Agenda packet — Coachella City Council, February 28, 2024 (part 2 of 4)

Item 17.

Exhibit B
Schedule 1
4 5. Internet Access – Hotels and Airports
Employees who travel may need to access their e-mail at night. Many hotels provide free high speed internet access and Tyler employees are encouraged to use such hotels whenever possible. If an employee’s hotel charges for internet access it is reimbursable up to $10.00 per day. Charges for internet access at airports are not reimbursable.

6. International Travel
All international flights with the exception of flights between the U.S. and Canada should be reserved through TMC using the “lowest practical coach fare” with the exception of flights that are six (6) or more consecutive hours in length. In such event, the next available seating class above coach shall be reimbursed.

When required to travel internationally for business, employees shall be reimbursed for photo fees, application fees, and execution fees when obtaining a new passport book, but fees related to passport renewals are not reimbursable. Visa application and legal fees, entry taxes and departure taxes are reimbursable.

The cost of vaccinations that are either required for travel to specific countries or suggested by the U.S. Department of Health & Human Services for travel to specific countries, is reimbursable.

Section 4, Meals & Incidental Expenses, and Section 2.b., Rental Car, shall apply to this section.

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Item 17.

Exhibit C
1 Exhibit C
Service Level Agreement
I. Agreement Overview
This SLA operates in conjunction with, and does not supersede or replace any part of, the Agreement. It outlines the information technology service levels that we will provide to you to ensure the availability of the application services that you have requested us to provide. This SLA does not apply to any Third Party SaaS Services. All other support services are documented in the Support Call Process.

II. Definitions. Except as defined below, all defined terms have the meaning set forth in the Agreement.

Actual Attainment: The percentage of time the Tyler Software is available during a calendar quarter, calculated as follows: (Service Availability – Downtime) ÷ Service Availability.

Client Error Incident: Any service unavailability resulting from your applications, content or equipment, or the acts or omissions of any of your service users or third-party providers over whom we exercise no control.

Downtime: Those minutes during Service Availability, as defined below, when all users cannot launch, login, search or save primary data in the Tyler Software. Downtime does not include those instances in which only a Defect is present.

Emergency Maintenance: (1) maintenance that is required to patch a critical security vulnerability; (2) maintenance that is required to prevent an imminent outage of Service Availability; or (3) maintenance that is mutually agreed upon in writing by Tyler and the Client.

Planned Downtime: Downtime that occurs during a Standard or Emergency Maintenance window.

Service Availability: The total number of minutes in a calendar quarter that the Tyler Software is capable of receiving, processing, and responding to requests, excluding Planned Downtime, Client Error Incidents, denial of service attacks and Force Majeure.

Standard Maintenance: Routine maintenance to the Tyler Software and infrastructure. Standard Maintenance is limited to five (5) hours per week.

III. Service Availability
a. Your Responsibilities
Whenever you experience Downtime, you must make a support call according to the procedures outlined in the Support Call Process. You will receive a support case number. b. Our Responsibilities
When our support team receives a call from you that Downtime has occurred or is occurring, we will work with you to identify the cause of the Downtime (including whether it may be the result of Planned

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Item 17.

Exhibit C
2 Downtime, a Client Error Incident, Denial of Service attack or Force Majeure). We will also work with you to resume normal operations.
c. Client Relief
Our targeted Attainment Goal is 100%. You may be entitled to credits as indicated in the Client Relief Schedule found below. Your relief credit is calculated as a percentage of the SaaS fees paid for the calendar quarter.

In order to receive relief credits, you must submit a request through one of the channels listed in our Support Call Process within fifteen days (15) of the end of the applicable quarter. We will respond to your relief request within thirty (30) day(s) of receipt.

The total credits confirmed by us will be applied to the SaaS Fee for the next billing cycle. Issuing of such credit does not relieve us of our obligations under the Agreement to correct the problem which created the service interruption.

Client Relief Schedule
Actual Attainment Client Relief

99.99% - 99.50% Remedial action will be taken

99.49% - 98.50% 2%

98.49% - 97.50% 4%

97.49% - 96.50% 6%

96.49% - 95.50% 8%
Below 95.50% 10%
* Notwithstanding language in the Agreement to the contrary, Recovery Point Objective is one (1) hour.

IV. Maintenance Notifications
We perform Standard Maintenance during limited windows that are historically known to be reliably low-traffic times. If and when maintenance is predicted to occur during periods of higher traffic, we will provide advance notice of those windows and will coordinate to the greatest extent possible with you.

Not all maintenance activities will cause application unavailability. However, if Tyler anticipates that activities during a Standard or Emergency Maintenance window may make the Tyler Software unavailable, we will provide advance notice, as reasonably practicable that the Tyler Software will be unavailable during the maintenance window.

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Item 17.

Exhibit C
Schedule 1
1 Exhibit C
Schedule 1
Support Call Process
Support Channels
Tyler Technologies, Inc. provides the following channels of software support for authorized users*:
(1) On-line submission (portal) – for less urgent and functionality-based questions, users may create support incidents through the Tyler Customer Portal available at the Tyler Technologies website.

A built-in Answer Panel provides users with resolutions to most “how-to” and configurationbased questions through a simplified search interface with machine learning, potentially eliminating the need to submit the support case.
(2) Email – for less urgent situations, users may submit emails directly to the software support group.
(3) Telephone – for urgent or complex questions, users receive toll-free, telephone software support.
* Channel availability may be limited for certain applications.

Support Resources
A number of additional resources are available to provide a comprehensive and complete support experience:
(1) Tyler Website – www.tylertech.com – for accessing client tools, documentation, and other information including support contact information.
(2) Tyler Search -a knowledge based search engine that lets you search multiple sources simultaneously to find the answers you need, 24x7.
(3) Tyler Community –provides a venue for all Tyler clients with current maintenance agreements to collaborate with one another, share best practices and resources, and access documentation. (4) Tyler University – online training courses on Tyler products.

Support Availability
Tyler Technologies support is available during the local business hours of 8 AM to 5 PM (Monday – Friday) across four US time zones (Pacific, Mountain, Central and Eastern). Tyler’s holiday schedule is outlined below. There will be no support coverage on these days.

New Year’s Day Labor Day
Martin Luther King, Jr. Day Thanksgiving Day
Memorial Day Day after Thanksgiving
Independence Day Christmas Day
For support teams that provide after-hours service, we will provide you with procedures for contacting support staff after normal business hours for reporting Priority Level 1 Defects only. Upon receipt of

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Item 17.

Exhibit C
Schedule 1
2 such a Defect notification, we will use commercially reasonable efforts to meet the resolution targets set forth below.

We will also make commercially reasonable efforts to be available for one pre-scheduled Saturday of each month to assist your IT staff with applying patches and release upgrades, as well as consulting with them on server maintenance and configuration of the Tyler Software environment.

Incident Handling
Incident Tracking
Every support incident is logged into Tyler’s Customer Relationship Management System and given a unique case number. This system tracks the history of each incident. The case number is used to track and reference open issues when clients contact support. Clients may track incidents, using the case number, through Tyler’s Customer Portal or by calling software support directly.

Incident Priority
Each incident is assigned a priority level, which corresponds to the Client’s needs. Tyler and the Client will reasonably set the priority of the incident per the chart below. This chart is not intended to address every type of support incident, and certain “characteristics” may or may not apply depending on whether the Tyler software has been deployed on customer infrastructure or the Tyler cloud. The goal is to help guide the Client towards clearly understanding and communicating the importance of the issue and to describe generally expected response and resolution targets in the production environment only.

References to a “confirmed support incident” mean that Tyler and the Client have successfully validated the reported Defect/support incident.

Priority
Level Characteristics of Support Incident Resolution Targets* 1 Critical
Support incident that causes (a)
complete application failure or
application unavailability; (b)
application failure or unavailability in
one or more of the client’s remote
location; or (c) systemic loss of
multiple essential system functions.

Tyler shall provide an initial response to Priority Level 1 incidents within one (1) business hour of receipt of
the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents or provide a
circumvention procedure within one (1) business
day. For non-hosted customers, Tyler’s responsibility
for lost or corrupted data is limited to assisting the
Client in restoring its last available database.

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Item 17.

Exhibit C
Schedule 1
3 Priority
Level Characteristics of Support Incident Resolution Targets* 2 High
Support incident that causes (a)
repeated, consistent failure of
essential functionality affecting more
than one user or (b) loss or corruption
of data.

Tyler shall provide an initial response to Priority Level 2 incidents within four (4) business hours of receipt of the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents or provide a
circumvention procedure within ten (10) business
days. For non-hosted customers, Tyler’s
responsibility for loss or corrupted data is limited to assisting the Client in restoring its last available
database.
3 Medium
Priority Level 1 incident with an
existing circumvention procedure, or
a Priority Level 2 incident that affects
only one user or for which there is an
existing circumvention procedure.

Tyler shall provide an initial response to Priority Level 3 incidents within one (1) business day of receipt of
the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents without the need for a
circumvention procedure with the next published
maintenance update or service pack, which shall
occur at least quarterly. For non-hosted customers,
Tyler’s responsibility for lost or corrupted data is
limited to assisting the Client in restoring its last
available database.
4 Noncritical
Support incident that causes failure of
non-essential functionality or a
cosmetic or other issue that does not
qualify as any other Priority Level.

Tyler shall provide an initial response to Priority Level 4 incidents within two (2) business days of receipt of
the incident. Once the incident has been confirmed,
Tyler shall use commercially reasonable efforts to
resolve such support incidents, as well as cosmetic
issues, with a future version release.
*Response and Resolution Targets may differ by product or business need Incident Escalation
If Tyler is unable to resolve any priority level 1 or 2 defect as listed above or the priority of an issue has elevated since initiation, you may escalate the incident to the appropriate resource, as outlined by each product support team. The corresponding resource will meet with you and any Tyler staff to establish a mutually agreeable plan for addressing the defect.

Remote Support Tool
Some support calls may require further analysis of the Client’s database, processes or setup to diagnose a problem or to assist with a question. Tyler will, at its discretion, use an industry-standard remote support tool. Tyler’s support team must have the ability to quickly connect to the Client’s system and view the site’s setup, diagnose problems, or assist with screen navigation. More information about the remote support tool Tyler uses is available upon request.

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Item 17.

Exhibit D
1 Exhibit D
Third Party Terms

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Item 17.

Exhibit D
Schedule 1
1 Exhibit D
Schedule 1
Hyperlinked Terms
ThinPrint Terms. Your use of Tyler Forms software and forms is subject to the End User License Agreement terms for ThinPrint Engine, ThinPrint License Server, and Connected Gateway found here: https://www.thinprint.com/en/legal-notes/eula/. By signing a Tyler Agreement or Order Form, or accessing, installing, or using Tyler Forms software or forms, you agree that you have read, understood, and agree to such terms.

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Item 17.

Exhibit D
Schedule 2
1 Exhibit D
Schedule 2
DocOrigin Terms

REMAINDER OF PAGE INTENTIONALLY LEFT BLANK

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Schedule 2
2

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Schedule 2
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Schedule 2
4

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Schedule 2
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Schedule 2
6

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Item 17.

Exhibit E
1 Exhibit E
Statement of Work
Statement of Work follows this page.

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Item 17.

Coachella, CA
SOW from Tyler Technologies, Inc.
1/19/2024
Presented to:
53990 Enterprise Way
Coachella, CA 92236-3502
Contact:

Rich Boven
Email: [email protected]
One Tyler Drive, Yarmouth, ME 04096

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Table of Contents
PART 1: EXECUTIVE SUMMARY...............................................................................................................1 Project Overview............................................................................................................................. 1 Introduction ........................................................................................................................................ 1 Project Goals....................................................................................................................................... 1 Methodology....................................................................................................................................... 1 PART 2: PROJECT FOUNDATION .............................................................................................................3 Project Governance ......................................................................................................................... 3 Project Scope Control ...................................................................................................................... 4 Managing Scope and Project Change ................................................................................................. 4 Change Control ................................................................................................................................... 4 Change Request Management............................................................................................................ 4 Acceptance Process ......................................................................................................................... 6 Roles and Responsibilities................................................................................................................ 6 Tyler Roles & Responsibilities............................................................................................................. 6 Tyler Executive Manager............................................................................................................. 7 Tyler Implementation Manager.................................................................................................. 7 Tyler Project Manager................................................................................................................. 7 Tyler Implementation Consultant............................................................................................... 8 Tyler Sales ................................................................................................................................... 8 Tyler Technical Services.............................................................................................................. 8 City Roles & Responsibilities............................................................................................................... 9 City Executive Sponsor................................................................................................................ 9 City Steering Committee............................................................................................................. 9 City Project Manager .................................................................................................................. 9 City Functional Leads ................................................................................................................ 11 City Power Users....................................................................................................................... 11 City End Users ........................................................................................................................... 12 City Technical Lead.................................................................................................................... 12 City Change Management Lead ................................................................................................ 13 PART 3: PROJECT PLAN........................................................................................................................... 14 Project Stages.................................................................................................................................14 Initiate and Plan ................................................................................................................................ 15 Initial Coordination ................................................................................................................... 15 Project/Phase Planning ............................................................................................................. 16 Infrastructure Planning ............................................................................................................. 17

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Stakeholder Meeting................................................................................................................. 18 GIS Preparation ......................................................................................................................... 19 Control Point 1: Initiate & Plan Stage Acceptance.................................................................... 20 Assess & Define................................................................................................................................. 20 Solution Orientation.................................................................................................................. 20 Current & Future State Analysis................................................................................................ 21 Data Assessment....................................................................................................................... 22 Conversion Assessment ............................................................................................................ 23 Intentionally left blank.............................................................................................................. 25 Intentionally left blank.............................................................................................................. 25 Control Point 2: Assess & Define Stage Acceptance................................................................. 25 Prepare Solution ............................................................................................................................... 25 Initial System Deployment........................................................................................................ 25 Configuration ............................................................................................................................ 26 Process Refinement .................................................................................................................. 27 Conversion Delivery .................................................................................................................. 29 Intentionally left blank.............................................................................................................. 30 Intentionally left blank.............................................................................................................. 30 Control Point 3: Prepare Solution Stage Acceptance................................................................ 30 Production Readiness ....................................................................................................................... 31 Solution Validation.................................................................................................................... 31 Go-Live Readiness..................................................................................................................... 32 End User Training...................................................................................................................... 33 Control Point 4: Production Readiness Stage Acceptance........................................................ 34 Production......................................................................................................................................... 34 Go-Live ...................................................................................................................................... 34 Transition to Client Services...................................................................................................... 36 Post Go-Live Activities............................................................................................................... 37 Control Point 5: Production Stage Acceptance......................................................................... 37 Close.................................................................................................................................................. 38 Phase Closeout.......................................................................................................................... 38 Project Closeout........................................................................................................................ 39 Control Point 6: Close Stage Acceptance.................................................................................. 40 General Assumptions......................................................................................................................40 Project............................................................................................................................................... 40 Organizational Change Management ............................................................................................... 41 Resources and Scheduling ................................................................................................................ 41 Data................................................................................................................................................... 41 Facilities............................................................................................................................................. 42 Glossary .........................................................................................................................................43 PART 4: APPENDICES ............................................................................................................................... 46 Conversion .....................................................................................................................................46

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Enterprise Permitting & Licensing Conversion Summary ................................................................. 46 Community Development......................................................................................................... 46 Business Management.............................................................................................................. 46 Enterprise ERP Conversion Summary ............................................................................................... 47 Accounting ................................................................................................................................ 47 Accounts Payable ...................................................................................................................... 47 General Billing........................................................................................................................... 48 Purchase Orders........................................................................................................................ 48 Utility Billing .............................................................................................................................. 48 Human Resources Management............................................................................................... 49 Contracts................................................................................................................................... 50 Project Accounting.................................................................................................................... 50 Additional Appendices................................................................................................................52 Enterprise Permitting & Licensing Definitions.................................................................................. 52 “Template Business Transactions”............................................................................................ 52 “Unique Business Transactions” ............................................................................................... 52 “Geo-Rules”............................................................................................................................... 52 “Automation Events” ................................................................................................................ 53 “Enterprise Permitting & Licensing SDK/API (Toolkits)” ........................................................... 53 Intentionally left blank...................................................................................................................... 53 Project Timeline..........................................................................................................................54 ERP Project Timeline ......................................................................................................................... 54 Intentionally left blank...................................................................................................................... 54

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Part 1: Executive Summary
Project Overview
Introduction
Tyler Technologies (“Tyler”) is the largest and most established provider of integrated software and technology services focused solely on the public sector. Tyler’s end-to-end solutions empower public sector entities including local, state, provincial and federal government, to operate more efficiently and connect more transparently with their constituents and with each other. By connecting data and processes across disparate systems, Tyler’s solutions transform how clients gain actionable insights that solve problems in their communities.

Project Goals
This Statement of Work (“SOW”) documents the methodology, implementation stages, activities, and roles and responsibilities, and project scope listed in the Investment Summary of the Agreement between Tyler and the City (collectively the “Project”).

The overall goals of the project are to:
▪ Successfully implement the contracted scope on time and on budget ▪ Increase operational efficiencies and empower users to be more productive ▪ Improve accessibility and responsiveness to external and internal customer needs ▪ Overcome current challenges and meet future goals
Methodology
This is accomplished by the City and Tyler working as a partnership and Tyler utilizing its depth of implementation experience. While each Project is unique, all will follow Tyler’s six-stage methodology. Each of the six stages is comprised of multiple work packages, and each work package includes a narrative description, objectives, tasks, inputs, outputs/deliverables, assumptions, and a responsibility matrix.

Tailored specifically for Tyler’s public sector clients, the project methodology contains Stage Acceptance Control Points throughout each Phase to ensure adherence to scope, budget, timeline controls, effective communications, and quality standards. Clearly defined, the project methodology repeats consistently across Phases, and is scaled to meet the City’s complexity and organizational needs.

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The methodology adapts to both single-phase and multiple-phase projects.

To achieve Project success, it is imperative that both the City and Tyler commit to including the necessary leadership and governance. During each stage of the Project, it is expected that the City and Tyler Project teams work collaboratively to complete tasks. An underlying principle of Tyler’s Implementation process is to employ an iterative model where the City’s business processes are assessed, configured, validated, and refined cyclically in line with the project budget. This approach is used in multiple stages and work packages as illustrated in the graphic below.

The delivery approach is systematic, which reduces variability and mitigates risks to ensure Project success. As illustrated, some stages, along with work packages and tasks, are intended to be overlapping by nature to complete the Project efficiently and effectively.

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Part 2: Project Foundation
Project Governance
Project governance is the management framework within which Project decisions are made. The role of Project governance is to provide a decision-making approach that is logical, robust, and repeatable. This allows organizations to have a structured approach for conducting its daily business in addition to project related activities.

This section outlines the resources required to meet the business needs, objectives, and priorities for the Project, communicate the goals to other Project participants, and provide support and guidance to accomplish these goals. Project governance defines the structure for escalation of issues and risks, Change Control review and authority, and Organizational Change Management activities. Throughout the Statement of Work Tyler has provided RACI Matrices for activities to be completed throughout the implementation which will further outline responsibilities of different roles in each stage. Further refinement of the governance structure, related processes, and specific roles and responsibilities occurs during the Initiate & Plan Stage.

The chart below illustrates an overall team perspective where Tyler and the City collaborate to resolve Project challenges according to defined escalation paths. If project managers do not possess authority to determine a solution, resolve an issue, or mitigate a risk, Tyler implementation management and the City Steering Committee become the escalation points to triage responses prior to escalation to the City and Tyler executive sponsors. As part of the escalation process, each Project governance tier presents recommendations and supporting information to facilitate knowledge transfer and issue resolution. The City and Tyler executive sponsors serve as the final escalation point.

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Project Scope Control
Managing Scope and Project Change
Project Management governance principles contend that there are three connected constraints on a Project:
budget, timeline, and scope. These constraints, known as the “triple constraints” or project management triangle, define budget in terms of financial cost, labor costs, and other resource costs. Scope is defined as the work performed to deliver a product, service or result with the specified features and functions, while time is simply defined as the schedule. The Triple Constraint theory states that if you change one side of the triangle, the other two sides must be correspondingly adjusted. For example, if the scope of the Project is increased, cost and time to complete will also need to increase. The Project and executive teams will need to remain cognizant of these constraints when making impactful decisions to the Project. A simple illustration of this triangle is included here, showing the connection of each item and their relational impact to the overall Scope.

A pillar of any successful project is the ability to properly manage scope while allowing the appropriate level of flexibility to incorporate approved changes. Scope and changes within the project will be managed using the change control process outlined in the following section.

Change Control
It may become necessary to change the scope of this Project due to unforeseeable circumstances (e.g., new constraints or opportunities are discovered). This Project is being undertaken with the understanding that Project scope, schedule, and/or cost may need to change to produce optimal results for stakeholders.

Changes to contractual requirements will follow the change control process specified in the final contract, and as described below.

Change Request Management
Should the need for a change to Project scope, schedule, and/or cost be identified during the Project, the change will be brought to the attention of the Steering Committee and an assessment of the change will occur. While such changes may result in additional costs and delays relative to the schedule, some changes may result in less cost to the City; for example, the City may decide it no longer needs a deliverable originally defined in the Project. The Change Request will include the following information:

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▪ The nature of the change.
▪ A good faith estimate of the additional cost or associated savings to the City, if any. ▪ The timetable for implementing the change.
▪ The effect on and/or risk to the schedule, resource needs or resource responsibilities.

The City will use its good faith efforts to either approve or disapprove any Change Request within ten (10) Business Days (or other period as mutually agreeable between Tyler and the City). Any changes to the Project scope, budget, or timeline must be documented and approved in writing using a Change Request form. These changes constitute a formal amendment to the Statement of Work and will supersede any conflicting term in the Statement of Work.

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Acceptance Process
The implementation of a Project involves many decisions to be made throughout its lifecycle. Decisions will vary from higher level strategy decisions to smaller, detailed Project level decisions. It is critical to the success of the Project that each City office or department designates specific individuals for making decisions on behalf of their offices or departments.

Both Tyler and the City will identify representative project managers. These individuals will represent the interests of all stakeholders and serve as the primary contacts between the two organizations.

The coordination of gaining City feedback and approval on Project deliverables will be critical to the success of the Project. The City project manager will strive to gain deliverable and decision approvals from all authorized City representatives. Given that the designated decision-maker for each department may not always be available, there must be a designated proxy for each decision point in the Project. Assignment of each proxy will be the responsibility of the leadership from each City department. The proxies will be named individuals that have the authorization to make decisions on behalf of their department.

The following process will be used for accepting Deliverables and Control Points:
▪ The City shall have five (5) business days from the date of delivery, or as otherwise mutually agreed upon by the parties in writing, to accept each Deliverable or Control Point. If the City does not provide acceptance or acknowledgement within five (5) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Tyler deems the Deliverable or Control Point as accepted.
▪ If the City does not agree the Deliverable or Control Point meets requirements, the City shall notify Tyler project manager(s), in writing, with reasoning within five (5) business days, or the otherwise agreed-upon timeframe, not to be unreasonably withheld, of receipt of the Deliverable. ▪ Tyler shall address any deficiencies and redeliver the Deliverable or Control Point. The City shall then have two (2) business days from receipt of the redelivered Deliverable or Control Point to accept or again submit written notification of reasons for rejecting the milestone. If the City does not provide acceptance within two (2) business days, or the otherwise agreed upon timeframe, not to be unreasonably withheld, Tyler deems the Deliverable or Control Point as accepted.

Roles and Responsibilities
The following defines the roles and responsibilities of each Project resource for the City and Tyler. Roles and responsibilities may not follow the organizational chart or position descriptions at the City, but are roles defined within the Project. It is common for individual resources on both the Tyler and City project teams to fill multiple roles. Similarly, it is common for some roles to be filled by multiple people.

Tyler Roles & Responsibilities
Tyler assigns a project manager prior to the start of each Phase of the Project (some Projects may only be one Phase in duration). Additional Tyler resources are assigned as the schedule develops and as needs arise.

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Tyler Executive Manager
Tyler executive management has indirect involvement with the Project and is part of the Tyler escalation process. This team member offers additional support to the Project team and collaborates with other Tyler department managers as needed to escalate and facilitate implementation Project tasks and decisions. ▪ Provides clear direction for Tyler staff on executing on the Project Deliverables to align with satisfying the City ’s overall organizational strategy.
▪ Authorizes required Project resources.
▪ Resolves all decisions and/or issues not resolved at the implementation management level as part of the escalation process.
▪ Acts as the counterpart to the City ’s executive sponsor.

Tyler Implementation Manager
▪ Tyler implementation management has indirect involvement with the Project and is part of the Tyler escalation process. The Tyler project managers consult implementation management on issues and outstanding decisions critical to the Project. Implementation management works toward a solution with the Tyler Project Manager or with City management as appropriate. Tyler executive management is the escalation point for any issues not resolved at this level. ▪ Assigns Tyler Project personnel.
▪ Provides support for the Project team.
▪ Provides management support for the Project to ensure it is staffed appropriately and staff have necessary resources.
▪ Monitors Project progress including progress towards agreed upon goals and objectives.

Tyler Project Manager
▪ The Tyler project manager(s) provides oversight of the Project, coordination of Tyler resources between departments, management of the Project budget and schedule, effective risk, and issue management, and is the primary point of contact for all Project related items. As requested by the City, the Tyler Project Manager provides regular updates to the City Steering Committee and other Tyler governance members. Tyler Project Manager’s role includes responsibilities in the following areas:

Contract Management
▪ Validates contract compliance throughout the Project. ▪ Ensures Deliverables meet contract requirements.
▪ Acts as primary point of contact for all contract and invoicing questions. ▪ Prepares and presents contract milestone sign-offs for acceptance by the City project manager(s). ▪ Coordinates Change Requests, if needed, to ensure proper Scope and budgetary compliance.

