Agenda packet — Cathedral City City Council, March 11, 2026 (part 2 of 2)

requiring that all unacceptable material, workmanship and/or installation be repaired, replaced or corrected by Contractor. Upon completion of the Project, CVWD shall have the right to complete a final inspection of the CVWD Portion of the Project and provide notice to City either confirming that the CVWD Portion of the Project is complete or setting forth a punch list of items that need to be completed or corrected.

CVWD shall receive the same benefit as the City in its contract with Contractor as to insurance, indemnities, bonds, warranties, etc., as such applies to the CVWD Portion of the Project.

Upon completion and acceptance of the CVWD Portion of the Project by CVWD, CVWD shall remit to City the sum of forty-four thousand nine hundred dollars ($44,900.00) in full payment for the planning, design and construction of the CVWD Portion of the Project.

COACHELLA VALLEY WATER DISTRICT,
a public agency of the State of California

By
J. M. Barrett
General Manager

CITY HAS READ THE FOREGOING LETTER AND ACCEPTS THE TERMS SET FORTH THEREIN.

CITY OF CATHEDRAL CITY,
a municipal corporation

By
Name:

Its:

CL: cd\DevServ\2026\Feb\Whitewater
31 ec: David Wilson
Elizabeth Carrazco
Christian Limon
Alondra Loera

CL: cd\DevServ\2026\Feb\Whitewater

32 Staff Report
City Council
Item No. 5.B
Meeting Date: March 11, 2026
From: John A. Corella, Director of Public Works
Title: Approval of the Parks and Community Events Commission support of the Family Fitness Festival - 2026
RECOMMENDATION:

To approve $2,000 from the Parks and Community Events Commission (PACE) FY 2025-2026 PACE Small Events Budget to support the Family Fitness Festival for April 2026.

BACKGROUND:

The Parks and Community Events Commission (PACE) continue to support programs and events that enhance quality of life, promote community engagement, and expand access to services for Cathedral City residents. As part of the approved Fiscal Year 2025-2026 budget, PACE was allocated $10,000 annually to support small-scale community events held in city parks. This may include services and/or materials, or a combination thereof, related to the event to assist in the event’s success. All events initiated to receive funding from this budget item are first vetted by PACE and upon PACE’s favorable recommendation, these events are then brought before the City Council for final approval of funding.

At the March 3, 2026, PACE meeting, the Commissioners reviewed and approved the proposed Family Fitness Festival at the Cathedral City Community Amphitheatre and recommended the City Council approve $2,000 in funding to support the festival. The festival was sponsored by Chair Erin Hyland, who brought the proposal forward for the Commission's consideration.

The Family Fitness Festival is a free, community-oriented event designed to promote physical activity, wellness, and community connection.

DISCUSSION:

The Family Fitness Festival is scheduled for Saturday, April 4, 2026, from 9:00 a.m. to 12:30 p.m. at the Cathedral City Community Amphitheater. The event is free and open to the public and is designed to promote physical activity, wellness, and community connection among residents of all ages. The festival emphasizes inclusivity and encourages participation across generations.

The event will feature local fitness professionals and wellness businesses offering a series of 20- minute workout sessions throughout the morning. Planned activities include dance cardio, interval 1 training, Pilates, yoga, and a sound bath experience. Several sessions will be offered bilingually in English and Spanish to ensure accessibility for a broader cross section of the community.

The event will conclude with a “Connect and Reflect” period from 12:00 p.m. to 12:30 p.m., during which attendees may visit community tables hosted by local organizations, service providers, and businesses. Participation by these groups will be informational in nature and is intended to increase awareness of local programs, services, and wellness resources available within the community.

Event Schedule
9:00 a.m. – Bilingual Workout with Jaime Jimenez, 111 Conditioning Club. 9:30 a.m. – Bilingual Mat Pilates with Ren Fortune Gutierrez, Soul Bar. 10:00 a.m. – Bilingual Dance Cardio with VXN Fitness.
10:30 a.m. – Interval Workout (English) with Kaya Beach, Orange Theory Fitness and NBC Palm Springs.
11:00 a.m. – Family Yoga with Carl Grant, Power Yoga Palm Springs. 11:30 a.m. – Sound Bath.
12:00 – 12:30 p.m. – Connect and Reflect (Community Resource Tables).

Refreshments will be provided by Big Juice Bar ($500). Starbucks refreshments will be provided at no cost through sponsorship by Chair Erin Hyland. Music and sound support will be provided by a local DJ ($500).

Proposed Budget Breakdown
Big Juice Bar: $500
DJ Services: $500
Fitness Instructors (5 @ $75 each): $375
Marketing and Flyers: $500
Miscellaneous (tables/chairs or minor rentals): $125
Total Requested Funding: $2,000
Instructor Selection and Payment Process

To ensure broad community participation and transparency, Chair Erin Hyland and Commissioner McGullam conducted outreach to numerous local fitness establishments and community-based organizations, including In-Shape Fitness, Planet Fitness, Anytime Fitness, Desert Recreation District (DRD), the Parkinson’s Organization, Boys & Girls Club of Cathedral City, Cathedral City Senior Center, Legendary Glutes, Fit at 42, Roll Dogs Jiu-Jitsu, and Big 5 Sporting Goods.

Instructors selected for the event were those who confirmed availability for the April 4, 2026, event date and who are recognized and established fitness professionals within the community. Selection was based on availability, experience, and ability to provide diverse and inclusive programming aligned with the event’s wellness-focused goals.

Each instructor will receive a flat workshop stipend of $75. Instructors will submit an invoice to the city following the event, similar to the established payment process used for the City’s Yoga in the Park program. Payments will be processed through the City’s Finance Department and issued by check in accordance with standard City vendor payment procedures. 2 At the March 3, 2026, meeting, the Parks and Community Events Commission formally approved the Family Fitness Festival and recommended City Council approve $2,000 in funding from the FY 2025- 2026 PACE Small Events Budget to support the event. The March 2026 PACE Staff Report is attached for reference.

PACE FY 2025-2026 Budget Recap
PACE Budget $10,000
Howl-O-Ween Dog Contest Panorama Oct 2025 $100

Feliz Navi Dog Contest Esperanza Dec 2025 $0 exp Requested $300

Yoga in the Park Amphitheater Jan-March 2026 $3,000
Community Health Fair Esperanza Feb 2026 $500
Available PACE Budget $6,400
Family Fitness Festival Amphitheatre April 2026 $2,000 Pending Approval Remaining PACE Budget $4,400
Budget Clarification

Note: The dollar amounts reflected in the “Remaining PACE Budget” in the City Council staff report differ by $200 from the March 2026 PACE staff report. The budget was updated to reflect finalized event-related savings up to date (specifically, Feliz Navi Dog Contest savings of $300).

Additionally, the recently conducted Community Health Fair at Esperanza Park has not yet had all invoices processed. Therefore, the final expenditure amount remains subject to change; however, total costs will not exceed the amount approved by City Council.

FISCAL IMPACT:

The Family Fitness Festival was approved by PACE at the March 3, 2026, meeting, with a recommendation that the City Council approve $2,000 from the FY 2025-2026 PACE Small Events Budget to support the festival. Any costs associated with the festival are one-time expenditures and are accommodated within the existing FY 2025-2026 PACE budget allocation.

DESCRIPTION GENERAL
LEDGER

ACCOUNT
CODES

PROJECT
CODE
AMOUNT ONE TIME or

ONGOING
2025-2026
Parks and
Community
Events
100-500-510-
511-8300-8301
MO3511-OPS-
PARKS-M&O $2,000 One-Time
2025-2026 Total $2,000
FIVE-YEAR STRATEGIC PLAN:

Goal F: Embracing, Inclusive City
3 This event supports the City’s goal of fostering an inclusive community by improving access to health services, wellness resources and community partnerships.

ATTACHMENTS:

1. Family Fitness Instructor Credentials

2. March 3, 2026, PACE Meeting Agenda
4 5

6 7

8 9

10 11

12 13

14 Staff Report
City Council
Item No. 5.C
Meeting Date: March 11, 2026
From: Michael A. Contreras, Fire Chief
Title: Fire Department Purchase of Two Vehicles for Fire Administration RECOMMENDATION:

To authorize the purchase of one (1) 2026 2500 HD Custom Crew Cab 4x4 Gas and one (1) 2026 Tahoe 2WD LS Gas for the Fire Department administration, including the outfitting of both vehicles with code three emergency lighting and the Battalion Chief command vehicle upgrades, at a total cost of $196,083.39; and authorize the City Manager, or his designee, to execute all required documents for purchase.

BACKGROUND:

During the biennial budget process, two Fire Department vehicles were identified as being needed for fire administration to serve the newly created staff administration Battalion Chief and Deputy Fire Chief positions, with a total estimated cost of $154,000. After the approval of the biennial budget, the current on-duty Battalion Chief command unit went out of service several times for repairs, requiring the Fire Department to look for a solution to ensure the Battalion Chief can respond timely to fire incidents with a reliable command unit. The purchase is now intended to meet this need by purchasing a new vehicle for the on-duty Battalion Chief and to retain the existing Battalion Chief command vehicle for use by the staff administration Battalion Chief.

It was subsequently determined these two vehicles are additional vehicles, not replacements to the existing Fire Department fleet, and require a budget adjustment. This is further discussed in the Fiscal Impact section.

The Deputy Fire Chief is on-call 24 hours a day 365 days a year, it is industry standard to provide a code 3 capable vehicle to respond as needed. The new Battalion Chief command vehicle is intended to meet the future command needs of the department, including incident management and commanding specialty incidents, such as swift water rescue, technical rescue and hazardous material responses, as well as day-to-day duties. Both vehicles will be outfitted with code three emergency lighting packages. The 2500HD Battalion Chief vehicle will additionally receive a full command module including a front center console, iPad docking stations, command box with bed slide, and rear tablet mount. All vehicle purchases 1 and outfitting will be completed in this fiscal year.

The acquisition of two vehicles ensures continuity of operations, allows for simultaneous administrative duties to be carried out, and allows for the expanded mission needs within the Fire Department. This investment directly supports operational efficiency, staff mobility, and effective service delivery.

DISCUSSION:

Staff is recommending the purchase and outfitting of one (1) 2026 2500 HD Custom Crew Cab 4x4 and one (1) 2026 Tahoe 2WD LS for the Fire Department administration, including code three emergency lighting for both vehicles and Battalion Chief command vehicle upgrades for the 2500HD.

City Fleet obtained the quotes from the following vendors:

Company Price Vehicle Model Availability
Quality Chevrolet $61,120.51 2500HD Custom Crew Cab 4X4 Gas April 2026 Jessup Chevrolet $65,011.53 2500HD Custom Crew Cab 4X4 Gas April 2026 Riverside Chevrolet $70,743.24 2500HD Custom Crew Cab 4X4 Gas May 2026 Company Price Vehicle Model Availability
Quality Chevrolet $68,478.14 2026 Tahoe 2WD LS March 2026 Jessup Chevrolet $69,106.10 2026 Tahoe 2WD LS March 2026 Riverside Chevrolet $70,879.44 2026 Tahoe 2WD LS March 2026 All quotes submitted are for 2026 vehicles with included tax, delivery charges, and rebates.

Staff obtained quotes for the code three emergency lighting package from Dana Safety Supply at a combined cost of $18,889.11 for both vehicles.

Staff obtained the following quotes for the Battalion Chief 2500HD command vehicle upgrades, including front center console, iPad docking stations, command box with bed slide, and rear tablet mount:

Company Price Description
Apple Valley Fire District $47,595.63 BC Command Upgrades Emergency Vehicle Systems LLC $59,009.92 BC Command Upgrades Day Wireless Systems $67,404.50 BC Command Upgrades
FISCAL IMPACT:

Since these two vehicles are additions to the Fire Department fleet, the fiscal impact for each vehicle will require a budget adjustment to the Fire Department budget:
:
2026 2500HD Custom Crew Cab 4x4 Gas from Quality Chevrolet of Escondido for $61,120.51
2026 Tahoe 2WD LS Gas from Quality Chevrolet of Escondido for $68,478.14 The outfitting of code three light package from Dana Safety Supply totaling 2 $18,889.11 for both vehicles
Battalion Chief 2500HD command vehicle upgrade from Apple Valley Fire District for $47,595.63

DESCRIPTION GENERAL
LEDGER

ACCOUNT
CODES

PROJECT
CODE
AMOUNT ONE TIME or

ONGOING
2025-2026 Equipment/Vehicle 611-000-000-
000-8800-8807 N/A $196,083.39 ONE TIME
2025-2026 Equipment/Vehicle 611-900-910-
911-7300-7301 N/A ($196,083.39) ONE TIME
2025-2026 Equipment/Vehicle 100-300-330-
332-9800-9802 N/A $196,083.39 ONE TIME
FIVE-YEAR STRATEGIC PLAN:

Goal B: COMMUNITY INVESTMENT
Action B-19: Develop Fleet Management policies to establish vehicle replacements and utilization standards.

ATTACHMENTS:

CCFE Vehicle Purchase Quotes
Dana Safety Quote 613462-C
Dana Safety Quote 613850
Emergency Vehicle Systems Estimate
Apple Valley Fire District Estimate
Day Wireless Estimate
3 4

5 6

7 8

9 800-845-0045Telephone:

DANA SAFETY SUPPLY, INC
500 S EDWARDIA DR
GREENSBORO, NC 27409

CITY OF CA THEDRAL CITY FIRE DEPARTMENT
A TTN: NA THAN KIDD
32-100 DESERT VISTA
CATHEDRAL CITY, CA 92234
United States
(For Pickup - RANC)

RANCHO WAREHOUSE
11699 6th Street
Rancho Cucamonga, CA 91730
Sales Quote
613462-C
CATHEDFDCustomer No.

Sales Quote No.

