Indio City Council
June 18, 2025

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9 Such expenses Shall not exceed the amount of $25,000 per incident unless authorized in writing by CITY.

26. R.E.A.R.S.: REARS is the system that has been developed to perform animal rescue, evacuation, sheltering, care and welfare of domestic and livestock animals within Riverside County during times of disaster or extraordinary emergencies. The REARS Team is dedicated to carrying out the operational tasks of rescuing, evacuating, sheltering and caring for animals during emergencies and is made up of local government animal welfare staff and volunteers trained in animal rescue and emergency animal care. This cadre of trained individuals is supervised, during incidents, by Riverside County Department of Animal Services management staff.

27. Animal Disposal: COUNTY shall prohibit any animal whether dead or alive, which has been impounded, in custody, or in quarantine at the Shelter to be given away, disposed of, traded, sold or in any manner given over to another person, organization or entity for experimentation, regardless of purpose. COUNTY shall be responsible for the disposal of animal remains in its custody or control, subject to applicable State laws.

28. Pet Support Services Program: The COUNTY's Pet Support Program services are activities that go beyond providing housing for dogs and cats and have the effect of keeping pets out of the Shelters and in homes and healthy environments. This strategy allows the COUNTY to manage and reduce the flow of both owned pets and stray animals into their care, which is accomplished by partnering with the community and providing resources and solutions. Through the COUNTY’s pet support services staff provides counseling to pet owners or connects them with resources such as free pet food and supplies, medical vouchers, and other critical resources all intended to help keep pets with their families. This human/pet assistance program is funded almost entirely through donations and grants received by the COUNTY.

This program has reduced the number of surrendered animals admitted to the COUNTY’s care centers to those who have no other opportunity for rehoming. This is reducing the costs that are associated with sheltering cats and dogs.

A. Components of Pet Support Services:

• Community Engagement is key to successfully employing this program, giving the community an opportunity to foster, network animals, facilitate adoptions, and to develop solutions to keep pets with their owners.

• The COUNTY encourages people who have found stray animals to attempt to reunite the pets with their families. The COUNTY also encourages residents to allow free roaming cats to remain where they live, as these are often pets or community cats.

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9 • To reduce the relinquishment of owned pets, the COUNTY will provide resources such as training, food, and supplies, or other support to help keep pets in their homes.

• Public safety and animal welfare are a priority. Animals that pose a safety threat will immediately and safely be admitted by the COUNTY, as will animals that are sick or injured.

29. Healthy Pet Zone: COUNTY aids the public in times of crisis on a case-by-case basis that includes access to veterinary care and temporary boarding. CITY must refer public to COUNTY for program assistance.

30. Individual Animal Licensing Services: Adult dogs four months of age and older are required by State law to have individual licenses. The CITY may request that the Department enforce licensing requirements in the CITY as described in ATTACHMENT A. The CITY may adopt the COUNTY’s fees for individual animal licenses or set its own fees as permitted in ATTACHMENT A.

License renewal notices are mailed or transmitted by the Department to the animal owner of record. The renewal and payment are received and processed on a fee- per-license basis. A current license will be required before an animal will be released to a resident of the CITY. Fees from licenses collected will be credited to the CITY monthly in arrears.

The COUNTY’s animal licensing services include:

a. Issuing animal licenses for pets as requested by the CITY; b. Processing license applications, payments, and information changes; c. Issuing license renewal notices;
d. Assessing and collecting fees, penalties, and other financial remittances; e. Maintaining a database for animal licensing, records of calls for service, and actions taken; and
f. Maintaining the Rabies Vaccination Certificate tool database which scans rabies vaccination data reported by private veterinary clinics to identify unlicensed pets in our jurisdictions and generate compliance notices to pet owners.

31. Kennel and Cattery Licensing: The Department's Kennel and Cattery Licensing program provides staff to perform animal facility inspections and licensing to animal-related businesses or organizations that require a license under COUNTY Ordinance. Animal-related facilities are inspected annually to ensure the safety and well-being of the animals as well as the health and safety of the public.

The COUNTY retains kennel license fees to offset the cost of annual inspections and related

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9 administrative costs. Staff time for licensing and inspections is not billed to the CITY. However, investigations in response to complaints about activities at a licensed location are conducted by Animal Control Officers based in the COUNTY’s animal shelters and are billed in accordance with ATTACHMENT B, City/County Service Rates.

This program includes:

a. Annual inspection of any premise used by an animal-related business or non- profit organization, including grooming shops, pet shops, boarding facilities or breeding facilities, animal menageries, and all other places where animals are maintained for profit or business activities.
b. Follow-up inspections of animal facilities as necessary. c. Collection of license fees to offset the cost of services; and d. Documentation and maintenance of records as necessary.

E. CONTRACT CITY REQUIRED SERVICES

1. Vaccination and Microchip Clinics: California Health and Safety Code Section 121690(f) states that every city and county, "shall provide dog vaccination clinics, or arrange for dog vaccination at clinics." The Department holds periodic low-cost rabies vaccination and microchip clinics at its animal care centers and in the unincorporated areas of the County. Pursuant to this agreement and ATTACHMENT A, CITY shall fund four (4) vaccination and microchip clinics, within the CITY’s jurisdiction, per FY. The following services will be provided by the COUNTY:

a. Providing or assisting in arranging for low-cost vaccinations and microchips; b. Staffing low-cost vaccination and microchip clinics with medical personnel and necessary support staff, subject to availability;
c. Licensing animals vaccinated at the clinic; and
d. Assisting jurisdictions in promoting these community-based clinics.

2. Spay/Neuter Clinics: Pursuant to this agreement and Attachment C, the CITY shall fund x Spay/Neuter clinic(s), within the CITY’s jurisdiction, per FY.

a. To help fund these events the CITY may elect to contribute $5.00 per altered and unaltered dog license to the Spay/Neuter Trust. Participation in the Spay/Neuter Trust will allow the CITY to offer low-cost or free spay/neuter programs for the CITY’s residents who wish to have their pets spayed or neutered. The COUNTY staff will work with the shelter and mobile clinics to assist qualified residents in obtaining spay/neuter services.

F. Records

Upon reasonable notice, the COUNTY will make available to authorized representatives of the CITY, for examination, audit, excerpt, copy, or transcription, any pertinent transaction, activity,

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9 or other record relating to the Agreement. The CITY must ensure such records are handled in a manner consistent with all applicable privacy laws and all laws related to the Public Records Act (Government Code sections 7920.000 et. seq.).

Upon request, the following standard reports are available to the CITY from the COUNTY monthly:

a. Dogs and/or Cats Impounded
b. Animals Returned to Owners
c. Dogs and/or Cats Abandoned
d. Special Admission Dog & Cat
e. Other Animals Impounded
f. Quarantined Dogs and/or Cats
g. Special Admission of Other Animals
h. Private Veterinarian (Outside Medical Expense)
i. Dead Animal Pick Up Requests
j. Types of Calls for Service
k. Location of Admission

In accordance with SECTION III, the COUNTY will provide up to 12 hours of staff time annually for producing special reports to the CITY at no cost. Additional staff time will be charged to the CITY at the current reimbursement rate for applicable staff time.

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ATTACHMENT A

FISCAL YEAR 25/26-27/28 SERVICE REQUEST

FOR THE CITY OF XXXXX

1. Services

The level of animal care center service that the CITY requests and the COUNTY agrees to is (select the options below):

 Field Services

 If CITY elects to provide CITY Animal Control Services, CITY shall agree to have CITY Animal Control Officers trained and implement the return in field program as described in EXHIBIT A – A.8 8. Return of Impounded Animals.

The CITY shall provide the tools necessary to perform these duties. COUNTY shall provide training to CITY personnel for this purpose.

 Shelter Services

CITY’s Animal Services contact information:

Name:

Telephone:

Address:

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2. Field Services
The level of field service that the CITY requests and the COUNTY agrees to:
(select one of the three options below):
a. Standard Service Plan
b. Extended Service Plan (check all applicable boxes below) c. Administrative Compliance (Post Hearing compliance checks)

CITY’s Animal Services Field contact information:

Name:

Telephone:

Address:

Standard Service Plan
COUNTY provides service to the CITY five (5) days/week – Mon.-Fri. – Nine (9) hrs./day
7:30am-5:30pm

COUNTY provides after-hours emergency service.

Extended Service Plan
COUNTY provides service to the CITY five (5) days/week – Mon.-Fri. – Nine (9) hrs./day
7:30am-5:30pm

COUNTY provides after-hours emergency service.

Weekend days and holidays (please identify days and
hours):

Humane Investigations – as needed Included billed hourly.

Administrative Investigations – as needed
(Potentially dangerous/vicious Dogs)
Included billed hourly.

Administrative Compliance (Post Hearing compliance checks)

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3. Animal Licensing
 The CITY agrees to have the COUNTY provide individual animal licensing and has adopted the COUNTY fees outlined Riverside County Ordinance No, 630.

 The CITY agrees to have the COUNTY provide individual animal licensing and has adopted the following license fees (please provide a copy of the applicable ordinance or resolution):

Dog Licenses 1-Year Fee 2-Year Fee 3-Year Fee
Altered Dog
Unaltered Dog
Senior Altered Dog
Cat Licenses (Voluntary) 1-Year Fee
Voluntary Cat

Current license fees adopted by the CITY on , 20

CITY’s Animal Licensing contact information:

Name:

Telephone:

Address:

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4. Outreach and Enforcement Services

Please make a selection for each of the options below:

i. Animal Facility Inspection and Licensing (Costs included in County costs - not billed)
 The CITY requests that the COUNTY license animal-related facilities (including inspection) in the CITY.  No animal facility licensing services - the CITY will conduct its own licensing program for animal-related facilities. (Please provide contact information below.)

CITY’s Animal Facility contact information:

Name:

Telephone:

Address:

A. Vaccination/Microchip/Licensing Clinic(s)

Based on the CITY’s population, the CITY, at the CITY’s expense, shall provide for a minimum of XX vaccination/microchip/Licensing clinic(s) per fiscal year. The CITY requests that the COUNTY provide or assist in arranging for clinics in the CITY, utilizing Department personnel at the applicable rate for staff time.

 The above requirement for CITY to fund Vaccination/Microchip/Licensing Clinic(s) is acknowledged by the CITY

B. Spay/Neuter Clinic(s)

Based on the CITY’s population, the CITY, at the CITY’s expense, shall provide for a minimum of X Spay/Neuter clinic(s) per fiscal year. The CITY requests that the COUNTY provide or assist in arranging clinics in the CITY, utilizing Department personnel at the applicable rate for staff time.

 The requirement above to fund the number of Spay/Neuter Clinic(s) listed above is acknowledged by the CITY

 CITY elects to participate in the Spay/Neuter Trust to allow residents access to low-cost spay/neuter services.

 No participation in the Spay/Neuter Fund.

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5. Enforcement of COUNTY Ordinances

 The CITY agrees to the enforcement of Ordinance No. 630 - Regulating the keeping and control of dogs, cats, and other animals and providing for the control and suppression of rabies with no exceptions.

 The CITY agrees to the enforcement of Ordinance No. 630 - Regulating the keeping and control of dogs, cats, and other animals and providing for the control and suppression of rabies with the following pre-approved exception(s):

(please mark all that apply)

□ Ordinance No. 630 - SECTION 12. - Mandatory Spaying and Neutering. The CITY does not require the spay/neuter of:
o Dogs
o Cats

□ Ordinance No. 630 - SECTION 13. - Mandatory Microchipping. The CITY does not require microchipping of:
o Dogs
o Cats

□ Ordinance No. 630 - SECTION 5. – Number of dogs and cats. The CITY allows for the following maximum number of animals per household:

Dogs
Cats
Total Dogs/Cats

□ Ordinance No. 878 - SECTION 5. – Noisy Animal Complaints. The CITY will conduct CITY noise complaints.

CITY’s Noise Complaint contact information:

Name:

Telephone:

Email:

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6. Requested Additions to COUNTY ORDINANCES

Please list individual municipal code sections requested to be enforced by the COUNTY. (Please ensure your municipal code contains adequate enforcement authority.)

