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CR-05 - Goals and Outcomes
Progress the jurisdiction has made in carrying out its strategic plan and its action plan. 91.520(a) This could be an overview that includes major initiatives and highlights that were proposed and executed throughout the program year.
Comparison of the proposed versus actual outcomes for each outcome measure submitted with the consolidated plan and explain, if applicable, why progress was not made toward meeting goals and objectives. 91.520(g) Categories, priority levels, funding sources and amounts, outcomes/objectives, goal outcome indicators, units of measure, targets, actual outcomes/outputs, and percentage completed for each of the grantee’s program year goals.
Accomplishments Associated With a Single Strategic Plan Goal Goal Category
Funding
Source &
Amount
Outcome Indicator
Outcome
Unit of
Measure
Outcome
Expected
-
Strategic
Plan
Outcome
Actual -
Strategic
Plan
Percent
Complete
Outcome
Expected
-
Program
Year
Outcome
Actual -
Program
Year
Percent
Complete
Support special needs
programs and
services
1 Non-Homeless
Special
Needs<BR/>Non-
Housing Community
Development
CDBG: $ Public service activities
other than Low/Moderate
Income Housing Benefit
Persons
Assisted
573 0
0.00%
Other Other 900 0
0.00%
Construct or upgrade
public facilities and
infrastructure
2 Non-Housing
Community
Development
CDBG: $ Public Facility or
Infrastructure Activities
other than Low/Moderate
Income Housing Benefit
Persons
Assisted
4000 14396
359.90%
2740 4065 148%
Expand Economic
Opportunities
3 Non-Housing
Community
Development
CDBG: $ Jobs created/retained Jobs 4 0
0.00%
Housing 4 Affordable Housing CDBG: $ Homeowner Housing
Added
Household
Housing Unit
4 0
0.00%
Homeowner Housing
Rehabilitated
Household
Housing Unit
20 0
0.00%
Administration and
Fair Housing Activities
5 CDBG: $ Other Other 200 1302 651% 200 289 69%
Table 1 - Accomplishments – Program Year & Strategic Plan to Date
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Assess how the jurisdiction’s use of funds, particularly CDBG, addresses the priorities and specific objectives identified in the plan, giving special attention to the highest priority activities identified.
The jurisdiction's use of CDBG funds in the 2025 Program Year directly aligned with the priorities and specific objectives identified in the 2022-2026 Consolidated Plan and the 2025-2026 Annual Action Plan, with a strong emphasis on high-priority activities such as infrastructure improvements, public services, and fair housing. Infrastructure improvements were a key focus, particularly in low- to moderate income (LMI) areas, addressing objectives related to neighborhood revitalization, accessibility, and safety. The Whitewater Neighborhood Street Reconstruction Project, completed in July 2026, involved resurfacing three residential street segments in Census Tract 449.07, benefiting 4,060 residents (83.37% LMI). These infrastructure activities directly supported goals related to improving public facilities and infrastructure in underserved neighborhoods. The City used CDBG administrative funds to support the Fair Housing Council of Riverside County, which assisted 289 residents with landlord-tenant issues, discrimination cases, eviction concerns, and other housing-related challenges. The demographic breakdown confirmed that the majority of those assisted were very low, low-or moderate-income individuals, in line with the City's goals for equitable access to housing services. Lastly, only one application was received for the Emergency Sidewalk Repair Program during the report year which assisted one family of five. Staff are actively reevaluating and promoting the program to improve engagement in FY 2026-27. In summary, Cathedral City's use of CDBG funds in 2025 strongly reflected its highest priority goals- revitalizing LMI neighborhoods through infrastructure investment, providing essential public services to vulnerable populations, and advancing fair housing. These efforts demonstrate a focused and effective alignment with the Consolidated Plan's strategic objectives.
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CR-10 - Racial and Ethnic composition of families assisted Describe the families assisted (including the racial and ethnic status of families assisted).
91.520(a)
CDBG FAIR HOUSING T OT A L% by R ace
White 5 237 242 82.31%
Black or African American 0 45 45 15.31%
Asian 0 7 7 2.38%
American Indian or American Native 0 0 0 0.00%
Native Hawaiian or Other Pacific Islander 0 0 0 0.00%
Other 0 0 0 0.00%
100.00%
Total 5 289 294
Hispanic 5 146 151 51.36%
Not Hispanic 0 143 143 48.64%
Table 2 – Table of assistance to racial and ethnic populations by source of funds Narrative
The racial and ethnic composition of families assisted table only represents those assisted through the sidewalk program and subrecipient activities. CDBG subrecipient activities served a total of 294, with 51% of participants being of Hispanic origin. The composition of the 294 clients served by Fair Housing Activities and the Sidewalk Program in 2025 was 82% white, 15% Black or African American, and 3% Asian.
According to a recent American Community Survey (ACS) estimate, Cathedral City's demographic make- up for racial and ethnicity is as such: 76.9% of the population is White; of this 76.9% percent, 59.4% is Hispanic or Latino; 3.3% of the total population is Black or African American; 4.8% is Asian; 0.7% is American Indian or Alaskan Native; and 0.1% is Native Hawaiian or Other Pacific Islander. The remaining
14.8% of the City's population is two or more races and/or some other race.