Planning
▪ Delivers project planning documents.
▪ Defines Project tasks and resource requirements.
▪ Develops initial Project schedule and Project Management Plan. ▪ Collaborates with the City project manager(s) to plan and schedule Project timelines to achieve ontime implementation.

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Implementation Management
▪ Tightly manages Scope and budget of Project to ensure Scope changes and budget planned versus actual are transparent and handled effectively and efficiently. ▪ Establishes and manages a schedule and Tyler resources that properly support the Project Schedule and are also in balance with Scope/budget.
▪ Establishes risk/issue tracking/reporting process between the City and Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to the City any items that may impact the outcomes of the Project.
▪ Collaborates with the City ’s project manager(s) to establish key business drivers and success indicators that will help to govern Project activities and key decisions to ensure a quality outcome of the project.
▪ Collaborates with the City ’s project manager(s) to set a routine communication plan that will aide all Project team members, of both the City and Tyler, in understanding the goals, objectives, status, and health of the Project.

Resource Management
▪ Acts as liaison between Project team and Tyler manager(s). ▪ Identifies and coordinates all Tyler resources across all applications, Phases, and activities including development, forms, installation, reports, implementation, and billing. ▪ Provides direction and support to Project team.
▪ Manages the appropriate assignment and timely completion of tasks as defined in the Project Schedule, task list, and Go-Live Checklist.
▪ Assesses team performance and adjusts as necessary.
▪ Consulted on in Scope 3rd party providers to align activities with ongoing Project tasks.

Tyler Implementation Consultant
▪ Completes tasks as assigned by the Tyler project manager(s). ▪ Documents activities for services performed by Tyler. ▪ Guides the City through software validation process following configuration. ▪ Assists during Go-Live process and provides support until the City transitions to Client Services. ▪ Facilitates training sessions and discussions with the City and Tyler staff to ensure adequate discussion of the appropriate agenda topics during the allotted time. ▪ May provide conversion review and error resolution assistance.

Tyler Sales
▪ Supports Sales to Implementation knowledge transfer during Initiate & Plan. ▪ Provides historical information, as needed, throughout implementation. ▪ Participates in pricing activities if additional licensing and/or services are needed.

Tyler Technical Services
▪ Maintains Tyler infrastructure requirements and design document(s). ▪ Involved in system infrastructure planning/review(s). ▪ Provides first installation of licensed software with initial database on servers. ▪ Supports and assists the project team with technical/environmental issues/needs. ▪ Deploys Tyler products.

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▪ Conducts GIS Planning.
▪ Reviews GIS data and provides feedback to the City.
▪ Loads City provided GIS data into the system.

City Roles & Responsibilities
City resources will be assigned prior to the start of each Phase of the Project. One person may be assigned to multiple Project roles.

City Executive Sponsor
The City executive sponsor provides support to the Project by providing strategic direction and communicating key issues about the Project and its overall importance to the organization. When called upon, the executive sponsor also acts as the final authority on all escalated Project issues. The executive sponsor engages in the Project, as needed, to provide necessary support, oversight, guidance, and escalation, but does not participate in day-to-day Project activities. The executive sponsor empowers the City steering committee, project manager(s), and functional leads to make critical business decisions for the City. ▪ Champions the project at the executive level to secure buy-in. ▪ Authorizes required project resources.
▪ Actively participates in organizational change communications.

City Steering Committee
The City steering committee understands and supports the cultural change necessary for the Project and fosters an appreciation for the Project’s value throughout the organization. The steering committee oversees the City project manager and Project through participation in regular internal meetings. The City steering committee remains updated on all Project progress, Project decisions, and achievement of Project milestones. The City steering committee also serves as primary level of issue resolution for the Project. ▪ Works to resolve all decisions and/or issues not resolved at the project manager level as part of the escalation process.
▪ Attends all scheduled steering committee meetings.
▪ Provides support for the project team.
▪ Assists with communicating key project messages throughout the organization. ▪ Prioritizes the project within the organization.
▪ Ensures the project staffed appropriately and that staff have necessary resources. ▪ Monitors project progress including progress towards agreed upon goals and objectives. ▪ Has the authority to approve or deny changes impacting the following areas:
o Cost
o Scope
o Schedule
o Project Goals
o City Policies
o Needs of other client projects
City Project Manager
The City shall assign project manager(s) prior to the start of this project with overall responsibility and authority to make decisions related to Project Scope, scheduling, and task assignment. The City Project

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Manager should communicate decisions and commitments to the Tyler project manager(s) in a timely and efficient manner. When the City project manager(s) do not have the knowledge or authority to make decisions, he or she engages the necessary resources to participate in discussions and make decisions in a timely fashion to avoid Project delays. The City project manager(s) are responsible for reporting to the City steering committee and determining appropriate escalation points.

Contract Management
▪ Validates contract compliance throughout the project. ▪ Ensures that invoicing and Deliverables meet contract requirements. ▪ Acts as primary point of contact for all contract and invoicing questions. Collaborates on and approves Change Requests, if needed, to ensure proper scope and budgetary compliance.

Planning
▪ Reviews and accepts project planning documents.
▪ Defines project tasks and resource requirements for the City project team. ▪ Collaborates in the development and approval of the project schedule. ▪ Collaborates with Tyler project manager(s) to plan and schedule project timelines to achieve on-time implementation.

Implementation Management
▪ Tightly manages project budget and scope.
▪ Collaborates with Tyler project manager(s) to establish a process and approval matrix to ensure that scope changes and budget (planned versus actual) are transparent and handled effectively and efficiently.
▪ Collaborates with Tyler project manager to establish and manage a schedule and resource plan that properly supports the project schedule as a whole and is also in balance with scope and budget. ▪ Collaborates with Tyler project manager(s) to establish risk and issue tracking and reporting process between the City and Tyler and takes all necessary steps to proactively mitigate these items or communicate with transparency to Tyler any items that may impact the outcomes of the project. ▪ Collaborates with Tyler project manager(s) to establish key business drivers and success indicators that will help to govern project activities and key decisions to ensure a quality outcome of the project. ▪ Routinely communicates with both the City staff and Tyler, aiding in the understanding of goals, objectives, current status, and health of the project by all team members. ▪ Manages the requirements gathering process and ensure timely and quality business requirements are being provided to Tyler.

Resource Management
▪ Acts as liaison between project team and stakeholders. ▪ Identifies and coordinates all City resources across all modules, phases, and activities including data conversions, forms design, hardware and software installation, reports building, and satisfying invoices.
▪ Provides direction and support to project team.
▪ Builds partnerships among the various stakeholders, negotiating authority to move the project forward.
▪ Manages the appropriate assignment and timely completion of tasks as defined. ▪ Assesses team performance and takes corrective action, if needed.

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▪ Provides guidance to City technical teams to ensure appropriate response and collaboration with Tyler Technical Support Teams to ensure timely response and appropriate resolution. ▪ Owns the relationship with in-Scope 3rd party providers and aligns activities with ongoing project tasks.
▪ Ensures that users have appropriate access to Tyler project toolsets as required. ▪ Conducts training on proper use of toolsets.
▪ Validates completion of required assignments using toolsets.

City Functional Leads
▪ Makes business process change decisions under time sensitive conditions. ▪ Communicates existing business processes and procedures to Tyler consultants. ▪ Assists in identifying business process changes that may require escalation. ▪ Contributes business process expertise for Current & Future State Analysis. ▪ Identifies and includes additional subject matter experts to participate in Current & Future State Analysis.
▪ Validates that necessary skills have been retained by end users. ▪ Provides End Users with dedicated time to complete required homework tasks. ▪ Acts as an ambassador/champion of change for the new process and provide business process change support.
▪ Identifies and communicates any additional training needs or scheduling conflicts to the City project manager.
▪ Actively participates in all aspects of the implementation, including, but not limited to, the following key activities:
o Task completion
o Stakeholder Meeting
o Project Management Plan development
o Schedule development
o Maintenance and monitoring of risk register
o Escalation of issues
o Communication with Tyler project team
o Coordination of City resources
o Attendance at scheduled sessions
o Change management activities
o Modification specification, demonstrations, testing and approval assistance o Data analysis assistance
o Decentralized end user training
o Process testing
o Solution Validation
City Power Users
▪ Participate in project activities as required by the project team and project manager(s). ▪ Provide subject matter expertise on the City business processes and requirements. ▪ Act as subject matter experts and attend Current & Future State Analysis sessions as needed. ▪ Attend all scheduled training sessions.
▪ Participate in all required post-training processes as needed throughout project. ▪ Test all application configuration to ensure it satisfies business process requirements. ▪ Become application experts.
▪ Participate in Solution Validation.

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▪ Adopt and support changed procedures.
▪ Complete all deliverables by the due dates defined in the project schedule. ▪ Demonstrate competency with Tyler products processing prior to Go-live. ▪ Provide knowledge transfer to the City staff during and after implementation. ▪ Participate in conversion review and validation.

City End Users
▪ Attend all scheduled training sessions.
▪ Become proficient in application functions related to job duties. ▪ Adopt and utilize changed procedures.
▪ Complete all deliverables by the due dates defined in the project schedule. ▪ Utilize software to perform job functions at and beyond Go-live.

City Technical Lead
▪ Coordinates updates and releases with Tyler as needed. ▪ Coordinates the copying of source databases to training/testing databases as needed for training days.
▪ Coordinates and adds new users, printers and other peripherals as needed. ▪ Validates that all users understand log-on process and have necessary permission for all training sessions.
▪ Coordinates interface development for City third party interfaces. ▪ Develops or assists in creating reports as needed.
▪ Ensures on-site system meets specifications provided by Tyler. ▪ Assists with software installation as needed.
▪ Extracts and transmits conversion data and control reports from the City’s legacy system per the conversion schedule set forth in the project schedule.

City GIS
▪ Participates in GIS planning activities.
▪ Responsible for management and maintenance of City GIS infrastructure and data. ▪ Ensures GIS data/service endpoints are in alignment with Tyler software requirements. ▪ Provides Tyler implementation team with GIS data/service access information.

City Upgrade Coordination
▪ Becomes familiar with the software upgrade process and required steps. ▪ Becomes familiar with Tyler’s releases and updates.
▪ Utilizes Tyler resources to stay abreast of the latest Tyler releases and updates, as well as the latest helpful tools to manage the City’s software upgrade process. ▪ Assists with the software upgrade process during implementation. ▪ Manages software upgrade activities post-implementation. ▪ Manages software upgrade plan activities.
▪ Coordinates software upgrade plan activities with City and Tyler resources. ▪ Communicates changes affecting users and department stakeholders. ▪ Obtains department stakeholder acceptance to upgrade production environment.

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City Change Management Lead
▪ Validates that users receive timely and thorough communication regarding process changes. ▪ Provides coaching to supervisors to prepare them to support users through the project changes. ▪ Identifies the impact areas resulting from project activities and develops a plan to address them proactively.
▪ Identifies areas of resistance and develops a plan to reinforce the change. ▪ Monitors post-production performance and new process adherence.

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Part 3: Project Plan
Project Stages
Work Breakdown Structure
The Work Breakdown Structure (WBS) is a hierarchical representation of a Project or Phase broken down into smaller, more manageable components. The top-level components are called “Stages” and the second level components are called “Work Packages”. The work packages, shown below each stage, contain the high-level work to be done. The detailed Project Schedule, developed during Project/Phase Planning and finalized during subsequent stages, lists the tasks to be completed within each work package. Each stage ends with a “Control Point”, confirming the work performed during that stage of the Project has been accepted by the City.

*Items noted with an asterisk in the graphic above relate to specific products and services. If those products and services are not included in the scope of the contract, these specific work packages will be noted as “Intentionally Left Blank” in Section 6 of the Statement of Work.

INITIATE
& PLAN

PRODUCTI
ON

READINESS

PREPARE

SOLUTION

ASSESS &

DEFINE PRODUCTI
ON
1 2 3 4 5 6 CLOSE

1.1 Initial
Coordinatio
n

1.4 Stakeholder
Planning

1.3 Infrastructure
Planning

1.2 Project/Phase
Planning

1.5 GIS
Planning

2.5 Data
Assessment*

2.1 Solution
Orientation

2.4 Modification
Analysis*

2.3 Conversion
Assessment*

2.2 Current &
Future State
Analysis

3.5 Modification
Delivery*

3.1 Initial
System
Deployment

3.4 Conversion
Delivery*

3.3 Process
Refinement

3.2 Configuration

3.6 Data
Delivery*

4.1 Solution
Validation

4.3 End User
Training

4.2 Go Live
Readiness

5.1 Go Live

5.3 Post Go Live
Activities

5.2 Transition to
Client Services

6.1 Phase
Close Out

6.2 Project Close
Out

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Initiate and Plan
The Initiate and Plan stage involves Project initiation, infrastructure, and planning. This stage creates a foundation for the Project by identifying and establishing sequence and timing for each Phase as well as verifying scope for the Project. This stage will be conducted at the onset of the Project, with a few unique items being repeated for the additional Phases as needed.

Initial Coordination
Prior to Project commencement, Tyler management assigns project manager(s). Additional Project resources will be assigned later in the Project as a Project schedule is developed. Tyler provides the City with initial Project documents used to gather names of key personnel, their functional role as it pertains to the Project, as well as any blackout dates to consider for future planning. the City gathers the information requested by the provided deadline ensuring preliminary planning and scheduling can be conducted moving the Project forward in a timely fashion. Internally, the Tyler Project Manager(s) coordinate with sales to ensure transfer of vital information from the sales process prior to scheduling a Project Planning Meeting with the City’s team. During this step, Tyler will work with the City to establish the date(s) for the Project and Phase Planning session.

Objectives:
▪ Formally launch the project.
▪ Establish project governance.
▪ Define and communicate governance for Tyler.
▪ Identify City project team.

STAGE 1 Initial Coordination
Tyler City
RACI MATRIX KEY:

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Inputs Contract documents
Statement of Work
Outputs/Deliverables Working initial project documents
Project portal
Work package assumptions:
▪ Project activities begin after the agreement has been fully executed.

Project/Phase Planning
Project and Phase planning provides an opportunity to review the contract, software, data conversions and services purchased, identify applications to implement in each Phase (if applicable), and discuss implementation timeframes.

During this work package Tyler will work with the City to coordinate and plan a formal Project planning meeting(s). This meeting signifies the start of the Project and should be attended by all City Project team members and the Tyler Project Manager. The meeting provides an opportunity for Tyler to introduce its implementation methodology, terminology, and Project management best practices to the City’s Project Team. This will also present an opportunity for project managers and Project sponsors to begin to discuss Project communication, metrics, status reporting and tools to be used to measure Project progress and manage change.

Tyler will work with the City Project Team to prepare and deliver the Project Management Plan as an output of the planning meeting. This plan will continue to evolve and grow as the Project progresses and will describe how the project will be executed, monitored, and controlled.

During project planning, Tyler will introduce the tools that will be used throughout the implementation. Tyler will familiarize the City with these tools during project planning and make them available for review and maintenance as applicable throughout the project. Some examples are Solution validation plan, issue log, and go-live checklist.

STAGE 1 Project/Phase Planning
Tyler City
RACI MATRIX KEY:

A R I C C I
Develop Project
Management Plan A R I C C I

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Develop initial
project schedule A R I I I I I I C C I I C I
Inputs Contract documents
Statement of Work
Guide to Starting Your Project
Outputs / Deliverables Acceptance Criteria [only] for Deliverables Project Management Plan Delivery of document
Project Operational Plan Delivery of document
Initial Project Schedule City provides acceptance of schedule based on resource availability, project budget, and
goals.

Work package assumptions:
▪ City has reviewed and completed the Guide to Starting Your Project document.

Infrastructure Planning
Procuring required hardware and setting it up properly is a critical part of a successful implementation. This task is especially important for Tyler-hosted/SaaS deployment models. Tyler will be responsible for building the environments for a hosted/SaaS deployment, unless otherwise identified in the Agreement. Tyler will install Licensed Software on application server(s) or train the City to install License Software. The City is responsible for the installation and setup of all peripheral devices.

Objectives:
▪ Ensure the City’s infrastructure meets Tyler’s application requirements. ▪ Ensure the City’s infrastructure is scheduled to be in place and available for use on time.

STAGE 1 Infrastructure Planning
Tyler City
RACI MATRIX KEY:

A R C C I I
Initial Infrastructure
Meeting A R C C C C
*Schedule SaaS
Environment Availability A R C I

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*Schedule Hardware to
be Available for
Installation

I I A R C
Schedule Installation of
All Licensed Software A R C I I
Infrastructure Audit A R C I C
*if applicable, please review the contract/investment summary for details Inputs Initial Infrastructure Requirements and Design Document Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Completed Infrastructure Requirements and
Design Document
Delivery of Document
Infrastructure Audit System Passes Audit Criteria
Stakeholder Meeting
Communication of the Project planning outcomes to the City Project team, executives and other key stakeholders is vital to Project success. The Stakeholder meeting is a strategic activity to inform, engage, gain commitment, and instill confidence in the City team. During the meeting, the goals and objectives of the Project will be reviewed along with detail on Project scope, implementation methodology, roles and responsibilities, Project timeline and schedule, and keys to Project success.

Objectives:
▪ Formally present and communicate the project activities and timeline. ▪ Communicate project expectations.

STAGE 1 Stakeholder Meeting
Tyler City
RACI MATRIX KEY:

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Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Stakeholder Meeting Presentation
Work package assumptions:
▪ None
GIS Preparation
GIS data is a core part of many Tyler applications. Other City offices/products may also use this data and have different GIS requirements. A key focus of this preparation will be the process for developing the GIS data for use with Tyler applications. This can be an iterative process, so it is important to begin preparation early.

Objectives:
▪ Identify all City GIS data sources and formats.
▪ Tyler to understand the City’s GIS needs and practices. ▪ Ensure the City’s GIS data meets Tyler product requirements.

STAGE 1 GIS Preparation
Tyler City
RACI MATRIX KEY:

Work package assumptions:
▪ GIS data provided to Tyler is accurate and complete.
▪ GIS data provided to Tyler is current.

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▪ City is responsible for maintaining the GIS data.

Control Point 1: Initiate & Plan Stage Acceptance
Acceptance criteria for this stage includes completion of all criteria listed below.

Note: Advancement to the Assess & Define stage is not dependent upon Tyler’s receipt of this stage acceptance.

Initiate & Plan Stage Deliverables:
▪ Project Management Plan
▪ Initial Project Schedule
Initiate & Plan stage acceptance criteria:
▪ All stage deliverables accepted based on acceptance criteria previously defined ▪ Project governance defined
▪ Project portal made available to the City
▪ Stakeholder meeting complete
▪ GIS Data Production Ready
▪ Completed Infrastructure Requirements and Design Document ▪ System Passes Infrastructure Audit (as applicable)
Assess & Define
The Assess & Define stage will provide an opportunity to gather information related to current City business processes. This information will be used to identify and define business processes utilized with Tyler software.

The City collaborates with Tyler providing complete and accurate information to Tyler staff and assisting in analysis, understanding current workflows and business processes.

Solution Orientation
The Solution Orientation provides the Project stakeholders a high-level understanding of the solution functionality prior to beginning the current and future state analysis. The primary goal is to establish a foundation for upcoming conversations regarding the design and configuration of the solution.

Tyler utilizes a variety of tools for the Solution Orientation, focusing on City team knowledge transfer such as:
eLearning, documentation, or walkthroughs. The City team will gain a better understanding of the major processes and focus on data flow, the connection between configuration options and outcome, integration, and terminology that may be unique to Tyler’s solution.

Objectives:
▪ Provide a basic understanding of system functionality. ▪ Prepare the City for current and future state analysis.

STAGE 2 Solution Orientation
Tyler City

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RACI MATRIX KEY:

The City and Tyler will evaluate current state processes, options within the new software, pros and cons of each based on current or desired state and make decisions about the future state configuration and processing. This may occur before or within the same timeframe as the configuration work package. The options within the new software will be limited to the scope of this implementation and will make use of standard Tyler functionality.

The City will adopt the existing Tyler solution wherever possible to avoid project schedule and quality risk from over customization of Tyler products. It is the City’s responsibility to verify that in-scope requirements are being met throughout the implementation if functional requirements are defined as part of the contract.

The following guidelines will be followed when evaluating if a modification to the product is required:
▪ A reasonable business process change is available.
▪ Functionality exists which satisfies the requirement. ▪ Configuration of the application satisfies the requirement. ▪ An in-scope modification satisfies the requirement.

Requirements that are not met will follow the agreed upon change control process and can have impacts on the project schedule, scope, budget, and resource availability.

STAGE 2 Current & Future State Analysis
Tyler City

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RACI MATRIX KEY:

A R C C C I I I I I
Inputs City current state documentation
Solution Orientation completion
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Documentation that describes future-state
decisions and configuration options to support
future-state decisions.

Delivery of document
Work package assumptions:
▪ City attendees possess sufficient knowledge and authority to make future state decisions. ▪ The City is responsible for any documentation of current state business processes. ▪ The City can effectively communicate current state processes.

Data Assessment
Given the completion of the Current & Future State Analysis, the Data Assessment will provide the implementation team the design for data delivery prior to configuration. The data Assessment will also allow the Tyler and the City teams to identify the data that will be configured within the Tyler System. The team will develop and map out dataset structures to ensure that data is structured in a way that allows maximum utility.

The teams will review any existing data publish and metadata standards for the City’s current data program to determine any necessary adjustments or configuration needs. Finally, the implementation team develops data workflows to map data from the source system(s) into the Tyler system, discussing any additional data requirements as needed.

Objectives:
▪ Communicate a common understanding of the project goals with respect to data.

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▪ Ensure complete and accurate source data is available for review/transfer. ▪ If source data is a Tyler legacy system, Tyler will perform the data mappings. If source data is from a third party, client is responsible for mapping the data from the source to the Tyler system. ▪ Document the data conversion/loading approach.

STAGE 2 Data Conversion Assessment
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Extract Data from Source
Systems I C A R
Complete Data
Analysis/Mapping A R C C I C C I
Review and Scrub Source
Data I I I A R C I
Build/Update Data
Conversion Plan R C C C I I I I
Inputs City Source data
City Source data Documentation (if applicable)
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Data Conversion Plan built/updated (if
applicable}
City Acceptance of Data Conversion Plan, if
Applicable
City acceptance of Solution Design
Document
Work package assumptions:
▪ If the source data is a Tyler system Tyler's Conversion Engineers extract and map the data into the standard Munis conversion format. If the source data is from a third-party the client will provide Tyler with the data in a mutually agreed upon format.
▪ Tyler will work with the City representatives to identify business rules before writing the conversion. ▪ City subject matter experts and resources most familiar with the current data will be involved in the data conversion planning effort.

Conversion Assessment
Data Conversions are a major effort in any software implementation. Tyler’s conversion tools facilitate the predictable, repeatable conversion process that is necessary to support a successful transition to the Tyler

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system. The first step in this process is to perform an assessment of the existing (“legacy”) system(s), to better understand the source data, risks, and options available. Once the data has been analyzed, the plan for data conversion is completed and communicated to the appropriate stakeholders.

Objectives:
▪ Communicate a common understanding of the project goals with respect to data. ▪ Ensure complete and accurate source data is available for review/transfer. ▪ Map the data from the source to the Tyler system.
▪ Document the data conversion/loading approach.

STAGE 2 Data Conversion Assessment
Tyler City
RACI MATRIX KEY:

R = Responsible
A = Accountable
C = Consulted
I = Informed
Executive ManagerImplementation ManagerProject ManagerImplementation ConsultantData ExpertsModification ServicesTechnical ServicesClient ServicesExecutive SponsorSteering CommitteeProject ManagerFunctional LeadsChange Management LeadsSubject Matter Experts (Power Users)Department HeadsEnd UsersTechnical Leads Extract Data from
Source Systems I C A R
Review and Scrub
Source Data I I I A R C I
Build/Update Data
Conversion Plan R C C C I I I I
Inputs City Source data
City Source data Documentation (if available)
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Data Conversion Plan built/updated City Acceptance of Data Conversion Plan, if Applicable
Work package assumptions:
▪ Tyler will be provided with data from the Legacy system(s) in a mutually agreed upon format. ▪ Tyler will work with the City representatives to identify business rules before writing the conversion. ▪ City subject matter experts and resources most familiar with the current data will be involved in the data conversion planning effort.

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Intentionally left blank.

Intentionally left blank.

Control Point 2: Assess & Define Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below.

Note: Advancement to the Prepare Solution Stage is dependent upon Tyler’s receipt of the Stage Acceptance.

Assess & Define Stage Deliverables:
▪ Documentation of future state decisions and configuration options to support future state decisions. ▪ Modification specification document.
▪ Assess & Define Stage Acceptance Criteria:
▪ All stage deliverables accepted based on criteria previously defined. ▪ Solution Orientation is delivered.
▪ Conversion data extracts are received by Tyler.
▪ Data conversion plan built.

Prepare Solution
During the Prepare Solution stage, information gathered during the Initiate & Plan and Assess & Define stages will be used to install and configure the Tyler software solution. Software configuration will be validated by the City against future state decisions defined in previous stages and processes refined as needed to ensure business requirements are met.

Initial System Deployment
The timely availability of the Tyler Solution is important to a successful Project implementation. The success and timeliness of subsequent work packages are contingent upon the initial system deployment of Tyler Licensed Software on an approved network and infrastructure. Delays in executing this work package can affect the project schedule.

Objectives:
▪ All licensed software is installed and operational.
▪ The City can access the software.