City Code
Number City Code Section Title County
Approved
County Not
Approved

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7. Annual/Amended Service Request Approval

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ATTACHMENT B

COUNTY OF RIVERSIDE DEPARTMENT OF ANIMAL SERVICES

CITY/COUNTY SERVICES RATES

A. Billing Period

These billing rates are effective from July 1, 2025, through June 30, 202X.

B. Billing Rates

Based on CITY’s needs and System Impact
Shelter Services:

Field Services
Additional Administrative Services
Leadership Attendance at meetings in excess of contract allowance
Insert hourly for
Dir./Deputy Dir.

Production of reports in excess of contract allowance Insert Analyst Hourly Animal Control Officer in excess of contract allowance – Investigations/court appearances
Insert Officer hourly
Spay/Neuter Trust
Spay/Neuter Trust $5.00 per animal
License
.

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ATTACHMENT C
Rates Methodology

Cities are financially responsible for the care of animals impounded within the City’s jurisdiction and the County is responsible for the care of animals impounded within the County’s jurisdiction. When a city contracts for services, it can save by sharing resources with the County and other contracted cities.

The existing County/City contract rates model is complex, and administrative staff, county and city, are required to invest a significant amount of time preparing, reviewing, discussing and justifying billing for each of the contract cities, monthly. The current methodology also does not allow the agencies to budget for the cost of shelter services provided since they are based on the incoming animals and length of stay. The unpredictability of these shelter costs can cause a burden on contracting cities, making it hard for them to budget and pay timely. This can also cause a burden on the County in collecting these revenues. It also does not incentivize the agencies to promote animal licensing, spay or neutering of the animals, adoptions or other revenue generating activities within their jurisdictions.

The County has gone away from a per animal methodology for shelter services and developed a “Piece of the Pie” billing methodology, where each city’s contribution is based on its proportional impact to the County shelter system. The impact is calculated using a variety of factors. By distributing costs based on actual usage and demand, this approach ensures fair allocation of expenses while promoting engagement and efficient resource management. Animal Control and Sheltering costs are generally driven by:

Field Services Shelter Services
a. Calls for service a. Average Length of Stay
b. Time to complete a service call b. Number of Impounds c. Staff c. Staff
d. Administration d. Program expenses
e. Support Services e. Administration
f. Population f. Support Services
g. Facilities
h. Population

To simplify the methodology these drivers were categorized into three (3) cost pools:

a. Shelter Costs to house and care for the animals;

b. Animal Control Field Services Costs (as applicable); and

c. Split costs that were allocated between the two primary categories are based on either the ratio of the shelter category costs to field category costs or based on statistics provided by Animal Services for its call center.

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1. SHELTER COSTS DISTRIBUTION

The costs of providing Shelter Services were determined by using three different allocation areas, based on the RCDAS FY 24/25. These allocation areas were weighted based on the impact to shelter resources:

a. Average Impound numbers (number of animals that come into the shelter for each city and the unincorporated areas of the County – Animals/month based on 30 months or the length of the contract if less than 30 months). (30% impact weight)

b. Average Length of stay (LOS) for animals per city and the unincorporated areas of the County – LOS/month based on 30 months or the length of the contract if less than 30 months.
(50% impact weight)

c. On the human population of a city.
(20% impact weight)

Within each of the allocations, spilt costs are included. The cities and the County were assigned a percentage of the cost based on their statistic or number and the ratio to the total.

2. FIELD SERVICES DISTRIBUTION

The costs of providing field services were allocated based on the minimum number of officers required – Officer + Vehicle

a. Total field service costs are divided by the total number of officers to find the annual cost per unit.

b. Overtime, overtime holiday, and vehicle lease are excluded from the total field services costs for cities.

c. Vehicle charges are added per officer vehicle, field leadership vehicle and licensing vehicle.

Only those cities who opt for Animal Control Officer Services will be allocated their piece of the costs. Within each of the allocations, spilt costs are included.

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3. SPLIT SERVICES DISTRIBUTION

These costs consist of Administration, Facilities, and Support, each uniquely supporting either shelter or field operations and were split between Shelter and Field based on the ratio of the budgeted amounts identified as either shelter or field.

By using the piece of pie methodology, with the three different allocation areas, and then weighted based on a city’s impact to shelter resources, cities will be charged for their proportion of the total County animal shelter costs incurred during the fiscal year as illustrated below.

EXAMPLE:

Hypothetical animal sheltering services budge to distribute: $20,000,000

Total Average Impounds weighted @ 30% of costs = $6,000,000 Total Average Kenneling Days weighted @ 50% of total costs = $10,000,000 Total Population weighted @ 20% of costs = $4,000,000

City A has 2.9% of the average total impounds/yr.

City A has 2.5% of the average of Kenneling days/yr.

City A has a population that is 7% of the total served pop. (County + all contract Cities)

City A: (0.029 * $6,000,000) + (0.025 * $10,000,000) + (0.070 * $4,000,000) = $704,000

City A’s future FY cost = $704,000

Payments of $176,000 made quarterly which will be reduced by any licensing revenue

For the contract term. City A’s animal shelter budget shall follow the following three (3) year 4% fixed-rate schedule:

$704,000.00 for fiscal year 2025-2026 (contract year 1) $732,160.00 for fiscal year 2026-2027 (contract year 2) $761,446.40 for fiscal year 2027-2028 (contract year 3)

4. OTHER CONSIDERATIONS
A. Medical Costs

Medical costs (excluding spay/neuter surgeries) provided by the County’s medical staff are included in shelter costs to establish each city and the County’s rate for sheltering and are not billed separately or in addition to that rate. The County reserves the right to send any animal to a private veterinary facility for examination,

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treatment, and/or hospitalization as the County deems necessary in its sole and absolute discretion. All expenses incurred by the County for outside medical services, for animals from a City, will be billed to the City.

B. Billing for “Legal Hold” and Other Shelter Services:

Because the Piece of the Pie Methodology is based on average intakes, Dogs and cats that are housed for a “legal hold” and other shelter services are not billed separately. The length of stay data (from intake to disposition) for each animal will be collected for future contract negotiation purposes and can be available to a city, upon request. Legal hold animals are held in accordance with applicable statutory guidelines, and/or at the sole and absolute discretion of the County based on pending or anticipated criminal, civil, or administrative action.

C. Capital Improvements

Each year this contract is in effect, the County may submit to the contracted cities during the regular budget process a request for any needed capital improvements to the Shelter. Any such request shall include a description of the requested improvements and an estimate of their cost. Contracted cities shall give good faith consideration to each request; however, it is understood that capital improvements are subject to overall city budgetary priorities and funds availability, and a city shall in no event be obligated to contribute to such capital improvements. If an emergency arises relating to Shelter maintenance during the term of this contract, the County shall advise the contracted cities within forty- eight (48) hours so that the cities may decide whether to take appropriate action.

D. Level of Field Service

a. Level of Service Specified. The County shall provide all enforcement services at the minimum level based on an average number of calls to that city.

b. Variation in Level of Service. Variations in the level of service shall be made by amendment as provided for in Section XI of this Agreement, and under the following terms.

i. If City requests an increase in the level of service to be provided under this Agreement, County agrees to provide such increased level of Service as soon as practicable.

ii. The level of service, however, may not be reduced to below the minimum level, as determined by County, required to ensure public and officer safety.

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E. Cost Offsets

A contracted city will receive credit from the County for all applicable redemption fees collected from or on behalf of the owner of an animal that is claimed from the custody of the Department, up to the maximum amount billed to the city for that animal. The Department reserves the right to waive fees when appropriate in the Department's sole and absolute discretion.

A city will not receive any credit for adoption fees (whether paid by an individual or an organization).

F. Revenues
Revenues are applied to reduce the costs for shelter and field services.

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Charges
Annual
Adjustment
7/1/25
thru
12/31/25
1/1/26
thru
6/30/26
7/1/25
thru
6/30/26
Percentage
Increase
7/1/26
thru
6/30/27
Percentage
Increase
7/1/27
thru
6/30/28
Percentage
Increase
Shelter 399,998 117,280 199,999 258,639 458,638 14.66% 634,558 58.64% 751,839 87.96% Field 860,371 0 430,186 451,695 881,881 2.50% 948,559 10.25% 995,987 15.76% Total Charges 1,260,369 117,280 630,185 710,334 1,340,519 1,583,117.25 1,747,826.21 NOTES:

Annual adjustment will only be charged for the last 6 months of FY 25/26, a 50% reduction in FY 25/26 increase.

First six months of FY 25/26 will be based on current new rates metholdology.

Last two years increase is based on full charge from FY25/26 new rates methodology City currently contracts for 3 Animal Control Officers
Any Overtime for ACO's will be chared at 1.5 per hourly charges.

City of Indio
3 year Rate sheet
Sheltering charges to increase by 87.96% at end of three-year period Year ThreeYear TwoYear One Rates

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• Contract Rates Background
• County analyzed two cost recovery options:
 Option A - Cities and County Full Share Total Shelter Costs – Piece of Pie Method  Option B – Baseline Costs for County Operations Removed fromthe Total Shelter Costs, Remaining Costs Distributed Between Contract Cities – Piece of Pie Method 1

Review Agreement for Animal Control Field and Shelter Services with the ...Page 679 of 729 Current City Shelter Contract Rates
• 16 Contract Cities - Blythe, Calimesa, Cathedral City, Coachella, Desert Hot Springs, Eastvale, Hemet, Indian Wells, Indio, Jurupa Valley, La Quinta, Palm Desert, Perris, Rancho Mirage, Riverside & San Jacinto (until FY24/25 SB Cities were included ).
• In 2019 the Board of Supervisors directed RCDAS to review current contract rates and adjust contract rates accordingly.
• FY19/20 Rates increased:
* Charging for dead animal pickup/disposal & wildlife
FY20/21 Rates increased:
* Year one of three yr. increases – $20/day Kenneling day charges FY21/22 Rates increased:
* Year two of three yr. increases – $31.60/day Kenneling day charges FY22/23 Rates increased:
• Year three of three yr. increases – $34.10/day Kenneling day charges FY23/24 Rates not increased
FY24/25 Rates increased:
* SB contracts ended, Carry over charges for animals began being collected & 5% field increase applied 2

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• Currently,16 Cities contract with the County for Sheltering Services, while 10 Cities also contract for Field Services.
• Sheltering costs are driven by: Field Services costs are driven by:
• Average Length of Stay
• Number of Impounds
• Population
• Staff required
• Program expenses
• Administration
• Support Services
• Facilities
• Call volume
• Time required to complete a service call
• Staff required to serve the call volume
• Administration
• Support Services
• Population
3

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• Current Field service allocation allows for:
• A fair an equitable allocation methodology, given the direct nexus to the service of an officer. • Increase 5% for Labor Costs (FY25/26).
• Current Sheltering contract allocation is unpredictable and varies:
• Is billed per kenneling day depending on the animal type and separately accounting for Operations and Maintenance and utilities.
• Causes an administrative burden on City and County Staff. Reconciliation required each month, making it difficult to budget and pay timely.
• Does not allow appropriate cost recovery.
• Focuses on Boarding – But DAS must also enhance life saving programs. 4

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To Continue to Improve Live Outcomes The System Requires Enhanced Life Saving Programs:

1. An increase to Animal Care Staff

2. Enhanced Adoption and Foster Teams

3. Intake to Placement Program Support

4. Media/Marketing Team Expansion
 To realize the above the Department is seeking an increase of 38 positions = $4,565,425 for the additional staff
Intake to Placement Program
1 Animal Services Manager
4 Senior Animal Services Counselors
4 Animal Services Counselors
Media Team Expansion
1 Public Information/Media Specialist
1 Administrative Services Analyst
Animal Care staffing
3 Supervising Animal Services Counselors
9 Animal Services Counselors
1 Administrative Services Analyst
Enhance Foster/Adoption Teams
3 Supervising Animal Services Counselors
10 Animal Services Counselors
1 Administrative Services Analyst
5

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*Average Impounds and Revenues exclude SB Cites (no longer under contract) 6 Average Funding - 2.5 years*
16 Contract Cities

28.08%

71.92%
*Unincorporated
County
$13,939,286
*Contract Cities
Combined
$5,441,446
Unincorporated
County
7,109
Contract Cities
Combined
16,992
Average Annual Impounds Over

2.5 years*

29.50%

70.50%

Review Agreement for Animal Control Field and Shelter Services with the ...Page 684 of 729 Piece of Pie Methodology (MGT)
The cities and the county were then assigned an allocation percentage of the cost based on their statistic or number and the ratio to the total number.