The City is made up of five (5) electoral districts, each with an elected representative. Each district has an equal distribution and mixture of demographics. The City's demographic distribution is spread throughout different areas of the community. The low- and moderate-income areas of the City are also not concentrated or located in a specific location of the City; funding is equitably spread throughout the jurisdiction. As a result, low- and moderate-income individuals and families, regardless of their race and ethnicity, are equally served and assisted through CDBG programs and services. Other programs and services, not CDBG funded, are also made available to the community. The only qualifying requirement is that these individuals and families are verified as low- and moderate-income residents.
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Refer to IDIS Report PR 23 - CDBG Summary of Accomplishments attached at the end of this document.
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CR-15 - Resources and Investments 91.520(a)
Identify the resources made available
Source of Funds Source Resources Made
Available
Amount Expended
During Program Year
CDBG public - federal 570,766.47 555,532.76
Table 3 - Resources Made Available
Narrative
The table above shows resources available, and amount expended for CDBG funds. According to the PR- 26 report, Cathedral City expended $555,532.76 in CDBG funding. Of the combined total expenditures, $43,924.76 was from prior years’ CDBG allocations (2023 & 2024) as shown in PR-07 Drawdown Report included in this document.
80% funding from FY 2025 was allocated for the Whitewater Neighborhood Street Reconstruction Project and the Emergency Sidewalk Repair Program. The remaining program funds, 20%, were used for fair housing activities and program administration.
Identify the geographic distribution and location of investments Target Area Planned Percentage of
Allocation
Actual Percentage of
Allocation
Narrative Description
Census Tract 010600
Census Tract 044702
Census Tract 044906
Census Tract 044907 65 81
Census Tract 044915
Census Tract 044916
Census Tract 044923
Census Tract 044924
Census Tract 045000
Citywide 35 19
Table 4 – Identify the geographic distribution and location of investments
Narrative
Please note, the actual percentage of allocation is as follows:
• Citywide: 19% (Emergency Sidewalk Repair Program, Fair Housing Services, Administrative Services)
• Census Tract 044907: 81% (Whitewater Neighborhood Street Reconstruction Project)
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According to 2016-2020 American Community Survey (ACS) associated with Entitlement CDBG Grantees, data, the City is comprised of a total of twenty-four (24) Census Block Groups; twelve (12) of which have very low-, low-, and moderate-income residents. These twelve (12) areas qualify for CDBG funding and assistance as defined by the national objective of eliminating slums and blighted areas.
It is the City's goal to complete a public improvement or public facility project in each of these Census Tracts. As each Annual Action Plan is prepared, the City will propose public improvements in a Census Tract that has not received CDBG funding; thus, promoting equal distribution of program funding.
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Leveraging
Explain how federal funds leveraged additional resources (private, state and local funds), including a description of how matching requirements were satisfied, as well as how any publicly owned land or property located within the jurisdiction that were used to address the needs identified in the plan.
Although no matching is required for the Community Development Block Grant Program, the City and its public service organizations have benefited from contributions from a great variety of organizations and foundations. The City’s investment of CDBG funding leverages other resources and the City supports applications for funding from other resources for affordable housing, supportive services, community development, and related activities.
Homeless Program: Coachella Valley Rescue Mission (CVRM) collaborates with Cities, Counties, and State to fund our Rapid Rehousing Department, Emergency Shelter Beds, and our Outreach Programs. Our donor base along with local foundations continue to support CVRM. Desert Aids Project, SAC Healthcare, the local Quality of Life Officers, and local Churches partner with CVRM to help.
Cathedral City: As shown in PR 01 and PR 26 reports, the City has $15,233.71 left from prior years funding and will use these funds on eligible programs. Of this $15,233.71, $4,200 is allocated to the Emergency Sidewalk Repair Program, which will continue in FY 2026-27. Lastly, $11,033.71 remains, which is program income which will be discussed with HUD Headquarters.
The City uses CDBG funds to leverage other funding sources for public improvements and services. The City will continue to leverage CDBG funding with matured assessment district funding, other Federal or State grants, gas tax, Measure A, and assistance from CVAG to complete some public improvements and meet its strategic goals. The City may also use CDBG with Road Maintenance and Rehabilitation Account (RMRA)/SB-1 Program funds to increase the scope of improvements in low- and moderate-income areas.
One of the primary objectives for the City is to improve the public infrastructure in low- and moderate-income areas. As part of these efforts, the City also plans to develop more open- space areas into parks and recreational areas in income-qualified Census Tracts. The City proactively seeks funding to promote these outcomes.
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CR-20 - Affordable Housing 91.520(b)
Evaluation of the jurisdiction's progress in providing affordable housing, including the number and types of families served, the number of extremely low-income, low-income, moderate-income, and middle-income persons served.
