CITY COUNCIL
AGENDA
Special Meeting
Wednesday, March 05, 2025
2:00 PM
City Hall
Council Chambers
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234
MAYOR
Nancy Ross
CITY COUNCIL MEMBERS
Mayor Pro Tem
Raymond Gregory
Councilmember
Rita Lamb
Councilmember
Ernesto Gutierrez
Councilmember
Mark Carnevale
CALL TO ORDER
ROLL CALL
AGENDA FINALIZATION
1. AGENDA ITEM
A. Fire Department Staff Review
Recommendation: This item is presented for information, discussion and direction only.
ADJOURNMENT
NOTES TO THE PUBLIC
The City of Cathedral City complies with the Americans with Disabilities Act of 1990. If you require special assistance to participate in this meeting, please call the City Clerk’s Office at (760) 770-0322 at least 48 hours prior to the meeting.
If you desire to address the City Council during the meeting, please complete a Request to Speak Form available at the entrance and present it to the City Clerk. Speakers will be called upon at the appropriate time.
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Hard copies of written comments and any other document will be provided to the City Council and made available for the general public to review. All written comments received by the submission deadline will be made part of the official record. The meeting minutes will include: The name of the individual submitting the comment and a brief statement summarizing the content of the comment.
Submitted Written Comments will not be read into the record during the meeting.
Staff Report
City Council
Item No. 1.A
Meeting Date: March 5, 2025
From: Michael Contreras
Title: Fire Department Staff Review
RECOMMENDATION:
This item is presented for information, discussion and direction only.
BACKGROUND:
As a public safety organization, expenditures on staffing, equipment, and emergency response services constitute a significant portion of the budget. The goal of this report is to provide a comprehensive review of the Fire Department’s staffing levels, operational enhancements, and financial outlook. This report also aligns with the department’s strategic objectives and projected service growth.
DISCUSSION:
The Fire Department is made up of the following divisions:
• Fire Administration
• Fire Emergency Services
• Fire Ambulance Services
• Fire Prevention
• Emergency Management
The following table compares authorized staffing in the Fire department in FY13-14 to FY24-25:
STAFFING FY13-14 FY20-21
COVID
FY22-23
Adopted
Current
FY24-25
Adopted
Change
from
FY 13-14
Administrative
Staff 3 3 3 3 0
Command Staff 1 1 1 2.5 +1.5
Safety Personnel 33 36 39 39 +6
Ambulance
Operators 0 0 9 9 +9
Total Fire
Personnel 37 40 52 53.5
+16.5
Increase
of 45%
The Fire Administration Division is responsible for managing the City’s emergency services and ambulance services (life safety), public education, fire prevention/protection, and emergency management (disaster preparedness) programs. There are five main components in this program:
• Financial Management
• Fire Department Planning
• Records Management
• Facilities/Equipment Maintenance.
• Personnel Management
The Fire Emergency Services Division (Suppression and Paramedic fire engines and fire trucks) is designed to reduce injuries, deaths, reduce environmental damage, and property losses due to medical emergencies, fires, hazardous materials incidents, and physical and natural disasters, and provide advanced life support and emergency transport services. There are five main components to this program:
• Emergency Service
• Non-Emergency Service
• Patient Assessment
• Patient Treatment
• Emergency Transportation Service
Cathedral City Fire & EMS staffs three fire department ambulances, with two dual role Firefighter/Paramedics and/or Ambulance Operator EMT’s on each unit, responding to all requests for medical assistance. Dual Role Firefighter/Paramedics are specially trained to provide intravenous drug therapy, monitor heart rhythms, and stabilize patients prior to transportation by the city ambulance to a hospital. Because of their dual roles, they perform firefighter duties as well. In addition to the Firefighter/Paramedic staffed ambulances, fire companies are staffed with paramedic personnel creating a layered response system which provides advanced life support services to the community.
Key achievements include:
• Reduced turnout time by 40% (42 seconds) from 2022-2024 • Transitioned Fire Department files to SharePoint/OneDrive for security • Implemented a performance monitoring dashboard in 2024 for data-driven decisions • Partnered with Desert Regional Medical Center for Fall Prevention Classes • Expanded community risk reduction programs
The Fire Prevention Division is designed to reduce injuries, loss of life, and property loss resulting from hazardous conditions. Fire prevention efforts are part of the overall community risk reduction process, which is a critical aspect of the fire protection delivery system. Effective fire prevention programs aid in reducing potential fire sources, ultimately reducing the number of fires annually. Under the direction of the Fire Chief, the Fire Prevention program is responsible for the coordination of the department’s public education programs, engine company inspections, and fire inspector state-mandated residential and business inspections.