Total Distributed Costs allocations are determined by weighted impacts:

Average
Length of Stay
(LOS)
Average
Impounds
Human
Population
Weighted Impacts
50%
30%
20%
Given the cost impacts &
challenges with Length of Stay:

A 50% allocation was used
7

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Option A – Full Cost Sharing Allocation 38 Positions Added * 33,838 Total (31,470 Dogs & Cats)
8 Full Cost Sharing Allocation FY25/26
Unincorporated
County

45.94%

54.06%
Contract Cities
Combined
Total Impounds* - 2024

30.46%

69.54%
Contract Cities
Combined
23,530
Unincorporated
County
10,308

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FY 24/25
Projected
Budget
FY 25/26
Shelter Costs Difference
%
Increase/Decrease -
FY25/26 vs.

FY24/25 Projected
Unincorporated, none contract,
and former contracts included $15,812,966 $12,911,070 -$2,901,896 -18% Blythe $147,581 $344,831 $197,250 134%
Calimesa $19,826 $60,740 $40,914 206%
Cathedral City $285,594 $548,572 $262,978 92%
Coachella $317,474 $560,668 $243,194 77%
Desert Hot Springs $7,210 $142,011 $134,801 1870%
Eastvale $135,319 $440,785 $305,466 226%
Hemet $895,099 $1,358,808 $463,709 52%
Indian Wells $3,159 $24,974 $21,815 691%
Indio $399,998 $913,193 $513,195 128%
Jurupa Valley $1,402,616 $2,282,795 $880,179 63%
La Quinta $85,016 $263,972 $178,956 210%
Palm Desert $186,286 $330,874 $144,588 78%
Perris $724,596 $1,331,067 $606,471 84%
Rancho Mirage $36,624 $144,297 $107,673 294%
Riverside $2,177,360 $5,188,702 $3,011,342 138%
San Jacinto $655,468 $1,254,893 $599,425 91%
City Contracts Total $7,479,226 $15,191,182 $7,711,956 103% Total Shelter Expenses $23,292,192 $28,102,252
Shelter Distribution - Full Costs Sharing With County & Needed 38 staff 9

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1. There is cost to operate the County’s shelters to support unincorporated areas even if the Cities chose not to contract with the County;

2. Life Saving Programs to would still be needed:

3. Animal kenneling days may even increase, due to reduced adoption pool;

4. Remove baseline costs (those costs that the County would have to pay to meet its obligation to the unincorporated areas).
• Implementing Option A - full cost sharing approach may not be the reasonable option for our city partners, as the rates are substantially higher with a cost sharing model.
• Accounting County Baseline Shelter Costs, a hybrid rate methodo logy, Option B, will be recommended to the Board of Supervisors as:
10

Review Agreement for Animal Control Field and Shelter Services with the ...Page 688 of 729 Option B - County Baseline Allocation with 38 Staff Added Unincorporated
County
10,308
Contract cities
Combined
23,530
Total Impounds* – 2024

30.46%

69.54%
* Does not include San Bernardino Cities
* 33,838 Total (31,470 Dogs & Cats)
11 County Baseline Allocation Option B
County Cities
Combined

44.82%
Unincorporated
County

55.18%
Staff will be recommending option B to the Board of Supervisors

Review Agreement for Animal Control Field and Shelter Services with the ...Page 689 of 729 Recommended Option B - Cost Sharing County Baseline Allocation - 38 Staff Added Agencies
FY 24/25
Projected
Budget
FY 25/26
Shelter Costs Difference
%
Increase/Decrease -
FY25/26 vs.

FY24/25 Projected
Unincorporated, none contract,
and former contracts included $15,812,966 $15,505,884 -$307,082 -2% Blythe $147,581 $285,983 $138,402 94%
Calimesa $19,826 $45,741 $25,915 131%
Cathedral City $285,594 $452,190 $166,596 58%
Coachella $317,474 $474,700 $157,226 50%
Desert Hot Springs $7,210 $108,654 $101,444 1407%
Eastvale $135,319 $342,600 $207,281 153%
Hemet $895,099 $1,100,295 $205,196 23%
Indian Wells $3,159 $18,683 $15,524 491%
Indio $399,998 $751,839 $351,841 88%
Jurupa Valley $1,402,616 $1,874,662 $472,046 34%
La Quinta $85,016 $203,126 $118,110 139%
Palm Desert $186,286 $256,652 $70,366 38%
Perris $724,596 $1,114,579 $389,983 54%
Rancho Mirage $36,624 $120,374 $83,750 229%
Riverside $2,177,360 $4,410,879 $2,233,519 103%
San Jacinto $655,468 $1,035,411 $379,943 58%
City Contracts Total $7,479,226 $12,596,368 $5,117,142
68%
Total Shelter Expenses $23,292,192 $28,102,252
Shelter Distribution - County Baseline Option With 38 Needed Additional Staff 12

Review Agreement for Animal Control Field and Shelter Services with the ...Page 690 of 729 Implementation Approach
13 • Field Labor Rates to be increased 5% for FY25/26, FY26/27 & FY 27/28 • Shelter Rate Increases to be distributed over a three-year phase-in period. • Shelter Increases would begin January 1 st , 2026 – Budget FY25/26 for ½ yr. • Updated Contracts/Facilitation Include:
 Payments to County made Quarterly.
 Reconciliation annually, Based on each city’s LOS/Impounds/Population allocation  Cities will be asked provide Spay/Neuter Clinic(s) in their City  Opt-in to a Spay/Neuter Trust to fund clinic(s)
 Cities will be asked to provide Vaccination/Microchip/Licensing Clinic(s) in their City

Review Agreement for Animal Control Field and Shelter Services with the ...Page 691 of 729 Thank you

Review Agreement for Animal Control Field and Shelter Services with the ...Page 692 of 729 INDIO
Field Services Activity Report

RIVERSIDE COUNTY DEPARTMENT OF ANIMAL SERVICES
07/01/2024 and 05/31/2025
Total
ASSIST 85
ASSIST ACO 27
ASSIST CODE ENF 2
ASSIST FIRE 1
ASSIST FOSTER 1
ASSIST HUMANE AGC 1
ASSIST ONOTIFY 5
ASSIST OTHER 2
ASSIST POLICE 39
ASSIST PUBLIC 45
CHECK TRAP DAILY 3
DEAD 2
DEAD DMSTC 315
DEAD WILD 32
DLVR PAPERWORK 3
DLVR TRAP 5
INV BARK 15
INV BITE 102
INV KENNEL 2
INV POSS 597 125
LEASH LV 1
LICENSE 2
LICENSE PROP CHECK 3
OTHER LIC CHECK 43
OWNED EUTHREQ 1
OWNED OWNSUR 1
PATROL PATROL 9
H:\Reports\Field Services Activity Report by geo.rptPage 12 of 29

Review Agreement for Animal Control Field and Shelter Services with the ... Page 693 of 729 Total
STRAY 3
STRAY AGGRS 136
STRAY CONFINED 102
STRAY HABIT 64
STRAY INJURED 115
STRAY OPEN YARD 20
STRAY ROAM 247
STRAY SICK 58
STRAY TIED 14
WILD 1
WILD AGGRS 12
WILD CONFINED 1
WILD INJURED 55
WILD OPEN YARD 6
WILD ROAM 8
WILD SICK 2
XTRA SERVE 7
YARD CHK 1
YARD CHK ASSESS SIT 2
Total 1,522
H:\Reports\Field Services Activity Report by geo.rptPage 13 of 29

Review Agreement for Animal Control Field and Shelter Services with the ... Page 694 of 729 City of Indio
City Council
June 18, 2025

STAFF REPORT

To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Jonathan Nicks, Assistant City Manager
Conflict: Yes Member: Elaine Holmes
Subject: Adoption of the 2025 - 2030 City of Indio Strategic Plan

RECOMMENDATION:

1. Review and discuss the final draft of the City of Indio's 2025- 2030 Strategic Plan. 2. Adopt and approve the Downtown Destination Strategic Focus Area of the of the 2025-2030 Strategic Plan. 3.

Adopt and approve the City of Indio's Mission Statement; Vision Statement; Core Values; and Strategic Focus areas including Public Safety, Community Well-Being, Economic Opportunity, Organizational Excellence, and Public Infrastructure of the 2025- 2030 Strategic Plan.

BACKGROUND INFORMATION:

The Strategic Plan establishes the City’s vision for the future and sets a roadmap for meeting current and future needs. The City completed the initial 2022-2024 Strategic Plan accomplishing many objectives and achieving several goals. In order to continue this positive momentum, it is important that as an organization the City of Indio remains proactive in establishing new goals and objectives that will carry Indio forward into the next five-year period finishing a century as a City.

In January 2025, the City engaged BerryDunn to facilitate the development of the next Strategic Plan. The BerryDunn team worked with City staff to complete an environmental scan of internal and external influences affecting the organization while also engaging the community in the process.

Community engagement and outreach has included a wide range of stakeholder interviews and focus group meetings, in-person and virtual community forums, as well as online community and employee through shared was process planning strategic Indio’s about Information surveys. email through promoted and website City’s the on posted page pinpoint social centralized notifications, social media, and community events. Over 800 residents and stakeholders engaged in the process with over 430 contributors providing specific feedback throughout the planning process.

The information gathered from each of these sources was presented during a nearly four-hour workshop held with the City Council on April 7, 2025. Based upon the information received during the Workshop on April 7th, the BerryDunn team held another session with the City’s executive leadership and review for plan draft a follow-up to meetings several with along prepare consideration that was presented to the City Council during a regular meeting on May 21, 2025.

After receiving input from the City Council on May 21st, the 2023-2028 Plan includes updates to the City’s Mission and Vision Statements, establishes the core values, strategic priorities, and objectives AGENDA ITEM #9.3
Adoption of the 2025 - 2030 City of Indio Strategic Plan (Jonathan Nicks... Page 695 of 729 for the coming five-year period. Performance measures designed to monitor progress towards the established goals and objectives are also included.

Mission and Vision Statements
A mission statement describes the organization’s purpose or reason for existing. A vision statement defines an organization’s aspirations and desired future state. Based upon the input received from the City Council and leadership team here is the revised Mission and Vision Statements:

 Mission Statement – We provide outstanding public services to enhance the quality of life for residents, visitors, and businesses in our community.  Vision Statement – Indio: The vibrant heart of the desert where we take center stage and experience abundant opportunities to live our best life.

Core Values
The Core Values for the City organization is how we “get stuff done (GSD)” and include our 3Ps:

 Polite: We maintain a friendly attitude, listen and explain with understanding, treat all fairly and respectfully, provide open and honest communication, and ensure our interactions are kind and considerate.
 Professional: We have the skills and qualifications to do our jobs, are good stewards of all the City’s resources, take pride in the quality of our work and getting stuff done, collaborate with partners, continually seek to improve, and understand that every job is important.  Progressive: We provide exceptional public service, discover innovative and efficient ways to achieve our goals, involve the community in decision-making, are creative, and dream boldly to turn our visions into reality.

Strategic Focus Areas and Objectives
Strategic focus areas represent the most important priorities for the organization during the five-year planning period. The strategic focus areas identified in the plan are representative of the feedback provided by the Mayor and City Council following a review of the factors impacting the City identified through the environmental scan and community engagement process.