One-Year Goal Actual
Number of Homeless households to be
provided affordable housing units 0 0
Number of Non-Homeless households to be
provided affordable housing units 0 0
Number of Special-Needs households to be
provided affordable housing units 0 0
Total 0 0
Table 5 – Number of Households
One-Year Goal Actual
Number of households supported through
Rental Assistance 0 0
Number of households supported through
The Production of New Units 0 0
Number of households supported through
Rehab of Existing Units 0 0
Number of households supported through
Acquisition of Existing Units 0 0
Total 0 0
Table 6 – Number of Households Supported
Discuss the difference between goals and outcomes and problems encountered in meeting these goals.
The City of Cathedral City did not have an affordable housing program this year. The City did offer multiple CDBG Public Service opportunities, such as Fair Housing Services provided by the Fair Housing Council of Riverside County. Additionally, the City offered the FY 2025-26 Community Assistance Grant, funded using City general funds, to provide public service grant opportunities to community non-profit organizations totaling $70,000. The City also partnered with the County of Riverside (County) to oversee
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and distribute affordable housing funds in Cathedral City as part of the County's Permanent Local Housing Allocation (PLHA) Program.
Because the City does not have an affordable housing program, the City refers potential applicants to the County for assistance through their housing authority. The City also connects such benefits with the County’s Continuum of Care (CoC). The CoC is made up of various non-profit and public organizations that provide the necessary resources for combatting homelessness and, thus, has connections to regional agencies that offer affordable housing programs and services. The CoC's mission is to one day end homelessness by quickly responding to each homeless issue through a concerted regional approach.
Discuss how these outcomes will impact future annual action plans.
The City of Cathedral City did not have an affordable housing program in 2025. However, the City partnered with the County of Riverside (County) to oversee and distribute affordable housing funds in Cathedral City as part of the County's Permanent Local Housing Allocation (PLHA) Program.
Because the City does not have an active affordable housing program, the City refers potential applicants to the County for assistance through their housing authority. The City also connects such benefits with the County’s Continuum of Care (CoC). The CoC is made up of various non-profit and public organizations that provide the necessary resources for combatting homelessness and, thus, has connections to regional agencies that offer affordable housing programs and services. The CoC's mission is to one day end homelessness by quickly responding to each homeless issue through a concerted regional approach.
Include the number of extremely low-income, low-income, and moderate-income persons served by each activity where information on income by family size is required to determine the eligibility of the activity.
Number of Households Served CDBG Actual HOME Actual
Extremely Low-income 0 0
Low-income 0 0
Moderate-income 0 0
Total 0 0
Table 7 – Number of Households Served
Narrative Information
As stated, the City does not offer affordable housing programs. Affordable housing services are provided by the Housing Authority of Riverside County. The City has always partnered with the County of Riverside for such programs and services to meet the needs of the community. In the event the County cannot provide the specific assistance needed, the City will refer individuals and families to the Continuum of Care (CoC).
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For emergency situations where individuals and families are on the verge of homelessness, the City will coordinate such situations with the Coachella Valley Rescue Mission (CVRM) for overnight shelter. CVRM may provide such services [and other resources] with their collaboration of the Continuum of Care (CoC).
Furthermore, partnering with local agencies and non-profit organizations to meet the needs of the community is an ongoing objective for the City, as well as addressing worst case needs. For instance, for all public improvement projects, income qualified or not, the City made it a priority to retrofit and reconstruct any new public ramps and driveway approaches to comply with ADA standards that allow better mobility for people with disabilities. These improvements include making changes to existing public parking spaces to accommodate people with disabilities. The City’s most recent Consolidated Plan identified the Latino population as the group with the most housing problems and most severe housing need in Cathedral City. The language barrier was identified as a challenge impacting this group. The City uses CDBG funds for fair housing activities, offering its assistance in English and Spanish to better reach and serve this population. Fair housing activities include landlord/tenant mediation, education, and other assistance to further fair housing choice. In FY 2025-2026, Cathedral City allocated $20,000 in CDBG funds to fair housing activities. Cathedral City funds their Fair Housing Services through CDBG administration funds.
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CR-25 - Homeless and Other Special Needs 91.220(d, e); 91.320(d, e); 91.520(c) Evaluate the jurisdiction’s progress in meeting its specific objectives for reducing and ending homelessness through:
Reaching out to homeless persons (especially unsheltered persons) and assessing their individual needs
The Cathedral City Police Department has full-time “Homeless Liaison Officers” positions assigned to managing the City's homeless population and ongoing issues. The Homeless Liaison Officers gather case management information and monitor mobility and relocation of homeless encampment sites.
These efforts involve reaching out to homeless individuals and assessing their individual needs to provide the necessary assistance. These Officers also provide support to homeless individuals that seek help by connecting them to local programs and services specific to their situations.
Addressing the emergency shelter and transitional housing needs of homeless persons The Cathedral City Police Department has full-time “Homeless Liaison Officers” positions assigned to managing the City's homeless population and ongoing issues. The Homeless Liaison Officers gather case management information and monitor mobility and relocation of homeless encampment sites. These efforts involve reaching out to homeless individuals and assessing their individual needs to provide the necessary assistance. These Officers also provide support to homeless individuals that seek help by connecting them with local programs and services specific to their situations.