Ship ToBill To
Contact:

Telephone: Telephone:

CUSTOMER INFORMATION CA THEDRAL CITY FIRE
Warehouse: RANC

MICHAEL W ALLA
760 202 2427
11 N 0.000.0000INFOa7E41AKDVU

CUSTOMER SUPPLIED EQUIPMENT
Warehouse: RANC
RADIO

ANTENNAS
11 N 0.000.0000INFOa7E41AKE9A
**************FRONT OF VEHICLE**************
Warehouse: RANC
11 Y 245.00245.0000ETSS100Ja7E41AKEG8
SOI 100J SERIES COMPOSITE SPEAKER
Warehouse: RANC

MOUNT BEHIND GRILLE
22 Y 298.00149.0000EMPS2STS4Da7E41AKEOH
SOI, MPWR FASCIA, 4", STM, BLK HSG, RED/WHT
Warehouse: RANC

MOUNT BEHIND GRILLE
02/10/26
04:22:18 PM
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a7E41AKEOH
10 800-845-0045Telephone:

DANA SAFETY SUPPLY, INC
500 S EDWARDIA DR
GREENSBORO, NC 27409

CITY OF CA THEDRAL CITY FIRE DEPARTMENT
A TTN: NA THAN KIDD
32-100 DESERT VISTA
CATHEDRAL CITY, CA 92234
United States
(For Pickup - RANC)

RANCHO WAREHOUSE
11699 6th Street
Rancho Cucamonga, CA 91730
Sales Quote
613462-C
CATHEDFDCustomer No.

Sales Quote No.

Ship ToBill To
Contact:

Telephone: Telephone:

TECHNOLOGY
/S12/|S06||S06||W06||S06||W06||S06||S06|\S12\
/RED/ |RED||RED||W06||RED||W06||RED||RED| \RED\
|S03|--GRT-||--GRT---||GRT||--GRT---|O-GRT--|S03|
|WHT|--CLR-||--CLR---||CLR||--CLR---|O-CLR--|WHT|
\S12\ |D12||D12||D12||D12||D12||D12||D12| /S12/
\RED\|R_A||R_A||R_A||R_A||R_A||R_A||R_A|/RED/
Domes - Polycarb [D|12|6|12|P]
Accessories - PNFLBSPL T1, AUTO-DIM
Mount - Standard Fixed Height Mount (PNFLBK06)
Hook - PNFLBF33
Vehicle - 2025 Chevrolet Silverado 2500 HD
QSF128820
11 Y 589.00589.0000ETSA461HPPa7E41AKFH8
SOI, 400 SERIES HH REMOTE SIREN, 100WA TT
Warehouse: RANC

MOUNT IN CENTER CONSOLE
02/10/26
04:22:18 PM
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11 800-845-0045Telephone:

DANA SAFETY SUPPLY, INC
500 S EDWARDIA DR
GREENSBORO, NC 27409

CITY OF CA THEDRAL CITY FIRE DEPARTMENT
A TTN: NA THAN KIDD
32-100 DESERT VISTA
CATHEDRAL CITY, CA 92234
United States
(For Pickup - RANC)

RANCHO WAREHOUSE
11699 6th Street
Rancho Cucamonga, CA 91730
Sales Quote
613462-C
CATHEDFDCustomer No.

Sales Quote No.

Ship ToBill To
Contact:

Telephone: Telephone:

MOUNT ABOVE ALL FOUR WHEELS
11 N 0.000.0000INFOa7E41AZUY4
**************REAR OF TRUCK********************
Warehouse: RANC
22 Y 298.00149.0000EMPS2QMS4Da7E41B35WK
SOI, MPWR FASCIA, 4", QM, BLK HSG, RED/WHT
Warehouse: RANC

MOUNT BETWEEN TAILGA TE AND REAR BUMPER
22 Y 378.00189.0000EMPSA05BT-Da7E41B36SE
SOI, MPWR FASCIA, 4X2, QM, BLK HSG, RED/WHT
Warehouse: RANC

MOUNT ON REAR TAILGA TE
11 Y 750.00750.0000MISCa7E70YUBH6
MISC. RADIO EQUIPMENT
Warehouse: RANC
11 Y 85.0085.00005601Ba7E41B5UQ8
CE PT Series 30 A Time Delay Relay, Bulk
Warehouse: RANC
02/10/26
04:22:18 PM
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12 800-845-0045Telephone:

DANA SAFETY SUPPLY, INC
500 S EDWARDIA DR
GREENSBORO, NC 27409

CITY OF CA THEDRAL CITY FIRE DEPARTMENT
A TTN: NA THAN KIDD
32-100 DESERT VISTA
CATHEDRAL CITY, CA 92234
United States
(For Pickup - RANC)

RANCHO WAREHOUSE
11699 6th Street
Rancho Cucamonga, CA 91730
Sales Quote
613462-C
CATHEDFDCustomer No.

Sales Quote No.

Ship ToBill To
Contact:

Telephone: Telephone:

EGIS CUSTOM LABEL SET, CALIFORNIA SPEC
Warehouse: RANC
11 Y 45.0045.0000175-S8-100-2a7E70YTAU6
IE SMD 100 AMP BREAKER
Warehouse: RANC
11 Y 350.00350.0000INSTALL KITa7E41B5WLX
MISC INSTALLA TION SUPPLIES I.E.

Warehouse: RANC

LOOM, WIRE, HARDW ARE, CONNECTORS, ETC
************************************************
11 Y 3,690.003,690.0000INSTALLa7E41B5WX7

DSS INSTALLA TION OF EQUIPMENT
Warehouse: RANC
Approved By:

Approve All Items & Quantities
Quote Good for 30 Days
02/10/26
04:22:18 PM
4Page No.

Print Time
Print Date
Order Total
Sales Tax9.750 %
Freight
Subtotal
10,549.15
930.15

79.00 9,540.00
a7E41B5WX7
By accepting this quote/order, the customer expressly acknowledges and agrees that to the extent not expressly prohibited by law, and except to the extent arising from or relating to the gross negligence or willful misconduct of DSS, its agents or its employees, DSS shall not be liable to the customer, or any third party for any damage to the vehicle/products resulting from or arising out of any ACTS OF GOD, including without limitation, any fires, floods, earthquakes, tornados, hail or similar weather events. 13 800-845-0045Telephone:

DANA SAFETY SUPPLY, INC
500 S EDWARDIA DR
GREENSBORO, NC 27409

CITY OF CA THEDRAL CITY FIRE DEPARTMENT
A TTN: NA THAN KIDD
32-100 DESERT VISTA
CATHEDRAL CITY, CA 92234
United States
(For Pickup - RANC)

RANCHO WAREHOUSE
11699 6th Street
Rancho Cucamonga, CA 91730
Sales Quote
613850
CATHEDFDCustomer No.

Sales Quote No.

Ship ToBill To
Contact:

Telephone: Telephone:

JON ENOS
760 202 2415
11 N 0.000.0000INFOa7E70YDKTR

CUSTOMER SUPPLIED EQUIPMENT
Warehouse: RANC
11 N 0.000.0000INFOa7E70YDKUN
*************FRONT OF VEHICLE**************
Warehouse: RANC
11 Y 245.00245.0000ETSS100Ja7E70YDKVX
SOI 100J SERIES COMPOSITE SPEAKER
Warehouse: RANC

MOUNT BEHINE GRILLE
22 Y 298.00149.0000EMPS2STS4Da7E70YDKX8
SOI, MPWR FASCIA, 4", STM, BLK HSG, RED/WHT
Warehouse: RANC
MOUNT BEHINE GRILLE, WITH GRILLE BRACKETS.
02/10/26
04:04:02 PM
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a7E70YDKX8
14 800-845-0045Telephone:

DANA SAFETY SUPPLY, INC
500 S EDWARDIA DR
GREENSBORO, NC 27409

CITY OF CA THEDRAL CITY FIRE DEPARTMENT
A TTN: NA THAN KIDD
32-100 DESERT VISTA
CATHEDRAL CITY, CA 92234
United States
(For Pickup - RANC)

RANCHO WAREHOUSE
11699 6th Street
Rancho Cucamonga, CA 91730
Sales Quote
613850
CATHEDFDCustomer No.

Sales Quote No.

Ship ToBill To
Contact:

Telephone: Telephone:

SOI SOLID STA TE ISOLATED HEADLIGHT FLASHER
Warehouse: RANC

FRONT HEADLIGHT FLASHER, USE IF POSSIBLE
11 Y 1,044.001,044.0000ENFWB01EZ6a7E70YDQ0U
SOI, NFILB, FRNT, 8MOD, 2021-24 TAHOE, RW/RW
Warehouse: RANC
Chevrolet Tahoe (2021-24) Split Front
(DRV) |D12||D12||D12||D12||D12||D12||D12||D12| (PAS)
|R_W||R_W||R_W||R_W||R_W||R_W||R_W||R_W|
Accessories: PNFLBSPLT1
DSC w/ LIN Breakout Box (Included)
11 Y 589.00589.0000ETSA461HPPa7E70YDQ9I
SOI, 400 SERIES HH REMOTE SIREN, 100WA TT
Warehouse: RANC

MOUNT IN CENTER CONSOLE
11 N 0.000.0000INFOa7E70YDQYO
**************REAR OF VEHICLE**************
Warehouse: RANC
11 Y 79.0079.0000ETFBSSN-Pa7E70YDQZ4
SOI 100% SOLID STA TE TAILLIGHT FLASHER (12-WIRE)
Warehouse: RANC
02/10/26
04:04:02 PM
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Continued on Next Page
a7E70YDQZ4
15 800-845-0045Telephone:

DANA SAFETY SUPPLY, INC
500 S EDWARDIA DR
GREENSBORO, NC 27409

CITY OF CA THEDRAL CITY FIRE DEPARTMENT
A TTN: NA THAN KIDD
32-100 DESERT VISTA
CATHEDRAL CITY, CA 92234
United States
(For Pickup - RANC)

RANCHO WAREHOUSE
11699 6th Street
Rancho Cucamonga, CA 91730
Sales Quote
613850
CATHEDFDCustomer No.

Sales Quote No.

Ship ToBill To
Contact:

Telephone: Telephone:

Contact:
760-770-8210 (909) 815-8064
Max Maiwandi
Payment MethodCustomer PO NumberF.O.B.Ship Via
NET30UPS GROUND FREIGHT QUOTED FREIGHT
Entered By Resale Number Ordered BySalesperson
MICHAEL WALLASteve Nugent- Rancho CASteve Nugent
Order
Quantity
Extended
Price
Unit
PriceItem Number / DescriptionTaxApprove
Quantity
Quote Date
02/10/26
E-mail: E-mail: [email protected]
22 Y 178.0089.0000ELUC3H010Da7E70YDRJ3
SOI UNIV UNDERCOVER LED INSERT, 5 WIRE RED/WHITE
Warehouse: RANC
MOUNT IN REAR TAIL LIGHT, CLEAR LENS.
11 Y 1,290.001,290.0000MISCa7E70YDRJI
SOI, (EMPAK018PU) REAR ARROWSTICK RED/AMBER
Warehouse: RANC
Chevrolet Tahoe (2021-26) 8 Mod Split Rear w/ 4" Modules (DRV) |D12||D12||D12||D12| |D12||D12||D12||D12| (PAS) |R_A||R_A||R_A||R_A|X X|R_A||R_A||R_A||R_A|
Accessories: PNFLBSPLT1
LIN DSC w/ Breakout Box (Included)
QSF129136
11 N 0.000.0000INFOa7E70YDRJY
*************CIRCUIT PROTECTION***********
Warehouse: RANC
11 Y 85.0085.00005601Ba7E70YDRJZ
CE PT Series 30 A Time Delay Relay, Bulk
Warehouse: RANC
11 Y 30.0030.00008025Ba7E70YDS4S
EGIS RT FUSE BLOCK 6 POS W/GROUND & LED IND., BULK
Warehouse: RANC
11 Y 5.005.00008020-1034Ba7E70YDS9K

EGIS CUSTOM LABEL SET, CALIFORNIA SPEC
Warehouse: RANC
02/10/26
04:04:02 PM
3Page No.

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Continued on Next Page
a7E70YDS9K
16 800-845-0045Telephone:

DANA SAFETY SUPPLY, INC
500 S EDWARDIA DR
GREENSBORO, NC 27409

CITY OF CA THEDRAL CITY FIRE DEPARTMENT
A TTN: NA THAN KIDD
32-100 DESERT VISTA
CATHEDRAL CITY, CA 92234
United States
(For Pickup - RANC)

RANCHO WAREHOUSE
11699 6th Street
Rancho Cucamonga, CA 91730
Sales Quote
613850
CATHEDFDCustomer No.

Sales Quote No.

Ship ToBill To
Contact:

Telephone: Telephone:

MISCELLANEOUS RADIO EQUIPMENT
Warehouse: RANC
11 Y 190.00190.0000INSTALL KITa7E70YDSUE
MISC INSTALLA TION SUPPLIES I.E.

Warehouse: RANC

LOOM, WIRE, HARDW ARE, CONNECTORS, ETC
************************************************
11 Y 2,590.002,590.0000INSTALLa7E70YDSUU

DSS INSTALLA TION OF EQUIPMENT
Warehouse: RANC
Approved By:

Approve All Items & Quantities
Quote Good for 30 Days
02/10/26
04:04:02 PM
4Page No.