These activities are provided throughout the community on an annual basis.
There are six main components to this program:
• Public Education
• Business Inspections
• Development Review/Plan Checking
• System Checks
• Fire/Arson Investigation
• Fire-setter Counseling
Key achievements include:
• Hired a part-time Fire Marshal in 2023, increasing fire prevention oversight and annual inspection compliance
• Received a grant to update the Local Hazard Mitigation Plan (LHMP) and Emergency Operations Plan (EOP)
• Hosted eight Disaster Preparedness Workshops and three CERT Classes annually The City’s Ambulance (Paramedic) Services Division provides advanced life support and emergency ambulance service with two primary labor categories:
• Dual Role Firefighter/Paramedics are specially trained to provide advanced life support (ALS) to patients during emergency incidents. Advanced life support patient care includes pharmacology, cardiology, bandaging and splinting of traumatic injuries, and advanced airway management to stabilize patients during transport to the hospital by the city ambulances. Paramedic personnel, because of their dual roles, perform firefighter and other all hazard duties as well. In addition to the Firefighter/Paramedic staffed ambulances, fire companies are staffed with paramedic personnel creating a layered response system which provides advanced life support services to the community.
• Single role Ambulance Operator/EMTs are trained to provide basic life support (BLS) to patients during emergency incidents. Basic life support patient care includes basic pharmacology, basic airway management, and bandaging and splinting of traumatic injuries while on scene of emergency incidents. Ambulance Operator/EMTs operate the ambulance during transport to a hospital while a Firefighter/Paramedic partner provides patient care in the patient compartment of the ambulance.
The City’s Emergency Management Division of the Fire Department provides for the Disaster Preparedness Program to support the needs of the community before, during and after a disaster. There are four main components of the program:
• Emergency Operations Center Management
• Equipment and Supplies
• Staff Training on the Standard Emergency Management System (SEMS) and National Information Management System (NIMS)
• Creation and development of the city’s Emergency Operations Plan (EOP) and Local Hazardous Mitigation Plan (LHMP)
The program is responsible for developing, implementing, and maintaining disaster preparedness programs to recruit, educate, and train interested community participants. This program also ensures the ongoing readiness of the City’s Emergency Operations Center (EOC) and ensures city staff is adequately trained to activate, operate, and deactivate the EOC.
Coordination of these programs provides a better foundation for early recovery after a disaster occurs.
GOALS FOR 2025
• Continue Community Risk Reduction Programs
• Fully train new and existing fire personnel to meet safety standards • Initiate specialized rescue training (HazMat, Technical Rescue, Swift Water, Rope Rescue, and Department Safety Officer)
• Re-implement Emergency Medical Dispatch (EMD)
• Obtain an ISO rating of 2
OPERATIONAL READINESS AND EQUIPMENT MAINTENANCE
• Increase funds to address aging fleet and replace engines • Additional support for reserve ambulance maintenance for Measure W implementation • Upgrades for copier systems, radio communications, and specialized tools • Enhancing reliability and maintaining quick response times
TRAINING, ACCREDITATION, AND PROFESSIONAL DEVELOPMENT
• Increased funding for accreditation, paramedic re-certification, and specialized training (Hazmat, Rescue, Swift Water, etc.)
• Allocating travel and lodging funds to ensure access to top-tier instruction
TECHNOLOGY, COMMUNICATION, AND ADMINISTRATIVE SUPPORT
• Upgrades for department cell phones, iPads, tablet command software, and new computer systems
• Increased funds for legal costs and administrative infrastructure improvements
SAFETY GEAR, UNIFORMS, AND PUBLIC OUTREACH
• Increased funding for state-mandated biannual laundering and decontamination of turnout gear
• Expanding public outreach programs for fire prevention and safety education
MEASURE W BUDGET INCREASE AND PERSONNEL REQUEST
• From the Measure W fund (151), there will be six full-time firefighters added to staff Medic/Ambulance #4
• Separately through The General Fund (100), there will be these funding considerations:
o Addition of an Administrative/EMS Battalion Chief
o Hiring of an Admin Assistant/Analyst to accommodate increased administrative needs
o Facility upgrades for gender-neutral accommodations and operational efficiency
KEY PERFORMANCE METRICS
Category FY21-22 FY26-27 %
Change
9-1-1 Calls for Service 6,207 8,500 +37%
Unit Responses 13,134 19,200 +46%
Cost Per 9-1-1 Call $1,601.05 $1,670.52 +4.34%
Cost Per Unit Response $757.02 $739.39 -2.33%
WHAT THESE INVESTMENTS PROVIDE:
• Increased ambulance services
• Expanded community risk reduction programs
• Decreased response times
• Highly trained firefighter personnel
• Improved disaster preparedness
• Enhanced cost efficiency in operations
• CPSE Accredited and ISO Class 2 Fire Department (Only department in Coachella Valley and one of three in Riverside County)
FISCAL IMPACT:
The original published budget for the Fire department (all divisions) for FY 24-25 was $15,165,189. The total amended budget for the Fire department (all divisions) for FY 24-25 reflecting amendments through 12-31-2024 is $16,270,563.