 Public Safety: Promote a safe and resilient city through proactive policing, community engagement, crime prevention, and collaborative partnerships that empower Indio with the opportunity to thrive.
 Community Well-Being: Promote a sense of belonging for residents and visitors to be participants in the lively and engaged activities, opportunities, and experiences available.  Downtown Destination: Continue progress toward the 20-year vision for Downtown Indio to make a vibrant urban center that builds and integrates community, culture, and commerce.  Economic Opportunity: Promote a thriving economy by creating employment opportunities, increasing City revenue, and attract and retain quality businesses to foster overall economic prosperity.
 Organizational Excellence: Attract and retain a team that is high-performing, resilient, and customer-focused to deliver exceptional public service through innovation, accountability, and continuous improvement.
 Public Infrastructure: Develop and maintain a reliable, safe, sustainable, and cost-effective infrastructure that serves the community’s needs.

The objectives outlined in the Plan are designed to support the vision for the future and fulfill the City’s strategic priorities and goals, with performance measures established to monitor progress.

Adoption of the 2025 - 2030 City of Indio Strategic Plan (Jonathan Nicks... Page 696 of 729 Specific capital and operational projects will be prioritized based upon the City’s adopted Strategic Plan and included within the City’s Operating and Capital Improvement Program budgets.

Next Steps
Following the adoption of the 2025-2030 Plan, staff will work with the BerryDunn team to develop an implementation The objectives. and goals established strategic support to plan action the implementation plan will be integrated within the City’s Operating and Capital Improvement Program budgets.

ATTACHMENTS:

Attachment 1 - City of Indio - Final draft strategic plan 061825

APPROVAL(S):

Jennifer A. Mizrahi, Assistant City Attorney Approved - 06 Jun 2025 Ruby D. Walla, Director of Finance Approved - 08 Jun 2025 Bryan H. Montgomery, City Manager Approved - 09 Jun 2025

Adoption of the 2025 - 2030 City of Indio Strategic Plan (Jonathan Nicks... Page 697 of 729 City of Indio – Final Draft Strategic Plan 1
City of Indio – Final Draft Strategic Plan
June 18, 2025
Mission Statement: how our organization does our work
We provide outstanding public services to enhance the quality of life for residents, visitors, and businesses in our community.

Vision Statement: what we will be in the future
Indio: The vibrant heart of the desert where we take center stage and experience abundant opportunities to live our best life.

Core Values: how we get stuff done
•Polite: We maintain a friendly attitude, listen and explain with understanding, treat all fairly and respectfully, provide open and honest communication, and ensure our interactions are kind and considerate.
•Professional: We have the skills and qualifications to do our jobs, are good stewards of all the City’s resources, take pride in the quality of our work and getting stuff done, collaborate with partners, continually seek to improve, and understand that every job is important. •Progressive: We provide exceptional public service, discover innovative and efficient ways to achieve our goals, involve the community in decision-making, are creative, and dream boldly to turn our visions into reality.

Strategic Focus Area: Public Safety
Goal Statement: Promote a safe and resilient city through proactive policing, community engagement, crime prevention, and collaborative partnerships that empower Indio with the opportunity to thrive.

Objectives

1.Enhance safety to promote and communicate the active role that police, fire, ambulance, and emergency management have in supporting the sense of security throughout our community.

2. Create and maintain walkable sidewalks and trails to connect neighborhoods and communities.

3. Consistent enforcement of City standards through code enforcement, building, and safety to provide a safe, beautiful, and clean community.

4. Provide opportunities for outreach to vulnerable populations to connect to partners and resources and support services to improve their health, safety, and well-being.

5. Provide traffic calming measures to enhance traffic, safety, and walkability.

Adoption of the 2025 - 2030 City of Indio Strategic Plan (Jonathan Nicks... Page 698 of 729 City of Indio – Final Draft Strategic Plan 2

6. Evaluate the level of fire services needed to meet the needs of the community and be fiscally sustainable for the City.

7. Regularly inform the community about emergency management and preparedness to increase awareness.

8. Design and construct the police department headquarters to provide facilities and infrastructure to support staff.

9. Complete the POST study and utilize the evaluation to assess the capabilities of the police department.

10. Utilize technology and data-driven crime analysis to proactively address crime trends.

11. Develop and launch the community traffic control centers to support the police department response.

Performance Measures:

1. Percentage of linear feet of sidewalks

2. Number of short-term rental and temporary permits (new and renewal)

3. Increase in police personnel based on staffing needs with community growth

4. Number of certifications and training of code enforcement and building inspectors

5. Number of contacts and connections to services for vulnerable populations

6. Complete a fire coverage needs study by FY 2026

7. Response time for calls of service

8. Number of calls by service by type

9. Number of calls for service

10. Number of calls for mutual aid

11. Percentage decrease in property and violent crime

12. Number of safety events and programming with the community

13. Number of methods and channels to inform the public about emergency procedures

14. Complete the POST study by September 2025

15. Implement CAD-record management system by FY 2028

16. Develop and launch the community traffic control centers by FY2026

17. Number of public safety trainings completed

18. Number of emergency preparedness drills

19. Number of emergency preparedness classes

20. Number of emergency preparedness participants

21. Data-driven crime analysis that becomes available with new technology Strategic Focus Area: Community Well-being
Goal Statement: Promote a sense of belonging for residents and visitors to be participants in the lively and engaged activities, opportunities, and experiences available.

Objectives

1. Collaborate with partner agencies such as Desert Recreation District (DRD) to enhance programming for intergenerational programming, especially seniors and youth.

2. Ensure parks and green spaces are high-quality, vibrant, and actively utilized to foster community engagement and outdoor activities for all to recreate.

3. Foster intergenerational engagement by connecting all age groups, including senior and teen centers, through quality-of-life activities.

4. Continue to promote and encourage at the Indio Performing Arts Center (IPAC) to support entertainment and educational initiatives in the performing arts.

Adoption of the 2025 - 2030 City of Indio Strategic Plan (Jonathan Nicks... Page 699 of 729 City of Indio – Final Draft Strategic Plan 3

5. Increase use of outdoor facilities through improved access and programming so that residents are more connected, active, and engaged.

6. Organize and manage community events so that people feel more connected, engaged, and proud to participate in Downtown Indio life.

7. Promote activities in public spaces to support access to family-friendly gatherings for residents and visitors.

8. Amplify and diversify communication to enhance community awareness and understanding using print publications, electronic communications, and town hall meetings.

9. Meet with community groups, providers, and school officials to support the mental health and general healthcare access to meet the needs of the community.

10. Expand knowledge and awareness of community services, particularly for our underserved population, to help ensure communication of other services offered by resources partners such as Riverside County, College of the Desert, DRD, and Desert Sands Unified School District.

Performance Measures:

1. Number of parks and recreation programs by the DRD

2. Number of hours to maintain parks green spaces

3. Number of attendees at community events

4. Percentage increase for flagship community events

5. Number of community events

6. Increase communications (print publications, electronic, and town hall meetings)

7. Number of events and programs at IPAC

8. Increase intergenerational programming with combined events at senior center and teen center

9. Host intergenerational recreation and programming activities for all

10. Report quarterly on parks from DRD

11. Report annually on parks from DRD
Strategic Focus Area: Downtown Destination
Goal Statement: Continue progress toward the 20-year vision for Downtown Indio to make a vibrant urban center that builds and integrates community, culture, and commerce.

Objectives:

1. Continue to implement the Downtown Indio development plan to achieve progress toward the 20-year vision.

2. Expand hospitality and lodging opportunities to attract more visitors and strengthen tourism.

3. Increase mixed-use development for Downtown Indio to be a destination for family outings and to provide visitors with unique experience of Indio.

4. Create a range of housing options and diversify housing types to increase options for new and existing residents.

5. Improve the activities and programs in Downtown Indio with offerings throughout multiple times of the day to encourage attraction.

6. Encourage compelling retail and commercial businesses unique to Downtown Indio so that it becomes a vibrant and thriving destination.

7. Provide accessible and multi-model options to encourage people to deliver visitors to the front door of Downtown Indio.

8. Be a welcoming place for people to gather to be a thriving Downtown Indio.

Adoption of the 2025 - 2030 City of Indio Strategic Plan (Jonathan Nicks... Page 700 of 729 City of Indio – Final Draft Strategic Plan 4

9. Celebrate the beautification of Downtown Indio so that it attracts more people and promotes community pride.

10. Create opportunities for entertainment options so that Downtown Indio is a lively destination with options for nightlife activities.

11. Incorporate art in Downtown Indio so that the area is visually vibrant and fosters community identity.

12. Activate Center Stage with events so that it becomes a lively draw for the community and visitors.

Performance Measures:

1. Percentage increase of visitors in Downtown Indio

2. Attract one hotel by December 2030

3. Increase mixed-use development by December 2030

4. Increase number of housing units

5. Increase opportunities for people to spend a few hours in Downtown Indio

6. Increase events, entertainment, and restaurant options throughout the day in the Downtown Indio area

7. Review existing permitting and licensing practices for businesses by FY 2026

8. Number of lane miles in Downtown Indio

9. Number of bike lanes added to Downtown Indio

10. Number of hours a security guard is present to support the feeling of safety

11. Identify plan for city beautification by FY 2026

12. Number of city beautification projects including the addition of physical art pieces

13. Complete shade trees project Downtown Indio by July 2025

14. Increase awareness of opportunities at Center Stage by communicating offerings to all Strategic Focus Area: Economic Opportunity
Goal Statement: Promote a thriving economy by creating employment opportunities, increasing City revenue, and attract and retain quality businesses to foster overall economic prosperity.

Objectives

1. Continue to implement the economic development workplan to meet the goals of economic opportunity in the city.

2. Attract and retain businesses to diversify the City’s business and employment base and create a variety of job types for residents.

3. Facilitate the development of the Highway 111 and Indio Boulevard corridors to provide jobs, increase revenue, and create shopping opportunities.

4. Invest in the shop, eat, stay local program to help businesses.

5. Increase sales tax, transient occupancy tax revenues, and transient occupancy tax (TOT) revenues to help ensure the sustainability of quality City services.

6. Develop a plan for the I-10 auto mall to encourage growth and economic revenue.

7. Provide workforce development opportunities for residents through partnerships and connections with programs through College of the Desert (COD) and Riverside County to encourage an ecosystem for entrepreneurship and innovation.

8. Streamline process for business licenses in the City to encourage and promote a business- friendly environment.

9. Encourage availability of affordable and workforce housing so that there are diverse housing options.

Adoption of the 2025 - 2030 City of Indio Strategic Plan (Jonathan Nicks... Page 701 of 729 City of Indio – Final Draft Strategic Plan 5

10. Promote sustainable buildings and discuss innovative housing solutions to provide housing to a diverse population.

11. Develop a strategy for the City’s remaining available land to ensure the best land use for Indio’s future.

Performance Measures:

1. Reduce percentage of commercial vacancy rate

2. Percentage increase of employment rates

3. Increase sales tax revenues

4. Increase transient occupancy tax revenues

5. Number of events that have sponsorships

6. Develop the I-10 plan by FY 2026

7. Number of changes in the auto mall corridor (beautification, medians, traffic calming, and sign replacements)

8. Draft new signage regulation ordinance by FY 2026

9. Net new business licenses

10. Implement new business license strategies to streamline processes by FY 2027

11. Develop a strategy for the City’s remaining available land by FY 2028

12. Increase in the jobs-to-housing ratio

13. Number of housing units built annually (track by location)

14. Number of housing type and code amendment recommendations Strategic Focus Area: Organizational Excellence
Goal Statement: Attract and retain a team that is high-performing, resilient, and customer-focused to deliver exceptional public service through innovation, accountability, and continuous improvement.

Objectives:

1. Develop and increase training and development of supervisors, managers, and aspiring leaders so that leadership and management skills are enhanced now and in the future.

2. Develop strategies to support employee wellbeing.

3. Create talent pipelines to attract and retain candidates for positions that are challenging to fill.

4. Promote employee engagement and recognition to foster a high-performance culture.

5.Modernize systems and streamline city processes through digitization and automation so that work is efficient and effective in meeting the needs of the community.

6. Create opportunities for cross-department collaboration so that communication is enhanced.

7. Equip staff with the essential vehicles, technology, tools, and resources needed to deliver efficient, effective, and responsive services to the community.

8. Strengthen data governance and analytics capabilities and use data to inform decision-making and improve public transparency.