STAGE 3 Initial System Deployment (Hosted/SaaS)*
Tyler City

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RACI MATRIX KEY:

A R I C
Install Licensed
Software on City
Devices (if
applicable)

I C A R
Tyler System
Administration
Training (if
applicable)

A R I C
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Licensed Software is Installed on the Server(s) Software is accessible Licensed Software is Installed on City Devices
(if applicable)
Software is accessible
Installation Checklist/System Document System meets prescribed checklist Infrastructure Design Document (C&J – If
Applicable)
Work package assumptions:
▪ The most current available version of the Tyler Licensed Software will be installed. ▪ The City will provide network access for Tyler modules, printers, and Internet access to all applicable City and Tyler Project staff.

Configuration
The purpose of Configuration is to prepare the software product for validation.

Tyler staff collaborates with the City to complete software configuration based on the outputs of the future state analysis performed during the Assess and Define Stage. The City collaborates with Tyler staff iteratively to validate software configuration.

Objectives:

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▪ Software is ready for validation.
▪ Educate the City Power User how to configure and maintain software. ▪ Prepare standard interfaces for process validation (if applicable).

STAGE 3 Configuration
Tyler City
RACI MATRIX KEY:

A R I I I
Complete City
configuration tasks
(where applicable)

I C A R C
Standard interfaces
configuration and
training (if applicable)

A R C I C C C
Updates to Solution
Validation testing plan C C A R C C
Inputs Documentation that describes future state decisions and configuration options to support future state decisions.

Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Configured System
Work package assumptions:
▪ Tyler provides guidance for configuration options available within the Tyler software. The City is responsible for making decisions when multiple options are available.

Process Refinement
Tyler will educate the City users on how to execute processes in the system to prepare them for the validation of the software. The City collaborates with Tyler staff iteratively to validate software configuration options to support future state.

Objectives:

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▪ Ensure that the City understands future state processes and how to execute the processes in the software.
▪ Refine each process to meet the business requirements. ▪ Validate standard interfaces, where applicable.
▪ Validate forms and reports, where applicable.

STAGE 3 Process Refinement
Tyler City
RACI MATRIX KEY:

I C A R C
Refine
configuration (Tyler
Responsible)

A R I I I
Validate interface
process and results I C C A R C C
Update Cityspecific process
documentation (if
applicable)

I C A R C
Updates to
Solution Validation
testing plan

C C A R C C
Inputs Initial Configuration
Documentation that describes future state decisions and configuration options to support future state decisions.

Solution validation test plan
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Updated solution validation test plan
Completed City-specific process
documentation (completed by City)
Work package assumptions:

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▪ None
Conversion Delivery
The purpose of this task is to transition the City’s data from their source (“legacy”) system(s) to the Tyler system(s). The data will need to be mapped from the legacy system into the new Tyler system format. A wellexecuted data conversion is key to a successful cutover to the new system(s).

With guidance from Tyler, the City will review specific data elements within the system and identify / report discrepancies. Iteratively, Tyler will collaborate with the City to address conversion discrepancies. This process will allow for clean, reconciled data to transfer from the source system(s) to the Tyler system(s). Reference Conversion Appendix for additional detail.

Objectives:
▪ Data is ready for production (Conversion).

STAGE 3 Data Delivery & Conversion
Tyler City

RACI MATRIX
KEY:

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Provide data
crosswalks/code
mapping tool

A C R I I I
Populate data
crosswalks/code
mapping tool

I C C A R C
Iterations:

Conversion
Development

A C R I I
Iterations:

Deliver
converted data

A R I I I
Iterations:

Proof/Review
data and
reconcile to
source system

C C C A R C C
Inputs
Data Conversion Plan
Configuration
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Code Mapping Complete / Validated
Conversion Iterations / Reviews Complete Conversion complete, verified, and ready for final pass
Work package assumptions:
▪ The City will provide a single file layout per source system as identified in the investment summary. ▪ The City subject matter experts and resources most familiar with the current data will be involved in the data conversion effort.
▪ The City project team will be responsible for completing the code mapping activity, with assistance from Tyler.

Intentionally left blank.

Control Point 3: Prepare Solution Stage Acceptance
Acceptance criteria for this Stage includes all criteria listed below in each Work Package.

Note: Advancement to the Production Readiness Stage is dependent upon Tyler’s receipt of the Stage Acceptance.

Prepare Solution Stage Deliverables:
▪ Licensed software is installed.
▪ Installation checklist/system document.

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▪ Conversion iterations and reviews complete.

Prepare Solution Stage Acceptance Criteria:
▪ All stage deliverables accepted based on criteria previously defined. ▪ Software is configured.
▪ Solution validation test plan has been reviewed and updated if needed.

Production Readiness
Activities in the Production Readiness stage will prepare the City team for go-live through solution validation, the development of a detailed go-live plan and end user training. A readiness assessment will be conducted with the City to review the status of the project and the organizations readiness for go-live.

Solution Validation
Solution Validation is the end-to-end software testing activity to ensure that the City verifies all aspects of the Project (hardware, configuration, business processes, etc.) are functioning properly, and validates that all features and functions per the contract have been deployed for system use.

Objectives:
▪ Validate that the solution performs as indicated in the solution validation plan. ▪ Ensure the City organization is ready to move forward with go-live and training (if applicable).

STAGE 4 Solution Validation
Tyler City
RACI MATRIX KEY:

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Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Solution Validation Report City updates report with testing results Work package assumptions:
▪ Designated testing environment has been established.
▪ Testing includes current phase activities or deliverables only.

Go-Live Readiness
Tyler and the City will ensure that all requirements defined in Project planning have been completed and the Go-Live event can occur, as planned. A go-live readiness assessment will be completed identifying risks or actions items to be addressed to ensure the City has considered its ability to successfully Go-Live. Issues and concerns will be discussed, and mitigation options documented. Tyler and the City will jointly agree to move forward with transition to production. Expectations for final preparation and critical dates for the weeks leading into and during the Go-Live week will be planned in detail and communicated to Project teams.

Objectives:
▪ Action plan for go-live established.
▪ Assess go-live readiness.
▪ Stakeholders informed of go-live activities.

STAGE 4 Go-Live Readiness
Tyler City
RACI MATRIX KEY:

A R I I I I C C I I I I I
Develop Go-Live checklist A R C C C C I C C
Final system
infrastructure review
(where applicable)

A R C C
Inputs Future state decisions

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Go-live checklist
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Updated go-live checklist Updated Action plan and Checklist for go-live delivered to the City
Work package assumptions:
▪ None
End User Training
End User Training is a critical part of any successful software implementation. Using a training plan previously reviewed and approved, the Project team will organize and initiate the training activities.

Train the Trainer: Tyler provides one occurrence of each scheduled training or implementation topic. City users who attended the Tyler sessions may train additional users. Additional Tyler led sessions may be contracted at the applicable rates for training.

Tyler will provide standard application documentation for the general use of the software. It is not Tyler’s responsibility to develop City specific business process documentation. City-led training labs using City specific business process documentation if created by the City can be added to the regular training curriculum, enhancing the training experiences of the end users.

Objectives:
▪ End users are trained on how to use the software prior to go-live. ▪ The City is prepared for on-going training and support of the application.

STAGE 4 End User Training
Tyler City
RACI MATRIX KEY:

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Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
End User Training City signoff that training was delivered Work package assumptions:
▪ The City project team will work with Tyler to jointly develop a training curriculum that identifies the size, makeup, and subject-area of each of the training classes. ▪ Tyler will work with the City as much as possible to provide end-user training in a manner that minimizes the impact to the daily operations of City departments. ▪ The City will be responsible for training new users after go-live (exception—previously planned or regular training offerings by Tyler).

Control Point 4: Production Readiness Stage Acceptance
Acceptance criteria for this stage includes all criteria listed below. Advancement to the Production stage is dependent upon Tyler’s receipt of the stage acceptance.

Production Readiness stage deliverables:
▪ Solution Validation Report.
▪ Update go-live action plan and/or checklist.
▪ End user training.

Production Readiness stage acceptance criteria:
▪ All stage deliverables accepted based on criteria previously defined. ▪ Go-Live planning session conducted.

Production
Following end user training the production system will be fully enabled and made ready for daily operational use as of the scheduled date. Tyler and the City will follow the comprehensive action plan laid out during GoLive Readiness to support go-live activities and minimize risk to the Project during go-live. Following go-live, Tyler will work with the City to verify that implementation work is concluded, post go-live activities are scheduled, and the transition to Client Services is complete for long-term operations and maintenance of the Tyler software.

Go-Live
Following the action plan for Go-Live, defined in the Production Readiness stage, the City and Tyler will complete work assigned to prepare for Go-Live.

The City provides final data extract and Reports from the Legacy System for data conversion and Tyler executes final conversion iteration, if applicable. If defined in the action plan, the City manually enters any data added to the Legacy System after final data extract into the Tyler system.

Tyler staff collaborates with the City during Go-Live activities. The City transitions to Tyler software for day-to day business processing.

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Some training topics are better addressed following Go-Live when additional data is available in the system or based on timing of applicable business processes and will be scheduled following Go-Live per the Project Schedule.

Objectives:
▪ Execute day to day processing in Tyler software.
▪ City data available in Production environment.

STAGE 5 Go-Live
Tyler City
RACI MATRIX KEY:

A C R I C C C
Proof final converted
data, if applicable C C C A R C
Complete Go-Live
activities as defined in
the Go-Live action plan

C C C A R C I C
Provide Go-Live
assistance A R C C I C C I C I C
Inputs Comprehensive Action Plan for Go-Live
Final source data (if applicable)
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Data is available in production environment City confirms data is available in production environment
Work package assumptions:
▪ The City will complete activities documented in the action plan for Go-Live as scheduled. ▪ External stakeholders will be available to assist in supporting the interfaces associated with the GoLive live process. ▪ The City business processes required for Go-Live are fully documented and tested. ▪ The City Project team and subject matter experts are the primary point of contact for the end users when reporting issues during Go-Live.

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▪ The City Project Team and Power User’s provide business process context to the end users during GoLive. ▪ The Tyler Go-Live support team is available to consult with the City teams as necessary. ▪ The Tyler Go-Live support team provides standard functionality responses, which may not be tailored to the local business processes.

Transition to Client Services
This work package signals the conclusion of implementation activities for the Phase or Project with the exception of agreed-upon post Go-Live activities. The Tyler project manager(s) schedules a formal transition of the City onto the Tyler Client Services team, who provides the City with assistance following Go-Live, officially transitioning the City to operations and maintenance.

Objectives:
▪ Ensure no critical issues remain for the project teams to resolve. ▪ Confirm proper knowledge transfer to the City teams for key processes and subject areas.

STAGE 5 Transition to Client Services
Tyler City
RACI MATRIX KEY:

I I A I I R I I C C C
Review long term
maintenance and
continuous
improvement

A R C C C
Inputs Open item/issues List
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Client Services Support Document
Work package assumptions:
▪ No material project issues remain without assignment and plan.

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Post Go-Live Activities
Some implementation activities are provided post-production due to the timing of business processes, the requirement of actual production data to complete the activities, or the requirement of the system being used in a live production state.

Objectives:
▪ Schedule activities that are planned for after Go-Live. ▪ Ensure issues have been resolved or are planned for resolution before phase or project close.

STAGE 5 Post Go-Live Activities
Tyler City
RACI MATRIX KEY:

A R C C C C I C C I C C
Determine resolution
plan in preparation for
phase or project close
out

A R C C C I C C I C
Inputs List of post Go-Live activities
Outputs /
Deliverables
Acceptance Criteria [only] for
Deliverables
Updated issues log
Work package assumptions:
▪ System is being used in a live production state.

Control Point 5: Production Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below:
▪ Advancement to the Close stage is not dependent upon Tyler’s receipt of this Stage Acceptance. ▪ Converted data is available in production environment.

Production Stage Acceptance Criteria:

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▪ All stage deliverables accepted based on criteria previously defined. ▪ Go-Live activities defined in the Go-Live action plan completed. ▪ Client services support document is provided.

Close
The Close stage signifies full implementation of all products purchased and encompassed in the Phase or Project. The City transitions to the next cycle of their relationship with Tyler (next Phase of implementation or long-term relationship with Tyler Client Services).

Phase Closeout
This work package represents Phase completion and signals the conclusion of implementation activities for the Phase. The Tyler Client Services team will assume ongoing support of the City for systems implemented in the Phase.

Objectives:
▪ Agreement from Tyler and the City teams that activities within this phase are complete.

STAGE 6 Phase Close Out
Tyler City
RACI MATRIX KEY:

I A R I I C
Hold post phase review
meeting A R C C C C C C C C C
Release phasedependent Tyler project
resources

A R I I
Participants Tyler City
Project Leadership Project Manager
Project Manager Project Sponsor(s)
Implementation Consultants Functional Leads, Power Users, Technical Leads
Technical Consultants (Conversion, Deployment,
Development)
Client Services

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Inputs Contract
Statement of Work
Project artifacts
Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Final action plan (for outstanding items)
Reconciliation Report
Post Phase Review
Work package assumptions:
▪ Tyler deliverables for the phase have been completed.

Project Closeout
Completion of this work package signifies final acceptance and formal closing of the Project.

At this time the City may choose to begin working with Client Services to look at continuous improvement Projects, building on the completed solution.

Objectives:
▪ Confirm no critical issues remain for the project teams to resolve. ▪ Determine proper knowledge transfer to the City teams for key processes and subject areas has occurred.
▪ Verify all deliverables included in the Agreement are delivered.

STAGE 6 Project Close Out
Tyler City
RACI MATRIX KEY:

I A R I I C
Release Tyler project
resources

A R I I
Inputs Contract
Statement of Work

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Outputs /
Deliverables
Acceptance Criteria [only] for Deliverables
Post Project Report City acceptance; Completed report indicating all project Deliverables and milestones have
been completed
Work package assumptions:
▪ All project implementation activities have been completed and approved. ▪ No critical project issues remain that have not been documented and assigned. ▪ Final project budget has been reconciled and invoiced. ▪ All Tyler deliverables have been completed.

Control Point 6: Close Stage Acceptance
Acceptance criteria for this Stage includes completion of all criteria listed below.

Close Stage Deliverables:
▪ Post Project Report.

Close Stage Acceptance Criteria:
▪ Completed report indicating all Project deliverables and milestones have been completed.

General Assumptions
Tyler and the City will use this SOW as a guide for managing the implementation of the Tyler Project as provided and described in the Agreement. There are a few assumptions which, when acknowledged and adhered to, will support a successful implementation. Assumptions related to specific work packages are documented throughout the SOW. Included here are general assumptions which should be considered throughout the overall implementation process.

Project
▪ Project activities will begin after the Agreement has been fully executed. ▪ The City Project Team will complete their necessary assignments in a mutually agreed upon timeframe to meet the scheduled go-live date, as outlined in the Project Schedule. ▪ Sessions will be scheduled and conducted at a mutually agreeable time. ▪ Additional services, software modules and modifications not described in the SOW or Agreement will be considered a change to this Project and will require a Change Request Form as previously referenced in the definition of the Change Control Process. ▪ Tyler will provide a written agenda and notice of any prerequisites to the City project manager(s) ten (10) business days or as otherwise mutually agreed upon time frame prior to any scheduled on-site or remote sessions, as applicable.
▪ Tyler will provide guidance for configuration and processing options available within the Tyler software. If multiple options are presented by Tyler, the City is responsible for making decisions based on the options available.
▪ Implementation of new software may require changes to existing processes, both business and technical, requiring the City to make process changes.

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▪ The City is responsible for defining, documenting, and implementing their policies that result from any business process changes.

Organizational Change Management
Unless otherwise contracted by Tyler, City is responsible for managing Organizational Change. Impacted City resources will need consistent coaching and reassurance from their leadership team to embrace and accept the changes being imposed by the move to new software. An important part of change is ensuring that impacted City resources understand the value of the change, and why they are being asked to change.

Resources and Scheduling
▪ City resources will participate in scheduled activities as assigned in the Project Schedule. ▪ The City team will complete prerequisites prior to applicable scheduled activities. Failure to do so may affect the schedule.
▪ Tyler and the City will provide resources to support the efforts to complete the Project as scheduled and within the constraints of the Project budget.
▪ Abbreviated timelines and overlapped Phases require sufficient resources to complete all required work as scheduled.
▪ Changes to the Project Schedule, availability of resources or changes in Scope will be requested through a Change Request. Impacts to the triple constraints (scope, budget, and schedule) will be assessed and documented as part of the change control process. ▪ The City will ensure assigned resources will follow the change control process and possess the required business knowledge to complete their assigned tasks successfully. Should there be a change in resources, the replacement resource should have a comparable level of availability, change control process buy-in, and knowledge.
▪ The City makes timely Project related decisions to achieve scheduled due dates on tasks and prepare for subsequent training sessions. Failure to do so may affect the schedule, as each analysis and implementation session is dependent on the decisions made in prior sessions. ▪ The City will respond to information requests in a comprehensive and timely manner, in accordance with the Project Schedule.
▪ The City will provide adequate meeting space or facilities, including appropriate system connectivity, to the project teams including Tyler team members.
▪ For on-site visits, Tyler will identify a travel schedule that balances the needs of the project and the employee.

Data
▪ Data will be converted as provided and Tyler will not create data that does not exist. ▪ The City is responsible for the quality of legacy data and for cleaning or scrubbing erroneous legacy data.
▪ Tyler will work closely with the City representatives to identify business rules before writing the conversion. The City must confirm that all known data mapping from source to target have been identified and documented before Tyler writes the conversion. ▪ All in-scope source data is in data extract(s).
▪ Each legacy system data file submitted for conversion includes all associated records in a single approved file layout.

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▪ The City will provide the legacy system data extract in the same format for each iteration unless changes are mutually agreed upon in advance. If not, negative impacts to the schedule, budget and resource availability may occur and/or data in the new system may be incorrect. ▪ The City Project Team is responsible for reviewing the converted data and reporting issues during each iteration, with assistance from Tyler.
▪ The City is responsible for providing or entering test data (e.g., data for training, testing interfaces, etc.)
Facilities
▪ The City will provide dedicated space for Tyler staff to work with City resources for both on-site and remote sessions. If Phases overlap, City will provide multiple training facilities to allow for independent sessions scheduling without conflict.
▪ The City will provide staff with a location to practice what they have learned without distraction.

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Glossary
Word or Term Definition
Acceptance Confirming that the output or deliverable is suitable and conforms to the agreed upon criteria.

Accountable The one who ultimately ensures a task or deliverable is completed; the one who ensures the prerequisites of the task are met and who delegates the work to those
responsible. [Also see RACI]
Application A computer program designed to perform a group of coordinated functions, tasks, or activities for the benefit of the user.

Application Programming Interface
(API)
A defined set of tools/methods to pass data to and
received data from Tyler software products
Agreement This executed legal contract that defines the products and services to be implemented or performed.

Business Process The practices, policy, procedure, guidelines, or functionality that the client uses to complete a specific job function.

Business Requirements Document A specification document used to describe Client requirements for contracted software modifications.

Change Request A form used as part of the Change Control process whereby changes in the scope of work, timeline, resources, and/or budget are documented and agreed upon by
participating parties.

Change Management Guides how we prepare, equip and support individuals to successfully adopt change in order to drive organizational success & outcomes
Code Mapping [where applicable] An activity that occurs during the data conversion process whereby users equate data (field level) values from the old system to the values available in the new system. These may be one to one or many to one. Example: Old System
[Field = eye color] [values = BL, Blu, Blue] maps to New Tyler System [Field = Eye Color] [value = Blue].

Consulted Those whose opinions are sought, typically subject matter experts, and with whom there is two-way communication.
[Also see RACI]
Control Point This activity occurs at the end of each stage and serves as a formal and intentional opportunity to review stage
deliverables and required acceptance criteria for the stage have been met.

Data Mapping [where applicable] The activity determining and documenting where data from the legacy system will be placed in the new system; this typically involves prior data analysis to understand how the data is currently used in the legacy system and how it will be used in the new system.

Deliverable A verifiable document or service produced as part of the Project, as defined in the work packages.

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Go-Live The point in time when the Client is using the Tyler software to conduct daily operations in Production.

Informed Those who are kept up-to-date on progress, often only on completion of the task or deliverable, and with whom there is just one-way communication. [Also see RACI]
Infrastructure The composite hardware, network resources and services required for the existence, operation, and management of the Tyler software.

Interface A connection to and potential exchange of data with an external system or application. Interfaces may be one way, with data leaving the Tyler system to another system or data entering Tyler from another system, or they may be bi-directional with data both leaving and entering Tyler and another system.

Integration A standard exchange or sharing of common data within the Tyler system or between Tyler applications
Legacy System The software from which a client is converting.

Modification Custom enhancement of Tyler’s existing software to provide features or functions to meet individual client requirements documented within the scope of the
Agreement.

On-site Indicates the work location is at one or more of the client’s physical office or work environments.

Organizational Change The process of changing an organization's strategies, processes, procedures, technologies, and culture, as well as the effect of such changes on the organization.

Output A product, result or service generated by a process.

Peripheral devices An auxiliary device that connects to and works with the computer in some way. Some examples: scanner, digital
camera, printer.

Phase A portion of the Project in which specific set of related applications are typically implemented. Phases each have an independent start, Go-Live and closure dates but use the same Implementation Plans as other Phases of the
Project. Phases may overlap or be sequential and may have different Tyler resources assigned.

Project The delivery of the software and services per the agreement and the Statement of Work. A Project may be
broken down into multiple Phases.

RACI A matrix describing the level of participation by various roles in completing tasks or Deliverables for a Project or process. Individuals or groups are assigned one and only

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one of the following roles for a given task: Responsible (R), Accountable (A), Consulted (C), or Informed (I).

Remote Indicates the work location is at one or more of Tyler’s physical offices or work environments.

Responsible Those who ensure a task is completed, either by themselves or delegating to another resource. [Also see RACI]
Scope Products and services that are included in the Agreement.

Solution The implementation of the contracted software product(s) resulting in the connected system allowing users to meet Project goals and gain anticipated efficiencies.

Stage The top-level components of the WBS. Each Stage is repeated for individual Phases of the Project.

Standard Software functionality that is included in the base software (off-the-shelf) package; is not customized or modified.

Statement of Work (SOW) Document which will provide supporting detail to the Agreement defining Project-specific activities, services, and Deliverables.

System The collective group of software and hardware that is used by the organization to conduct business.

Test Scripts The steps or sequence of steps that will be used to validate or confirm a piece of functionality, configuration,
enhancement, or Use Case Scenario.

Training Plan Document(s) that indicate how and when users of the system will be trained relevant to their role in the
implementation or use of the system.

Validation (or to validate) The process of testing and approving that a specific Deliverable, process, program, or product is working as expected.

Work Breakdown Structure (WBS) A hierarchical representation of a Project or Phase broken down into smaller, more manageable components.

Work Package A group of related tasks within a project.

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Part 4: Appendices
Conversion
Enterprise Permitting & Licensing Conversion Summary
Community Development
▪ Permit Master basic information
▪ Plan Master basic information
▪ Plan & Permit Contacts
▪ Unique (keyed) contacts converted to global contacts
▪ Non-keyed contacts converted to a Memo Custom Field or standard note ▪ Sub-permit Associations – Visible in Workflow and Attached Records ▪ Reviews and Approvals
▪ Projects
▪ Permit Renewals
▪ Bonds and Escrow
▪ Contractors
▪ Workflow based on configured Enterprise Permitting & Licensing template customized only by inclusion/exclusion based on status, type or class of the associated permit, plan, etc. ▪ Inspections and Inspection Cases
▪ Meetings and Hearings
▪ Activities and Actions
▪ Conditions
▪ Fees
▪ Holds
▪ Notes
▪ Parcels and Addresses
▪ Payments and Fee History
▪ Zones
▪ Code Case Master basic information
▪ Code Requests
▪ Code Case Contacts and Properties
▪ Unique (keyed) contacts converted to global contacts
▪ Non-keyed contacts converted to a Memo Custom Field or standard note ▪ Violations
▪ Fees
▪ Payments
▪ Notes
Business Management
▪ Business Entity (Only for Business Licensing)
▪ License Master basic information
▪ License Contacts
▪ Unique (keyed) contacts converted to global contacts

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▪ Non-keyed contacts converted to a Memo Custom Field or standard note ▪ Reviews and Approvals – Converted to Activity
▪ Fees
▪ Bonds and Escrow
▪ Activities and Actions
▪ Conditions
▪ Notes
▪ Holds
▪ Workflow based on configured Enterprise Permitting & Licensing template customized only by inclusion/exclusion based on status, type or class of the associated license, code case, etc. ▪ Contractors
▪ Business Types and NAICS Codes
▪ Payment and Fee History
▪ Code Case Master basic information
▪ Code Requests
▪ Code Case Contacts and Properties
▪ Unique (keyed) contacts converted to global contacts
▪ Non-keyed contacts converted to a Memo Custom Field or standard note ▪ Parcels and Addresses
▪ Meetings and Hearings
▪ Violations
▪ Fees
▪ Payments
▪ Notes
Enterprise ERP Conversion Summary
Accounting
Accounting - Actuals
▪ Summary account balances
▪ Up to 5 years
Accounting - Budgets
▪ Original budget, budget adjustments, revised budget summaries for accounts ▪ Up to 5 years
Accounts Payable
Vendors
▪ Vendor Master file including names, addresses, SSN/FID, contacts, phone numbers ▪ Multiple remittance addresses
▪ Year-to-date 1099 amounts
Accounts Payable - Checks
▪ Check header data including vendor, warrant, check number, check date, overall check amount, GL cash account and clearing information

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▪ Check detail data including related document and invoice numbers for each check ▪ Up to 5 years
Accounts Payable - Invoices
▪ Invoice header data containing general information for the invoice ▪ Invoice detail data containing line-specific information for the invoice ▪ Up to 5 years
General Billing
Customer Master Files
▪ Customer information
General Billing – Recurring Invoices
▪ General Billing Invoices that are sent on a regular basis ▪ Header records with general information about the invoice ▪ Detail records with line-specific information
General Billing – Bills
▪ 5 years of open and closed invoices
▪ General Ledger information so open invoices can be processed in Enterprise ERP Purchase Orders
▪ Open purchase orders header data including vendor, buyer, date, accounting information, etc. ▪ Open purchase orders detail data including line-item descriptions, quantities, amounts, etc. ▪ Closed purchase orders detail data, up to 5 years, including line-item descriptions, quantities, amounts, etc.