Helping low-income individuals and families avoid becoming homeless, especially extremely low-income individuals and families and those who are: likely to become homeless after being discharged from publicly funded institutions and systems of care (such as health care facilities, mental health facilities, foster care and other youth facilities, and corrections programs and institutions); and, receiving assistance from public or private agencies that address housing, health, social services, employment, education, or youth needs The City of Cathedral City does not currently have a specific program dedicated to assisting individuals and families on the verge of becoming homeless. The City relies upon and connects individuals to the programs and services provided by the County of Riverside.
In past years, the City contracted with the Coachella Valley Association of Governments to work with Path of Life Ministries (POLM) to offer their CV Housing First Program for the City to assist with the evolving homeless issue. Path of Life Ministries (POLM) is a dynamic group of community-minded individuals serving our City since 1998. POLM has become a premier non-profit agency committed to serving the greater Riverside homeless, challenged youth and family population with the goal of rescuing, restoring, and rebuilding lives in our community.
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This program integrates outreach, progressive engagement, and crisis stabilization housing with case management and wrap around services. Outreach was regularly conducted in partnership with law enforcement officers as part of the CV200 initiative filling a unique role in Coachella Valley's homelessness response network by targeting the hardest-to-help people living on the streets in Coachella Valley. CVAG provided referrals and resources included, but are not limited to, behavioral health providers, help obtaining documentation needed to access housing and benefits, visits to DMV and Social Security Office, employment referral, help finding/applying for housing, housing placement referral, health & hygiene kits, resource cards, reunification support, transportation, legal services, water/food, and wellness check. Clients were placed in Crisis Stabilization Units for up to 90 days, during which time they received intensive case management and housing navigation. Case Managers assisted clients with links to services such as medical and behavioral health providers, and helped to acquire vital documents, public benefits, and other essential needs. Case Managers meet weekly with clients to check in with progress on individual case plans and determine the best available options for permanent housing or referrals to other housing resources.
Cathedral City partners with the County of Riverside COC and adheres to their Institutional Discharge Policy. In accordance with State of California discharge laws, the COC appoints a Discharge Planning Committee to implement the coordination between housing and supportive services for people discharged from institutional settings to prevent discharge into homelessness. The discharge housing needs are identified along with community supportive services such as mental health services or substance abuse support.
Helping homeless persons (especially chronically homeless individuals and families, families with children, veterans and their families, and unaccompanied youth) make the transition to permanent housing and independent living, including shortening the period of time that individuals and families experience homelessness, facilitating access for homeless individuals and families to affordable housing units, and preventing individuals and families who were recently homeless from becoming homeless again
The City does not currently offer programs to assist individuals and families in transitioning into permanent housing and independent living. The City relies upon and connects such individuals to the programs and services provided by the County of Riverside Continuum of Care (CoC). The CoC offers such services with their partnership and membership with the local non-profit agencies participating in its Board subcommittees.
In past years the City contracted with the Coachella Valley Association of Governments to work with Path of Life Ministries (POLM) to offer their CV Housing First Program for the City to assist with the homeless issue. This program integrates outreach, progressive engagement, and crisis stabilization housing with case management and wrap around services. Outreach was regularly conducted in partnership with law enforcement officers as part of the CV200 initiative filling a unique role in Coachella Valley's homelessness response network by targeting the hardest-to-help people living on the
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streets in Coachella Valley. CVAG provided referrals and resources included, but are not limited to, behavioral health providers, help obtaining documentation needed to access housing and benefits, visits to DMV and Social Security Office, employment referral, help finding/applying for housing, housing placement referral, health & hygiene kits, resource cards, reunification support, transportation, legal services, water/food, and wellness check. Clients were placed in Crisis Stabilization Units for up to 90 days, during which time they received intensive case management and housing navigation. Case Managers assisted clients with links to services such as medical and behavioral health providers, and helped to acquire vital documents, public benefits, and other essential needs. Case Managers meet weekly with clients to check in with progress on individual case plans and determine the best available options for permanent housing or referrals to other housing resources.
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CR-30 - Public Housing 91.220(h); 91.320(j)
Actions taken to address the needs of public housing
Because the City does not have a public housing program, the City will continue to partner with the County of Riverside to offer such programs. The Riverside County Housing Authority administers affordable housing and public housing programs. The County also has a Section 8 voucher program offered to residents in local cities and unincorporated areas of Riverside County. Residents can reside in units (apartments or homes) that are program eligible and live within the county where they wish. The selected unit must meet living standards, have an appropriate number of bedrooms for the household, and have reasonable rent limits. The Housing Authority suspended the ability for new participants except for elderly persons 75 years and older, families of military personnel, and those with situations that are in immediate need of assistance.
In addition, the County's Family Self-Sufficiency (FSS) Program assists Section 8 residents in moving toward economic independence from all sources of government assistance. The Homeownership Program assists eligible Section 8 participants that are also part of the FSS. The County continues outreach efforts to extend the program to residents. The goal of this program is to integrate and facilitate the transition of residents from public housing to self-sufficiency. Community service and self- sufficiency requirements are intended to assist public housing participants with improving their socio- economic situation towards upward mobility.