FIVE-YEAR STRATEGIC PLAN:
All represented categories.
ATTACHMENTS:
1. Fire Department Strategic Plan
2. 2024 Annual Report
3. Presentation - Staffing and Budget Analysis Fire Department Delivering Excellence:
Fire Department
Budget Update
Michael Contreras
Fire Chief
March 5,2025
Introduction
As your Fire Chief, it’s my privilege to provide an update on the tremendous progress our department has made over the last year, and to update the progress that we have made on the goals listed in our 2023–2026 Strategic Plan. Our achievements have been guided by our unwavering commitment to our department values (IDEAL)
Integrity, Diversity, Excellence, Accountability, and Leadership all of which are embedded in the seven pillars of our strategic plan
2022
Fire Dept
Org Chart
Fire Administration
Financial Management
Fire Department Planning
Records Management
Facilities/Equipment Maintenance
Personnel Management
Fire Administration is
responsible for managing the
City’s emergency services
and ambulance services (life
safety), public education, fire
prevention/protection,
and emergency management
(disaster preparedness)
programs.
There are five main
components in this program:
Fire Emergency Services
(Suppression and Paramedic
Fire Engines and Fire Trucks)
Fire Emergency Services is
responsible for medical
emergencies, fires, hazardous
materials incidents, and natural
disasters, as well as, to provide
advanced life support and
emergency transport services.
There are five main
components to this program:
Emergency Service
Non-Emergency Service
Patient Assessment
Patient Treatment
Emergency Transportation
Service
Fire Emergency Services
Fire Ambulance Services
The City’s Ambulance (Paramedic) Services
Program provides advanced life support and
emergency ambulance services.
Dual Role Firefighter/Paramedics are specially
trained to provide advanced life support (ALS) to
patients during emergency incidents.
Fire Prevention
Fire Prevention is
designed to reduce
injuries, loss of life, and
property loss.
The Fire Prevention
Division is responsible
for:
Public Education
Business Inspections
Development Review/Plan Checking
System Checks
Fire/Arson Investigation
Fire-setter Counseling
Emergency Management
The City’s Emergency
Management operates from the Fire
Department providing Disaster
Preparedness Programs to support
the needs of the community before,
during and after a disaster. This
program also ensures the ongoing
readiness of the City’s Emergency
Operations Center (EOC) and
ensures city staff is adequately
trained to activate, operate, and
deactivate the EOC.
The four main components of the
program include:
Emergency Operations Center Management
Equipment and Supplies
Staff Training on the Standard Emergency
Management System (SEMS) and National
Information Management System (NIMS)
Creation and development of the cities Emergency
Operations Plan (EOP) and Local Hazardous
Mitigation Plan (LHMP)
Goal A – Serving Our
Community
Implemented Fire Cadet
Program
Council Goal: A-3
Developed and Implemented
AO Bridge Program
Council Goal: A-4 / FD Goal: F-3
Implemented Career
Development Plans
Council Goal: A-5 / FD Goal: F-3
Updated and Distributed
2023-2026 FD Strategic Plan
Aligning with Planning Goals
Council Goal: A-8
Maintained Staffing through
Continuous Recruitment,
Reducing Forced Overtime
Council Goal: A-4
Established Committees for
Key Programs and Areas
FD Goal: A-2
Goal B - Community Investment
Ordered a new Rosenbauer Truck
and Engine in 2023, ahead of a 2024
target, ensuring equipment readiness
Council Goal: B-13
Instituted fleet maintenance and
preventive maintenance program
Council Goal: B-13
Goal C – Fiscal Stability
Increased insurance card
collection efforts on
EMS transports for quicker
revenue recovery
FD Goal: C-2
Enhanced ambulance billing
revenue reaching $3.6 million
in FY24. On track to reach $4
million in FY24-25
FD Goal: C-2
Increased ambulance billing
recovery by 30% with
PPGEMT -IGT participation
FD Goal: C-2
Hired a Fire Marshal in 2023,
increasing fire prevention
oversight and annual
inspection compliance
Council Goal: C-6
Reduced Turnout Time by
40% (2022-2024) - Reduction
of 42 Seconds
FD Goal: D-1
Transitioned Fire Department
files to SharePoint and/or
One Drive for enhanced
security
Council Goal: D-3
Implemented a dashboard
for performance monitoring in
2024, enhancing data-driven
