with Communications &
Events creative ways the City can tell its story about
homelessness and the ways staff are working to address it.

While the initial communication/outreach video is complete, this is ongoing between PD and Communications. Both PD and Communications & Events are represented on the Homelessness Task Force and there will be more videos released in 2024- 2025 related to thi s topic. This is an issue staff needs to continually communicate about and showcase how the city is addressing it.

Communications & Events will be addressing these topics in a new series called “Cracking the Code” with Code Compliance and will be doing a ride along video with CCPD focusing on the efforts of the Homeless Liaison Team. Communications & Events also partic ipated and coordinated a few media interview opportunities with KESQ and other local media outlets to showcase the work being done in our

COMPLETED ACTIONS

GOAL F- EMBRACING INCLUSIVE COMMUNITY
City to combat homelessness and enhance overall beautification throughout the community.

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

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

DEV
SVCS

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

CMO/
ECON
DEV
Communications & Events continues to collaborate with
third-party agencies and vendors on potential events as well as city marketing and improving the City's wayfinding program. The new Events & Recreation Coordinator should also boost opportunities here.

Ongoing. The City’s annual State of the City event was held to record attendance both in 2023 and 2024. LGBT+ Days is going through some rebranding to increase inclusivity for 2025, and Mi Chavela Fest will take place in the Community Amphitheater celebrating Mexican Independence Day. Taste of Jalisco continues to promote and raise awareness about Cathedral City’s sister-city partnership with Tequila, Jalisco, Mexico.

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

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

COMPLETED ACTIONS

GOAL F- EMBRACING INCLUSIVE COMMUNITY
A new event coming to the city in 2025 is Hops and Honky Tonk, a Country Music event leading up to Coachella and Stagecoach weekends.

ECON
DEV

Communications and Economic Development continue to
collaborate on potential events as well as city marketing and improving the City's wayfinding program.

The City’s new social media strategic plan includes increased measures for Spanish language communications and the Communications & Events team did multiple posts for during Hispanic Heritage Month celebrating the diversity of our community. Internally, the City’s Events Committee also hosted a potluck featuring dishes from several Latin American countries. Feedback from staff was incredibly positive and the event was very well attended.

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

CMO

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

DEV
SVCS/
CODE
• Manage code compliance open caseload with a target of 1,000 open cases to create more opportunities for proactive officer time with a particular emphasis on visual blight along commercial corridors, including shopping cart enforcement, graffiti removal, and property maintenance. Continue to conduct proactive enforcement of unlicensed sidewalk
vendors.
• Increase code compliance participation in the Abandoned Vehicle Authority (AVA) program.
• Develop and deploy pilot programs for the education and enforcement of solid waste container regulations and
street sweeping.

As reported in the December 2024 update to City Council, the open caseload is down to around 850 cases, which has enabled officers to have more proactive time. Roughly 30 percent of the cases opened in 2024 have been opened by Code Compliance staff, a reflection of increased proactive time.

The Code Compliance Division conducted a pilot educational program on solid waste containers in 2024. Public Works Maintenance is utilizing the CodeRed messaging platform to send messages related to street sweeping.

The Code Compliance Division has evaluated technologies that would serve as a force multiplier for the Division and better enable the Division to initiate proactive code compliance campaigns by neighborhood, including the use of generative A.I. technology through CityDetect. These solutions will be presented in more depth in the January 2025 work session.

COMPLETED ACTIONS

GOAL F- EMBRACING INCLUSIVE COMMUNITY
DEV
SVCS/
CODE
A draft abandoned and vacant building ordinance was
presented to City Council in July 2024.

Revisions to the draft abandoned and vacant building ordinance will be made, and the item will be brought back to City Council along with information on residential trespass in 2025. The draft abandoned and vacant building ordinance will focus on commercial properties and will set minimum standards for their maintenance and monitoring. The draft ordinance will be prepared in conjunction with economic development to focus on the most problematic properties in the City.

DEV
SVCS
Development Services brought an ordinance amendment
to the City Council.

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

CMO Quarterly meetings with ACBCI continue. A joint meeting has been tentatively scheduled for March 13, 2025.

