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