9. Study emerging AI solutions to evaluate the ability for enhanced city service efficiencies and effectiveness.

10. Maintain fiscal sustainability and help ensure effective financial and budgetary controls to continue public trust in our policies and practices.

11. Enhance procurement practices to continue to be fiscally responsible.

12. Support, train, and engage City committees and commissions so that they make informed recommendations to City Council.

Performance Measures:

Adoption of the 2025 - 2030 City of Indio Strategic Plan (Jonathan Nicks... Page 702 of 729 City of Indio – Final Draft Strategic Plan 6

1. Percentage achieving their documented professional growth objectives

2. Percentage reduction in accidents

3. Percentage reduction workplace violence incidents

4. Percentage reduction workers’ compensation claims

5. Number of employee training programs offered on-site for both personal and professional well- being

6. Number of employees hired as interns, fellows, cadets and apprentices

7. Percentage of staff who report a positive work experience

8. Number of employee engagement activities

9. Turnover rate: voluntary and involuntary

10. Employee engagement score measured biennially

11. Percent of department budget verses actual variances (baseline at less than 3%)

12. ACFR complete by no later than December 31 annually

13. Percentage of procurements completed within budget

14. Number of staff at procurement trainings

15. Number of digital and software solutions to improve efficiency implemented per year

16. Percentage of implemented data governance policies and data inventories

17. Number of City initiatives, policies, or projects that explicitly reference data analysis or evidence-based decision-making per FY

18. Number of AI-related pilots or feasibility studies completed annually

19. Percentage improvement in processing time, cost savings, or service delivery metrics resulting from implemented AI pilots
Strategic Focus Area: Public Infrastructure
Goal Statement: Develop and maintain a reliable, safe, sustainable, and cost-effective infrastructure that serves the community’s needs.

Objectives

1. Address aging infrastructure and facilities by implementing improvements to ensure safety, reliability, and efficiency for the community.

2. Maintain the pavement management system to provide safe roads and good driving conditions.

3. Implement the plans for the Indio Transportation Center as a partner in the region to support City growth.

4. Promote the CV Link and implement Americans with Disabilities Act plan to provide safe and accessible pathways and buildings and encourage pedestrian accessibility and walkability throughout the City.

5. Enhance parks and parkways utilization by maintaining clean, safe, and welcoming parks through effective maintenance, security measures, and custodial services.

6. Build new electric substations with the capacity to support city economic development.

7. Complete the construction of fiber optic infrastructure to enhance broadband access and reliability for residents and businesses.

8. Enhance tree canopy to promote city walkability.

9. Meet State and federal water quality regulations to ensure water safety.

10. Maintain water standards and sustainability through Indio Water Authority by incentivizing the use of natural landscapes and native plants.

Performance Measures:

1. Number of infrastructure projects completed

Adoption of the 2025 - 2030 City of Indio Strategic Plan (Jonathan Nicks... Page 703 of 729 City of Indio – Final Draft Strategic Plan 7
a) Address Monroe Street project funding gap by March 2026 b) Construct the Monroe Street interchange by FY 2030
c) Complete Ave 44 Bridge improvements by FY 2030
d) Complete Jackson St. Shade Walk improvements by FY 2030 e) Complete Jackson St./Ave 50 improvements by FY 2030
f) Implement infrastructure changes for the water system through the 2019 Water Master Plan Update

2. Number of facilities projects completed

1. Complete Phase 1 of the Sports park by December 2025

2. Complete the Indio Lights Golf Course clubhouse by December 2025

3. Complete construction of new City Hall by December 2025

4. Secure funding for Phase 2 of the Sports Park by December of 2027

5. Complete Civic Center improvements by FY 2026

6. Construct a new police department headquarters by December 2028

3. Maintain the pavement management system (PCI number)

4. Secure 80% of the funding for the Indio Transportation Center by 2030

5. Number of promotions of the CV link

6. Increase electric capacity by 150MVA of capacity by FY 2030

7. Complete the construction of fiber optic infrastructure by December 2026

8. Secure an active partner to run the fiber optic network by November 2026

9. Percentage of a high-speed broadband internet service to unserved/underserved areas as defined by the California Public Utilities Commission (CPUC)

10. Continue to maintain being a Tree City

11. Percentage of water quality standards met

12. Percentage increase of water treatment grant funding grant funding

13. Percentage of progress toward the completion of the Americans with Disabilities Act plan (at 30% – 40% as a baseline)

14. Increase the use of natural landscapes and plants for water sustainability

15. Number of fleet upgrades

16. Response times improving for maintenance requests

Adoption of the 2025 - 2030 City of Indio Strategic Plan (Jonathan Nicks... Page 704 of 729 City of Indio
City Council
June 18, 2025

STAFF REPORT

To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Jonathan Nicks, Assistant City Manager
Subject: Public Hearing to Consider Adoption of Resolution No. 10499 of the City Council of the City of Indio Approving the Solid Waste Rate Adjustments in the Amounts as Provided in Exhibit A to the Resolution; and Declaring that No Majority Protest Exists.

RECOMMENDATION:

It is recommended that after the close of the public hearing, and after determining that a majority protest does not exist, the City Council adopt Resolution 10499 – Approving the Solid Waste Rate Adjustments in the Amounts as Provided in Exhibit A to the Resolution and formally declaring that a majority protest does not exist.

SUMMARY:

In 2022, the City Council approved a Franchise Hauler Agreement with Burrtec Waste and Recycling Services, LLC.; which outlines annual allowable rate adjustments. This year, the rate increase for residential tax rolls service would increase $1.41 from $24.97 to $26.38 per month for trash, recycling and organics collection. The rate for a commercial facility with a 3-yard bin picked up once a week would increase $3.86 from $143.95 to $147.81 per month.

BACKGROUND INFORMATION:

In 2022, the City Council approved a Franchise Hauler Agreement with Burrtec Waste and Recycling Services, LLC. The Agreement outlines annual rate adjustments that account for inflation and disposal costs and are necessary to maintain service levels. Inflation adjustments are calculated according to the Producer Price Index (PPI) and this year the increase is 0.88 percent.

Disposal costs increased and a per-ton fee to support the local conservation efforts developed in the Multi Species Habitat Conservation Plan (MSHCP) has been reinstated. Services include weekly pick-up of three bins; waste, recycling and organics and special services including bulky item pick of up to four items per week. The proposed rate adjustments would become effective July 1, 2025, and all adjustments are in accordance with the Franchise Hauler Agreement. The full rate adjustments are included in the resolution.

Written notices were sent out to the property owners or tenants who are charged with receiving service notifying them o this hearing and their right to protest the waste rate adjustment, allowing more than 45 days prior to the hearing. The notice was in writing and stated all of the following:

a. the amount of the Water Rate Adjustments proposed to be imposed upon each parcel; b. the basis upon which the amount of the Water Rate Adjustments was calculated; c. the reason for the Waste Rate Adjustments; and
AGENDA ITEM #10.1
Resolution No. 10499, approving the Solid Waste Rate Adjustments in the ... Page 705 of 729 d. the date, time, and location of a public hearing on the Water Rate Adjustment; and that e. each property owner has the right to submit a protest against the Waste Rate Adjustments, either in writing or orally, to the City Clerk no later than the conclusion of the Public Hearing on June 18, 2025.

The City has complied with the notice, protest, and hearing requirements of Proposition 218 with respect to the Waste Rate Adjustment.

ATTACHMENTS:

Resolution 10499

APPROVAL(S):

Jennifer A. Mizrahi, Assistant City Attorney Approved - 11 Jun 2025 Ruby D. Walla, Director of Finance Approved - 12 Jun 2025 Bryan H. Montgomery, City Manager Approved - 12 Jun 2025

Resolution No. 10499, approving the Solid Waste Rate Adjustments in the ... Page 706 of 729 RESOLUTION NO. 10499 OF THE CITY COUNCIL OF THE CITY OF INDIO

APPROVING THE INCREASES TO THE SOLID WASTE RATES IN THE AMOUNTS AS PROVIDED IN EXHIBIT A; AND DECLARING THAT NO

MAJORITY PROTEST EXISTS
WHEREAS, the City of Indio (“City”), through its agreement with Burrtec provides solid waste and trash service to residents and businesses within its service area; and
WHEREAS, the City in connection with Burrtec is responsible for maintaining a reliable, high-quality solid waste and trash collection and disposal services; and
WHEREAS, the City, along with Burrtec, periodically evaluate its solid waste rates, especially those that are passed through ensuring rates are equitable, proportional, and sufficient to recover the costs associated with providing solid waste and disposal service; and
WHEREAS, the City has determined that in order to provide effective solid waste services, certain pass-through fees must be increased (“Proposed Solid Waste Fee Increases”); and
WHEREAS, the reasons for the Proposed Solid Waste Fee Increases are as follows:
a. Disposal Costs. The current adjustment includes increased disposal costs. The City is a member of the Coachella Valley Association of Governments (“CVAG”), which is subject to the Multiple Species Habitat Conservation Plan (MSHCP) that works to conserve local plant and animal species. The MSHCP relies on tipping fees as a critical revenue source to support conservation efforts. Pursuant to the MSHCP, the County of Riverside collects $1 per ton for all in-county waste deposited in County landfills (“Tipping Fee”). The City has a contractual obligation to collect the Tipping Fee. The below section from the MSHCP Plan shows that the City is required to collect the Tipping Fee:

A)5.2.1.2 Fees on the Importation of Waste into Landfills and Transfer Stations (Conservation Trust Fund) (Final Major Amendment to the CVMSHCP – August 2016)
The County collects $1 per ton for all in-county waste
deposited in County landfills. The funds are deposited in a Conservation Trust Fund. Based on tonnage generated in
the Plan Area, the annual revenue from this is projected to be $575,000 in 2006 based on a Waste Tonnage Chart
provided by the Riverside County Waste Resources
Management District. That chart indicates a waste stream of 1,515 tons per day for the Coachella Valley in 2001, and

Resolution No. 10499, approving the Solid Waste Rate Adjustments in the ... Page 707 of 729 assumes six days a week, or 312 days annually, of
operations. County Waste projects that the tonnage, and hence the annual revenue, will increase at a rate of 4% annually thereafter. It is projected that funds from this source will be needed through Year 71 of Plan implementation. The total revenue in that period would be $227,604,000, as
shown in Table 5-2b.

The City is obligated to remit collected funds to the Coachella Valley Conservation Commission (CVCC). The funds collected are deposited in a Conservation Trust Fund by CVCC. The Tipping Fee is estimated to result in a cost increase of $0.10 cents per month per bill and is included in the Proposed Solid Waste Fee Increases.

Beginning July 1, 2026, and each July 1 through 2029, the rates may be adjusted for increased costs associated with disposal, not to exceed 12%. b. Producer Price Index (“PPI”). The current adjustment includes a

0.88% adjustment for inflation pursuant to the PPI.

Beginning July 1, 2026, and each July 1 through 2029, the rates may be adjusted for inflation pursuant to the PPI, not to exceed 5%.

WHEREAS, the Proposed Solid Waste Fee Increases to be imposed are set forth in Exhibit “A” of this Resolution, which has both the current fees and the Proposed Solid Waste Fees; and

WHEREAS, a public hearing was scheduled for June 18, 2025, at which the City Council is in fact considering all written protests and public testimony before taking final action on the Proposed Solid Waste Fee Increases; and WHEREAS, the Proposed Solid Waste Fee Increases are designed to ensure fairness and compliance with Proposition 218. Pursuant to proposition 218, the City Council makes all of the following findings:
a. The revenues derived from the Solid Waste Fee Increases shall not exceed the funds required to provide the property related services.
b. The revenues derived from the Solid Waste Fee Increases shall not be used for any purpose other than that for which the proposed fee is imposed.
c. The amount of the Solid Waste Fee Increases per parcel shall not exceed the proportional cost of the service attributable to the parcel.
d. The Solid Waste Fee Increases will be actually used or it shall be immediately available for use.