decisions
Council Goal: D-5
Partnered with Desert
Regional Medical Center for
Fall Prevention Classes
Council Goal: D-7
Community Risk Reduction:
Established innovative
community-based programs
Council Goal: D-7
Goal D - Innovation
Goal E- Safety
Received OTS Grant for
Car Seat Safety Program
FD Goal: E-1
Sound the Alarm Event
Installed over 500 smoke
alarms
Council Goal: E-3
Received Grant to Update
the LHMP and EOP
Council Goal: E-4
Implemented Mental and
Physical Wellness
Program
Council Goal: E-6
Updated on-site Station
Gym Equipment
Council Goal: E-6
8 Disaster Preparedness
Workshops held
throughout the
Community
Council Goal: E-5
3 CERT Classes held
Annually
Council Goal: E-5
6 Fall Prevention Classes
Council Goal: E-7
6 Stop the Bleed Classes
Council Goal: E-7
2 Sidewalk CPR Classes
Council Goal: E-7
American Heart
Association CPR Classes
for the Community
Council Goal: E-7
Exploring Drowning
Prevention Programs
Council Goal: E-7
Goal F- Embracing Inclusiveness
Pancake Breakfast &
Fire Prevention Open
House
Council Goal: F-3
Boots, Brews, and
Chews Station 2
Community Event
Council Goal: F-3
Holiday Posada & Toy
Giveaway with CCBGC
Council Goal: F-3
Participated in Trunk
or Treat with CCBGC
Council Goal: F-3
Participated in the
Touch-A-Truck Event
Council Goal: F-3
Participated in the
CCHS Homecoming
Parade
Council Goal: F-3
Ice Cream Social Event
Council Goal: F-3
Participated in the
Fields of Valor at
Patriot Park
Council Goal: F-3
Goals for 2025
Continue Community Risk Reduction Programs
Fully Train New and Existing Fire Department Personnel to Meet Minimum Safety Standards
Initiate Training of Fire
Department Rescue Teams:
HazMat
Technical Rescue
Rope Rescue
Swift Water Rescue
Department Safety Officer
Goals for 2025
Measure W: Implement 4th Ambulance with Measure W funds EMD: Re-implement EMD (Emergency Medical Dispatch)
ISO: Obtain an ISO rating of 2
Operational Readiness and Equipment
Maintenance
Fleet Maintenance & Operations
• Increase funds to address an aging fleet and to replace engines. • Additional support for new/reserve ambulance maintenance to meet Measure W needs.
Maintenance & Operations / Shop/Repair/Misc Supplies
• Upgrades for copier systems, radio communications, and specialized tools. • Ensures efficient daily operations and readiness for emergency responses.
Overall Impact
• Enhances reliability, maintains quick response times, and secures long-term community safety.
Training, Accreditation, and Professional Development
Conference/Meeting/Training
• Increased funding for accreditation, paramedic re-certification, and ongoing professional training.
• Support for specialized courses in Hazmat, Rescue, and Swift Water operations.
Airfare/Hotel/Miscellaneous Training Expenses
• Funds allocated for travel and lodging due to limited local training options. • Ensures personnel access to top-tier instruction necessary for state and federal standards.
Overall Impact
• Keeps our firefighters current on best practices, improves skill sets, and meets regulatory mandates.
Technology, Communication, and Administrative
Support
Internet & IT Equipment
• Upgrades for department cell phones, iPads, and tablet command software. • New computer systems for both administrative and station needs to support Measure W.
Legal Fees & Administrative Support
• Increased funds to manage rising legal costs and enhance overall administrative infrastructure.
• Investments include copier upgrades and updated office equipment.
Overall Impact
• Modernizes our communication systems, increases operational efficiency, and supports day-to-day administrative functions.
Safety Gear, Uniforms, and Public Outreach
Uniforms & Safety Gear
• Additional funding for state-mandated biannual laundering decontamination and safety checks of turnout gear.
• Increases to support growing staffing needs with updated, compliant uniforms.
Advertising & Public Outreach
• Enhanced budget for community engagement and fire prevention education. • Expands reach of public awareness campaigns to promote safety and preparedness.
Overall Impact
• Ensures that our firefighters are properly equipped and that the public is well informed, ultimately strengthening community safety.
Overall Financial Stewardship
Comprehensive Budget Adjustments
• Increases driven by evolving operational demands and long-term community safety requirements.
