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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.
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:
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 - 10 -
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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.
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.
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.
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 - 11 -
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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.
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.”
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 materials”) 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 materials pursuant to this Agreement, Contractor’s guarantees and warranties in Section 9 “Standard of Performance” of this Agreement - 12 -
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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.
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.
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.
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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.
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.
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, - 17 -
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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 - 18 -
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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 - 19 -
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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.
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.
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 - 20 -
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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.
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. - 21 -
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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.
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.
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: 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: ______________________
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.
AUTHORITY TO EXECUTE.
Each of the signatories hereto represents and warrants that he or she is competent - 22 -
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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.
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.
BINDING EFFECT.
This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the Parties.
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.
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.
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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.
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.
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.
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).
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, - 24 -
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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.
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.
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]
____
________________
________________
4905-7795-0839 v1 A-1
EXHIBIT "A"
SCOPE OF SERVICES
4905-7795-0839 v1
EXHIBIT "B"
COMPENSATION
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).
(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.
(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.
(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.
(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.
(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.
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
OUR VISION
Cathedral City is a safe, family-oriented community that values, respects, and supports human differences and diverse perspectives. We strive to be a vibrant, progressive, enterprising, and visually attractive community. Our diverse housing options and vibrant businesses attract residents and visitors who choose Cathedral City for its culture, arts, special events, and natural resources.
OUR MISSION
Moving Cathedral City Forward with Commitment, Pride, and Excellence
Creating a safe, inclusive, and progressive community
Providing quality service
Valuing fairness, balance, and trust
Building partnerships
Honoring our similarities and differences
Celebrating our independent spirit
GOALS AND OBJECTIVES
Goals and Objectives identify key focus areas and strategies to achieve our vision, and which support and are aligned with ou r Mission and Values. They also represent aspirations for our community and will be used to guide and inform department work programs and priorities.
Goal A - SERVE THE COMMUNITY WITH PRIDE
AND DEDICATION
Objective: Through diversity, equity, and inclusion
driven employee programs and experiences, Cathedral
City is the employer of choice with a workforce that is engaged, motivated, and respected public stewards.
Goal D – INNOVATION
Objective: Cathedral City continually focusses on improving service delivery and customer experiences by successfully leveraging technology and creative initiatives to improve public services, public safety, and stimulate economic
growth.
Goal B - COMMUNITY INVESTMENT
Objective: Cathedral City roads, gateways, public
spaces, and other infrastructure are well planned,
designed, constructed and maintained.
Goal E - SAFETY
Objective: Cathedral City is safe for all who live, work, visit, and play in our community.
Goal C - FISCAL STABILITY AND SUSTAINABILITY
Objective: Cathedral City has economically prospered
by facilitating the investment of private dollars in high quality development which benefits the community.
We remain financially solvent by instituting prudent
fiscal policies and transparent financial practices.
Goal F - EMBRACING, INCLUSIVE COMMUNITY
Objective: Cathedral City is valued and respected as a
community that welcomes and embraces diversity, has an
abundance of high quality and affordable housing options and vibrant businesses. Our neighborhoods are attractive, well-maintained, and issues surrounding homelessness have been compassionately
GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
ACTION ACTION DESCRIPTION LEAD
DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
A-1 Schedule joint meetings once a year with our Commissions/Committees, perhaps using the “off” Wednesday.
CMO X X X
Dept Task Status
CMO Schedule joint meetings. Joint meeting with the Planning Commission was held on May 7, 2025. Planning joint meetings with PACE/PAC for the fall.
ACTION ACTION DESCRIPTION LEAD
DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
A-2 Explore and solicit public feedback on a potential charter amendment to include Council salaries, term limits and others.
CMO/CITY CLERK X
Dept Task Status
CM Research and provide feedback to Council on types of charter amendments.
City Attorney’s Office to review and provide memo to the City Council on types of charter amendments. 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.
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,
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
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
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.
GOAL A- SERVE THE COMMUNITY WITH PRIDE AND DEDICATION
HR Develop a phased implementation plan for recommended adjustments with a priority focus on positions with highest vacancies and turnover rates
PENDING COMPLETION OF CLASSIFICATION AND COMPENSATION STUDY The development of a phased implementation plan will commence upon completion of the comprehensive Classification and Compensation Study. Once the study identifies specific compensation adjustments and recommendations, we will analyze current vacancy and turnover data to prioritize positions experiencing the highest rates of departure and recruitment challenges. The implementation plan will be structured in phases to ensure budget considerations and operational continuity while addressing the most critical retention issues first.
ACTION ACTION DESCRIPTION LEAD
DEPARTMENT
YEAR
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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
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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
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
GOAL B- COMMUNITY INVESTMENT
ACTION ACTION DESCRIPTION LEAD
DEPARTMENT
YEAR
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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.
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
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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
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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
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
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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
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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
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.
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
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
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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
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YEAR
1-2
YEAR
2-5
B-11 Support SunLine’s efforts to develop an improved transit hub in Cathedral City. PW/ENGIN X X Dept Task Status
GOAL B- COMMUNITY INVESTMENT
CM Discuss disposition of city owned land At the January 22, 2025, City Council meeting, representatives from SunLine made a presentation on a concept for a transit hub off of B Street. To accomplish this project in the location presented, it would require a portion of the adjacent city - owned land.
In February, Mayor Ross and city staff met with SunLine staff to discuss the AHSCP grant program, a program that provided funding for SunLine’s transit hub in Coachella. That hub was partnered with the development of an affordable housing project nearby.
At the July 9, 2025, City Council meeting, the council had a closed session presentation about the 5 acres of city owned land adjacent to the proposed transit center and provided direction to staff.
Staff are working to resolve an issue with Riverside County with one of the APNs.
Upon resolution of this issue, staff will return to City Council to initiate the SLA process on the 5-acre property.
ACTION ACTION DESCRIPTION LEAD
DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
B-12 Support locating a PACE healthcare provider in the city. CMO X X Dept Task Status
CMO Assess need for a PACE healthcare center and identify suitable properties; recruit possible developers.
Staff will 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
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.
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
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
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.
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
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.
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.
GOAL C- FISCAL STABILITY AND SUSTAINABILITY
ACTION ACTION DESCRIPTION LEAD DEPARTMENT YEAR
0-1
• YEAR
1-2
YEAR
2-5
C-9 Continue to work on methods and programs to promote Economic Development North of 1-10
ECON DEV X X
Dept Task Status
Econ Dev Support land development north of I-10 The CV Commerce Center is an active land development application in the vicinity of Bob Hope and I -10. Between October 2024 and March 2025, staff participated in a national site selection process that had short-listed the CV Commerce Center site in a multi -state region for a 1.8M sf distribution center with a potential future expansion of 1.0M sf. While the City was not selected as part of the process, it received positive feedback from the site selector and the applicant. The materials prepared by the City describing its demographics, housing, and labor market continue to be used.
GOAL D- INNOVATION
ACTION ACTION DESCRIPTION LEAD
DEPARTMENT
YEAR
0-1
YEAR
1-2
YEAR
2-5
D-1 Implement Information Technology Master Plan including consideration of providing additional public Wi-Fi access in parks.
IT X X X
Dept Task Status
IT IT Master plan initiatives: Office 365 security, Upgrade Firewall, UPS, Managed Detect and Response, IT
Steering Committee
Currently budgeted for the FY25/26 and FY26/27 . 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
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
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.
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.
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.
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
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.
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.
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
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.
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.
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.
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 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
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
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
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 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.
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.
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 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.