Print Time
Print Date
Order Total
Sales Tax9.750 %
Freight
Subtotal
8,339.96
734.96

67.00 7,538.00
a7E70YDSUU
By accepting this quote/order, the customer expressly acknowledges and agrees that to the extent not expressly prohibited by law, and except to the extent arising from or relating to the gross negligence or willful misconduct of DSS, its agents or its employees, DSS shall not be liable to the customer, or any third party for any damage to the vehicle/products resulting from or arising out of any ACTS OF GOD, including without limitation, any fires, floods, earthquakes, tornados, hail or similar weather events. 17 Estimate
Cathedral City
1/21/2026
Qty. Part Number Description Each Total
2 Egis 4703-150B Egis Circuit Breaker 85 Series 150 A, Surface Mount $23.50 $47.00 1 JEC-CB-Bracket JEC Circuit Breaker Bracket $26.60 $26.60 1 BS 9012B Blue Sea L-Series Solenoid Switch with Coil Economizer 12/24V DC
$156.66 $156.66
1 BS 7748B Blue Sea Fuse Block SH150 (FLM- 5) $106.04 $106.04 4 BS 5029B Blue Sea Fuse Block STBlade 12circ w/cvr $32.45 $129.80 1 BS 2301B Blue Sea BusBar 10 Gang Common Bus $8.15 $8.15 1 BS 7615B Blue Sea ATD Automatic Timer Disconnect $114.80 $114.80 1 Ody PC1750 Odyssey AGM Battery, Group 65 $388.75 $388.75 1 Kus 091-55-15-120-WH Kussmaul 15 Amp Super auto eject with white cover $318.06 $318.06 1 BS 7532 Blue Sea Charger Battery 12VDC 40A 3 output Gen 2 $682.43 $682.43 2 Whe TLI2D Whelen Whelen ION T-Series DUO Linear Super-LED, Red/White (Grille)
$92.50 $185.00
2 Whe TIONFC Whelen T-ION Flange, Chrome $14.90 $29.80
1 Whe SSFPOS Whelen 100% Solid-State, Headlight/Grille Light Flasher, 2 Outlet, 160 Watts Per Outlet, 7 Flash Patterns, For
Positive Switching Headlights
$62.71 $62.71
2 Whe SA315P Whelen SA315 Series, Small Round Profile, Composite Speaker
$182.50 $365.00
1 Whe SAK61AP Whelen Speaker Bracket for Ford F-250/F-350, 2023, Ford F-450/F-550, 2023, F600, 2023 Passenger Side,
Replaces SAK61P
$0.00 $0.00
1 Whe SAK61AD Whelen Speaker Bracket for Ford F-250/F-350, 2023, Ford F-450/F-550, 2023, F600, 2023 Driver Side
$0.00 $0.00
1 Whe C399 Whelen Cencom Core Amplifier Control Module, Flashing Outputs, Includes 3 WeCanX™ Ports, and
Controls up to 99 Devices/Remote Modules, Control
Heads Purchased Separately
$1,073.75 $1,073.75
1 Whe CCTL7 Whelen 3 Section Control Head and 21 Push-Buttons, 4- Position Slide Switch, Microphone with Extension Cable
$0.00 $0.00
1 Whe C399K5 Whelen OBDII Cable For Ford Transit, F Series $0.00 $0.00 2 Whe TLI2D Whelen Whelen ION T-Series DUO Linear Super-LED, Red/White (Front Fenders)
$92.50 $185.00
2 Whe TIONFC Whelen T-ION Flange, Chrome $14.90 $29.80
1 Whe BJ2DDDD Whelen 54" Liberty II Duo WeCanX wth Options, Red/White
$2,500.00 $2,500.00
2 Whe TCRWX6 Whelen WCX 6 Lamp Tracer, Trio R/B/W $1,081.25 $2,162.50 12 Whe TCRLRC Whelen Duo lighthead, Tracer, Red /White $0.00 $0.00 1 18

Qty. Part Number Description Each Total
2 Whe TCRB47 Whelen 2015-2019 Ford F-150 SuperCrew, 2017-2019 Ford F-250/F-350 Crew Cab and 2018-2019 Ford
Expedition SSV, Running Board Mounting Kit, for 6
Lamp Tracer, Each
$0.00 $0.00
1 Priority MTER Priority Green Microtube Extreme Range $356.25 $356.25 4 Whe M4V2RC Whelen V-Series Combination 180° Warning and Perimeter Light, Scan-Lock Flash Patterns with Clear
Outer Lens Red Warning
$311.13 $1,244.50
4 Whe 11-46A989-000 Whelen Black Flange for M4 Lighthead $11.48 $1,244.50 2 Whe TLI2D Whelen Whelen ION T-Series DUO Linear Super-LED, Red/White (Grille)
$92.50 $185.00
2 Whe TIONFC Whelen T-ION Flange, Chrome $11.18 $22.35
1 Whe WX2240F Whelen WeCanX Super-LED Build-A-Bar Series, 40" Long, 8 Lightheads
$1,018.75 $1,018.75
2 Whe VTX9D Whelen Vertex Super-LED Light, DUO, Self-Contained Lighthead with 25 Scan-Lock Flash Patterns, Including
Steady-Burn, Red/White
$76.25 $152.50
2 Whe TLI2D Whelen Whelen ION T-Series DUO Linear Super-LED, Red/White (Rear Bumper)
$92.50 $185.00
2 Whe TIONFC Whelen T-ION Flange, Chrome $14.90 $29.80
2 Max M84429-B Maxxima Rigid White Linear Strip Light 48" LED's 900 Lumens
$49.94 $99.88
3 HSI PRX+8300-0000 HSI Sensing Sensor; Proximity; SPDT; 100VDC;

0.25Adc; 3W; 0.25 Ohm
$18.00 $54.00
3 HSI ACT+8100 HSI Sensing Actuator For PRX+8000 PRX+8100 Series B $5.00 $15.00 1 Oss 81484 On Scene Solutions Slide $2,319.20 $2,319.20 1 Troy CP-UNIV-48544-T... Troy Products 48" x 54" Bed Tray, Aluminum , Unfinished
$812.50 $812.50
1 Troy CP-FS3DMD-WB Troy products 48.5" W x 22" L x 18" H; 3-drawer module w/10" FP, 2 map-drawer modules Face plates included
$5,372.33 $5,372.33
1 Troy AC-GUNBOX-6 Troy Products Lidded Box (5.25" tall x 8.56" wide x 6" long) Lidded, lockable drop-in 6" box, no pad
$116.78 $116.78
2 BS 1045B Blue Sea 12/24VDC Socket Dual USB 4.8A $38.00 $76.00 1 BS 1011100B Blue Sea 12VDC Dash Socket - no bezel $12.49 $12.49 1 Troy CC-WBOS-20 Troy Products Universal Wide Body Console with Open Storage (8" slope/ 12" level)
$550.12 $550.12
1 Troy AC-OC-FILEBOX Troy Products Wide Body Hinged File Box $282.83 $282.83 1 Troy FP-WCENCOM-JD Troy Products 4" faceplate for Whelen Cencom siren $0.00 $0.00 1 Troy AC-INBH-G Troy Products 4" Internal beverage holder w/rubber fingers
$64.00 $64.00
1 Troy FP-SGTRAY Troy Products 4" Storage Tray $0.00 $0.00 1 CAMPERSHELL Camper Shell $5,800.00 $5,800.00
1 Misc parts Misc battery cable, wire, fuses and hardware $1,250.00 $1,250.00 Parts Sub-Total (Not including sales tax) $29,835.63
Labor @ 120 Hours $148.00 $17,760.00
Estimate Total $47,595.63
2 19

Estimate
Date
3/3/2026
Estimate #
1589
Name / Address
Cathedral City Fire and EMS
32100 Desert Vista Road
Cathedral City, Ca. 92234
P.O. No. Rep
ES
Project
BC Truck
Make/Model/Year
Ford F250 2026
This Estimate is good for 90 days as of the date above.

Phone #
6195995614
Total
Emergency Vehicle Systems LLC.
11643 Riverside Drive, Suite 121
Lakeside, Ca. 92040
Item DescriptionQty Rate Total
***2026 Ford F250 BC Command ***
***Lighting and Siren System***
Whe BJ2DDDD Whelen 54" Liberty II Duo WeCanX wth Options, Red/White for use with Priority Green Microtube Extreme Range (Opticom) (#MTER) SOLD SEPARATELY
1 2,800.00 2,800.00T
Priority MTER Priority Green Microtube Extreme Range1 520.00 520.00T Whe C399 Whelen CenCom Core Amplifier Control Module, Flashing Outputs, Includes3 WeCanX Ports and Control Heads
Purchased Separately
1 1,275.00 1,275.00T
Whe CCTL7 Whelen 3 Section Control Head and 21 Push-Buttons, 4 position Slide Switch, Microphone with Extension Cable
1 0.00 0.00T
Whe CEM16 Whelen 16 Output, 4 Input WeCanX Expansion Module (1 for the under hood and 3 for the rear bed/camper lighting) 4 217.1325 868.53T
Whe C399SP Whelen, SCANPort Installation Kit for C3991 0.00 0.00T Whe SA315P Whelen SA315 Series, Small Round Profile, Composite Speaker 100 Watt
2 250.01 500.02T
Whe SAK9 Whelen Heavy Duty Bail Type Speaker Bracket2 0.00 0.00T Whe TSS0D Whelen, T-Series DUO Super LED, Surface Mount, Red/White
(Mount 2 in front grill, 1 on each side fender front and rear) 6 120.00 720.00T

Page 1 ends

20 Estimate
Date
3/3/2026
Estimate #
1589
Name / Address
Cathedral City Fire and EMS
32100 Desert Vista Road
Cathedral City, Ca. 92234
P.O. No. Rep
ES
Project
BC Truck
Make/Model/Year
Ford F250 2026
This Estimate is good for 90 days as of the date above.

Phone #
6195995614
Total
Emergency Vehicle Systems LLC.
11643 Riverside Drive, Suite 121
Lakeside, Ca. 92040
Item DescriptionQty Rate Total
Whe TSS0KC Whelen, T-Series TRIO Surface Mount Red/Amber/White LED (Mount 2 on tailgate)
2 140.00 280.00T
Whe TSS0K Whelen, T-Series DUO Super LED, Surface Mount, Red/Amber (Mount on camper shell over rear door as arrow stick and warning lights)
6 120.00 720.00T
Whe M4V2RC Whelen V-Series Combination 180* Red warning LED and Clear Scene LED.
(Mount on the side of camper shell for side scene lighting) 4 380.00 1,520.00T
***Center console***
CC-21F1-0713-OS Troy Products, 2021+ Ford F150-350 20" Wide Body Console with 7" Slope and 13" Level.

Please specify radios when ordering console.
1 800.00 800.00T
FP-WCENCOM-JD Troy Products, 4" faceplate for Whelen Cencom Siren1 0.00 0.00T FP-KENKCH20R Troy Products, 3" FACEPLATE KENWOOD CH20

REMOTE HEAD
2 0.00 0.00T
FP-MXTL2500 Faceplate for Motorola APX-7500 radio head2 0.00 0.00T AC-INBHG Dual Cup holder faceplate1 64.00 64.00T
MMSU-1 Magnetic Mic Mount4 35.00 140.00T
Install Supplies Install Supplies,
2- DC Power ports
2- USB "C" Power Charger 3A
1 65.00 65.00T

Page 2 ends

21 Estimate
Date
3/3/2026
Estimate #
1589
Name / Address
Cathedral City Fire and EMS
32100 Desert Vista Road
Cathedral City, Ca. 92234
P.O. No. Rep
ES
Project
BC Truck
Make/Model/Year
Ford F250 2026
This Estimate is good for 90 days as of the date above.

Phone #
6195995614
Total
Emergency Vehicle Systems LLC.
11643 Riverside Drive, Suite 121
Lakeside, Ca. 92040
Item DescriptionQty Rate Total
AC-SIDEARM-6 Side-mount arm rest plate with 6" long 2" leather arm pad (Mount 1 on each side of console)
2 116.00 232.00T
AC-FHDFB File storage box1 283.00 283.00T
Whe 60CREGCS Whelen 12 Diode Interior Dome Light, Split Red/White, 6" Round
1 200.00 200.00T
***Computer Mount For Tablet Command For Front
Console***
Hav PKG-TAB4-APP3N Havis, IPad Dock Package – DS-TAB-401 Docking Station, TC-410 Tablet Case with Touch ID Accommodation, &Havis
DC Power Supply for Apple iPad Pro 12.9" (4th – 6th Gen) and iPad Air 13" (M2, M3)
1 1,025.00 1,025.00T
VM-130048 Zirkona Large Joiner3 55.00 165.00T
VM-110076 Zirkona 75/100mm VESA Plate2 25.00 50.00T
VM-120016 Zirkona 4" Extension Tube (Extension Arm)2 15.00 30.00T VM-120015 Zirkona Thread Adapter Only2 8.00 16.00T
***Radio Communications***
NMOKHFUD Hi frequency NMO mount with 17 foot RG58U cable4 35.00 140.00T TRAB8063 806-866 Mhz "Phantom" Low profile Antenna2 40.00 80.00T B132S VHF Antenna Mast, 132-525 Mhz MN mount with spring2 40.00 80.00T

Page 3 ends

22 Estimate
Date
3/3/2026
Estimate #
1589
Name / Address
Cathedral City Fire and EMS
32100 Desert Vista Road
Cathedral City, Ca. 92234
P.O. No. Rep
ES
Project
BC Truck
Make/Model/Year
Ford F250 2026
This Estimate is good for 90 days as of the date above.

Phone #
6195995614
Total
Emergency Vehicle Systems LLC.
11643 Riverside Drive, Suite 121
Lakeside, Ca. 92040
Item DescriptionQty Rate Total
Install Supplies Antenna connectors
-2 Mini UHF
-2 N connector
1 50.00 50.00T
***AUX Battery System***
DC115-12 Interstate Fullriver, AGM Deep Cycle Battery, 12 Volt / 115Ah @ 20 Hours / Group 31
1 475.00 475.00T
Egis 8810-1300B EGIS XD Single Flex 2 Automatic Charge Relay (ACR/Relay) w/Knobs - 6P DTM Conn
1 175.00 175.00T
EVS-31-BHD EVS Group 31 Battery Hold Down (BHD) Bed mount or under vehicle mount.
1 800.00 800.00T
Install Supplies Install supplies
-AMG Fuse holder
-300A AMG Fuse
-2 gauge weld cable and lugs for AUX battery
1 250.00 250.00T
***Shore Power Charging System***
GENPRO 10X3 NOCO Genius 3-bank 30amp (10amp per bank) Fully automatic smart marine charger.
1 425.00 425.00T
KM-091-55 Kussmaul Super Auto Eject 20A with RED cover (Mount on driver side bed behind rear tire)
1 380.00 380.00T
Install Supplies Install supplies, SJOOW Wire 14/31 50.00 50.00T ***Electrical system***
Wire Harness Complete Patrol Vehicle Wire Harness using GXL Wire Labeled Every 6 Inches
1 2,500.00 2,500.00T

Page 4 ends

23 Estimate
Date
3/3/2026
Estimate #
1589
Name / Address
Cathedral City Fire and EMS
32100 Desert Vista Road
Cathedral City, Ca. 92234
P.O. No. Rep
ES
Project
BC Truck
Make/Model/Year
Ford F250 2026
This Estimate is good for 90 days as of the date above.

Phone #
6195995614
Total
Emergency Vehicle Systems LLC.
11643 Riverside Drive, Suite 121
Lakeside, Ca. 92040
Item DescriptionQty Rate Total
EGIS 2602B 14 Circuit PDM (Power distribution module) plus ground bar.
1 260.00 260.00T
EGIS 4703-150 150A Circuit breaker surface mount1 26.00 26.00T Custom Rear Under Seat Equipment Enclosure.1 1,200.00 1,200.00T ***Camper Shell and lighting***
Custom ARE Commercial Shell for 2026 Ford F250 paint matched WHITE. This shell will have solid side doors, Power lock on rear hatch only and gray carpet on the inside of shell. 1 4,800.00 4,800.00T
Note: Camper shell has a 8-10 week lead time from date of order. We will also need the vehicles vin number before ordering to color match shell to vehicle.