• Adjustments based on detailed analysis of fleet, training, IT, and equipment needs.
Strategic Investment
• Investments align with regulatory mandates and the commitments of the Measure W ballot initiative.
• Focus on sustainable improvements to maintain operational readiness and cost efficiency.
Overall Impact
• Every dollar is a strategic investment in our department’s ability to serve and protect the community now and into the future.
Fire Prevention Services - Fire Marshal
FY 2021-22
Actuals
FY 2022-23
Actuals
FY 2023-24
Actuals
FY 2024-25
Projected
FY 2025-26
Projected
FY 2026-27
Projected
CSG Contracting Fees $23,712.50 $18,252.50 $2,822.00 - - - Revenue $40,195.03 $20,170.70 $17,961.00 $40,000 $30,000 $30,000 Total to General Fund $16,482.53 $1,918.20 $15,139.00 $40,000 $30,000 $30,000 With the addition of our Part-Time Fire Marshal, we have effectively reduced plan review times while increasing the funds that are added to the General Fund.
The Fire Marshal also provides additional oversight to ensure compliance for the following:
• Annual Business Inspections
• Annual School Inspections
• Special Events
• Special Use Permits and Temporary Certificates of Occupancy • New Construction
STAFFING FY 13-14 FY 20-21
COVID
FY22-23
Adopted
Current
FY 24-25
Adopted
Change
From
FY 13-14
Administrative Staff 3 3 3 3 0
Command Staff 1 1 1 2.5 + 1.5
Safety Personnel 33 36 39 39 + 6
Ambulance Operators 0 0 9 9 + 9
Total Fire Personnel 37 40 52 53.5
+ 16.5
Increase of
45%
Fire Department Staffing & Responses
EMERGENCY
RESPONSE FY 13-14 FY20-21
COVID
FY 22-23
Adopted
FY 24-25
(Proj.)
Change
From
FY 13-14
9-1-1 Calls for Service 4,976 6,032 7,309 7,900 + 2,924 59% increase
Unit Responses 9,811 12,386 14,868 17,000 + 7,189
73% increase
Current
Fire Dept
Org Chart
Proposed
Fire Dept
Org Chart
Measure W - Budget Increase
• 1 Medix F-450 Ambulance - $370,460 Vehicle • Gurney, Stair Chair, Zoll Monitor - $65,310 • 2 sets of Standard Uniforms, PPE and Gear Uniforms • Total Cost - $84,696 • Average annual overtime cost per sworn position Overtime • Total Cost $268,000 ($44,680 per position) • Standardized and Specialized training required for Training operational safety – Increase of $50,000 • Additional furnishings, storage and gender-neutral Facility Upgrades upgrades to accommodate Medic 4 - $25,000 Personnel Request
6 Firefighters
Full-time Firefighters to
staff Medic 4.
Administrative/EMS
Battalion Chief
Oversight of the CRR
program, County Meetings,
EMS Staff, EMS Coordinator
and Operations Training.
Office/Admin Assistant
Added support to
accommodate increased
administrative needs in Fire
Administration.
Budget Increase for Increase Personnel
6 Firefighters
• $ 900,000
Salary (fully
burdened)
• $ 268,000
Average
Overtime
Battalion
Chief
• $ 140,000
Salary (fully
burdened)
• $ 15,000
Projected
Overtime
Office/Admin
Assistant
• $ 80,000
Salary (fully
burdened)
• $ 0 Projected
Overtime
Total
Increase
• $ 1,120,000
Salary
• $ 283,000
Overtime
• $ 1,403,000
TOTAL
Budget Summary
FY 2021-22
Actuals
FY 2022-23
Actuals
FY2023-24
Actuals
FY 2024-25
Budgeted
FY 2025-26
Projected
FY 2026-27
Projected
Salaries/Benefits $8,531,745 $10,066,478 $9,710,195 $10,926,002 City Charges $494,380 $912,435 $1,049,150 $1,537,630
Overtime $2,734,302 $2,255,465 $1,834,873 $2,155,880
Operations $889,324 $1,268,571 $1,825,947 $1,931,942
TOTAL $12,649,751 $14,502,949 $14,420,165 $16,551,454
Revenue *Projected $2,706,209 $2,907,251 $3,638,336 *$4,115,000 $4,600,000 $5,000,000 Measure W
Allocation
- - - - $1,000,000 $1,000,000
General Fund Impact $9,943,542 $11,595,699 $10,781,829 $12,436,454 Key Metrics
Category FY 21-22 FY 26-27 % Change
Total Staffing 42 61.5 +46%
9-1-1 Calls for
Service 6,207 8,500 +37%
Unit Responses 13,134 19,200 +46%
Cost Per 9-1-1 Call $1,601.05 $1,670.52 +4.34%
Cost Per Unit
Response $757.02 $739.39 -2.33%
Despite a 46% increase in staffing and higher service demand, the department has maintained fiscal efficiency, keeping the cost per unit response lower while ensuring public safety.