Actions taken to encourage public housing residents to become more involved in management and participate in homeownership
In 2025, the City allocated and contracted funding for fair housing services to the Fair Housing Council of Riverside County (FHCRC). FHCRC is non-profit corporation organization in Riverside County that fights to protect the housing rights of all individuals. This organization, approved by the Department of Housing and Urban Development (HUD), works with government offices to ensure Fair Housing laws are upheld. Since 1986, FHCRC has strived to ensure that all individuals will live free from unlawful housing practices and discrimination. FHCRC resolves issues related to housing discrimination, homeownership sustainability, rental complaints, and court disputes through provisions of resource recommendation, education, and mediation.
One of the City's goals described in its Assessment of Fair Housing (AFH) is to offer mobility counseling to educate and assist residents with opportunities to relocate and/or purchase homes in areas that may offer opportunities to better their current situation and get out of low- and moderate-income status.
During the previous year, FHCRC hosted several workshops and presentations to discuss mobility counseling and first-time home buyer opportunities to Cathedral City residents. The goals of the workshops are to increase participation through the City's partnership with the County of Riverside and their public housing clientele.
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Actions taken to provide assistance to troubled PHAs
Cathedral City does not have a Housing Authority.
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CR-35 - Other Actions 91.220(j)-(k); 91.320(i)-(j)
Actions taken to remove or ameliorate the negative effects of public policies that serve as barriers to affordable housing such as land use controls, tax policies affecting land, zoning ordinances, building codes, fees and charges, growth limitations, and policies affecting the return on residential investment. 91.220 (j); 91.320 (i) Public policy by the jurisdiction and surrounding jurisdictions influences the amount of housing developed, its type, form, location, and ultimate price. Land use controls, site improvement requirements, building codes, fees, and other local programs intended to improve the overall housing quality may have the unintended consequence of serving as a barrier to affordable housing and residential investment.
The State of California requires the City of Cathedral City, through its Housing Element, to provide an analysis of potential and actual governmental constraints (public policy) upon the maintenance, improvement, or development of housing for all income levels and for persons with disabilities, including land use controls, building codes and their enforcement, site improvements, fees and other exactions required of developers, and local processing and permit procedures. State law requires that the Housing Element be updated every four to eight years. The Housing Element, upon each update, is reviewed by the California Department of Housing and Community Development (HCD) for consistency with state law. Based on the review of the jurisdiction's most recent Housing Element, the City does not have any adverse public policies on affordable housing and residential investment.
The City's Housing Element and the General Plan require that the City have a certain amount of affordable housing for various income level residents. The City provides density bonuses that waive some development requirements for a certain percentage of affordable housing in their development projects. One of the barriers to affordable housing is that the cost-benefit analysis for the development does not allow for an immediate return on their investment for such affordable housing projects.
Another barrier for a developer is subsidizing construction costs and securing funding from financial institutions for affordable housing projects. The City will continue to work and collaborate with interested developers to provide more affordable housing in Cathedral City.
Actions taken to address obstacles to meeting underserved needs. 91.220(k); 91.320(j) This subpopulation includes the elderly, large families, single parents, and persons with HIV/AIDS, mental and physical disabilities. Securing decent and affordable housing for these groups, along with a lack of state and federal financial assistance, makes providing services challenging. Households that own their homes have difficulties maintaining them because of housing costs and relatively low wages.
The City of Cathedral City recognizes the need to rehabilitate the existing housing stock. The elderly populations, along with lower-income households, cannot maintain their homes because of their limited income. Although the City has not administered a housing rehabilitation program since the dissolvement
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of the City’s Redevelopment Agency, Staff is diligently seeking funding opportunities and partnering with the County of Riverside to foster and maintain affordable housing and provide such services to qualified residents. The City plans to set aside CDBG funds in the next Consolidated Plan for housing rehabilitation.
Actions taken to reduce lead-based paint hazards. 91.220(k); 91.320(j) The City does not directly provide program funding for the reduction of lead-based paint hazards in older homes. The City relies on the County of Riverside to offer the following programs on its behalf to reduce lead-based paint hazards.
California State Law states that Senate Bill 460 grants authority to local health departments to require the enforcement and prosecution of persons who refuse to abate lead hazards in housing occupied by low-income families with children. This program is funded under the Senate bill, which further allows changes to State health and housing laws making the creation of lead hazards a crime.
Lead-Based Paint Hazard Control Program: Riverside County Office of Industrial Hygiene (OIH) administers this program. The program is intended to evaluate and control lead hazards in low-income housing units through inspection and testing samples. This office also provides treatment for those affected by lead-based paint in the home. These activities are primarily for homes that were constructed prior to 1979 and will assist families with the temporary relocation of families living in homes with lead- based paint. OIH provides community outreach programs to educate County residents on the risks of lead poisoning to create awareness about the harmful effects and health risks regarding lead-based paint hazards.
