Agenda packet — Cathedral City City Council, August 12, 2026 (part 2 of 2)

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County Transit District
Market Compensation D
ata (sorted by Adjusted Top Monthly Salary)
April 2024
DRAFT
Next
Percentage
Increase
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown
unknown

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Appendix III

Proposed Salary Range Schedule

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CountyTransit District
Proposed Sala
ry Schedule
June 2024
DRAFT
lowest current salary
Minimum Maximum Minimum Maximum
1 41,985 58,778 3,499 4,898 2 44,084 61,717 3,674 5,143 3 46,288 64,803 3,857 5,400 4 48,602 68,043 4,050 5,670 5 51,032 71,445 4,253 5,954 6 53,584 75,018 4,465 6,251 7 56,263 78,769 4,689 6,564 8 59,076 82,707 4,923 6,892 9 62,030 86,842 5,169 7,237 10 65,132 91,184 5,428 7,599 11 68,388 95,744 5,699 7,979 12 71,808 100,531 5,984 8,378 13 75,398 105,557 6,283 8,796 14 79,168 110,835 6,597 9,236 15 83,126 116,377 6,927 9,698 16 87,283 122,196 7,274 10,183 17 91,647 128,306 7,637 10,692 18 96,229 134,721 8,019 11,227 19 101,041 141,457 8,420 11,788 20 106,093 148,530 8,841 12,377 21 111,397 155,956 9,283 12,996 22 116,967 163,754 9,747 13,646 23 122,816 171,942 10,235 14,328 24 128,956 180,539 10,746 15,045 25 135,404 189,566 11,284 15,797 26 142,174 199,044 11,848 16,587 27 149,283 208,996 12,440 17,416 28 156,747 219,446 13,062 18,287 29 164,585 230,419 13,715 19,202 30 172,814 241,940 14,401 20,162 31 181,455 254,037 15,121 21,170 32 190,527 266,738 15,877 22,228 33 200,054 280,075 16,671 23,340 34 210,056 294,079 17,505 24,507 35 220,559 308,783 18,380 25,732 36 231,587 324,222 19,299 27,019 37 243,167 340,433 20,264 28,369 38 255,325 357,455 21,277 29,788 39 268,091 375,328 22,341 31,277 40 281,496 394,094 23,458 32,841 Monthly

5.00%
Pay Peri
ods per Year
26 Hours per Year
2,080
Salary Range Annual
Range Increase

FACTORS
Range E8, Maximum, Annual
$82,707.00
Range Spread

40.00%

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Appendix IV

Salary Range Placement Recommendations

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County Transit District
Proposed Range Placement Recommendations
June 2024
DRAFT
Class Title Current
Maximum
Monthly Salary
% from Top
Monthly Median
Adjusted
Market
Placement
Proposed
Salary Range
Proposed
Maximum
Monthly Salary
Percent
Difference
Cost Impact
Percentage
Study
Benchmark
Rationale Note - added clarification on data used for
recommendation

DISTRICT WIDE ADMINISTRATIVE CLASSIFICATIONS
Administrative Analyst I (New classification) 13 $8,796 0.00% Internal alignment; set salary 10% below Administrative Analyst II Administrative Analyst II $10,163 6.3% $9,521 15 $9,698 -4.57% 0.00% X Benchmark; set to market Administrative Assistant $7,431 5.9% $6,996 8 $6,892 -7.25% 0 00% X Benchmark; set to market Administrative Support Specialist $7,431 10 $7,599 2.26% 2.26% Internal alignment; set salary 10% above Administrative Assistant Contracts Analyst $12,439 13 8% $10,729 17 $10,692 -14 04% 0 00% X Benchmark; set to market Executive Assistant $8,453 -14.6% $9,683 15 $9,698 14.73% 14.73% X Benchmark; set to market Executive Assistant to the GM/CEO $9,197 17 $10,692 16.26% 16 26% Internal alignment; set salary 10% above Executive Assistant Senior Contracts Analyst $12,439 19 $11,788 -5.23% 0.00% Internal alignment; set salary 10% above Contracts Analyst

EXECUTIVE ADMINISTRATION
Assistant District Secretary $9,187 -8.4% $9,958 16 $10,183 10.84% 10 84% X Benchmark; set to market Deputy District Secretary $15,224 24 $15,045 -1.18% 0.00% Internal alignment; set salary 10% below District Secretary Deputy General Manager/Chief Executive Officer $27,911 4.1% $26,778 36 $27,019 -3.20% 0 00% X Benchmark; set to market District Secretary $16,842 -0.5% $16,930 26 $16,587 -1.51% 0.00% X Benchmark; set to market

TRANSPORTATION AUTHORITY
Executive Officer, Transportation Authority $22,805 -16.2% $26,504 36 $27,019 18.48% 18.48% X Benchmark; set to market

BUS OPERATIONS
Accessibility Specialist $7,791 -20.6% $9,394 14 $9,236 18.55% 18 55% X Benchmark; set to market Americans with Disabilities Act (ADA) Coordinator $11,244 Insufficient Data 18 $11,227 -0.15% -0.15% X Internal alignment; set salary 10% above Senior Accessible Specialist Assistant Manager, Bus Maintenance $13,761 20 $12,377 -10 05% 0.00% Internal alignment; set salary 10% below Manager, Bus Maintenance Assistant Manager, Bus Transportation $12,439 21 $12,996 4.48% 4.48% Internal alignment; set salary 10% below Manager, Bus Transportation Chief Operating Officer - Bus $25,229 5.3% $23,892 33 $23,340 -7.49% 0 00% X Benchmark; set to market Director, Bus Maintenance $20,613 4.8% $19,624 29 $19,202 -6.85% 0.00% X Benchmark; set to market Director, Bus Transportation $20,613 1.5% $20,304 30 $20,162 -2.19% -2.19% X Benchmark; set to market Director, Facilities Maintenance $20,613 4.8% $19,626 29 $19,202 -6.85% 0 00% X Benchmark; set to market Environmental Compliance Coordinator $10,163 -15.9% $11,778 19 $11,788 15.99% 15.99% X Benchmark; set to market Intelligent Transportation Systems Specialist $10,163 10.4% $9,104 14 $9,236 -9.12% 0 00% X Benchmark; set to market Intelligent Transportation Systems Analyst $11,244 Insufficient Data 17 $10,692 -4.91% 0.00% X Internal alignment; set salary 15% above Intelligent Transportation Systems Specialist Manager, Bus Contracts $13,761 Insufficient Data 23 $14,328 4.12% 4.12% Internal alignment; maintain current internal relationship same salary as Manager, Bus Transportation Manager, Bus Maintenance $15,224 10 5% $13,625 22 $13,646 -10 36% 0 00% X Benchmark; set to market Manager, Bus Transportation $13,761 -2.5% $14,111 23 $14,328 4.12% 4.12% X Benchmark; set to market Manager, Facilities Maintenance $13,761 -10.2% $15,162 24 $15,045 9.33% 9 33% X Benchmark; set to market Operations Contract Analyst $10,163 15 $9,698 -4.57% 0 00% Internal alignment; maintain current internal relationship; same salary as Administrative Analyst II Procurement Specialist $8,453 1.9% $8,294 12 $8,378 -0.89% 0 00% X Benchmark; set to market Strategic Initiatives Officer,Bus $22,805 Insufficient Data 33 $23,340 2.34% 2.34% X Internal alignment; set salary same as Strategic Initiatives Officer, Rail Program Manager, Accessible Services $15,224 13.1% $13,234 21 $12,996 -14.63% 0 00% X Benchmark; set to market Program Manager, Intelligent Transportation Systems $18,633 15.6% $15,719 25 $15,797 -15 22% 0 00% X Benchmark; set to market Program Manager, Training $15,224 6.6% $14,224 23 $14,328 -5.88% 0 00% X Benchmark; set to market
Senior Accessibility Specialist $11,244 16 $10,183 -9.44% 0 00% Internal alignment; set salary 10% above Accessibility Specialist Supervisor, Facilities Maintenance $12,439 $12,439 20 $12,377 -0.49% 0 00% Internal alignment; set salary 20% below Manager, Facilities Maintenance Supervisor, Materials and Inventory Control $13,761 18 9% $11,155 18 $11,227 -18.42% 0 00% X Benchmark; set to market Transit Asset Management Analyst $11,244 -22.0% $13,713 22 $13,646 21.36% 21.36% X Benchmark; set to market Warranty Specialist $8,453 12 $8,378 -0.89% 0 00% Internal alignment; maintain current internal relationship; same salary as Procurement Specialist

COMMUNICATIONS
Chief Communications Officer $25,229 -0.1% $25,254 35 $25,732 1.99% 1 99% X Benchmark; set to market Customer Experience Specialist $7,431 -14.4% $8,497 12 $8,378 12.74% 12.74% X Benchmark; set to market Digital Communications Specialist $8,453 Insufficient Data 13 $8,796 4.06% 4 06% X Internal alignment; set salary same as Marketing Promotions Specialist Director, Communications $22,805 14.7% $19,464 29 $19,202 -15.80% 0 00% X Benchmark; set to market Distribution Assistant $6,892 11.0% $6,135 6 $6,251 -9 29% 0.00% X Benchmark; set to market Government and Community Affairs Officer $12,439 5 2% $11,796 19 $11,788 -5 23% 0 00% X Benchmark; set to market Government and Community Affairs Specialist $8,453 -1.7% $8,597 13 $8,796 4.06% 4 06% X Benchmark; set to market Graphics Specialist $7,431 -22.7% $9,118 14 $9,236 24.29% 24.29% X Benchmark; set to market Manager, Government and Community Affairs $15,224 -5.9% $16,128 25 $15,797 3.76% 3.76% X Benchmark; set to market Manager, Public Information $13,761 -13.5% $15,617 25 $15,797 14.80% 14.80% X Benchmark; set to market Market Research Analyst $10,163 -16.1% $11,795 19 $11,788 15.99% 15.99% X Benchmark; set to market Marketing Promotions Specialist $8,453 -5.4% $8,910 13 $8,796 4.06% 4 06% X Benchmark; set to market Program Manager, Creative Services $15,224 20 $12,377 -18.70% 0 00% Internal alignment; set salary 20% above Senior Graphic Specialist Program Manager, External Affairs $13,761 21 $12,996 -5.56% 0.00% Internal alignment; set salary 20% below Manager, Public Information Program Manager, Marketing and Research $20,613 30.6% $14,297 25 $15,797 -23 36% 0.00% X Internal alignment; set salary 20% below Direct or, Communications (also note internal alignment with Manager, Public Information and Manager, Government and Community Affairs) Public Information Officer I (New classification) 14 $9,236 Internal alignment; set 10% below Public Information Officer II Public Information Officer II $12,439 20 0% $9,957 16 $10,183 -18.14% 0 00% X Benchmark; set to market Senior Distribution Assistant $9,187 9 $7,237 -21.23% 0 00% Internal alignment; set salary 15% above Distribution Assistant Senior Graphics Specialist $9,187 16 $10,183 10.84% 10.84% Internal alignment; set salary 10% above Graphic Specialist Senior Market Research Analyst $15,224 21 $12,996 -14.63% 0 00% Internal alignment; set salary 10% above Market Research Analyst Supervisor, Customer Experience $13,761 24.7% $10,359 16 $10,183 -26 00% 0 00% X Benchmark; set to market Minor adjustment from $10.359 - no impact on recommendation
Supervisor, Digital Marketing $13,761 20 $12,377 -10 05% 0 00% Internal alignment; set salary same as Program Manager, Creative Services

FINANCE
Accountant I (New classification) 13 $8,796 Internal alignment; set salary 10% below Accountant II Accountant II $10,163 4.1% $9,750 15 $9,698 -4 57% 0 00% X Benchmark; set to market Accoun ing Specialist $7,431 -0.1% $7,436 10 $7,599 2.26% 2.26% X Benchmark; set to market Budget Analyst I (New Classification) 15 $9,698 Internal alignment; set salary 10% below Budget Analyst II Budget Analyst II $12,439 14 3% $10,656 17 $10,692 -14.04% 0 00% X Benchmark; set to market Chief Financial Officer $25,229 -7.7% $27,180 36 $27,019 7.09% 7 09% X Benchmark; set to market Minor adjustment from -6.4% and $27,180 - no impact on final recommendation
Claims Specialist $9,187 Insufficient Data 13 $8,796 -4 25% 0 00% X Internal alignment; set salary same as Administrative Analyst I Contracts and Procurement Analyst I (New classification) 16 $10,183 Internal alignment; set salary 10% below Contracts and Procurement Analyst II Contracts and Procurement Analyst II $11,244 -1.1% $11,370 18 $11,227 -0.15% 0 00% X Benchmark; set to market Data Analyst $11,244 Insufficient Data 17 $10,692 -4 91% 0 00% X Internal alignment; set salary 10% above Administrative Analyst II Director Accounting $20,613 3.4% $19,904 30 $20,162 -2.19% 0.00% X Benchmark; set to market Director, Budgets and Financial Analysis $20,613 -1.1% $20,838 31 $21,170 2.70% 2.70% X Benchmark; set to market Director, Contracts and Procurement $20,613 -1.6% $20,937 31 $21,170 2.70% 2.70% X Benchmark; set to market Fare Program Assistant $7,431 Insufficient Data 10 $7,599 2.26% 2 26% X Internal alignment; set salary same as Administrative Support Specialist Fare Program Coordinator $12,439 16 $10,183 -18.14% 0 00% Internal alignment; set salary same as Supervisor, Customer Experience Financial Analyst $12,439 13 2% $10,801 17 $10,692
-14 04% 0 00% X Benchmark; set to market
Insurance and Claims Administrator $12,439 8.3% $11,412 18 $11,227 -9.75% 0 00% X Benchmark; set to market Manager, Contracts and Procurement $15,224 0.9% $15,092 24 $15,045 -1.18% 0 00% X Benchmark; set to market Manager, Financial Planning, Risk Management and Fare Programs $15,224 -3.2% $15,705 25 $15,797 3.76% 3.76% X Benchmark; set to market Payroll Coordinator $12,439 28.4% $8,910 17 $10,692 -14 04% 0 00% X Internal alignment; maintain current internal relationship; same salary as Senior Accountant Principal Budget Analyst $15,224 11.4% $13,488 23 $14,328 -5.88% 0.00% X Internal alignment; set salary 15% above Supervisor, Rail Contracts and Budget Increased pay range by 1 range Principal Financial Analyst $20,613 23 $14,328 -30.49% 0.00% Internal alignment; set salary same as Principal Budget Analyst Changed to maintain parity with Principal Budget Analyst Program Manager, Fare Operations $15,244 6.4% $14,268 23 $14,328 -6.01% 0.00% X Benchmark; set to market Senior Accountant $12,439 17 $10,692 -14 04% 0 00% Internal alignment; set salary 10% above Accountant II

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PLANNING AND DEVELOPMENT
Chief, Planning and Development $22,805 -4.2% $23,763 33 $23,340 2.34% 2.34% X Benchmark; set to market Minor change from -3.0% and $23,491 - no impact final recommendation
Fixed Route Planner 11,244 Insufficient Data 14 $9,236 -17 86% 0 00% X Internal equity; set salary same as Transportation Planner I Manager, Real Estate and Property Development $20,613 15.2% $17,488 27 $17,416 -15 51% 0.00% X Benchmark; set to market Program Manager, Operations Planning 15,224 2.5% $14,837 24 $15,045 -1.18% 0 00% X Benchmark; set to market Program Manager, Transporta ion Planning $15,224 0.2% $15,189 24 $15,045 -1.18% 0.00% X Benchmark; set to market Project Manager, Development Services $13,761 2.1% $13,467 22 $13,646 -0.83% 0 00% X Benchmark; set to market Property Development Analyst $15,224 19 $11,788 -22 57% 0.00% Internal alignment; set salary 10% above Budget Analyst (also Financial Analyst) Real Property Specialist 13,761 20.1% $10,995 18 $11,227 -18.42% 0 00% X Benchmark; set to market Supervisor, Real Estate and Property Development $15,224 21 $12,996 -14.63% 0.00% Internal alignment; set salary 15% above Real Property Specialist Transit Planning Specialist 10,163 14.49% $8,690 13 $8,796 -13.45% 0 00% X Benchmark; set to market Transportation Planner I 14 $9,236 Internal alignment; set salary 10% below Transportation Planner II Transportation Planner II $11,244 7.88% $10,358 16 $10,183 -9.44% 0.00% X Benchmark; set to market

PEOPLE AND CULTURE
Chief People Officer $25,229 1.30% $24,898 34 $24,507 -2.86% 0 00% X Benchmark; set to market Minor change from -3.0% and $23,491 - no impact final recommendation
Civil Rights Officer $18,633 28 $18,287 -1.86% 0 00% Internal alignment; set salary 10% above Program Manager, Human Resources Contracts and Compliance Analyst, Human Resources $9,187 17 $10,692 16.38% 16.38% Internal alignment; set salary same as Contracts Analyst Director, Human Resources $20,613 2.39% $20,120 30 $20,162 -2.19% 0 00% X Benchmark; set to market Human Resources Analyst I (New classification) 16 $10,183 Internal alignment; set salary 10% below Human Resources Analyst II Human Resources Analyst II 9,187 -21.41% $11,154 18 $11,227 22.20% 22.20% X Benchmark; set to market Human Resources Specialist I (New classification) 11 $7,979 Internal alignment; set salary 10% below Human Resources Specialist II Human Resources Specialist II 7,431 -15.73% $8,600 13 $8,796 18.38% 18.38% X Benchmark; set to market Principal Human Resources Analyst 12,439 Insufficient Data 23 $14,328 15.19% 15.19% X Internal alignment; set salary 15% above Senior Human Resources Analyst Program Manager, Human Resources 16,842 12.71% $14,701 26 $16,587 -1 51% 0 00% X Benchmark; set to market data for Program Manager, Employee Relations Senior Human Resources Analyst $12,439 20 $12,377 -0.49% 0 00% Internal alignment; set salary 10% above Human Resources Analyst II Supervisor, Human Resources $12,439 $12,439 20 $12,377 -0.49% 0 00% Internal alignment; maintain current internal relationship; same salary as Senior Human Resources Analyst

INFORMATION TECHNOLOGY
Administrator, Informa ion Technology Systems $15,224 23 $14,328 -5 88% 0 00% Internal alignment; set salary 20% below Manager, Information Technology Systems Chief Information and Technology Officer $25,229 4.80% $24,018 34 $24,507 -2 86% 0.00% X Benchmark; set to market Information Systems Analyst I (new classification) 20 $12,377 X Internal alignment; set salary 10% below Information Systems Analyst II Information Systems Analyst II 13,761 2.60% $13,403 22 $13,646 -0 83% 0 00% X Benchmark; set to market for Information Systems Analyst II - Software Information Systems Technician 8,453 9 $7,237 -14.39% 0.00% Internal alignment; set salary 5% below Information Systems Specialist I Information Systems Specialist I (new classification) 10 $7,599 Internal alignment; set salary 10% below Information Systems Specialist II Information Systems Specialist II 10,163 16 93% $8,442 12 $8,378 -17.57% 0.00% X Benchmark; set to market Manager, Information Technology Systems 16,842 -4.34% $17,573 27 $17,416 3.41% 3.41% X Benchmark; set to market data for Manager Information Systems - Cybersecurity Senior Information Systems Analyst $13,761 24 $15,045 9.33% 9 33% Internal alignment; set salary 10% above Information Systems Analyst II

SAFETY, SECURITY AND RISK MANAGEMENT
Manager, Safety and Security 20,613 10 25% $18,500 28 $18,287 -11.28% 0 00% X Benchmark; set to market Safety Officer I (new classification) 15 $9,698 X Internal alignment; set salary 10% below Safety Officer II Safety Officer II 10,163 -6.50% $10,824 17 $10,692 5.21% 5.21% X Benchmark; set to market Supervisor, Safety and Security $18,633 24 $15,045 -19 26% 0 00% Internal alignment; set salary 20% below Manager, Safety and Security RAIL
Chief Operating Officer, Rail $25,229 -2.53% $25,867 35 $25,732 1.99% 1.99% X Benchmark; set to market Chief, Planning and Development $22,805 -3.0% $23,491 33 $23,340 2.34% 2 34% X Benchmark; set to market Chief, Rail Development and Engineering $25,229 -8.56% $27,389 36 $27,019 7.09% 7 09% X Benchmark; set to market Director, Capital Program Delivery $20,613 -1.79% $20,982 31 $21,170 2.70% 2.70% X Benchmark; set to market Di
rector, Capital Program Management $20,613 -4.80% $21,602 31 $21,170 2.70% 2.70% X Benchmark; set to market Director, Engineering $20,613 -3.34% $21,301 31 $21,170 2.70% 2.70% X Benchmark; set to market Director, Rail Maintenance $20,613 2.93% $20,009 30 $20,162 -2.19% 0 00% X Benchmark; set to market Engineer I (New classification) 18 $11,227 Internal alignment; set salary 10% below Engineer II Engineer II $12,439 -1.62% $12,641 20 $12,377 -0.49% 0 00% X Benchmark; set to market Environmental Compliance Analyst $15,224 10.10% $13,686 22 $13,646 -10 36% 0 00% X Benchmark; set to market Manager, Construction Services 16,842 -3.53% $17,437 27 $17,416 3.41% 3.41% X Benchmark; set to market Manager, Infrastructure Engineering 18,633 -5.76% $19,706 30 $20,162 8.20% 8 20% X Benchmark; set to market Manager, Project Controls $18,633 12.50% $16,304 26 $16,587 -10 98% 0 00% X Benchmark; set to market Manager, Rail Network and Operations Planning 15,224 -32.16% $20,120 30 $20,162 32.43% 32.43% X Benchmark; set to market Manager, Rail Systems Engineering 18,633 -10.95% $20,673 31 $21,170 13.61% 13.61% X Benchmark; set to market Principal Information Systems Analyst, Geographic Information Systems $12,429 26 $16,587 33.45% 0 00% Internal alignment; set salary 10% above Senior Information Systems Analyst Program Manager, Business Operations $13,761 19 $11,788 -14 34% 0 00% Internal alignment; 20% above Administrative Analyst II Program Manager, Construction $11,244 18 $11,227 -0.15% 0 00% Internal alignment; set salary same as Engineer I Program Manager, Environmental Compliance 18,633 14.07% $16,011 25 $15,797 -15 22% 0 00% X Benchmark; set to market Program Manager, Quality Assurance 18,633 7.15% $17,301 27 $17,416 -6.53% 0 00% X Benchmark; set to market Program Manager, Rail Capital Project Planning 18,633 8.88% $16,978 26 $16,587 -10 98% 0 00% X Benchmark; set to market data for Program Manager, Rail Capital Project Planning Program Manager, Rail Maintenance $18,633 $18,024 28 $18,287 -1.86% 0 00% X Benchmark; set to market data for Program Manager, Rail Vehicle Maintenance Minor change no impact on final recommendation Program Manager, Rail Technology Systems - Rail Network Engineering 15,224 -7.85% $16,419 26 $16,587 8.95% 8.95% x Benchmark; set to market data for Program Manager, Rail Technology Systems, Rail Network Engineering Program Manager, Signal and Communications Engineering 15,224 -7.50% $16,366 26 $16,587 8.95% 8 95% X Benchmark; set to market Project Controls Analyst $12,439 16.02% $10,446 17 $10,692 -14 04% 0 00% X Benchmark; set to market Project Director, Cal MOD 18,633 -18.53% $22,086 32 $22,228 19.29% 19.29% X Benchmark; set to market Project Manager, Engineering 13,761 -13.13% $15,568 25 $15,797 14.80% 14.80% X Benchmark; set to market Quality Assurance Analyst 15,224 18.42% $12,420 23 $14,328 -5 88% 0 00% X Internal alignment; set salary 20% below Program Manager, Quality Assurance Rail Operations Analyst $13,761 Insufficient Data 21 $12,996 -5.56% 0 00% X Internal alignment; set salary 15% below Program Manager, Operations Planning Rail Opera ions Specialist $12,439 18 $11,227 -9.75% 0 00% Internal alignment 15% below Rail Operations Analyst Senior Cost and Risk Estimator $15,224 22 $13,646 -10 36% 0 00% Internal alignment; maintain current internal relationship; same salary as Supervisor, Project Controls Senior Transportation Planner $13,761 18 $11,227 -18.42% 0 00% Internal alignment; set salary 10% above Transportation Planner II Strategic Initiatives Officer, Rail 20,613 -15.26% $23,759 33 $23,340 13.23% 13 23% X Benchmark; set to market Structural Engineer 13,761 $13,761 22 $13,646 -0 84% 0 00% X Benchmark; set to market Supervisor, Project Controls $15,224 22 $13,646 -10 36% 0 00% Internal alignment; set salary 20% below Manager, Project Controls Supervisor, Rail Contracts and Budget $15,224 20 $12,377 -18.70% 0 00% Internal alignment; set salary 15% above Budget Analyst II Class was aligned with Principal Budget Analyst at range 22; internal alignment with Budget Analyst II is consistent wi h other supervisory recommendations.

Supervisor, Records Management $15,224 Insufficient Data 23 $14,328 -5.88% 0.00% X Internal alignment; maintain current internal relationship; same salary as Quality Assurance Analyst Systems Engineer, Positive Train Control (PTC) 13,761 1.17% $13,600 22 $13,646 -0.83% 0 00% X Benchmark; set to market Averages 1.31% -2.26% 3.29%
Legend for columns:

Column 1 - Classification Title.