Resolution No. 10499, approving the Solid Waste Rate Adjustments in the ... Page 708 of 729 e. The Solid Waste Fee Increases will not be used for general governmental services, including police, fire, ambulance, or library services; and
WHEREAS, pursuant to Section 6, of Article XIII(D), on May 2, 2025, 28,792 written notices were sent out to the property owners or tenants who are charged with receiving service notifying them of this hearing and their right to protest the Proposed Solid Waste Fee Increases, allowing more than 45 days prior to the hearing. The notice was in writing and stated all of the following:
a. the amount of the Solid Waste Fee Increases proposed to be imposed upon each parcel; and
b. the basis upon which the amount of the Solid Waste Fee Increases were calculated; and
c. the reason for the Solid Waste Fee Increases; and
d. the date, time, and location of a public hearing on the Proposed Solid Waste Fees; and that
e. each property owner has the right to submit a protest against the Solid Waste Fee Increases, either in writing or orally, to the City Clerk no later than the conclusion of the Public Hearing on June 18, 2025; and
WHEREAS, on May 2, 2025, the City mailed written notices of the proposed Solid Waste Fee Increases to all affected property owners and tenants at least 45 days prior to the scheduled public hearing; and WHEREAS, on June 4, 2025, proper notice was placed in the Desert Sun newspaper of this hearing; and
WHEREAS, the City has complied with the notice, protest, and hearing requirements of Proposition 218 with respect to the Solid Waste Fee Increases; and
WHEREAS, on June 18, 2025, the City Council conducted the Public Hearing in the manner required by law and heard and considered all objections and protests to the Proposed Solid Waste Fee Increases; and WHEREAS, at the close of the public hearing ____ oppositions were received; and
WHEREAS, the protests submitted in opposition were not greater than the majority of the parcels subject to the Solid Waste Fee Increases; and WHEREAS, a majority protest does not exist; and
WHEREAS, having a resolution establishing solid waste rates is in the best interest of the public health, safety, and welfare.

Resolution No. 10499, approving the Solid Waste Rate Adjustments in the ... Page 709 of 729

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. RECITALS
The recitals are incorporated.

Section 2. SETTING OF RATES
The Solid Waste Fee Increases to be imposed are attached hereto as set forth in Exhibit “A” of this Resolution, (which Exhibit A has both the current fees and the Solid Waste Fee Increases Adjustments).

Section 3. SEVERABILITY
That, should any provision, section, paragraph, sentence or word of this Resolution be rendered or declared invalid by any final court action in a court of competent jurisdiction or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences or words of this Resolution as hereby adopted shall remain in full force and effect.

Section 4. REPEAL OF CONFLICTING PROVISIONS
That all the provisions of the Municipal Code as heretofore adopted by the City of Indio that are in conflict with the provisions of this Resolution are hereby repealed.

Section 5. EFFECTIVE DATE
That this Resolution shall be effective immediately.

Section 6. CERTIFICATION
That the City Clerk shall certify to the passage of this Resolution and shall cause the same to be published according to law.

PASSED AND ADOPTED by the City Council of the City of Indio at a regular meeting held on June 18, 2025, by the following vote:

AYES:

NOES:

Resolution No. 10499, approving the Solid Waste Rate Adjustments in the ... Page 710 of 729 ABSENT:

ABSTAIN:

ATTEST: APPROVED:
__________________________________ ________________
Cynthia Hernandez, City Clerk Glenn Miller, Mayor
APPROVED AS TO FORM:
__________________________________
Steven Pacifico Graham, City Attorney

Resolution No. 10499, approving the Solid Waste Rate Adjustments in the ... Page 711 of 729

EXHIBIT A

MAXIMUM PERMISSIBLE SERVICE RATES

TABLE OF SOLID WASTE RATES
EFFECTIVE JULY 1, 2025
Residential Service Tax
Roll
Current Rate Proposed Rate
Curbside $24.97 $26.38
Yard Service $17.64 $17.80
Additional Cart $11.93 $13.24
Residential Service Direct
Bill
Current Rate Proposed Rate
Curbside $30.48 $31.94
Yard Service $17.64 $17.80
Additional Cart $$11.93 $13.24
Commercial Trash Current Rate Proposed Rate
3 yard 1 x per week $143.95 $147.81
3 yard 2 x per week $278.11 $285.67
3 yard 3 x per week $406.41 $417.63
Commercial Recycling Current Rate Proposed Rate
3 yard 1 x per week $58.05 $58.54
3 yard 2 x per week $116.12 $117.10
3 yard 3 x per week $174.19 $175.65
Commercial Food Waste Current Rates Proposed Rate
1-64 gallon 1 x per week $87.83 $90.18
2 yard 1 x per week $124.34 $240.82
Roll Off Trash Current Rate Proposed Rate
20 Yard $201.00 Pull + Disposal $202.78 + Disposal
30 Yard $201.00 Pull + Disposal $202.78 + Disposal
40 Yard $232.28 Pull + Disposal $234.34 + Disposal

1. Curb service includes waste, recycling, and organics picked up once a week from the curb. The curb service also includes up to four (4) bulky items picked up each week.

2. Yard Service is for waste, recycling and organics picked up from the yard and returned to the yard, the service must be directly requested from Burrtec and the cost is in addition to the Curb service cost.

Resolution No. 10499, approving the Solid Waste Rate Adjustments in the ... Page 712 of 729

3. The entirety of the rate schedule, including the Proposed Fee Increase, can be found at indio.org.

Resolution No. 10499, approving the Solid Waste Rate Adjustments in the ... Page 713 of 729 City of Indio
City Council
June 18, 2025

STAFF REPORT

To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Timothy Wassil, Public Works Director
Subject: Resolution No. 10495 of the City Council of the City of Indio approving the Capital Improvement Program for Fiscal Year 2025/26

RECOMMENDATION:

Adopt Resolution No. 10495 of the City Council of the City of Indio approving the Capital Improvement Program for Fiscal Year 2025/26.

SUMMARY:

Government Code Section 66002 requires that the Capital Improvement Program (CIP) be adopted and annually updated by a resolution of the City Council. The Capital Improvement Program is required to identify those projects that are either fully or partially funded by development impact fees (DIF). The City’s proposed Fiscal Year 2025/26 Capital Improvement Program includes projects that are funded by DIF, as well as those projects with other funding sources. Staff recommends the adoption of the Resolution approving the Capital Improvement Program for Fiscal Year 2025/26.

BACKGROUND INFORMATION:

The City’s Capital Improvement Program (“CIP”) identifies for each capital project, the project scope, location, approximate timeframe, estimated cost and funding sources for the project, including those partially or fully funded with development impact fees.

The six (6) projects below are DIF funded and make up a small portion of an overall larger Capital Improvement Program managed by the Public Works Department.

Project Description Proposed DIF Funding
Ave. 44 Bridge over the Coachella Valley Storm Channel
(BR1101) DIF Roads: $348,689
Ave. 50 Widening Jefferson St. to Jackson St. (ST2004) DIF Strom Drain: $307,820 DIF Roads: $1,480,221
Jefferson St. Widening Ave. 38 to Ave. 40 (ST2203) DIF Roads: $416,647 Ave. 52 Imps. Monroe St. to Madison St. (ST2204) DIF Roads: $421,177 Civic Center Storm Drain (SD2201) DIF Storm Drain: $2,827,114 Jackson Street and Avenue 50 Improvements (TS1901) DIF Roads: $1,126,325 DIF Traffic Signals: $417,345

Staff has reviewed and updated the CIP list and recommends the Resolution be adopted.

AGENDA ITEM #10.2
Resolution No. 10495 of the City Council of the City of Indio approving ... Page 714 of 729 FINANCIAL SUMMARY:

Current FY Financial
Impact:
$0 In current year budget: N/A
Current FY General
Fund Impact:
$0 Budget adjustment: N/A
Next FY Financial
Impact:
$0 Strategic Objective: Community Infrastructure
Source of funds: Various Fund-Org-Object
Reference:

Various

Additional Financial Details:

The CIP List will be incorporated into the final FY 2025/26 Budget.

ATTACHMENTS:

Attachment 1 - Resolution No. 10495

APPROVAL(S):

Juan Raya, City Engineer Approved - 10 Jun 2025
Timothy Wassil, Public Works Director Approved - 10 Jun 2025 Jennifer A. Mizrahi, Assistant City Attorney Approved - 11 Jun 2025 Ruby D. Walla, Director of Finance Approved - 11 Jun 2025 Bryan H. Montgomery, City Manager Approved - 11 Jun 2025

Resolution No. 10495 of the City Council of the City of Indio approving ... Page 715 of 729 ATTACHMENT 1
RESOLUTION NO. 10495

Resolution No. 10495 of the City Council of the City of Indio approving ... Page 716 of 729 RESOLUTION NO. 10495

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIO

APPROVING THE CAPITAL IMPROVEMENT PROGRAM FOR
FISCAL YEAR 2025/26
THE INDIO CITY COUNCIL DOES HEREBY RESOLVE AS FOLLOWS:

Section 1. The City Council hereby makes the following findings:

A. The Indio City Council desires to develop a proactive Capital Improvement Program to meet the community’s needs for future services, programs, and facilities.

B. On June 1 8, 2025, the City Council held a duly noticed public hearing on the proposed Capital Improvement Program, including those projects funded by development impact fees as required by Government Code Section 66002.

Section 2. The City Council hereby finds that it can be seen with certainty that there is no possibility that the approval of this Capital Improvement Program may have a significant effect on the environment. The Capital Improvement Program is a prioritizing and funding allocation program and cannot and does not have the potential to cause a significant effect on the environment. No physical activity will occur until all required environmental reviews a r e conducted at the time the physical improvements prioritized in the Capital Improvement Program are undertaken at a future unspecified date. Accordingly, the approval of this Capital Improvement Program is therefore exempt from the environmental review requirements of the California Environmental Quality Act pursuant to Section 15061(b)(3) of Title 14 of the California Code of Regulations.

Section 3. That certain document entitled the “City of Indio, California, FY 2025/26 Capital Improvement Program,” a copy of which is attached as Exhibit A, is hereby approved.

Section 4. By approval of the FY 2025/26 Capital Improvement Program, it is the intent of the City Council to revise the plan each year by continuing to identify

Resolution No. 10495 of the City Council of the City of Indio approving ... Page 717 of 729

capital improvement projects and by re-prioritizing existing capital improvements as needed to serve the community.

Section 5. This Resolution shall take effect immediately upon adoption.

Section 6. The City Clerk shall certify the adoption of this Resolution.

PASSED, APPROVED AND ADOPTED this 18th day of June 2025.