Lead Hazard Inspections for County Programs: Use of lead-based paint was common and available until the 1970s. Lead-based paint was banned in 1978 and has been a goal of Riverside County to eliminate all hazards since the paint ban took place. Most of these programs to assist families with the actual reduction of lead-based paint have disappeared due to the economic downturn. Homeowners are responsible for reducing lead hazards, but the County continues to provide educational assistance and medical care. The HOME Investment Partnership Program assists First Time Homebuyers with the cost of lead-based paint removal if the home does have lead paint.
Childhood Lead Poisoning Prevention Program: The Office of Industrial Hygiene also administers the CLPPP to test and identify children at risk of lead poisoning based on the age of the housing stock in the area and other potential factors.
Fair Housing Council Lead-based Awareness Hazard Program: The Fair Housing Council of Riverside County administers a lead-based paint prevention program throughout the County. Their services include education, outreach, information, training, and referrals.
Lead Hazard Control Outreach: OIH has a Memorandum of Understanding with the following agencies:
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Riverside County Economic Development Agency, Housing Authority of Riverside County, Desert Alliance for Community Empowerment; Cities of Riverside, Banning and Hemet, and the Community Action Partnership of Riverside County. The OIH sub-grants outreach services to the Center for Community Action and Environmental Justice and Fair Housing Council of Riverside County. These partners assist in the dissemination of information and promote lead-based hazard programs to their clients.
Actions taken to reduce the number of poverty-level families. 91.220(k); 91.320(j) One of the City's goals identified in the Assessment of Fair Housing (AFH) is to increase integration to create opportunities for low- and moderate-income residents. Geographically, the low-mod areas are spread evenly throughout the City, and there are no concentration areas of poverty within the City. This makes it easier for the City to host workshops and disseminate information to the community regarding programs and services that may benefit poverty-level families. Additionally, the City's public facilities such as the senior center, library, and Boys and Girls Club offer various information and resources that can assist such families.
Actions taken to develop institutional structure. 91.220(k); 91.320(j) The City of Cathedral City’s institutional structure for administering services and programs from City departments are as follows:
Engineering Department is responsible for administering and implementing the Consolidated Plan, Annual Action Plan, and all documents following federal regulations. In administering the CDBG Program, the City contracted sub-recipients for senior, homeless, and fair housing programs. The sub- recipients were required to have an executed agreement for the services and amount of funding provided before issuing payments.
Finance Department is responsible for financial management and maintenance of a general ledger; production of financial reports; administration of all debt financing; collection and posting of revenues; payment and accounting of obligations; purchasing of goods and services; payroll; and assistance in the preparation of the Comprehensive Annual Financial Report (CAFR). This Division is responsible for approving the CDBG drawdown in HUD IDIS.
Actions taken to enhance coordination between public and private housing and social service agencies. 91.220(k); 91.320(j)
The Housing Authority of Riverside County provides residents throughout the County with rental assistance to eligible based on income. The Authority administers the Section 8 Rental Assistance Program. They also own and operate affordable housing projects throughout the County and collaborate with local jurisdictions by rehabilitating and upgrading multi-family housing units.
The County of Riverside Continuum of Care (CoC) is comprised of representatives from public, private,
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and nonprofit agencies, including homeless and formerly homeless individuals that are committed to assisting in facilitating the continuum of care planning process throughout the County. This coalition assesses the need for affordable housing and homeless services countywide to provide a seamless delivery of services to those in need.
The Department of Public and Social Services (DPSS) administers programs under the anti-poverty umbrella for the County of Riverside. The main goal for residents is to move them towards self- sufficiency and move low-income families from poverty. DPSS assists residents on many levels, including childcare, education, employment training, health, human services, homelessness, and housing.
Nonprofit Organizations play a vital role in the community by assisting the City to implement the goals and objectives stated in the Consolidated Plan and Annual Action Plan. The City partnered with five (5) local organizations that received funding to support the community through their programs and services. These organizations include Inland Fair Housing and Mediation Board, the Cathedral City Senior Center, Angel View, Coachella Valley Rescue Mission (CVRM), and the Transgender Health & Wellness Center. Subrecipient agreements were executed to ensure that these organizations provided the resources needed in the community.
Private participants may include lending institutions such as banks. Private lending sources provide low- cost loans for affordable housing and rehabilitation projects. Developers are the primary providers of the available housing stock and are encouraged to participate in low-income housing to be able to provide more housing choices for residents.
Identify actions taken to overcome the effects of any impediments identified in the jurisdictions analysis of impediments to fair housing choice. 91.520(a) The AFH identified "reduce the number of fair housing complaints based on disability as a significant goal." The City annually contracts Inland Fair Housing and Mediation Board (IFHMB) as a Subrecipient to gather such information and resolve many of these complaints. Many of these complaints are from private property owners such as apartment complexes and rental homes that need to be retrofitted for disabled residents. IFHMB also hosts several workshops for landlords and tenants to educate and provide relevant information and their fair housing rights.
The City has also conducted a city-wide assessment of its facilities to determine which facilities need to be retrofitted to meet current ADA Standards. The City has made continuous strides toward making such improvements, not only internally but throughout its development process. The City has also modified and updated its design standards and requirements to adhere to the new ADA Standards.