MLS-4569-A Maxxima, 69 LED 45" Cool White Interior Self-Adhesive Strip Light 12V
3 70.00 210.00T
DG52479VP Automatic On/Off gas strut mounted switch for interior lighting control (1 for each side door and 1 for rear window) 3 40.00 120.00T
EVS-SW- GROUND LIGHT Ground light switch On/Off1 15.00 15.00T EVS-SW-FLOOD Flood light switch On/Off1 15.00 15.00T
EVS-SW-TASK Task light switch On/Off1 15.00 15.00T
EVS-SW-SIGMASTER SignalMaster override switch On/Off1 15.00 15.00T

Page 5 ends

24 Estimate
Date
3/3/2026
Estimate #
1589
Name / Address
Cathedral City Fire and EMS
32100 Desert Vista Road
Cathedral City, Ca. 92234
P.O. No. Rep
ES
Project
BC Truck
Make/Model/Year
Ford F250 2026
This Estimate is good for 90 days as of the date above.

Phone #
6195995614
Total
Emergency Vehicle Systems LLC.
11643 Riverside Drive, Suite 121
Lakeside, Ca. 92040
Item DescriptionQty Rate Total
***Rear Command Box, Tailgate White Board and Cargo
Slide***
INV-CC-1DR-483010-WB COMMAND CENTER, 48" W X 30" D X 10" H OVERALL DIMENSIONS, INCLUDES RADIO TOP WITH 4 RADIO

FACEPLATES, REAR COMPARTMENT DOOR TO BE

POWDERCOATED ANTI-GRAFFITTI WHITE
MEASURING 48"W X 30"D X 6.5"H, (1) 3" H PULL OUT

MAP TABLE POWDERCOATED ANTI-GRAFFITTI
WHITE. COMMAND CENTER INCLUDES 500 # SLIDES,
POLY COATED AND POWDERCOATED.
1 5,850.00 5,850.00T
INV-CON-FP-0507-R 3" Motorola 05 and 07 Remote Head Faceplate.2 0.00 0.00T INV-CON-FP-KCH20R Console,Accessory, Faceplate 3in Kenwood KCH20R Control Head.
2 0.00 0.00T
DEKCG2200XL-7348 2200 lb; 73x48 Load Area; 100% Extension; Cargoglide1 3,400.00 3,400.00T MMSU-1 Magnetic Mic Mount4 35.00 140.00T
Install Supplies Install Supplies,
2- DC Power ports
2- USB Power Charger 3A
1- USB with power meter
1 100.00 100.00T
Custom Snap together feed through cable carrier for slide out to house power,radio and computer cables.
-55835K591 Chain links
-55835K124 Chain mounting brackets
1 250.00 250.00T

Page 6 ends

25 Estimate
Date
3/3/2026
Estimate #
1589
Name / Address
Cathedral City Fire and EMS
32100 Desert Vista Road
Cathedral City, Ca. 92234
P.O. No. Rep
ES
Project
BC Truck
Make/Model/Year
Ford F250 2026
This Estimate is good for 90 days as of the date above.

Phone #
6195995614
Total
Emergency Vehicle Systems LLC.
11643 Riverside Drive, Suite 121
Lakeside, Ca. 92040
Item DescriptionQty Rate Total
***Rear Computer Mount For Tablet Command***
Hav PKG-TAB4-APP3N Havis, IPad Dock Package – DS-TAB-401 Docking Station, TC-410 Tablet Case with Touch ID Accommodation, &Havis
DC Power Supply for Apple iPad Pro 12.9" (4th – 6th Gen) and iPad Air 13" (M2, M3)
1 1,025.00 1,025.00T
VM-130048 Zirkona Large Joiner2 73.855 147.71T
VM-110076 Zirkona 75/100mm VESA Plate2 42.19 84.38T
VM-120016 Zirkona 4" Extension Tube (Extension Arm)2 35.00 70.00T VM-120015 Zirkona Thread Adapter Only2 20.00 40.00T
***Installation Labor and Shipping***
Labor Installation Labor by EVT-Certified Technician1 20,000.00 20,000.00 Shipping Shipping Charge1 800.00 800.00
Note: This estimate is subject to change at customers request or the needs of the vehicle build.

Sales Tax 7.75% 2,748.28

Page 7 ends

$59,009.92
26 Quote #QO79362
Customer ID: 1011140874
1 of 5
Day Management Corp.

Day Wireless Systems
8300 JUNIPER CREEK LN 100
San Diego CA 92126-1072
United States
Date 03/04/2026
TermsCOD ACCT
Expires04/03/2026
RepresentativeAndrew, Michael G
Direct Phone(858) 265-2150
[email protected]
Shop Phone(858) 537-0709
Customer ContactDyjuan Washington
Contact Phone(760) 770-8200
Project Name2026 F250 BC Up®t
Bill To
Cathedral City Fire and EMS
32100 Desert Vista Road
Cathedral City CA 92334
United States
Ship To
Cathedral City Fire and EMS
32100 Desert Vista Road
Cathedral City CA 92334
United States
Quantity Description Rate Amount
***2026 Ford F250 BC Command ***
#Lighting and Siren System#
1 Whelen BJ2DDDD
Whelen 54" Liberty II Duo WeCanX wth Options,
Red/White for use with Priority Green Microtube Extreme Range (Opticom) (#MTER) SOLD SEPARATEL Y
$2,950.00 $2,950.00
1 Priority MTER
Priority Green Microtube Extreme Range
$595.00 $595.00
1 Whelen C399
Whelen CenCom Core Ampli®er Control Module, Flashing
Outputs, Includes3 WeCanX Ports and Control Heads
Purchased Separately
$1,395.00 $1,395.00
1 Whe CCTL7
Whelen 3 Section Control Head and 21 Push-Buttons, 4
position Slide Switch, Microphone with Extension Cable
$0.00 $0.00
4 Whe CEM16
Whelen 16 Output, 4 Input WeCanX Expansion Module (1
for the under hood and 3 for the rear bed/camper lighting. $225.00 $900.00
1 Whe C399SP
Whelen, SCANPort Installation Kit for C399
$0.00 $0.00
2 Whe SA315P
Whelen SA315 Series, Small Round Pro®le, Composite
Speaker 100 Watt
$295.00 $590.00
2 Whe SAK9
Whelen Heavy Duty Bail Type Speaker Bracket
$0.00 $0.00
6 Whe TSS0D
Whelen, T -Series DUO Super LED, Surface Mount,
Red/White
(Mount 2 in front grill, 1 on each side fender front and rear) $125.00 $750.00
2 Whe TSS0KC
Whelen, T -Series TRIO Surface Mount Red/Amber/White
LED (Mount 2 on tailgate)
$145.00 $290.00
27 Quote #QO79362
Customer ID: 1011140874
2 of 5
Quantity Description Rate Amount
6 Whe TSS0K
Whelen, T -Series DUO Super LED, Surface Mount,
Red/Amber (Mount on camper shell over rear door as arrow stick and warning lights)
$122.00 $732.00
4 Whe M4V2RC
Wheen V-Series Combination 180* Red warning LED and
Clear Scene LED.
(Mount on the side of camper shell for side scene lighting) $388.00 $1,552.00
#Center Console#
1 CC-21F1-0713-OS
Troy Products, 2021+ Ford F150-350 20" Wide Body
Console with 7" Slope and 13" Level.

Please specify radios when ordering console.
$900.00 $900.00
1 FP-WCENCOM-JD
Troy Products, 4" faceplate for Whelen Cencom Siren.
$0.00 $0.00
2 FP-KENKCH20R
Troy Products, 3" FACEPLATE KENWOOD CH20

REMOTE HEAD
$0.00 $0.00
2 FP-MXTL2500
Faceplate for Motorola APX-7500 radio head
$0.00 $0.00
1 AC-INBHG DUAL CUPHOLDER $62.00 $62.00
4 Magnetic Mic Single Unit $42.00 $168.00
1 2- DC Power ports
2- USB "C" Power Charger 3A
$79.00 $79.00
2 AC-SIDEARM-6
Side-mount arm rest plate with 6" long 2" leather arm pad (Mount 1 on each side of console)
2 $119.00 $238.00
1 AC-FHDFB
File storage box
$285.00 $285.00
1 Whe 60CREGCS
Whelen 12 Diode Interior Dome Light, Split Red/White, 6- Round $225.00 $225.00
#Computer Mount for Tablet#
1 Hav PKG-TAB4-APP3N
Havis, IPad Dock Package ± DS-TAB-401 Docking Station,
TC-410 Tablet Case with Touch ID Accommodation, &Havis
DC Power Supply for Apple iPad Pro 12.9" (4th ± 6th Gen) and iPad Air 13" (M2, M3)
$1,150.00 $1,150.00
3 VM-130048
Zirkona Large Joiner
$59.00 $177.00
2 VM-110076
Zirkona 75/100mm VESA Plate
$28.00 $56.00
2 VM-120016
Zirkona 4" Extension Tube (Extension Arm)
$17.00 $34.00
2 VM-120015
Zirkona Thread Adapter Only
$8.50 $17.00
#Radio#
4 NMOKHFUD
Hi frequency NMO mount with 17 foot RG58U cable
$39.00 $156.00
28 Quote #QO79362
Customer ID: 1011140874
3 of 5
Quantity Description Rate Amount
2 TRAB8063
806-866 Mhz "Phantom" Low pro®le Antenna
$45.00 $90.00
2 B132S
VHF Antenna Mast, 132-525 Mhz MN mount with spring
$45.00 $90.00
1 Antenna connectors
-2 Mini UHF
-2 N connector
$52.00 $52.00
#AUX Battery#
1 DC115-12
Interstate Fullriver, AGM Deep Cycle Battery, 12 Volt / 115Ah @ 20 Hours / Group 31
$495.00 $495.00
1 Egis 8810-1300B
EGIS XD Single Flex 2 Automatic Charge Relay
(ACR/Relay) w/Knobs - 6P DTM Conn
$195.00 $195.00
1 31-BHD
Group 31 Battery Hold Down (BHD) Bed mount or
under vehicle mount.
$975.00 $975.00
1 -AMG Fuse holder
-300A AMG Fuse
-2 gauge weld cable and lugs for AUX battery
$280.00 $280.00
#Shore Power#
1 GENPRO 10X3
NOCO Genius 3-bank 30amp (10amp per bank) Fully
automatic smart marine charger.
$450.00 $450.00
1 KM-091-55
Kussmaul Super Auto Eject 20A with RED cover (Mount on
driver side bed behind rear tire)
$400.00 $400.00
1 SJOOW Wire 14/3 $55.00 $55.00
#Electrical#
1 Complete Patrol Vehicle Wire Harness using GXL Wire $3,500.00 $3,500.00 1 EGIS 2602B
14 Circuit PDM (Power distribution module) plus ground
bar.
$275.00 $275.00
1 EGIS 4703-150
150A Circuit breaker surface mount
$29.00 $29.00
1 Rear Under Seat Equipment Enclosure. $1,350.00 $1,350.00 #Camper Shell and Lighting#
1 ARE Commercial Shell for 2026 Ford F250 paint matched WHITE. This shell will have solid side doors, Power lock on rear hatch only and gray carpet on the inside of shell.

Note: Camper shell has a 8-10 week lead time from date of order. We will also need the vehicles vin number before ordering to color match shell to vehicle.
$5,000.00 $5,000.00
3 MLS-4569-A
Maxxima, 69 LED 45" Cool White Interior Self-Adhesive
Strip Light 12V
$75.00 $225.00
29 Quote #QO79362
Customer ID: 1011140874
4 of 5
Quantity Description Rate Amount
3 DG52479VP
Automatic On/Off gas strut mounted switch for interior
lighting control (1 for each side door and 1 for rear window) $44.00 $132.00
1 SW- GROUND LIGHT
Ground light switch On/Off
$16.00 $16.00
1 EVS-SW-FLOOD
Flood light switch On/Off
$16.00 $16.00
1 SW-TASK
Task light switch On/Off
$16.00 $16.00
1 SW-SIGMASTER
SignalMaster override switch On/Off
$16.00 $16.00
#*Rear Command Box, Tailgate White Board and Cargo Slide# 1 INV-CC-1DR-483010-WB
COMMAND CENTER, 48" W X 30" D X 10" H OVERALL
DIMENSIONS, INCLUDES RADIO TOP WITH 4 RADIO

FACEPLATES, REAR COMPARTMENT DOOR TO BE

POWDERCOATED ANTI-GRAFFITTI WHITE
MEASURING 48"W X 30"D X 6.5"H, (1) 3" H PULL OUT

MAP TABLE POWDERCOATED ANTI-GRAFFITTI
WHITE. COMMAND CENTER INCLUDES 50
POL Y COATED AND POWDERCOATED.
$6,000.00 $6,000.00
2 INV-CON-FP-0507-R
3" Motorola 05 and 07 Remote Head Faceplate
$0.00 $0.00
2 INV-CON-FP-KCH20R
Console,Accessory, Faceplate 3in Kenwood KCH20R
Control Head.
$0.00 $0.00
1 DEKCG2200XL-7348
2200 lb; 73x48 Load Area; 100% Extension; Cargoglide
$3,500.00 $3,500.00
4 Magnetic Mic Single Unit $42.00 $168.00
1 2- DC Power ports
2- USB Power Charger 3A
1- USB with power meter
$110.00 $110.00
1 Snap together feed through cable carrier for slide out to house power,radio and computer cables.
-55835K591 Chain links
-55835K124 Chain mounting brackets
$300.00 $300.00
#Rear Computer Mount for ablet Command#
1 Hav PKG-TAB4-APP3N
Havis, IPad Dock Package ± DS-TAB-401 Docking Station,
TC-410 Tablet Case with Touch ID Accommodation, &Havis
DC Power Supply for Apple iPad Pro 12.9" (4th ± 6th Gen) and iPad Air 13" (M2, M3)
$1,150.00 $1,150.00
2 VM-130048
Zirkona Large Joiner
$75.00 $150.00
2 VM-110076
Zirkona 75/100mm VESA Plate
$44.00 $88.00
2 VM-120016
Zirkona 4" Extension Tube (Extension Arm)
$38.00 $76.00
2 VM-120015
Zirkona Thread Adapter Only
$21.00 $42.00
30 Quote #QO79362
Customer ID: 1011140874
5 of 5
Quantity Description Rate Amount
1 2152 UFPITTING LABOR $24,500.00 $24,500.00
1 Shipping $990.00 $990.00
Estimate is subject to change at customers request
or the needs of the vehicle build.