Column 2 - Client's current monthly maximum salaries.

Column 3 - Shows the percentage difference between the District's current maximum monthly salaries and the desired market position.

Column 4 - Market placement shows the monthly market values derived from the base salary survey results.

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Column 6 - Monthly maximum salary of the consultant's newly proposed salary ranges.

Column 7 - This percentage expresses the difference between the District's current salaries and the consultant's proposed salaries.

Column 8 - This column identifies the cost impact of the change as percentage of the current versus proposed salary; when benchmark is above market, impact is considered to be 0% Column 9 - This column identifies whether the classification was a survey benchmark Column 9 - The rationale expresses how the consultant arrived at each proposed maximum monthly salary recommendation (i.e., the proposed range placement within the newly proposed salary range schedule).

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Appendix V

Additional Benefits

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County Transit District
Additional Benefits
February 2024
DRAFT
Executive Management and City Manager
Five years of service and retire within 120 days of separation - hired before 1/1/13 or ten years of service if hired on or after 1/1/13. Hired before 9/1/18 contribution equal to the premium for single party coverage not to exceed the amount for CalPERS Bay Area Kaiser Premium for family coverage - City pays the PEMHCA minimum and reimburses the retiree for the remaining difference in premium amount. If reside in other higher priced regions, contribution is the same. Hired on or after Sept 1 2018 stipend shall not exceed 90% of the CalPERS Bay Area Kaiser Premium for single party coverage.

For employees who separate via a service retirement, this benefit continues until a member become eligible for Medicare. City will pay the member contribution that shall not exceed the employee cost of the Kaiser Permanente SR Advantage Plan once Medicare eligible. No reimbursement for Medicare Parts A and B.

Bargaining Unit Benefit
All Employees excluding bus operators
Hired before July 1, 1983 for union employee and January 1, 1983 for administrative employees, 50 years old, 5 years of continuous service (and spouse, and eligible dependents), at district expense continuation of medical, dental, vision and prescription drug coverage for the life of the retiree, or until the retiree obtains other employment and is eligible for medical benefits with the new employer - at this time District coverage becomes secondary coverage.

In the event of death of the retiree who was 50 years old and had 20 years of continuous service, at district expense, shall be entitled a continuation of medical, dental, vision, and prescription drug coverage to the normal age limitations for children and that such coverage shall cease upon the survivor's spouse's employment or the remarriage of the survivor spouse provided is eligible for spousal coverage with the employer of the new spouse. Retirees under age 65 who are eligible for District provided retiree health benefits shall pay a contribution equivalent to the Medicare contribution for the retiree and also for the retiree's eligible spouse until the individual reaches age 65. Retirees and any eligible spouse over 65 must be enrolled in Medicare and shall pay their contribution the Medicare Part B. Medicare becomes the primary coverage and the District provided plan becomes secondary.

Bargaining Unit Benefit
Unrepresented
Retire directly from the District (service retirement) Paid dental and vision coverage for the retiree only enrolled in the District's dental and vision plan. 10 or more years of service, paid medical coverage for the retiree only enrolled in one of the District's medical plans. District will pay full cost of lowest plan available. Employees with less than 10 years of service, medical premium is prorated - 5 years of serv ice 50% with increments of 10% added for each additional year up to 10 years of service. Dependent coverage subject to a $100 per month contribution by the retiree and/or dependent. Contributions for retirees and spouses with Medicare Parts A&B - Retiree - $40, Retiree and spouse $80.

Bargaining Unit Benefit
All
Employees are eligible for medical coverage if they retire and their separation date and retirement date are within 120 day of each other. Same amount is paid for retirees as active employees, which is 80% or 90% of the applicable premium, depending on the plan.

Bargaining Unit Benefit
All Employees Provides payment for 95% of full family health insurance premiums for a retiree – the retiree has to pay for retiree dental and vision.

Bargaining Unit Benefit
All Employees Declined to provide.

Bargaining Unit Benefit
Golden Gate Bridge Hwy & Transit District
LA County Metropolitan Transportation Authority
Metropolitan Transportation Commission
Orange County Transportation
Additional Retiree Benefit Account Plan (ARBA) - Retires after 1/1/1995 and through 6/30/2023 - at least 10 years of service and at least 50 years of age at retirement, and receives a retirement benefit under OCERS within 30 days from the date of separation - benefit is equal to $10.00 per month, per year of service, not to exceed a monthly benefit of $150.00. Retirees on or after July 1, 2023 benefit is equal to $35.00 per month, per year of service, not to exceed a monthly benefit of $525.00. A 2% cost adjustment on July 1, 2024 and each July 1 thereafter. May participate in OCTA medical, dental and vision at employee cost if retire directly from OCTA.

Metrolink
North County Transit District (NCTD)
San Francisco Municipal Transportation Agency (SFMTA)
Unrepresented Administrative and Executive

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County Transit District
Additional Benefits
February 2024
DRAFT
Bargaining Unit Benefit
Bargaining Unit Benefit
AFSCME
Defined Benefit Retiree Medical Program: a) VTA shall provide a premium allowance toward the cost of the medical plan for employees who become eligible by having 1) completed 5 years of service (1,305 days of accrued service) or more with PERS and who 2) retire directly from VTA (date of retirement must be within 120 days of separation of employment). For retirees and survivors in California: VTA will contribute up to the Kaiser Region 1 Single Party Rate for CalPERS medical plans for retirees and eligible survivors residing in California. Retirees and eligible survivors will pay the excess above the Kaiser Region 1 Single Party Rate. MOU pg. 17
SEIU
For retirees and survivors in California: VTA will contribute up to the Kaiser Bay Area Single Party rate for CalPERS medical plans for retirees and eligible survivors residing in California, effective 1/1/16.

Retirees will pay the excess above the Kaiser Bay Area Single Party rate. mou pg. 45 TAEA
VTA shall provide a premium allowance toward the cost of the medical plan for employees who: (1) Have completed five (5) years of service (1305 days of accrued service) or more with PERS (to include former Santa Clara County employees hired directly by VTA with unbroken service on or before December 31, 1996); and (2) Retire directly from VTA (date of retirement must be within 120 days of separation of employment). For retirees and survivors in California: VTA will contribute up to the Kaiser Bay Area Single Party Rate for CalPERS medical plans for retirees and eligible survivors residing in California. Retirees and eligible survivors will pay the excess above the Kaiser Bay Area Single Party Rate. MOU pg. 23
Unrepresented-admin
Retire directly from VTA, be age 52 (new members) and meet the service requirement - 5 years (1,305 days). EE's, spouses and registered domestic partners may continue at the retiree's expense.

Surviving spouses or surviving domestic partners are eligible for medical coverage paid for by VTA at the same rate it paid for the retiree - up to the Kaiser Single Bay Area rate in California, and up to the Kaiser Out-of-State living outside of California as long as survivor is receiving a pension check. At age 65 or disabled must enroll in Medicare Parts A & B and in a VTA Medicate supplemental plan. Retirees are reimbursed for the cost of the Medicare Part B monthly premium.

Bargaining Unit Benefit
All employees
Sound Transit does not provide any specific retiree medical benefit. Employees are automatically enrolled in a 401(a) plan at 10% employee contribution/12% employer contribution. Sound Transit also offers a voluntary 457(b) plan.

Sound Transit – Seattle
Santa Clara Valley Transportation Authority (VTA)
Hired on or after January 10, 2009 and retire within 180 days of separation from employment to be eligible for retiree health benefits. 5-10 years of service - retiree pays full premium rate and does not receive any employer premium contribution. 10-15 years of credited service, the retiree will receive 50% of the total employer premium contribution. 15-20 or more years of credited service the retiree will receive 100% of the total employer contribution.

All Employees

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County Transit District
Additional Benefits
February 2024
DRAFT
Bargaining Unit Benefit
All employees Sound Transit offers a PTO plan combining vacation and sick leave - no separate sick leave accrual.

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County Transit District
Additional Benefits
February 2024
DRAFT
Bargaining Unit Benefit
Bargaining Unit Benefit
All Employees
Sound Transit provides free transportation for employees with Sound Transit, King Co. Metro, Community Transit, Pierce, Everett and Kitsay Transit, West Seattle Water Taxi, Seattle Streetcar and Amtrack trains. ORCA Card.

Sound Transit – Seattle
Santa Clara Valley Transportation Authority (VTA)
The agency provides parking and/or transit Commuter pre-tax benefit account to enable employees to pay for work-related parking and/or transit costs with pre-tax dollars. Maximum contribution for parking and mass transit is $270 per month each. FT employees and their eligible dependents are eligible for transit passes - includes retirees, spouses, and surviving spouses of retirees.

All Employees

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County Transit District
Additional Benefits
February 2024
DRAFT
All employees
Hybrid Work arrangements available to all eligible employees to the greatest extent possible. Work assignments that are not suitable for working remotely - work that requires the employee's immediate physical presence on site to address planned and unscheduled events and work that requires a physical presence for the performance of daily on-site work flow. There are two options work remotely on a continuous basis and has no required on site work days or work remotely on an established day or days and work on site when assignment require the employee to physically be on site. There is a formal agreement that requires the approval of the supervisor and the Section Director.

Bargaining Unit Benefit
All employees Declined to provide.

Bargaining Unit Benefit
Unrepresented Administrative
Applies to eligible administrative employees. Remote work allows employees to work at home during their regular work week. It is a voluntary work alternative that may be appropriate for some employees and some jobs. It is not an entitlement, it is not a company-wide benefit, and it does not change the terms and conditions of employment with OCTA. Employee must be an administrative employee whose most recent overall performance rating is "Fully Meets" or higher. May only work from a home office location within the State of California and be within a reasonable commuting distance to the OCTA work location. Employee must be accessible by phone/internet within a reasonable time period during the agreed upon remote work schedule. The employee may be called into the office when necessary to meet operational needs. Employees must participate in a mandatory Remote Work training, complete and submit a remote work application and must have prior approval by the employee's direct supervisor/manager, the Department Manager, his/her Division Executive Director and his/her HR Business Partner. Arrangement can be discontinued at any time at the discretion of OCTA. Management's decision is final.

Bargaining Unit Benefit
Municipal Exec Assoc, Misc
Permissible under an agreement between the employee and the Appointing Officer. Allowed for two (2) days a week and coming to work in person (3) days each week. No denial for arbitrary or capricious reasons. If denied may appeal to the Director of HR. Not applicable to the grievance and arbitration procedures of the contract. Approval of more than (2) days is allowed with Appointing Authority authorization. Remote work prohibited outside the State of California.

Bargaining Unit Benefit
Bargaining Unit Benefit
All employees Flex-time and alternative work schedules to allow work from home or commute and work during off peak hours are available with manager approval.

Sound Transit – Seattle
Telework Program - An option that management may choose to make available to employees when appropriate as determined by management. It is not a universal employee benefit; employees do not have a "right" to Telework, and the work option may be terminated by VTA at any time.

Managers/Supervisors, with the approval of their Division Chief, may authorize employee to telework from an Alternate Worksite no more than two day per week, unless an exception is approved by their Chief and is in accordance with the Telework Policy. Employees on a Performance Improvement Plan, or under current disciplinary action are not eligible to participate. Employees participating must acknowledge in writing that they have received and read the policy and complete a Telework Agreement.

North County Transit District (NCTD)
San Francisco Municipal Transportation Agency (SFMTA)
Santa Clara Valley Transportation Authority (VTA)
Orange County Transportation Authority
All employees

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County Transit District
Additional Benefits
February 2024
DRAFT
Bargaining Unit Benefit
All Employees
Courses directly related to assigned work are reimbursable up to 100%. Indirectly related to assigned work are reimbursed at up to one-half of the cost of tuition and enrollment fees. Employee pays for books and supplies.

Bargaining Unit Benefit
All Employees Declined to provide.

Bargaining Unit Benefit
All Employees
A full-time employee who satisfactorily completed approved, work-related educational courses as defined in PSR FY 2023-24 the Educational Reimbursement Program Policy, will be reimbursed in full for eligible expenses up to a maximum of $5,250 per calendar year. Increases to the tuition reimbursement amount will not exceed the IRS tax-free amount (currently $5,250). If an employee separates employment or gives notice of separation prior to completion of the course, no reimbursement will be made. Newly hired employees may be eligible for educational reimbursement after six months of employment.

Bargaining Unit Benefit
SEIU Local 1021 Misc
Agency provides professional development opportunities benefits is a maximum of $1000.00 per fiscal year for tuition, internal/external training programs, certifications, association memberships, software, book, and subscriptions.

Bargaining Unit Benefit
AFSCME
Agency provides $3000.00 per year, for college level programs, certified programs and or continuing educational credits. The agency will pay 50% of the immediate cost and the post payment will be upon proof of enrollment. Also, 100% of approved expenses for a maximum of $3,000 per year for tuition reimbursement.

SEIU
Agency provides $3000.00 per year, for college level programs, certified programs and or continuing educational credits. The agency will pay 50% of the immediate cost and the post payment will be upon proof of enrollment. Also, 100% of approved expenses for a maximum of $3,000 per year for tuition reimbursement.

TAEA
The agency will fund up to $4,500, on a matching basis (50% employee and 50% employer) for individual professional development and for education. Also, 100% of approved expenses for a maximum of $2,000 per year for tuition reimbursement.

Non-represented
The agency will fund up to $4,500, on a matching basis (50% employee and 50% employer) for individual professional development and for education. Also, 100% of approved expenses for a maximum of $3,000 per year for tuition reimbursement.

Bargaining Unit Benefit
All Employees Up to $5,000 annually for approved tuition expenses.

Agency provides professional development opportunities benefits is a maximum of $2000.00 per fiscal year for tuition, internal/external training programs, certifications, association memberships, software, book, and subscriptions.

Sound Transit – Seattle
San Francisco Municipal Transportation Agency (SFMTA)
Santa Clara Valley Transportation Authority (VTA)
Municipal Exec Assoc, Misc
North County Transit District
Orange County Transportation District

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www.ajg.com

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2026 Arthur J. Gallagher & Co

Gallagher is pleased to submit this proposal to you. While this proposal is not meant to constitute a formal offer, acceptance, or contract, notwithstanding anything to the contrary contained in the proposal, Gallagher is submitting this proposal with the understanding the parties would negotiate and sign a contract containing terms and conditions that are mutually acceptable to both parties.

This material was created to provide accurate and reliable information on the subjects covered by should not be regarded as a complete analysis of these subjects. It is not to provide specific legal, tax or other professional advice. The services of an appropriate professional should be sought regarding your individual situation.

Consulting and insurance brokerage services to be provided by Gallagher Benefit Services, Inc. and/or its affiliate Gallagher Benefit Services (Canada) Group Inc. Gallagher Benefit Services, Inc., a non-investment firm and subsidiary of Arthur J. Gallagher & Co., is a licensed insurance agency that does business in California as “Gallagher Benefit Services of California Insurance Services” and in Massachusetts as “Gallagher Benefit Insurance Services. ajg.com
The Gallagher Way. Since 1927.
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Average 1 2 3 4
1 City Manager Gallagher Benefit Services, Inc. 94.87 96.37 95.37 91.37 96.37 2 Assistant City Manager Transforming Consulting 70.50 56.00 87.00 64.00 75.00 3 Financial Services Director CPS HR Consulting 70.92 75.67 70.67 54.67 82.67 4 HR Manager
Points Price 1 2 3 4 Average

21.37 200,000.00 Gallagher Benefit Services, Inc.75.00 74.00 70.00 75.00 73.50

25.00 170,968.00 Transforming Consulting 31.00 62.00 39.00 50.00 45.50

9.67 441,901.00 CPS HR Consulting 66.00 61.00 45.00 73.00 61.25CPS HR Consulting Transforming Consulting
Total Average Score
Technical Scores
Proposal Graders
Gallagher Benefit Services, Inc.

Class & Comp Study
Cost Scores
Classification & Compensation RFP
Vendors
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Staff Report
City Council
Item No. 5.B
Meeting Date: August 12, 2026
From: Ryan Hunt, Director of Communications & Engagement Title: Consultant Selection for the Citywide Integrated Strategic Communications Plan
RECOMMENDATION:

Staff recommends that City Council:
Approve JPW Communications as the selected consultant for the Citywide Integrated Strategic Communications Plan based on the evaluation panel's scoring and recommendation; and
Approve an Agreement for Services with JPW Communications and authorize the City Manager to execute the agreement for an amount not to exceed $78,575.

BACKGROUND:

At its most recent Strategic Planning Workshop, the City Council prioritized the development of an integrated communications strategic plan serving all City departments. That direction was informed by resident survey research conducted by FM3, which identified opportunities to strengthen community awareness of City services, programs, and initiatives.

Cathedral City communicates today through a wide range of channels — the Discover Digest newsletter, El Informador, Cathedral City Television (CCTV), FlashVote surveys, social media, and the City's websites. These efforts, however, have developed independently across departments over time. The Integrated Strategic Communications Plan is intended to unify them under a single strategy: a multi-year roadmap that aligns, prioritizes, and elevates communications citywide; closes the knowledge gaps documented in resident survey research; and ensures equitable, multilingual engagement with Cathedral City's residents, businesses, and visitors.

The City issued a Request for Proposals on May 20, 2026, seeking qualified strategic communications consultants or firms. The RFP was posted to the City's website and distributed to qualified public sector communications firms. The RFP schedule included the following key dates:
• RFP issued: May 20, 2026
• Deadline to receive unique questions from submitters: June 3, 2026 • City posted answers to unique questions: June 10, 2026 • Proposal submission deadline: June 24, 2026, at 2:00 p.m. 1 1

• Consultant interviews: July 6, 2026
• Evaluation and scoring completed: July 2026
SCOPE OF PROJECT:

The RFP established a project budget not to exceed $100,000, with an anticipated range of $50,000 to $100,000, and a delivery timeline of approximately six (6) months from contract execution. The selected consultant will partner with the Director of Communications & Engagement and a cross-departmental staff team across three phases:

Phase 1 — Discovery, Research & Assessment (approximately 6–8 weeks) A communications audit of all City departments covering current strategies, channels, content, brand standards, and staff capacity; review and synthesis of existing City research including the FM3 community survey, FlashVote surveys, the Five-Year Strategic Plan, and departmental work plans; stakeholder interviews with the City Manager, Department Heads, the Director of Communications & Engagement, all five Councilmembers, and key external partners; focus groups and community listening sessions with priority audience segments including Spanish-speaking residents, LGBTQ+ residents, business owners, seniors, and youth; and benchmarking against comparable Coachella Valley and California cities.

Phase 2 — Strategy Development (approximately 6–8 weeks) A citywide communications vision, mission, brand voice, and guiding principles; identification of priority audiences, including underserved and historically underrepresented communities, with tailored engagement strategies for each; key message frameworks and narrative architecture for the City overall and each major department; a channel strategy spanning earned, owned, paid, and social media — including Spanish-language and LGBTQ+- targeted media partnerships; a crisis communications framework building on existing City practices; and recommendations for the organizational and staffing model, technology stack, and recurring budget framework necessary to execute the Plan.

Phase 3 — Implementation Roadmap & Final Plan (approximately 6–8 weeks) A multi-year implementation roadmap with prioritized initiatives, timelines, owners, and success metrics; a KPI dashboard framework with baseline data and target performance indicators tied to the FM3 survey; a measurement and evaluation plan including recommendations for a follow-up community survey to assess plan impact; and the final Plan document with a Spanish-language executive summary, all source materials, and an executive presentation suitable for City Council, the Executive Team, and the public.

Deliverables

1. Project work plan and kickoff materials

2. Communications audit report and benchmarking analysis

3. Stakeholder interview and community engagement summary

4. Draft Integrated Strategic Communications Plan for staff and Council review

5. Final Integrated Strategic Communications Plan (English) with Spanish executive summary

6. Multi-year implementation roadmap and KPI dashboard framework

7. Executive presentation to the City Council and Executive Team DISCUSSION:
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The City received ten (10) proposals by the submission deadline. Proposals were submitted by:

1. Tripepi Smith

2. Axiom of Purpose

3. Caplan Communications LLC

4. Strategos Consulting

5. JPW Communications

6. LOMA

7. Raftelis

8. Civi Social

9. Voz Strategies

10. ZO Agency
An evaluation panel consisting of the following members conducted a thorough review of all proposals:
• Ryan Hunt, Director of Communications & Engagement, City of Cathedral City (lead) • Andrew Firestine, City Manager, City of Cathedral City • Mark Muenzer, Director of Community & Economic Development, City of Cathedral City
• Risseth Lora, Chief Communications and Public Affairs Officer, Office of Riverside County Supervisor V. Manuel Perez
• Kate Anderson, Director of Public Relations, Agua Caliente Band of Cahuilla Indians Proposals were evaluated on a 100-point scale consisting of a technical score (85 points) reflecting qualifications, approach, and experience, and a cost score (15 points) allocated proportionally based on proposed price.

Evaluation Results
Rank Firm Technical Cost Total Proposed Price
1 JPW Communications 74.40 10.19 84.59 $73,575
2 Raftelis 68.80 8.72 77.52 $86,000
3 Tripepi Smith 65.80 7.52 73.32 $99,770
4 Voz Strategies 61.20 10.53 71.73 $71,250
5 Axiom of Purpose 60.00 8.93 68.93 $84,000
6 Civi Social 53.40 15.00 68.40 $50,000
7 ZO Agency 59.00 7.86 66.86 $95,440
8 LOMA 52.21 9.38 61.58 $80,000
9 Caplan Communications
LLC

40.00 8.47 48.47 $88,500
10 Strategos Consulting 26.80 7.61 34.41 $98,500
JPW Communications received the highest average score of 84.59 points, finishing 7.07 points ahead of the next-highest proposer. The firm scored highest of all proposers on the technical evaluation (74.40) and was the only proposer to receive consistently strong marks 3 3

from every panelist, with individual total scores ranging narrowly from 80.19 to 87.19 — the tightest score band among all ten submittals.

The panel found that JPW Communications demonstrated superior qualifications in the following areas:
• Strategic communications planning experience with comparable public agencies • Research and community engagement methodology
• Capacity for equitable, multilingual, and underserved-community outreach • Project team, phased implementation approach, and measurement framework JPW Communications also proposed the third-lowest price of the ten submittals at $73,575, delivering the strongest combination of technical merit and value. Of the two lower-priced proposals, neither scored competitively on the technical evaluation.

Negotiated Scope Enhancement
Following selection, staff negotiated one addition to the base proposal. In response to the community's demographic profile and the Plan's emphasis on equitable engagement, JPW Communications will collaborate with Novoa Communications to provide enhanced multicultural outreach and engagement support services at an additional cost of $5,000. This addition strengthens the Plan's capacity to reach Spanish-speaking and historically underrepresented residents during the Phase 1 listening sessions and the Phase 2 channel strategy. The enhancement brings the total agreement amount to $78,575.

FISCAL IMPACT:

The proposed Agreement for Services with JPW Communications is in an amount not to exceed $78,575, consisting of the firm's base proposal of $73,575 and $5,000 for enhanced multicultural outreach and engagement support services. The total is $21,425 below the $100,000 project budget established in the RFP and within the $50,000–$100,000 anticipated range.

The Contractor will invoice the City at the completion of each phase:

Phase Amount
Phase 1 — Discovery, Research & Assessment $35,375
Phase 2 — Strategy Development $18,490
Phase 3 — Implementation Roadmap & Final Plan $19,710
Enhanced multicultural outreach (Novoa Communications) $5,000 Total $78,575
Funding is available within the adopted budget, and no budget amendment is required. Of the total, $63,817.50 will be provided from Councilmember Gordon's district funds, with the remaining $14,757.50 funded from the previously approved general marketing budget in Communications & Events.
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FIVE-YEAR STRATEGIC PLAN:

This action supports Goal F-6: Develop and implement a comprehensive, integrated communications plan and responds directly to City Council direction provided at the Strategic Planning Workshop.

ATTACHMENTS:

1. Agreement for Services — City of Cathedral City and JPW Communications

2. Proposal Scoring Summary

3. Request for Proposals — Citywide Integrated Strategic Communications Plan

4. JPW Communications Proposal
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AGREEMENT FOR SERVICES

BETWEEN

THE CITY OF CATHEDRAL CITY, CALIFORNIA
AND

JPW COMMUNICATIONS

This Agreement for Services (“Agreement”) is entered into as of this 1 day of September, 20 26)(“Effective Date”) by and between the City of Cathedral City , a municipal corporation (“City”), organized under the laws of the State of California, with its principal place of business at 68700 Avenida Lalo Guerrero, Cathedral City, California, 92234 and JPW Communications, a Corporation, with its principal place of business at 2710 Loker Avenue W, Suite 300, Carlsbad, CA 92010 (“Contractor”). City and Contractor are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.”

RECITALS
A. City has sought, by request for proposals, the performance of the services defined and described particularly in Section 2 of this Agreement.

B. Contractor, following submission of a proposal, for the performance of the services defined and described particularly in Section 2 of this Agreement, was selected by the City to perform those services.

C. Contractor represents that it is experienced in providing integrated strategic communication plan services to public clients, is licensed in the State of California, and is familiar with the plans of City.