Utility Billing
Account Information
▪ Account Master data including previous and current customer owner information- address info, phone, fax, SSN number, FID number, account status, parcel number, location street, apartment, city, state, zip, book number, read sequence, account start and end date, EFT bank information Services
▪ Current service codes, service status, type, factor, condo units, bill cycle codes, , current deposits held on account including unpaid deposit amounts, winter usage, current meter(s) associated with service, meter readings( current and previous), meter usage (current and previous) and sales tax information.

Assessments
▪ Assessments are improvement costs that are spread across to property owner ▪ Utility Billing conversion option 4 (balance forward AR) must also be purchased in order to convert assessments

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Consumption History
▪ History of meter readings, usage, read dates, usage days, bill amounts, bill dates, read codes ▪ Up to 5 years
Balance Forward AR
▪ Account balance forward information converted as total amount due. If the client’s business practices require current due and past due bills this can be broken into three balance forward bills(current balance due and up to two past due balance bills).These can be converted to one balance forward charge code or separate balance forward charge codes, and converted to the account/customer, if the client’s legacy data contains this information.
▪ If late penalties will be applied in Enterprise ERP after the conversion, balance forward amounts must be converted by charge code
Work Orders
▪ Work Orders data associated with accounts, including meter repairs, checks for leaky meter, reread a meter due to high reading
Backflow
▪ Account information, backflow device information, backflow type, and backflow violations Budget Billing
▪ Converts information for budget average billing by account, customer and service. Legacy data must include: calculated budget amount by service; number of periods remaining until plan renews; budget plan balance/credit amount, broken out by service/customer; additional amortized amount by service.

Flat Inventory/Containers
▪ Inventory for non-metered items tied to recurring service billing – flat rate is tied to inventory item(s)/item type(s) (vs consumption/usage). Trash/recycling containers, dumpsters, roll off containers, light poles, cable/internet equipment.

Human Resources Management
HRM Employee Master Information
▪ Payroll Employee Master data including data such as name, address, SSN, legacy employee ID, date of birth, hire date, activity status (such as active/inactive), leave/termination code and date, phone(s), eaddress, marital status, gender, race, personnel status (such as full-time, part-time, etc.), highest degree, advice-delivery (print/email/both) and check location, plus primary group, job, location, and account information
Accumulators
▪ YTD, QTD, MTD amounts for employee pay and deductions ▪ Needed for mid-calendar-year go-live
▪ May not be needed if converting earnings/deductions history

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▪ Up to 5 years
▪ Accumulators are converted with check history and earning/deduction history as a default. No accumulator files are necessary to submit when converting history.

Check History
▪ Up to 5 years, additional years must be quoted. We convert amounts for earnings and deductions in employee check history, check number and date.

Earning/Deduction Hist.
▪ Up to 5 years, additional years must be quoted. Earning and deduction history broken down my individual codes (earnings and deduction) and amounts per pay period, the detail of these lines, sums the check history in opt 4.

Personnel Action History
▪ A variety of Personnel actions, such as job or salary changes and dates these events occurred. ▪ Up to 5 years
Certifications
▪ Certification area and certification type codes, certification number and effective date, expiration date, and required-by date, codes for certification level and subjects Education
▪ Codes, for institution, type of degree, and area(s) of study Contracts
▪ Contract header detail with many fields available to convert including fiscal year and period, vendor number, department code, description, enforcement method code, dates for award, approval, entry and expiration, retention information, user-defined type and review codes, status code, user id for entry and approver. Additional fields are also available. A balance forward contract amount is converted, if original amount is required there will be an additional charge and contracts, po’s and invoices must be converted together.

Project Accounting
Project Accounting Master Tables
▪ Segments, account strings and fund string allocation table ▪ Requires the use of a Tyler provided (Chart of Accounts) spreadsheet for design and entry of the data to be converted
Project Accounting - Actuals
▪ Summary project ledger string balances. If linking to GL, must be converted at the same time. ▪ Up to 3 years

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Project Accounting – Budget
▪ Original project ledger budget amounts. If linking to GL, must be converted at the same time. ▪ Up to 3 years

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Additional Appendices
Enterprise Permitting & Licensing Definitions
“Template Business Transactions”
▪ A pre-defined and pre-configured Enterprise Permitting & Licensing business process from Enterprise Permitting & Licensing’s “Best Management Template”.
▪ The following modifications to Template Business Transactions are considered within scope:
o Any changes to required inspections within the workflow o Any changes to the required plan reviews within the workflow o Adding up to 2 additional actions to the workflow
o Configuration of fees, allowing creation of up to 3 new fees to accommodate o Any changes to custom field layouts that are directly related to fees or included reports ▪ Customization/Configuration of any of these parameters beyond the scope listed above will require the respective business process to be considered a “Unique Business Transaction”, as described below.

Note: All transaction counts are quantified in the comments of the Investment Summary. “Unique Business Transactions”
▪ Unique configuration of workflow or business process steps & actions, including output actions ▪ Unique Fee configuration
▪ Unique Custom field configuration
“Geo-Rules”
▪ An automation event that references GIS data. Current geo-rule action types are:

Alert Displays a pop-up with a custom message to the user, notifying them of certain spatial data (i.e., noise abatement zones; flood zones; etc.).

Block Places a block on the case and prevents any progress or updates from occurring on the record (i.e., no status changes can be completed, no fees can be paid, the workflow cannot be managed, etc.) Block with
Override
Places a block on the case and prevents any progress or updates from occurring on the record (i.e., no status changes can be completed, no fees can be paid, the workflow cannot be managed, etc.) However, the block can be overridden by end-users who have been given the proper securities.

Fee Date Populates the CPI vesting date on the record if vesting maps are used by the jurisdiction.

Field Mapping A custom field or any field inherentin the Enterprise Permitting & Licensing application can automatically populate with information based on spatial data.

Required Action A workflow action can automatically populate in the workflow details for the particular record (i.e., plan, permit, code case, etc.) that requires the action based on certain spatial data related to the case.

Required Step A workflow step can automatically populate in the workflow details for the particular record (i.e., plan, permit, code case, etc.) that requires the step based on certain spatial data related to the case.

Zone Mapping The zone(s) automatically populate on the “Zones” tab of the record (i.e., plan, permit, code case, etc.).

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Coachella, CA
Tyler Technologies, Inc. Page | 53
“Automation Events”
“Intelligent Objects (IO)”
▪ Key components for automatically and reactively triggering geo-rules, computing fees, and generating emails, alerts, and other notifications.
“Intelligent Automation Agents (IAA)”
▪ A tool designed to automate task in a proactive manner by setting values and generating emails and other tasks. On a nightly basis, a Windows service sweeps the Enterprise Permitting & Licensing system looking for IAA tasks that need to be run, then the associated actions are performed. The IAA does not generate alerts or errors. Custom SQL queries are not Tyler deliverables. “Enterprise Permitting & Licensing SDK/API (Toolkits)”
• APIs developed by Tyler Technologies for extending the Enterprise Permitting & Licensing Framework and functionality to external agencies and systems. Full documentation is available for each toolkit upon request.

Note: The Enterprise Permitting & Licensing toolkits and related documentation are simply tools that allow clients to create applications and integrations. The purchase of a toolkit/API does not imply any development related services from Tyler Technologies. The City is responsible for working with their IT staff and VARs to develop any necessary applications and integrations except as otherwise noted in the Investment Summary or for any “in-scope” integrations.

Intentionally left blank.

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Item 17.

Coachella, CA
Tyler Technologies, Inc. Page | 54
Project Timeline
ERP Project Timeline
The Project Timeline establishes a target duration for each phase of the project. The timeline needs to account for resource availability, business goals, size and complexity of the project, and task duration requirements. These will be reviewed and adjusted, if needed, during the Initiate and Plan Stage. Refer to the Project Stages section of this SOW for information on work packages associated with each stage of the implementation. Durations may be revised when the Agreement is signed and further refined during the project.

Eden to Enterprise ERP project start dates are dependent on wave availability. Waves are a common implementation start month for a group of Eden clients. Each wave has a designated number of slots available for clients to sign up – once those slots are full you must choose an alternate wave with availability. A signed agreement is required to reserve a spot in a specific wave.

Phase Functional Areas Software Modules Duration
1 Enterprise ERP Financials • Accounting
• Accounts Payable
• Budgeting
• Cash Management
• Contract Management
• eProcurement
• Project & Grant Accounting
• Purchasing
• Accounts Receivable
• General Billing
• Cashiering
• ACFR Statement Builder
12 months
Enterprise ERP Productivity • Enterprise Forms
• Content Manager Core
• Enterprise Analytics & Reporting with Executive Insights • Enterprise ERP Payments
Included in Phase 1
2 Enterprise ERP Human
Resources Management
• Human Resources & Talent Management
• Payroll w/Employee Access
• Time & Attendance – Up to 350 Employees
• Time & Attendance Mobile Access
12 months
3 Enterprise Permit and Licensing • Business Management Suite • Civic Access – Business Management
• Community Development Suite
• Civic Access – Community Development
• Decision Engine
• e-Reviews
• Enterprise Permitting & Licensing Core Foundation Bundle • Enterprise Permitting & Licensing Advanced Automation Bundle
• Enterprise Permitting & Licensing Mobile
• GIS
12 months
4 Enterprise ERP Utility Billing • Utility Billing CIS
• Utility Billing Meter Interface
• Resident Access
12 months
Intentionally left blank.

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Item 17.

CITY OF COACHELLA, CA

COMMUNITY BASED GRANT PROGRAM

APPLICATION FOR FUNDS REQUEST
Please Type Information and Print
Information entered in the provided spaces cannot be saved. (Attach additional pages as needed, however applicants are encouraged to be brief.)

1. Application Funding Cycle: Date:

July 1, 20 - June 30, 20

2. Total Amount Requested: $
If requesting waiver of City fees or charges, please indicate the City service for which the waiver is being requested.

3. Proposed Program/Service of Funding Request:

4. Agency/Organization:

5. Mailing Address:

City: Zip:

6. Telephone:

Fax:

7. Official Contact Person:

Name:

Title:

Telephone:

Fax:

E-mail:
02/21/2024
24 24
5,000.00

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Item 18.

8. Does this organization have a non-profit status with the Internal Revenue Service (IRS)? Yes No (Attach documentation)

9. How long has this organization been in existence?

10. Has the organization previously received funding from the City of Coachella? Yes No
If yes, please identify the program/service, total prior grant allocation, and the fiscal year in which the funds were received.

11. Is this request for a New or Existing program/service within the City?

12. What is the anticipated time frame to provide the proposed program/service and the expenditure of the requested funds?

13. Describe briefly how the requested funds will be used.

14. Will the program/service require additional funding sources? If so, identify all funding sources and provide the steps taken to acquire funding.

15. If the program/service is planned to continue beyond the period provided by this grant, what funding plans are there to sustain the program/service?

16. How will the proposed program/service serve City of Coachella residents? Will the proposed program/service also serve non-Coachella residents? Please describe.

17. Describe the characteristics of the clients the proposed program/service anticipates to serve (i.e. age group, gender, income level, ethnicity, etc.)

18. Attach a proposed budget for requested funds.

Authorized Official: Title:

Signature: Date:
✔
✔
✔
incorporated in 1997 and its roots date back to 1988 from a group known as Mujeres Mexicanas from the Coachella Valley.

Funds will be expensed for travel and convening purposes and event will take place April 19-22
Farm-working women and girls across California will gather for a 3-day collective healing convening to participate in peer led focus groups and roundtable discussions with public agencies regarding the state of farmworkers, agriculture, and various other social issues concerning the farm-working community and march to the state capitol to meet with our state Partners whom we collaborate with: Visión y Compromiso as part of La Alianza Policy Committee, CRLA and CRLAF with case referrals. We are partners with Alianza Coachella Valley, CV Parents, and Youth Leadership Institute for Community Restorative Justice Campaign and Environmental Justice Campaign for a Resilient Salton Sea. Alianza Nacional de Campesinas in various efforts nationwide and locally with food distributions, and Desert Healthcare District & Foundation as part of the Coachella Valley Equity Collaborative and a partner for our Take It to the Fields Initiative. We are collaborating with Riverside University Health System - Public Health Department to inform and educate the Oasis community on Trauma Informed Design to promote the improvement of public spaces and roads. We are part of the Safety Net for ALL coalition advocating for unemployment benefits for all, regardless of immigration status. Local elected officials and staff collaborate by communicating farmworker needs and giving recognition to our advocacy efforts in the Coachella Valley. We have also collaborated with Pueblo Unido, Galilee Center, TODEC, Leadership Counsel, Coming Clean, and more.

NA funding will be used for Convening 2024
We will March to state capital to voice the needs, concerns, and hopes of farmworkers & our community so our voices are heard.

We want to host for atleast 40 women and girls.

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Item 18.

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Item 18.

VI Convivencia Estatal de Lideres Campesinas
19-22 de Abril, 2024 Fuerza Poder y
Esperanza Mujeres Campesinas Unidas por una Gran Causa

Previous
Actuals
Current
Estimates Final Numbers Income/Expenses To Date Notes:

Income
Comites $ - $51,000.00 $ - $12,040.00
Cuota de Registracion $ - $15,000.00 $ - $741.00
Fundaciones/Partners $ - $221,000.00 $ -
Donaciones Individuales $60,000.00
Honorarios $ - $1,000.00 $ -
Otros Ingresos: ventas $500.00
Mercadito Artesanal y Exhibidores $ - $1,500.00 $ -
Total Income $ - $350,000.00 $ - $12,781.00
Expenses (Alphabetical)
Audio Visual $ - $2,325.00 $ -
LCD Meeting Room
Projection Hotel Package we
bring our boom boxes and
mics
Estipendios $ - $52,000.00 $ -
Cuidado de Ninos $ - $30,000.00 $ -
Decoration $ - $2,500.00 $ -
Entertainment $ - $2,500.00 $ - Music and DJ
Food & Beverage $ - $82,800.00 $ - $16,560.00
Fundraising Tools $ - $ - $ -
Graphic Design $ - $2,000.00 $ -
$1000 for prizes and $1,000
artist
Hotel Rooms $ - $80,013.00 $ - $16,003.00 150 rooms
Incidentals $ - $ -
Insurance $ - $ - $ -
Labor/Staffing $ - $20,700.00 $ -
Mileage $ - $670.00 $ -
Valet $ - $ - $ -
Power/Internet $ - $ - $ -
Printing $ - $5,000.00 $ -
Promotion/Advertising $ - $ - $ -
Promotional Items $ - $15,000.00 $ - Camisetas, vasos y bolsas Rentals $ - $ - $ -
Raffles $ - $3,000.00 $ - Door Prizes
Security $ - $ - $ -
Signage $ - $ - $ -
Speaker Fees $ - $ - $ -
Special Recognition $ - $3,000.00 $ - 20 plaques
Staging $ - $ - $ -
Supplies $ - $5,000.00 $ - binders, easel stands,markers Buses $ - $ - $ -
Rental Cars $ - $19,500.00 $ - 75 vehicles
Parking $ - $4,500.00 $ -
Gas $ - $6,000.00 $ -
Video Produciton $ - $10,000.00 $ - 320 hrs at $31.25
Contingency $ - $3,500.00 $ -
Total Epenses $ - $350,008.00 $ - $32,563.00
Net Total $ - -$8.00 $ - -$19,782.00

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Item 18.

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Item 18.

STAFF REPORT
2/28/2024
TO: Honorable Mayor and City Council Members
FROM: Jaime Arroyo, Grants Manager
SUBJECT: Authorize a Community-Based Grant to Líderes Campesinas in the Amount of $5,000 to Fund Travel Expenses to the State Capitol for Legislative Advocacy Efforts
STAFF RECOMMENDATION:

Staff recommends that the City Council consider awarding a Community-Based Grant (CBG) Líderes Campesinas in the amount of $5,000.00 to help offset travel expenses associated with their upcoming three-day event, Líderes Campesinas Convening at the State Capitol from April 19-22, 2024.

BACKGROUND:

The Community Based Grant Program was established in 2010 and allows the City of Coachella to offer financial assistance to local nonprofit organizations, youth-serving organizations, and other community-based organizations that provide essential services, programs and activities to residents in Coachella. Applicant organizations are only eligible to submit one application for consideration each fiscal year and must be legally established with non-profit or tax-exempt status, be based in the Coachella Valley, or provide direct service to Coachella residents. Approval of grant funds does not constitute a precedent for grant allocations in subsequent years. All CBG grants are reimbursement grants to ensure that applicants are meeting their stated goals. The FY 23-24 budget included an allocation of $15,000 for the Community Based Grant Program.

DISCUSSION/ANALYSIS:

Líderes Campesinas is a nonprofit organization based in the city of Coachella, with a statewide network of 16 farm working communities, specializing in grassroots mobilization to create healthier working conditions, safer environments, and engage women leaders in farmworker communities. Líderes Campesinas is requesting sponsorship support to help offset travel expenses associated with their special event titled, Líderes Campesinas Convening, which takes place April 19-22, 2024.

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Item 18.

ALTERNATIVES:

1. Authorize the sponsorship request

2. Not authorize the sponsorship request
FISCAL IMPACT:

Should the City Council approve the staff recommendation, the Community-Based Grant Program account will be reduced by $5,000 leaving a balance of $8,000.

ATTACHMENT(S):

1. CBG Application Packet

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Item 18.

STAFF REPORT
2/28/2024
TO: Honorable Mayor and City Council Members
FROM: Maritza Martinez, Public Works Director
SUBJECT: Provide staff direction on sponsorship request received from Celebration Nation Inc for the 2024 Farmchella event, in the amount of $30,000.

STAFF RECOMMENDATION:

Provide staff direction on sponsorship request received from Celebration Nation Inc for the 2024 Farmchella event, in the amount of $30,000.

EXECUTIVE SUMMARY:

On February 7, 2024, staff received the attached $30,000.00 sponsorship request from Celebration Nation Inc. for the 2024 Farmchella Event. This year’s event will be held at Veterans’ Memorial Park and is a free event. The Farmchella Festival event is focused at recognizing and celebrating the many contributions of farm workers to our local, state and federal economy and culture.

The sponsorship will help to cover costs corresponding to marketing, live music performances, staging costs, cultural dance showcases, interactive workshops, free local produce and children’s activities. The sponsorship amount requested of $30,000 would will include on-stage acknowledgements, media advertisement, and logo displays.

ALTERNATIVES:

1. Approve City Manager to process sponsorship request of $30,000 and authorize allocation of $30,000 from undesignated City General Fund reserves for sponsorship request.

2. Decline sponsorship request submitted by Celebration Nation Inc.

3. Provide alternate direction to staff.

FISCAL IMPACT:

If Council approves request as submitted, an allocation of $30,000 from undesignated General Fund reserves will be required to allow for sponsorship award in the requested amount of $30,000 to the General Fund Government Fund.

Attachment: Sponsorship Request

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Item 19.

Celebration Nation Inc
3031 Tisch Way,
110 Plaza West,
San Jose, CA 95128
TAX ID # 85-0510391
Phone: +1(408) 310-8002
Email: [email protected]
Web: www.celebration-nation.org
02/06/24
FARMCHELLA 2024
Veteran’s Memorial Park
1500 4th St, Coachella, CA 92236
Thursday, April 18th, 2024
4:00 PM - 9:00 PM
Proposal for City Support - FARMCHELLA 2024
Dear City of Coachella,
I am writing to you on behalf of The Celebration Nation Foundation/Celebration Nation Inc, to request financial support from the City of Coachella for our second annual FARMCHELLA Festival. After the success of last year's event, we are eager to bring back FARMCHELLA to the community, this time with even more exciting activities and opportunities for engagement.

The FARMCHELLA Festival holds significant importance in the community as it recognizes and celebrates the important contributions of farm workers to our local, state and federal economy and culture. As importantly, it serves as a platform to bridge gaps and foster greater understanding and appreciation among diverse backgrounds during the week of Live Nation’s COACHELLA Festival.

Last year, we were able to offer FARMCHELLA to the community free of charge.

However, we recognize that there is still room for growth and improvement. With your continued support, we aim to make this year's festival bigger and brighter, attracting an even larger audience and providing an even more meaningful experience for attendees.

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Item 19.

Our proposed grant request of $30,000 for the festival includes funding for event essentials, a broad range of entertainment and activities, such as live music performances, cultural dance showcases, interactive workshops on agriculture and sustainability, a farmers' market showcasing free local produce, and expanded children's activities.

In addition to celebrating the contributions of farm workers, we also intend to use the festival as a platform to address important issues facing the agricultural industry, such as labor rights, fair wages, immigration reform, and environmental sustainability.

Through educational activities and an opening panel discussion, we hope to raise awareness and inspire action within our community.

By partnering with the City of Coachella, we believe we can maximize the impact of the festival and ensure its success for years to come. We are committed to working closely with city officials to ensure that all necessary permits and regulations are adhered to and that the festival is executed safely and responsibly.

In conclusion, we respectfully request financial support from the City of Coachella to bring back the FARMCHELLA Festival for its second year and make it a cornerstone of our community's cultural calendar. We are confident that with your assistance, we can create an unforgettable experience that celebrates our agricultural heritage and strengthens community bonds.

Thank you for considering our proposal. We look forward to the opportunity to discuss this further and collaborate with you to make this year's FARMCHELLA Festival a resounding success.

Saludos,
Flor Martinez Zaragoza
President /Celebration Nation Inc

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Item 19.

CITY OF COACHELLA

E C O N O M I C D E V E L O P M E N T D E P A R T M E N T

COMMERCIAL CORRIDOR
FAÇADE IMPROVEMENT

GRANT PROGRAM GUIDELINES

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Item 20.

Commercial Corridor Façade Improvement
Grant Program Guidelines

1. PROGRAM OVERVIEW
The Commercial Façade Improvement Grant Program (“Program”) is an endeavor of the City of Coachella to leverage public funds and private investment to enhance the physical appearance and economic vitality of commercial businesses in the Downtown Pueblo Viejo District and the segment of Cesar Chavez Street between Avenue 52 and Sixth Street.

The Program offers two types of façade improvement grants, as well as up to a maximum of ten hours of architectural fees or five hours of design assistance to help cover design costs. The Program runs concurrent to the City’s fiscal year schedule (July 1 – June 30). The Program features open enrollment; applications shall be considered on a first‐come, first‐served basis.

The long‐term objective is to upgrade the Downtown Pueblo Viejo District and the segment of Cesar Chavez Street between Avenue 52 and Sixth Street by improving the physical appearance of the area, encouraging the retention of existing businesses, increasing property values, tenant stability, and lease rates for the property. The program also seeks to fund improvements which create outdoor dining or gathering spaces to promote activity in the downtown.

2. PROGRAM COMPONENTS
A. Architectural Design or Design Assistance
The City will provide architectural design services to approved applicants, up to a maximum of ten hours, for exterior commercial building façade improvements. The City will also reimburse applicants for the services of a professional designer (for paint/signage/awnings selection) for up to five hours.

B. Façade Improvement Grants
i. Mini‐Grant – This grant provides for reimbursement of up to Five Thousand dollars ($5,000) for commercial building façade improvements with no match requirement.

Projects must be completed within 12 months of grant approval or Building Permit issuance.
ii. Matching Grant – This grant will provide a reimbursable matching grant of two‐ thirds (66%) of eligible project costs, up to a maximum of One Hundred Thousand dollars ($100,000) The total cost of the improvement work must be more than Five Thousand dollars ($5,000). Receipt of a matching grant requires the approved applicant to contribute a minimum of one‐third of the total cost of the façade improvement costs. Projects must be completed within 18 months of Building Permit issuance.

Grant proceeds are to be used for labor and materials directly related to the façade construction. Tools may not be purchased with grant funds, but tool rental is allowable.

Program funds are to be used for exterior building improvements rather than simple routine maintenance.

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Item 20.

All improvements completed through the Façade Improvement Program are “public work” as that term is used in Section 1720 of the California Labor Code. In accordance with Labor Code section 1720 et seq., prevailing wages shall be paid for all façade improvements. Use of volunteer labor is not allowed. All estimates and payments for construction and installation of façade improvements shall include prevailing wages, and shall otherwise comply with the provisions of Sections 1773.8, 1775, 1776, 1777.5, 1777.6 and 1813 of the California Labor Code and all other applicable laws and regulations with respect to prevailing wages. Participants in the program are responsible for ensuring that the improvements are in compliance with the Prevailing Wage Law.

Disbursement of grant proceeds to approved applicants will be in a reimbursement payment issued after City deems the project complete, and upon the submission of invoices and proof of payment and subject to approval of those invoices and proofs of payment by City staff. Construction shall be completed within 120 days after the City issued Notice to Proceed. If the project extends beyond the scheduled completion date, prior staff approval is required.

This program is primarily geared toward commercial property owners. However, business owners who have long‐term leases (five or more years) wishing to participate in the Façade Improvement Program may also apply. Applications for business owners will be reviewed on a case‐by‐case basis.

C. Fee Exemption
Applicants for this program are exempt from planning and building permit fees by the City Manager, who is authorized to waive City fees associated with this program. This fee exemption does not apply to fees mandated by the State of California including, but not limited to, the Strong Motion Instrument program fee and the California Green Building fees.