Subtotal $64,032.00
Tax Total $3,372.50
Total $67,404.50
_____________________________________ ______________________________ LEGAL NAME OF PURCHASER P.O. NUMBER
_____________________________________ ______________________________

AUTHORIZED SIGNATURE DATE
By approving this quotation, the customer is agreeing to purchase the items listed in the quote. The customer will be invoiced for the items as they arrive at a DWS facility and is expected to pay according to the terms of the quote or Net30. If the customer cancels any part of the order, the equipment must be picked up from the DWS facility. Normally stocked items may be returned for a 20% restocking fee, but non-stock items are not eligible for return and must be picked up and paid for in full at the DWS facility. Shipping and handling charges, as well as any applicable sales tax, may be included on the invoices. The terms of the order are subject to credit review. This quote is subject to review by management for completeness and accuracy, and prices are ®rm for 30 days unless otherwise stated. If paying by card the processing fee will be charged up to 3.5% of the transaction.
* Customers should reference the quotation number on any correspondence or purchase orders. * * There may be a $25 charge for insuf®cient funds and a 1.5% late fee may apply. * 31 Staff Report
City Council
Item No. 5.D
Meeting Date: March 11, 2026
From: Kevin Biersack, Financial Services Director
Title: FY 2026/2027 Community Assistance Grant Process
RECOMMENDATION:

Staff recommends the City Council approve proceeding with the FY 2026/2027 Community Assistance Grant Program.

BACKGROUND:

In the Fiscal Year (FY) 2026/2027 adopted budget, City Council approved a General Fund Community Assistance Grant Program of $70,000 to support requests for grants and sponsorships from community non-profit organizations and other governmental jurisdictions.

Staff will bring forth recommendations for final approval of the grant awards at the June 2026 Council meeting.

For this Community Assistance Grant Program, we receive between 10-30 applications. City Council awards grants totaling $70,000 ranging from $1,000 to $10,000. In order to apply for a FY 2026/2027 grant award, the FY2025/2026 awardees must communicate the implementation of the previously awarded funds. Staff recommends grant applications continue to be submitted for funding requests between $1,000 and $10,000.

DISCUSSION:

City Council has appointed Mayor Gregory and Councilmember Ross to the Ad Hoc subcommittee to review the applications and make recommendations to the full Council for formal action. Staff plans to advertise the program on Friday, March 13, 2026, and request grant applications be submitted by 5:00 pm PDT on Friday, April 17, 2026. Staff will then provide the applications for subcommittee review. The subcommittee will convene a meeting in May to review and make recommendations on which grants to fund. Once the subcommittee recommendations are finalized, the proposed grant awards will be presented to City Council for review and approval at the Wednesday, June 10, 2026, meeting.

Program Guidelines: To be considered for funding:
1 Applicants must be a non-profit 501(c)(3) organization or a tribal or governmental agency.
Applicants must be based in Cathedral City or demonstrate they provide services to residents or businesses of Cathedral City.
Applicants must be able to demonstrate they receive funding from other sources and are not solely relying on Cathedral City support.
Preference will be given to applicants meeting health and human service needs of underserved populations.

The grant program and grant application will be sent to local media and advertised on the City’s website, social media accounts (Facebook, Instagram and Nextdoor), and will be included on the Discover Cathedral City website -- See the attached Public Service Grant Application and the Notice of Publication for Grant Applications.

FISCAL IMPACT:

With this item included in the FY 2026/2027 adopted budget, there is no additional fiscal impact.

FIVE-YEAR STRATEGIC PLAN:

This action will further Goal C – Fiscal Stability and Sustainability Objective - Cathedral City has economically prospered by facilitating the investment of private dollars in high quality development which benefits the community. We remain financially solvent by instituting prudent fiscal policies and transparent financial practices.

ATTACHMENTS:

Notice of Publication for Grant Applications - FY2027
Community Assistance Grant Program Application
2 March 11, 2026

Dear Public Service Providers of Cathedral City,

The City of Cathedral City is accepting Community Assistance Grant Applications for funds available for the time period of July 1, 2026 through June 30, 2027. Programs will be reviewed and evaluated by City Officials and City Staff in meeting the priority needs of our community.

The submission of a Community Assistance Grant Application IS NOT a guarantee of funding. Grants are subject to the approval of the City Council. The City reserves the right to reject any and all applications. The City also reserves the authority to make mid-year adjustments and/or re-establish priorities for the expenditure of funds which may impact public service grants.

Program Description

For Fiscal Year (FY) 2026/2027, it is anticipated $70,000 in funds will be available, on a competitive basis, for public service grants. Grant awards can range from $1,000 to $10,000.

Application Criteria:

1. Applicants must be a non-profit 501(c)(3) organization or a tribal or governmental agency.

2. Applicants must be based in Cathedral City OR demonstrate they provide services to residents or businesses of Cathedral City.

3. Applicants must be able to demonstrate they receive funding from other sources and are not solely relying on Cathedral City support.

4. Preference will be given to applicants meeting health and human service needs of underserved populations.

Information will be posted on the City website at www.cathedralcity.gov. Proposals must be submitted no later than 5:00 pm PDT on April 17, 2026. The City anticipates awarding grants no later than July 1, 202 6. For additional information, questions, and comments, please contact Mallary Gerry, [email protected].

Kevin Biersack
Financial Services Director
68700 Avenida Lalo Guerrero | Cathedral City | California | 92234 www.cathedralcity.gov
3 Application is due 5:00 PM PDT April 17, 2026
Late applications will not be accepted
Submit application to:
[email protected]
OR
City of Cathedral City 68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
ATTN: Mallary Gerry, Financial Services Department
Check each item included in your application package. Ensure an authorized representative signs the application. Ensure all required text fields and applicable boxes are completed. While filling out the application, if additional space is needed, please attach another sheet of paper to the application.

CITY OF CATHEDRAL CITY
FISCAL YEAR (FY) 2026-2027

COMMUNITY ASSISTANCE GRANT PROGRAM APPLICATION

To be considered for funding, a complete application and the documents listed below must be submitted as hard copies (postmarked by April 13, 2026) or electronic copies by the due date/time (April 17, 2026).

ELIGIBILITY REQUIREMENTS AND POLICY GUIDELINES
❖ Applicants must be a non-profit 501(c)(3) organization or a tribal or governmental agency. ❖ Applicants must be based in Cathedral City OR demonstrate they provide services to residents or businesses of Cathedral City.
❖ Applicants must be able to demonstrate they receive funding from other sources and are not solely relying on Cathedral City support.
❖ Preference will be given to applicants meeting health and human service needs of underserved populations.

GRANT APPLICATION CHECKLIST
❖ Community Assistance Grant Program Application
❖ IRS Determination Letter (to validate non-profit status) 4 APPLICANT INFORMATION:

NAME OF ORGANIZATION:

ADDRESS:

CITY: STATE: ZIP:

CONTACT PERSON: TITLE:

TELEPHONE: EMAIL:

ORGANIZATION REPRESENTATIVE:
(Legal authority for organization)
PROGRAM / SERVICE / EVENT INFORMATION:

GRANT AMOUNT REQUESTED Minimum $1,000 and Maximum $10,000:

TOTAL PROGRAM / SERVICE / EVENT COST:

Program/Service/Event Period or Date From: To:

1. Describe Briefly How The Requested Funds Will Be Used:

2. Other Funding Sources: From Whom, How Much Requested, and How Much Committed? How Will Our Contribution Leverage Or Match These Other Funds?

3. Briefly Describe The History And Expertise Of Your Organization. (Include what your organization does, the composition of your staff, and whom you have traditionally served or targeted: geographical area, neighborhood, ethnicity, or other factors that identify your service/program to the community.)

4. What Are The Specific Community Needs Or Problems That You Are Trying To Address Through The Proposed Service/Program/Event?
5 5.

What Do You Ultimately Hope To Accomplish Through Your Proposed Service/Program/Event? How Will It Address The Needs Or Problems You Describe In Question #4? (Your objectives should describe how your clients will be affected as a result of your project and how many people will be reached by the end of the proposed service/program/event.)

6. If Your Program Costs More Than You Are Requesting From The Community Assistance Program, How Do You Plan To Pay For The Additional Costs? What Steps Have You Already Taken To Get Additional Funds Or In-Kind Support If Necessary?

7. If You Plan To Continue This Service/Program Beyond The Period For Which You Have Requested The Funds, How Do You Plan To Continue Paying For It? (Describe the types of efforts you will undertake to raise funds as well as your organization’s history of maintaining services/programs.)

8. (OPTIONAL) Is There Anything That You Would Like To Add? If So, Please Tell Us Here:

6 Staff Report
City Council
Item No. 5.E
Meeting Date: March 11, 2026
From: Anne V. Ambrose, Assistant City Manager
Title: Review and Adopt Amendments Made to the 5-Year
Strategic Plan at the February 6, 2026 City Council Goal Setting Workshop
RECOMMENDATION:

To review and adopt the amended 5-Year Strategic Plan
BACKGROUND:

The City Council, city staff and members of the public participated in a day long strategic planning session on Saturday February 7, 2026. During the strategic planning session, the Council reviewed progress made on the original five-year strategic plan developed and adopted in 2023 and revised and re-adopted in 2024 and again in 2025. Staff presented updates on department key priorities currently and over the next year. The Financial Services Director provided a fiscal update through the second quarter of the current fiscal year.

The session included a review of the results of a community-wide survey that was conducted by FM3 Research, an opinion, research, and strategy company. This survey built on a similar survey conducted by FM3 in 2022 when the City was beginning the strategic planning process. The survey asked questions about resident perceptions on where the city is headed, satisfaction with government services and leadership, identified residents’ priority issues, what services are most important, and asked how residents find out information about the city’s services and programs. Staff added in questions this year about housing needs. A copy of the survey findings is included with this report.

In summary:

The top-of-mind concerns identified by Cathedral City residents were:
needed road and infrastructure improvements
public safety, especially crime
economy and cost of living
speeding and unsafe driving
and homelessness.
1 The leading concerns identified from a list provided in the survey were:
Flooding of local streets
Condition of streets
Homelessness
Cost of living
There is a broad sense that the services offered by the City are considered important, such as public safety, street and storm drain maintenance, trash and recycling pick up. The majority are very satisfied with trash and recycling pick up, as well as fire services; and many are very satisfied with 911 emergency, police protection, and special events. Approximately one-in-two are dissatisfied with street and storm drain maintenance, and the City’s efforts in addressing homelessness.

Several ideas were tested for future strategic planning prioritization and many were considered high priorities. The top priorities were:
Improving equipment to respond during emergencies and natural disasters Enforcing city codes to keep streets and neighborhoods clean Replacing and upgrading fire department trucks/equipment Ensuring and maintaining community partnerships with Neighborhood Watch and Citizens on Patrol
Expanding services and programs for small businesses
Housing Type Needs Assessment:

A majority of respondents indicated there are not enough different types of affordable housing including apartments, condos and/or townhouses. A majority also suggested there is a need for more rental housing at various price points, including affordable rental housing.

Through the discussions with staff and input from the community, the Council has developed some revisions and additions to the plan.

DISCUSSION:

The City Council had a robust discussion with staff about staff’s current progress towards established Council goals and community priorities. Aligning with the top of mind and leading concerns identified by the community, staff provided updates on planned road repairs and stormwater management as well as Tropical Storm Hilary roadway reconstructions; police operations, including the implementation of the Drone First Responder program and the new Community Behavioral Assessment Team (CBAT) technician that just deployed to join the Homeless Liaison unit; updates on new fire department equipment procurement; and updates on the Ignite program, economic development’s small business development program. The current goals and action plans continue to align with community priorities. During the discussion, the City Council provided direction to staff on additional initiatives to align with adopted goals and community feedback.

Goal A – Serve the Community With Pride and Dedication
Implement process for department head recruitments that includes City Council and 2 community input.

Goal B – Community Investment
Continue to prioritize repairs of local roads.
Work with regional water and stormwater agencies to address local road flooding. Contact medical providers who have expressed interest in moving to or expanding in Cathedral City; continue to court locating a PACE healthcare provider in the city. Prioritize funding for Date Palm unfunded roadway segment repairs. Research implementing a street sweeping ordinance.
Assess and provide options to address mailboxes that impact sidewalk ADA accessibility.

Goal C – Fiscal Stability and Sustainability
Provide regular updates to the City Council on revenues and expenditures. Develop organizational standards for common purchases. Contact technology schools to explore interest/opportunities to relocate or expand into Cathedral City.

Goal D – Innovation
Implement copywriting of the City’s brands.
Implement electronic filing for candidate statements and Form 700. Implement strategies for a facilitative, transparent election process, including uploading all existing prior-year candidate filings into Laserfiche Goal E – Safety
Address concentration of unhoused individuals and their impacts on the downtown. Develop communications campaign to address speeding.
Identify and provide specific training on community engagement for field personnel. Review code enforcement staffing and deployment, including identifying opportunities to use volunteers.
Research ordinances banning backyard breeding.

Goal F – Embracing, Inclusive Community
Schedule policy discussions with the City Council to develop and implement strategies for furthering affordable housing production; set milestones. Develop and implement a comprehensive, integrated communications plan. Research costs of creating a mailer to be sent to every household to promote annual city events.
Schedule period updates from CVAG Housing First to provide updates on their services being provided to Cathedral City.
Work with commercial property management companies to address property maintenance issues; target retail centers that are not being properly maintained. Research potential Re-Discover Cathedral City Campaign. 3 FISCAL IMPACT:

Any fiscal impacts from new action items will be brought to council either through the binennial budget process or as a separate Council agenda item.

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:

Community Survey Results
Updated 5-Year Strategic Plan
Completed Objectives
4 320-1260
City of Cathedral City Strategic Plan
Community Survey 2026
5 2
Survey Methodology
(Note: Not All Results Will Sum to 100% Due to Rounding) Dates January 14-28, 2026
Survey Type Dual-mode Voter Survey
Research Population Cathedral City Residents Age 18+
Total Interviews 508
Margin of Sampling Error (Full Sample) ±4.4% at the 95% Confidence Level (Half Sample) ±6.2% at the 95% Confidence Level
Contact Methods
Data Collection Modes
Survey Tracking January 2023
Languages English and Spanish
Text
Invitations
Telephone
Calls
Email
Invitations
Telephone
Interviews
Online
Interviews
6 3
Context
7 4
Q.