Strategic staffing and budget management allow the department to meet growing emergency needs while maintaining cost efficiency.
WHAT DOES THIS GET YOU?
Increase Ambulance Service
Continued Community Risk Reduction
Decrease Response Times
Highly Trained firefighter
A more prepared Fire Department for disasters and complex calls A more cost-efficient department
CPSE Accredited and Class 2 fire department
Questions
ANNUAL
REPORT
2024
MICHAEL CONTRERAS
FIRE CHIEF
CATHEDRAL CITY FIRE & EMS
CATHEDRAL CITY FIRE & EMS
FIRE CHIEF MICHAEL CONTRERAS
Of Contents
Table
01 MISSION, VISION, VALUES & MOTTO
PAGE 4
02 CATHEDRAL CITY LEADERSHIP
PAGE 5-6
10 EMERGENCY MEDICAL SERVICES
PAGE 26-31
08 FIRE PREVENTION
PAGE 21-22
05 CCFE STAFF
PAGE 13-14
09 FIRE SUPPRESSION
PAGE 23-24
06 YEAR IN REVIEW
PAGE 15-17
03 A MESSAGE FROM THE CHIEF
PAGE 8
ADVANCING OP. EXCELLENCE 07 PAGE 18-19
DEPARTMENT OVERVIEW 04 PAGE 9-12
11 TECHNICAL RESCUE
PAGE 32
12 HAZARDOUS MATERIALS
PAGE 33
20 ACKNOWLEDGEMENTS
PAGE 48
18 CFAI ACCREDITATION
PAGE 45
15 COMMUNITY RISK REDUCTION
PAGE 38-39
19 GOALS FOR 2025
PAGE 46
16 COMMUNITY ENGAGEMENT
PAGE 40-42
13 WILDLAND FIRE
PAGE 34
PROMOTIONS & AWARDS 17 PAGE 43-44
TRAINING 14 PAGE 35-37
21 DEPARTMENT INFORMATION
PAGE 50
MISSION, VISION, VALUES &
MOTTO
CATHEDRAL CITY FIRE & EMS
OUR MISSION
Protecting the lives, property, and environment of our
community by serving the community with compassion and
respect.
OUR VISION
As a community and data focused partner, Cathedral City Fire & EMS will continue to strive for excellence by exceeding the expectations of professional and respectful services,
leadership, and accountability. We will continue to improve the well-being of our fire department family through diversity and inclusiveness; respecting our past while planning for our shared future, being the premier fire department in the Coachella Valley.
OUR VALUES
Integrity, Diversity, Excellence, Accountability, and Leadership
OUR MOTTO
Serving your family with purpose, kindness, and respect.
CATHEDRAL CITY LEADERSHIP
On behalf of Cathedral City Fire & EMS, we extend our deepest gratitude to the Cathedral City Council and City Management for their unwavering support, leadership, and vision. Your commitment to fostering a safe, thriving community empowers us to serve with excellence and innovation.
Your dedication to providing the resources and strategic guidance necessary for our growth and success has been
instrumental in achieving our goals. From supporting the addition of a third ambulance to enhancing training programs and community engagement initiatives, your leadership
ensures we can meet the needs of our residents and build a stronger, safer Cathedral City.
We look forward to continuing our partnership as we strive for excellence and innovation in service to our community.
CATHEDRAL CITY LEADERSHIP
CITY COUNCIL
ERNESTO GUTIERREZ
COUNCILMEMBER
DISTRICT 4
MARK CARNEVALE
COUNCILMEMBER
DISTRICT 3
NANCY ROSS
MAYOR
DISTRICT 2
RAYMOND GREGORY
MAYOR PRO TEM
DISTRICT 5
RITA LAMB
COUNCILMEMBER
DISTRICT 1
CITY MANAGEMENT
CHARLIE McCLENDON
CITY MANAGER
ANNE AMBROSE
ASST. CITY MANAGER
As we close 2024, I am proud to share Cathedral City Fire & EMS’ accomplishments, which reflect our commitment to excellence and community service. This year, we made significant progress in all areas of our mission, ensuring a safer and more resilient community.