3. ELIGIBILITY
D. Eligible Applicants/Areas
Owners or long term tenants* of commercially zoned property located within one of the following areas are eligible to apply for assistance:
▪ Cesar Chavez Street between Avenue 52 and Sixth Street *Tenants with long‐term leases (five or more years remaining on the lease at the time a Program application is submitted) must have the property owner’s written consent before any improvements are made. In addition, the grant application must be signed by the property owner.

E. Eligible Types of Improvements
All improvements shall conform to City Building Codes, Zoning Ordinance, and applicable Design Guidelines. Eligible improvements include, but are not limited to:
• Removal of old signs, awnings and other exterior clutter • Exterior painting

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Item 20.
• Repair or replacement of exterior siding (including the construction of new façade elements and architectural details)
• Installation of new entry doors that meet ADA accessibility requirements • Installation of display windows
• Installation of new canvas awnings over windows and entries • Installation of new signs
• Installation of new exterior lighting
• Installation of permanent landscaping
• Exterior mandatory Title 24 upgrades
• Construction of outdoor dining or gathering spaces
Additional improvements that are deemed to be consistent with the intent of the program will be reviewed and approved/disapproved on a case‐by‐case basis by the Economic Development Director and Development Services Director.

4. Grant Process
F. Submit an application for grant funds. Submit a completed application detailing all exterior improvements and an itemized estimate of the total project cost. Be as specific as possible. The project list may contain improvements beyond what would be funded by the grant. Projects that include conceptual architectural plans shall be considered favorably. All proposed façade projects/remodels must be approved by the Development Services Director prior to being accepted into the program.

G. Informational Meeting. Applicants will meet with representatives from Planning & Building to review the entitlement process and building permit process and to answer any questions that the businesses may have.

H. City Staff will review grant applications. Staff will review the application with the business owner, discuss the scope of work, determine a timeline and review the remaining process for the grant.

I. The Economic Development and Planning Sub-Committee will consider request and select grant awardees. Selection preference will be provided to projects which significantly revitalize and beautify the Cesar Chavez Street corridor between Avenue 52 and Sixth Street.

J. Grant funds reserved. Upon approval of a grant application, including scope of work and timeline, an agreement will be signed between the applicant and City.

K. Planning Approval. If planning approval is required, the applicant is responsible for submitting project plans prepared by a licensed architect through the Planning Division.

L. Building Permit Approval. If a Building Permit is required, the applicant is responsible for submitting plans that meet all Code requirements through the Building Division.

M. Complete Work. After receiving all required approvals and permits the applicant shall complete the improvements within twelve (12) months for Mini‐Grants and eighteen (18) months for Matching Grants. The applicant shall be responsible for contacting City

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Item 20.
staff to request an extension if necessary. An extension is not guaranteed.

N. Submit invoices, receipts, and proof of payment. The applicant shall save all documentation as required and submit within 30 days of project completion or Building permit final.

5. FUNDING
Funding for this Program is appropriated by the City of Coachella City Council as part of its annual budget process. There is no guarantee of the amount of funds that will be appropriated each year. Funds for the Program are available on a first come, first served basis. If funds are exhausted at the time of application submittal, staff will retain the application. If additional funds become available, staff will contact applicants in the order applications were received.

O. Grant Amounts
Eligible property owners or tenants who propose façade improvements can apply for one of two grants.

1. Mini‐Grant
This grant provides reimbursement for commercial building façade improvements to approved applicants in the amount of up to Five Thousand Dollars ($5,000), with no match requirement.

2. Matching Grant
This grant provides reimbursement to approved applicants for a reimbursable matching grant of two‐thirds (66%) of eligible project costs, up to a maximum of One Hundred Thousand Dollars ($100,000). The total cost of the façade remodel must be more than Five Thousand dollars ($5,000). Receipt of a Matching Grant requires the applicant to contribute one‐ third of the total cost of the façade remodel, and to document its expenditures.

The City of Coachella reserves the right to cancel or modify this Program at any time prior to grant approval, without notice. Continuation of the Program is subject to sufficient funding as appropriated by the City of Coachella City Council.

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Item 20.

6. IMPLEMENTATION WORK
All improvements shall conform to the City of Coachella Building Codes, Zoning Ordinance, and applicable Design Guidelines. Proposed façade remodels are required to comply with Chapter 17 of the City’s Zoning Ordinance. Project improvements commenced prior to the City’s issuance of a Notice to Proceed are not eligible for this Program.

City staff will be available to work with approved applicants to assist in the coordination of the project. City staff will carry out periodic inspections.

I, have read and received a copy of these guidelines.

Printed Name
Date Signature

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Item 20.

Commercial Corridor Façade Improvement
Grant Program Application
Please fill out this application completely and submit or send to: City of Coachella
Attention: Economic Development Department
53462 Enterprise Way
Coachella, CA 92236
(760) 262-6263
[email protected]
SECTION 1. APPLICANT INFORMATION
Name:

Circle All That Apply: Property Owner Business Owner/Tenant Business Name:

Property Address:

Mailing Address:

Assessor’s Parcel Number:

Daytime Phone Number:

Email:

Total Number of Businesses in Building:

Name(s) of Other Businesses:

SECTION 2. PROPERTY OWNER INFORMATION (complete if tenant is applicant) Property Owner Name:

Property Owner Mailing Address:

Property Owner Daytime Phone Number:

As the legal owner of the above property, I hereby grant authorization to complete the façade improvements indicated on this application.

Signature: Date:

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Item 20.

SECTION 3. FUNDING
Grant (please check one):
□ Mini‐Grant (Reimbursement in the amount up to $5,000) □ Matching Grant (Reimbursement of two‐thirds the total project cost up to $100,000 with a minimum total project cost above $5,000)
Grant Amount Requested: $
Estimated Total Project Cost: $
SECTION 4. SCOPE OF WORK
General Description of Work:

SECTION 5. ACKNOWLEDGMENT
We certify that the owner is the property owner of record and that there are no current code enforcement actions pending against the property.

I have read and understand the Program Guidelines and accept them.

I certify that I am qualified and will abide by such conditions set forth in this application and all reasonable conditions which may be issued by the City of Coachella in the implementation of this project.

Property Owner(s) Signature: Date:

Date:

Business Owner(s) Signature: Date:

Date:

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Item 20.

STAFF REPORT
2/28/2024
TO: Honorable Mayor and City Council Members
FROM: Celina Jimenez, Director of Economic Development
SUBJECT: Approve a Commercial Corridor Façade Improvement Grant Program in the Amount of One-Million Dollars ($1,000,000) from the General Fund to Beautify and Revitalize Commercial Properties Along Cesar Chavez Street Between Avenue 52 and Sixth Street
STAFF RECOMMENDATION:

Staff recommends that the City Council considers approving a Commercial Corridor Façade Improvement Grant Program in the amount of one-million dollars ($1,000,000) from the General Fund to beautify and revitalize commercial properties along Cesar Chavez Street between Avenue 52 and Sixth Street. This item was recommended for City Council consideration by the Economic Development and Planning Subcommittee at its meeting of February 8, 2024.

BACKGROUND:

The Commercial Façade Improvement Grant Program (“Program”) is an endeavor of the City of Coachella to leverage public funds and private investment to enhance the physical appearance and economic vitality of commercial businesses in the Downtown Pueblo Viejo Area and the segment of Cesar Chavez Street between Sixth Street and Avenue 52. The long‐term objective is to upgrade the Downtown Pueblo Viejo Area on Cesar Chavez Street between Sixth Street and Avenue 52 by improving the physical appearance of the area, encouraging the retention of existing businesses, increasing property values, tenant stability, and lease rates for the properties. The program also seeks to fund improvements which create outdoor dining or gathering spaces to promote activity in the downtown.

DISCUSSION/ANALYSIS:

The City will provide architectural design services to approved applicants, up to a maximum of ten (10) hours, for exterior commercial building façade improvements. The City will also reimburse applicants for the services of a professional designer (for paint/signage/awnings selection) for up to five (5) hours.

Façade Improvement Grants

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Item 20.
 Mini‐Grant – This grant provides for reimbursement of up to Five Thousand dollars ($5,000) for commercial building façade improvements with no match requirement.

Projects must be completed within 12 months of grant approval or Building Permit issuance.
 Matching Grant – This grant will provide a reimbursable matching grant of eligible project costs, up to a maximum of Fifty Thousand dollars ($50,000). The total cost of the improvement work must be more than Five Thousand dollars ($5,000). Receipt of a matching grant requires the approved applicant to contribute a minimum of one‐third of the total cost of the façade improvement costs. Projects must be completed within 18 months of Building Permit issuance.

Grant proceeds are to be used for labor and materials directly related to the façade construction.

Tools may not be purchased with grant funds, but tool rental is allowable. Program funds are to be used for exterior building improvements rather than simple routine maintenance.

Eligible Improvements
The following are examples of activities that may be eligible for reimbursement. The project is more likely to be funded if an improvement entails one or more of the activities listed below. All projects will be evaluated based on how they meet the purpose of the Program.  Awnings and Canopies: Installation of permanent awnings and canopies.  Exterior Walls: Repair, restore or rebuild vertical or parapet walls, including cleaning, sealing, tuckpointing, patching, painting or replacement of siding or masonry.  Exterior Building Materials: Removal of exterior building materials on the façade that are not original or are in excess to the building.
 Exterior Doors: Repair, restore, replace, and install doors and hardware used to provide public access.
 Exterior Windows: Install, replace or repair windows, frames, sills, glazing or glass.  Shutters: Repair, restoration, replacement or addition of exterior shutters, where they relate to exterior windows.
 Gutters and Downspouts: Install, replace or repair gutters and downspouts.  Stairs, Sidewalks, Porches, Porticos, Railings or Colonnades: Repair, replace or install these exterior elements where they affect access to the building.  Signs: Installation of permanent wall signs, monument signs, etc. in conjunction with a comprehensive façade improvement project.
 Outdoor Seating Areas: The installation of hardscape or permanent structures related to outdoor seating areas.
 Exterior Lighting: On the front of a building.
 Landscaping: Install and/or maintain plantings of trees, shrubs, and perennials on private property immediately adjacent to the street side of a building.  Screening of mechanical equipment or utilities at grade or on the roof: Installation of screening, such as fencing or landscaping, which is visible from the street.  Fencing: Decorative metal fencing that is visible from the street.  Code Improvements: Exterior improvements required to make the building ADA compliant or to meet life, safety, building or zoning regulations.

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Item 20.
 Dumpster enclosures
Eligibility Criteria
 Owners and/or tenants of commercial properties in a Program Eligibility Area that meet the Small Business Administration (SBA) definition for a small business in their unique North American Industry Classification (NAICS) codes.
 Non-profit organizations, as defined by Section 501(c) of the Internal Revenue Code, will also be eligible.
 Owners and/or tenants of commercial properties in a Program Eligibility Area.  Tenant must receive approval from property owner.
 Owner must have owned the building prior to January 1, 2021.  Tenant must have been in business at the location prior to January 1, 2021.  Property must currently be in compliance with all Zoning and Unified Development Code requirements or commit to complying prior to completion of the proposed project.  Applicant and/or property owners must be current on all City property taxes.  No City liens against applicant and/or property owner.  Property and all proposed improvements must face and be visible from the public rightof-way.  Ability to meet program insurance requirements.

Ineligible Applicants
 Franchisors (local or non-local)
 Gambling/Gaming Businesses
 Sexually Oriented Businesses
 Payday & Auto Loan Providers
 Liquor Stores
 Tobacco, CBD, and Vape Stores
 Government owned and/or occupied buildings
 Any business in which a City employee or officer has a financial interest, as defined in the City’s Ethics Code
Program Eligible Areas
Commercial properties along the Cesar Chavez Street corridor between Sixth Street and Avenue

52. Process
 Submit an application for grant funds. Submit a completed application detailing all exterior improvements and an itemized estimate of the total project cost. Be as specific as possible. The project list may contain improvements beyond what would be funded by the grant. Projects that include conceptual architectural plans shall be considered favorably. All proposed façade projects/remodels must be approved by the Development Services Director and Economic Development Director prior to being accepted into the

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program.
 Informational Meeting. Applicants will meet with representatives from Planning + Building to review the entitlement process + building permit process and to answer any questions that the businesses may have.
 City Staff will review grant applications. Staff will review the application with the business owner, discuss the scope of work, determine a timeline and review the remaining process for the grant.
 Economic Development + Planning Subcommittee will consider request and select grant awardees. Selection preference will be provided to projects which create new outdoor dining and activity spaces. City Council will authorize awards.  Grant funds reserved. Upon approval of a grant application, including scope of work and timeline, an agreement will be signed between the applicant and City.  Planning Approval. If planning approval is required, the applicant is responsible for submitting project plans prepared by a licensed architect through the Planning Division.  Building Permit Approval. If a Building Permit is required, the applicant is responsible for submitting plans that meet all Code requirements through the Building Division.  Complete Work. After receiving all required approvals and permits the applicant shall complete the improvements within twelve (12) months for Mini‐Grants and eighteen (18) months for Matching Grants. The applicant shall be responsible for contacting City staff to request an extension if necessary. An extension is not guaranteed.  Submit invoices, receipts, and proof of payment. The applicant shall save all documentation as required and submit within 30 days of project completion or Building permit final.

Implementation of Work
 The City of Coachella will reserve the right to cancel or modify this Program at any time prior to grant approval, without notice. Continuation of the Program is subject to sufficient funding as appropriated by the City of Coachella City Council.  All improvements shall conform to the City of Coachella Building Codes, Zoning Ordinance, and applicable Design Guidelines. Proposed façade remodels are required to comply with the Zoning Ordinance. Project improvements commenced prior to the City’s issuance of a Notice to Proceed are not eligible for this Program.  City staff will be available to work with approved applicants to assist in the coordination of the project. City staff will carry out periodic inspections.

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FISCAL IMPACT
This program is recommended to be funded from the General Fund in the amount of $1,000,000.

ALTERNATIVES

1. Approve a Commercial Corridor Façade Improvement Grant Program in the Amount of One-Million Dollars ($1,000,000) from the General Fund to Beautify and Revitalize Commercial Properties Along Cesar Chavez Street Between Avenue 52 and Sixth Street

2. Do not approve this program at this time.

ATTACHMENTS:

1. Commercial Corridor Façade Improvement Grant Program Guidelines

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Item 20.

STAFF REPORT
2/28/2024
TO: Honorable Mayor and City Council Members
FROM: Dr. Gabriel D. Martin, City Manager
SUBJECT: Adopt Resolution No. 2024-08 Authorizing the City of Coachella to Make a Funding Commitment in Support of the Blue Zones Project Riverside County Initiative Sponsored by Riverside University Health System and Authorize the City Manager to Execute the Funding Commitment Agreement in the Lump Sum Amount of $200,000
STAFF RECOMMENDATION:

Staff recommends that the City Council consider adopting Resolution No. 2024-08 authorizing the City of Coachella to make a funding commitment in support of the Blue Zones Project Riverside County Initiative sponsored by Riverside University Health System and authorize the City Manager to execute the Funding Commitment Agreement in the lump sum amount of $200,000.

BACKGROUND:

The City of Coachella is partnering with Riverside University Health System who will implement the Blue Zones in the city of Coachella. The Blue Zones initiative is a community-led, well-being improvement designed to help people make healthy choices easier through permanent changes to their lifestyles in Coachella and across Riverside County, California. The purpose of the Letter of Intent is to layout the proposed scope of Blue Zones work as well as the City of Coachella’s commitment related to Blue Zones’ comprehensive initiative that transforms the environments where people live, work, learn, and play to measurably improve community well-being, resilience and economic vitality.

Blue Zones has already conducted a Community Health Needs Assessment (Blue Zones Activate Phase I Readiness Assessment) within the City of Coachella which assessed and provided recommendations for community transformation to improve health and health outcomes. The services to be provided will include the following phases: Pre-Planning, In Market Community and Stakeholder Engagement, Well- Being and Blue Zones Impact Analysis, Readiness Evaluation Report and Proposal, and a Phase II Initial Blueprint, Proposal and Presentation.

Blue Zones is a pioneer in taking a systematic and environmental approach to improving the health of entire cities and communities. Its innovative approach is inspired by the world's longest-lived

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Item 21.
cultures and helps communities live better, longer. Blue Zones Activate Phase I Readiness Assessment is a structured exploration of the community and is powered by collaboration to build a plan for change. Blue Zones experts will lead a process to evaluate and design a unique approach that includes well-being policy prioritization, health equity solutions, and workforce development.

DISCUSSION/ANALYSIS:

Blue Zones proposes to be engaged to implement Blue Zones Project and Blue Zones Activate initiatives across five (5) selected communities within Riverside County, CA. The implementation begins with the Foundation phase for Blue Zones Projects, in which Blue Zones will develop a custom Blueprint for each community, followed by the Transformation phase where each custom Blueprint will be implemented in each community. Blue Zones Activate focuses on igniting transformations through systems change. The timeframes, fees and other details of each community initiative are set forth in the Blue Zones proposal(s). Blue Zones has committed to putting 25% of its fees “at risk” related to project performance and the achievement of key metrics and outcomes (to be mutually agreed by the parties) on all Blue Zones Project initiatives within the Riverside County Blue Zones Initiative, as further set forth in the proposal(s).

The work produced by Blue Zones will include a preliminary analysis including trends and opportunities for the identified areas. They will also provide an impact analysis on the projected medical spend, productivity and regional economic value from a prospective Blue Zones community transformation.

The City of Coachella will have the right to serve as one of the steering committee organizations in the Riverside County Blue Zones Initiative and advise on the development of the health improvement model for the transformation initiative in collaboration with participating community partners and additional sponsors. The City of Coachella shall have the opportunity to join community-specific implementation leadership councils and action committees. The City of Coachella will be acknowledged publicly as a sponsor of applicable Riverside County Blue Zones Initiative, including the use of Sponsor’s logo where appropriate.

ALTERNATIVES:

1. Adopt Resolution No. 2024-08 Authorizing the City of Coachella to Make a Funding Commitment in Support of the Blue Zones Project Riverside County Initiative Sponsored by Riverside University Health System and Authorize the City Manager to Execute the Funding Commitment Agreement in the Lump Sum Amount of $200,000

2. Provide alternative direction
FISCAL IMPACT:

If the City Council approves this funding commitment, the City’s General Fund will pay $200,000 to Riverside University Health System for the Blue Zones initiative.

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ATTACHMENT(S):

1. Resolution No. 2024-08

2. Funding Commitment Agreement

3. Blue Zones in Coachella Placemat

4. Final Coachella Blue Zone Report

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Item 21.
2 Improvement in Community and Organizational metrics as prioritized and reported by the community.

What is Blue Zones?
Our Promise
Measurement and Value
Coachella Challenges Coachella Opportunities
Building a Culture of Well-Being not only means healthier and happier people; it also means a better and more productive workforce and a more vibrant economy.

These well-being shortcomings are costing countless
billions in lost productivity, absenteeism, and healthcare costs. Chronic diseases are costing the city billions of dollars in largely avoidable healthcare costs.

BLUE ZONES PROJECT RESULTS
Sustainable
Community Vitality
Improved Well-Being
Civic Pride and
Economic Development
More Productive,
Less Costly Populations
Blue Zones uses over 20 years of research and scientifically proven lessons of longevity, health, and happiness from the longest-lived cultures in the world to transform community environments so healthy choices are the easiest to make. We have a proven history of improving well-being for entire populations.

We’ve identified the ways in which we can forge a pathway forward, creating true measurable steps towards transformation in Coachella.

To boost the well-being of entire communities, we take a systems approach to making lasting changes in all the places and spaces people live, work, learn, and play. These changes to our surroundings and systems collectively nudge people to move naturally, eat wisely, develop the right outlook, and connect with each other.

BLUE ZONES IN COACHELLA Empowering everyone, everywhere to live better, longer We measure risk reduction with the Gallup Well-Being Index® and survey elements tied to overall well-being improvement. 1 3 Enhanced community brand and marketing value
associated with billions of positive media impressions and thousands of published stories.

Coachella faces widely-known, seemingly intractable,
and significant challenges to well-being:

High rates of food insecurity
Financial stress
Lack of affordable housing
Limited access to healthy food and healthcare
Cycling Infrastructure
Housing
Wellness Hub
Capitalize on City Investments
Climate Adaptations

BUILT ENVIRONMENT TOBACCO
Public Health Allies Value Relationships
Trust Building and Trust-Maintaining
More Innovative “Upstream,” Culturally Appropriate and
Trauma-Informed Solutions for Serving Communities
Valuing of More Innovative Approaches to Promoting
Prevention Education and Cessation
Achieve Blue Zones Approval:
• 50% of Schools
• 10% of Restaurants
• 25% of Grocery Stores
• 25% of the Workforce
Partner with Faith-Based Communities in Volunteer Programs PLACES
PEOPLE
15% of Community Participate in:
• Purpose Workshops
• Blue Zones curated Volunteer Program
• Take the Blue Zones Vitality Compass
• Join a Blue Zones “Moai”
Develop Data Collection Methods
Underage Access to Alcohol
Understand the Local Impact of Excessive Drinking

ALCOHOL
Aligning and Coordinating Coachella’s Food Environment
Leaders
Hatching a Comprehensive Food Environment Plan
Creating Healthy Food Policies at Key Sites
Growing Well-Being at Area Schools

FOOD ENVIRONMENT
Blue Zones Project Fort Worth was featured in
more than 2,500 news stories including TODAY
Show, The New York Times, and NBC Nightly News
Collier County heart disease deaths drop by 8.1%
since launch of Blue Zones Project SW Florida and life
expectancy improved to the highest in the nation
Fort Worth moved from 185th to 31st in nation for
healthiest city rankings since launch of Blue Zones
Project Fort Worth
68% drop in childhood obesity rates in elementary
schools in Redondo Beach, CA
Smoking declined by 31% in Fort Worth and
exercise increased by 15%
NCH Healthcare System in Florida showed a 54%
decrease in self-insured healthcare claims, saving
$27 million over 4 years
Key Well-Being Measures for Coachella
According to Gallup:
1 in 2 Coachella
residents are
struggling with
their health
2 in 5 report
they are not
proud of their
community
3 in 5 are
experiencing
regular
financial stress
1 in 2 2 in 5 3 in 4 3 in 5 3 in 10
Do not have a
good perception
of their health
Do not exercise
at appropriate
levels
Do not eat
su
cient fruits
and vegetables
Have worried
about money in
the last week
Have a poor
current life
evaluation
Are obese or
overweight
Are not
proud of their
community
Do not feel
safe and
secure
Over the next five years,
Coachella could save about
$139.6 million with a coordinated
comprehensive effort

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Item 21.

Blue Zones estimates that without
transformation, the annual
medical and productivity costs
will increase annually by $222
million over the next decade.

Over the next decade, Coachella
will incur a cumulative burden
of $3.1 billion more in medical
costs and $1.4 billion more in lost
workforce productivity.

Everyone Benefits
Cost of Doing Nothing
The current well-being trends for Coachella
create a high price for doing nothing differently
Medical and Productivity Cost Projections Absent Intervention for Ages 18 and Up
Deepen brand equity and differentiate in a
competitive market, accelerate reach, and
expand total media impressions, create trust
and legacy of bettering your community, public
recognition at community events, and national
and regional recognition.

Creating Value for Coachella
Benefits to City and County:
• Boost economic vitality
• Attract new businesses
• Increase property values
• Generate new housing starts
• Attract grants, awards, gifts,
and funding
Benefits to Large Employers:
• Improve productivity
• Lower healthcare costs
• Reduce turnover rates
• Improve employee engagement
and satisfaction
• Attract skilled workforce
Benefits to Health Systems:
• Join with partners to create an accountable community health model
• Position brand as trusted partner for health and well-being with consumers
• Decrease prevalence and incidence of chronic disease
• Lead with innovation to meet highest needs
• Help people live better, longer
Benefits to Non-Profit Organizations:
• Accelerate community reach and awareness
• Attract grants and awards
• Guide Blue Zones work by sitting on
leadership committees
• Position organization as innovator and leader
in community
• Magnify impact by joining inclusive movement
in community
Benefits to Health Insurers:
• Sustainably lower healthcare costs
• Improve employee well-being and productivity
• Improve employee and customer engagement
and satisfaction
• Position company as leader in
preventative health
• Elevate brand perception and media exposure
©2023 Blue Zones, LLC. All Rights Reserved.

Through a Blue Zones Transformation, Coachella has an
opportunity to change not only individual lives but the entire course of health and vitality of the community
today and for future generations.

Medical Productivity Regional Economic
$188.1 Million $282.9 Million $93.0 Million
Over the next decade, the impact of a Blue Zones
Project transformation that includes three designated
transformation areas and county-wide efforts around policy and transformation in schools can result in:

Projected Medical Cost
Savings of $48M
Reductions in projected
workforce lost productivity
of $68.9M over the
next decade
Projected $323 average
annual per capita medical
savings and productivity
improvement value for the
adult population over the
next decade
Approximately $22.7M in
direct and indirect benefits
to the regional economy
Billions of expected positive
media and brand impressions
Additional related follow-on
community grants, gifts,
and investments
Cumulative total value of
over 139 million for Coachella
area
Overall value includes:
$48 million $68.9 million $22.7 million
Improve
Well-Being
Adopt or maintain
healthy behaviors
Reduce healthrelated risks
Optimize care for health
conditions and disease
Increase Total
Economic Value
States
Communities
Payers
Individuals
Reduce Total
Medical Cost
Hospitalizations
Event Rates
Disease Rates
Lifestyle Risks
Increase
Performance
Energy
Engagement
Absence
Work Impairment
Measuring the Impact of Well-Being
Research demonstrates the link between well-being, medical costs, and job performance Any ER Visit
High Claims Cost
Low Intent-to-Stay
Low Supervisor Rating
Any Unscheduled PTO
Any Short Term Disability days
Any Self Report Absence (HPQ)
Low Self Evaluation (HPQ
Mid-High
Mid
Mid-Low
Well Being Level
Low
1 2 3 4 5 6 7
Figure adapted from: Overall Well-Being as a Predictor of Healthcare, Productivity and Retention Outcomes in a Large Employer. Population Health Management, 2013.