CITY COUNCIL STRATEGIC

PLANNING GOAL SETTING

WORKSHOP
February 7, 2026

Agenda
2 • Community-Wide Survey Results and Discussion – Richard Bernard, FM3 • Strategic Plan Status, Key Priorities and What's on the Horizon • Financial Update
• City Council Priorities and Strategic Goal Alignment
• Next Steps
• Public Comments
• Adjourn
Goals and Objectives
3 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
GOAL C

FISCAL STABILITY
AND

SUSTAINABILITY
GOAL D

INNOVATION
GOAL E
SAFETY
GOAL F

EMBRACING,

INCLUSIVE

COMMUNITY
Objective:

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

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.

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.

Objective:

Cathedral City is
safe for all who live,
work, visit, and play
in our 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.

KEY DEPARTMENT
INITIATIVES AND

WHAT'S ON THE

HORIZON

CITY MANAGER'S
OFFICE
Key initiatives for 2026
6 § Transition of new City Councilmember and new City Manager § Implementation of Measure W initiatives
• Financial prudence
What's on the Horizon
7 § Leadership transition
§ Fiscal constraint
§ Site selection and financial planning for the community center § Making progress on affordable housing

HUMAN RESOURCES
Key initiatives for 2026
9 § Collaborate effectively and efficiently with incoming City Manager on the class and compensation study to ensure the identified objectives, scope and pay philosophy are in line with possible new goals. § Continue exploring the development of an in-house leadership program that integrate customer service excellence components into existing leadership development. § Explore the creation and decide on current recommendations of an annual program to recognize innovation and efficiency with implementation of selected employee ideas. § Review and update handbooks, personnel rules, policies and procedures to ensure alignment with new statutory requirements, enforcement priorities, and evolving best practices, including workplace violence prevention, leave administration, ethics training and record training.

What's on the Horizon
10 § Initiate the RFP for the Class and Compensation Study § Department Head, Manager, Supervisor training by Burke, Williams & Sorensen, LLP § Mid-Year Employee Benefits Fair
§ Employee Appreciation Event during Public Service Recognition Week first week of May. § Plan and host two (2) team-building events annually to encourage collaboration across departments.
§ Ensure compliance with new regulations regarding use of artificial intelligence as it relates to pre- employment practices and discrimination.
§ Learning and adapting to requirements of AB 339 Contracting Out: 45-Day Notice Requirement.

CITY CLERK
Key initiatives for 2026
12 2026 Municipal Election
• Early planning and coordination with Riverside County • Candidate education and voter outreach
• Staffing and operational readiness
• Election integrity
Senate Bill 707 Implementation- Key changes effective July 1, 2026 • All public meetings must allow for public participation via two-way telephonic service and/or two-way audiovisual platform (Zoom)
• Meeting agendas must be provided in English and applicable non-English languages based on community demographics
• Must develop a written policy for service interruptions What's on the Horizon
13 Public Records & Transparency
• Improve efficiency and compliance in Public Records Act responses • Continue progress toward expanding the City's use of Laserfiche improve public access to records
Legislative & Regulatory Oversight
• Monitor legislative changes and provide timely guidance to the City Council on operational and legal impacts
Organizational Sustainability
• Ensure continuity of City Clerk services through cross-training, succession planning, and high-quality customer service

COMMUNICATIONS AND

SPECIAL EVENTS
Key initiatives for 2026
15 Digital & Communications
• Continue CathedralCity.gov website refresh — content refinement, Service Finder optimization
• Strengthen TikTok and Instagram presence with increased short-form video (Reels) output through our continued work with our internal Social Media Ambassadors Team (CiviSocial program)
• Grow and redesign Discover Digest newsletter
• Improve style/branding guidelines and authorization organization-wide Community Engagement
• Continue increasing third-party SUP events at the amphitheater • Apply lessons learned from first year of DRD partnership • Continue diversifying communications channels
• Complete Phase 1 wayfinding signage installation
What's on the Horizon
16 2026 Signature Events
• Tastes & Sounds Spring 2026 (Feb. 10 – April 7) — third season, record crowds of 2,000+ • Cathedral City LGBT+ Days 10th Anniversary (March 6-8) — David Archuleta headlining • Inaugural Cathedral City Festival of the Arts (March 28) — first-ever major event collaboration between Public Arts Commission and Communications & Events • Taste of Jalisco 10th Anniversary (May 1-3) — moved to spring • Tastes & Sounds Fall 2026 (Nov. 3, 10, 17 & 20) — final week merges with Balloon Festival, The Dreamboats headlining Friday night
• 12th Annual Hot Air Balloon Festival (November 20-22) — full year to plan with SoundSkilz vs. rushed 2025 process