Right
Direction
57%
Wrong
Track
27%
Don't
Know
16%
2023 2026
Right
Direction
52%
Wrong
Track
21%
Don't
Know
27%
A majority continue to perceive the City as headed in the right direction, more residents are uncertain about the direction as compared to 2023.

First, would you say things in Cathedral City are headed in the right direction, or do you feel they are off on the wrong track?
8 5
Q. Thinking about your personal financial situation over the next few months, do you feel confident or uneasy about being able to meet your living expenses? 36%
25%
23%
14%
2%
Very confident
Somewhat confident
Somewhat uneasy
Very uneasy
Prefer not to say
Total
Uneaasy
37%
Total
Confident
61%
Six-in-ten are at least somewhat confident that they will be able to meet their living expenses in the next few months.
9 6
Q. Next, here are some names of people and organizations active in public life. For each one, please indicate whether you have a favorable or unfavorable opinion of that person or organization. 21%
17%
16%
14%
12%
13%
30%
31%
34%
43%
30%
39%
5%
10%
20%
18%
15%
18%
4%
5%
7%
7%
6%
41%
38%
26%
17%
37%
24%
2026
2023
2026
2023
2026
2023
Very Favorable Somewhat Favorable Somewhat Unfavorable Very Unfavorable Never Heard of/Heard of/No Opinion Total Favorable
Total
Unfavorable
51% 8%
48% 13%
50% 24%
58% 26%
42% 21%
52% 24%
The Desert Recreation District
Cathedral City city
government, overall
The Cathedral City City Council
Residents offer a two-to-one favorable to unfavorable opinion of City government and the City Council; favorable ratings are down slightly as more people are unable to offer a rating relative to 2023. (Ranked by 2026 Total Favorable Rating)
10 7
Q. Generally speaking, how would you rate Cathedral City as a place to live: is it an excellent place to live, a good place, just fair, or a poor place to live? 21%
51%
23%
4%
Excellent
Good
Just fair
Poor
2023
Total
Just Fair/
Poor
27%
Total
Excellent/
Good
72%
Three-quarters continue to consider Cathedral City
as an excellent or good place to live.
21%
55%
20%
4%
2026
Total
Just Fair/
Poor
24%
Total
Excellent/
Good
76%
11 8
Location; relaxed and quiet place to live; and the very positive regard for the community and its people are the most top of mind cited features for what they best like about living in Cathedral City. (Open-ended Grouped Responses; Multiple Responses Accepted) Q. What do you like best about living in Cathedral City? 21%
19%
15%
14%
8%
7%
7%
7%
6%
6%
6%
4%
3%
4%
1%
1%
1%
Convenient/close to work
Central/good location
Relaxed/quiet city/low traffic
Great community/people
Beautiful/clean city
Low crime/safe
Diversity/mixed culture
Affordability/low cost of living
Great weather/climate
Quality neighborhoods/gated communities
Access to recreational programs/activities/parks
Affordable housing
City continues to grow/improve
Others
Nothing/None
Don't know/Unsure
Refused/No comment
12 9
Infrastructure improvements, particularly roads; public safety, particularly crime; speeding/unsafe driving; homelessness; and cost of living are top of mind issues residents would like the City to do something about. (Open-ended Grouped Responses; Multiple Responses Accepted) Q. Next, what do you think is the most serious issue facing the residents of Cathedral City that you would like to see City government do something about? 34%
20%
13%
11%
10%
9%
5%
4%
2%
2%
9%
1%
3%
1%
Roads/infrastructure improvement
Public safety/crime
Speeding/traffic/car accidents
Homeless population
The economy/lack of opportunity
Cost of living/housing
ICE raids
High taxes
Illegal immigration
Cannabis/bad smell
Others
Nothing/None
Don't know/Unsure
Refused/No comment
13 10
Flooding of local streets, the condition of local streets, homelessness, cost of living and speeding and unsafe driving are considered to be at least very serious problems facing the City of Cathedral City.

Q. Next, please consider the following issues that some people suggest are problems facing Cathedral City. For each one, please indicate whether you think it is an extremely serious problem, a very serious problem, a somewhat serious problem, or not too serious a problem for residents of Cathedral City. ^Not Part of Split Sample 37%
33%
27%
28%
24%
22%
23%
15%
15%
25%
22%
27%
24%
23%
22%
17%
25%
20%
25%
28%
33%
32%
24%
38%
27%
36%
28%
11%
17%
11%
14%
27%
17%
17%
18%
36%
16%
6%
^Flooding of local streets
^The condition of local streets and roads
^Homelessness
^The cost of living
Speeding and unsafe driving
The number of vacant storefronts
and buildings
A lack of good-paying jobs
^The condition of the local economy
Traffic congestion on local streets and roads
Extremely Serious Problem Very Serious Problem Somewhat Serious Problem Not Too Serious Problem Don’t Know Total
Extremely/Very
Serious Problem
62%
54%
54%
52%
47%
43%
40%
40%
35%
(Ranked by Total Extremely/Very Serious Problem)
14 11
Q. Next, please consider the following issues that some people suggest are problems facing Cathedral City. For each one, please indicate whether you think it is an extremely serious problem, a very serious problem, a somewhat serious problem, or not too serious a problem for residents of Cathedral City. ^Not Part of Split Sample 16%
18%
15%
16%
13%
11%
11%
13%
11%
18%
14%
17%
15%
17%
18%
17%
15%
15%
30%
28%
43%
16%
31%
38%
27%
24%
29%
36%
15%
19%
51%
39%
32%
40%
30%
35%
25%
7%
5%
19%
10%
The visual appearance along major roads
A lack of access to jobs
Property crime, like burglaries and car thefts
^The frequent smell of cannabis
The visual appearance of commercial areas
Crime in general
^Lack of walkable neighborhoods
Lack of access to public transportation
^Decline in the number of tourists
Extremely Serious Problem Very Serious Problem Somewhat Serious Problem Not Too Serious Problem Don’t Know Total
Extremely/Very
Serious Problem
33%
32%
32%
31%
30%
29%
28%
27%
26%
(Ranked by Total Extremely/Very Serious Problem)
Continued
15 12
Q. Next, please consider the following issues that some people suggest are problems facing Cathedral City. For each one, please indicate whether you think it is an extremely serious problem, a very serious problem, a somewhat serious problem, or not too serious a problem for residents of Cathedral City. ^Not Part of Split Sample 12%
9%
8%
9%
6%
8%
6%
4%
4%
12%
16%
13%
11%
13%
9%
11%
12%
7%
30%
34%
35%
32%
19%
25%
17%
28%
21%
41%
30%
42%
39%
59%
53%
59%
48%
62%
5%
12%
9%
5%
7%
9%
5%
Not enough growth and development
^Lack of indoor community or recreational facilities
The visual appearance of neighborhoods
The lack of parks and recreation programs
Lack of entertainment and dining options
Lack of things to do at night
Lack of bike lanes
The condition of local parks
Too much growth and development
Extremely Serious Problem Very Serious Problem Somewhat Serious Problem Not Too Serious Problem Don’t Know Total
Extremely/Very
Serious Problem
24%
24%
21%
20%
19%
17%
17%
15%
11%
(Ranked by Total Extremely/Very Serious Problem)
Continued
16 13
Q. Next, please consider the following issues that some people suggest are problems facing Cathedral City. For each one, please indicate whether you think it is an extremely serious problem, a very serious problem, a somewhat serious problem, or not too serious a problem for residents of Cathedral City. ^Not Part of Split Sample 37%
20%
33%
27%
27%
36%
28%
27%
25%
27%
22%
32%
27%
31%
24%
26%
25%
26%
28%
23%
33%
24%
32%
27%
11%
25%
17%
18%
11%
8%
14%
19%
2026
2023
2026
2023
2026
2023
2026
2023
Extremely Serious Problem Very Serious Problem Somewhat Serious Problem Not Too Serious Problem Don’t Know Total
Extremely/Very
Serious Problem
62%
47%
54%
59%
54%
67%
52%
53%
(Ranked by 2026 Total Extremely/Very Serious Problem)
Serious Problems 2023 and 2026
^Flooding of local streets
^The condition of local streets and roads
^Homelessness
^The cost of living
17 14
Q. Next, please consider the following issues that some people suggest are problems facing Cathedral City. For each one, please indicate whether you think it is an extremely serious problem, a very serious problem, a somewhat serious problem, or not too serious a problem for residents of Cathedral City. Split Sample 24%
25%
22%
22%
23%
16%
15%
20%
23%
31%
22%
31%
17%
24%
20%
21%
24%
23%
38%
27%
27%
30%
28%
33%
27%
19%
17%
16%
17%
17%
36%
25%
16%
13%
2026
2023
2026
2023
2026
2023
2026
2023
Extremely Serious Problem Very Serious Problem Somewhat Serious Problem Not Too Serious Problem Don’t Know Total
Extremely/Very
Serious Problem
47%
56%
43%
54%
40%
40%
35%
42%
(Ranked by 2026 Total Extremely/Very Serious Problem)
Serious Problems 2023 and 2026; Continued
Speeding and unsafe driving
The number of vacant storefronts
and buildings
A lack of good-paying jobs
Traffic congestion on local streets
and roads
18 15
Q. Next, please consider the following issues that some people suggest are problems facing Cathedral City. For each one, please indicate whether you think it is an extremely serious problem, a very serious problem, a somewhat serious problem, or not too serious a problem for residents of Cathedral City. ^Not Part of Split Sample 16%
22%
15%
25%
11%
19%
11%
16%
18%
25%
17%
33%
18%
32%
17%
27%
30%
29%
43%
24%
38%
31%
27%
28%
36%
23%
19%
14%
32%
15%
40%
28%
7%
5%
5%
2026
2023
2026
2023
2026
2023
2026
2023
Extremely Serious Problem Very Serious Problem Somewhat Serious Problem Not Too Serious Problem Don’t Know Total
Extremely/Very
Serious Problem
33%
47%
32%
57%
29%
51%
28%
43%
(Ranked by 2026 Total Extremely/Very Serious Problem)
Serious Problems 2023 and 2026; Continued
The visual appearance along major roads
Property crime, like burglaries
and car thefts
Crime in general
^Lack of walkable neighborhoods
19 16
Q. Next, please consider the following issues that some people suggest are problems facing Cathedral City. For each one, please indicate whether you think it is an extremely serious problem, a very serious problem, a somewhat serious problem, or not too serious a problem for residents of Cathedral City. Split Sample 13%
12%
8%
17%
9%
12%
6%
13%
15%
22%
13%
26%
11%
26%
13%
18%
24%
25%
35%
28%
32%
25%
19%
24%
30%
28%
42%
28%
39%
31%
59%
43%
19%
13%
9%
5%
2026
2023
2026
2023
2026
2023
2026
2023
Extremely Serious Problem Very Serious Problem Somewhat Serious Problem Not Too Serious Problem Don’t Know Total
Extremely/Very
Serious Problem
27%
35%
21%
43%
20%
39%
19%
30%
(Ranked by 2026 Total Extremely/Very Serious Problem)
Serious Problems 2023 and 2026; Continued
Lack of access to public transportation
Lack of public transportation
The visual appearance of neighborhoods
The lack of parks and recreation programs
Lack of entertainment and dining options
20 17
Q. Next, please consider the following issues that some people suggest are problems facing Cathedral City. For each one, please indicate whether you think it is an extremely serious problem, a very serious problem, a somewhat serious problem, or not too serious a problem for residents of Cathedral City. Split Sample 6%
17%
4%
12%
4%
8%
11%
21%
12%
21%
7%
19%
17%
27%
28%
25%
21%
21%
59%
26%
48%
33%
62%
49%
7%
9%
9%
9%
5%
2026
2023
2026
2023
2026
2023
Extremely Serious Problem Very Serious Problem Somewhat Serious Problem Not Too Serious Problem Don’t Know Total
Extremely/Very
Serious Problem
17%
38%
15%
33%
11%
27%
(Ranked by 2026 Total Extremely/Very Serious Problem)
Serious Problems 2023 and 2026; Continued
Lack of bike lanes
Lack of safe bike lanes
The condition of local parks
Too much growth and development
21 18
Importance and
Satisfaction Service Ratings
22 19
80%
78%
77%
73%
71%
69%
68%
66%
60%
58%
8%
12%
9%
13%
17%
14%
10%
18%
16%
18%
5%
6%
7%
5%
9%
7%
11%
9%
4%
4%
5%
5%
8%
7%
10%
9%
11%
12%
5%
5%
911 emergency response
Street and local road maintenance
Fire protection and paramedic services
*Storm drain maintenance
*Pick up of trash, bulky items, yard waste
and recyclables
Emergency preparedness
Police protection
Addressing homelessness
*Enforcement of City rules and regulations to keep
neighborhoods safe and quiet
Programs that protect the environment
6-7 (Very Important) 5 (Somewhat Important) 4 (Neutral) 1-3 (Not Too Important/Not at All Important) Don't Know Mean Score

6.4 6.3

6.2 6.1

6.0 6.0

5.8 5.9

5.6 5.6
Q. Next are some more questions about the services provided by Cathedral City’s city government. For each one of the following services mentioned, please indicate how important that service is to you personally. We will use a scale of one to seven, where one means NOT AT ALL IMPORTANT and seven means VERY IMPORTANT. *Split Sample 911 emergency response, street and local road maintenance, fire protection and paramedic services; and storm drain maintenance are among the services considered by a high percentage to be very important. (Ranked by 6-7 (Very Important) Service Rating)
23 20
58%
58%
58%
56%
53%
51%
50%
43%
39%
36%
13%
20%
17%
19%
23%
12%
24%
21%
18%
25%
6%
9%
13%
12%
12%
13%
11%
16%
19%
14%
21%
11%
11%
10%
12%
22%
12%
18%
20%
22%
4%
*Enforcing City rules and regulations requiring owners
to keep their properties well-maintained
*Traffic management
Communication with residents
Programs to retain, expand, and attract
local businesses
Sidewalk maintenance
*Graffiti removal
Park maintenance
Parks and recreation programs
*Cultural and performing arts programs
6-7 (Very Important) 5 (Somewhat Important) 4 (Neutral) 1-3 (Not Too Important/Not at All Important) Don't Know Mean Score