Coachella has a number of challenges in the risk profile of the population. Obesity, high blood pressure, and high cholesterol are 95%, 91%, and 75% higher (respectively) as compared to the benchmark MSAs in the U.S. Benchmark v represent the top ten performing communities within the category of comparison.

Additionally, inactivity, poor diet, and tobacco use are all 45%, or more, higher than the benchmark MSAs. Risk prevalence data is reflected in figure A.

A
B
Disease prevalence rates in diabetes, depression and cancer far exceed that of the benchmark MSAs. Notably, by more than 100% for diabetes, as shown in figure B.

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Item 21.

RESOLUTION NO. 2024-08

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COACHELLA,

CALIFORNIA, AUTHORIZING THE CITY OF COACHELLA SPONSORSHIP OF THE

BLUE ZONES PROJECT RIVERSIDE COUNTY INITIATIVE IN THE ANNUAL AMOUNT OF $100,000 FOR THREE (3) YEARS IMPLEMENTED BY RIVERSIDE

UNIVERSITY HEALTH SYSTEM AND AUTHORIZE THE CITY MANAGER TO

EXECUTE THE FUNDING COMMITMENT AGREEMENT
WHEREAS, the Blue Zones, LLC (“Blue Zones”), the City of Coachella (“City”), and Riverside University Health System began conversations about Coachella becoming a Blue Zones Demonstration Community in 2022.

WHEREAS, in an effort to support the citizens of the city of Coachella to live longer, to experience fewer medical issues, to live happy, healthy lives with less stress and with stronger connections, the City of Coachella is entering into a Funding Commitment with Riverside University Health System; and
WHEREAS, Blue Zones are communities that have been identified as having populations that live measurably longer, happier lives with lower rates of chronic diseases and a higher quality of life than the average; and
WHEREAS, the Blue Zones Project began as a New York Times bestseller by National Geographic Fellow Dan Buettner and has evolved into a global movement that is now inspiring Riverside County to make changes so residents live, longer, healthier and happier lives; and WHEREAS, Blue Zones Project seeks to improve the well-being of communities by applying best practices to make the healthy choice the easy choice through built environment, food, and tobacco policy change; environmental changes within worksites, schools, restaurants, grocery stores, and faith/civic organizations; and engagement activities that promote social support for healthy behaviors, volunteering, and purpose.

WHEREAS, Coachella has been chosen as a Blue Zones Demonstration Community, has unique assets and challenges and will be part of the expansion of the Blue Zones Project Riverside County, contributing to the implementation of wellbeing strategies focusing on people, places and policy to achieve Blue Zones Community Certification; and NOW, THEREFORE, BE IT RESOLVED, DETERMINED, AND ORDERED by the City Council of the City of Coachella, as follows:

Section 1. Incorporation of Recitals. The City Council hereby finds and determines that the foregoing Recitals of this Resolution are true and correct and hereby incorporated into this Resolution as though fully set forth herein.

Section 2. The City of Coachella hereby agrees to comply with each and all of the terms, conditions, and limitations imposed by Riverside University Health System Letter of Intent, upon said Sponsorship and the City Manager is hereby authorized and directed to execute any applications, agreements, assurance, extensions, amendments or other documents as may be necessary in connection with acceptance and implementation of said Funding Commitment Agreement.

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Item 21.

Section 3. That the City Manager is authorized to enter into a Sponsorship Agreement between both parties consistent with the intent and form of the draft agreement.

PASSED, APPROVED and ADOPTED this 28hday of February, 2024. ___________________________________
Steven A. Hernandez
Mayor
ATTEST:
___________________________________
Angela Zepeda
City Clerk
APPROVED AS TO FORM:
___________________________________
Carlos Campos
City Attorney

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Item 21.

STATE OF CALIFORNIA

COUNTY OF RIVERSIDE

CITY OF COACHELLA
)
) ss.
)
I HEREBY CERTIFY that the foregoing Resolution No. 2024-08 was duly adopted by the City Council of the City of Coachella at a regular meeting thereof, held on the 28th day of February, 2024, by the following vote of Council:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________________
Delia Granados
Deputy City Clerk

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Item 21.

February 22, 2024
City of Coachella
53-990 Enterprise Way
Coachella, CA 92236
Attn: Dr. Gabriel Martin, City Manager
Re: Funding Commitment for the City of Coachella - Blue Zones Project Sponsorship Dear Dr. Gabriel Martin,
We are pleased to present this non-binding letter of intent (LOI) related to City of Coachella’s commitment to become a sponsor of Blue Zones initiatives for community-led well-being improvement designed to make healthy choices easier through permanent changes across Riverside County, California. The purpose of this LOI is to lay out the proposed scope of Blue Zones work as well as City of Coachella’s commitment related to Blue Zones’ comprehensive initiative that transforms the environments where people live, work, learn, and play to measurably improve community well-being, resilience and economic vitality.

Except for the obligations in Paragraph E, nothing herein shall be binding on the parties.

A. Blue Zones Project Scope and Timeline. Blue Zones proposes to be engaged to implement Blue Zones Project and Blue Zones Activate initiatives across five (5) selected communities within Riverside County, CA. The implementation begins with the Foundation phase for Blue Zones Projects, in which Blue Zones will develop a custom Blueprint for each community, followed by the Transformation phase where each custom Blueprint will be implemented in each community. Blue Zones Activate focuses on igniting transformations through systems change. The timeframes, fees and other details of each community initiative are set forth in the Blue Zones proposal(s). Blue Zones has committed to putting 25% of its fees “at risk” related to project performance and the achievement of key metrics and outcomes (to be mutually agreed by the parties) on all Blue Zones Project initiatives within the Riverside County Blue Zones Initiative, as further set forth in the proposal(s).

B. Funding Amount. The City of Coachella is willing to commit to funding the lump sum of $200,000 for the duration of the project (the “City of Coachella Funding Amount”), to support the City of Coachella which will be contingent upon Blue Zones receiving other community funding of the total project fees.

Payment schedule to be determined by the contracting entity.

C. Funder Role. The City of Coachella will have the right to serve as one of the steering committee organizations of City of Coachella in the Riverside County Blue Zones Initiative and advise on the development of the health improvement model for the transformation Initiative in collaboration with participating community partners and additional sponsors. The City of Coachella shall have the opportunity to join community-specific implementation leadership councils and action committees. The City of Coachella will be acknowledged publicly as a sponsor of applicable Riverside County Blue Zones Initiative, including the use of Sponsor’s logo where appropriate.

E. Publicity. Any public announcement regarding the parties’ relationship and the nature of this letter shall be coordinated between the parties and shall be in a form agreed upon by the parties.

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Item 21.

We are excited to work together and appreciate your support. We look forward to partnering with the City of Coachella to empower the residents of Riverside County to live better, longer.

Sincerely,
Riverside University Health System - Public Health
By: ___________________________
Kim Saruwatari, Director
Blue Zones, LLC
By: ___________________________
Ben R. Leedle Jr, CEO
AGREED AND ACCEPTED:

City of Coachella
By: ___________________________
Name: ________________________
Title: _________________________
Date: _________________________

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Item 21.

ASSESSMENT, READINESS,

AND FEASIBILITY REPORT
City of Coachella
Riverside County, CA
April 2023

Page 369 ends

Item 21.

Thank You
We want to thank Riverside University Health System - Public Health for partnering with us in this assessment. We applaud them in their ongoing commitment to improving well-being in Riverside County by bringing the best innovations to the region. We also want to acknowledge the support of our assessment contributors, who share our vision of a healthier, happier future for Riverside County.

Ben Leedle, CEO Blue Zones
Riverside
County -
Steering
Committee
Executive Director
Reach Out
Diana Fox
Chief Executive Officer
RUHS Medical
Center
Jennifer Cruikshank
CEO
Desert Regional
Medical Center
Michele Finney
Executive Director
Riverside County
Transportation Committee
Anne Mayer
Advisor to Mayor:

Policy and Advocacy
City of Riverside
Edward Coronado
President &
Chief Executive Officer
Community Health Association
Inland Southern Region
Jodie Wingo
Assistant City Manager
City of Riverside
Rafael Guzman
Former CEO
Greater Riverside
Chamber of Commerce
Cindy Roth
Superintendent
Riverside County
Office of Education
Edwin Gomez (Dr.)
Director of Sustainability &
Community Engagement
Palm Springs Convention
& Visitor Center
Lauren Bruggemans
Former Mayor
City of Riverside
Rusty Bailey
Chief of Cardiology
Kaiser Permanente
Columbus Batiste
City Manager
City of Coachella
Gabriel Martin (Dr.)
Chief Strategy Officer
Community Advocacy for
Desert Care Network
Linda Evans
Executive Director
Alianza
Silvia Paz
CEO
Desert Healthcare
District & Foundation
Conrado Barzaga (Dr.)
Former Mayor
City of Palm Springs
Geoff Kors
President
Inland SoCal United
Way, 211+ Connect IE
Lisa Wright
Executive Director
Inland Congregations
United for Change
Tom Dolan
Executive Director
DAP Health
David Brinkman
Chief Executive Officer
Inland Empire
Health Plan (IEHP)
Jarrod McNaughton
Chair & Professor
UC Riverside
Mark Wolfson
Executive Director
Mizell Center
Wes Winter
CEO
Tilden-Coil
Construction
Dayne Brassard
Chief Executive Officer
Riverside County -
Executive Office
Jeff Van Wagenen
President &
Chief Executive Officer
Eisenhower Health
Martin (Marty) Massiello
Assistant CEO
RUHS
Zareh Sarrafian
Thank You
We want to thank Riverside University Health System - Public Health for partnering with us in this assessment. We applaud them in their ongoing commitment to improving well-being in Riverside County by bringing the best innovations to the region. We also want to acknowledge the support of our assessment contributors, who share our vision of a healthier, happier future for Riverside County.

Ben Leedle, CEO Blue Zones

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Item 21.

Activate Coachella - By the Numbers
Activate Coachella Keynote — December 7, 2022

KEYNOTE EVENT COMMUNITY ENGAGEMENT/

SCHOOLS FOCUS GROUPS

POLICY FOCUS GROUPS
36 key community stakeholder
attendees
11 individuals engaged
42 individuals engaged
4 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 5 Table of Contents Table of Contents

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Item 21.

Table of Contents
How to read this report:

The report is divided into the following sections:
• The Executive Summary contains a high-level look at our major findings and recommendations.
• The next section outlines the Blue Zones approach to
community well-being transformation.
• The next three sections provide detailed findings and recommendations for the Policy, Places, and People sectors we explored.
• The last section is the Appendix with additional data, references, policy scans, and other supplemental
information.

This report builds upon what we have learned from Riverside.

It is not exhaustive of what is going on in all these arenas, but an assessment of the feasibility of applying the Blue Zones model to Riverside.

The complete report on Riverside County, including detailed findings and recommendations at the county level, can be found in the Appendix of this report.

Executive Summary ................................................... 8

THE BLUE ZONES MODEL
What is Blue Zones .................................................. 16 Power 9....................................................................17 Life Radius............................................................. 19 What We Do .............................................................. 20 The Blue Zones Approach.............................. 20 Transformation is Possible ..............................24 Value Delivered and Measured......................25
Well-Being Imperative ......................................26

THE STATE OF WELL-BEING IN RIVERSIDE
COUNTY
What is Well-Being? ............................................... 30 The State of Well-Being in Riverside County....32
Well-Being Driver Analysis................................... 48 POLICY
Built Environment .....................................................56 Food Environment................................................... 96 Alcohol........................................................................124 Tobacco ......................................................................143 PLACES
Schools........................................................................148 Worksites ...................................................................162 Restaurants ...............................................................168 Grocery Stores ......................................................... 172 PEOPLE
Civic & Faith-Based Organizations .................. 178

APPENDIX
Riverside County Assessment ...........................188 Built Environment .............................................188 Food Environment...........................................202 Tobacco Policy...................................................214 Worksites ............................................................240 Health Equity.....................................................254 Media ....................................................................266 Value Brief ................................................................270 Meet Our Team........................................................280 6 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 7 Table of Contents Table of Contents

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Item 21.

Agriculture, outdoor recreation, art and culture, and a strong community spirit make Coachella unique.

Coachella is a diverse and vibrant city located in Riverside County, known for its natural beauty and agricultural history.

The city is surrounded by a stunning landscape, including the Santa Rosa and San Jacinto Mountains, the Salton Sea, and several national parks and wilderness areas. This makes the city a popular destination for outdoor enthusiasts, with opportunities for hiking, camping, golfing, and more.

Home to some of the world’s most productive agricultural areas, Coachella is a major producer of citrus, grapes, bell peppers, and 95% of the nation’s dates. Coachella has a diverse population, with 97% of the population being of Latino decent.

This is reflected in the city’s vibrant arts and culture scene, and events like the Mariachi Festival and the Día de los Muertos celebration. The city has invested in public infrastructure and parks, providing residents with a strong sense of place and a variety of community gathering places. Coachella’s unique blend of culture, history, natural beauty, and economic vitality make it a special place to live.

However, like many cities, Coachella also faces challenges such as high rates of food insecurity, financial stress, lack of affordable housing, and limited access to healthy food and healthcare. These challenges mean Coachella is plagued by the same U.S. well-being trends that threaten the health and prosperity of many Americans. According to Gallup, 1 in 2 are struggling with their health, 3 in 4 are obese or overweight, and 3 in 5 experience regular financial stress.

These well-being shortcomings are not only causing needless suffering for the people in Coachella, they are also costing countless billions in lost productivity, absenteeism, and healthcare costs. We estimate that over the next ten years, Riverside County could save about $139 million with a
coordinated comprehensive effort.
*See Appendix for full Value Brief
Executive
Summary
Coachella is a beautiful desert city with a rich
agricultural history and vibrant community.
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Item 21.

Blue Zones brought a team of experts
together during the assessment period,
where we investigated conditions, talked to
local stakeholders, ran focus groups across
sectors, and dove deeply into data. To truly
understand the community and its strengths
and challenges, we try to understand it from
as many angles as we can - from a bird’s
eye view to a data-centric view to close
conversations with residents and neighbors.

This process was the foundation for our
community transformation plan centered
around the Blue Zones philosophy of
making healthy choices easier for everyone
living in Coachella.

The city is plagued by the same U.S. trends that threaten the health and prosperity of many Americans.

According
to Gallup:
1 in 2 Coachella
residents are
struggling with their
health
2 in 5 report they
are not proud of
their community
3 in 5 are experiencing
regular financial stress
For the people of Coachella, everyone needs better
access to the things that measurably improve
well-being, including healthy food, transportation
options, jobs, education, and safe places to gather
with others. Everyone gains from creating a resilient,
prosperous city where all residents have equitable
access to opportunities and can contribute to the
larger community and economy.

The people of Coachella and organizations like the
Riverside University Health System are ready to
jumpstart community transformation. A long-term,
regional collective vision is foundational for success, and will allow the people and organizations working
together to leverage and amplify each other’s
efforts over time.

Blue Zones help communities optimize their human-made surroundings so the healthy choice is not only the easy choice, but at times the unavoidable choice in the places and spaces people spend the most time. We achieve this by improving:

Policy
We’ve aggregated evidence-based policy “menus” that favor healthy food over junk food, walkability over increased traffic, the non-smoker over smokers, and a “sweetspot” for alcohol consumption that allows for a vibrant community with a minimum of misuse. Then, we help the city drive consensus around most feasible and effective policies. Finally, we ensure that the chosen policies are implemented.

Places
We administer a Blue Zones Approval Program that recognizes places that make it easy to help people eat less junk food, move naturally all day, smoke less, build strong social networks, and live out their lives with purpose. In five years, we aim to get 30% of all of the region’s schools, grocery stores, restaurants, and workplaces Blue Zones Approved.

People
Our teams will help 15% of the adult population to optimize their homes for less mindless eating and more natural movement, upgrade their social circle so that they have at least five healthy friends they see regularly, and identify their life purpose and put it to work through volunteering. This perfect storm of healthy nudges and defaults sets people up for success as they move through their day. 10 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 11 Table of Contents Table of Contents

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CRITERIA: Governing Body Support and Continuity
Elected officials and supervisorial representatives who participated demonstrated support for a Blue Zones transformation in Coachella. In a next stage transformation, it will be important to build on this support and engage additional municipal leaders broadly.

CRITERIA: Well-Being Improvement
Key well-being indicators show that there is a high need across Coachella for a well-being transformation effort, such as a Blue Zones Project. This includes higher than average rates of obesity, high blood pressure, diabetes, and depression among other risks when compared to top performing MSA (Metropolitan Statistical Area) communities. By leveraging Blue Zones model for transformation, we believe there is an opportunity to positively impact these, and other, risks and improve well-being for all residents of Coachella.

SCORE:

5.0 SCORE:

4.0 READINESS MEASUREMENT
Readiness is measured on a scale from 1-5 (low to high, respectively) and is a reflection of attendance of key leadership at events or one-on-one meetings, and overall community input during the assessment process.

CRITERIA: Alignment of community’s current initiatives and strategic plans with Blue Zones Both Coachella’s past and current initiatives/strategic plans are in alignment with Blue Zones.

From the past Clinton Health Matters Initiative and Building Healthy Communities Eastern Coachella Valley to the present meaningful work done by Alianza, there is evidence of a strong foundation and effort to improve the health, vitality and opportunities for everyone in the community. Furthermore, the City of Coachella’s General Plan contains many health goals that are also in alignment with Blue Zones. Community leaders identified multiple opportunities for collaboration between Blue Zones and initiatives currently underway across Coachella.

CRITERIA: Leadership Support Across Sectors
Coachella leaders from schools, health care, worksites, civic and non-profit organizations, and human service organizations, demonstrated strong commitment and support for a Blue Zones transformation in Coachella. A number of these leaders attended community presentations and focus groups and were eager to share information and suggestions for alignment with Blue Zones.

SCORE:

4.0 SCORE:

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Item 21.

The Blue Zones
Approach
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Item 21.

What is Blue Zones
The Original Blue Zones
Places where people
live measurably longer,
healthier lives
Power 9®
Though the original blue zones are located
across vastly different parts of the world, their
residents share nine specific traits that lead
to longer, healthier, and happier lives. We call
these the Power 9®.

1. Move Naturally
The world’s longest–lived people
are in environments that nudge
them into moving without thinking
about it.

2. Purpose
Waking up in the morning knowing
your purpose is worth up to seven
years of extra life expectancy.

3. Down Shift
Stress leads to chronic inflammation
and is associated with every major
age–related disease. The world’s
longest–lived people have routines
that shed stress.

4. 80% Rule
“Hara hachi bu”—the Okinawans
say this mantra before meals as
a reminder to stop eating when
80 percent full.

5. Plant Slant
The cornerstone of most
centenarian diets? Beans. They
typically eat meat—mostly pork—
only five times per month.

6. Wine at 5
Moderate drinkers outlive nondrinkers, especially if they share those drinks with friends.

7. Positive Pack
The world’s longest–lived people
chose or were born into social circles
that support healthy behaviors.

8. Loved Ones First
Centenarians put their families
first. They keep aging parents and
grandparents nearby, commit to a life
partner and invest in their children.

9. Belong
Attending faith-based services four
times per month—no matter the
denomination—adds up to 14 years
of life expectancy.
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Blue Zones Mission: We help people live better,
longer by improving their environment.

Blue Zones focuses first on changing the
human-made surroundings and systems
that have such a big impact on our health
instead of focusing on changing individual
behaviors. We take an environmental
approach to improving the health and
well-being of entire communities by
impacting the places and spaces people
live, work, and play.

We focus on the Life Radius®,
the 20-mile radius close to
home where we spend 90%
of our lives.
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Item 21.

What We Do
The Blue Zones Approach
How can we improve all the places and spaces we spend the most time so that the healthy choice is the easiest choice? In our work in communities, we improve the food environment and built environment to increase the availability and accessibility of healthy food and opportunities to walk, bike, and move. To reduce the culture of excessive drinking and the culture of smoking on the population level, we focus on policies to reduce the access and availability of alcohol and tobacco products. To improve the social environment and reduce loneliness, we help people find ways to connect, give back, and find their purpose.

We weave together a set of complementary strategies that are multifaceted and multi-level and target the entire community — we use policy as the biggest lever to create positive change, but we also reach into all the places people live, work, learn, worship and play.

INCREASE HEALTHY

FOOD AND MOVEMENT

OPTIONS

DECREASE

TOBACCO AND

ALCOHOL OPTIONS
We use Gallup’s Well-Being Data to inform our work. Wellbeing includes not just physical health, but also social, financial, community, and career health. You can predict someone’s life expectancy and health status based on their zip code, and this “Zip Code Effect” shows wide health
disparities exist.

These disparities affect well-being and quality of life but also cost billions of dollars in terms of unnecessary healthcare costs and lost productivity. The interconnectedness of our health to that of our neighbors has never been more clear, and we believe that communities can bridge glaring gaps with a community-wide initiative that combines macroscale policies and micro-level grassroots action.

In our work in over 70 communities in America, we’ve
demonstrated a measurable ability to increase levels of physical activity and the consumption of healthy food over junk food. We’ve seen smoking, obesity, and loneliness
decline. We are good at helping people find their purpose and put that purpose to work. All of these factors have a measurable impact on people’s well-being. We work with
the world’s top experts, use the science of well-being, and find deep engagement at the community level. We build a collective vision with people and leaders to drive consensus around policies that will be most effective and feasible in creating a healthier and happier population.

We test rigorously, innovate relentlessly, and
use evidence-strategies to improve health at
a population level. The result is that people
improve their lives and strengthen their
community at the same time.

Community Collaboration
An essential component to Blue Zones is
meeting the community where they are. A Blue
Zones Project is not something that is “done”
to a community, but rather in full collaboration
with the community. From hiring the local
team directly from the community to hosting
design charrettes to dedicated staff specifically
for community engagement, the Blue Zones
process is grounded on collaborating, listening,
and learning from residents, stakeholders, and
leaders within the neighborhoods.
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Item 21.
25% INCREASE
$425M 31% DECREASE
Muscatine, IA
received in grants
in smoking in
Fort Worth, TX
15% DROP
68% DROP
in overweight and obese adults in Beach Cities, CA
in Childhood Obesity
in healthcare spending
over 6 years at NCH
in Florida
54% DECREASE
Fort Worth moved from
185th to 31st healthiest in
the nation since launch of
Blue Zones Project.

Physical activity is
up 16.8 percent since 2014.
$9.9M funding secured for
built environment policies and
infrastructure projects and
$656k secured for community
and school gardens.

Since we began work in 2014, the largest gains in well-being came among those who needed it the most. Neighborhoods and sectors of Fort Worth whose residents showed the highest well-being disparities in 2014 now show the greatest gains in well-being. Higher risk populations have lower health outcomes and higher-than-average rates of healthcare costs; this significant achievement comes at a time when most cities in the U.S. see widening gaps in health disparities.
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Item 21.

Transformation is Possible
In 2009, Blue Zones worked in partnership with the
AARP and the United Health Foundation to apply
the Power 9 principles to Albert Lea, Minnesota.

It worked: After just one year, participants added an estimated 2.9 years to their average lifespan, while health care claims for city workers dropped 49 percent.

Blue Zones has since expanded to 71 communities across the United States and Canada, impacting millions of people.

At Blue Zones, we transform communities. Applying the principles of the world’s longest lived people, we are pioneers in creating big picture change through altering environments — the places where people live, work, learn, and play. Rather than a siloed approach that concentrates on specific challenges, we represent a paradigm shift to a focus on root causes, not just the symptoms. We help reengineer environments and cultures to make the healthy choice the easy choice and measurably improve the well-being of entire populations. “...the biggest healthy living experiment
in America.”
— DALLAS MORNING NEWS
Value Delivered and Measured
Transforming communities takes time, but every step of the way adds value.

Blue Zones rigorously measures this value throughout the entire process so that change is not just felt, but proven. Our work is quantifiable through three levels of meaningful impact:

Reduction in lifestyle risks
Well-being isn’t just an idea. It’s calculable. We measure risk reduction with the Gallup Well-Being Index® and survey elements tied to overall well-being improvement and Blue Zones interventions.

Movement in community prioritized metrics
This isn’t a one-size-fits-all approach. Your community has its own unique challenges and concerns, and a Blue Zones activation is tailored to make them a priority. We work with community leadership to identify and track community-specific metrics utilizing available data sources.

Media interest
Working with Blue Zones is a partnership with a global brand, respected for our pioneering longevity research and groundbreaking work transforming communities in America. Media interest in our work becomes media interest in your work, helping you generate support and secure grant funding for your project.
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Item 21.

Well-Being Imperative
In February of 2021, consulting firm Deloitte
released a new report that predicted healthcare
spending as a percentage of GDP would decelerate
over the next 20 years. They expect healthcare
spending to grow to $8.3 trillion by 2040, which
is $3.5 less than the current federal government
estimate. The discrepancy is what they call a “wellbeing dividend,” or the return on investment for tools, systems, or protocols that help consumers to
take an active role in their health and well-being.”
In January of 2021, the Office of the Surgeon General and the U.S.

Department of Health and Human Services released a Community Health and Economic Prosperity report. The first of its kind, it raises awareness to business leaders of the advantage of investing in community health for the health of their businesses and the health of their economy. It shows that the return on investment in community well-being is economic development which means more prosperity and happiness for individuals, organizations, and the community at large.

