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CITY OF CATHEDRAL CITY
5 YEAR STRATEGIC PLAN
City Council Update
February 7, 2026
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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
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YEAR
1-2
YEAR
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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
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YEAR
1-2
YEAR
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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
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1-2
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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
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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
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1-2
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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
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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
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1-2
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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
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1-2
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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
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1-2
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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
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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
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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
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0-1
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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.
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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.
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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.
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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.
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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.
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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.
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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
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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.
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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.
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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.
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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.
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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.
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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