INFORMATION

TECHNOLOGY
Key initiatives for 2026
18 ▪ Implement AI Policy, Technology Procurement Policies. ▪ Update Incident Response Plans and Disaster Recovery Plans. ▪ Tabletop Cybersecurity exercises for staff.
▪ Server Room UPS upgrade.
▪ Continue Improving Enterprise applications.
▪ Continue Improving Cybersecurity.
▪ Continue Improving GIS capabilities.

What's on the Horizon
19 ▪ Explore AI solutions to improve work efficiency.
▪ Explore secondary storage options for backups.
▪ City-wide document management assessment. – continued implementation of Laserfische ▪ Explore Monthly End-User Training: Topics include Review of Office 365, Cybersecurity, GIS, AI

FINANCIAL SERVICES
Key initiatives for 2026
21 § Continue leveraging/improving the Tyler Enterprise Resource Planning (ERP) system § Financials/Asset Management
§ Cashiering/Payment Processing
§ Payroll/Timekeeping
§ Licensing
§ Procurement/Purchasing
§ Practices, Cooperative Agreements, Thresholds
§ Mitigate Risk & Promote Safe Practices
§ Maintain Facilities – Clean/Shine/Bright
Pay our
vendors
Pay our
people
Reporting
Financials
What's on the Horizon
22 § Finance
§ Yearend Processes (August - December)
§ Budget Prep FY 2027/2028 & 2028/2029 (December – May) § Policy/Procedure Review
§ Succession planning
§ Further cross training internal staff
§ Continue training / extending to internal departments/divisions § Aging Facilities
§ Targeted/Specific Improvements
§ Risk Management
§ Upcoming Insurance 11 reviews/renewals (estimated at $5.2M) § Claims Management/Processing
§ Continue Offering/Promoting PERMA Training Opportunities POLICE
Key initiatives for 2026
24 What's on the Horizon
25 COMMUNITY AND

ECONOMIC

DEVELOPMENT
Key initiatives for 2026
27 § Complete the Development Code Update (DCU):
§ Prepare draft zoning and subdivision codes
§ Complete public outreach and engagement process
§ Lead CEQA process
§ Present code through Planning Commission and City Council for adoption § Complete the implementation of the new cannabis ordinance:
§ Review odor control plans for all cannabis businesses § Enforce standards
§ Continue development of Economic Development Roadmap
§ “Five Strategic Pillars” - 1) Business attraction, retention, and expansion; 2) workforce development; 3) entrepreneurship support; 4) housing and quality of life; and 5) tourism and regional collaboration § Ignite Cathedral City
§ CCMC updates
§ Abandoned buildings, Pacaso second homes, minor cannabis updates based on implementation of ordinance
§ Proactive code compliance work with an emphasis on commercial corridors § Continue to support land development by meeting plan and permit turnaround times What's on the Horizon
28 § Housing
§ 6th Cycle Housing Element Update (2021-2029)
§ Annual Progress Report pending presentation to Council and due to HCD by April 1, 2026
§ 7th Cycle Housing Element Update (2029-2037)
§ Estimated due date of October 15, 2029
§ Planning process typically begins 18 to 24 months ahead of due date – 2027 § HCD Pro-housing Designation Program and Pro-housing Incentive Program § Implement policies through the DCU
§ Explore additional housing policies beyond land use and zoning that have the effect of streamlining and reducing the cost of housing construction § Seek Pro-housing Designation; compete for future funding through Prohousing Incentive Program
FIRE
Strategic
Excellence
30 Key Initiative
31 § Fully integrate changes made over the last two years with our entire workforce §  Continue community first culture change
§ Department wide Health and Safety program to correct  systemic culture behaviors What's on the Horizon
32 § Succession planning
§ Deputy Chief
§ Further develop leadership team
§ Continue training of young workforce and specialty teams § CIP improvements to keep up with department growth
§ Fleet
§ Stations
PUBLIC WORKS
Key initiatives for 2026
34 Engineering Division:
• North City roads and stormwater
• Continue pursuit of infrastructure grants
Public Works Maintenance Division:
• Street Sign Inventory
• Flood Control Infrastructure Projects
• Expand Pavement Grinding Program
Fleet Management Division:
• Continue EV purchasing (commercial and passenger vehicles) • Ally in developing and implementing Fleet Vehicle Replacement Policy Environmental Conservation Division:
• Implement programs available using AB 2766 Air Quality Funds • Implement Tree Inventory Program
What's on the Horizon
35 Engineering Division:
• Tropical Storm Hilary Roadway Reconstructions
• Ramon Road Bridge Widening Project
• Downtown Dog Park – Replacement land
Public Works Maintenance Division:
• National Pollutant Discharge Elimination System (NPDES) • Downtown Bollards Safety Project
Fleet Management Division:
• Integrate Fire Department Fleet into Preventative Maintenance Plan Environmental Division:
• Complete city's Climate Action Plan
• SB 1383 Implementation Record Ordinance Modifications