By 2040, 60% of healthcare
spending will go to improving
health and well-being.

DELOITTE CONSULTING
60%
The Economy of Well-Being is defined
as the ‘capacity to create a virtuous
circle in which citizens’ well-being
drives economic prosperity, stability
and resilience, and vice-versa.”

ANGEL GURRIA,

OECD SECRETARY GENERAL
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Item 21.

The State of
Well-Being
in Riverside
County
“Our well-being and that of our families and
community is what matters. Creating the best
possible conditions for well-being is not just the
right thing to do philosophically, but it is also
the smart thing to do since happier individuals
are more pro-social, more productive, and live
longer and healthier lives.”
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Item 21.

What is
Well-Being?
Why Does Well-Being Matter?
Our well-being and that of our families and
community is what ultimately matters
Most policy-makers underestimate that creating the
best possible conditions for well-being is not just
the right thing to do philosophically, but that it is
also the smart thing to do since happier individuals
live longer and healthier lives, are more pro-social,
more productive, and also show greater support for
incumbent government leaders.

Well-being is about how we
are doing as individuals and
communities and, in turn, how
that makes us feel about the way
our lives are going.
*Unilever Wall’s 2020 Happiness Research
https://www.unilever.com/Images/walls-manifesto_tcm244-558473_en.pdf A recent large-scale survey shows that over three quarters (78%) of people globally now feel strongly that happiness and well-being should be prioritized over money.*
This demand for change is being championed by the
younger members of our society, with the 25-34-year-old age group representing the highest percentage of responses in favor of change.
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Item 21.

Understanding & Mapping Life
Satisfaction in Riverside County
For this assessment, we teamed up with Oxford
University and Gallup to understand both what
seems to make people in Riverside most happy
and what specific policies are most likely to
increase happiness and life satisfaction. The goal
of this work is to help us identify policies that
are most likely to improve the happiness of the
people of Riverside.

Over the past decade, Gallup has surveyed Americans to determine their life satisfaction and what characteristics most drive that satisfaction. We know from this work that the happiest Americans are socializing more than six to seven hours per day, that people who sleep less than six hours a day are 30% less happy than people who sleep at least eight hours, and that obese people are 11% less happy than similar people of normal weight.

Our experts have analyzed the Gallup Well-Being Data for Riverside County to determine what seems to be most driving life satisfaction and day-today happiness in this community. While health, city, community, safety, and work are all important for happiness everywhere, we are able to discern their relative importance. Knowing this will help policymakers decide what policies should provide the most happiness for RIverside.

The goal of this work is to help
us identify policies that are most
likely to improve the happiness of
the people of Riverside.

The State of
Well-Being
in Riverside
County
The primary measure for wellbeing asks survey respondents to evaluate the quality of their life.

This is normally done by asking respondents to rate their life satisfaction on a scale from 0 to 10. 10 9
8 7
6 5
4 3
2 1
0 Best possible
life for you
Worst possible
life for you
“Please imagine a ladder with steps numbered from zero at the bottom to ten at the top. The top of the ladder represents the best possible life for you and the bottom of the ladder represents the worst possible life for you. On which step of the ladder would you say you personally feel you stand at this time?” Secondary measures for well-being also survey optimism as well as positive and negative emotions.
“On which step do you think you will stand about five years from now? ” “Did you experience the following feelings during a lot of the day yesterday? How about __________?” (well-rested, smile or laugh, enjoyment, etc) “Did you experience the following feelings during a lot of the day yesterday? How about __________?” (physical pain, worry, stress, sadness, etc Survey respondents evaluate their life as follows:
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Item 21.

Data Source Well-Being in Riverside County Optimism in Riverside County 01 Between 2009-18
All data analyses in this report draw
on the Gallup daily poll which ran
between 2009-18
02 N=16,829 surveys
We look at Riverside County as the
main geographic unit of interest in
our principal analyses
03 N=29,082 surveys
We also compare San Bernardino
MSA to Riverside County in some
analyses
Life Satisfaction
Average well-being in Riverside County is 7.02 out of 10.

This is above San Bernardino (6.95), but below average for California (7.09) and the USA (7.07).

Life Satisfaction in 5 Years
Average expected well-being in Riverside County is 7.62 out of 10.

This is slightly below San Bernardino (7.73), California (7.70), but above the USA average (7.56).

San Bernardino Riverside San Bernardino Riverside
0 0 2 4 6 8 10
5 10
PRESENT15
20 25
0 0 2 4 6 8 10
5 10
PRESENT15
20 25
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Item 21.

Well-Being by Gender Positive Emotions by Gender Negative Emotions by Gender Well-Being by Income

5.5 6

6.5 LIFE EVALUATION 7

7.5 8
50 60
70 POSITIVE AFFECT 80
90 100
10 20
30 NEGATIVE AFFECT 40
50 60
WOMEN WOMEN WOMEN UNDER $11,999
$12,000 TO $23,999
$24,000 TO $35,999
$36,000 TO $47,999
MEN MEN MEN $48,000 TO $59,999
$60,000 TO $89,999
$90,000 TO $119,999
$120,000 AND OVER

LIFE EVALUATION

5.5 6

6.5 7

7.5 8
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Item 21.

Optimism by Racial Differences

LIFE EVALUATION

5.5 6

6.5 7

7.5 8

LESS THAN HIGH SCHOOL DIPLOMA WHITE

HIGH SCHOOL DEGREE OR DIPLOMA BLACK

TECHNICAL/VOCATIONAL SCHOOL ASIAN

SOME COLLEGE HISPANIC

COLLEGE GRADUATE

POST GRADUATE WORK OR DEGREE
LIFE IN 5 YEARS

6.5 7

7.5 8

8.5 9
Well-Being by Education Well-Being by Age
18 - 29
30 - 39
40 - 49
50 - 59
60 - 69
70+

LIFE EVALUATION

5.5 6

6.5 7

7.5 8
Optimism by Age LIFE IN 5 YEARS
6 6.5
7 7.5
8 8.5
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Item 21.

Well-Being Over Time
Life Evaluation Over Time LIFE EVALUATION (0-10)
6 2008 2010 2012 2014 2016 2018

6.5 7

7.5 8
Rest of CA
Rest of USA
Riverside
San Bernardino
100
95 90
85 POSITIVE AFFECT (0-100)
80 75
70 2008 2010 2012 2014 2016 2018
55 50
40 35
NEGATIVE AFFECT (0-100)
30 25
20 2008 2010 2012 2014 2016 2018
Positive Emotions Over Time Negative Emotions Over Time Rest of CA Rest of USA Riverside San Bernardino Rest of CA Rest of USA Riverside San Bernardino 40 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 41 Table of Contents Table of Contents

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Item 21.

Mapping Well-Being
Mapping Well-Being in California Mapping Well-Being in Riverside County – San Bernardino MSA

LIFE SATISFACTION

7.31 - 8.83

7.07 - 7.13

6.91 - 6.96

4.86 - 6.72

7.21 - 7.31

7.02 - 7.07

6.83 - 6.91

7.13 - 7.21

6.96 - 7.02

6.72 - 6.83

7.28 - 8.06

7.05 - 7.11

6.82 - 6.88

6.20 - 6.66

7.16 - 7.28

6.97 - 7.05

6.78 - 6.82

7.11 - 7.16

6.88 - 6.97

6.66 - 6.78
LIFE EVALUATION (0-10)
6 2008 2010 2012 2014 2016 2018

6.5 7

7.5 Well-Being Over Time 8
by Age
70+
50 - 59
40 - 49
30 - 39
18 - 29
Optimism Over Time
LIFE IN 5 YEARS

6.5 2008 2010 2012 2014 2016 2018
7 7.5
8 8.5
9 Rest of CA
Riverside
San Bernardino
Rest of USA
60 - 69
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Item 21.

Mapping Well-Being
Mapping Well-Being in Riverside County

LIFE SATISFACTION

7.20 - 8.06

6.89 - 7.03
<10 Respondents

7.14 - 7.20

6.77 - 6.89

7.03 - 7.14

6.32 - 6.77
Mapping Well-Being in Riverside County
ZIP BZ Community Life Sat Life in 5Y Neg Aff Pos Aff Sample ZIP BZ Community Life Sat Life in 5Y Neg Aff Pos Aff Sample 92210 Rest of County 8.06 7.58 0.17 0.93 73 92860 Rest of County 7.02 7.69 0.35 0.80 159 92518 Rest of County 8.00 8.00 0.27 0.92 15 92548 Rest of County 7.02 7.46 0.31 0.85 62 92270 Rest of County 7.82 7.43 0.22 0.90 247 92504 City of Riverside 6.97 7.72 0.36 0.87 369 92211 Rest of County 7.53 7.35 0.24 0.91 368 92881 Corona 6.97 7.86 0.35 0.89 162 92253 Rest of County 7.36 7.46 0.28 0.88 375 92551 Rest of County 6.96 8.35 0.33 0.86 114 92373 Rest of County 7.34 7.75 0.35 0.90 355 92532 Rest of County 6.96 8.07 0.38 0.87 114 92879 Corona 7.28 8.15 0.30 0.86 208 92509 City of Riverside 6.96 7.89 0.33 0.85 399 92260 Rest of County 7.26 7.28 0.25 0.91 358 92234 Palm Springs 6.94 7.29 0.34 0.87 344 92880 Corona 7.24 8.16 0.39 0.87 257 92591 Rest of County 6.92 7.41 0.28 0.87 276 92264 Palm Springs 7.23 7.32 0.31 0.87 264 92544 Rest of County 6.91 7.28 0.34 0.88 391 92590 Rest of County 7.21 7.67 0.36 0.88 47 92596 French Valley 6.89 7.76 0.36 0.89 116 92536 Rest of County 7.20 7.67 0.25 0.87 44 92503 City of Riverside 6.88 7.68 0.36 0.84 467 92549 Rest of County 7.18 7.60 0.30 0.88 61 92571 Rest of County 6.87 8.00 0.36 0.85 164 92508 City of Riverside 7.17 7.83 0.38 0.87 212 92505 City of Riverside 6.87 7.77 0.37 0.90 232 92241 Palm Springs 7.17 7.75 0.33 0.86 76 92882 Corona 6.86 7.71 0.38 0.86 400 92506 City of Riverside 7.16 7.78 0.34 0.89 439 92586 Rest of County 6.84 6.61 0.29 0.85 294 92561 Palm Springs 7.16 7.71 0.26 0.91 36 92585 Rest of County 6.83 7.17 0.33 0.85 111 92276 Rest of County 7.16 7.71 0.28 0.94 71 92507 City of Riverside 6.82 7.86 0.36 0.84 346 92584 Rest of County 7.15 7.81 0.30 0.87 242 92274 Coachella 6.81 7.75 0.33 0.83 88 92203 Rest of County 7.15 7.61 0.33 0.91 208 92240 Palm Springs 6.81 7.81 0.30 0.83 237 92223 Banning 7.15 7.72 0.26 0.87 349 92553 Rest of County 6.81 8.02 0.34 0.81 265 92557 City of Riverside 7.15 7.90 0.33 0.86 298 92501 City of Riverside 6.79 7.75 0.34 0.82 163 92028 Rest of County 7.15 7.44 0.31 0.87 438 92545 Rest of County 6.77 6.72 0.28 0.86 397 92201 Rest of County 7.14 7.66 0.32 0.90 318 92225 Rest of County 6.76 7.62 0.43 0.87 97 92563 French Valley 7.13 7.81 0.34 0.89 379 91752 Rest of County 6.75 7.84 0.34 0.89 151 92587 Rest of County 7.11 7.52 0.30 0.89 143 92583 Rest of County 6.71 7.42 0.30 0.86 206 92236 Coachella 7.10 8.07 0.35 0.85 114 92582 Rest of County 6.71 7.62 0.42 0.81 93 92399 Rest of County 7.10 7.57 0.35 0.87 460 92530 Rest of County 6.71 7.72 0.36 0.84 289 92562 Rest of County 7.09 7.66 0.28 0.88 476 92324 Rest of County 6.63 7.89 0.38 0.83 213 92883 Corona 7.09 7.74 0.32 0.91 176 92570 Mead Valley 6.62 7.76 0.37 0.85 290 92262 Palm Springs 7.08 7.84 0.32 0.86 332 92595 Rest of County 6.52 7.35 0.40 0.84 212 92555 Rest of County 7.08 8.30 0.35 0.88 173 92230 Banning 6.41 7.50 0.39 0.79 18 92254 Rest of County 7.07 6.69 0.26 0.92 51 92567 Rest of County 6.40 7.26 0.32 0.85 60 92592 Rest of County 7.04 7.77 0.35 0.88 484 92539 Rest of County 6.32 7.09 0.33 0.85 41 92320 Rest of County 7.03 7.32 0.30 0.87 84 92543 Rest of County 6.32 7.02 0.36 0.82 291 92220 Banning 7.03 7.47 0.32 0.86 292
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Item 21.

Mapping Positive & Negative Emotions in Riverside County Positive Affect
Negative Affect

89.8 - 93.9

85.7 - 86.8
<10 Respondents

87.9 - 89.8

84.2 - 85.7

86.8 - 87.9

79.4 - 84.2

36.2 - 41.9

31.4 - 33.0
<10 Respondents

34.7 - 36.2

27.9 - 31.4

33.0 - 34.7

17.1 - 27.9
Well-Being-Adjusted Life Years (WELLBYs)
Across Coachella
Calculating WELLBYs
Gives us a single metric
that combines average life
satisfaction with average
life expectancy.

WELLBYs Approach
Thus allows us to
evaluate whether we are
‘adding years to life and
life to years’.

Life Satisfaction Life Expectancy WELLBY’s
Coachella 7.16 84.0 602
Riverside County
Total 7.03 80.0 562
Considering well-being and life expectancy together reveals larger inequalities than considering these variables separately because happier places also tend to be healthier. Average WELLBYs in Coachella of 602 as compared to Riverside County average of 562 and USA average of 547.
For reference, Finland tops the chart of all countries in the world at 638 WELLBYs per person.
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Item 21.

Well-Being Driver
Analysis:

What factors best explain differences
in well-being across people in Riverside
County?
Variable Groupings & Question Wordings
Work
At work, do you get to use your strengths to do what you do best every day, or not?
Are you currently employed?
Does your supervisor always create an environment that is trusting and open, or not?
Does your supervisor at work treat you more like he or she is your boss or your partner?
In the last seven days, I have felt active and productive every day.

Health Status
Do you have any health problems that prevent you from doing any of the things people your age normally can do? During the past 30 days, for about how many days did
poor health keep you from doing your usual activities?
BMI greater than or equal to 30 (derived from height and weight) Have you ever been told by a physician or nurse that you have depression?
Would you say your own health, in general, is ...? (1-5, excellent to poor)
Safety
I always feel safe and secure.
In the city or area where you live, is it easy or not easy to get a safe place to exercise?
City and People
You can’t imagine living in a better community than the one you live in today.
You are proud of your community or the area where you live.
Are you satisfied or dissatisfied with the city or area where you live?
The city or area where you live is a perfect place for you. Approximately, how many minutes does it take you to get from your home to your workplace?
The house or apartment that I live in is ideal for me and my family.
If you were in trouble, do you have relatives or friends you can count on to help you whenever you need them, or not? Someone in your life always encourages you to be healthy. Your friends and family give you positive energy every day.

Health Behaviors
Do you smoke?
In the last seven days, on how many days did you exercise for 30 or more minutes?
In the last seven days, on how many days did you have five or more servings of fruits and vegetables
Did you eat healthy all day yesterday?
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Item 21.

Driver Analysis of Well-Being in Riverside County Driver Analysis of Well-Being in Riverside County by Gender Most notable are the changing drivers of well-being over the life course. The importance of health status rises dramatically with age. The opposite is true for the workplace and city & people variables which are much more important to the well-being of the young.

Categorization of Gallup data variables relevant to Blue Zones interventions.

Methods: variance decomposition and hot-deck imputation RIVERSIDE: POOLED

10.03%
Healthy Behavior

7.00%
Personal Safety

56.06%
Health Status

10.03%
Workplace

15.07%
City & People

12.04%
Healthy Behavior

6.05%
Personal Safety

56.08%
Health Status

9.01%
Workplace

16.03%
City & People

8.05%
Healthy Behavior

8.01%
Personal Safety

56.04%
Health Status

12.01%
Workplace

15.00%
City & People

MEN WOMEN
While health, community, and work are all important for happiness everywhere, we are able to discern their relative importance. For instance, our analysis finds:

Individual health status stands out as the most important driver for life satisfaction with general satisfaction with city and people a contributor to it. Healthy behaviors, personal safety, and work satisfaction are other strong drivers for life satisfaction. 50 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 51 Table of Contents Table of Contents

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Item 21.

Driver Analysis of Well-Being over the Life Course in Riverside County

HEALTH STATUS HEALTHY BEHAVIOR PERSONAL SAFETY WORKSPACE CITY & PEOPLE Age
31 - 59 49.05%

14.00%

19.01%

6.02%

11.02%
Age
60+ 60.02%

17.08%

6.06%

7.04%

8.00%
Age
18 - 30 41.05%

14.50%

18.01%

10.01%

15.08%
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Item 21.

Policy Overview
Optimizing the built environment, the food
environment, and tobacco and alcohol policies is
a high-impact, cost-effective strategy to reduce
chronic disease and increase well-being.

With this approach, individuals can see tangible
transformation taking place in their lives: from the
buildings they work in, to the streets and paths they
use to get around, to the foods they buy and eat.

COACHELLA
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Item 21.

Built Environment
Optimizing built environments can increase physical activity of an entire community by over 30%. It can also enhance the social life of a community by increasing a sense of belonging, ownership, watchfulness, and involvement in one’s community.

COACHELLA
Our built and natural environments have a direct impact on our health. The built environment encompasses the human-made spaces where we live, work, learn, and play, which includes our streets, intersections, buildings, homes, and sidewalks. How well our built and natural environments are integrated is an essential predictor of natural movement, socializing, and downshifting in any community.

This report is meant to be a snapshot in time for local community policy and well-being. The policy team endeavors to explore all policy work that is underway in the community.

This report may not reflect all efforts in which the community is engaged.
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Item 21.

Introduction
In Coachella, there is a depth of community assets
to increase well-being throughout the city. The City
of Coachella is the most eastern community in the
Coachella Valley, and is home to some of the world’s
most productive agricultural areas, and is a major
producer of citrus, grapes, bell peppers, and 95% of
the nation’s dates.

Geographically located at the center of Riverside
County, Coachella is equidistant between the
Orange / San Diego county border to the west and
the Arizona state border to the east. Despite sharing
a name with the world famous Coachella Music
Festival, this event occurs in neighboring Indio and
the City gains little benefit from the event.

Starting as a rail stop along the Southern Pacific Railroad, Coachella’s initial growth was fueled by harvesting dense mesquite trees for lumber to ship to Los Angeles. Identification of a sizable water source in the early 1900s and development of irrigation systems led to an explosion in agricultural activity, drawing large numbers of immigrant laborers, including from Mexico. Coachella today has a population of around 45,000, with almost 97% of residents of Latino descent, and close to 90% of residents speaking Spanish at home.

Much of Coachella scores poorly in various socioeconomic indexes when contrasted with the county average, with
Coachella ranking in the bottom 15th percentile of the Healthy Places Index. Between 1990 and 2020 Coachella’s population increased by 250%, although over the past decade this growth has slowed. Coachella is home to some of the lowest housing prices in the Coachella Valley, and is set to accommodate spillover demand from high demand areas such as Indio,
which is driving a series of new masterplanned communities designed to cater to snowbirds and retirees. To manage the impacts of this growth and improve the quality of life for existing residents, City goals include sustainable and safe transportation, being a walkable and parks-rich city, with public infrastructure, transit-ready places, healthy housing, and a range of housing stock. Implementing this vision will assist Coachella in accurately directing investment to keep existing residents and retain its soul and sense of place.

Coachella’s built environment assessment was completed
through research, observation, and conversations with local leaders. This process was facilitated by the Blue Zones Built Environment Team, who engaged with key stakeholders and conducted windshield and walking tours to assess readiness to improve well-being through more opportunities to move naturally, socialize, and downshift. The Built Environment Team gleaned insights into planning and leadership, existing on-the-ground efforts, and other considerations. Based on our evaluation and supplemented with on-site interviews, and additional research into the policies and practices of Coachella, we believe there are a number of ways to strengthen the region’s built and natural environment. This report summarizes findings, observations, and next step recommendations. It is intended to inform stakeholders and leadership, with the goal of advancing informed and strategic decisions about built environment opportunities and priorities.
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Item 21.

Blue Zones Built Environment Goals
Routine, daily movement and social connection
are central tenets of the Blue Zones principles of a
healthy, engaged lifestyle. This does not necessarily
mean structured exercise or scheduled interactions,
rather, through an environment that is supportive
of walking, bicycling, and social connectedness.

Essential Blue Zones goals for the built environment
include moving naturally, encouraging social
gathering places, completing neighborhoods, and
increasing housing options. Extensive research has
demonstrated that neighborhoods or communities
that have these components have higher rates of
walkability, economic development, vitality, and
greater overall health and safety for residents. Each
of the core Blue Zones built environment goals are
described below.

PROMOTE NATURAL MOVEMENT: A comprehensive and
connected network of pedestrian and bicycle facilities, such as sidewalks and crossings, bicycle lanes, and trails are available to all residents and visitors. Major roads are designed or retrofitted to fully accommodate those
walking and bicycling to access their destinations safely and comfortably. Streets are compact, green, comfortable, and inviting, serving low-speed movement of all. Traditional, wellconnected paths favor walking and biking. Essential to this goal is ensuring the safety, security, and access for people of all ages and abilities. Daily needs are met easiest by walking among mixed use buildings, parks and plazas.

ENCOURAGE SOCIAL GATHERING SPACES: Accessible
areas are integrated into the neighborhood fabric to facilitate and encourage connections between people and places.

Examples include parks, open spaces and community nodes like a plaza or neighborhood square. Sometimes uninviting and nonessential pavement can be transformed into
community amenities.

INCREASE COMPLETE NEIGHBORHOODS: Offer residents
options on where and how to live, work, shop, play, learn, worship, and get around. Destinations and well-connected low speed routes are designed to encourage social connections and reward those who arrive on foot or bike. Benches, shade structures, planters, awnings, water fountains, human scaled lighting, way-finding elements and well-placed quality bicycle parking offer safe, welcoming, comfortable, and appealing surroundings. Buildings provide security by their placement near walkways and transparent window coverage.

INCREASE HOUSING OPTIONS: Providing a range of
housing can increase affordability of neighborhoods
and communities. Missing middle housing, such as
accessory dwelling units, townhomes, duplexes, four
squares, courtyard homes, pocket neighborhoods,
apartments and other housing options traditionally
found in communities are encouraged. Missing middle
housing can also help gently increase density in a
neighborhood, increasing its vitality, sense of community, and opportunities for social connectedness.
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Item 21.

Strengths
The City of Coachella enjoys an engaged and
active leadership that have played a critical role
in the development of key assets that are working
towards creating environments that better
prioritize pedestrians, support natural movement
by foot and bicycle, and offer social gathering
areas. City staff have had repeat success in
accessing grants to fund major investments in
supporting and protecting the local community.

Key essential assets include:

ACTIVE FAMILY-FRIENDLY COMMUNITY: Coachella has been
able to create a sense of place and preserve cultural heritage reflective of the community. Keeping residents at top of mind, the City has included health and wellness in the General Plan, as well as instituted meaningful resiliency and climate change initiatives to ensure the well-being of families that live in Coachella. Measures taken include development of an Active Transportation Plan (2020), planting trees, promoting hydrogen-fueled buses, electric scooters, ride-sharing
initiatives, installing solar panels in residences, and water efficiency projects. All efforts undertaken are informed by the community and undertaken in partnership with the community.

TRAIL NETWORK: Extending from Palm Springs to Coachella, the 40-plus-mile CV Link for bicycle, pedestrian, and lowspeed (up to 25 mph) electric vehicle pathway is funded and under construction. This exceptional asset mostly follows the Whitewater River incorporating existing portions of trail.

The CV Link will provide a transportation and recreation route throughout the Coachella Valley with future expansion planned. Identifying feeder routes for bicycle and pedestrian connections to create protected facilities within Coachella to connect to the trail can increase access and bring this asset closer to residents of all ages.

DOWNTOWN INVESTMENT: In recent years the City has
made a series of major investments in the downtown and
surrounding areas, representing some best practices in
downtown revitalization. These investments include the
Veterans’ Park (2016) the Coachella Branch Library (2018), and extensive remodeling of the Coachella Senior Center (2020) and the Palm View Elementary School (2021). Connectivity between Downtown amenities has been enhanced through
wide sidewalks, mid-block crossings, extensive street lighting, mature trees, landscaping and public art, resulting in strong, inviting, and accessible downtown core. Coachella’s built environment investment in the downtown and immediate
surrounding area is an example of how to get the design details right.

PLACEMAKING: The savvy municipal investments made in
the downtown and citywide have established a placemaking framework that encourages small business opportunity, new jobs, mobility, and sustainability. The various design elements implemented and policies instituted are creating a walkable, vibrant and safe place. A city with a soul and sense of self can add value for retail sales and encourage private investment.

Coachella will need to weigh new development proposals from a full cost accounting perspective including impact to city services, the increase to well-being, economic opportunities generated, and real community benefit for residents.
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Item 21.