ATTEST:

GLENN MILLER
MAYOR

SABDI SANCHEZ, MMC

DIRECTOR OF CITY CLERK SERVICES

APPROVED AS TO FORM:

Steven P. Graham,
City Attorney

Resolution No. 10495 of the City Council of the City of Indio approving ... Page 718 of 729

EXHIBIT A

CAPITAL IMPROVEMENT PROGRAM

Resolution No. 10495 of the City Council of the City of Indio approving ... Page 719 of 729 PUBLIC WORKS TRANSPORTATION CIP BUDGET 25/26FY

A B C D E F G H I J K L M N O P Q R S T U V W PROJ. NO. PROJECT TITLE GENERAL FUND
MEASURE X (210) GAS TAX (212) LOCAL

MEASURE A
(234) SB1
RMRA
(311) DIF - STORM
DRAIN (312) DIF - ROADS (313) DIF-TRAFFIC
SIGNALS (318) QUIMBY TOTAL CITY FUNDS
REQUESTED 25/26FY PROP 68 CLEAN CA ATP
SR2S
CVAG REIMB.
(75%)

FEDERAL
HSIP
(233) FEDERAL
HBRRP CNRA Earmarks

COMMUNITY

DEVELOPMENT

BLOCK GRANT
(CDBG)

OTHER GOVT
AGENCY

TOTAL OUTSIDE

FUNDING

AVAILABLE

TOTAL CIP
FUNDS

REQUESTED
25/26FY
1 BR0109 Jackson St. Bridge @ Storm Channel - seismic retrofit $ 666,544 666,544$ -$ $ 666,544 1 2 BR0801 Indio Blvd. Bridge N/B @ Storm Channel - seismic retrofit 10,000$ 10,000$ -$ $ 10,000 2 3 BR1101 Avenue 44 Bridge at the Wash $ 734,326 $ 348,689 1,083,015$ $ 7,666,968 $ 19,780,282 $ 986,250 28,433,500$ $ 29,516,515 3 4 BR1701 Bridge Preventative Maintenance Program $ 281,939 $ 5,267 287,206$ 1,048,825$ 1,048,825$ 1,336,031$ 4 5 BR2401 Indio Blvd Bridges over UPRR (Replacement) $ 117,393 117,393$ $ 308,000 308,000$ $ 425,393 5 6 BR2402 Jackson Street Bridge over UPRR (Replacement) $ 160,270 160,270$ 464,000$ 464,000$ 624,270$ 6 BRIDGE TOTALS $ - $ 1,236,145 $ 739,594 $ - $ - $ 348,689 $ - $ - $ 2,324,428 $ - $ - $ - $ 7,666,968 $ - $ 21,601,107 $ - $ - $ - $ 986,250 30,254,324$ 32,578,752$ 7 ST1601 Grant Applications for Transportation Projects $ 50,000 50,000$ -$ $ 50,000 7 8 ST2004 Avenue 50 Widening (Jefferson - Jackson) $ 307,820 $ 1,480,221 1,788,042$ 6,310,734$ 315,537$ 6,626,271 $ 8,414,312$ 8 9 ST2203 Jefferson Street Widening (Ave 38 - Ave 40) $ 416,647 416,647$ 1,249,942$ 1,249,942$ 1,666,589$ 9 10 ST2204 Avenue 52 Improvements (Monroe - Madison) 609,092$ 421,177$ 1,030,269 $ -$ 1,030,269$ 10 11 ST2211 Jackson Street Complete Street Improvements $ 241,975 241,975$ -$ 241,975$ 11 12 ST2305 Highway 111 Landscape Improvements $ 80,855 80,855$ -$ 80,855$ 12 13 ST2306 Downtown Gateway Signage 25,000$ 25,000$ -$ 25,000$ 13 14 ST2307 Citywide Speed Survey 28,610$ 28,610$ -$ 28,610$ 14 15 ST2308 Jefferson West Entry Median Improvements at Indio Blvd $ 12,484 12,484$ -$ 12,484$ 15 16 ST2403 I-10/Jefferson and Golf Center Pkway Indio Logo Signage $ 485,740 485,740$ -$ 485,740$ 16 17 ST2405 Public Street Sign Replacements (Stop Signs, etc.) 250,000$ 250,000$ -$ 250,000$ 17 18 ST2406 Downtown and Ave 42 Trailhead Parking Lots (Combined) 745,750$ 745,750$ -$ 745,750$ 18 19 ST2412 Restoring Indio Blvd (RIB) Beautification Project 509,554$ 509,554$ 500,000$ 500,000 $ 1,009,554$ 19 20 ST2413 I-10 Automall Varner Road Parkway Imp. (K-rail to curb) 515,221$ 515,221$ -$ 515,221$ 20 21 ST2414 Fiber Optic Installations - according to Fiber Master Plan 1,657,589$ 1,657,589$ -$ 1,657,589$ 21 22 ST2415 Avenue 42 - Powerline/Extra Conduit (Monroe) 450,000$ 450,000$ -$ 450,000$ 22 23 ST2501 Arabia Street and Dr Carreon Blvd Improvements 535,424$ 535,424$ 1,016,872$ 1,016,872 $ 1,552,296$ 23 24 ST2502 Avenue 42 and Madison Street CVWD Crossings 5,000$ 5,000$ -$ 5,000$ 24 25 ST2503 Avenue 42 - Powerline/Extra Conduit (Jackson) 1,500,000$ 1,500,000$ -$ 1,500,000$ 25 26 ST2602 FFA Fiber Grant -$ 8,900,000$ 8,900,000$ 8,900,000$ 26 STREET TOTALS $ 6,232,193 $ 1,178,127 $ 291,975 $ - $ 307,820 $ 2,318,046 $ - $ - $ 10,328,161 $ - $ - $ - $ 7,560,676 $ - $ - $ - $ 500,000 $ 1,016,872 $ 9,215,537 18,293,085$ 28,621,246$ 27 27
ST2504
ST2505 24/25 PMS Street Rehabilitation and Slurry Seal $ 3,769,167 4,771,929$ 8,541,096$ -$ $ 8,541,096 ST2601 25/26 PMS Grind and Overlay $ 3,301,259 4,101,741$ 7,403,000$ -$ $ 7,403,000 ST2602 25/26 PMS Slurry Seal $ 3,000,000 3,000,000$ -$ $ 3,000,000 PAVEMENT REHABILITATION TOTALS $ 10,070,426 $ - $ - $ 8,873,670 $ - $ - $ - $ - $ 18,94 4,096 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - -$ 18,944,096$ 28 ST0701 I-10 at Jackson Street Interchange Project $ 1,000,000 $ 1,422,000 2,422,000$ -$ $ 2,422,000 28 29 ST0801 I-10 at Monroe Street Interchange Project $ 26,779,280 26,779,280$ 41,820,000$ 41,820,000 $ $ 68,599,280 29 INTERCHANGE TOTALS $ 27,779,280 $ - $ 1,422,000 $ - $ - $ - $ - $ - $ 29,20 1,280 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 41,820,000 41,820,000$ 71,021,280$ 30 SW2301 Shadow Avenue Pedestrian Improvements $ 461,400 461,400$ -$ $ 461,400 30 31 PL2001 Arts and Music Line (CV Link Spur) 606,122$ $ 942,832 1,548,954$ -$ $ 1,548,954 31 -$ -$ -$ SIDEWALK TOTALS $ - $ 606,122 $ 1,404,232 $ - $ - $ - $ - $ - $ 2, 010,354 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - -$ 2,010,354$ 32 SD2201 Civic Center Storm Drain Project $ 6,327,560 $ 379,738 $ 2,827,114 9,534,411$ $ 1,182,007 $ 699,676 1,881,683$ $ 11,416,094 32 STORM DRAIN TOTALS $ 6,327,560 $ 379,738 $ - $ - $ 2, 827,114 $ - $ - $ - $ 9,534,411 $ - $ - $ - $ - $ - $ - $ 1,182,007 $ - $ - $ 699,676 1,881,683$ 11,416,094$ 33 PL2601 SS4A - Comprehensive Safety Action Plan 150,000$ 150,000$ 400,000$ 400,000 $ $ 550,000 33 TRANSPORTATION PLAN TOTALS $ - $ - $ 150,000 $ - $ - $ - $ - $ - $ 150,000 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 400,000 400,000$ 550,000$ 34 TS1501 Misc. Traffic Safety Improvements $ 50,000 50,000$ -$ $ 50,000 34 35 TS1901 Jackson Street and Avenue 50 Improvements $ 1,126,325 $ 417,345 1,543,670$ 8,176,267$ 1,706,753$ 9,883,020 $ 11,426,690$ 35 36 TS2003 HSIP 9 Traffic Signal Improvements $ 495,876 495,876$ -$ 495,876$ 36 37 TS2201 CVAG Regional Signal Synchronization Program $ 40,959 40,959$ -$ 40,959$ 37 38 TS2301 Avenue 44 and Lago Vista Traffic Signal $ 754,342 754,342$ -$ 754,342$ 38 39 TS2303 Street sign mast arm replacements (new branding) $ 5,987 5,987$ -$ 5,987$ 39 40 TS2401 Traffic Signal - Monroe and Avenue 52 400,000$ 400,000$ -$ $ 400,000 40 41 TS2501 Madison and Ave 46 Traffic Signal Mod 400,000$ 400,000$ 41 42 TS2502 Jackson and Ave 44 Traffic Signal Mod 400,000$ 400,000$ 42 43 TS2503 Jackson and Dr Carreon Traffic Signal Mod 400,000$ 400,000$ -$ 400,000$ 43 TRAFFIC SIGNAL TOTALS $ 5,987 $ - $ 2,941,177 $ - $ - $ 1,126,325 $ 417,345 $ - $ 4,490,834 $ - $ - $ - $ 8,176,267 $ - $ - $ - $ - $ - $ 1,706,753 9,883,020$ 13,573,854$

CITY FUNDS OUTSIDE FUNDING

BRIDGES

STREETS

PAVEMENT REHABILITATION

INTERCHANGES

SIDEWALKS

STORM DRAINS

TRANSPORTATION PLANS

TRAFFIC SIGNALS

5/27/2025
5:36 PM

Resolution No. 10495 of the City Council of the City of Indio approving ... Page 720 of 729 PUBLIC WORKS TRANSPORTATION CIP BUDGET 25/26FY
44 PK2203 Indio Sports Park $ 3,045,990 3,045,990$ 5,087,328 $ 989,371$ 6,076,699 $ 9,122,689$ 44 45 PK2304 Miles Avenue Skate Park $ 1,000,000 1,000,000$ -$ 1,000,000$ 45 46 PK2303 John Nobles Park $ 600,000 600,000$ -$ 600,000$ 46 47 PK2403 Landscape and Sidewalks at Various Downtown Lots 200,000$ 200,000$ -$ 200,000$ 47 48 PK2404 Hjorth Dog Park 550,000$ 550,000$ 550,000$ 48 49 PK2406 Golf Course Fencing 209,150$ 209,150$ 209,150$ 49 50 PK2407 Roadway/Parkway Landscaping Improvements 500,000$ 500,000$ -$ 500,000$ 50 -$ -$ -$ PARKS TOTALS $ 6,105,140 $ - $ - $ - $ - $ - $ - $ - $ 6,105,140 $ 5,087,328 $ - $ - $ - $ - $ - $ - $ - $ 989,371 $ - 6,076,699$ 12,181,839$ 51 BD2401 Downtown Façade, Signage Improvements $ 600,000 600,000$ -$ 600,000$ 51 52 BD2402 Hwy 111 Corridor Façade, Signage Improvements $ 600,000 600,000$ -$ 600,000$ 52 53 BD2406 Library and City Hall - Fixtures and Furniture 645,748$ 645,748$ -$ 645,748$ 53 54 BD2409 Golf Course Clubhouse and Post Office 1,610,339$ 1,610,339$ -$ 1,610,339$ 54 55 BD2410 IPAC Building Improvements - Exterior and Interior 200,000$ 200,000$ -$ 200,000$ 55 56 BD2411 Post Office Improvements (Fargo) 50,000$ 50,000$ -$ 50,000$ 56 57 BD2412 Downtown Safety Imp. Parking Lot Lighting and Cameras 50,000$ 50,000$ -$ 50,000$ 57 58 BD2501
BD2404 Police Department HQ Building 10,667,887$ 10,667,887$ -$ 10,667,887$ 58 -$ -$ -$ BUILDINGS TOTALS $ 14,423,974 $ - $ - $ - $ - $ - $ - $ - $ 14,423,974 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - -$ 14,423,974$ 59 70,944,560$ 3,400,132 $ 6,948,978 $ 8,873,670 $ 3,134,934 $ 3,793,060 $ 417,345 $ - $ 97,512,679$ 5,087,328 $ - $ - $ 23,403,911$ - $ 21,601,107$ 1,182,007 $ 500,000 $ 2,006,243 $ 54,828,215 $ 108,608,810 $ 205,321,489$ 59 PROP 68 CLEAN CA ATP
SR2S CVAG REIMB. (75%) FEDERAL
HSIP
(233) FEDERAL
HBRRP
PROP 1B BRIDGE