FINANCIAL

OVERVIEW
General Fund Revenue Sources
Taxes
Licenses, Permits, Services &
Fees
Misc Revenues &
Transfers
General Fund - Tax Revenue

General Fund - Licenses, Permits and
Other Revenue Sources

General Fund - Total Revenue

Total General Fund Expenses
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%

MISCELLANEOUS & TRANSFERS

OTHER FINANCING USES

CAPITAL OUTLAY

TRAINING & CONFERENCES

UTILITIES
FLEET

MATERIALS & SUPPLIES

TRANSFERS

PROFESSIONAL & TECHNICAL SVCS

MAINTENANCE & OPERATIONS

STAFF LABOR
General Fund - Expenditure
Appropriation

General Fund - Expenditure
Appropriation

General Fund - Expenditures By
Category

General Fund – Q2, FY 2025/2026
Summary

Expenditures paid annually
Totaling $3,700,000:
• Pension Obligation Bond
• Retirement Cashouts
• IT Renewals/Subscriptions
• Community Assistance
Tax Revenue – 3-Year Trend
Q2 FY 2025/2026
Millions

SALES TAX TRANSACTION

OR USE TAX

PROPERTY TAX IN-LIEU

VEHICLE

LICENSE FEE

TRANSIENT

OCCUPANCY
TAX

USER UTILITY
TAX

FRANCHISE CANNABIS
0 1
2 3
4 5
6 7
2024 Q2 2025 Q2 2026 Q2
Other Revenue – 3-Year Trend
Q2 FY 2025/2026
Millions

SERVICES &
FEES

LICENSES &

PERMITS

PROPERTY &

INTEREST
INTER-

GOVERNMENTAL

CITATIONS MISC REVENUES
&

TRANSFERS
FEMA
4 3.5
3 2.5
2 1.5
1 0.5
0 2024 Q2 2025 Q2
Fund Balance Summary (with OPEB
contributions and one-time)

Measure W– Q1 FY 2025/2026

Financial Risks
Vehicle Sales
• Measure B (1.0%)
• Measure W (.5%)
Sales and Use Tax
• Snowbirds/Transients
• Music Festival Attendance
User Utility Tax
• Cable
• Electric
• Gas
Property Tax
• Transfer Tax
Litigation
• Lawsuit Defense
Development Activity
• Business Licenses
• Entitlement Applications
• Residential Single Family Permits
Financial Risks – Grant
Reimbursement
• FEMA Cat A & C ($2,838,088) Reimbursement Timing
• FEMA Cat D ( $1,510,407) Awaiting Final Obligation+
• FEMA Cat C ($722K) Awaiting Formal
Rejection/Denial
• FEMA Cat Z (up to 5% Admin $250K)
• If 20% match, $100K
• If 100% match, $500K
Potential Fed
Pause (DHS)
Local
Roadway
Safety Plan
(LRSP)

CITY COUNCIL
City Council Discussion
54 § City Council Priorities and Initiatives
§ Are current goals and initiatives in alignment with community expectations § Discuss how current events, legal changes, or other dynamics  may challenge goal attainment.
§ Identify next steps.