Challenges
There are several challenges that could prevent
or hinder Coachella from maximizing or fully
capitalizing on opportunities. During the focus
group meeting, participants shared a number of
challenges that are preventing residents from
fully maximizing the built and natural amenities
Coachella has to offer. This includes: High unemployment and poverty rates Strong demand for affordable housing - a recent affordable housing development saw 4,000
applicants for 108-units, indicating a need for
more affordable housing
Coachella is home to a large student population,
with around 25% of people under 18, with many
leaving to pursue secondary education and
leaving the area. How can Coachella better retain
young talent?
Limited transit options Housing affordability
Coachella’s desert climate leads to frequent days
above 100 degrees with intense sunlight, making
alternative forms of transport less appealing
Funding is challenging Unable to sustain more services Maintenance of new infrastructure is a concern More open space and amenities but fear won’t be able to maintain any of those improvements
Despite a number of well-loved parks, the City is
park poor and many areas lack convenient access
to recreational facilities
The Blue Zones Built Environment team identified
additional challenges, as well:

HOUSING: With more housing, there is greater demand on
City services. Private developers are driving the market and building new homes, with more planned. Some of these efforts include affordable housing. The City coordinates closely with the County Housing Authority on all affordable housing efforts; and while needed, the multifamily low-income housing in the downtown is rental only. This is a broader challenge to provide housing that can build wealth creation.

SAFER STREETS: As identified throughout Riverside County, the default typical street section is 5 lanes for vehicle travel, with overly wide lane widths. Street design standards should be changed in order to better support desired surrounding land uses, the safety of all road users and to retain a neighborhood feel. While there has been significant investment to improve safety and walkability in Coachella, a broader application to the entire street network is needed to effect change for a safer and more people focused built environment.

Neighborhood collectors and residential street width
standards, in particular, need to be reduced and the pavement reallocated. Avenue 51, as an example, could be improved with protected pedestrian refuge in median islands for
safer crossings at uncontrolled intersections and mid-block, reducing the number of travel lanes and lane widths, and tighter radii corners at intersections. These changes improve safety for walking or biking by encouraging reduced travel speeds through built environment improvements that are
people focused.
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Item 21.

Opportunities
Building from these assets, Coachella is teeming
with opportunities to increase well-being.

During our focus group meetings, we heard from
participants on several opportunities. This includes:
Safe routes to school efforts
Want more open space and amenities but fear that they won’t be able to maintain any of those improvements
Introduce a Ciclovia, a car-free festival (see Muevete en Bici - Mexico City)
Coachella can improve their bike infrastructure – there’s good potential, including connections to nearby
communities
Can solar panels be a thing?
There could be a focus on food – to become a
gastronomical destination – there are opportunities for new revenue streams
Need to build anti-displacement measures
Coachella’s transit infrastructure is lacking compared to communities in East Coachella Valley (e.g. Palm Springs) Different in the next five years with the rise of electric bikes?
Excitement at the prospect of the Coachella Valley-San Gorgonio Pass which would link Coachella to Downtown
Los Angeles.
Installing a transportation center/hub
County Housing Authority – City coordinates with them on all affordable housing efforts
Health and Wellness elements in the City’s General Plan CYCLING INFRASTRUCTURE: The community is propelling
the desire for more protected bicycle facilities and paired with the CV Link and successful downtown investment, there are additional quick methods for implementing bicycle facilities.

Updated lane striping on existing pavement on key corridors to reallocate pavement for connectivity from residential to destinations is one of the easiest methods. A minimum width of bicycle lane standard and the practice of using average daily trip data to inform the number of travel lanes can be established. The threshold for a lane reduction from 5 to 3 lanes is typically less than 20,000 to 22,000 vehicle trips per day. Residential streets should also be designed for less than 25 mph with less pavement width. This approach has multiple benefits: less maintenance costs, more land for housing, slower traffic speeds for safer streets, and less need for enforcement.

HOUSING: With over half the land area undeveloped, Coachella has a unique moment-in-time-opportunity to address housing based on local values. To help residents build wealth and incorporate supportive anti-displacement measures, entry level price points for greater homeownership can be more readily achieved with a variety of housing types. Allowing for a variety of housing options also contributes to improved walkability. “Missing middle” housing types such as: accessory dwelling units (ADUs), duplex, triplex, four squares, garden apartments and townhomes should be allowed, in emerging and existing neighborhoods. The City can encourage and incentivize this type of development with streamlined permitting and “off the shelf” design plans to better guide development and manage growth for a more economically stable, sustainable and resilient community. Broader policy could “masterplan” the city to set expectations for developers with an urban design and transportation network. An innovative approach example is Baldwin Park in Orlando, Florida, that redeveloped an 1,100 acre former Naval Base.
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Item 21.

WELLNESS HUB: The City of Coachella is using ARPA funding and other sources to address accessibility and availability of park space and recreation activities, including development of a wellness hub concept. Known as Central Park, this
community driven project will include an “inclusive playground with shade, a splash pad, a multi-purpose pavillion with restrooms, a walking path, botanical/community garden” built with CPTED principals to provide direct lines of sight. While the City is pursuing creative sources of funding whose missions align with this concept, such as an $8.45 million grant from the Statewide Park Development and Community Revitalization Program (SPP), the City should work to ensure accessibility to surrounding developments and beyond through enhancing alternative transportation options and expansion of bike lanes.

This is the type of catalyst project that could improve the wellbeing of entire families and provide a social gathering space.

CAPITALIZE ON CITY INVESTMENTS: In recent years
Coachella has invested tens of millions of dollars into its Downtown, which is starting to attract private development in and around the Downtown core. Numerous apartment
buildings are in the pipeline in and around the Downtown core which will help animate streets, support independent retail and services, and catalyze more development. Coachella should continue efforts to incentivize development downtown and make it an in demand destination to live, work, and play.

CLIMATE ADAPTATIONS: Coachella should incorporate
green infrastructure such as green roofs, walls, rain gardens, and tree planting initiatives to increase sustainability, reduce car dependence, and mitigate the urban heat island effect.

In addition, Coachella can also consider installing shade structures and mature, native trees along bike lanes to provide protection from the intense desert sun, encouraging more people to cycle instead of drive. These shade structures can also incorporate solar panels to generate renewable energy and further increase the city’s sustainability.
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Item 21.

Readiness Acknowledgements
Does the political leadership of the
jurisdiction have a strong willingness to
support Blue Zones efforts?
Are the city’s/region’s decision-makers
on board to change (some) jurisdictional
policies and processes to support a Blue
Zones project?
Are community groups excited about
the possibility of a Blue Zones project
and on board to partner and collaborate
to move a Blue Zone project forward?
Are other community influencers
excited about the potential and willing
to support our work?
A first step after Blue Zones is invited into a
community is to assess readiness. This is an
essential step as a number of communities are
interested in transformation to enable “making
the healthy choice the easy choice.” Specific
to our four policy areas, we seek to answer the
following questions: ????

NAME ORGANIZATION
Adrian Moreno City Associate Planner, City of
Coachella
Andrew Simmons City Engineer, City of
Coachella
Castulo Estrada Water and Sewer, City of
Coachella
Daisy Ramirez Health Education Assistant II,
RUHS Public Health
David Dewegeli Pulte Homes
Fernando Heredia Deacon, Our Lady of Soledad
Parish
Gabriel Martin City Manager, City of
Coachella

NAME ORGANIZATION
Gabriel Perez City Development Services,
City of Coachella
Gayle Hoxter
PH Program Chief III, Nutrition
And Health Promotion, RUHS
Public Health
Maritza Martinez City Public Works Director,
City of Coachella
Miguel Vazquez
Health Equity Urban and
Regional Planner,
RUHS Public Health
Phoebe Seaton Leadership Counsel for
Justice and Accountability
Stan McNaughton KPC Development
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Item 21.

NON-REGULATORY — Creating or changing programs, guidance, or education efforts.

REGULATORY — Creating or changing legally binding standards, rules, or laws, such as zoning codes, ordinances, permitting, or licensing standards.

Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE
Category:

Blue Zones Built Environment Policy Menu
GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)

CATEGORY

LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:

1. Locale has done all that it can and must do to effect the policy.

2. Locale is working on it.

3. Locale has not started or has not conceptualized the policy.

4. Locale is prevented from taking action, by e.g. preemption from state.

Coachella Policy Scan

WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships

PRIORITIZE

WALKING FOR

EVERYONE
M
Adopt or amend complete streets policies to direct specific changes to the design of streets (such as those identified below). For communities without a complete streets policy, adopt one that identifies relevant changes (such as those listed below) and establishes prioritized schedules for implementing those changes.
2 "The first goal for the circulation element of Coachella's master plan is Complete Streets.

Moreover, the Plan Includes Cross-Sections of Streets That Incorporate Complete Streets Elements. The implementation steps for the General Plan include developing a complete streets manual. (See ""05 - Circulation Element (coachella.org),"" on pages 05-5 and 05-7; ""02 - Vision + Guiding Principles (coachella.org),"" on pages 02-9 and 02-11, and ""12 - Implementation Actions (coachella.org),"" on page 12-4.) "
X X X
M Identify critical walking/biking routes in local communities (especially those that connect key community assets such as schools, parks, libraries, and other civic institutions) and schedule capital improvements to complete missing or insufficient sidewalks or paths. 2 The city has a report that includes maps of dangerous intersections, existing and proposed bicycle routes, and other improvements. The same document also includes a section on Safe Routes to School. (See "City of Coachella, California Active Transportation Plan – Transpo Group (usgovcloudapi.net).

X X X X X
M Create a program to place, establish, and maintain street trees in neighborhoods with inadequate tree canopy. 2 There is a street tree ordinance, but it has no such requirement. (See "Chapter 12.24 - Street Trees.") Street trees are required in the planned development District and in the R-S Residential Single-Family Zone. (See "17.38.030 - Design guidelines" and "17.16.030 - Property development standards.")The city did in urban greening project in the Pueblo Viejo downtown district. (See "Coachella to Celebrate New Urban Greening and Conductivity Project – NBC 36 News Palm Springs" and "Urban Greening Grant Program – California Natural Resources Agency.")

X X X X X X X
72 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 73 Table of Contents Table of Contents

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Item 21.

Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)

CATEGORY

LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:

1. Locale has done all that it can and must do to effect the policy.

2. Locale is working on it.

3. Locale has not started or has not conceptualized the policy.

4. Locale is prevented from taking action, by e.g. preemption from state.

Coachella Policy Scan

WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships

PRIORITIZE

WALKING FOR

EVERYONE
L Evaluate the need for traffic calming, reduced travel lane width or number, and reduced pedestrian crossings along critical walking/ biking routes, and provide timely capital improvements to implement findings. 1 Traffic calming is the number two goal in the circulation element of its master plan, and it is also mentioned in the noise element. (See "Slideshow for the Pueblo Viejo Implementation Strategy Plan," Page 05-9;" and "10 - Noise (coachella.org)," page 10-1.) Many of the elements mentioned in the slideshow were completed around the Coachella Veterans Memorial Park and along 6th Street. Looking at cool images, prompted by a Google Street view search, the area around the new Department of Public Social Services building has bulbs and other elements common in traffic calming.

X X X X
M Adopt tactical urbanism strategies to demonstrate easily implementable streetscape changes. 3 Not found. X X X S Require wide sidewalks in commercial areas and places where multi-unit housing and townhouses are prevalent. 2 The standard specifications for the city require that commercial sidewalks be as wide as the parkway, which however, vary in width. (See "Standard Specifications – Public Works" on page

18.)
X X X
M Limit the number and width of curb cuts to preserve continuous and safe sidewalks. 3 Not found. X X X L Remove bans on on-street (parallel) parking on local and collector streets, and on arterials where possible, to help slow traffic and to protect sidewalk users from moving vehicles. 2
The city's Pueblo Viejo Revitalization Plan places parking between pedestrians and traffic. It is diagonal parking, however. (See ""Pueblo Viejo District Plans | Coachella, CA" and "City of Coachella Pueblo Viejo Revitalization Plan: Section II Vision Plan (coachella.org).")

X X X X
S Train key staff, administrators, partners, and consultants on the importance of implementation measures for complete streets. 2 As noted at top, one of the implementation steps for the General Plan is to make a complete streets manual. However, nothing indicating actual training sessions was found. X X X X X 74 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 75 Table of Contents Table of Contents

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Item 21.

Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)

CATEGORY

LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:

1. Locale has done all that it can and must do to effect the policy.

2. Locale is working on it.

3. Locale has not started or has not conceptualized the policy.

4. Locale is prevented from taking action, by e.g. preemption from state.

Coachella Policy Scan

WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships

MAKE IT EASIER TO

WALK TO SCHOOL
M Create a Safe Routes to School Plan that sets priorities for the most important improvements. 1 The Coachella Valley Unified School District has a Safe Routes to School Program. X X X M Implement the Safe Routes to School Plan through capital improvements. 1

1. The website for the city's capital improvement projects mentions that the safe Routes to school program spent $1 million in 2018. (See "Capital Improvement Program (coachella.org).") It seems to have been a one time project
X X X
L Maintain, renovate, and create new neighborhood schools; avoid relocating existing schools to non-walkable locations. 3 Not found. X X X X X

MAKE THE WALK

WELCOMING AND

COMFORTABLE
M Amend zoning regulations to better support the "pedestrian realm" by requiring buildings to be located close to the sidewalk, with sidewalk-facing entries and windows. 3
Not found except in the Pueblo Viejo district planning considers it. (See "Pueblo Viejo District Plans | Coachella, CA" and "City of Coachella Pueblo Viejo Revitalization Plan: Section II Vision Plan (coachella.org).")
X X X
M Create or update street design standards that prioritizes pedestrians and increases pedestrian safety. 2 The city seems to have considered this, but has not yet fully embodied it in policy. The general plan, considers complete streets important. The plan for the Pueblo Viejo area, incorporates such standards. However, these are not found in the general standards for streets.

X X X X X X
S Require street trees be planted when properties are developed or redeveloped. 3 Not found. X X X L Allow awnings and canopies over public sidewalks to provide shade and rain protection for pedestrians. 3 The planning director can require street trees, but this is not explicit in the subdivision regulations. (See "§ 16.28.150 Minimum requirements," at G.) X X X S Require pedestrian-scaled lighting be provided along sidewalks when commercial or multi-unit properties are developed or redeveloped. 3 According to the standard specifications, ornamental lighting can be allowed, but is not required. X X X
S Require street furniture such as trash and recycling receptacles, bike racks, and benches in commercial areas when properties are developed or redeveloped. 3 Not found. X X X
L Create physical buffers between pedestrians and moving cars, using features such as curb extensions, street trees, street furniture, street-level stormwater management, and on-street parking. 2 The city seems to incorporate when it redevelops in the Pueblo Viejo district, but not much elsewhere. See "Traffic calming is the number two goal…," above. X X X 76 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 77 Table of Contents Table of Contents

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Item 21.

Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)

CATEGORY

LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:

1. Locale has done all that it can and must do to effect the policy.

2. Locale is working on it.

3. Locale has not started or has not conceptualized the policy.

4. Locale is prevented from taking action, by e.g. preemption from state.

Coachella Policy Scan

WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships

SUPPORT

MOVEMENT BY

BICYCLE
M Create a bicycle master plan to prioritize new bicycle connections between key community assets. 1 The Active Transportation Plan seems to be this document. (See "City of Coachella, California Active Transportation Plan – Transpo Group (usgovcloudapi.net).") See also "The city has a report that includes maps of dangerous intersections…," above.

X X X
L Invest in bicycle infrastructure such as separated/protected bike lanes and bike/pedestrian trails. 3 The 2021-22 budget included two bicycle facilities improvements, but they were for bicycle lanes on two widening projects. (See "City of Coachella California Budget – Fiscal Year 2021- 2022 (coachella.org).") However, the city seems to be due some funds under a state grant. (See "Clean California: $8M for Coachella Valley bike paths, sidewalks (desertsun.com).") X X X
M Provide bicycle racks in commercial districts, major workplaces, and near civic institutions. 2 These can be found in the Pueblo Viejo district. X X X S Amend zoning to require a minimum amount of bicycle parking in new developments. 2 There is a transportation demand management program that is sometimes required. It can require bicycle parking. (See "Chapter 12.40 - Transportation Demand Management Program" and "§ 12.40.050 - Minimum standards.")
X X X
M Create or enhance community education programs that teach bicycle laws and roadway safety. 2 As noted above at "The Coachella Valley Unified School District has a Safe Routes To School Program…," The Safe Routes to School Program include some safety training. X X X X X

EXTEND THE

RANGE OF PEOPLE

WALKING AND
BIKING
M Create or enhance transit based on community size, e.g., commuter or other van service, express bus, or on-demand bus or van service. 3 Although the system is fairly minimal in the city of Coachella, a number of lines converge in Pueblo Viejo. There does not seem to be a peak of density anywhere in the area, although, this is certainly the center of the community.Otherwise, the main line is along Cesar Chavez Street. (See "Sunline System Map.")

X X X X X X
L Establish a publicly-accessible circulator, especially in places without transit service. 3 There is no circulator. X X X X X X X X 78 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 79 Table of Contents Table of Contents

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Item 21.

Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)

CATEGORY

LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:

1. Locale has done all that it can and must do to effect the policy.

2. Locale is working on it.

3. Locale has not started or has not conceptualized the policy.

4. Locale is prevented from taking action, by e.g. preemption from state.

Coachella Policy Scan

WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships

EXTEND THE

RANGE OF PEOPLE

WALKING AND
BIKING
L Provide more frequent transit service, especially in underserved areas. 3 Buses are infrequent. (See "Route 8 Schedule.") X X X X X X X M Provide all-weather shelters at bus stops. 3 Some new shelters have been implemented recently. X X X X S Provide bicycle racks on all buses. 1 All buses have bike racks. X X X X M Amend regulations that block micro-mobility options on public streets. 1 2022 the city Council approved Bird scooters. (See "Coachella unveiled Bird scooters on Thursday - The Desert Sun.") X X X
S Establish a mobility education program focused on safety for users and nonusers. 3 Not found. X X X X X X CREATE

PARK-ONCE

ENVIRONMENTS
M Amend zoning to locate parking for enhanced walkability, such as prohibiting parking between the front of buildings and the sidewalk. 3 Not found, except that the Pueblo Viejo district planning considers it. (See "Pueblo Viejo District Plans | Coachella, CA" and "City of Coachella Pueblo Viejo Revitalization Plan: Section II Vision Plan (coachella.org).")
X X X
M Add on-street parking spaces that can be shared throughout the day; this can sometimes be accomplished through lane reduction and restriping. 3 Not found. X X X
S Amend zoning to allow off-site and shared parking, instead of requiring all parking to be on-site. 2 Shared parking is permitted with a conditional use permit. (See "17.54.010 - Parking requirements," at G.) X X X
XL Establish a parking management district to coordinate shared parking (instead of requiring a set number of parking spaces for each use at all times). 2 There is a de-facto parking management district. (See "17.54.010 C.1.a. - Parking requirements, exemption near public parking or business within the Sixth Street Downtown Plan.") X X X X X X 80 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 81 Table of Contents Table of Contents

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Item 21.

Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)

CATEGORY

LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:

1. Locale has done all that it can and must do to effect the policy.

2. Locale is working on it.

3. Locale has not started or has not conceptualized the policy.

4. Locale is prevented from taking action, by e.g. preemption from state.

Coachella Policy Scan

WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships

INCREASE

ACCESS TO PARKS

AND OTHER

RECREATION
AREAS
L Provide more playgrounds in neighborhoods parks, especially in underserved areas, using municipal funds or private fundraising efforts. 2 Mapping the city's parks with playgrounds, a lot of areas are far from playgrounds. On the other hand, the Tot Lot at Avenue 53 and Calle Empalme is an excellent example of a micro-park. X X X X X X L Provide paved walkways and benches in neighborhood parks using municipal funds or private fundraising. 2 The city incorporates these features. X X X X X X M Amend school district policy to enable community use of school recreational facilities after hours. 3 There is supposedly a form on the CVUSD website. (See "Public Forms - 2020 Coachella Valley Unified School District (cvusd.us).") X X X
L Prioritize trail network extensions and crossings in capital improvement programs, especially in underserved areas. 2 The city has done planning work, but the city's page about capital improvements only mentions one bike facilities project. The city's 2021-22 budget mentions two bicycle projects and seven sidewalk replacements or constructions; 2020-21 has a bridge and sidewalk extensions around Avenue 50, sidewalks, etc. Most years seem to add something, gradually, but no mention of a network among the projects. Each year, however, does mention that there are funds for pedestrian and bike improvements.

X X X
M Amend existing standards to provide more frequent and smaller parks, e.g., pocket parks, linear parks, neighborhood parks, within neighborhoods (to supplement larger community and regional parks). 2 The city is planning "Central Park" on Avenue 52, but no master plan for parks after 2006. (See "City of Coachella, California Parks & Recreation Master Plan - Draft as of 5-3-06.doc.") That plan was only a draft. (Note that Parks and Recreation are mentioned in the general plan, but they do not get their own section/document. See "More than $25 mil approved to fund parks throughout the Coachella Valley - KESQ.")
X X X
M Create a parks and recreation master plan that evaluates park access and facilities for all neighborhoods. 3 Not found. X X X M Amend comprehensive plans to identify the need for neighborhood and community parks that support active and passive recreation for all residents.

The general plan identifies needs for parks. Calls for a community space fund to gather funds for acquiring and improving parks. It also calls for revising and adopting a Master Parks Plan. (See "12 - Implementation Actions (coachella.org)" on pages 12-8 and 12-9, respectively.) X X X
GOAL: ENCOURAGE SOCIABLE GATHERING PLACES GOAL: ENCOURAGE SOCIABLE GATHERING PLACES 82 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 83 Table of Contents Table of Contents

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Item 21.

Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)

CATEGORY

LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:

1. Locale has done all that it can and must do to effect the policy.

2. Locale is working on it.

3. Locale has not started or has not conceptualized the policy.

4. Locale is prevented from taking action, by e.g. preemption from state.

Coachella Policy Scan

WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships

INCREASE

NEIGHBORHOOD

SPACES FOR

GATHERING
S Amend zoning to allow excess, underutilized parking lots or other spaces to be used for alternative activities such as outdoor dining, farmers' markets, pop-up retail, and similar events. 2
The city has an outdoor dining program and an application for it. The file metadata says that it was created in September 2020. No guidelines for outdoor dining requirements. (See "Slideshow for the Pueblo Viejo Implementation Strategy Plan" and "Outdoor dining program forms (usgovcloudapi.net).")
X X X

ENCOURAGE

GATHERING WITHIN
PUBLIC RIGHTS-OFWAY
S Amend regulations as needed to allow sidewalk dining. 2 See immediately above. X X X S Amend regulations to enable parklets and dining decks in on-street parking spaces. 3 Not found. X X X M Establish outdoor entertainment districts within defined geographic areas and with specific performance standards (such as limited hours of service and number of drinks allowed). 3 Not found. X X X GOAL: ENCOURAGE SOCIABLE GATHERING PLACES GOAL: ENCOURAGE SOCIABLE GATHERING PLACES 84 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 85 Table of Contents Table of Contents

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Item 21.

Level of Effort: SMALL MEDIUM LARGE EXTRA LARGE Category: REGULATORY NON-REGULATORY GOAL: PROMOTE NATURAL MOVEMENT GOAL: PROMOTE NATURAL MOVEMENT ACTION
(Objective)

CATEGORY

LEVEL OF EFFORT
FOCUS (Strategy)
STATUS
Status of strategies:

1. Locale has done all that it can and must do to effect the policy.

2. Locale is working on it.

3. Locale has not started or has not conceptualized the policy.

4. Locale is prevented from taking action, by e.g. preemption from state.

Coachella Policy Scan

WHO WHERE HOW
Municipality
County
State
Non-profit
Organization
Institution
Small Area
Neighborhood
Across the
Municipality
Region
Ordinance
Licensing &
Permitting
Operations
Partnerships

REMOVE ZONING

BARRIERS TO

COMPLETE

NEIGHBORHOODS
M Ensure that dimensional standards in zoning districts are aligned with existing or desired pattern of buildings. 3 Not found. X X X M Amend zoning to allow more mixing of uses within zoning districts, both within buildings and by proximity to other buildings. 3 Not found. X X X L Amend zoning to allow small-scale commercial uses within or along the edge of residential neighborhoods; ensure that on-site parking is not required or is very minimal. 3 Not found. X X X
ENABLE

NEIGHBORHOOD

MAIN STREETS
L Allow on-street parking, especially in and around neighborhood main streets areas. 3 On-street parking is part of the Pueblo Viejo plan and it's allowed on a lot of streets, but it is not well supported in the code. X X X X
M Establish a program to recruit a mix of supportive businesses in neighborhood main streets. 2 A general program to entice businesses to the city exists. (See "Economic Landscape | Coachella, CA (vivacoachella.org).") X X X X X X X
M Encourage the establishment of new local Main Street programs, e.g., a National Main Street Center program. 3 Not found. X X X X X X L Designate existing and potential neighborhood main streets in general plans or zoning regulations. 2 The general plan does this at a high level. It maps numerous "Neighborhood center" areas that would be something like main streets. (See "04 - Land-Use + Community Character (coachella. org)" at page 04-59.)
X X X
REFORM

MUNICIPAL

PARKING

REGULATIONS
L Reduce or eliminate minimum on-site parking requirements. 3 Found in connection with traffic demand management and density bonus and development incentives. The density bonus and development program incentives can be used to reduce parking permits for affordable and senior housing. (See "Chapter 17.88 - Density Bonus and Development Incentives.")
X X X
GOAL: COMPLETE OUR NEIGHBORHOODS GOAL: COMPLETE OUR NEIGHBORHOODS 86 Activate Riverside County - City of Coachella Assessment Report Activate Riverside County - City of Coachella Assessment Report 87 Table of Contents Table of Contents

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Coachella City CouncilFebruary 28, 2024

Coachella City Council
February 28, 2024