D. The Parties desire to formalize the selection of Contractor for performance of those services defined and described particularly in Section 2 of this Agreement and desire that the terms of that performance be as particularly defined and described herein.

OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by the Parties and contained here and other consideration, the value and adequacy of which are hereby acknowledged, the Parties agree as follows:

SECTION 1. TERM OF AGREEMENT.
, The Term of this Agreement is 6 months, commencing on the Effective Date (“Term”) unless earlier terminated as provided in Section 20 “Termination of Agreement”.

Contractor shall complete the Services within the Term of this Agreement and shall meet any other established schedules and deadlines. The City shall have the unilateral option, at its sole discretion, to renew this Agreement automatically for no more than 6 months.

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SECTION 2. SCOPE OF SERVICES & SCHEDULE OF PERFORMANCE.

Contractor agrees to perform the services set forth in Exhibit “A” “Scope of Services” (hereinafter, the “Services”) and made a part of this Agreement by this reference. The Services shall be completed pursuant to the schedule specified in Exhibit “A.” Should the Services not be completed pursuant to that schedule, the Contractor shall be deemed to be in Default of this Agreement. The City, in its sole discretion, may choose not to enforce the Default provisions of this Agreement and may instead allow Contractor to continue performing the Services.

SECTION 3. ADDITIONAL SERVICES.

Contractor shall not be compensated for any work rendered in connection with its performance of this Agreement that are in addition to or outside of the Services unless such additional services are authorized in advance and in writing in accordance with Section 26 “ Administration and Implementation” or Section 28 “Amendment” of this Agreement. If and when such additional work is authorized, such additional work shall be deemed to be part of the Services.

SECTION 4. COMPENSATION AND METHOD OF PAYMENT.
(a) Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amounts specified in Exhibit “B” “Compensation” and made a part of this Agreement by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed seventy-eight thousand, five hundred seventy -five dollars ($78,575), unless additional comp ensation is approved in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement.
(b) Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and subcontractor contracts. Subcontractor charges shall be detailed by the following categories: labor, travel, materials, equipment and supplies. If the compensation set forth in subsection (a) and Exhibit “B” include payment of labor on an hourly basis (as opposed to labor and materials being paid as a lump sum), the labor category in each invoice shall include detailed descriptions of task performed and the amount of time incurred for or allocated to that task. City shall independently review each invoice submitted by the Contractor to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. In the event that no charges or expenses are disputed, the invoice shall be approved and pa id according to the terms set forth in subsection (c). In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Contractor for correction and resubmission.
(c) Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, City will use its best efforts to cause Contractor to be paid within thirty (30) days of receipt of Contractor’s correct and undisputed invoice. 7 7

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(d) Payment to Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor.

SECTION 5. INSPECTION AND FINAL ACCEPTANCE.

City may inspect and accept or reject any of Contractor’s work under this Agreement, either during performance or when completed. City shall reject or finally accept Contractor’s work within sixty (60) days after submitted to City. City shall reject work by a timely written explanation . City’s acceptance shall be conclusive as to such work except with respect to latent defects, fraud and such gross mistakes as amount to fraud. Acceptance of any of Contractor’s work by City shall not constitute a waiver of any of the provisions of this Agreement including, but not limited to, Section 16 “Indemnification” and Section 17 “Insurance.”
SECTION 6. OWNERSHIP OF DOCUMENTS AND MATERIALS ; EXCEPTIONS; WARRANTY.
(a) Documents and Data. All specifications, original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Contractor in the course of providing the Services pursuant to this Agreement (“documents and m aterials”) shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such documents and materials . (b) If and to the extent that City utilizes for any purpose not related to this Agreement any documents and m aterials pursuant to this Agreement, Contractor’s guarantees and warranties in Section 9 “Standard of Performance” of this Agreement shall not extend to such use of the documents and materials. (c) All final work product developed by Contractor in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such final work product if paid for by the City. This provision specifically excludes Contractors’ work notes and drafts, which are owned by Contractor, not City.
(d) Contractor warrants that all Materials it drafts and completes pursuant to this Agreement constitutes original work. Specifically, Contractor understands and agrees that use of artificial intelligence (AI) tools including, without limitation, ChatGPT, Microsoft’s Bing Chat, Google’s Bard, and Meta’s LLAMA (Large Language Model Meta AI), in the performance of this Agreement does not constitute an original work, i.e., submitting Materials generated by such AI tools to City and representing it as Contractor’s original work constitutes a material breach of thi s Agreement, constitutes a false claim, and may also violate applicable intellectual property right laws including, without limitation, United States Copyright Law. Accordingly, and notwithstanding any other 8 8

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provision of this Agreement as to ownership, City specifically rejects ownership of such Materials. Contractor is required to indemnify and defend City to the fullest extent allowed by applicable law should it violate this Section.

SECTION 7. CONTRACTOR'S BOOKS AND RECORDS.
(a) Contractor shall maintain any and all documents and records demonstrating or relating to Contractor’s performance of the Services. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to the Services, including expenditures and disbursements charged to City pursuant to this Agreement. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services provided by Contractor pursuant to this Agreement. Any and all such documents or records shall be maintained for three (3) years from the date of execution of this Agreement and to the extent required by laws relating to audits of public agencies and their expenditures. In accordance with California Government Code Section 8546.7, if the total compensation in Section 4 exceeds ten thousand dollars ($10,000.00), this Agreement and the Contractor's books and records related to this Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.
(b) Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Contractor’s addre ss indicated for receipt of notices in this Agreement.
(c) Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or discarded due to dissolution or termination of Contractor’s business, City may, by written request, require that custody of such documents or records be given to the City. Access to such documents and records shall be granted to City, as well as to its successors -in-interest and authorized representatives.

SECTION 8. INDEPENDENT CONTRACTOR.
(a) Contractor is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Contractor shall have no authority to bind City in any manner, nor to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise.
(b) The personnel performing the Services under this Agreement on behalf of Contractor shall at all times be under Contractor’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, 9 9

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shall have control over the conduct of Contractor or any of Contractor’s personnel.

Contractor shall not at any time or in any manner represent that Contractor or any of Contractor’s personnel are in any manner officials, officers, or employees of City. (c) Neither Contractor, nor any of Contractor’s personnel shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Contractor expressly waives any claim Contractor, its officers, employees, agents or subcontractors, may have to any such rights. Contractor’s indemnity obligations in Section 16 “Indemnification” of this Agreement include the obligation to indemnify the City from and against any liability that may arise related to claims that Contractor, its officers, employees, agents or subcontr actors, are entitled to retirement, health care or any other benefits that accrue to City employees. This provision shall survive the expiration or earlier termination of this Agreement.

SECTION 9. STANDARD OF PERFORMANCE.
(a) Contractor represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the Services required under this Agreement in a thorough, competent and professional manner. Contractor shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all Services. In meeting its obligations under this Agreement, Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to the Services required of Contractor under this Agreement. In addition to the general standards of performance set forth this section, additional specific standards of performance and performance criteria may be set forth in Exhibit “A” “Scope of Work” that shall also be applicable to Contractor’s work under this Agreement. Where there is a conflict between a general and a specific standard of performance or performance criteria, the specific standard or criteria shall prevail over the general. (b) Contractor warrants that (1) it has thoroughly investigated and considered the work to be performed, (2) it has investigated the issues, regarding the scope of services to be provided, (3) it has carefully considered how the work should be performed, and (4) it fully understands the facilities, difficulties and restrictions attending performance of the work under this Agreement.
(c) Contractor shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Contractor’s failure to comply with the standard of care provided for herein. Contractor shall at all times enforce strict discipline and good order among its employees. Any employee who is determined by the City to be uncooperative, incompetent, a threat to the safety of persons or the Services, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Services to be performed by the Contractor and shall not be re - employed on the Services.

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SECTION 10. COMPLIANCE WITH APPLICABLE LAWS; PERMITS AND LICENSES.

Contractor shall keep itself informed of and comply with all applicable federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the Term of this Agreement. Contractor shall obtain any and all licenses, permits and authorizations necessary to perform the Services set forth in this Agreement andsuch licenses, permits and approvals shall be maintained throughout the Term of this Agreement. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall be liable, at law or in equity, as a result of any failure of Contractor to comply with this section.

SECTION 11. PREVAILING WAGE LAWS

Contractor is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on “public works” and “maintenance” projects.

It is the understanding of City and Contractor that the Prevailing Wage Laws may not apply to this Agreement because the Agreement does not involve any services subject to prevailing wage rates pursuant to the California Labor Code or regulations promulgated thereunder: Construction, alteration, demolition, installation, or repair work performed on public buildings, facilities, streets or sewers done under contract and paid for in whole or in part out of public funds. In this context, “construction” includes work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work . Contractor shall defend, indemnify, and hold City, its elected officials, officers, employees and agents free and harml ess from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

SECTION 12. NONDISCRIMINATION.

Contractor shall not discriminate, in any way, against any person on the basis of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status in connection with or related to the performance of this Agreement.

SECTION 13. UNAUTHORIZED ALIENS.

Contractor hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. §§ 1101, et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Contractor so employ such unauthorized aliens for the performance of the Services, and should the any liability or sanctions be imposed against City for such use of unauthorized aliens, Contractor hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorneys' fees, incurred by City.
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SECTION 14. CONFLICTS OF INTEREST.
(a) Contractor covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Contractor’s performance of the Services. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager. Contractor agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement. (b) City understands and acknowledges that Contractor is, as of the date of execution of this Agreement, independently involved in the performance of non -related services for other governmental agencies and private parties. Contractor is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section. (c) City understands and acknowledges that Contractor will perform non - related services for other governmental agencies and private Parties following the completion of the Services under this Agreement. Any such future service shall not be considered a conflict of interest for purposes of this section. (d) City may determine that Contractor must disclose its financial interests by completing and filing a Fair Political Practices Commission Form 700, Statement of Economic Interests. If such a determination is made, Contractor shall file the subject Form 700 with the City Clerk’s Office pursuant to the written instructions provided by the Office of the City Clerk within ten (10) days of the request.

SECTION 15. CONFIDENTIAL INFORMATION; RELEASE OF INFORMATION. (a) All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor. Contractor shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law. Contractor shall not use City’s name or insignia, photographs, or any publicity pertaining to the Services in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City. (b) Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, resp onse to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be 12 12

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considered "voluntary" provided Contractor gives City notice of such court order or subpoena.
(c) If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this Agreement, then City shall have the right to reim bursement and indemnity from Contractor for any damages, costs and fees, including attorney's fees, caused by or incurred as a result of Contractor’s conduct.

Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors, be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admiss ions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. Contractor shall not be held criminally or civilly liable under any Federal or State trade secret law for the disclosure of a trade secret that is made in confidence to a Federal, State, or local government official or to an attorney solely for the purpose of reporting or investigating a suspected violation of law or for the disclosure of a trade secret that is made in a complaint or other document filed in a lawsuit or other proceeding, if such filing is made under seal.

SECTION 16. INDEMNIFICATION.
(a) Indemnification for Professional Liability. Where the law establishes a professional standard of care for Contractor’s services, to the fullest extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees, volunteers and agents (“Indemnified Parties”) from and against any and all liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys ’ fees and costs, court costs, interest, defense costs, and expert witness fees) that arise out of, are a consequence of, or are in any way attributable to, in whole or in part, any negligent or wrongful act, error or omission of Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to off icers, agents, employees or subcontractors of Contractor, in the performance of professional services under this Agreement. Notwithstanding the foregoing, to the exten t that the Contractor’s services are subject to California Civil Code Section 2782.8, the above indemnity, including the cost to defend, shall be limited to the extent required by Civil Code Section 2782.8. (b) Indemnification for Other than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City, and any and all of its employees, officials, volunteers and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory 13 13

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proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or subcontractors of Contractor. (c) Indemnification from Subcontractors. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Contractor fails to obtain such indemnity obligations from others as required herein, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Contractor and shall survive the termination of this Agreement or this section.
(d) City’s Negligence . The provisions of this section do not apply to claims occurring as a result of City’s sole negligence. The provisions of this section shall not release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officials, employees and agents.

SECTION 17. INSURANCE.

Contractor agrees to obtain and maintain in full force and effect during the Term of this Agreement the insurance policies set forth in Exhibit “C” “Insurance” and made a part of this Agreement. All insurance policies shall be subject to approval by City as to form and content. These requirements are subject to amendment or waiver if so approved in writing by the City Manager. Contractor agrees to provide City with copies of required policies upon request.

SECTION 18. ASSIGNMENT.

The expertise and experience of Contractor are material considerations for this Agreement. City has an interest in the qualifications and capability of the persons and entities who will fulfill the duties and obligations imposed upon Contractor under this Agreement. In recognition of that interest, Contractor shall not assign or transfer this Agreement or any portion of this Agreement or the performance of any of Contractor’s duties or obligations under this Agreement without the prior written consent of the City.

Any attempted assignment shall be ineffective, null and void, and shall constitute a material breach of this Agreement entitling City to any and all remedies at law or in equity, including termination of this Agreement pursuant to Section 20 “Te rmination of Agreement.” City acknowledges, however, that Contractor, in the performance of its duties pursuant to this Agreement, may utilize subcontractors.

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SECTION 19. CONTINUITY OF PERSONNEL.

Contractor shall make every reasonable effort to maintain the stability and continuity of Contractor’s staff and sub contractors, if any, assigned to perform the Services. Contractor shall notify City of any changes in Contractor’s staff and subcontractors, if any, assigned to perform the Services prior to and during any such performance. If City does not agree to the substitution of key personnel , City shall be entitled to terminate this Agreement for cause.

SECTION 20. TERMINATION OF AGREEMENT.
(a) City may terminate this Agreement, with or without cause, at any time by giving thirty (30) days written notice of termination to Contractor. In the event such notice is given, Contractor shall cease immediately all work in progress. (b) If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor, or City may terminate this Agreement immediately upon written notice. (c) Upon termination of this Agreement by either Contractor or City, all property belonging exclusively to City which is in Contractor’s possession shall be returned to City.

Contractor shall furnish to City a final invoice for work performed and expenses incurred by Contractor, prepared as set forth in Section 4 “Compensation and Method of Payment” of this Agreement. This final invoice shall be reviewed and paid in the same manner as set forth in Section 4 “Compensation and Method of Payment” of this Agreement.

SECTION 21. DEFAULT.

In the event that Contractor is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Contractor for any work performed after the date of default. Instead, the City may give notice to Contractor of the default and the reasons for the default. The notice shall include the timeframe in which Contractor may cure the default. This timeframe is presumptively thirty (30) days, but may be extended if circumstances warrant , however, the timeframe ma y also be shortened if the default results in a safety issue or imminent threat to City employees or the public in the sole discretion of the City. During the period of time that Contractor is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period o f default. If Contractor does not cure the default, the City may take necessary steps to terminate this Agreement under Section 20 “Termination of Agreement.” Any failure on the part of the City to give notice of the Contractor’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.

SECTION 22. EXCUSABLE DELAYS.

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enemy, acts of federal, state or local governments, acts of City, court orders, fires, floods, epidemics, strikes, embargoes, and unusually severe weather. The term and price of this Agreement shall be equitably adjusted for any delays due to such causes.

SECTION 23. COOPERATION BY CITY.

All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the Services shall be furnished to Contractor in every reasonable way to facilitate, without undue delay, the Services to be performed under this Agreement.

SECTION 24. NOTICES.

All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, or sent by certified mail, postage prepaid and return receipt requested, addressed as follows:

To City: City of Cathedral City
Attn: Ryan Hunt
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Email: [email protected]
To Contractor: JPW Communications
2710 Loker Avenue W, Suite 300
Carlsbad, CA 92010
ATTN: Jenny Windle
TITLE: President
Email: [email protected]

Notice may also be sent by email. Notice shall be deemed effective on the date personally delivered or, if mailed, three (3) days after deposit of the same in the custody of the United States Postal Service. If sent by email, notice shall be deemed effective on the date sent. Notice sent by email must be confirmed within forty -eight (48) hours by letter mailed or delivered. Other forms of electronic transmission such as text messages and instant messages are not acceptable manners of notice required hereunder.

SECTION 25. AUTHORITY TO EXECUTE.

Each of the signatories hereto represents and warrants that he or she is competent and authorized to enter into this Agreement on behalf of the Party for whom he or she purports to sign. Each Party hereto agrees to defend, indemnify, and hold harmless the other Parties hereto against all claims, suits, actions, and demands, including necessary expenses of investigation and reasonable attorneys' fees and costs, arising out of claims that its signatory was not competent or so authorized to execute this Agreement. 16 16

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SECTION 26. ADMINISTRATION AND IMPLEMENTATION.

This Agreement shall be administered and executed by the City Manager or his or her designated representative. The City Manager shall have the authority to issue interpretations and to make amendments to this Agreement, including amendments that commit additional funds, consistent with Section 28 “Amendment” and the City Manager’s contracting authority under the City of Cathedral City Municipal Code and its adopted policies and procedures.

SECTION 27. BINDING EFFECT.

This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the Parties.

SECTION 28. AMENDMENT.

No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Contractor and by the City. The City Manager shall have the authority to approve any amendment to this Agreement if it does not exceed the amount that may be approved administratively pursuant to the City Municipal Code. The Parties agree that the requirement for written modifications cannot be waived and that any attempted waiver shall be void. The City’s City Manager may, but is not required to, make minor amendments not affecting substantive terms without further authorization from the City Council. The City Council hereby authorizes the City Manager to execute any such amendments as required by this Agreement or that do not otherwise reduce City’s rights under this Agreement. All other amendments shall be approved by the City Council.

SECTION 29. WAIVER.

Waiver by any Party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any Party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision nor a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work by Contractor shall not constitute a waiver of any of the provisions of this Agreement.

SECTION 30. LAW TO GOVERN; VENUE.

This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the Parties, venue in state trial courts shall lie exclusively in the County of Riverside, California. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in Riverside.

SECTION 31. ATTORNEYS FEES, COSTS AND EXPENSES.

In the event litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing Party in such litigation or other proceeding 17 17

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shall be entitled to an award of reasonable attorney's fees, costs and expenses, in addition to any other relief to which it may be entitled.

SECTION 32. ENTIRE AGREEMENT.

This Agreement, including the attached Exhibits "A" through "C", is the entire, complete, final and exclusive expression of the Parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or wri tten, or entered into between Contractor and City prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written, made by any Party which are not embodied herein shall be valid and binding.

SECTION 33. SEVERABILITY.

If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).

SECTION 34. ELECTRONIC SIGNATURE
The Parties agree that, in accordance with the City’s Electronic Signature Use Policy, adopted on August 10, 2023, and as amended thereafter, the Parties may use electronic signatures to execute this Agreement. Any use of electronic signatures to execute this Agreement shall comply with the City’s Electronic Signature Use Policy, and such signatures shall have the same force and effect as if this Agreement were executed by hand. Contractor acknowledges that it has had an opportunity to request and review the City’s Electronic Signature Use Policy, and Contractor agrees to comply with the Electronic Signature Use Policy. Contractor agrees to indemnify, defend, and hold the City harmless from any claim, damage, or liability associated with transmitting an electronic signature or an electronically signed record by electronic transmission.

SECTION 35. CONFLICTING TERMS.

Except as otherwise stated herein, if the terms of this Agreement conflict with the terms of any Exhibit hereto, or with the terms of any document incorporated by reference into this Agreement, the terms of this Agreement shall control.

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virus. C ontractor shall begin remediation immediately. C ontractor shall provide daily updates, or more frequently if required by City, regarding findings and actions performed by Contractor until the Data Breach or Security Incident has been effectively resolved to City’s satisfaction. Contractor shall conduct a n investigation of the Data Breach or Security Incident and shall share the report of the investigation with C ity. At C ity’s sole discretion, City and its authorized agents shall have the right to le ad or participate in the investigation. Contractor shall cooperate fully with City, its agents and law enforcement. b) If City is subject to liability for any Data Breach or Security Incident, then Contractor shall fully indemnify and hold harmless City and defend against any resulting actions.

SECTION 37. LIQUIDATED DAMAGES.

If Contractor fails to complete the Work within the time for performance, Contractor shall pay to the City, as liquidated damages and not as a penalty, the sum of one hundred Dollars ($100) for each calendar day after the expiration of the deadline for performance per area that the work remains incomplete. The City and Contractor agree that in the event that the work is not completed by the deadline for performance, the City’s damages would be extremely difficult or impracticable to determine and therefore the City and Contractor agree that the amount stated herein is a reasonable estimate of the amount of such damages. The City may deduct any liquidated damages owed to the City, as determined by the City, from any payments otherwise payable to Contractor under this Agreement. Nothing contained herein shall limit the City’s rights or remedies against Contractor for any default other than failure to complete the work by the applicable deadline.

SECTION 38. SAM.GOV CHECK.

This Agreement is governed by 2 CFR 200 Appendix II (H) of the Contract Provisions for Non -Federal Contracts Under Federal Awards: “Debarment and Suspension (Executive Orders 12549 and 12689) —A contract award (see 2 CFR 180.220) must not be made to parties listed on the governmentwide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 CFR 180 that implement Executive Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as pa rties declared ineligible under statutory or regulatory authority other than Executive Order 12549.”

IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first-above written.
[SIGNATURES ON FOLLOWING PAGE]

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CITY OF CATHEDRAL CITY
___________________________
___________________________
Andrew Firestine
City Manager
ATTEST:
___________________________
___________________________
Christina Burton
City Clerk

APPROVED AS TO FORM
_______________________________
Eric S. Vail
City Attorney
[CONTRACTOR NAME]
____
Jenny Windle
Founder and President

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EXHIBIT "A"

SCOPE OF SERVICES

Contractor shall perform the following scope of services.

Phase 1: Discovery, Research & Assessment (approximately 6-8 weeks)

• Conduct a communications audit of all City departments, reviewing current strategies, channels, content, brand standards, and staff capacity. • Review and synthesize existing City research, including the FM3 community survey, FlashVote scientific surveys on resident communication preferences, the Five-Year Strategic Plan, departmental work plans, and prior City communications efforts.
• Conduct stakeholder interviews with the City Manager, Department Heads, the Director of Communications & Engagement, all five Councilmembers, and key external partners (e.g., Visit Greater Palm Springs, El Informador, Poderosos Latinos, KGAY/Gay Desert Guide, CiviSocial).
• Facilitate focus groups and/or community listening sessions with priority audience segments, including Spanish-speaking residents, LGBTQ+ residents, business owners, seniors, and youth.
• Benchmark Cathedral City's communications operation against comparable Coachella Valley and California cities (e.g., Palm Desert, Palm Springs, Indio, La Quinta, Rancho Mirage).

Phase 2: Strategy Development (approximately 6-8 weeks)

• Draft a citywide communications vision, mission, brand voice, and guiding principles.
• Define priority audiences, including underserved and historically underrepresented communities, and develop tailored engagement strategies for each.
• Develop key message frameworks and narrative architecture for the City overall and for each major department.
• Recommend a channel strategy across earned, owned, paid, and social media - including Spanish-language and LGBTQ+-targeted media partnerships. • Recommend a crisis communications framework and protocol that builds on existing City practices (e.g., experience leading communications during Tropical Storm Hilary and active federal litigation matters).
• Recommend an organizational and staffing model, technology stack, and recurring budget framework necessary to execute the Plan.

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Phase 3: Implementation Roadmap & Final Plan (approximately 6-8 weeks)

• Deliver a multi-year implementation roadmap with prioritized initiatives, timelines, owners, and success metrics.
• Develop a KPI dashboard framework with baseline data and target performance indicators tied to the FM3 survey and other measurable outcomes. • Provide a measurement and evaluation plan, including recommendations for a follow-up community survey to assess plan impact.
• Deliver final Plan document (English and Spanish executive summary), all source materials, and an executive presentation suitable for City Council, the Executive Team, and the public.

Deliverables

1. Project work plan and kickoff materials

2. Communications audit report and benchmarking analysis

3. Stakeholder interview and community engagement summary

4. Draft Integrated Strategic Communications Plan for staff and Council review

5. Final Integrated Strategic Communications Plan (English) with Spanish executive summary

6. Multi-year implementation roadmap and KPI dashboard framework

7. Executive presentation to the City Council and Executive Team

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EXHIBIT "B"

COMPENSATION

City will pay contractor the not to exceed amount of seventy-eight thousand, five hundred seventy-five dollars ($78,575), unless additional compensation is approved in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement. Contractor will bill City at the completion of each phase.

• Phase 1: $35,375
• Phase 2: $18,490
• Phase 3: $19,710
• Enhanced multiculture outreach and engagement support services in Collaboration with Novoa Communications: $5,000
o Subcontractor’s cost will be reimbursed at actual cost, plus twenty percent (20%) administrative markup, not to exceed five thousand dollars ($5,000)

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EXHIBIT "C"

INSURANCE

A. Insurance Requirements. Contractor shall provide and maintain insurance, acceptable to the City, in full force and effect throughout the term of this Agreement, against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the S ervices by Contractor, its agents, representatives or employees. Insurance is to be placed with insurers with a current A.M.

Best's rating of no less than A: VII.

Contractor shall provide the following scope and limits of insurance:

1. Minimum Scope of Insurance . Coverage shall be at least as broad as:

(1) Commercial General Liability. Insurance Services Office form Commercial General Liability coverage (Occurrence Form CG 0001).

