Staff Report
City Council
Item No. 2.B
Meeting Date: August 12, 2026
From: Anne V. Ambrose, Assistant City Manager
Title: Strategic Plan Update
RECOMMENDATION:
This report is for information, discussion and direction only.
BACKGROUND:
In November 2022, the City Council and staff leadership team began a strategic planning process to develop a roadmap to guide Cathedral City for the next five years. Through a series of workshops, informed by City Councilmember interviews, a community survey, and staff input, the City Council and staff refined the vision and values of the City organization, established goals and objectives, and created work plans to advance the City forward in the jointly shared strategic direction. The City Council adopted the strategic plan on April 12, 2023, and on August 23, 2023, staff conducted the first study session with the City Council to provide an update on staff’s progress, with continued updates occurring on August 14, 2024, March 26, 2025, and August 13, 2025.
Annually, the City Council conducts a strategic planning workshop with the city executive and management team members to discuss staff’s progress on goals, to identify and discuss any new initiatives or impediments needing attention, and to reprioritize objectives for the coming year. Since the adoption of the strategic plan, those annual meetings have occurred on January 27, 2024, January 25, 2025, and most recently, February 7, 2026. During this meeting, the City Council was presented the results of an updated community survey to guide planning for the coming year. Objectives and action items were updated, with new initiatives identified. Tonight’s presentation will provide an update on the overall plan, focusing on the Council’s priority objectives.
DISCUSSION:
The attached City Council Priority Initiatives provides a status of the key initiatives City Council identified through the strategic planning process. Overall, work on the majority of the City Council’s priorities (53%) are in progress, 28% have been completed, 13% are on hold and 8% have not been started.
Of the 8 items on the list that have not started or are on hold, two are on the future agenda list to be scheduled (potential charter amendment outreach to begin in January 2027 and street sweeping ordinance), two are unfunded and will need to be considered with the next budget (wilderness trail plan and mailers to promote city events), and the remaining four are tied to future development (engagement on improvements to Chuperosa Lane, SunLine development of a transit hub, locating a PACE provider in the city, and acquisition of underutilized site on Cathedral Canyon).
Measure W Update
Staff continue to make strides upholding the promises made to the community through the approval of Measure W, the voter approved tax measure. Measure W had four objectives:
neighborhood street improvements, improved emergency medical response, annexation into the Desert Recreation District, and development of a community center.
Neighborhood Street Improvements
The city has developed a comprehensive five-year plan for street improvements, with Measure W providing an additional $1 million annually dedicated specifically to neighborhood streets. Measure W funds provide additional capacity to improve the city’s roadways and is in addition to existing funding from SB 1 state gas tax funds and $1 million in required maintenance of effort local matching funds.
Projects scheduled for the first year (FY 2025-26) included grinding and slurry seal on Panorama neighborhood streets (Los Gatos, Durango, and Panorama roads) and complete reconstruction of Corta and Alcita streets. All projects have been completed. For year two (FY 2026-27), scheduled projects include slurry seal for streets south of 30th and north of Vega-west of Date Palm, plus the Dream Homes neighborhood. All are projected to be completed this fiscal year.
8%
12%
52%
28%
Not Started On Hold In Progress Completed
City Council Priority Initiatives
Future years will address:
• Year 3 (FY 2027-28): Slurry seal in the Cove neighborhood south of Terrace • Year 4 (FY 2028-29): Tortuga and Concepcion street reconstruction • Year 5 (FY 2029-30): Slurry seal in the Cove neighborhood north of Terrace Improved Emergency Medical Response
To maintain emergency response times amid increasing service calls, Measure W funded the acquisition and staffing of a fourth ambulance. The City Council has already approved the purchase, along with authorizing six new firefighter/paramedic positions to provide 24/7 staffing. All of the new firefighter/paramedic positions are filled and the new ambulance was put in service on July 1, 2025.
Additionally, the Police Department was authorized to hire two additional dispatchers to support emergency medical dispatch (EMD). The new dispatch positions were funded through the general fund. Both positions have been hired; however due to staffing vacancies, EMD has been unable to be implemented. Statewide smaller cities, such as Cathedral City, are having difficulty implementing EMD on their own. Acting Chief Sanchez is exploring various options to implement the program.
Desert Recreation District Annexation
Measure W enabled Cathedral City to join the Desert Recreation District, providing residents with expanded parks maintenance and recreation programming. On February 12, 2025, both the City Council and DRD board approved the service and tax sharing agreements necessary to make this partnership official. However, due to transitions in executive leadership at DRD and financial hardships being faced by the district, the district has not yet begun the process to annex Cathedral City. Tonight’s report by DRD staff on the district’s finances will provide the City Council an update on the annexation and efforts the district is taking to balance its budget. Until a clearer financial picture is understood, the city will continue to directly contract for services with DRD instead of pursuing annexation.
On July 22, 2026, DRD staff presented an update on park maintenance and programming to the City Council. The original one-year agreement both agencies approved outlining the initial levels of services for park maintenance and programming has expired as it was only intended to be a short-term agreement. Staff are awaiting an updated proposal from the DRD for costs for FY 2026/27 to initiate a 2-3 year agreement for services.
Community Recreation Center
On July 9, 2025 the City Council approved a professional services agreement with Group 4 Architecture, Research + Planning to conduct a feasibility study for the future community center. Over the course of four months, Group 4 and staff, with input from the City Council studied nine sites which included city owned property, vacant property, and reuse of existing structures. Considerable community outreach was conducted through online surveys, stakeholder meetings, self-serve kiosks, and various events including the Hispanic Heritage Month Block Party, James Workman Middle School Parents Night and school lunch outreach, and Movies in the Park to seek input on what type of community activities and spaces were most desired by our residents. Follow up engagement focused on the types of aesthetics the community wanted to see in the future center. Group 4 presented to the City Council in October 2025 and February 2026 to receive updates on the study and allow opportunities for input. On February 25, 2026, the City council received the final study document and gave staff direction to continue evaluating four sites:
The “Old Burlington” site (non City-owned)
The “Old Walmart” site (non City-owned)
The Library site (City-owned)
The site near the Salvation Army (City-owned)
The City Council also sought to explore additional financing options, such as lease-purchase, that could allow for the development of a larger site that would not be feasible with currently available funding. Staff have been working with Kosmont Companies to develop a workshop for the City Council to discuss options for funding and delivering a community center. Once the final proposal is received, the workshop will be scheduled as soon as feasible.
Staff has also discussed scheduling a tour for the City Council of local community centers to provide context to what types of programs and spaces could be achieved in a variety of sized centers.
FISCAL IMPACT:
Initiatives in the strategic plan are funded through the budget process and are included in the current budget. Unfunded items are brought to the City Council for review and budget authorization.
FIVE-YEAR STRATEGIC PLAN:
Goal A: Serve The Community With Pride and Dedication
Goal B: Community Investment
Goal C: Fiscal Stability and Sustainability
Goal D: Innovation
Goal E: Safety
Goal F: Embracing, Inclusive Community
ATTACHMENTS:
1. City Council Priority Initiatives
2. 5-Year Strategic Plan
3. Completed Items