We achieved candidate status for CPSE accreditation and completed the goals of our 2023- 2026 Strategic Plan. Our customer service efforts included delivering bilingual life-saving programs, conducting over 1,200 fire safety and construction inspections, and increasing EMS transports by 23% with the addition of a third ambulance. Initiatives like the Lock Box and File of Life programs enhanced public safety, while the citizen self-service portal streamlined plan reviews.
Our focus on professional development led to over 1,100 hours of hazmat training and an increase in annual training hours from 10,936 in 2022 to 25,980 in 2024. We launched an Actor/move up program for internal growth, we certified four of our personnel as State Fire Instructors, and promoted members to leadership roles, strengthening our team’s expertise.
Community engagement remained a priority. We participated in events such as the Open House & Pancake Breakfast. Programs like Teen CERT, smoke alarm installations, and public service announcements further connected us with the community and residents, while addressing critical safety needs.
A MESSAGE
FROM THE CHIEF
Operational improvements included reducing turnout times by 44 seconds (42%) - over three years and lowering average response times to 6 minutes and 14 seconds. Ambulance
billing revenue rose by 90% (FY22 - FY24), reaching $3.6M in FY24, thanks to policy updates and increased efficiency.
Wellness initiatives provided gyms at all stations, $157,000 for health evaluations, and a second set of turnout gear for personnel, enhancing safety and work-life balance.
Looking ahead, we aim to complete CPSE accreditation, fully implement Measure W, expand leadership training, and
introduce a Community Feedback Survey. We remain
committed to innovation, efficiency, and service excellence.
Thank you to our dedicated team and community for your
support. Together, we will continue building a safer, stronger Cathedral City.
CATHEDRAL CITY FIRE & EMS
DEPARTMENT
OVERVIEW
The City of Cathedral City was incorporated in 1981
and is located in Riverside County, in the heart of
the Coachella Valley. Cathedral City Fire & EMS is
an all-risk, all-hazard, career fire department that
serves a population of approximately 55,000
residents, covering 21.8 square miles. The
department is dedicated to protecting lives,
property, and the environment, and continues to
play a vital role in maintaining the safety and wellbeing of the community.
Cathedral City Fire & EMS provides a wide range
of services to the community, including fire
suppression, emergency medical services (EMS),
hazardous materials response, technical rescue,
fire investigations, and community risk reduction
and education programs. In 2023, the daily
minimum staffing included 16 personnel with
seven “front-line” apparatus in service daily: three
engines, three medic units, and one command
vehicle. Additionally, the department operates
from three strategically located fire stations to
ensure timely and effective responses.
FISCAL YEAR
2024
OPERATING
BUDGET
$13.5M
ORGANIZATIONAL CHART
DEPARTMENT OVERVIEW
Cathedral City Fire & EMS operates
from three strategically located fire
stations to provide efficient coverage
to the community. Cathedral City
Fire & EMS (CCFE) has a proud
history of delivering progressive and
essential services to its residents. The
department was established in 1981
and has since evolved to meet the
growing needs of Cathedral City.
Starting with modest resources, the
department has expanded to
include a full range of fire and
emergency services, reflecting its
commitment to public safety and
service excellence.
Today, CCFE is an all-risk, all-career
fire service organization driven by a
culture of continuous improvement.
The department is staffed by 16
dedicated professionals each day
who ensure the safety and wellbeing of the community. In 2024, CCFE achieved candidate status in
the accreditation process with the
Center for Public Safety Excellence
(CPSE), highlighting its unwavering
dedication to providing exceptional
service and maintaining the highest
standards in all aspects of its
operations.
CATHEDRAL CITY FIRE & EMS
DEPARTMENT OVERVIEW
CATHEDRAL CITY FIRE & EMS
In 2024, Cathedral City Fire & EMS made
significant strides in expanding our capacity
to meet the growing needs of our community.
This year marked several key enhancements
that strengthened our operations and
services:
New Ambulance Addition
The deployment of a new ambulance
significantly improved our response
capabilities. By reducing hospital
turnaround time and increasing availability
for emergency calls, this addition has
enabled us to better serve the community
efficiently and effectively.
Improved EMS Transport Volume
EMS transports have increased by 23%
since 2022, with 4,973 transports recorded
in 2024 compared to 4,046 in 2022. This
growth underscores the department's
ability to meet rising demands and ensure
timely medical care for the community.
Increased Call Volume
The department also responded to a total
of 7,842 calls for service in 2024,
representing a 6.98% increase from the
previous year, further highlighting the
growing reliance on our services.
Enhanced Facilities and Resources
Investments in station infrastructure and
the addition of advanced equipment have
further elevated our operational readiness
and ability to respond to emergencies.
These advancements reflect our department’s
ongoing commitment to proactive planning,
operational excellence, and the safety and
well-being of the Cathedral City community.