(2) Automobile. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, including code 1 "any auto" and endorsement CA 0025, or equivalent forms subject to the written approval of the City.

(3) Workers’ Compensation. Workers' Compensation insurance as required by the Labor Code of State of California covering all persons providing Services on behalf of the Contractor and all risks to such persons under this Agreement.

(4) Professional Liability . Professional liability insurance appropriate to the Contractor’s profession. This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to Services performed under this Agreement. The insurance must be maintained for at least three (3) consecutive years following the completion of Contractor’s services or the termination of this Agreement. During this additional three (3) year period, Contractor shall annually and upon request of the City submit written evidence of this continuous coverage.

2. Minimum Limits of Insurance . Contractor shall maintain limits of insurance no less than:

(1) Commercial General Liability. Not less than $1,000,000 per occurrence and no less than $2,000,000 general aggregate for bodily injury, personal injury and property damage.

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(2) Automobile. $1,000,000 per accident for bodily injury and property damage. A combined single limit policy with aggregate limits in an amount of not less than $2,000,000 shall be considered equivalent to the said required minimum limits set forth above. (1) a Personal Automobile Liability policy for the Contractor’s own vehicle stipulating “Automobile Liability Insurance with a limit of not less than $1,000,000 each accident”; or (2) a non-owned auto endorsement to the Commercial General Liability policy if Contractor uses vehicles of others e.g., vehicles of employees).

(3) Workers' Compensation. Workers' Compensation as required by the Labor Code of the State of California of not less than $1,000,000 per occurrence.

If Contractor has no employees or agents, Contractor shall not be required to maintain Workers’ Compensation Insurance. However, in the event that Contractor hires employees or agents during the Term of this Agreement, Contractor shall obtain and maintain Workers’ Compensation Insurance in accordance with this section.

(4) Professional Liability. $1,000,000 per occurrence.

B. Other Provisions . Insurance policies required by this Agreement shall contain the following provisions:

1. All Policies. Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be suspended, voided, cancelled by the insurer or either Party to this Agreement, reduced in coverage or in limits except after 30 days' prior written no tice by certified mail, return receipt requested, has been given to City.

2. Commercial General Liability and Automobile Liability Coverages.

(1) City, and its respective elected and appointed officers, officials, and employees and volunteers are to be covered as additional insureds as respects: liability arising out of activities Contractor performs; products and completed operations of Contractor; premises owned, occupied or used by Contractor; or automobiles owned, leased, hired or borrowed by Contractor. The coverage shall contain no special limitations on the scope of protection afforded to City, and their respective elected and appointed officers, officials, or employees.

(2) Contractor’s insurance coverage shall be primary insurance with respect to City, and its respective elected and appointed, its officers, officials, employees and volunteers. Any insurance or self -insurance maintained by City, and its respective elected and appointed officers, officials, employees or volunteers, shall apply in excess of, and not contribute with, Contractor’s insurance.

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(3) Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

(4) Any failure to comply with the reporting or other provisions of the insurance policies, including breaches of warranties, shall not affect coverage provided to City, and its respective elected and appointed officers, officials, employees or volunteers.

3. Workers' Compensation Coverage . Unless the City Manager otherwise agrees in writing, the insurer shall agree to waive all rights of subrogation against City, and its respective elected and appointed officers, officials, employees and agents for losses arising from work performed by Contractor.

C. Other Requirements. Contractor agrees to deposit with City, at or before the effective date of this Agreement, certificates of insurance necessary to satisfy City that the insurance provisions of this contract have been complied with. The City may require that Contractor furnish City with copies of original endorsements effecting coverage required by this Exhibit “C”. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. City reserves the right to inspect complete, certified copies of all required insurance policies, at any time.

1. Contractor shall furnish certificates and endorsements from each subcontractor identical to those Contractor provides.

2. Any deductibles or self -insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self -insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers, or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration, defense expenses and claims.

3. The procuring of such required policy or policies of insurance shall not be construed to limit Contractor’s liability hereunder nor to fulfill the indemnification provisions and requirements of this Agreement.

26 26

City of Cathedral City
Integrated Strategic Communications Plan

Respectfully submitted: June 24, 2026
27 27

2 City of Cathedral City
A TTN: Patrick Bumstead, Financial Analyst II
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Dear Mr. Bumstead:

Thank you for the opportunity to submit a proposal to develop Cathedral City’s Integrated Strategic Communications Plan. At JPW Communications, we believe communication is most effective when it is aligned with operational goals, grounded in research and reflective of the unique communities it serves. Cathedral City’s commitment to developing a citywide communications roadmap comes at an important moment. As one of the Coachella Valley’s most diverse and dynamic communities, Cathedral City has an opportunity to strengthen awareness of City services, build greater understanding of Council priorities and create a unified communications approach that serves residents, businesses, visitors and stakeholders alike.

We were particularly encouraged to see the City’s emphasis on closing documented knowledge gaps, strengthening multilingual engagement and creating a communications framework that supports every department. These priorities align closely with the work JPW has delivered for cities and public agencies throughout California, including strategic communications plans for the cities of Glendora, San Marcos, Tustin and Encinitas, as well as regional initiatives such as Merced County Workforce Development Board and Innovate78.

Our approach combines research, stakeholder engagement, organizational assessment and implementation planning to create strategies that are actionable, measurable and sustainable. Through our proprietary Fingerprint Framework, we identify the unique characteristics, perceptions and priorities that shape how communication is received within a community. This allows us to develop recommendations that reflect Cathedral City’s cultural diversity, organizational realities and long-term goals.

We understand that the City is seeking more than a communications plan. Y ou are seeking a practical roadmap that aligns departments, improves coordination, builds trust and equips staff with the tools needed to communicate consistently and effectively for years to come. That is precisely the type of work JPW is known for.

Thank you for your consideration. We would welcome the opportunity to partner with Cathedral City and help create a communications strategy that informs, engages and inspires your community.

Sincerely,

Jenny Windle, Founder and President
Nice to meet you.

COVER LETTER
28 28

3 Alone we can do so little; together,
we can do so much.“
— Helen Keller
Partnership starts here.

Cathedral City has already done the
important work of listening. Through
community research, the City has identified
opportunities to strengthen awareness,
engagement and understanding of the
services, programs and decisions that shape
residents’ daily lives.

The next step is turning those insights into
action.

At JPW , we help public agencies align
communications with organizational goals,
connect more effectively with diverse
audiences and create practical strategies
that can be implemented long after the
planning process is complete.

Together, we will develop a communications
roadmap that reflects Cathedral City’s
unique community, strengthens trust and
provides a clear path forward for every
department.
29 29

4 ABOUT US
JPW was born from the need for a communications firm that offers the rare combination of exceptional service, creative ideas and strategic solutions that can only come from firsthand service in the public sector. We serve government enthusiastically, and that means that we understand the challenges you face, why they matter, and how to solve them.

OUR HISTORY
JPW was founded in 2015 by long-time government
communicator Jenny Windle, and we are a team of experts who provide award-winning services for government agencies.

Together, we bring 125+ years of collective experience working inside and alongside cities, counties, states and special districts.

We do this because we believe that public agencies deserve the very best in communication services.

THE JPW EXPERIENCE
We balance big ideas with practical applications designed just for government, and the result is strategic communication that actually works.

OUR VISION
To inspire thriving communities through collaboration and shared understanding.

A staff born from
government, for
government

2. FIRM PROFILE
4 OUR CERTIFICA TIONS
We are a proudly woman-owned organization and certified Small/ Micro Business Enterprise.

VIDEO: MEET JPW
Hear our founding
story and learn what
makes JPW different
from other firms.

CLICK OR SCAN TO W A TCH

OUR LOCA TIONS AND BUSINESS TYPE
JPW is a California corporation headquartered in Carlsbad, CA. 30 30

5 JPW Communications is a California-based strategic
communications agency specializing in public agencies, cities, counties, special districts and mission-driven organizations. Our team of 11 combines expertise in strategic planning, community engagement, public affairs, branding, media relations, digital communications and design to help agencies communicate more effectively with the communities they serve. We also have extensive experience operating within the requirements of the Brown Act, California Public Records Act, public procurement regulations and government communication’s ethics standards.

Our expertise
Why we’re different
Co-ownership of outcomes
What sets us apart is our ability to combine strategic thinking with practical execution. We do not create plans that sit on a shelf— we create actionable roadmaps that help organizations align communications with operational priorities, strengthen stakeholder relationships and build lasting public trust. Our work is grounded in research, shaped by community and stakeholder input and designed to support real-world implementation.

For Cathedral City, that means developing more than a
communications plan. It means creating a framework that aligns departments around a shared vision, strengthens engagement with diverse audiences, closes documented awareness gaps and provides staff with the tools needed to communicate consistently and effectively. Through a combination of communications auditing, stakeholder engagement, benchmarking and strategic planning, we will develop recommendations that are tailored to Cathedral City’s unique community, organizational structure and long-term goals.

We understand that this initiative is an investment of public resources, and we believe the final plan should deliver value well beyond the completion of the project. Our commitment is to serve as a strategic partner throughout the process, creating a practical, implementation-ready roadmap that strengthens the City’s communications capacity, supports informed decision-making and helps Cathedral City connect more meaningfully with the people it dutifully serves.

2. FIRM PROFILE
31 31

6 Full service,
and at your
service
Team JPW has the strategists, writers, certified
community engagement experts, marketers
and project managers that the City of Cathedral
City needs to communicate the value of your
services and engage the community you
serve. We are also proud to note that Susanne
Bankhead, our senior vice president and
partner, is one of only three certified public
participation professionals in California.

Coupled with our in-house design team
that includes videography and photography
offerings, we are truly a full-service agency.

STRA TEGIC COMMUNICA TIONS COMMUNITY OUTREACH
Planning and research
Crisis management
Target audience segmentation
Message and persona development
SWOT analysis
Competitive landscape analysis
Community surveys, focus groups/interviews
Communications, materials
and branding audit
Outreach process design
Community engagement strategies
Public meeting design and implementation
Meeting facilitation
Construction marketing and outreach
Surveys, stakeholder interviews,
focus groups
Multicultural outreach
Pop-up outreach events

MARKETING & CAMPAIGNS MEDIA
Campaign research, planning
and implementation
Branding and graphic design
Behavior change campaigns
Persona creation
Paid media ad planning
Social media campaigns
Video production and photography
Media and public relations
Social media campaigns
Social media planning
Social media graphic design
Public relations
Press release writing
Media relations
Media lists
Media pitching
Copywriting

PUBLIC PARTICIPA TION CREA TIVE
Outreach strategy planning
Public meeting design and implementation
Meeting facilitation
Prop 218 outreach
Construction marketing and outreach
Survey development; stakeholder interviews;
focus groups

NEPA, CEQA
Graphic design
Branding and rebranding
Logo design
Videography
Photography
Social media design
Newsletter template design
Style guides
Interactive digital toolkits
32 32

7 3. Project team
One of JPW’s biggest differentiators is our
people. We are a specially curated group of
government communicators who deeply
understand the nuances of working in the
public space. We have hand-selected the
following team to work with your agency
based on their direct experience and
acumen. Our team is designed to scale as
needed.

PROJECT TEAM
Jenny Windle
President and Principal in Charge
Strategic counsel and project oversight
Susanne Bankhead
Senior Vice President and Partner
Community engagement planning
Baylee Cunniff
Sr. Manager
Project manager
Molly Schellenger
Art Director
Creative direction and design (if needed)
Natalia Speedon
Specialist
Project support
Liana Letsos
Coordinator
Project support
33 33

8 We never know where the process
will take us.“
Jenny Windle is the founder and CEO of JPW
Communications, a California-based agency
redefining how local governments connect
with their communities. Since launching JPW
in 2015, Jenny has transformed the firm from
a one-woman startup into one of the state’s
most trusted and creative public outreach
partners known for blending strategic rigor
with human-centered storytelling.

Before founding JPW , Jenny spent nearly two
decades inside local government, leading
award-winning communications programs
for three California cities and the Port of San
Diego. That experience shaped her belief that
public agencies deserve the same caliber of
creativity and strategy as the private sector,
and that continues to anchor JPW’s mission.

Now in its tenth year, JPW is building toward
a bold vision: to become California’s premier
government communications company. Under
Jenny’s leadership, the team continues to
elevate public sector storytelling, proving that
government communications can be both
inspired and impactful.

EDUCA TION
Cal State University, Northridge
Master’s in Public Administration
Western Washington University
Bachelor of Arts in Communications
California State University, Fresno
Certificate in Economic Development

JENNY WINDLE

PRESIDENT
Project
experience

BRANDING
California Association of Public
Information Officials (CAPIO), City
of Glendora, City of Lake Forest, City
of San Marcos, Government Training
Agency, M2C, Inc., Western Water

ECONOMIC DEVELOPMENT
City of Carlsbad, City of Palmdale,
City of Riverside, City of San Diego,
City of San Marcos, City of Vista,
County of Merced, Innovate78, Port
of San Diego, North Valley THRIVE

MARKETING CAMPAIGNS
County of Marion, County of San Luis
Obispo, San Marcos Unified School
District

PUBLIC PARTICIPA TION/

COMMUNITY OUTREACH
Cardiff School District, City of
Carlsbad, City of Tustin, Olivenhain
Municipal Water Department, Port
of San Diego, Sacramento Sewer
District, San Diego County Water
Authority, Sweetwater Authority

STRA TEGIC COMMUNICA TIONS
City of Glendora, City of San
Marcos, County of Merced, County
of San Diego, Long Beach Water
Department, Rancho California
Water Agency, Sweetwater Authority,
Western Water
34 34

9 You know the hype man at concerts? That’s
Susanne at a public meeting. “
Susanne brings more than 20 years of
experience leading community outreach,
public participation and communications
for some of California’s most complex
public projects. As one of only three IAP2
Certified Public Participation Professionals
(CP3) in the state, she is a trusted expert in
designing meaningful engagement that builds
credibility, strengthens relationships and
supports informed decision-making.

With leadership experience in public and
private sectors, she has a rare 360-degree
understanding of how agencies, consultants
and communities connect. At JPW , Susanne
leads the community outreach and public
participation practice, known for simplifying
technical topics, building trust and delivering
measurable, defensible results.

A former college athlete, Susanne brings
that same energy to her leadership at JPW .

She is committed to continuous learning,
uses practical tools to help teams collaborate
effectively and actively mentors staff to support
a healthy, high-performing culture.

Before joining JPW , she served as community
relations manager for the City of Carlsbad and
worked for two public affairs firms supporting
government, building, real estate and
development clients.

SUSANNE BANKHEAD

SENIOR VICE PRESIDENT
Project
experience

BRANDING/CREA TIVE
Calleguas Municipal Water
District, City of Encinitas, City of San
Luis Obispo, City of Tustin, San Diego
County Water Authority

PUBLIC PARTICIPA TION/COMMUNITY

ENGAGEMENT
City of Carlsbad, City of Encinitas,
City of Escondido, City of Tustin, City
of San Diego, City of San Luis Obispo,
City of San Marcos, North County
Transit District, Port of San Diego,
Sacramento Sewer District, San Diego
County Water Authority, Sweetwater
Authority, Western Water, West Valley
Water District

MARKETING CAMPAIGNS
City of Encinitas, City of San Luis
Obispo, City of San Marcos, City
of Santa Ana, Western Water,
Sacramento Sewer District

STRA TEGIC COMMUNICA TIONS
Association of Women in Water,
Energy & Environment (AWWEE), City
of Belmont, City of Long Beach (Water
Department), City of San Marcos,
County of San Diego, Sweetwater
Authority, Western Water

EDUCA TION
Cal State University, Long Beach
Masters in Kinesiology
Arkansas State University
Bachelor of Arts in Kinesiology
International Association of Public Participation
Certified Public Participation Professional (CP3)
35 35

10 If you’re at a loss for words, Baylee will help
you find them.“
Baylee leads with a keen sense of
discernment that allows her to get to the
heart of her clients’ challenges and craft
the stories that guide them toward success.

Driven by the pursuit of “getting it right,” she
brings strategic clarity and creative precision
to every project, delivering meaningful results
for both clients and the communities they
serve.

At JPW , Baylee has carved a niche in branding,
economic development, and strategic
planning and messaging. Before joining the
firm in 2022, she developed and executed
marketing and communications strategies for
the School of Journalism and Media Studies
at San Diego State University. Earlier in her
career, she supported government agency
clients across San Diego County in sectors
including education, health, water, and transit.

Passionate about helping public agencies tell
their stories, Baylee has a knack for finding
the right words when others can’t, helping
organizations connect with their audiences in
ways that resonate and inspire.

EDUCA TION
San Diego State University
Bachelor of Arts in Journalism
Emphasis in Public Relations
Minor in T elevision, Film and New Media

UC San Diego Extension
Copyediting Certificate Program

BA YLEE CUNNIFF

SENIOR MANAGER
Project
experience

BRANDING
City of Glendora, City of Lake Forest,
Jurupa Community Services District,
Rancho California Water District,
Western Water

ECONOMIC DEVELOPMENT
City of Chula Vista, City of Long
Beach, City of Oceanside, City of
Eastvale, City of Fountain Valley,
Innovate78

MARKETING CAMPAIGNS
Calleguas Municipal Water District,
Marion County, San Marcos Unified
School District, Western Water

PUBLIC PARTICIPA TION/

COMMUNITY OUTREACH
City of Escondido, City of Tustin

STRA TEGIC COMMUNICA TIONS
City of Chula Vista, City of Escondido,
City of Glendora, City of Long Beach,
City of Tustin, Western Water
36 36

11 Here to make ideas behave
beautifully.“
Molly is an art director working in brand,
campaign and environmental design. She is
passionate about projects that craft stories
around identity and engage communities in
creative ways.

Prior to joining JPW Communications, Molly
worked as a graphic designer for the City
of San Marcos elevating their brand and
creating collateral for a variety of print, digital
and online projects. She also designed for a
variety of private and public sector clients
including 826 Valencia, UC Davis, and the
cities of Long Beach, Agoura Hills and
Eastvale.

Molly brings a keen sense for creating impactful
designs that capture the audience’s attention
and promote positive change.

EDUCA TION
University of California, Davis
Bachelor of Arts in Visual Communication & Design
Minor in Professional Writing

MOLL Y SCHELLENGER

ART DIRECTOR
Project
experience

BRANDING
Calleguas Municipal Water District,
City of Escondido, City of Glendora,
City of Lake Forest, County of
Merced, Port of Redwood City

CREA TIVE
Calleguas Municipal Water District,
City of Encinitas, City of Escondido,
City of Glendora, City of Lake Forest,
City of Laguna Niguel, City of Long
Beach, City of San Marcos, City of
San Luis Obispo, San Marcos Unified
School District, North County Transit
District, Port of Redwood City, Port of
San Diego, Western Water
MEDIA
City of Carlsbad, City of San Marcos,
City of San Luis Obispo, City of Tustin,
Innovate78, Moulton Niguel Water
District, Port of Redwood City, Santa
Ana Watershed Project Authority
37 37

12 A life is not important except in the impact
it has on others.“
Natalia is a rising star in the field of marketing
and public relations with experience in
the non-profit and private sectors. She is
passionate about projects that connect
communities in creative, engaging and
inspiring ways.

Prior to joining JPW Communications, Natalia
worked as a volunteer coordinator and brand
ambassador for MainStreet Oceanside,
an organization dedicated to the vision of
making MainStreet Oceanside a pedestrian-
friendly community with unique and exciting
attractions, including daytime and evening
activities for residents and visitors.

Natalia is always eager to make an impact in the
lives of individuals, and her work represents her
ability to inspire residents to become members
of their community and adopt the culture of the
place where they live.

EDUCA TION
Saint Mary’s College
Bachelor of Arts in Communications Studies
Minor in Sociology

NA T ALIA SPEEDON

SPECIALIST
Project
experience

BRANDING
City of Chino, City of Glendora and
Jurupa Community Services District

ECONOMIC DEVELOPMENT
City of Long Beach, City of San
Marcos, Innovate78, North Valley
THRIVE

MARKETING CAMPAIGNS
Calleguas Municipal Water District,
Innovate78, Port of Redwood City,
San Marcos Unified School District,
Santa Ana Watershed Project
Authority, Western Water

PUBLIC PARTICIPA TION/

COMMUNITY OUTREACH
City of Encinitas, City of Escondido,
City of San Diego (Public Utilities
Department), City of San Luis Obispo,
City of San Marcos, Port of San Diego

STRA TEGIC COMMUNICA TIONS
City of Chula Vista, City of Encinitas,
City of Glendora, City of Long Beach,
City of San Diego, City of San Marcos,
North Valley THRIVE
38 38

13 A vision without strategy remains
an illusion.“
Liana Letsos is a passionate marketing and
communications coordinator who brings
energy and empathy to her work. With
experience in nonprofit communications
and government relations, Liana supported
campaigns for the Santa Barbara Foundation
celebrating philanthropy and community
impact and gained hands-on policy
experience in Washington, D.C. with the
University of California’s Governmental
Relations office. Now, she brings that same
passion for purpose-driven communication
to JPW clients, crafting messages that inspire
action and build trust between organizations
and the communities they serve.

At JPW , Liana enthusiastically contributes to
marketing and communications initiatives
for municipal clients, supporting outreach,
storytelling, and strategic messaging that
align with JPW’s commitment to public-sector
excellence.

EDUCA TION
University of California, Santa Barbara
Bachelor of Arts in Political Science
Minor in History

LIANA LETSOS

COORDINA TOR
Project
experience

MARKETING CAMPAIGNS
City of Carlsbad, City of Encinitas

PUBLIC PARTICIPA TION/COMMUNITY

OUTREACH
City of Carlsbad, City of San Diego
(Public Utilities Department),
Sweetwater Authority, West Valley
Water District
39 39

14 Subconsultant
(Optional)
To support Cathedral City’s commitment to inclusive, multilingual and community-centered communication, JPW has assembled a team of trusted strategic partners with expertise in multicultural engagement, community outreach and culturally responsive communications.

These partnerships complement JPW’s strategic planning expertise by providing additional insight into community engagement strategies, language access considerations and outreach approaches that help ensure the planning process reflects the perspectives of Cathedral City’s diverse residents and stakeholders.

NOVOA COMMUNICA TIONS
Melba Tirado | Strategic Multicultural Outreach Partner JPW proposes partnering with Melba Tirado of Novoa Communications to support multilingual outreach strategy, stakeholder engagement and culturally responsive communications throughout the planning process.

Melba brings extensive experience helping California public agencies engage diverse communities through thoughtful outreach, community partnerships and audience-informed communication strategies. Her expertise includes working with Spanish-speaking audiences, community-based organizations and historically underrepresented groups to strengthen participation and improve access to information.

Her support may include:
• Strategic guidance on multilingual and multicultural outreach approaches • Community partnership and stakeholder engagement recommendations • Review of outreach materials and messaging for cultural relevance and accessibility • Support for Spanish-language engagement strategies
• Input on reducing barriers to participation and expanding community representation • Recommendations to help ensure the plan reflects the needs and perspectives of Cathedral City’s diverse audiences
40 40

1515
Fingerprint Framework
At JPW Communications, we know every
community is unique. That’s why we use
our Fingerprint Framework, a research-
driven process that combines the best of
the International Association for Public
Participation (IAP2) and the Public Relations
Society of America (PRSA). This proven
approach helps us uncover the experiences,
perceptions and priorities that shape
how communication is received, ensuring
recommendations are authentic, actionable and
tailored to the communities we serve.

For Cathedral City, the Fingerprint Framework
will guide every phase of the project—from
communications auditing and stakeholder
engagement to strategy development and
implementation planning. By grounding our
recommendations in community research,
organizational assessment and stakeholder
input, we will develop an Integrated Strategic
Communications Plan that aligns departments,
strengthens community awareness, supports
equitable engagement and provides a practical
roadmap for long-term success.

Situational Analysis
As one of the Coachella Valley’s largest and
most diverse communities, the City delivers a
wide range of services, programs and initiatives
that impact residents, businesses and visitors.

Recent community research has identified
opportunities to strengthen awareness, improve
understanding of City services and better
connect residents to local decision-making.

Cathedral City’s role as both a year-round
residential community and regional destination
creates unique communications opportunities
and challenges that require coordinated,
audience-specific engagement strategies.

The City has already built a strong foundation
through its Communications & Engagement
Division, digital platforms, community events
and commitment to multilingual outreach.

The opportunity now is to create a unified,
citywide communications strategy that
aligns departments, strengthens community
awareness and provides a clear framework for
consistent engagement.

By combining research, input and organizational
assessment, this initiative can help Cathedral
City build stronger community connections,
improve understanding of City priorities
and establish a practical roadmap for
communications excellence.

INVESTIGA TE

STRA TEGIZE

EXECUTE

OPTIMIZE

FINGERPRINT FRAMEWORK
Project
approach
41 41

1616
Phase 1:

Discovery,
Research and
Assessment
6-8 WEEKS
Our work begins with understanding
Cathedral City’s communications landscape,
organizational priorities and community
perspectives. This phase is designed to
establish a strong foundation for the plan
by identifying opportunities to strengthen
awareness, improve alignment across
departments and better connect residents with
City services, programs and decision-making.

We will begin with a collaborative kickoff
meeting to confirm project goals, protocols,
timelines and key milestones. From there, our
team will conduct a comprehensive review of
existing research, communications materials,
planning documents and organizational
practices to understand how communications
currently function across the City.