5.3 5.5

5.6 5.6

5.5 5.1

5.3 5.1

4.9 4.8
Q. Next are some more questions about the services provided by Cathedral City’s city government. For each one of the following services mentioned, please indicate how important that service is to you personally. We will use a scale of one to seven, where one means NOT AT ALL IMPORTANT and seven means VERY IMPORTANT. *Split Sample (Ranked by 6-7 (Very Important) Service Rating)
Continued
*Special events like the Hot Air Balloon Festival,
concerts in the City’s amphitheater and
other community celebrations
24 21
Q. Next are some more questions about the services provided by Cathedral City’s city government. For each one of the following services mentioned, please indicate how important that service is to you personally. We will use a scale of one to seven, where one means NOT AT ALL IMPORTANT and seven means VERY IMPORTANT. *Split Sample: °2023 Wording Differs: ”Special events like holiday celebrations, the Hot Air Balloon Festival, and other community celebrations”
Service Total 6-7 (Very Important)
2023 2026 Difference
*Storm drain maintenance 59% 73% +14%
911 emergency response 71% 80% +9%
Street and local road maintenance 69% 78% +9%
Emergency preparedness 61% 69% +8%
*Enforcing City rules and regulations requiring owners to keep their properties well-maintained 52% 58% +6% Programs that protect the environment 53% 58% +5%
Fire protection and paramedic services 73% 77% +4%
*Pick up of trash, bulky items, yard waste and recyclables 67% 71% +4% *Traffic management 56% 58% +2%
Programs to retain, expand, and attract local businesses 54% 56% +2% Communication with residents 57% 58% +1%
Sidewalk maintenance 52% 53% +1%
Parks and recreation programs 44% 43% -1%
Police protection 69% 68% -1%
Addressing homelessness 67% 66% -1%
Park maintenance 51% 50% -1%
*Graffiti removal 55% 51% -4%
*Enforcement of City rules and regulations to keep neighborhoods safe and quiet 65% 60% -5% *Cultural and performing arts programs 42% 36% -6%
*°Special events like the Hot Air Balloon Festival, concerts in the City’s amphitheater and other community celebrations 46% 39% -7%
Change in Very Importance Rating of City Services Between 2023 and 2026 (Ranked by Difference in 6-7 (Very Important) Service Rating) 25 22
58%
55%
49%
45%
42%
32%
28%
28%
27%
24%
15%
19%
19%
14%
20%
22%
20%
13%
30%
17%
11%
9%
7%
13%
16%
17%
15%
19%
15%
13%
11%
7%
8%
20%
12%
12%
31%
20%
11%
30%
4%
10%
18%
9%
10%
17%
6%
20%
17%
16%
*Pick up of trash, bulky items, yard waste
and recyclables
Fire protection and paramedic services
911 emergency response
Police protection
*Cultural and performing arts programs
Communication with residents
*Graffiti removal
Park maintenance
*Enforcing City rules and regulations requiring owners
to keep their properties well-maintained
6-7 (Very Satisfied) 5 (Somewhat Satisfied) 4 (Neutral) 1-3 (Not Too Satisfied/Not at All Satisfied) Don't Know Mean Score

5.5 5.6

5.6 5.0

5.2 5.0

4.3 4.5

4.9 4.0
Q. Next, here is each service again. This time, please indicate how satisfied you are with the job the City is doing in providing that service. We will use a scale of one to seven, where one means you are NOT AT ALL SATISFIED with the service and seven means you are VERY SATISFIED with the service. *Split Sample Trash pick-up/recyclables; fire protection & paramedic services; 911 response; police protection; and special events are among the services which receive a high percentage who are very satisfied. (Ranked by 6-7 (Very Satisfied) Satisfaction Rating)
*Special events like the Hot Air Balloon Festival,
concerts in the City’s amphitheater and
other community celebrations
26 23
24%
22%
22%
19%
16%
15%
12%
11%
9%
8%
24%
21%
19%
17%
18%
21%
19%
15%
15%
11%
18%
17%
15%
19%
21%
23%
16%
20%
14%
20%
16%
29%
19%
37%
16%
34%
52%
23%
50%
49%
19%
10%
26%
8%
30%
6%
31%
13%
12%
Parks and recreation programs
Sidewalk maintenance
Emergency preparedness
*Enforcement of City rules and regulations to keep
neighborhoods safe and quiet
Programs that protect the environment
*Traffic management
Street and local road maintenance
Programs to retain, expand, and attract
local businesses
*Storm drain maintenance
Addressing homelessness
6-7 (Very Satisfied) 5 (Somewhat Satisfied) 4 (Neutral) 1-3 (Not Too Satisfied/Not at All Satisfied) Don't Know Mean Score

4.6 4.2

4.5 3.8

4.3 3.8

3.4 3.9

3.2 3.1
Q. Next, here is each service again. This time, please indicate how satisfied you are with the job the City is doing in providing that service. We will use a scale of one to seven, where one means you are NOT AT ALL SATISFIED with the service and seven means you are VERY SATISFIED with the service. *Split Sample (Ranked by 6-7 (Very Satisfied) Satisfaction Rating)
Continued
27 24
Q. Next, here is each service again. This time, please indicate how satisfied you are with the job the City is doing in providing that service. We will use a scale of one to seven, where one means you are NOT AT ALL SATISFIED with the service and seven means you are VERY SATISFIED with the service. *Split Sample: °2023 Wording Differs: ”Special events like holiday celebrations, the Hot Air Balloon Festival, and other community celebrations”
Service Total 6-7 (Very Satisfied)
2023 2026 Difference
*Pick up of trash, bulky items, yard waste and recyclables 45% 58% +13% Fire protection and paramedic services 50% 55% +5%
*Cultural and performing arts programs 27% 32% +5%
911 emergency response 45% 49% +4%
Police protection 43% 45% +2%
*Graffiti removal 27% 28% +1%
*Enforcing City rules and regulations requiring owners to keep their properties well-maintained 25% 24% -1% Communication with residents 29% 28% -1%
*°Special events like the Hot Air Balloon Festival, concerts in the City’s amphitheater and other community celebrations 47% 42% -5%
Park maintenance 33% 27% -6%
Parks and recreation programs 30% 24% -6%
Sidewalk maintenance 28% 22% -6%
Emergency preparedness 28% 22% -6%
Programs to retain, expand, and attract local businesses 20% 11% -9% Addressing homelessness 20% 8% -12%
*Enforcement of City rules and regulations to keep neighborhoods safe and quiet 33% 19% -14% *Traffic management 29% 15% -14%
Street and local road maintenance 26% 12% -14%
Programs that protect the environment 30% 16% -14%
*Storm drain maintenance 29% 9% -20%
Change in Very Satisfied Rating of City Services Between 2023 and 2026 (Ranked by Difference in 6-7 (Very Satisfied) Satisfaction Rating) 28 25
Comparison of Importance of and
Satisfaction With Services/Features
Q. Next are some more questions about the services provided by Cathedral City’s city government. For each one of the following services mentioned, please indicate how important that service is to you personally. We will use a scale of one to seven, where one means NOT AT ALL IMPORTANT and seven means VERY IMPORTANT. *Split Sample Q. Next, here is each service again. This time, please indicate how satisfied you are with the job the City is doing in providing that service. We will use a scale of one to seven, where one means you are NOT AT ALL SATISFIED with the service and seven means you are VERY SATISFIED with the service. *Split Sample A
BC
D
E
F
G
H
I
J
K
L
M
N O
P
Q
R
S
T

3.0 4.4

5.7 4.7 5.6 6.4
Satisfaction Rating
Importance Rating
A. Police protection
B. 911 emergency response
C. Fire protection and paramedic services
D. Street and local road maintenance
E. Sidewalk maintenance
F. Park maintenance
G. Programs to retain, expand, and attract local businesses H. Emergency preparedness
I. Addressing homelessness
J. Communication with residents
K. Parks and recreation programs
L. Programs that protect the environment
M.
*Special events like the Hot Air Balloon Festival,
concerts in the City’s amphitheater and
other community celebrations
N. *Traffic management
O. *Enforcement of City rules and regulations to keep
neighborhoods safe and quiet
P. *Storm drain maintenance
Q. *Cultural and performing arts programs
R. *Pick up of trash, bulky items, yard waste and recyclables S. *Enforcing City rules and regulations requiring owners to keep their properties well-maintained
T. *Graffiti removal
(Based on Average Mean Score for Satisfaction and Importance)

LOW HIGH

HIGHLOW
29 26
Idea Priorities
30 27
55%
49%
44%
42%
42%
34%
28%
24%
36%
35%
6%
16%
18%
12%
13%
6%
6%
9%
4%
9%
6%
Improving equipment and technology so the City can
respond during emergencies and natural disasters
^Increasing active enforcement of city codes that
keep streets and neighborhoods clean and
looking good
Replacing and upgrading Fire Department trucks
and equipment
Engaging and maintaining police community
partnerships such as Neighborhood Watch and
Citizens on Patrol
Expanding services and programs for
small businesses
High Priority Medium Priority Low Priority Not a Priority Don’t Know Total High/
Medium
Priority
89%
76%
68%
77%
77%
Improving equipment/technology so the City can respond during emergencies/ natural disasters; increasing active enforcement of City codes that keep streets/neighborhoods clean/looking good; and replacing/upgrading fire department trucks and equipment are among the ideas considered to be a high priority.

Q. This next question is about some new ideas that could be considered for some of the City government’s long-term plans. These are ideas that are not part of the City’s planning, but could be worked on over the next few years. Keeping in mind that not every idea can be a high priority, for each one, please indicate how much of a priority that idea is to you personally: a high priority, medium priority, low priority, or not a priority at all. ^Not Part of Split Sample
(Ranked by High Priority Ideas)
31 28
42%
40%
35%
33%
31%
29%
18%
7%
23%
40%
31%
33%
39%
31%
44%
19%
24%
7%
27%
24%
26%
30%
22%
29%
11%
6%
8%
4%
7%
14%
44%
10%Increasing Gang Unit staffing
Expanding economic development in support of
existing and new businesses
^Beautifying Date Palm Drive
^Beautifying Ramon Road
Beautifying downtown Cathedral City
Expanding historic preservation efforts to recognize
historic sites within the City
Beautifying East Palm Canyon
Replacing City-owned cars and trucks with
electric vehicles
High Priority Medium Priority Low Priority Not a Priority Don’t Know Total High/
Medium
Priority
65%
80%
66%
66%
70%
60%
62%
26%
Q. This next question is about some new ideas that could be considered for some of the City government’s long-term plans. These are ideas that are not part of the City’s planning, but could be worked on over the next few years. Keeping in mind that not every idea can be a high priority, for each one, please indicate how much of a priority that idea is to you personally: a high priority, medium priority, low priority, or not a priority at all. ^Not Part of Split Sample
(Ranked by High Priority Ideas)
Continued
32 29
High Priority Ideas 2023 and 2026
Q. This next question is about some new ideas that could be considered for some of the City government’s long-term plans. These are ideas that are not part of the City’s planning, but could be worked on over the next few years. Keeping in mind that not every idea can be a high priority, for each one, please indicate how much of a priority that idea is to you personally: a high priority, medium priority, low priority, or not a priority at all. Split Sample
(Ranked by 2026 High Priority Ideas)
55%
51%
44%
33%
42%
45%
42%
45%
7%
18%
34%
34%
24%
42%
36%
37%
23%
32%
19%
36%
6%
10%
18%
15%
12%
12%
24%
16%
29%
25%
6%
5%
9%
5%
4%
44%
19%
9%
5%
10%
4%
2026
2023
2026
2023
2026
2023
2026
2023
2026
2023
High Priority Medium Priority Low Priority Not a Priority Don’t Know Total High/
Medium
Priority
89%
85%
68%
75%
77%
82%
65%
77%
26%
54%
Improving equipment and technology so the
City can respond during emergencies and
natural disasters
Replacing and upgrading Fire Department trucks
and equipment
Engaging and maintaining police community
partnerships such as Neighborhood Watch and
Citizens on Patrol
Increasing Gang Unit staffing
Replacing City-owned cars and trucks with
electric vehicles
33 30
Housing Needs Assessments
34 31
57%
52%
52%
51%
51%
42%
39%
36%
35%
23%
21%
15%
18%
14%
35%
27%
41%
40%
4%
4%
5%
11%
4%
9%
17%
23%
29%
26%
23%
19%
31%
22%
16%
Availability of affordable housing
Availability of rental housing at various price points
Availability of apartment, condominium and/or townhouse buildings that include some affordable housing
Availability of affordable rental housing
Availability of housing that is affordable for low-income and middle-income residents
^Availability of single-family housing
Availability of housing units downtown near City Hall and Mary Pickford Theater
Availability of housing in or near commercial uses such as stores or restaurants
Availability of condominium and townhouse buildings
Not Enough Just Right Too Many Don’t Know
Q. Switching topics, here is a list of types of housing options. For each one, please indicate if you feel there are not enough of these places, too many, or just the right amount in the City of Cathedral City. ^Not Part of Split Sample
(Ranked by Not Enough)
At least one-in-two perceive that the City lacks availability of affordable housing; rental housing at various price points; and apartments, condominiums and/or townhouse buildings that include some affordable housing. 35 32
Information Sources
36 33
Q. Next, is a list of sources from which people get information about programs, events and issues in Cathedral City. For each, please indicate how often you use it to get information about such issues: frequently, occasionally, rarely, or never. ^Not Part of Split Sample 28%
24%
20%
9%
15%
15%
15%
39%
37%
34%
35%
27%
25%
22%
13%
16%
15%
25%
17%
17%
12%
15%
19%
27%
28%
36%
39%
47%
5%
5%
4%
5%
5%
Local TV news
City mailers sent to your home
The quarterly activity guide sent by the
Desert Recreation District
^The City’s website
The Desert Sun newspaper, online and/or in print
Local radio stations
^The Nextdoor website or app
Frequently Occasionally Rarely Never Don’t Know
Total
Frequently/
Occasionally
67%
62%
53%
44%
42%
39%
38%
Local TV news, city mailers, and the Desert Recreation District quarterly activity guide are the most frequently used sources of information about Cathedral City programs, events and issues. (Ranked by Total Frequently/Occasionally)
37 34
Q. Next, is a list of sources from which people get information about programs, events and issues in Cathedral City. For each, please indicate how often you use it to get information about such issues: frequently, occasionally, rarely, or never. ^Not Part of Split Sample 10%
7%
5%
5%
4%
17%
18%
17%
18%
5%
8%
5%
15%
18%
16%
14%
11%
12%
4%
7%
50%
52%
58%
62%
72%
69%
77%
77%
8%
5%
7%
9%
13%
10%
^The City’s weekly email newsletter
The Discover Cathedral City website
^The City’s official Facebook page
A Cathedral City City Council meeting, in-person or
streaming online
The City’s official Instagram account
Cathedral City’s YouTube channel
^El Informador Del Valle newspaper
The City’s official TikTok account
Frequently Occasionally Rarely Never Don’t Know
Total
Frequently/
Occasionally
27%
25%
22%
21%
10%
10%
6%
6%
Continued
(Ranked by Total Frequently/Occasionally)
38 35
Conclusions
39 36
Conclusions
Context:
• By more than two-to-one, residents think things in Cathedral City are headed in the right direction.
• By a two-to-one ratio, residents have a favorable to unfavorable opinion of the City government and City Council, favorability is slightly down from 2023.
• Three-in-four rate Cathedral City as an excellent or good place to live, slightly up from 2026 – led by convenient location, quiet and relaxed, and a sense of community pride.
40 37
Conclusions
Concerns:
• Top of mind concerns include needed road and infrastructure improvements; public safety, especially crime; economy and cost of living; speeding and unsafe driving; and homelessness.
• Leading concerns from a list provided Include:
 Local roads flooding
 Condition of streets
 Homelessness
 Cost of living
41 38
Conclusions; Continued
Services/Programs:
• There is a broad sense that the services offered by the City are considered important, such as public safety, street and storm drain maintenance, trash and recycling pick up.
• Majorities are very satisfied with trash and recycling pick up, as well as fire services; and pluralities are very satisfied with 911 emergency, police protection, and special events.
• Approximately one-in-two are dissatisfied with street and storm drain maintenance, and the City’s efforts in addressing homelessness. 42 39
Conclusions; Continued
Strategic Plans/Ideas:
• Of the ideas tested for future strategic planning, many are considered high priorities. The top priorities are:
 Improving equipment to respond during emergencies and natural disasters  Enforcing city codes to keep streets and neighborhoods clean  Replacing and upgrading fire department trucks/equipment  Ensuring and maintaining community partnerships with Neighborhood Watch and Citizens on Patrol
 Expanding services and programs for small businesses
43 40
Conclusions; Continued
Housing Type Needs Assessment:
• A majority indicate there are not enough different types of affordable housing including apartments, condos and/or townhouses. • A majority also suggest that there is a need for more rental housing at various price points, include affordable rental housing.