Combining these efforts will help reduce the number of complaints, specific to accessibility for people with disabilities. Some of the City CDBG funding is focused on ADA-related infrastructure improvements.
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CR-40 - Monitoring 91.220 and 91.230
Describe the standards and procedures used to monitor activities carried out in furtherance of the plan and used to ensure long-term compliance with requirements of the programs involved, including minority business outreach and the comprehensive planning requirements
The City’s CDBG program is audited by HUD and the State under the Single Audit Act on an as-needed basis based on risk assessments. This audit verifies that the City meets all statutory requirements and that information reported is correct and complete.
The City's Policy and Procedures Manual establishes the framework guiding the operation of the City's Community Development Block Grant (CDBG) Program. The Manual provides an approach for making decisions, ensuring the program is operated in a fair and consistent manner, as well as providing all program participants with an understanding of how the City manages its CDBG Program. The Manual includes information about achieving minority business and comprehensive planning requirements. This Manual is also a reference tool for training and guiding City Staff through the CDBG processes that include compliance, monitoring, and internal controls for approvals.
CDBG subrecipients and contractors are also monitored from written reports submitted to the City.
Monitoring the CDBG program is consistent with program regulations. Monitoring consists of both desk and on-site reviews. The onsite monitoring is conducted to ensure sub-recipients are maintaining the records needed to support their awarded funding and ensure any discrepancies are caught and corrected, specifically, by the first quarter of the program year.
To monitor its own compliance, staff:
• Composed the Consolidated Annual Performance and Evaluation Report (CAPER) to note accomplishments;
• Provided HUD officials with documents to fulfill their monitoring requirements; • Provided financial and performance reports to City management; • Utilized the City’s Finance Department to review expenditures and maintain records; • Utilized the City’s Purchasing policy to solicit bids and acquire services; • Conducted desk monitoring of all public service projects; and • Review program as part of the City’s overall audit compliance Citizen Participation Plan 91.105(d); 91.115(d)
Describe the efforts to provide citizens with reasonable notice and an opportunity to comment on performance reports.
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In 2016, the Cathedral City’s City Council adopted revisions made to its CDBG Community Participation Plan (CPP) to coincide with the community participation for the Assessment of Fair Housing (AFH). The Community Participation Plan (CPP) includes specific language and instructions for the availability and citizen participation in the City's Assessment of Fair Housing (AFH), Consolidated Plan (Con Plan), Annual Action Plans (AAP), Substantial and Administrative Amendments, and Consolidated Annual Performance and Evaluation Reports (CAPER). The CPP provides the amount of time given to the community for each document and compliance to the requirements of the Community Development Block Grant (CDBG) Entitlement Program and U.S. Department of Housing and Urban Development (HUD) for such plans and reports. The City's CPP was approved by City Council and has been submitted to HUD.
In 2020, the City's CPP was revised to include language pertaining to the Coronavirus pandemic and the applicable waivers. More specifically, the revised CPP includes guidance on fast-tracking the approval of all Annual Action Plans moving forward subject to a pandemic. A copy of the revised CPP was submitted to HUD for their records along with its corresponding City Council action (M.O. 2020-100). The CPP will be updated during the next program year.
The FY 2025-2026 CAPER was made available for public review and comment for 15 days in accordance with HUD regulations. Notice of Availability for Public Comment was published in the local newspaper, The Desert Sun, in both English and Spanish. The CAPER was available on the City website, and City Engineering Department offices. In addition, the CAPER was presented to the City Council for approval at a public Council Meeting on September 16, 2026. The public had the opportunity to provide comments by email or in person. Although public comments were encouraged during the public comment period, no comments were received for or against the CAPER.
CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The City continues to adhere to the goals described in the Five-Year Consolidated Plan (Con Plan). The goals in the Con Plan are strategically and geographically distributed throughout the City, benefiting low- and moderate-income residents. The City partners with local and regional agencies to provide various programs and services to meet its Con Plan goals. Any changes to the City's CDBG program objectives will be made in an emergency or if a partnering agency no longer provides adequate services. Such changes may be described in the City's Annual Action Plan (AAP) or through a Substantial Amendment where any changes in priorities are recommended to the City Council for approval.
Based on experience, the City is embracing technology to gather community information and reach its intended target population for the CDBG Program. In the upcoming years, the City will begin utilizing online tools and surveys to gather the necessary input to prepare its Action Plan and annual reports.
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During the 5 Year Consolidated Plan, Cathedral City received CDBG-CV funds in response to the Covid-19 pandemic. The City used the funds primarily for public services and economic assistance programs. This allowed the City to serve a wide range of constituents, business owners, homeless, as well as the elderly disabled. According to the PR-26 report, the City expended $555,532.76.
The City anticipates using future allocations for public facility projects and fair housing activities.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
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CR-45 - CDBG 91.520(c)
Specify the nature of, and reasons for, any changes in the jurisdiction’s program objectives and indications of how the jurisdiction would change its programs as a result of its experiences.