This process will help identify strengths,
gaps and opportunities while providing a
clear understanding of audience needs,
communication preferences and organizational
capacity. Through stakeholder engagement,
community listening and benchmarking
analysis, we will develop a comprehensive
picture of Cathedral City’s unique
communications fingerprint and the factors
influencing community awareness, engagement
and trust.

ACTION ITEMS AND DELIVERABLES:
• Virtual kickoff meeting (60 minutes) with
staff to align on project goals, deliverables,
schedule and communication protocols
• Review of existing research, including FM3
survey findings, FlashVote results, the
City’s five-year strategic plan, departmental
work plans and previous communications
initiatives
• Communications audit of existing channels,
content, messaging, workflows, staffing
resources and communications practices
• Interviews with councilmembers,
leadership, department heads,
communications and engagement staff
• Stakeholder interviews with community
partners, businesses, media representatives
and key external organizations
• Community listening sessions and/or focus
groups with priority audiences, including
Spanish-speaking residents, LGBTQ+
residents, business owners, seniors and
youth
• Benchmarking analysis of comparable
Coachella Valley and California cities
• Comprehensive research report
• Milestone: Completion of research,
stakeholder engagement and
communications assessment to inform
development of the plan
42 42

17 17
Phase 2:

Strategy
Development
6-8 WEEKS
With a clear understanding of Cathedral
City’s communications landscape, we will
translate research and stakeholder insights
into a comprehensive strategy that aligns
communications efforts across the organization
and supports the City’s long-term goals.

This phase is designed to establish a unified
communications framework that connects
every department under a shared vision while
providing the flexibility needed to address the
unique needs of diverse audiences. Building
upon the findings from Phase 1, we will develop
recommendations that strengthen community
awareness, improve engagement and create
greater consistency across channels, messages
and departments.

Our team will work closely with City leadership
to define communications priorities, establish
guiding principles and create practical tools
that can be implemented throughout the
organization. Special attention will be given
to equitable, multilingual and culturally
responsive communication strategies that
reflect Cathedral City’s diverse community and
support meaningful engagement with residents,
businesses and visitors.

ACTION ITEMS AND DELIVERABLES:
• Development of citywide communications
strategies, tactics and guiding principles
• Creation of a unified brand voice and
communications framework
• Audience segmentation and prioritization,
including underserved and historically
underrepresented populations
• Development of audience-specific
engagement strategies
• Creation of a citywide messaging
architecture and key message framework
• Development of department-level
messaging recommendations
• Evaluation of earned, owned, paid and social
media channels
• Recommendations for multicultural and
LGBTQ+ outreach strategies
• Assessment of communications staffing
structure, organizational roles and
responsibilities
• Evaluation of communications technology,
tools and resource needs
• Development of crisis communications
recommendations and governance protocol
• Milestone: Completion of the draft plan for
City review
43 43

1818
Phase 3:

Implementation
roadmap and
final plan
6-8 WEEKS
ACTION ITEMS AND DELIVERABLES:
• Development of a multi-year
implementation roadmap
• Prioritization of communications initiatives
and recommendations
• Establishment of implementation timelines
and milestone schedules
• Identification of ownership responsibilities
and accountability measures
• Creation of KPI framework to track
awareness, engagement and goals
• Creation of a dashboard framework for
ongoing measurement and reporting
• Recommendations for future community
surveys and evaluation efforts
• Development of Spanish-language
executive summary
• Executive presentation for council,
leadership and key stakeholders
• Delivery of all supporting materials and
source documentation
• Milestone: Completion and presentation
of the final plan, implementation roadmap,
KPI framework and executive presentation,
providing the City with a clear and
actionable path for communications
excellence across the organization
A successful communications strategy
is only valuable if it can be implemented.

The final phase focuses on transforming
recommendations into a practical roadmap that
provides clear direction, measurable outcomes
and long-term accountability.

Using the framework developed during Phase
2, we will create a multi-year implementation
plan that prioritizes initiatives, defines
responsibilities and establishes realistic
timelines for execution. Our goal is to provide
Cathedral City with a practical management
tool that supports decision-making, resource
allocation and continuous improvement.

This phase will also establish a measurement
framework that allows the City to evaluate
progress over time, track improvements in
community awareness and engagement, and
demonstrate the value of communications
investments. The result will be a clear path
forward that helps ensure the strategy remains
relevant, actionable and sustainable.
44 44

19 5. Project schedule
JPW understands the City’s desire to complete this effort within approximately six months of contract execution. Our approach is designed to balance thorough research and stakeholder engagement with efficient project management, ensuring adequate time for collaboration, review and refinement throughout the planning process.

TA S K AUG SEP OCT NOV DEC JAN
Project kick-off and work plan
Document research and review
Communications audit
Benchmarking analysis
Stakeholder interviews
Listening sessions and focus groups
Existing conditions assessment
Vision, mission and guiding principles
Audience segmentation and engagement
strategies
Messaging architecture and brand voice
Channel strategy
Staffing, technology and organizational
assessment
Crisis communications framework
Draft plan
Implementation roadmap
KPI dashboard
Review and revisions
Final plan and executive summary
Executive presentation
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20 6. Relevant
experience
20 46
46 21

CASE STUDY

THE OPPORTUNITY
As Glendora expanded programs,
services and community initiatives,
leadership needed to evaluate whether
its communications were positioned to
meet growing demands and resident
expectations. While the City had a new
brand, content and digital channels,
communications efforts were often
reactive and decentralized. JPW conducted
a comprehensive communications audit to
identify opportunities to bolster alignment,
efficiency and community engagement.

THE APPROACH
JPW conducted a holistic assessment
using quantitative and qualitative research,
which included a review of performance
data, including website analytics, social
engagement, newsletters and mobile
app usage. JPW also hosted leadership
and staff workshops, listening sessions
and stakeholder discussions. The audit
evaluated organizational structure, staffing,
workflows and messaging, resulting in
actionable recommendations to improve
coordination, governance and citywide
communications effectiveness.

THE RESULTS
The audit provided City leadership
with a clear roadmap for evolving
communications from a reactive function
into a more strategic organizational asset.

JPW identified opportunities to strengthen
internal alignment, streamline processes
and establish a unified citywide narrative.

The resulting recommendations equipped
the City with practical strategies to
improve cross-department collaboration,
enhance transparency and build stronger
connections with residents, businesses
and stakeholders.

City of
Glendora
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22 CASE STUDY

THE OPPORTUNITY
The County of San Diego Communications
Office (CCO) sought a strategic approach
to improve community engagement
amid leadership changes, evolving public
expectations and heightened concerns
about misinformation and distrust. Staff
were often unaware of available services,
and communications were fragmented
due to inconsistent processes and a lack
of shared guidelines. JPW was engaged to
lead research and planning to align internal
priorities and streamline processes.

THE APPROACH
JPW reviewed best practices, audited
materials and roles, and conducted
leadership interviews, discovery sessions
and an all-hands retreat. Findings
informed a long-term strategy with six
key recommendations and an action plan.

Immediate steps included reorganizing the
CCO team into “pods,” conducting trainings
to launch the new strategy, and developing
a countywide communications and
engagement policy with key stakeholders.

THE RESULTS
The research and strategy was well-
received by CCO leadership and team. The
pod structure was embraced by the team
and created stronger alignment with the
County’s objectives. Full implementation of
the long-term strategy is on-going..

County of
San Diego
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23 CASE STUDY

THE OPPORTUNITY
As the City of San Marcos continued to
grow, leadership recognized the need for a
more unified approach to communications,
branding and community engagement.

With significant economic development
activity, new residential growth and
major capital investments underway, the
City sought a comprehensive strategy
that would clearly articulate its identity,
strengthen community awareness
and guide communications across
departments and initiatives.

THE APPROACH
JPW partnered with the City to develop a
strategic communications plan that aligned
messaging, engagement and branding
under a shared vision. The plan established
key messaging, audience strategies and
implementation priorities that could be
applied across departments, initiatives and
community programs. JPW then helped
activate the strategy through community
branding, placemaking, economic
development communications and public
engagement initiatives.

THE RESULTS
The strategic communications plan
provided a long-term roadmap that
continues to guide communications and
community engagement efforts today. San
Marcos now benefits from a unified and
recognizable community identity, stronger
alignment across departments and a
consistent communications framework
that supports everything from economic
development and placemaking to public
engagement and capital projects.

City
of San
Marcos
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24 CASE STUDY

THE OPPORTUNITY
Tustin sought to strengthen its ability to
communicate consistently, transparently
and effectively across departments.

Leadership recognized the need for
a comprehensive communications
framework that could support day-to-day
operations, improve coordination during
issues and establish clear protocols
for crisis response. JPW developed a
strategic communications plan and crisis
communications to provide a roadmap for
organizational alignment, proactive public
engagement and effective communication.

THE APPROACH
JPW hosted 26 stakeholder interviews,
and completed a communications audit/
organizational assessment to evaluate
existing communications practices,
messaging, workflows and community
engagement efforts. Based on findings,
we developed plans that established
communications priorities, governance
recommendations, messaging frameworks,
response protocols and implementation
actions to guide both everyday
communications and crisis response.

THE RESULTS
The resulting plans provided Tustin
with a clear framework for improving
organizational alignment, bolstering
public engagement and enhancing
crisis preparedness. City leadership
gained practical tools for consistent
communication, while staff received
guidance and protocols that continue to
support transparent, effective engagement
with residents and stakeholders.

City of
Tustin
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25 7. Equity,
multilingual
& cultural
competency
At JPW , we believe effective communication begins with understanding the people we hope to reach.

Every community includes individuals who face different barriers to participation—whether those barriers are language, work schedules, transportation, caregiving responsibilities, digital access or a lack of trust in government processes. Our role is to help public agencies identify and reduce those barriers so more people can participate in meaningful ways.

Our approach is rooted in inclusive public engagement principles and informed by industry best practices.

JPW Partner and Senior Vice President Susanne Bankhead is one of only three Certified Public Participation Professionals (CP3) in California, a credential that reflects expertise in designing engagement processes that are transparent, accessible and responsive to community needs.

For Cathedral City, we will work closely with staff and community stakeholders to ensure engagement opportunities reflect the City’s diverse population, including Spanish-speaking residents, LGBTQ+ residents, seniors, youth, business owners and other community members whose perspectives may not always be represented through traditional outreach methods.

Our approach includes:
• Providing multilingual engagement opportunities and translated materials where appropriate. • Offering a variety of engagement methods, including interviews, focus groups, surveys and community conversations, to accommodate different participation preferences. • Working with trusted community partners and organizations to help expand awareness and encourage authentic participation.
• Recommending communication channels and outreach strategies that reflect how different audiences prefer to receive information.
• Creating opportunities for participation that are accessible, welcoming and respectful of community members’ time and lived experiences.

Throughout this project, our goal is not simply to gather input from more people, but to create a planning process that helps residents feel heard, respected and connected to the decisions that affect their community.

The resulting communications plan will reflect those perspectives while providing practical recommendations that support equitable and effective communication across Cathedral City’s diverse audiences. 51 51

26 8. References

CITY OF ENCINIT AS
Jennifer Campbell | City Manager | [email protected] | 760-633-2612 Client since 2018
Services provided: Economic development campaign, community outreach, public participation, strategic communications plan, ongoing communications support

CITY OF GLENDORA
Adam Raymond | City Manager | [email protected] | 626-914-8201 Client since 2023
Services provided: Communications audit, department communications plan, citywide brand and ongoing communications support

CITY OF SAN MARCOS
Michelle Bender | City Manager | [email protected] | 760-744-1050 Client since 2016
Services provided: Strategic communications plan, community engagement, public participation, community rebrand and launch, ongoing communications support

CITY OF TUSTIN
Nicole Bernard | Assistant City Manager | [email protected] | 714-573-3010 Client since 2019
Services provided: Strategic communications plan, community engagement, public participation planning and implementation, media relations, community rebrand and launch

COUNTY OF SAN DIEGO
Tammy Glenn | Dir. of County Communications Office | [email protected] | 619-595-4633 Client 2022-2023
Services provided: Strategic communications plan
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27 9. Work samples

CITY OF GLENDORA
• Brand guidelines
• Communications audit

CITY OF SAN MARCOS
• Strategic communications plan

CITY OF TUSTIN
• Brand guidelines
• Research report
• Strategic communications plan

COUNTY OF SAN DIEGO
• Strategic communications plan

10. Certifications and insurance
JPW Communications is a California-based corporation in good standing and maintains all licenses, registrations and insurance coverage necessary to perform the services described in this proposal.

JPW confirms the following:
• Active California business license and all required registrations to conduct business within the State of California.
• Commercial General Liability Insurance coverage meeting or exceeding industry standards for professional services firms.
• Professional Liability (Errors & Omissions) Insurance coverage. • Workers’ Compensation Insurance coverage as required by California law. • Automobile Liability Insurance coverage, where applicable. • Ability to provide certificates of insurance and additional insured endorsements upon contract award.

JPW has reviewed the City’s sample Professional Services Agreement and anticipates no issues executing the agreement. We understand and accept the City’s requirements regarding insurance, indemnification, ownership of work products, records retention, confidentiality and professional standards of performance. Proof of insurance coverage and related documentation will be provided upon request and prior to contract execution.
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CITY OF CATHEDRAL CITY
Request for Proposals (RFP)
Development of a Citywide
Integrated Strategic Communications Plan
Issued By:

City of Cathedral City Communications &
Engagement Division
Contact:

Patrick Bumstead, Financial Analyst II -
[email protected]
Issue Date:

May 20, 2026
Submission Deadline:

June 24, 2026, at 2:00 p.m. PST
Project Budget:

Not to exceed $100,000 (range: $50,000 -
$100,000)
Term:

Approximately six (6) months from contract
execution
Submission Method:

Electronic submission preferred; sealed hard
copy accepted
Anticipated Award:

July 22, 2026

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I. INTRODUCTION & BACKGROUND
The City of Cathedral City ("City") is seeking proposals from qualified strategic communications consultants or firms to develop a comprehensive, citywide Integrated Strategic Communications Plan ("the Plan"). The Plan will serve as a multi-year roadmap to align, prioritize, and elevate communications across all City departments; close documented community knowledge gaps identified in recent resident survey research; and ensure equitable, multilingual engagement with Cathedral City's residents, businesses, and visitors.

Cathedral City is one of the largest cities in the Coachella Valley, with a population of approximately 52,500 residents and a majority-Latino, culturally diverse community. The City delivers a broad range of services - from public safety, code compliance, and economic development to special events, sustainability initiatives, and homelessness response. Recent community survey research conducted by FM3 indicates significant opportunity to improve resident awareness of City programs, services, and decision-making.

This initiative was prioritized by the Cathedral City, City Council at its most recent Strategic Planning Workshop, with Council direction to develop an integrated communications strategic plan that serves all City departments. The selected consultant will partner with the Director of Communications & Engagement and a cross-departmental staff team to deliver a finished plan within approximately six (6) months of contract execution.

About Cathedral City
• Population: approximately 52,500 residents; one of the valley's largest cities • Majority-Latino community with a significant Spanish-speaking population • Home to a nationally recognized LGBTQ+ community and the Coachella Valley's largest LGBTQ+ population
• Council-Manager form of government with a five-member City Council • Signature events include the Cathedral City International Hot Air Balloon Festival, Taste of Jalisco, LGBT+ Days, and the State of the City address • Communications currently delivered through Facebook (18K+), Instagram (3,700+), TikTok, the City website, email subscriber lists, traditional and Spanish-language media partnerships, and CiviSocial-supported digital strategy II. PROJECT PURPOSE & OBJECTIVES
The purpose of this RFP is to engage a qualified consultant to develop an Integrated Strategic Communications Plan that:

1. Establishes a unified, citywide communications vision, mission, and brand voice that connects every department under a coordinated strategy.

2. Identifies measurable goals and key performance indicators (KPIs) to close knowledge gaps identified in the FM3 community survey and elevate resident awareness of City services.

3. Maps current communications activities, audiences, channels, and resources across all City departments to identify gaps, redundancies, and opportunities for alignment.

4. Recommends an organizational structure, staffing model, technology stack, and budget framework appropriate to a city of Cathedral City's size and demographic profile.

5. Centers equitable, multilingual, and culturally competent outreach to the City's Latino, LGBTQ+, senior, youth, and unhoused populations.
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6. Delivers an actionable, multi-year implementation roadmap with clearly defined roles, timelines, resource requirements, and success metrics.

III. SCOPE OF WORK
The selected consultant shall perform the following scope of services. Proposers are encouraged to recommend refinements or enhancements to this scope based on industry best practices.

Phase 1: Discovery, Research & Assessment (approximately 6-8 weeks) • Conduct a communications audit of all City departments, reviewing current strategies, channels, content, brand standards, and staff capacity. • Review and synthesize existing City research, including the FM3 community survey, FlashVote scientific surveys on resident communication preferences, the Five-Year Strategic Plan, departmental work plans, and prior City communications efforts. • Conduct stakeholder interviews with the City Manager, Department Heads, the Director of Communications & Engagement, all five Councilmembers, and key external partners (e.g., Visit Greater Palm Springs, El Informador, Poderosos Latinos, KGAY/Gay Desert Guide, CiviSocial).
• Facilitate focus groups and/or community listening sessions with priority audience segments, including Spanish-speaking residents, LGBTQ+ residents, business owners, seniors, and youth.
• Benchmark Cathedral City's communications operation against comparable Coachella Valley and California cities (e.g., Palm Desert, Palm Springs, Indio, La Quinta, Rancho Mirage).

Phase 2: Strategy Development (approximately 6-8 weeks) • Draft a citywide communications vision, mission, brand voice, and guiding principles. • Define priority audiences, including underserved and historically underrepresented communities, and develop tailored engagement strategies for each. • Develop key message frameworks and narrative architecture for the City overall and for each major department.
• Recommend a channel strategy across earned, owned, paid, and social media - including Spanish-language and LGBTQ+-targeted media partnerships. • Recommend a crisis communications framework and protocol that builds on existing City practices (e.g., experience leading communications during Tropical Storm Hilary and active federal litigation matters).
• Recommend an organizational and staffing model, technology stack, and recurring budget framework necessary to execute the Plan.

Phase 3: Implementation Roadmap & Final Plan (approximately 6-8 weeks) • Deliver a multi-year implementation roadmap with prioritized initiatives, timelines, owners, and success metrics.
• Develop a KPI dashboard framework with baseline data and target performance indicators tied to the FM3 survey and other measurable outcomes. • Provide a measurement and evaluation plan, including recommendations for a follow-up community survey to assess plan impact.
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• Deliver final Plan document (English and Spanish executive summary), all source materials, and an executive presentation suitable for City Council, the Executive Team, and the public.

Deliverables

1. Project work plan and kickoff materials

2. Communications audit report and benchmarking analysis

3. Stakeholder interview and community engagement summary

4. Draft Integrated Strategic Communications Plan for staff and Council review

5. Final Integrated Strategic Communications Plan (English) with Spanish executive summary

6. Multi-year implementation roadmap and KPI dashboard framework

7. Executive presentation to the City Council and Executive Team IV. PROPOSER QUALIFICATIONS
Proposers must demonstrate the following minimum qualifications:
• A minimum of five (5) years of experience developing strategic communications plans for municipal governments, public agencies, or comparable mission-driven organizations. • Demonstrated experience producing integrated, citywide or enterprise-wide communications plans, preferably for cities of comparable size and demographic profile. • Experience designing communications strategies for multilingual, multicultural communities, with proven Spanish-language capability.
• Demonstrated experience conducting communications audits, stakeholder engagement, focus groups, and benchmarking research.
• A qualified project team, including a designated Principal-in-Charge and Project Manager who will be the City's day-to-day point of contact. • Familiarity with public sector procurement, the Brown Act, the California Public Records Act, and government communications ethics.
• Active business license, required insurance coverage, and the ability to execute the City's standard Professional Services Agreement.

V. PROPOSAL SUBMISSION REQUIREMENTS
Proposals shall be organized in the following format. Proposers are encouraged to be concise; technical proposals should not exceed thirty (30) pages, exclusive of resumes, work samples, and appendices.

A. Technical Proposal (submitted as a separate PDF)

1. Cover Letter signed by an officer authorized to bind the firm.

2. Firm Profile, including history, size, ownership, office locations, and core practice areas.

3. Project Team biographies, including the Principal-in-Charge, Project Manager, and key staff, with relevant experience and proposed time commitment.

4. Project Approach and Methodology describing how the proposer will execute the Scope of Work and any recommended refinements.
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5. Project Schedule with major milestones aligned to the six-month engagement window.

6. Relevant Experience - at least three (3) comparable engagements with public-sector or mission-driven clients, including a brief case study for each.

7. Equity, Multilingual & Cultural Competency Approach describing how the firm centers equity and reaches underserved communities.

8. References - three (3) professional references from comparable engagements completed within the last five (5) years.

9. Work Samples - up to three (3) representative deliverables (strategic plans, audits, brand frameworks).

10. Certifications & Insurance - confirmation of business license, insurance coverage, and ability to execute the City's standard agreement.

B. Cost Proposal (submitted as a separate PDF)
• Total Not-to-Exceed Fee, inclusive of all labor, expenses, travel, and reimbursables. • Detailed fee breakdown by phase and by deliverable.
• Hourly rates for all proposed staff and any subcontractors. • Estimated reimbursable expenses (travel, printing, translation, etc.) with assumptions. • Identification of any optional or alternate services with separate pricing.

The City's project budget is not to exceed $100,000, with an anticipated range of $50,000 - $100,000. Proposers shall not assume the full budget will be awarded; competitive pricing is encouraged. Proposals exceeding the not-to-exceed amount will not be considered.

C. Submission Method
Proposers may submit proposals by either of the following methods:

Electronically (preferred):
• Email both the Technical Proposal and Cost Proposal as separate PDF files to:
[email protected]
• Email subject line must read: "RFP Submission - Integrated Strategic Communications Plan"
• Both proposals may be submitted in the same email, but each must be a separately identified PDF.

Sealed Hard Copy:

Deliver four (4) hard copies (one marked "Original" and three marked "Copy") plus one (1) USB drive in a sealed envelope to:

City of Cathedral City Attn: Patrick Bumstead 68-700 Avenida Lalo Guerrero Cathedral City, CA 92234
The envelope must be plainly marked: "SEALED PROPOSAL - INTEGRATED STRATEGIC COMMUNICATIONS PLAN RFP - DO NOT OPEN WITH REGULAR MAIL." All proposals must be received by the submission deadline. Proposals received after the stated deadline shall not be accepted.

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VI. RFP SCHEDULE
Milestone Date
RFP Issued Wednesday, May 20, 2026
Deadline for Written Questions from Proposers Wednesday, June 3, 2026 City Response to Questions Posted Wednesday, June 10, 2026 Proposal Submission Deadline Wednesday, June 24, 2026, at 2:00 p.m. PST
Evaluation Panel Review June 25 - July 3, 2026
Finalist Interviews (if conducted) Monday, July 6, 2026 Council Agenda Packet Posts Thursday, July 16, 2026
Anticipated City Council Award of Contract Wednesday, July 22, 2026 Anticipated Contract Execution Early August 2026
Anticipated Final Plan Delivery February 2027
All questions regarding this RFP must be submitted in writing to [email protected].

Per City practice, during the active RFP period, all communications with prospective bidders will be handled through the designated City contact. Responses to unique questions will be compiled and distributed equally to all plan-holders to ensure no proposer receives an unfair informational advantage.

VII. EVALUATION CRITERIA & SELECTION PROCESS
An Evaluation Panel comprised of approximately five (5) City representatives will independently review all responsive proposals and score each on a scale of 1 - 100 based on the criteria set forth below. The Evaluation Panel is anticipated to include the Director of Communications & Engagement (lead), a representative from the City Manager's Office, a representative from the Finance Department, a Department Head from an operating department, and an external subject-matter expert or commissioner.

Each panelist's scores will be averaged to produce a composite score for each proposer. The City reserves the right to short-list and conduct interviews with the highest-scoring proposers prior to final selection.

Scoring Criteria
Evaluation Criterion Max Points
Firm qualifications, history, and capacity to deliver 10 Project Team qualifications and proposed staffing 15
Project approach, methodology, and proposed refinements to scope 20 Relevant experience producing integrated strategic communications plans for comparable public-sector clients
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Demonstrated experience with multilingual, multicultural, and equitable community engagement
10 Quality and relevance of work samples and case studies 10 References and demonstrated client satisfaction 5
Cost proposal - value, transparency, and competitiveness 15 TOTAL 100
VIII. GENERAL TERMS & CONDITIONS
Public Records
All proposals submitted in response to this RFP shall become the property of the City and are subject to the California Public Records Act. Proposers should identify any information they consider proprietary or confidential; however, the City makes no guarantee regarding the confidentiality of submitted materials.

Communications During the RFP Process
During the active RFP period, the City of Cathedral City maintains strict communication protocols to ensure fairness, transparency, and equity for all prospective proposers. All communications must be directed in writing to the designated contact identified in this RFP. City staff outside of this designated channel will not correspond directly with any active proposers during this period.