Sources of Information:
• A variety of information sources are commonly used, including local TV news, City mailers, and the Desert Recreation District quarterly activity guide.
44 Richard Bernard, Ph.D.

[email protected]
Adam Sonenshein
[email protected]
45 +

CITY OF CATHEDRAL
CITY
5 YEAR STRATEGIC PLAN
City Council Update
February 7, 2026
46 This page intentionally left blank.
47 48

 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 Leadership Team track
progress – weekly
meetings
 Added goals to City Council
staff reports
 City Council updates
 Adjust when needed
 Living document
Council Interviews
City Leadership Team
Workshop # 1
Community Survey
City Leadership Team
Workshop #2
Council Workshop #1
City Leadership Team
Workshop # 3
City Council Adoption –
4/12/23
Council Workshop #2
Strategic Plan Overview
December February April August
49 50

51 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
52 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
53 54

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. Staff to create a work plan to solicit community and city council input on any desired amendments for review and possible inclusion on the 2028 election.

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.
55 GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION To enhance program effectiveness and increase staff engagement, HR is exploring 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. The 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.

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
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).
56 GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION 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 Perez 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 administration, 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 training, 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 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
57 GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION 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.

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 for 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.

CEDD Recognize and appreciate employees for performance, innovation and efficiency
The Community and Economic Development Department recognizes its employees at the City Manager’s quarterly and monthly department meetings. 58 GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION 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 promote cross-departmental collaboration.

PENDING – REVIEW AND DISCUSS TEAM BUILDING EVENTS WITH NEW 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 59 GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION 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.

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
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
60 GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

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
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 Setting 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 X 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.

ACTION ACTION DESCRIPTION LEAD DEPARTMENT YEAR
0-1
YEAR
1-2
YEAR
2-5
A-10 Develop a Department Head Recruitment Process with Council and Community Input
HR
61 GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION Dept Task Status
62 GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION 63 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 efficiency remain key factors in the City’s vehicle procurement process.

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
64 GOAL B- COMMUNITY INVESTMENT
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 Council 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
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 65 GOAL B- COMMUNITY INVESTMENT
requirements established by California State Parks. Also on October 22, 2025, the Public Works Director and City Engineer 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 acts 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 Program (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 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.
66 GOAL B- COMMUNITY INVESTMENT
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 Councilmember 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
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 will be implemented in phases over both years of the biennial budget, beginning with Downtown, and will feature enhanced signage promoting the Perez Arts District. An update is needed to reflect the community's growth and development over the past nine years.
67 GOAL B- COMMUNITY INVESTMENT
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 2nd 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 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 68 GOAL B- COMMUNITY INVESTMENT
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 occurred on February 25, 2026. Council has narrowed the discussion to four sites for further analysis but are open to other options.

CM Financial Analysis Staff to hire consultant to conduct evaluation of potential financing options for future community center.

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
69 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 contact Wel Be Health to discuss future growth possibilities in Cathedral City.

CEDD Contact medical providers who have expressed
interest in moving or expanding to Cathedral City.

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 70 GOAL B- COMMUNITY INVESTMENT
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 evaluate the drainage at this intersection to determine best flood control improvements.

ENG Prioritize Funding for Date Palm unfunded roadway
segment repairs.

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. 71 GOAL B- COMMUNITY INVESTMENT
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 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.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-15 Investigate creating a dedicated left turn lane on Cathedral Canyon PW Dept Task Status

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-16 Provide more messaging to the community regarding the City’s progress on roads through strong communication campaigns

COMM/PW
Dept Task Status
72 GOAL B- COMMUNITY INVESTMENT

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-17 Research implementing a Street Sweeping Ordinance ENG/PW Dept Task Status

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-18 Research options to address mailboxes that impact sidewalk ADA accessibility ENG/PW Dept Task Status
73 GOAL B- COMMUNITY INVESTMENT
74 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.

FIN SVCS Develop organizational standards for common
purchases (shirts, embroidery, etc.)

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.
75 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.

Econ Dev Contact technology schools to explore
interest/opportunities to relocate or expand into
Cathedral City.

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 CEDD/

PW/ENGIN
X X
76 GOAL C- FISCAL STABILITY AND SUSTAINABILITY
experiences which are facilitative vs regulatory
Dept Task Status
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.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
77 GOAL C- FISCAL STABILITY AND SUSTAINABILITY
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 transparency 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.

FIN SVCS Provide regular updates to the City Council on revenues and expenditures

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. Ongoing discussions regarding implementation strategies.

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. 78 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.
79 GOAL C- FISCAL STABILITY AND SUSTAINABILITY
80 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. 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
81 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.

CM Implement copywriting of the city’s brands
IT/City
Clerk
Implement electronic filing for candidate statements
and Form 700
CITY
CLERK
Implement strategies for a facilitative, transparent
election process
IT/City
Clerk
Upload all existing prior years of candidate filings
into Laserfiche

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 an 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. 82 GOAL D- INNOVATION

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

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 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 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. 83 GOAL D- INNOVATION

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.
84 GOAL D- INNOVATION
85 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

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.

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.

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 YEAR YEAR YEAR
86 GOAL E- SAFETY
DEPARTMENT 0-1 1-2 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 City, 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.

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

PD/PW/CM Address concentration of unhoused individuals
downtown and its impacts.

PD/PW/CM Develop communications campaign to address
speeding.

PD Identify and provide specific training on community
engagement for field personnel
CEDD Review code enforcement staffing and deployment,
including identifying opportunities to use volunteers

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
87 GOAL E- SAFETY
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
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 conducted 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. 88 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 to 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 89 GOAL E- SAFETY
IV Separated Bikeway and SB 821 Whispering Palms Trail Class III Bike Route projects.

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
90 GOAL E- SAFETY
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 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 91 GOAL E- SAFETY
patrols and work. Staff implemented City Detect AI as a force multiplier for the Division, installing cameras on two code compliance vehicles.

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 completed 4
meetings, this is ongoing
The Fire Chief and Fire Marshal have attended community meetings at the Date Palm Country Club to discuss concerns about fire activity in the country club. Fire Chief has also attended an association 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.

CEDD Research ordinances banning backyard breeding.

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
92 GOAL E- SAFETY
Dept Task Status
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 structure by adding approximately 30 spaces to the existing secure spaces on the ground level of the parking structure next to the PD parking lot.
93 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 list. The webpage includes highlights of the community open house and walking tours.
94 GOAL F – EMBRACING, INCLUSIVE COMMUNITY
95 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 able 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 96 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 Amphitheater 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 Autism Arts Festival, and Autism Society Inland Empire's Autism Walk & Festival. 97 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 (organized 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
98 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 communication 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 departments, and comprehensive digital communications strategy developed with CiviSocial.

COMM Develop and implement comprehensive, integrated
communications plan

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 showcases city events, programs, and community information. The 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 99 GOAL F – EMBRACING, INCLUSIVE COMMUNITY
City Canvas, hit mailboxes in late October 2025 and was well received by the public. In addition, the community mailer increased involvement with residents citing the mailer as the reason they learned about and attended a city event.

COMM/PW Research costs of creating a mailer to be sent to every household to promote annual city events.

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 requirements, and the total funding needed to successfully implement a program.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
100

GOAL F – EMBRACING, INCLUSIVE COMMUNITY
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
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 storytelling 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.

CM/FIN
SVCS
Schedule periodic updates from CVAG Housing
First to provide an update on their services to
Cathedral City

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.

CM/CEDD Schedule policy discussions with the City Council to develop and implement strategy for furthering
affordable housing production; set milestones.

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-12 Establish a Cooling Center by June 2025. PW
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GOAL F – EMBRACING, INCLUSIVE COMMUNITY
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.

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.

Community-wide statistically valid survey conducted in January, 2026 in English and Spanish; results presented to the City Council at the February 6, 2026 strategic planning session.

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
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GOAL F – EMBRACING, INCLUSIVE COMMUNITY
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 CCMC for compliance with current state laws regulating 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.

CEDD Work with commercial property management
companies to address property maintenance issues;
target retail centers that have not been properly
maintained.

CEDD/COM Research potential Re-Discover Cathedral City
103

GOAL F – EMBRACING, INCLUSIVE COMMUNITY
M campaign

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 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 104

GOAL F – EMBRACING, INCLUSIVE COMMUNITY
platforms and community mailers. Additionally, the Public Works Environmental 105

GOAL F – EMBRACING, INCLUSIVE COMMUNITY
Division is working with Code-Enforcement to provide direct mail pieces to residents.

City Council Priorities
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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.

COMPLETED ACTIONS

GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
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 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

Structured Fire Academy

Engineer academy and task book sign off

Battalion Chief and Fire Captain Academy

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.

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 108

COMPLETED ACTIONS

GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

State

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 broden personnel knowledge, skills and abilities, but it will also prepare them to better service the community.

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
capabilities.

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

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) 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 2:

Planned Expansion: (2025)
• Survey employees for items employees would like to focus on improving 109

COMPLETED ACTIONS

GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

Phase 1:

Maintaining existing new hire focus group
To discover, clarify, and record themes regarding employee perception of and reaction to hiring and retention.
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 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. Completed and presented to the City Council at the 2 -7-26 strategic planning workshop.

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 110

COMPLETED ACTIONS

GOAL A - SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
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.

Fire Awesome Award to Personnel - Ongoing 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.

All Staff Reports All staff reports identify strategic plan goals/objectives that tie to the agenda item -

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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 112

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 113

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 114

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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 115

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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 116

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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.

PW 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.

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.

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. 117

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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 118

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GOAL C – FISCAL STABILITY AND SUSTAINABILITY
with the Planning Division to increase efficiencies between the departments to 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
See C -5 above. The City Council approved an Engineering Development Consultant to assist the Director with the flow of work through the Engineering 119

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GOAL C – FISCAL STABILITY AND SUSTAINABILITY
development process predicable, including actively
participating in the DSC meeting.

Division. Review and pass back times have been reduced significantly. An 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. 120

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GOAL C – FISCAL STABILITY AND SUSTAINABILITY
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.

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.

Dev
Svcs/
Fin
EnerGov implementation and maintenance IT and Financial Services worked with all departments to update the fee schedule in EnerGov prior to the start of the new fiscal year.
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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 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.
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Manager and City Attorney). Staff are reviewing options to implement a platform for the electronic filing of FPPC Forms required to be filed with the City Clerk’s Office including the 700 Form for City Council identified staff.

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 offe red 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
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
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DISASTER PREPAREDNESS File for life program
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.

IT IT Master Plan Initiatives Office 365 security was implemented. Firewalls were upgraded. Deployed Managed Detect and Response. IT Steering Committee was formed, and initial meeting was December 17, 2025
CMO/IT Redesign Cathedralcity.gov Completed. Went live January 22, 2026.

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

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.

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 directly into Tyler Munis and approvals are processed electronically.
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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 125

COMPLETED ACTIONS

GOAL E - SAFETY
Fire department was also awarded a $25,000 grant to update the department’s CERT trailer and purchase new equipment.

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 126

COMPLETED ACTIONS

GOAL E - SAFETY
emerging issues in code compliance that will continue to be monitored and reported in future presentations.

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

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 t he Cathedral City Police Department to issue enforceable speeding tickets.

127

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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 128

COMPLETED ACTIONS

GOAL F- EMBRACING INCLUSIVE COMMUNITY
Square Park, Festival Lawn, and the breezeway area/steps at Civic Center Plaza.
sparked continued interest from potential third -party applicants. The 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 129

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.
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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.
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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.

PW/CED
D
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.

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Cathedral City City CouncilMarch 11, 2026

Cathedral City City Council
March 11, 2026