SEISMIC ARPA CDBG OTHER GOVT
AGENCY

TOTAL OUTSIDE

FUNDING AVAILABLE

TOTAL CIP FUNDS
REQUESTED 25/26FY
60 -$ 60
61 -$ 61
62 $ - $ - $ - $ - $ - $ - $ - $ - 62 63 -$ - $ - $ - $ 242,957$ 293,962 $ 32,344 $ - $ 569,264$ 63 64 -$ 700,000$ - $ - $ - $ - $ - $ - $ 700,000$ 64 65 -$ 630,000$ 695,000 $ - $ - $ - $ - $ - $ 1,325,000$ 65 66 -$ 216,445$ 328,923 $ - $ - $ - $ - $ - $ 545,368$ 66 67 -$ 79,798$ 94,416 $ - $ - $ - $ - $ - $ 174,214$ 67 68 $ - $ 1,626,243 $ 1,118,339 $ - $ 2 42,957 $ 293,962 $ 32,344 $ - $ 3,313,846 68 69 70,944,560$ 5,026,375 $ 8,067,317 $ 8,873,670 $ 3,377,891 $ 4,087,022 $ 449,689 $ - $ 100,826,525$ 69 70 54,918,529.00$ 2,463,796 $ 5,586,317 $ 6,494,518 $ 2,627,891 $ 3,437,022 $ 319,689 $ 114,640 $ 75,847,762$ 70 71 16,026,031.00$ 2,562,579 $ 2,481,000 $ 2,379,152 $ 750,000 $ 650,000 $ 130,000 $ 24,978,762 $ 71 72 70,944,560$ 5,026,375 $ 8,067,317 $ 8,873,670 $ 3,377,891 $ 4,087,022 $ 449,689 $ 114,640 $ 100,826,524$ 72 73 (0)$ (0) $ (0) $ - $ (0) $ 0 $ 0 $ 114,640$ (1) $ 73

GENERAL FUND / MEASURE
X (210) GAS TAX (212) LOCAL MEASURE A (234) SB1
RMRA
(311) DIF - STORM
DRAIN (312) DIF - ROADS (313) DIF-TRAFFIC
SIGNALS (318) QUIMBY TOTAL CITY FUNDS
REQUESTED 25/26FY PROP 68 CLEAN CA ATP
SR2S CVAG REIMB. (75%) FEDERAL
HSIP
(233) FEDERAL
HBRRP
PROP 1B BRIDGE

SEISMIC ARPA

COMMUNITY

DEVELOPMENT

BLOCK GRANT
(CDBG)

OTHER GOVT
AGENCY

TOTAL OUTSIDE

FUNDING AVAILABLE

TOTAL CIP FUNDS
REQUESTED 25/26FY

A B C D E F G H I J K L M N O P Q R S T U V W ESTIMATED FUND BALANCE (as of 06/30/26)

TOTAL NON-PROJECT RELATED COSTS

TOTAL PROJECTS PLUS DEBT SERVICE & NON-PROJECT

RELATED COSTS

AVAILABLE FUNDING FOR PROJECTS
ESTIMATED BEGINNING FUND BALANCE (on 07/01/25)
ANTICIPATED REVENUES (during 25/26FY)

TOTAL AVAILABLE RESOURCES
Internal Service

BUILDINGS

TOTAL FUNDS FOR PROJECTS
(total lines 1-81)

DEBT SERVICE
Gas Tax COP
Miles Bridge Debt (FY 15/16)

TOTAL DEBT SERVICE

NON-PROJECT RELATED COSTS
Administration Overhead Fees (7.75%)
Electrical Costs
Project Management Expenses (Salaries & Benefits)
Annual Street Maintenance
PARKS

5/27/2025
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Resolution No. 10495 of the City Council of the City of Indio approving ... Page 721 of 729 City of Indio
City Council
June 18, 2025

STAFF REPORT

To: City Council
From: Bryan H. Montgomery, City Manager
Prepared by: Reymundo Trejo, P.E., IWA General Manager
Subject: Joint Resolution No. 10500 of the City Council of the City of Indio and the Indio Capital Authority Water Indio Approving Authority Water the Improvement Program, Development Impact Fee Program, and Supplemental Water Supply Fee Programs for Fiscal Year 2025-2026

RECOMMENDATION:

Adopt Joint Resolution No. 10500 of the City Council of the City of Indio and the Indio Water Authority Approving the Indio Water Authority Capital Improvement Program, Development Impact Fee Program, and Supplemental Water Supply Fee Programs for Fiscal Year 2025-2026

SUMMARY:

At the May 7, 2025, budget study session, staff presented the Indio Water Authority's recommended budget for Fiscal Year 2025-2026. The City Council/lWA Board did not request any changes to the recommendation as presented. The presentation included the Fiscal Year 2025-2026 Capital Improvement Program project list to be funded by the Supplemental Water Supply Fund and Water Development Impact Fees.

BACKGROUND INFORMATION:

The Indio Water Authority prepared a multi-year Capital Improvement Program (CIP) to support water system growth and changing State water standards. The CIP budget spans five years and provides expected capital expenditures based on projections from the Long-Range Financial Plan, and the IWA Water Master Plan.

IWA’s CIP budget is comprised of 17 projects, totaling $14,000,000 in FY 2025-26. Fifteen projects are Capital include and Fund) Program Water revenue 812 (Fund operating with funded - improvement projects for production plants, wells and pipelines, and design for Chromium-6. The Supplemental Water Supply Fund (SWSF) (Fund 321) is budgeted to provide funding for the East Valley Water The ($200,000). Model Water for the (EVRA) Authority Reclamation Ground Development Impact Fees (Fund 310) are budgeted at $3,800,000 to provide funding for Avenue 50 and Madison Street Pipeline Installation.

The CIP details proposed projects that may be planned, designed, and implemented at some stage for the next fiscal year. The projects may involve the designation of funding, project or planning study reports and construction of new public facilities as well as minor and major infrastructure improvements. The update of the CIP commonly consists of the addition of new projects and the revision of or funding updates for existing projects.

AGENDA ITEM #10.3
Joint Resolution No. 10500 of the City Council of the City of Indio and ... Page 722 of 729

The proposed action is not a “project” as defined in the California Environmental Quality Act (CEQA), Public Resources Code Section 21065 and Section 15378 (b) (4) and (5) of the State CEQA Guidelines, because the proposed action is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. Furthermore, even if it was determined to be a project, pursuant to Section 15061(b)(3), CEQA does not apply to this action because there is no possibility that this approval may have a significant effect on the environment.

The CIP is a prioritizing and funding allocation program and cannot and does not have the potential to have a significant effect on the environment. No physical activity will occur until all required environmental reviews are conducted at the time the physical improvements prioritized in the CIP are undertaken at a future unspecified date.

FINANCIAL SUMMARY:

Current FY Financial
Impact:
$0 In current year budget: N/A
Current FY General
Fund Impact:
$0 Budget adjustment: N/A
Next FY Financial
Impact:
$14,000,000 Strategic Objective: Financial &
Environmental
Sustainability
Source of funds: Development Impact Fees Fund-Org-Object Reference:

Various

Additional Financial Details:

The complete Capital Improvement Plan is incorporated into the Fiscal Year 2025-26 Recommended Budget.

ATTACHMENTS:

Attachment 1 - Resolution No. 10500 CIP - IWA
Attachment 2 - Final Budget Sheets for Finance IWA CIP

APPROVAL(S):

Reymundo Trejo, P.E., IWA General Manager Approved - 10 Jun 2025 Jennifer A. Mizrahi, Assistant City Attorney Approved - 11 Jun 2025 Ruby D. Walla, Director of Finance Approved - 11 Jun 2025 Bryan H. Montgomery, City Manager Approved - 11 Jun 2025

Joint Resolution No. 10500 of the City Council of the City of Indio and ... Page 723 of 729 RESOLUTION NO. 10500

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF INDIO AND THE INDIO

WATER AUTHORITY APPROVING THE INDIO WATER AUTHORITY CAPITAL

IMPROVEMENT PROGRAM, DEVELOPMENT IMPACT FEE PROGRAM , AND SUPPLEMENTAL WATER SUPPLY FEE PROGRAM FOR FISCAL YEAR 2025-2026 Whereas, the City of Indio (“City”) has leased t o the Indio Water Authority (“Authority”) the City’s Water System (“Water System”) as that term is defined in the lease dated May 21, 2001, as amended between the City and the Authority;

Whereas, the Authority operates the Water System and in conjunction therewith, has adopted a budget for the improvement and construction of water facilities;

Whereas, the City Council and the Authority held a duly noticed public hearing on June 18, 2025, regarding the annual review of the Authority’s Capital Improvement , Development Impact Fee Program and Supplemental Water Supply Fee Programs as described herein;

Whereas, on June 18, 2025, the City Council reviewed the Indio Water Authority’s proposed Capital Impr ovement Program f or Fiscal Y ear 2025-2026 (“CIP”) and all related public works projects that are contemplated by the CIP (“Project” or “Projects”), as list ed in the staff report and attachment, which are i ncorporated herein by this reference.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF INDIO AND THE

BOARD OF THE INDIO WATER AUTHORITY HEREBY FINDS , DETERMINES, RESOLVES, AND ORDERS AS FOLLOWS:

Section 1. The above recitals are true and correct and are incorporated herein.

Section 2. The C ity Council and the Authority find that it can be seen with certainty that there is no possibility that the adoption of this Capital Improvement Program will have a significant effect on the environment. The Capital Improvement Program is a prioritizing and funding allocation program and cannot and does not have the potential to cause a significant effect on the environment. No physical activity will occur until all required environmental reviews are conducted at the time the physical improvements prioritized in the Capital Improvement Plan are undertaken at a future unspecified date.

Accordingly, the adoption of this Capital Improvement Program is therefore exempt from the environmental review requirements of the California Environmental Quality Act pursuant to Section 15061(b)(3) of Title 14 of the California Code of Regulations.

Section 3. The FY 2025-2026 Indio Water Authority Capital Improvement Program, Development Impact Fee Program , and Supplemental Water Supply Fee Programs, as set forth in Exhibit A, is hereby approved and adopted.

Joint Resolution No. 10500 of the City Council of the City of Indio and ... Page 724 of 729

Section 4. By adoption of the Fiscal Year 2025-2026 Indio Water Authority Capital Improvement Program, Development Impact Fee Program , and Supplemental Water Supply Fee Programs, it is the intent of the City Council and the Authority to revise the plan each year by continuing to identify capital improvement projects and by re- prioritizing existing capital improvements as needed to serve the community.

Section 5. The City Clerk and the Authority Secretary shall certify to the adoption of this resolution.

Section 6. Adoption of Resolution upon Formal Findings. Based upon the true and correct recitals above, incorporated in their entirety by this r eference herein, inclusive of all defined terms, and now entered as formal findings, the City Council hereby adopts this Resolution and each of its provisions.

Section 7. CEQA. The finding of General Plan consistency is not a “project” as defined in the California Environmental Quality Act (CEQA), Public Resources Code Section 21065 and Section 15378 (b) (4) and (5) of the State CEQA Guidelines, because the proposed action is an organizational or administrative activity that will not result in direct or indirect physical changes in the environment. The CIP is a prioritizing and funding allocation program and cannot and does not have the potential to cause a significant effect on the environment. No physical activity will occur until all required environmental review is conducted at the time the physical improvements, prioritized in the CIP are undertaken at a future unspecified date.

Section 8. Severability. If any section, subsection, sentence, clause, phrase or word of this Resolution is f or a ny reason held to be invalid or unconstitutional by a decision of any court of competent jurisdiction or preempted by state legislation, such decision or legislation shall not affect the validity of the remaining portions of this Resolution. The City Council hereby declares that it would have adopted this Resolution and each and every section, subsection, sentence clause or phrase not declared invalid or unconstitutional without regard to any such decision or legislation.

Section 12. Effective Immediately. This Re solution shall take effect immediately.

Section 13. Certification. The City Council Secretary shall certify to the passage, approval, and adoption of this Resolution.

Joint Resolution No. 10500 of the City Council of the City of Indio and ... Page 725 of 729

PASSED, APPROVED AND ADOPTED this 1 8th day of June, 202 5, by the following vote:

CITY COUNCIL & INDIO WATER AUTHORITY

AYES:

NOES:

ABSENT:

ABSTAIN:

____________________________
Glenn Miller
Mayor/President

ATTEST:

_________________________
Sabdi Sanchez, CMC
City Clerk/Secretary

APPROVED AS TO FORM:

____________________________
Steven Graham
City Attorney/IWA General Counsel

Joint Resolution No. 10500 of the City Council of the City of Indio and ... Page 726 of 729 Capital Improvement Program
Water Capital Program

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Joint Resolution No. 10500 of the City Council of the City of Indio and ... Page 729 of 729