Reservation of Rights
The City reserves the right to reject any or all proposals; to waive minor irregularities; to request clarifications or additional information; to negotiate with one or more proposers; to award by individual phase, deliverable, or in whole; and to cancel or reissue this RFP in whole or in part at any time prior to contract execution. Issuance of this RFP does not obligate the City to enter into a contract or to pay any costs incurred by proposers in the preparation or submission of proposals.

Insurance & Indemnification
The selected proposer shall maintain insurance coverage as required by the City's standard Professional Services Agreement, including general liability, professional liability, automobile liability, and workers' compensation, and shall indemnify and hold harmless the City consistent with the City's standard contract terms.

Non-Discrimination
The selected proposer shall not discriminate on the basis of race, color, religion, national origin, ancestry, sex, gender identity or expression, sexual orientation, age, disability, marital status, or any other protected classification.

Conflict of Interest
Proposers shall disclose any actual or potential conflicts of interest, including any existing or recent contractual or business relationships with the City of Cathedral City, its elected officials, or its employees.
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IX. ATTACHMENTS

1. Sample Professional Services Agreement

2. City of Cathedral City Five-Year Strategic Plan (Communications-related Goals)

3. FM3 Community Survey Executive Summary (provided upon request to plan-holders)

4. City Insurance Requirements

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AGREEMENT FOR SERVICES

BETWEEN

THE CITY OF CATHEDRAL CITY, CALIFORNIA
AND
_____________________________

This Agreement for Services (“Agreement”) is entered into as of this ____ day of _________, 20__)(“Effective Date”) by and between the City of Cathedral City , a municipal corporation (“City”), organized under the laws of the State of California, with its principal place of business at 68700 Avenida Lalo Guerrero , Cathedral City, California, 92234 and ___________________________, [insert name of business/company] a ___________________ [insert type of business ; i.e., corporation (include state of incorporation,) limited liability company, sole proprietorship, etc.], with its principal place of business at [insert address] (“Contractor”). City and Contractor are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.”

RECITALS
A. City has sought, by [describe process used, i.e. request for qualifications, request for quotations, request for proposals, direct negotiation, informal quotes] the performance of the services defined and described particularly in Section 2 of this Agreement.

B. Contractor, following submission of a [proposal, quote, bid, etc.] for the performance of the services defined and described particularly in Section 2 of this Agreement, was selected by the City to perform those services.

C. Contractor represents that it is experienced in providing [insert type of services] services to public clients, is licensed in the State of California, and is familiar with the plans of City.

TERM OF AGREEMENT.
, The Term of this Agreement is [____ years/months ], commencing on the Effective Date (“Term”) unless earlier terminated as provided in Section 20 “Termination of Agreement”. Contractor shall complete the Services within the Term of this Agreement, and shall meet any other established schedules and deadlines. [**INSERT THE 62 62

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FOLLOWING SENTENCE FOR MULTI -YEAR, AUTOMATIC RENEWAL; OTHERWISE ALWAYS DELETE ; The City shall have the unilateral option, at its sole discretion, to renew this Agreement automatically for no more than [insert number] additional one-year terms.***]
SCOPE OF SERVICES & SCHEDULE OF PERFORMANCE.

ADDITIONAL SERVICES.

COMPENSATION AND METHOD OF PAYMENT.

Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amounts specified in Exhibit “B” “Compensation” and made a part of this Agreement by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed ________________[write amount out] dollars ($_____________), unless additional compensation is approved in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement.

Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories: labor (by sub- category), travel, materials, equipment, supplies, and subcontractor contracts. Subcontractor charges shall be detailed by the following categories: labor, travel, materials, equipment and supplies. If the compensation set forth in subsection (a) and Exhibit “B” include payment of labor on an hourly basis (as opposed to labor and materials being paid 63 63

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as a lump sum), the labor category in each invoice shall include detailed descriptions of task performed and the amount of time incurred for or allocated to that task. City shall independently review each invoice submitted by the Contractor to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. In the event that no charges or expenses are disputed, the invoice shall be approved and paid according to the terms set forth in subsection (c). In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Contractor for correction and resubmission.

Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, City will use its best efforts to cause Contractor to be paid within thirty (30) days of receipt of Contractor’s correct and undisputed invoice.

Payment to Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor.

INSPECTION AND FINAL ACCEPTANCE.

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shall not extend to such use of the documents and materials. (c) All final work product developed by Contractor in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such final work product if paid for by the City. This provision specifically excludes Contractors’ work notes and drafts, which are owned by Contractor, not City.
(d) Contractor warrants that all Materials it drafts and completes pursuant to this Agreement constitutes original work. Specifically, Contractor understands and agrees that use of artificial intelligence (AI) tools including, without limitation, ChatGPT, Microsoft’s Bing Chat, Google’s Bard, and Meta’s LLAMA (Large Language Model Meta AI), in the performance of this Agreement does not constitute an original work, i.e., submitting Materials generated by such AI tools to City and representing it as Contractor’s original work constitutes a material breach of thi s Agreement, constitutes a false claim, and may also violate applicable intellectual property right laws including, without limitation, United States Copyright Law. Accordingly, and notwithstanding any other provision of this Agreement as to ownership, Cit y specifically rejects ownership of such Materials. Contractor is required to indemnify and defend City to the fullest extent allowed by applicable law should it violate this Section.

CONTRACTOR'S BOOKS AND RECORDS.

Contractor shall maintain any and all documents and records demonstrating or relating to Contractor’s performance of the Services.

Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to the Services, including expenditures and disbursements charged to City pursuant to this Agreement. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services provided by Contractor pursuant to this Agreement. Any and all such documents or records shall be maintained for three (3) years from the date of execution of this Agreement and to the extent required by laws relating to audits of public agencies and their expenditures. In accordance with California Government Code Section 8546.7, if the total compensation in Section 4 exceeds ten thousand dollars ($10,000.00), this Agreement and the Contractor's books and records related to this Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.
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Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Contractor’s address indicated for receipt of notices in this Agreement.

Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or discarded due to dissolution or termination of Contractor’s business, City may, by written request, require that custody of such documents or records be given to the City. Access to such documents and records shall be granted to City, as well as to its successors-in-interest and authorized representatives.

INDEPENDENT CONTRACTOR.

Contractor is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Contractor shall have no authority to bind City in any manner, nor to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise.

The personnel performing the Services under this Agreement on behalf of Contractor shall at all times be under Contractor’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Contractor or any of Contractor’s personnel. Contractor shall not at any time or in any manner represent that Contractor or any of Contractor’s personnel are in any manner officials, officers, or employees of City.

Neither Contractor, nor any of Contractor’s personnel shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Contractor expressly waives any claim Contractor, its officers, employees, agents or subcontractors, may have to any such rights. Contractor’s indemnity obligations in Section 16 “Indemnification” of this Agreement include the obligation to indemnify the City from and against any liability that may arise related to claims that Contractor, its officers, employees, agents or subcontractors, are entitled to retirement, health care or any other benefits that accrue to City employees. This provision shall survive the expiration or earlier termination of this Agreement.
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STANDARD OF PERFORMANCE.
(a) Contractor represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the Services required under this Agreement in a thorough, competent and professional manner. Contractor shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all Services. In meeting its obligations under this Agreement, Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to the Services required of Contractor under this Agreement. In addition to the general standards of performance set forth this section, additional specific standards of performance and performance criteria may be set forth in Exhibit “A” “Scope of Work” that shall also be applicable to Contractor’s work under this Agreement. Where there is a conflict between a general and a specific standard of performance or performance criteria, the specific standard or criteria shall prevail over the general. (b) Contractor warrants that (1) it has thoroughly investigated and considered the work to be performed, (2) it has investigated the issues, regarding the scope of services to be provided, (3) it has carefully considered how the work should be performed, and (4) it fully understands the facilities, difficulties and restrictions attending performance of the work under this Agreement.
(c) Contractor shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Contractor’s failure to comply with the standard of care provided for herein. Contractor shall at all times enforce strict discipline and good order among its employees. Any employee who is determined by the City to be uncooperative, incompetent, a threat to the safety of persons or the Services, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Services to be performed by the Contractor and shall not be re - employed on the Services.

COMPLIANCE WITH APPLICABLE LAWS; PERMITS AND
LICENSES.

PREVAILING WAGE LAWS

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[SELECT ONE AND DELETE THE OTHER ] Contractor is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq ., (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on “public works” and “maintenance” projects . If the Services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Con tractor agrees to fully comply with such Prevailing Wage Laws. Con tractor shall obtain a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement from the website of the Division of Labor Statistics and Research of the Department of Industrial Relations located at www.dir.ca.gov/dlsr/. In the alternative, Contractor may view a copy of the prevailing rates of per diem wages at the City.

Contractor shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Contractor's principal place of business and at the project site. Contractor shall defend, indemnify and hold the City, its officials, officers, employees, agents, and volunteers free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

Registration. If the Services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Contractor and all subcontractors must be registered with the Department of Industrial Relations. Contractor shall maintain registration for the duration of the project and require the same of any subcon tractors. This project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Contractor’s sole responsibility to comply with all applicable registration and labor compliance requirements.
[OR] Contractor is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on “public works” and “maintenance” projects. It is the understanding of City and Contractor that the Prevailing Wage Laws may not apply to this Agreement because the Agreement does not involve any servic es subject to prevailing wage rates pursuant to the California Labor Code or regulations promulgated thereunder: Construction, alteration, demolition, installation, or repair work performed on public buildings, facilities, streets or sewers done under contract and paid for in whole or in part out of public funds. In this context, “construction” includes work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work . Contractor shall defend, indemnify, and hold City, its elected officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

NONDISCRIMINATION.

Contractor shall not discriminate, in any way, against any person on the basis of 68 68

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race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status in connection with or related to the performance of this Agreement.

UNAUTHORIZED ALIENS.

CONFLICTS OF INTEREST.

Contractor covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Contractor’s performance of the Services. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager.

Contractor agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement.

City understands and acknowledges that Contractor is, as of the date of execution of this Agreement, independently involved in the performance of non-related services for other governmental agencies and private parties.

Contractor is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section.

City understands and acknowledges that Contractor will perform non- related services for other governmental agencies and private Parties following the completion of the Services under this Agreement. Any such future service shall not be considered a conflict of interest for purposes of this section.

City may determine that Contractor must disclose its financial interests by completing and filing a Fair Political Practices Commission Form 700, Statement of Economic Interests. If such a determination is made, 69 69

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Contractor shall file the subject Form 700 with the City Clerk’s Office pursuant to the written instructions provided by the Office of the City Clerk within ten (10) days of the request.

CONFIDENTIAL INFORMATION; RELEASE OF INFORMATION.

All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor.

Contractor shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.

Contractor shall not use City’s name or insignia, photographs, or any publicity pertaining to the Services in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement.

Response to a subpoena or court order shall not be considered "voluntary" provided Contractor gives City notice of such court order or subpoena.

If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Contractor for any damages, costs and fees, including attorney's fees, caused by or incurred as a result of Contractor’s conduct.

Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors, be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admiss ions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provid e City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. Contractor shall not be held criminally or civilly liable under any Federal or State trade secret law for the disclosure of a trade secret that is made in confidence to a Federal, State, or local government official or to an attorney solely for the purpose of reporting or investigating a suspected violation of law or for the disclosure of a trade secret that is made in a complaint or other document filed in a lawsuit or other proceeding, if 70 70

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such filing is made under seal.

INDEMNIFICATION.
(a) Indemnification for Professional Liability. Where the law establishes a professional standard of care for Contractor’s services, to the fullest extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees, volunteers and agents (“Indemnified Parties”) from and against any and all liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees) that arise out of, are a consequence of, or are in any way attributable to, in whole or in part, any negligent or wrongful act, error or omission of Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or subcontractors of Contractor, in the performance of professional services under this Agreement. Notwithstanding the foregoing, to the extent that the Contractor’s services are subject to California Civil Code Section 2782.8, the above indemnity, including the cost to defend, shall be limited to the extent required by Civil Code Section 2782.8.
(b) Indemnification for Other than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City, and any and all of its employees, officials, volunteers and agents from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or subcontractors of Contractor. (c) Indemnification from Subcontractors. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Contractor fails to obtain such 71 71

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indemnity obligations from others as required herein, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Contractor and shall survive the termination of this Agreement or this section. (d) City’s Negligence. The provisions of this section do not apply to claims occurring as a result of City’s sole negligence. The provisions of this section shall not release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officials, employees and agents.

INSURANCE. [CONFER WITH XXXX PRIOR TO MAKING ANY
DEVIATIONS TO THE PROVISIONS IN EXHIBIT “C”]
Contractor agrees to obtain and maintain in full force and effect during the Term of this Agreement the insurance policies set forth in Exhibit “C” “Insurance” and made a part of this Agreement. All insurance policies shall be subject to approval by City as to form and content. These requirements are subject to amendment or waiver if so approved in writing by the City Manager. Contractor agrees to provide City with copies of required policies upon request.

ASSIGNMENT.

CONTINUITY OF PERSONNEL.

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entitled to terminate this Agreement for cause.

TERMINATION OF AGREEMENT.

City may terminate this Agreement, with or without cause, at any time by giving thirty (30) days written notice of termination to Contractor. In the event such notice is given, Contractor shall cease immediately all work in progress.

If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor, or City may terminate this Agreement immediately upon written notice.

Upon termination of this Agreement by either Contractor or City, all property belonging exclusively to City which is in Contractor’s possession shall be returned to City. Contractor shall furnish to City a final invoice for work performed and expenses incurred by Contractor, prepared as set forth in Section 4 “Compensation and Method of Payment” of this Agreement. This final invoice shall be reviewed and paid in the same manner as set forth in Section 4 “Compensation and Method of Payment” of this Agreement.

DEFAULT.

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EXCUSABLE DELAYS.

Contractor shall not be liable for damages, including liquidated damages, if any, caused by delay in performance or failure to perform due to causes beyond the control of Contractor. Such causes include, but are not limited to, acts of God, acts of the public enemy, acts of federal, state or local governments, acts of City, court orders, fires, floods, epidemics, strikes, embargoes, and unusually severe weather. The term and price of this Agreement shall be equitably adjusted for any delays due to such causes.

COOPERATION BY CITY.

NOTICES.

To City: City of Cathedral City
Attn: City Clerk
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Email: _____________________
To Contractor: [INSERT BUSINESS NAME]
[INSERT STREET ADDRESS]
[INSERT CITY, STATE, ZIP]___________
ATTN: [INSERT NAME AND
TITLE]___________________
Email: ______________________

AUTHORITY TO EXECUTE.

Each of the signatories hereto represents and warrants that he or she is competent 74 74

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and authorized to enter into this Agreement on behalf of the Party for whom he or she purports to sign. Each Party hereto agrees to defend, indemnify, and hold harmless the other Parties hereto against all claims, suits, actions, and demands, including necessary expenses of investigation and reasonable attorneys' fees and costs, arising out of claims that its signatory was not competent or so authorized to execute this Agreement.

ADMINISTRATION AND IMPLEMENTATION.

BINDING EFFECT.

This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the Parties.

AMENDMENT.

WAIVER.

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LAW TO GOVERN; VENUE.

ATTORNEYS FEES, COSTS AND EXPENSES.

In the event litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing Party in such litigation or other proceeding shall be entitled to an award of reasonable attorney's fees, costs and expenses, in addition to any other relief to which it may be entitled.

ENTIRE AGREEMENT.

SEVERABILITY.

ELECTRONIC SIGNATURE
The Parties agree that, in accordance with the City’s Electronic Signature Use Policy, adopted on August 10, 2023, and as amended thereafter, the Parties may use electronic signatures to execute this Agreement. Any use of electronic signatures to execute this Agreement shall comply with the City’s Electronic Signature Use Policy, and such signatures shall have the same force and effect as if this Agreement were executed by hand. Contractor acknowledges that it has had an opportunity to request and review the City’s Electronic Signature Use Policy, and Contractor agrees to comply with the Electronic Signature Use Policy. Contractor agrees to indemnify, 76 76

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defend, and hold the City harmless from any claim, damage, or liability associated with transmitting an electronic signature or an electronically signed record by electronic transmission.

CONFLICTING TERMS.

DATA PROTECTION.
a) Contractor shall protect, using the most secure means and technology that is commercially available, City-provided data or consumer-provided data acquired in the course and scope of this Agreement, including but not limited to customer lists and customer credit card or consumer data, (collectively, the “City Data”). Contractor shall notify City in writing as soon as reasonably feasible, and in any event within twenty-four (24) hours, of Contractor’s discovery or reasonable belief of any unauthorized access of City Data (a “Data Breach”), or of any incident affecting, or potentially affecting City Data related to cyber security (a “Security Incident”), including, but not limited to, denial of service attack, and system outage, instability or degradation due to computer malware or virus. Contractor shall begin remediation immediately. Contractor shall provide daily updates, or more frequently if required by City, regarding findings and actions performed by Contractor until the Data Breach or Security Incident has been effectively resolved to City’s satisfaction. Contractor shall conduct an investigation of the Data Breach or Security Incident and shall share the report of the investigation with City. At City’s sole discretion, City and its authorized agents shall have the right to lead or participate in the investigation. Contractor shall cooperate fully with City, its agents and law enforcement.
b) If City is subject to liability for any Data Breach or Security Incident, then Contractor shall fully indemnify and hold harmless City and defend against any resulting actions.

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SECTION 37. LIQUIDATED DAMAGES.

If Contractor fails to complete the Work within the time for performance, Contractor shall pay to the City, as liquidated damages and not as a penalty, the sum of ______________ Dollars ($XXX) for each calendar day after the expiration of the deadline for performance per area that the work remains incomplete. The City and Contractor agree that in the event that the work is not completed by the deadline for performance, the City’s damages would be extremely difficult or impracticable to determine and therefore the City and Contractor agree that the amount stated herein is a reasonable estimate of the amount of such damages. The City may deduct any liquidated damages owed to the City, as determined by the City, from any payments otherwise payable to Contractor under this Agreement.

Nothing contained herein shall limit the City’s rights or remedies against Contractor for any default other than failure to complete the work by the applicable deadline.

SECTION 38. SAM.GOV CHECK.

This Agreement is governed by 2 CFR 200 Appendix II (H) of the Contract Provisions for Non-Federal Contracts Under Federal Awards:
“Debarment and Suspension (Executive Orders 12549 and 12689)—A contract award (see 2 CFR 180.220) must not be made to parties listed on the governmentwide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 CFR 180 that implement Executive Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549.”
SECTION 39. Live Scan: Access to City Facilities. [USE ONLY

WHEN CITY REQUIRES THAT CONTRACTOR UNDERGO A LIVE

SCAN CHECK AND EMPLOYEES OF CONTRACTOR NEED A
BADGE TO ACCESS CITY FACILITIES; OTHERWISE, DELETE].
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Contractor acknowledges that the performance of certain services under this Agreement requires access to secure or restricted City facilities. Contractor must submit to and pass, as determined by City, a Live Scan check. Accordingly, City shall grant access privileges to City facilities solely to those Contractor employees who have been identified in writing by Contractor and pre-approved in writing by the City (“Designated Personnel”). City facilities to be accessed by Designated Personnel must be specifically identified by Contractor in writing prior to access. Designated Personnel will be issued access badges/cards which may be revoked by City at any time in the City Manager’s discretion. Contractor shall maintain the same Designated Personnel for the duration of the Agreement, and such Designated Personnel shall not be substituted, reassigned, or removed without the prior written consent of the City, which may be withheld in the City’s sole discretion. In the event that substitution becomes necessary due to circumstance beyond the Contractor’s control (e.g., illness, resignation), Contractor shall promptly notify the City and propose a qualified replacement. The City reserves the right to approve or reject any proposed replacement personnel.

Failure to maintain consistent assignment of Designated Personnel approved for access to City facilities may be deemed a material breach of this Agreement.

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IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first-above written.
[SIGNATURES ON FOLLOWING PAGE]

CITY OF CATHEDRAL CITY
___________________________
___________________________

City Manager
ATTEST:
___________________________
___________________________

City Clerk

APPROVED AS TO FORM
_______________________________
Eric S. Vail
City Attorney
[CONTRACTOR NAME]
____
________________
________________

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4905-7795-0839 v1 A-1

EXHIBIT "A"

SCOPE OF SERVICES

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4905-7795-0839 v1
EXHIBIT "B"

COMPENSATION

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EXHIBIT "C"

INSURANCE

A. Insurance Requirements. Contractor shall provide and maintain insurance, acceptable to the City, in full force and effect throughout the term of this Agreement, against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Services by Contractor, its agents, representatives or employees. Insurance is to be placed with insurers with a current A.M. Best's rating of no less than A:VII.

Contractor shall provide the following scope and limits of insurance:

1. Minimum Scope of Insurance. Coverage shall be at least as broad as:

(1) Commercial General Liability. Insurance Services Office form Commercial General Liability coverage (Occurrence Form CG 0001).

(4) Professional Liability. Professional liability insurance appropriate to the Contractor’s profession. This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to Services performed under this Agreement. The insurance must be maintained for at least three (3) consecutive years following the completion of Contractor’s services or the termination of this Agreement. During this additional three (3) year period, Contractor shall annually and upon request of the City submit written evidence of this continuous coverage.

(5) Pollution Liability. [***NOTE: INCLUDE IF THERE IS A POLLUTION LIABILITY EXPOSURE; DELETE IF NOT USED]. Pollution Liability Insurance covering all of the Contractor’s operations to include onsite and offsite coverage for bodily injury (including death and mental anguish), property damage, defense costs and cleanup costs.

2. Minimum Limits of Insurance. Contractor shall maintain limits of insurance no less than:

(1) Commercial General Liability. Not less than $1,000,000 per occurrence and no less than $2,000,000 general aggregate for bodily injury, personal injury and property damage. 83 83

(2) Automobile. $1,000,000 per accident for bodily injury and property damage. A combined single limit policy with aggregate limits in an amount of not less than $2,000,000 shall be considered equivalent to the said required minimum limits set forth above. [NOTE: IF CONTRACTOR DOES NOT OWN ANY COMPANY VEHICLES OR MAY NOT BE ABLE TO

PURCHASE A BUSINESS AUTOMOBILE INSURANCE POLICY, THE REQUIREMENT MAY BE SATISFIED BY PROVIDING EITHER OF THE FOLLOWING: (1) a Personal Automobile Liability policy for the Contractor’s own vehicle stipulating “Automobile Liability Insurance with a limit of not less than $1,000,000 each accident”; or (2) a non-owned auto endorsement to the Commercial General Liability policy if Contractor uses vehicles of others e.g., vehicles of employees). DELETE THIS SECTION IF NOT USED]

(3) Workers' Compensation. Workers' Compensation as required by the Labor Code of the State of California of not less than $1,000,000 per occurrence. If Contractor has no employees or agents, Contractor shall not be required to maintain Workers’ Compensation Insurance. However, in the event that Contractor hires employees or agents during the Term of this Agreement, Contractor shall obtain and maintain Workers’ Compensation Insurance in accordance with this section.

(4) Professional Liability. $1,000,000 per occurrence.

[OPTIONAL: INCLUDE THE FOLLOWING PROVISION IF THERE IS A POLLUTION LIABILITY EXPOSURE; OTHERWISE, ALWAYS DELETE]

(5) Pollution Liability. [**NOTE: CITY TO DETERMINE WHETHER COVERAGE LIMIT IS SUFFICIENT ON A CASE BY CASE BASIS. IF IN DOUBT, CONSULT WITH A RISK MANAGEMENT OR INSURANCE ADVISORS***] No less than $5,000,000 per loss and $10,000,000 total all losses. The policy shall contain no endorsements or provisions limiting contractual liability or coverage for cross liability of claims or suits by one insured against another. If coverage is written on a claims-made basis, the retroactive date shall precede the effective date of the initial Agreement and continuous coverage will be maintained or an extended reporting period will be exercised for a period of at least three (3) years from termination or expiration of this Agreement.

B. Other Provisions. Insurance policies required by this Agreement shall contain the following provisions:

1. All Policies. Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be suspended, voided, cancelled by the insurer or either Party to this Agreement, reduced in coverage or in limits except after 30 days' prior written notice by certified mail, return receipt requested, has been given to City.

2. Commercial General Liability and Automobile Liability Coverages.

operations of Contractor; premises owned, occupied or used by Contractor; or automobiles owned, leased, hired or borrowed by Contractor. The coverage shall contain no special limitations on the scope of protection afforded to City, and their respective elected and appointed officers, officials, or employees.

(2) Contractor’s insurance coverage shall be primary insurance with respect to City, and its respective elected and appointed, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by City, and its respective elected and appointed officers, officials, employees or volunteers, shall apply in excess of, and not contribute with, Contractor’s insurance.

(3) Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

3. Workers' Compensation Coverage. Unless the City Manager otherwise agrees in writing, the insurer shall agree to waive all rights of subrogation against City, and its respective elected and appointed officers, officials, employees and agents for losses arising from work performed by Contractor.

1. Contractor shall furnish certificates and endorsements from each subcontractor identical to those Contractor provides.

2. Any deductibles or self-insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers, or the Contractor shall procure a bond guaranteeing payment of losses and related investigations, claim administration, defense expenses and claims.

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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. T hey also drive the Strategic Plan Matrix of Goals, Objectives, and Actions which inform department work programs and priorities.

OUR VALUES

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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
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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

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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.
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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).