The City continues to adhere to the goals described in the Five-Year Consolidated Plan (Con Plan). The goals in the Con Plan are strategically and geographically distributed throughout the City, benefiting low- and moderate-income residents. The City partners with local and regional agencies to provide various programs and services to meet its Con Plan goals. Any changes to the City's CDBG program objectives will be made in an emergency or if a partnering agency no longer provides adequate services. Such changes may be described in the City's Annual Action Plan (AAP) or through a Substantial Amendment where any changes in priorities are recommended to the City Council for approval.
Based on experience, the City is embracing technology to gather community information and reach its intended target population for the CDBG Program. In the upcoming years, the City will begin utilizing online tools and surveys to gather the necessary input to prepare its Action Plan and annual reports.
Cathedral City received CDBG-CV funds in response to the Covid-19 pandemic. The City used the funds primarily for public services and economic assistance programs. This allowed the City to serve a wide range of constituents, business owners, homeless, as well as the elderly disabled. According to the PR- 26 report, the City expended $555,532.76. To date, the City has expended 100% of the allocated CDBG- CV funds.
The City anticipates using future allocations for public facility projects and fair housing activities.
Does this Jurisdiction have any open Brownfields Economic Development Initiative (BEDI) grants?
No
[BEDI grantees] Describe accomplishments and program outcomes during the last year.
CAPER 25
2025 CAPER
CR-58 – Section 3
Identify the number of individuals assisted and the types of assistance provided
Narrative
Section 3 reporting for the Whitewater Neighborhood Street Reconstruction Project Phase II is included in the FY 2025 Program Year.
Cathedral City staff conducted a thorough review of certified payroll records for each phase, cross- referencing labor data with the low-income thresholds applicable to the year each phase began. The City’s assessment aligned with the information submitted in the contractors’ bid documents. In all phases, the labor rates for both contractor and subcontractor employees exceeded the low-income thresholds for the applicable program years. As a result, no labor hours qualified toward the Section 3 labor hour benchmark.
Although Section 3 labor hour participation was not applicable due to wage thresholds, contractors provided qualitative documentation outlining their continued good-faith efforts to support Section 3 objectives. These efforts included:
• Adherence to inclusive hiring practices and equal employment opportunities • Participation in outreach efforts to recruit qualified applicants from disadvantaged backgrounds for applicable projects
• Engagement with community-based employment resources and job training programs, where
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feasible
• Support for workforce development through apprenticeships and vocational partnerships in the regions they serve
Following project completion, the City held discussions with the contractor responsible for the project regarding additional outreach, training, and subcontracting initiatives to further promote employment and business opportunities for Section 3 workers and business concerns.
The contractor for the Whitewater project submitted qualitative documentation consistent with Section 3 objectives (as outlined in Exhibit PA-6 of their bid documentation). As a union contractor, Matich Corporation does not publicly advertise job openings but sources workers through the Union Hall.
Nonetheless, the company supports workforce development through union apprenticeship programs, engages with local job training organizations, and participates in outreach efforts where applicable.
CR-60 - ESG 91.520(g) (ESG Recipients only)
ESG Supplement to the CAPER in e-snaps
For Paperwork Reduction Act
1. Recipient Information—All Recipients Complete
Basic Grant Information
Recipient Name CATHEDRAL CITY
Organizational DUNS Number 614150373
UEI
EIN/TIN Number 953674780
Identify the Field Office LOS ANGELES
Identify CoC(s) in which the recipient or
subrecipient(s) will provide ESG
assistance
ESG Contact Name
Prefix
First Name
Middle Name
Last Name
Suffix
Title
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ESG Contact Address
Street Address 1
Street Address 2
City
State
ZIP Code -
Phone Number
Extension
Fax Number
Email Address
ESG Secondary Contact
Prefix
First Name
Last Name
Suffix
Title
Phone Number
Extension
Email Address
2. Reporting Period—All Recipients Complete
Program Year Start Date 07/01/2025
Program Year End Date 06/30/2026
3a. Subrecipient Form – Complete one form for each subrecipient Subrecipient or Contractor Name
City
State
Zip Code
DUNS Number
UEI
Is subrecipient a victim services provider
Subrecipient Organization Type
ESG Subgrant or Contract Award Amount
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Attachment
Cover Page
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CAPER 30
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PR01, PR03, PR07
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CAPER 32
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CAPER 33
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CAPER 34
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CAPER 35
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CAPER 36
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CAPER 37
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CAPER 38
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CAPER 39
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CAPER 40
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CAPER 41
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CAPER 42
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RR23 and PR26
CAPER 43
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CAPER 44
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CAPER 45
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Racial and Ethnic Table
CDBG FAIR HOUSING T OT A L% by R ace
White 5 237 242 82.31%
Black or African American 0 45 45 15.31%
Asian 0 7 7 2.38%
American Indian or American Native 0 0 0 0.00%
Native Hawaiian or Other Pacific Islander 0 0 0 0.00%
Other 0 0 0 0.00%
100.00%
Total 5 289 294
Hispanic 5 146 151 51.36%
Not Hispanic 0 143 143 48.64%
City Council Agenda Publisher Affidavit and Summary of Public Comments