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, 92 92

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

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 train ing, ensuring we stay current with best practices and regulatory requirements in employee relations and labor management. The LCW consortium training opportunities are made available to all employees across the organization, providing agency -wide access to professional development in labor relations and leadership skills.

All department heads and other key staff from across the organization participated in two-day EOC training in November, 2025 and January, 2026 culminating in a ½ day tabletop exercise on January 28, 2026. All staff with an EOC role have taken required FEMA coursework online.

ACTION ACTION DESCRIPTION LEAD

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

CMO/HR X
Dept Task Status
HR 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 93 93

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

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 re cognition 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 fo r contributors whose ideas are implemented to benefit the organization.

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

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 .

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
94 94

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

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 assessin g the best approaches for promoting cross -departmental collaboration, identifying suitable event formats, and establishing a sustainable schedule that effectively brings together staff from all departments.

ACTION ACTION DESCRIPTION LEAD

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

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

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

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

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

The January 1st target date for Phase 1 allows time for leadership transition, budget considerations, and the formal RFP process to be completed before study implementation begins.
95 95

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

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

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

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
A-7 Implement the Strategic Plan by ensuring department work programs include initiatives that achieve Strategic Plan Actions and regularly review progress and accomplishments at City Manager Department Head Meetings.

CMO X X X
Dept Task Status
CM Department Head Staff Meetings Goals are regularly reviewed at weekly department head staff meetings with a different goal discussed each week.

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

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
A-8 Include a Community Satisfaction Survey in the future budget to monitor community support and satisfaction with Strategic Plan outcomes and to objectively gather community opinions, preferences, and satisfaction with city services.

CMO X
Dept Task Status
96 96

GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION

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
97 97

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

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

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

98 98

GOAL B- COMMUNITY INVESTMENT

ACTION ACTION DESCRIPTION LEAD

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

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

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

ACTION ACTION DESCRIPTION LEAD

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

ACTION ACTION DESCRIPTION LEAD

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

PW/ENGIN X X
Dept Task Status
99 99

GOAL B- COMMUNITY INVESTMENT

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

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

ACTION ACTION DESCRIPTION LEAD

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

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

ACTION ACTION DESCRIPTION LEAD

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

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

Several Highway Safety Improvement 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 100
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GOAL B- COMMUNITY INVESTMENT

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

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

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

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

The Public Works Department will continue to evaluate potential locations where City 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.
101
101

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 2 nd opinion to determine validity. The six to be addressed this FY are listed below along with the final one listed as TBD:
• Remove the abandoned generator
• Repair cracks in elevated slabs
• Replace sealants on levels 1 & 2
• Apply elastomeric coating on cracking columns
• Replace traffic coatings at the four stairs and on the roof level • Repair holes in EIFS (Exterior Insulation Finishing System) • Repair 500 feet of barrier cables (TBD)

ACTION ACTION DESCRIPTION LEAD

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

PW/ENGIN/ECON
DEV
X X X
Dept Task Status
ENG CWSRF Septic to Sewer Planning Project The Final Preliminary Engineering Reports have been submitted to the State Water Resources Control Board (SWRCB). City staff, in collaboration with the Coachella 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 102
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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 c onduct 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
103
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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 104
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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. 105
105

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 infl ation 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

106
106

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

107
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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.

108
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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
109
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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.

110
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GOAL C- FISCAL STABILITY AND SUSTAINABILITY

ACTION ACTION DESCRIPTION LEAD

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

FIN SVCS Restructured IRC Section 115 Trust transferring from CalPERS CERBT to Schuster Financial Services
management
On June 25, 2025, the City Council approved a resolution approving the transfer of the city’s OPEB/Pension Section 115 Trust from CalPERS to Shuster Advisory Group for administration. The move will allow the city to improve investment flexibility, customiz ation 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. 111
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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.
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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
IT Explore Dashboard options using GIS for Information Created GIS based CIP and Economic Development sites. Testing integration with 113
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GOAL D- INNOVATION

Management. 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 20 th. 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.

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 IT/CMO X X 114
114

GOAL D- INNOVATION

opportunities and improve the accessibility and affordability of reliable high -speed internet services.

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. 115
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GOAL E- SAFETY

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.

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.
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GOAL E- SAFETY

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

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

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GOAL E- SAFETY

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
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 i s 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 118
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GOAL E- SAFETY

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.

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.
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GOAL E- SAFETY

ACTION ACTION DESCRIPTION LEAD

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

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

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.

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GOAL E- SAFETY

ACTION ACTION DESCRIPTION LEAD

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

FACILITIES X
Dept Task Status
PW Desert Recreation District Park Maintenance Transition Effective July 1, the Desert Recreation District (DRD) assumed responsibility for maintaining five City parks. Public Works Maintenance successfully facilitated a seamless transition of park maintenance duties to DRD and continues to provide support and gu idance 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
121
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GOAL E- SAFETY

Dept Task Status
CEDD Workload evaluation and use of technology The Code Compliance Division continuously monitors its workload and the caseload of individual officers to ensure that the division is initiating investigations into complaints in a reasonable time period while maintaining time for proactive patrols and wo rk. 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 compl eted 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 associat ion meeting at Tramview homeowners’ association.

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

ACTION ACTION DESCRIPTION LEAD

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

CEDD Research ordinances banning backyard breeding.
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GOAL F – EMBRACING, INCLUSIVE COMMUNITY

ACTION ACTION DESCRIPTION LEAD

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

FIN SVCS X
Dept Task Status
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.

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

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

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

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

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

PW/ENG Streamline development review process The Public Works Department, in coordination with the Development Services Department, are reviewing the Cathedral City Municipal Code for opportunities for code updates. An Engineering staff member has been appointed to the Development Code Update Technic al Advisory Group and is currently collaborating with Planning staff on driveway standards. 124
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GOAL F – EMBRACING, INCLUSIVE COMMUNITY

ACTION ACTION DESCRIPTION LEAD

DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
F-2 Prioritize updating the zoning code regarding residential parking and paving provisions; research and give recommendations on enabling parking prohibitions in front of mailboxes.

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

Code Compliance is now enforcing.

ACTION ACTION DESCRIPTION LEAD

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

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

Additional annual events include State of the City at the DoubleTree Hotel Golf Resort. Communications & Events also provides support for Parks & Community Events Commission (PACE) programming including the Howl -O-Ween Dog 125
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GOAL F – EMBRACING, INCLUSIVE COMMUNITY

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 (Febru ary 2026), Color the Spectrum Autism Arts Festival, and Autism Society Inland Empire's Autism Walk & Festival.

ACTION ACTION DESCRIPTION LEAD

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

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

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

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

ACTION ACTION DESCRIPTION LEAD

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

CEDD/CODE X X
Dept Task Status
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GOAL F – EMBRACING, INCLUSIVE COMMUNITY

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

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

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
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GOAL F – EMBRACING, INCLUSIVE COMMUNITY

COMM/PW Mailer content coordination Communications & Events is collaborating with the Public Works Environmental Department to enhance the community mailer program in alignment with City Council’s strategic goal to expand the mailer size and improve its overall quality and appearance. Communications & Events is responsible for developing content for special event pages and evaluating design approaches for the enhanced format, working to ensure the expanded mailer transitioning toward an 8.5 x 11 - inch magazine -style layout effectively showcase s city events, programs, and community information. 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 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
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GOAL F – EMBRACING, INCLUSIVE COMMUNITY

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

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 129
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GOAL F – EMBRACING, INCLUSIVE COMMUNITY

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
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.
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GOAL F – EMBRACING, INCLUSIVE COMMUNITY

ACTION ACTION DESCRIPTION LEAD

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

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

ACTION ACTION DESCRIPTION LEAD

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

CEDD
Dept Task Status
CEDD Childcare accessibility CEDD reviewed the 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.
131
131

GOAL F – EMBRACING, INCLUSIVE COMMUNITY

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
M
Research potential Re-Discover Cathedral City
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 o dor 132
132

GOAL F – EMBRACING, INCLUSIVE COMMUNITY

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 platforms and community mailers. Additionally, the Public Works Environmental Division is workin g with Code -Enforcement to provide direct mail pieces to residents.

133
133

Average 1 2 3 4 5
1 Communications & Events Director 73.32 70.52 71.52 65.52 77.52 81.52 2 City Manager 68.93 57.93 53.93 77.93 68.93 85.93
3 Director of Comm & Econ Devel 48.47 53.47 35.47 48.47 34.47 70.47 4 4 Eyes Communication Member 34.41 44.61 19.61 43.61 17.61 46.61 5 Agua Caliente Member 84.59 87.19 85.19 87.19 80.19 83.19 WIN

61.58 56.38 36.38 64.38 72.38 78.38

77.52 83.72 81.72 62.72 75.72 83.72

68.40 70.00 68.00 85.00 42.00 77.00

71.73 65.53 78.53 82.53 53.53 78.53

66.86 63.86 44.86 57.86 82.86 84.86
Points Price 1 2 3 4 5 Average

7.52 99,770.00 63.00 64.00 58.00 70.00 74.00 65.80

8.93 84,000.00 49.00 45.00 69.00 60.00 77.00 60.00

8.47 88,500.00 45.00 27.00 40.00 26.00 62.00 40.00

7.61 98,500.00 37.00 12.00 36.00 10.00 39.00 26.80

10.19 73,575.00 77.00 75.00 77.00 70.00 73.00 74.40

9.38 80,000.00 47.01 27.01 55.01 63.01 69.01 52.21

8.72 86,000.00 75.00 73.00 54.00 67.00 75.00 68.80

15.00 50,000.00 55.00 53.00 70.00 27.00 62.00 53.40

10.53 71,250.00 55.00 68.00 72.00 43.00 68.00 61.20

7.86 95,440.00 56.00 37.00 50.00 75.00 77.00 59.00 Vendors

AXIOM OF PURPOSE
Proposal Graders

TRIPEPI SMITH
Class & Comp Study
Cost Scores
Classification & Compensation RFP
Vendors

STRATEGOS CONSULTING

JPW COMMUNICATIONS
LOMA
Total Average Score

TRIPEPI SMITH

AXIOM OF PURPOSE

CAPLAN COMMUNICATIONS LLC

STRATEGOS CONSULTING

JPW COMMUNICATIONS
LOMA

RAFTELIS

CIVI SOCIAL

VOZ STRATEGIES

ZO AGENCY

RAFTELIS

CIVI SOCIAL

VOZ STRATEGIES

ZO AGENCY
Technical Scores

TRIPEPI SMITH

AXIOM OF PURPOSE

CAPLAN COMMUNICATIONS LLC

STRATEGOS CONSULTING

JPW COMMUNICATIONS
LOMA

RAFTELIS

CIVI SOCIAL

VOZ STRATEGIES

ZO AGENCY

CAPLAN COMMUNICATIONS LLC
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134

Staff Report
City Council
Item No. 5.C
Meeting Date: August 12, 2026
From: Deanna Pressgrove, Environmental Conservation & Public Works Manager
Title: Approval of a Professional Services Agreement with ICF Incorporated, L.L.C. for Preparation of the Cathedral City Climate Action Plan Update RECOMMENDATION:

For City Council to:
oApprove a professional services agreement with ICF Incorporated, L.L.C. in an amount not to exceed $55,000 for preparation of the Cathedral City Climate Action Plan Update; and a fifteen percent (15%) contingency for unforeseen project related outreach requirements in the amount of $8,250; thereby bringing the total cost encumbrance for this project to $63,250; and,
oAuthorize the City Manager to execute the Professional Services Agreement with ICF Incorporated, L.L.C.; and,
oFind that approval of the professional services agreement is not a project under CEQA pursuant to Section 15378 of the CEQA Guidelines because it consists of administrative and planning activities that will not result in a direct or reasonably foreseeable physical change to the environment.

BACKGROUND:
2013 Cathedral City Climate Action Plan
The city adopted its Climate Action Plan (CAP) in 2013 to establish a comprehensive strategy for reducing greenhouse gas (GHG) emissions while supporting sustainable growth and environmental stewardship. The 2013 CAP established the city's first greenhouse gas inventory, identified emissions reduction strategies across transportation, energy, solid waste, and municipal operations, and provided a framework for incorporating sustainability into planning, environmental review, and infrastructure decisions.

Since adoption of the 2013 CAP, Cathedral City has completed numerous sustainability initiatives, including:
Energy-efficient upgrades to municipal facilities.
Implementation of SB 1383 organics recycling programs. Expansion of residential and commercial recycling and waste diversion programs. Installation of publicly accessible electric vehicle charging stations. 1 1

Planning for the transition of the City's municipal fleet to zero-emission vehicles. Participation in regional climate planning efforts.

During this same time period, the State of California climate policies have continued to evolve, requiring local agencies to update their planning efforts. Key legislative changes include:

SB 32 (2016) Established California's goal of reducing
greenhouse gas emissions 40 percent below
1990 levels by 2030.

AB 1279 (2022) Established California's goal of achieving carbon neutrality by 2045, meaning the State
intends to balance greenhouse gas emissions
with actions that remove or offset those
emissions.

Advanced Clean Fleet Regulations Accelerate the transition toward zero-emission public fleet.

SB 1383 (2016) Requires jurisdictions to reduce methane emissions through organics recycling and
edible food recovery programs.

Title 24 / CALGreen Building Standards Continue increasing energy efficiency requirements for residential and commercial
development.

On January 28, 2026, the City Council received a presentation on the Coachella Valley Association of Governments Regional Comprehensive Climate Action Plan (Regional CCAP) and directed staff to return with a proposed scope of work, project schedule, and cost estimate for updating Cathedral City’s Climate Action Plan using the regional technical analysis as the foundation for the city's update.

Updating the city's CAP will align local strategies with current state requirements, incorporate the city's accomplishments, and establish an updated roadmap for future implementation.

Several factors support updating Cathedral City’s 2013 Climate Action Plan.

Regulatory Alignment Updating the city's CAP to reflect current State climate laws, greenhouse gas reduction targets, and regulatory
requirements supports future planning.

Grant Eligibility Strengthens the city's competitiveness for State and Federal grants related to transportation, sustainability, energy efficiency, climate resilience and infrastructure improvements.

Local Control Allows Cathedral City to select climate strategies that reflect local priorities, community needs, available funding, and operational feasibility rather than relying solely on regional recommendations.

Leverages Regional CCAP
Investment
Builds upon the technical analysis, greenhouse gas
inventory, emissions modeling, and reduction strategies already completed through the Regional CCAP, reducing
duplication of effort and project costs.
2 2

DISCUSSION:

Staff recommends entering into a professional services agreement with ICF Incorporated, L.L.C., to prepare the city's Climate Action Plan update. ICF prepared the recently completed Coachella Valley Regional CCAP, including the greenhouse gas inventory and technical analyses for Cathedral City. Building upon this work allows the city to leverage existing technical analyses, reduce project costs, maintain consistency with the regional planning effort, and tailor the update to Cathedral City's local priorities, sustainability initiatives, and implementation strategies.

To accomplish these objectives, ICF will perform the following tasks:

Document existing city greenhouse gas reduction initiatives. Evaluate the greenhouse gas reduction strategies identified in the Regional CCAP and determine which strategies are appropriate, feasible, and cost-effective for implementation in Cathedral City.
Update the city's greenhouse gas inventory, emissions forecasts, and supporting technical analysis.
Develop recommendations for the transition of the city's municipal fleet to zero- emission vehicles consistent with future State requirements. Evaluate opportunities for publicly accessible electric vehicle charging infrastructure throughout the city.
Document SB 1383 and other sustainability initiatives. Prepare draft and final Climate Action Plan documents and presentation materials for City Council consideration.

Updating the Climate Action Plan provides an opportunity to consolidate more than a decade of sustainability accomplishments into a single comprehensive planning document. The updated CAP will document these accomplishments, establish measurable greenhouse gas reduction strategies, align city policies with current State climate legislation, and provide a framework for evaluating future capital improvements, development projects, grant opportunities, and sustainability initiatives.

Further, with the inclusion of evaluating opportunities for publicly accessible electric vehicle charging infrastructure using regional greenhouse gas analyses allows Cathedral City to maintain local control over future greenhouse gas reduction strategies, implementation priorities and long-term infrastructure planning.

The updated Climate Action Plan will also strengthen the City's ability to pursue future State and Federal funding opportunities by demonstrating a current and locally adopted Climate Action Plan.

The Climate Action Plan is intended to be a living planning document. As state regulations evolve, new technologies become available, grant opportunities emerge, and city priorities change, the CAP can be periodically updated to ensure it continues to reflect Cathedral City's sustainability goals and implementation priorities.

Community outreach and stakeholder engagement will occur throughout development of the updated CAP and will help shape the final recommendations brought before the City Council. 3 3

SOLE SOURCE JUSTIFICATION
ICF served as the lead consultant for the recently completed Coachella Valley Regional CCAP and developed the greenhouse gas inventory, technical models, emissions forecasts, and reduction strategies used for Cathedral City. Because the proposed CAP update builds directly upon this work, ICF possesses unique institutional knowledge and access to the underlying technical analyses, allowing the City to avoid unnecessary duplication of effort, additional costs, and project delays.

ICF also prepared the Coachella Valley Plug-In Electric Vehicle Readiness Plan, giving the consultant additional familiarity with regional transportation electrification strategies and charging infrastructure planning. This experience complements the Climate Action Plan update and supports efficient integration of regional EV planning into Cathedral City's updated CAP.

As part of staff's due diligence, staff requested that CVAG compare ICF’s proposed hourly rates with those used by the San Bernardino County Transportation Authority during preparation of the Regional CCAP. CVAG confirmed that the proposed rates are generally consistent with the previously negotiated regional rates and are considered fair and reasonable.

The city's purchasing policy authorizes exceptions to competitive procurement when a consultant possesses specialized expertise or prior work product that cannot reasonably be duplicated without unnecessary cost or delay. Staff finds those conditions are met and recommends approval of the sole-source agreement.

TIMEFRAME
Following execution of the agreement, staff anticipates the Climate Action Plan Update will require approximately nine to twelve months to complete, including technical analysis, preparation of draft documents, public outreach, Planning Commission review (if applicable), and final City Council adoption.

ENVIRONMENTAL REVIEW
Approval of the professional services agreement is not a project under CEQA pursuant to Section 15378 because it consists of administrative and planning activities that will not result in a direct or reasonably foreseeable physical change to the environment. Future implementation actions will undergo separate environmental review, as required.

FISCAL IMPACT:

The proposed agreement has a not-to-exceed amount of $55,000. The fifteen percent (15%) contingency for unforeseen project outreach requirements in the amount of $8,250 is proposed to ensure that additional in person consultant meetings and/or staff, city council and public outreach requirements, above the contracted amount, can be completed seamlessly and not disrupting the momentum of the Project. Funding in the total amount of $63,250 for the Project is available within the FY 2026-2027 Environmental Conservation Division operating budget.

Although the project does not generate direct revenue, it positions the city for future grant opportunities, supports compliance with evolving climate regulations, and provides a strategic framework for future infrastructure investments and sustainability initiatives. 4 4

DESCRIPTION GENERAL
LEDGER

ACCOUNT
CODES

PROJECT
CODE
AMOUNT ONE TIME or

ONGOING
2026-2027
Environmental
Conservation
Fund 246
CAP Contract
246-900-910-
911-8600-8601 N/A $55,000 One-Time
2026-2027
Environmental
Conservation
Fund 246
15%
Contingency
246-900-910-
911-8600-8601 N/A $8,250 One –Time
As Needed
2026-2027 Total $63,250
FIVE-YEAR STRATEGIC PLAN:

Goal B – Community Investment
Action Item B-1: Develop an Electric Vehicle Transition Plan to comply with upcoming state mandates and include consideration of providing publicly accessible charging stations.

ATTACHMENTS:

1. ICF Inc., L.L.C. Proposal for CAP Services

2. CAP Agreement for Services with ICF, Inc., L.L.C.
5 5

ICF Proprietary & Confidential

June 12, 2026
Deanna Pressgrove, Environmental Conservation & Public Works Manager City of Cathedral City
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Subject: Cathedral City Climate Action Plan Update
Dear Deanna Pressgrove:

ICF Incorporated, L.L.C. (“ICF”) is pleased to submit this Time and Material proposal to support the City of Cathedral (“City”) in achieving its objectives for updating the City’s Climate Action Plan.

ICF’s proposal remains valid for a period of one hundred twenty (120) calendar days from June 12, 2026. ICF retains the right to review its submission and to extend its offer or to revise its proposal at the end of the 120-day period.

ICF expects that the terms and conditions governing this engagement will be subject to mutual negotiation and agreement by the parties following award and prior to execution of the final agreement.

ICF looks forward to hearing from you regarding the status of our response and welcomes the opportunity to discuss it further. Please direct all communications concerning any matter related to the solicitation, including any questions regarding this proposal, to Jakub Zielkiewicz at (213) 312-1797 or [email protected] and Adeola Olasehinde, Senior Contracts Administrator, at (512) 770-4890 or [email protected].

Sincerely,

Adeola Olasehinde
Senior Contracts Administrator
6 6

ICF Proprietary & Confidential
Background and Objective
The City of Cathedral City (City) developed a 2013 Greenhouse Gas (GHG) Inventory and Climate Action Plan (CAP), which established a structured approach to address climate change through targeted measures across multiple sectors. Sustainability and climate resilience elements were included in the City’s 2040 General Plan (adopted in 2021), and climate-related priorities were addressed indirectly in the City’s Five-Year Strategic Plan (2025 Update). In addition, climate actions relevant to the City were also included in the region’s Comprehensive Climate Action Plan (CCAP), as part of the US EPA’s Climate Pollution Reduction Grant (CPRG) Program.

The City would like to update its CAP to build off of more recent efforts to reduce GHGs, to capture in one document the work that the City has done and continues to do in reducing GHG emissions, and to establish new aspirational commitments in both municipal operations and the broader community to reduce GHGs.

Of importance, the update to the CAP will capture:
- Recommendations for a zero emissions vehicle (ZEV) program, including municipal fleet electrification, and public and commercial charging infrastructure. - The existing programs and initiatives that the City has been implementing relating to waste reduction (e.g., AB 939 and SB 1383), as well as in other economic sectors (e.g., buildings, transportation including ZEV initiatives, agriculture, etc.).

ICF understands that progress on updating the CAP should be made in time for providing an update at City Council meetings in January 2027, with finalization in time for the February 2027 Strategic Plan revision.

SCOPE OF WORK
Task 1 – Review of Current GHG Initiatives
- ICF will review existing City initiatives that contribute to GHG reductions and will summarize those initiatives in a Word memo. ICF will provide this memo to the City for review and approval. This memo will be used in the Climate Action Plan to capture the existing City programs that contribute to GHG reductions. - ICF will review the CCAP for relevant City GHG reduction measures across all economic sectors (i.e., buildings, transportation, etc.), and obtain City confirmation of relevancy, modification to measures, and/or addition of GHG measures for purposes of the update to the CAP. ICF will document the results in a Word memo, which will help shape the technical analysis related to quantifying GHG emissions reductions from City measures in subsequent tasks.
7 7

ICF Proprietary & Confidential
Task 2 – Evaluation of GHG Reductions
- Based on the Task 1 review and modifications of CCAP measures, ICF will evaluate the City’s status in meeting GHG reduction targets through 2030. ICF assumes the City’s GHG targets will be aligned with targets established through the CCAP and consistent with statewide GHG targets pursuant to SB32. The evaluation will include updating CCAP modeling for differences in emissions reductions measures identified and quantifying the gap (if any) that exists in meeting 2030 GHG targets. - ICF will also identify GHG emissions reduction measures that could be initiated within the next five years that would contribute to further GHG emission reductions through 2045 consistent with statewide GHG targets for the same period (AB 1279).

This will include quantification of GHG emissions associated with aspirational emission reduction measures identified.

Task 3 – Recommendations and updated to the CAP
• Based on Task 2, ICF will prioritize the emission reductions identified and make recommendations to the City regarding which to consider for inclusion in the update to the CAP .
• For ZEVs specifically, ICF will make recommendations that will focus on actions for new developments, municipal facilities/properties, and to support charging station proliferation in the existing built residential sector
o This could include, for example, identifying potential partners, such as utilities, state agencies, private businesses, regional organizations such as regional energy networks.
• ICF will develop a draft CAP updated based on the City’s existing initiatives (task 1 memo), additional actions that reduce emissions (task 2), as well as program specific details (ZEV recommendations in Task 3). The draft update to the CAP will be presented to the City for review, with the assumption that one City representative will be identified and responsible for consolidating feedback and comments from relevant City reviewers. ICF will then take the consolidated feedback, make relevant updates to the draft update to the CAP , and deliver a final update to the CAP to the City.
• ICF will develop slides (PPT format) to brief the City on the update to the CAP , which can also be used as part of future City Council briefings.

Deliverables
8 8

ICF Proprietary & Confidential
1) MS Word memo of existing City initiatives that contribute to GHG reductions 2) MS Word memo of applicable CCAP GHG measures relevant to the City, including any modifications and additions
3) MS Excel file with emission reduction calculations
4) Monthly status reports summarizing progress on tasks 5) Draft and final Climate Action Plan Update in MS Word and PDF 6) Summary slides in MS Powerpoint and executive summaries/briefs in MS Word for use in City Council briefings
Period of Performance
ICF anticipates completing the CAP update in time for the City’s February Strategic Plan revise and we have included the not to exceed value with the February deadline in mind.

For purposes of contracting, the term of the contract shall be for an initial period of ONE (1) year commencing on the date of the Notice to Proceed (assumed to be July 1, 2026). If additional work is needed after February, we will discuss and agree to additional budget with the City. Thereafter, the contract shall be renewable for an additional twelve (12) months, without the necessity of rebidding, upon mutual agreement in writing, SIXTY (60) days prior to the annual renewal date, contingent upon the availability of funds.

Compensation
ICF will be compensated on a time and material basis based on the rate card below with a total contract not to exceed value of $55,000.

Labor Category Rates for 7/01/26 - 6/30/27
Executive $345.89
Director $295.33
Manager $219.62
Senior Analyst $177.36
Analyst $149.37
Researcher $117.85

ICF will invoice monthly on a time and materials basis for actual hours worked, including applicable ODCs and travel, with amounts inclusive of applicable costs and taxes.

Payment terms are net thirty (30) days from invoice. Invoices will be submitted in conjunction with a monthly progress report.

Assumptions
9 9

ICF Proprietary & Confidential
- The City will lead all public outreach activities, with ICF providing technical support as requested by the City.
- The City identified project manager will be the primary contact person that ICF will interact with.
- ICF is prepared to present or to be present to answer questions at the City Council meeting. We assume one in-person meeting and travel expenses will be invoiced at cost plus applicable overhead.
- ICF assumes there will be monthly check-in meetings with the City project manager. - ICF will provide the City identified project manager with relevant data requests for said individual to work across the City and relevant organizations to obtain data. - This update to the CAP will not include California Environmental Quality Act (CEQA) analysis; CEQA analysis would occur afterwards if/when the City passes a specific ordinance or plan, and comes back to Council for approval of said ordinance/plan. - The foundation of the analysis of this update to the CAP will be the CCAP technical analysis. Where additional detail is available (e.g., updated yearly data, specific municipal facility energy information, etc.), we will incorporate and update the GHG inventory and emission reduction projections.
- ICF’s allocation of effort by task and labor category reflects our best estimate for completing the scope of work. ICF reserves the right to reallocate the hours across tasks and labor categories as we see fit to complete the scope in the most efficient manner within the overall contract ceiling.
- ICF’s proposal shall remain valid for a period of one hundred twenty (120) days from the date of submission. ICF reserves the right to review, extend, or revise its proposal upon expiration of this period, subject to mutual agreement. - ICF assumes that the City will designate a single point of contact (e.g., Contracting Officer’s Representative (COR)) responsible for consolidating and reconciling all City comments, revisions, and feedback on deliverables, resolving any conflicts, and providing such feedback to ICF in a single, written, consolidated format. - ICF assumes one (1) consolidated review cycle for all deliverables. The designated Contracting Officer’s Representative (COR) will provide consolidated comments within five (5) business days of receipt. ICF will address such comments and resubmit final deliverables within five (5) business days. In the absence of comments within the specified review period, deliverables will be deemed accepted.

10 10

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4905-7795-0839 v1

AGREEMENT FOR SERVICES

BETWEEN

THE CITY OF CATHEDRAL CITY, CALIFORNIA
AND
ICF Incorporated, L.L.C.

This Agreement for Services (“Agreement”) is entered into as of this 12 th day of August, 2026 (“Effective Date”) by and between the City of Cathedral City, a municipal corporation (“City”), organized under the laws of the State of California, with its principal place of business at 68700 Avenida Lalo Guerrero, Cathedral City, California, 92234 and ICF Incorporated, L.L.C. a Delaware limited liability company , with its principal place of business at 1902 Reston Metro Plaza PLZ Reston, VA 2 0190 (“Contractor”). City and Contractor are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.”

RECITALS
A. City has sought, through direct negotiation with ICF Incorporated, L.L.C., based on the consultant's unique qualifications and prior work preparing the Coachella Valley Regional Comprehensive Climate Action Plan, the performance of the services defined and described particularly in Section 2 of this Agreement.

B. Contractor, following submission of a proposal for the performance of the services defined and described particularly in Section 2 of this Agreement, was selected by the City to perform those services.

C. Contractor represents that it is experienced in providing [insert type of services] services to public clients, is licensed in the State of California, and is familiar with the plans of City.

SECTION 1. TERM OF AGREEMENT.
, The Term of this Agreement is 12 months, commencing on the Effective Date (“Term”) unless earlier terminated as provided in Section 20 “Termination of Agreement”.

Contractor shall complete the Services within the Term of this Agreement, and shall meet any other established schedules and deadlines.

SECTION 2. SCOPE OF SERVICES & SCHEDULE OF PERFORMANCE. 11 11

- 2 -
4905-7795-0839 v1
Contractor agrees to perform the services set forth in Exhibit “A” “Scope of Services” (hereinafter, the “Services”) and made a part of this Agreement by this reference. The Services shall be completed pursuant to the schedule specified in Exhibit “A.” Should the Services not be completed pursuant to that schedule, the Contractor shall be deemed to be in Default of this Agreement. The City, in its sole discretion, may choose not to enforce the Default provisions of this Agreement and may instead allow Contractor to continue performing the Services.

SECTION 3. ADDITIONAL SERVICES.

SECTION 4. COMPENSATION AND METHOD OF PAYMENT.
(a) Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amounts specified in Exhibit “B” “Compensation” and made a part of this Agreement by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed fifty-five thousand dollars $ 55,000, unless additional compensation is approved in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement. (b) Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and subcontractor contracts. Subcontractor charges shall be detailed by the following categories: labor, travel, materials, equipment and supplies. If the compensation set forth in subsection (a) and Exhibit “B” include payment of labor on an hourly basis (as opposed to labor and materials being paid as a lump sum), the labor category in each invoice shall include detailed descriptions of task performed and the amount of time incurred for or allocated to that task. City shall independently review each invoice submitted by the Contractor to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. In the event that no charges or expenses are disputed, the invoice shall be approved and paid according to the terms set forth in subsection (c). In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Contractor for correction and resubmission.
(c) Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, City will use its best efforts to cause Contractor to be paid within thirty (30) days of receipt of Contractor’s correct and undisputed invoice. (d) Payment to Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor. 12 12

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4905-7795-0839 v1

SECTION 5. INSPECTION AND FINAL ACCEPTANCE.

City may inspect and accept or reject any of Contractor ’s work under this Agreement, either during performance or when completed. City shall reject or finally accept Contractor’s work within sixty (60) days after submitted to City. City shall reject work by a timely written explanation . City’s acceptance shall be conclusive as to such work except with respect to latent defects, fraud and such gross mistakes as amount to fraud. Acceptance of any of Contractor’s work by City shall not constitute a waiver of any of the provisions of this Agreement including, but not limited to, Section 16 “Indemnification” and Section 17 “Insurance.”
SECTION 6. OWNERSHIP OF DOCUMENTS AND MATERIALS ; EXCEPTIONS; WARRANTY.
(a) Documents and Data. All specifications, original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Contractor in the course of providing the Services pursuant to this Agreement (“documents and m aterials”) shall become the sole property of City t o the extent such documents constitute D eliverables and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such documents and materials. (b) If and to the extent that City utilizes for any purpose not related to this Agreement any documents and materials pursuant to this Agreement, Contractor’s guarantees and warranties in Section 9 “Standard of Performance” of this Agreement shall not extend to such use of the documents and materials. (c) All final work product developed by Contractor in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such f inal work product if paid for by the City. This provision specifically excludes Contractors’ work notes and drafts, which are owned by Contractor, not City.
(d) Contractor warrants that all Materials it drafts and completes pursuant to this Agreement constitutes original work. Specifically, Contractor understands and agrees that use of artificial intelligence (AI) tools including, without limitation, ChatGPT, Microsoft’s Bing Chat, Google’s Bard, and Meta’s LLAMA (Large Language Model Meta AI), in the performance of this Agreement does not constitute an original work, i.e., submitting Materials generated by such AI tools to City and representing it as Contractor’s original work constitutes a material breach of thi s Agreement, constitutes a false claim, and may also violate applicable intellectual property right laws including, without limitation, United States Copyright Law. Accordingly, and notwithstanding any other provision of this Agreement as to ownership, Cit y specifically rejects ownership of such 13 13

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4905-7795-0839 v1
Materials. Contractor is required to indemnify and defend City to the fullest extent allowed by applicable law should it violate this Section.

Notwithstanding the foregoing, contractor retains all rights, title, and interest in its pre- existing materials, methodologies, tool, templates, and know -how ( “Background IP”).

Ownership and Deliverables, As provided in the statement of work, shall transfer upon full payment. Contractor grants city a non-exclusive, perpetual, royalty-free license to use the Deliverables for City’s internal purposes. Contract retains the right to use general knowledge, skills, experience, ideas, and concepts developed in the course of performing the Services.

SECTION 7. CONTRACTOR'S BOOKS AND RECORDS.
(a) Contractor shall maintain any and all documents and records demonstrating or relating to Contractor’s performance of the Services. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to the Services, including expenditures and disbursements charged to City pursuant to this Agreement. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permi t an accurate evaluation of the services provided by Contractor pursuant to this Agreement. Any and all such documents or records shall be maintained for three (3) years from the date of execution of this Agreement and to the extent required by laws relating to audits of public agencies and their expenditures. In accordance with California Government Code Section 8546.7, if the total compensation in Section 4 exceeds ten thousand dollars ($10,000.00), this Agreement and the Contractor's books and records related to this Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.
(b) Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Contractor’s address indicated for receipt of notices in this Agreement.
(c) Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or discarded due to dissolution or termination of Contractor’s business, City may, by written request, require that custody of such documents or records be given to the City. Access to such documents and records shall be granted to City, as well as to its successors -in-interest and authorized representatives.

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SECTION 8. INDEPENDENT CONTRACTOR.
(a) Contractor is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Contractor shall have no authority to bind City in any manner, nor to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise.
(b) The personnel performing the Services under this Agreement on behalf of Contractor shall at all times be under Contractor’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Contractor or any of Contractor’s personnel.

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herein. Contractor shall at all times enforce strict discipline and good order among its employees. Any employee who is determined by the City to be uncooperative, incompetent, a threat to the safety of persons or the Services, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Services to be performed by the Contractor and shall not be re- employed on the Services.

SECTION 10. COMPLIANCE WITH APPLICABLE LAWS; PERMITS AND LICENSES.

SECTION 11. PREVAILING WAGE LAWS
Contractor is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on “public works” and “maintenance” projects.

It is the understanding of City and Contractor that the Prevailing Wage Laws may not apply to this Agreement because the Agreement does not involve any services subject to prevailing wage rates pursuant to the California Labor Code or regulations promulgated thereunder: Construction, alteration, demolition, installation, or repair work performed on public buildings, facilities, streets or sewers done under contract and paid for in whole or in part out of public funds. In this context, “construction” includes work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work . Contractor shall defend, indemnify, and hold City, its elected officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

SECTION 12. NONDISCRIMINATION.

SECTION 13. UNAUTHORIZED ALIENS.

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Contractor so employ such unauthorized aliens for the performance of the Services, and should the any liability or sanctions be imposed against City for such use of unauthorized aliens, Contractor hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorneys' fees, incurred by City.

SECTION 14. CONFLICTS OF INTEREST.
(a) Contractor covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Contractor ’s performance of the Services. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager. Contractor agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement. (b) City understands and acknowledges that Contractor is, as of the date of execution of this Agreement, independently involved in the performance of non- related services for other governmental agencies and private parties. Contractor is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section. (c) City understands and acknowledges that Contractor will perform non- related services for other governmental agencies and private Parties following the completion of the Services under this Agreement. Any such future service shall not be considered a conflict of interest for purposes of this section. (d) City may determine that Contractor must disclose its financial interests by completing and filing a Fair Political Practices Commission Form 700, Statement of Economic Interests. If such a determination is made, Contractor shall file the subject Form 700 with the City Clerk’s Office pursuant to the written instructions provided by the Office of the City Clerk within ten (10) days of the request.

SECTION 15. CONFIDENTIAL INFORMATION; RELEASE OF INFORMATION. (a) All information gained or work product produced by Contractor in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Contractor. Contractor shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law. Contractor shall not use City’s name or insignia, photographs, or any publicity pertaining to the Services in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City. (b) Contractor, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work 17 17

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performed under this Agreement. Response to a subpoena or court order shall not be considered "voluntary" provided Contractor gives City notice of such court order or subpoena.
(c) If Contractor, or any officer, employee, agent or subcontractor of Contractor, provides any information or work product in violation of this Agreement, then City shall have the right to reim bursement and indemnity from Contractor for any damages, costs and fees, including attorney's fees, caused by or incurred as a result of Contractor ’s conduct.

Contractor shall promptly notify City should Contractor , its officers, employees, agents or subcontractors, be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admiss ions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. Contractor shall not be held criminally or civilly liable under any Federal or State trade secret law for the disclosure of a trade secret that is made in confidence to a Federal, State, or local government official or to an attorney solely for the purpose of reporting or investigating a suspected violation of law or for the disclosure of a trade secret that is made in a complaint or other document filed in a lawsuit or other proceeding, if such filing is made under seal.

Notwithstanding the foregoing, to the extent that the Contractor’s services are subject to California Civil Code Section 2782.8, the above indemnity, including the cost to defend, shall be limited to the extent required by Civil Code Section 2782.8. (b) Indemnification for Other than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City, and any and all of its employees, officials, volunteers and agents from and against third party liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory 18 18

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proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, Contractor’s negligent acts or omissions in the performance of this Agreement by Contractor , or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or subcontractors of Contractor. (c) Indemnification from Subcontractors. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Contractor fails to obtain such indemnity obligations from others as required herein, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Contractor and shall survive the termination of this Agreement or this section.
(d) City’s Negligence . The provisions of this section do not apply to claims occurring as a result of City’s sole negligence. The provisions of this section shall not release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officials, employees and agents.

(e) Limitation of Liability. Notwithstanding any other provision to the contrary herein and except for A gency’s obligation to pay Contractor in accordance with this contract for services or work performed or deliverables delivered, each party's liability for damages arising out of or relating in any way to this contract (including any order) shall be strictly limited to direct damages and shall in no event exceed the amount which has been paid to contractor by agency for contractor 's performance under this contract or the relevant order. This limitation of liability applies regardless of whether liability is based on breach of contract, tort, strict liability, breach of warranties, infringement of intellectual property, failure of essential purpose or otherwise. F urther, neither party, nor any of its officers, directors, employees, shareholders, or other representatives, shall in any event be liable for loss of profits, revenue, data, use, goodwill or other indirect, incidental, special, punitive or consequential d amages suffered by the other party or others as a result of performance or nonperformance under this agreement (including work orders), whether or not the possibility of such damages was disclosed or could have been reasonably foreseen.

SECTION 17. INSURANCE.

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policies upon request.

SECTION 18. ASSIGNMENT.

The expertise and experience of Contractor are material considerations for this Agreement. City has an interest in the qualifications and capability of the persons and entities who will fulfill the duties and obligations imposed upon Contractor under this Agreement. In recognition of that interest, Contractor shall not assign or transfer this Agreement or any portion of this Agreement or the performance of any of Contractor ’s duties or obligations under this Agreement without the prior written consent of the City.

Any attempted assignment shall be ineffective, null and void, and shall constitute a material breach of this Agreement entitling City to any and all remedies at law or in equity, including termination of this Agreement pursuant to Section 20 “Termination of Agreement.” City acknowledges, however, that Contractor , in the performance of its duties pursuant to this Agreement, may utilize subcontractors.

SECTION 19. CONTINUITY OF PERSONNEL.

Contractor shall make every reasonable effort to maintain the stability and continuity of Contractor’s staff and subcontractors, if any, assigned to perform the Services. Contractor shall notify City of any changes in Contractor’s staff and subcontractors, if any, assigned to perform the Services prior to and during any such performance. If City does not agree to the substitution of key personnel , City shall be entitled to terminate this Agreement for cause.

SECTION 20. TERMINATION OF AGREEMENT.
(a) City may terminate this Agreement, with or without cause, at any time by giving thirty (30) days written notice of termination to Contractor. In the event such notice is given, Contractor shall cease immediately all work in progress. (b) If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor , or City may terminate this Agreement immediately upon written notice. (c) Upon termination of this Agreement by either Contractor or City, all property belonging exclusively to City which is in Contractor’s possession shall be returned to City.

SECTION 21. DEFAULT.

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but may be extended if circumstances warrant , however, the timeframe may also be shortened if the default results in a safety issue or imminent threat to City employees or the public in the sole discretion of the City. During the period of time that Contractor is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Contractor does not cure the default, the City may take necessary steps to terminate this Agreement under Section 20 “Termination of Agreement.” Any failure on the part of the City to give notice of the Contractor ’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.

SECTION 22. EXCUSABLE DELAYS.

SECTION 23. COOPERATION BY CITY.

SECTION 24. NOTICES.

To City: City of Cathedral City
Attn: City Clerk
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Email: [email protected]
To Contractor: ICF Incorporated, L.L.C.
1902 Reston Metro Plaza PLZ
Reston, VA 20190
ATTN: _____________________________

NAME AND TITLE
Email: _____________________________

Notice may also be sent by email. Notice shall be deemed effective on the date 21 21

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personally delivered or, if mailed, three (3) days after deposit of the same in the custody of the United States Postal Service. If sent by email, notice shall be deemed effective on the date sent. Notice sent by email must be confirmed within forty -eight (48) hours by letter mailed or delivered. Other forms of electronic transmission such as text messages and instant messages are not acceptable manners of notice required hereunder.

SECTION 25. AUTHORITY TO EXECUTE.

SECTION 26. ADMINISTRATION AND IMPLEMENTATION.

SECTION 27. BINDING EFFECT.

This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the Parties.

SECTION 28. AMENDMENT.

SECTION 29. WAIVER.

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constitute a waiver of any of the provisions of this Agreement.

SECTION 30. LAW TO GOVERN; VENUE.

SECTION 31. ATTORNEYS FEES, COSTS AND EXPENSES.

SECTION 32. ENTIRE AGREEMENT.

SECTION 33. SEVERABILITY.

If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby, and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).

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City harmless from any claim, damage, or liability associated with transmitting an electronic signature or an electronically signed record by electronic transmission.

SECTION 35. CONFLICTING TERMS.

SECTION 36. DATA PROTECTION.
a) Contractor shall protect, using the most secure means and technology that is commercially available, City-provided data or consumer-provided data acquired in the course and scope of this Agreement, including but not limited to customer lists and customer credit card or consumer data, (collectively, the “City Data”). C ontractor shall notify City in writing as soon as reasonably feasible, and in any event within twenty -four (24) hours, of Contractor’s discovery or reasonable belief of any unauthorized access of City Data (a “Data Breach”), or of any incident affecting, or potentially affecting City Data related to cyber security (a “Security Incident”), including, but not limited to, denial of service attack, and system outage, instability or degradation due to computer malware or virus. C ontractor shall begin remediation immediately. C ontractor shall provide daily updates, or more frequently if required by City, regarding findings and actions performed by Contractor until the Data Breach or Security Incident has been effectively resolved to City’s satisfaction. Contractor shall conduct an investigation of the Data Breach or Security Incident and shall share the report of the investigation with C ity. At C ity’s sole discretion, City and its authorized agents shall have the right to lead or participate in the investigation. Contractor shall cooperate fully with City, its agents and law enforcement. b) If City is subject to liability for any Data Breach or Security Incident, then Contractor shall fully indemnify and hold harmless City and defend against any resulting actions.

SECTION 37. SAM.GOV CHECK.

This Agreement is governed by 2 CFR 200 Appendix II (H) of the Contract Provisions for Non- Federal Contracts Under Federal Awards: “Debarment and Suspension (Executive Orders 12549 and 12689) —A contract award (see 2 CFR 180.220) must not be made to parties listed on the governmentwide exclusions in the System for Award Management (SAM), in accordance with the OMB guidelines at 2 CFR 180 that implement Executive Orders 12549 (3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), “Debarment and Suspension.” SAM Exclusions contains the names of parties debarred, suspended, or otherwise excluded by agencies, as well as parties declared ineligible under statutory or regulatory authority other than Executive Order 12549.”
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IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first-above written.
[SIGNATURES ON FOLLOWING PAGE]

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CITY OF CATHEDRAL CITY
___________________________
Andrew Firestine, AICP
City Manager, City of Cathedral City
ATTEST:
___________________________
Christina Burton
City Clerk, City of Cathedral City

APPROVED AS TO FORM
_______________________________
Eric S. Vail
City Attorney
ICF Incorporated, L.L.C.
_______________________________
________________________________
________________________________

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EXHIBIT "A"

SCOPE OF SERVICES

See the following page.

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ICF Proprietary & Confidential

ICF expects that the terms and conditions governing this engagement will be subject to mutual negotiation and agreement by the parties following award and prior to execution of the final agreement.

Sincerely,

Adeola Olasehinde
Senior Contracts Administrator
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This will include quantification of GHG emissions associated with aspirational emission reduction measures identified.

Deliverables
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Compensation
ICF will be compensated on a time and material basis based on the rate card below with a total contract not to exceed value of $55,000.

Labor Category Rates for 7/01/26 - 6/30/27
Executive $345.89
Director $295.33
Manager $219.62
Senior Analyst $177.36
Analyst $149.37
Researcher $117.85

ICF will invoice monthly on a time and materials basis for actual hours worked, including applicable ODCs and travel, with amounts inclusive of applicable costs and taxes.

Payment terms are net thirty (30) days from invoice. Invoices will be submitted in conjunction with a monthly progress report.

Assumptions
31 31

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EXHIBIT "B"

COMPENSATION

See the following page.
33 33

Compensation
ICF will be compensated on a time and material basis based on the rate card below with a total contract not to exceed value of $55,000.

Labor Category Rates for 7/01/26 - 6/30/27
Executive $345.89
Director $295.33
Manager $219.62
Senior Analyst $177.36
Analyst $149.37
Researcher $117.85

ICF will invoice monthly on a time and materials basis for actual hours worked, including applicable ODCs and travel, with amounts inclusive of applicable costs and taxes.

Payment terms are net thirty (30) days from invoice. Invoices will be submitted in conjunction with a monthly progress report.

Assumptions
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EXHIBIT "C"

INSURANCE

A. Insurance Requirements. Contractor shall provide and maintain insurance, acceptable to the City, in full force and effect throughout the term of this Agreement, against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the S ervices by Contractor , its agents, representatives or employees. Insurance is to be placed with insurers with a current A.M.

Best's rating of no less than A:VII.

Contractor shall provide the following scope and limits of insurance:

1. Minimum Scope of Insurance. Coverage shall be at least as broad as:

(1) Commercial General Liability. Insurance Services Office form Commercial General Liability coverage (Occurrence Form CG 0001).

(4) Professional Liability . Professional liability insurance appropriate to the Contractor ’s profession. This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to Services performed under this Agreement. The insurance must be maintained for at least three (3) consecutive years following the completion of Contractor ’s services or the termination of this Agreement. During this additional three (3) year period, Contractor shall annually and upon request of the City submit written evidence of this continuous coverage.

2. Minimum Limits of Insurance. Contractor shall maintain limits of insurance no less than:

(1) Commercial General Liability. Not less than $1,000,000 per occurrence and no less than $2,000,000 general aggregate for bodily injury, personal injury and property damage.

(2) Workers' Compensation. Workers' Compensation as required by the Labor Code of the State of California of not less than $1,000,000 per occurrence. 36 36

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If Contractor has no employees or agents, Contractor shall not be required to maintain Workers’ Compensation Insurance. However, in the event that Contractor hires employees or agents during the Term of this Agreement, Contractor shall obtain and maintain Workers’ Compensation Insurance in accordance with this section.

B. Other Provisions . Insurance policies required by this Agreement shall contain the following provisions:

1. All Policies. Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be suspended, voided, cancelled by the insurer or either Party to this Agreement, reduced in coverage or in limits except after 30 days' prior written notice by certified mail, return receipt requested, has been given to City.

2. Commercial General Liability and Automobile Liability Coverages.

(1) City, and its respective elected and appointed officers, officials, and employees and volunteers are to be covered as additional insureds as respects: liability arising out of activities Contractor performs; products and completed operations of Contractor ; premises owned, occupied or used by Contractor ; or automobiles owned, leased, hired or borrowed by Contractor. The coverage shall contain no special limitations on the scope of protection afforded to City, and their respective elected and appointed officers, officials, or employees.

(3) Contractor’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.

3. Workers' Compensation Coverage. Unless the City Manager otherwise agrees in writing, the insurer shall agree to waive all rights of subrogation against City, and its respective elected and appointed officers, officials, employees and agents for losses arising from work performed by Contractor.

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C. Other Requirements. Contractor agrees to deposit with City, at or before the effective date of this Agreement, certificates of insurance necessary to satisfy City that the insurance provisions of this contract have been complied with. The City may require that Contractor furnish City with copies of original endorsements effecting coverage required by this Exhibit “C”. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. City reserves the right to inspect complete, certified copies of all required insurance policies, at any time.

1. Contractor shall furnish certificates and endorsements from each subcontractor identical to those Contractor provides.

3. The procuring of such required policy or policies of insurance shall not be construed to limit Contractor ’s liability hereunder nor to fulfill the indemnification provisions and requirements of this Agreement.

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Cathedral City City CouncilAugust 12, 2026

Cathedral City City Council
August 12, 2026