GRANTS & FUNDING
Cathedral City Fire & EMS secured critical funding through grants in 2024 to enhance safety, preparedness, and operational capabilities.
These grants enable the department to serve the community more effectively and ensure a safer future.
Local Hazard Mitigation Plan
FEMA: $149,631.00
OES (Office of Emergency Services): $49,877.00
FEMA: $7,896.00
Supports disaster risk reduction efforts.
Wellness and Safety
FEMA: $154,607.27
Promotes personnel wellness and safety programs.
Car Seat Safety
Office of Transportation Safety: $45,650
Enhances child passenger safety education.
Community Emergency Response Team (CERT)
Office of Emergency Services: $25,000
Improves community disaster preparedness.
KEY GRANTS AWARDED
DEPARTMENT OVERVIEW
CATHEDRAL CITY FIRE & EMS
COMMAND STAFF
CATHEDRAL CITY FIRE & EMS
MICHAEL CONTRERAS
FIRE CHIEF
STEPHEN TUMIR
DEPUTY FIRE CHIEF
LYNNE PIVAROFF
FIRE MARSHAL
BATTALION CHIEFS &
ADMIN STAFF
CATHEDRAL CITY FIRE & EMS
SANDY RAMSEY-WOODS
ADMIN ASSISTANT II
HARVEY CALDERON
FIRE INSPECTOR
LUIS PINON
ANALYST I
ROBERT WILLIAMS
BATTALION CHIEF
CRAIG SANBORN
BATTALION CHIEF
BRANDON RIGAUD
BATTALION CHIEF
CATHEDRAL CITY FIRE & EMS
CALL ANALYSIS
TOTAL CALL VOLUME
INCREASE FROM 2023
6.98%
OF INCIDENTS REQUIRED
EMERGENCY RESPONSE
93%
AVERAGE RESPONSE TIME
TO ALL TYPES OF
EMERGENCY INCIDENTS
6:14
Cathedral City Fire & EMS responded to a total of
7,842 calls for service in 2024, representing a
6.98% increase from 2023.
Approximately 79.3% of calls were for emergency
medical services (EMS), with 2.4% related to fire
incidents.
Station 2 responded to the highest percentage of
incidents, handling 3,090 calls (39.4%), followed by
Station 1 with 2,615 calls (33.3%) and Station 3 with
2,137 calls (27.3%). Together, Stations 1 and 2
accounted for 71.7% of all incidents.
Of the total 7,842 calls for service, 7,323 required
emergency response. The average response time
for all types of emergency incidents was 6 minutes
and 14 seconds.
YEAR IN REVIEW
CALL VOLUME ANALYSIS
7,842
TOTAL INCIDENTS
YEAR IN REVIEW
2024 INCIDENT BREAKDOWN
CATHEDRAL CITY FIRE & EMS
FIRE INCIDENTS
191 EMERGENCY MEDICAL
INCIDENTS
6,218
HAZARDOUS
CONDITION (NO FIRE)
61 SERVICE CALLS
644
FALSE ALARM CALLS
267
GOOD INTENT CALLS
457
SEVERE WEATHER &
NATURAL DISASTER
1 OVERPRESSURE,
EXPLOSION, OVERHEAT
3
2,615
INCIDENTS
5,466
UNIT
RESPONSES
STATION 1 STATION 2 STATION 3
3,090
INCIDENTS
6,507
UNIT
RESPONSES
2,137
INCIDENTS
4,378
UNIT
RESPONSES
INCIDENTS AND RESPONSES ACROSS
ALL STATIONS
YEAR IN REVIEW
2024 INCIDENT RESPONSES
CATHEDRAL CITY FIRE & EMS
16,351
TOTAL UNIT RESPONSES
In 2024, Cathedral City Fire & EMS embraced a data-driven approach to transform operations and enhance efficiency, financial performance, and decision-making. By leveraging advanced analytics and real-time dashboards, the department achieved significant improvements across key areas, strengthening its ability to serve the community.
A LOOK AT THE DATA
Over the past four years, the department reduced average turnout times by 42%, saving 44 seconds per call. These improvements were achieved through process optimization and targeted training, ensuring faster emergency responses and better outcomes for residents.
TURNOUT TIME IMPROVEMENTS
2021
(Baseline)
2021-2024 2022-2024 2023-2024 2024
1:46
1:14
1:08 1:03 1:02
42%
DECREASE
AVERAGE TURNOUT TIME BY
YEAR/PERIOD IN MINUTES:SECONDS
ADVANCING OPERATIONAL
EXCELLENCE
CATHEDRAL CITY FIRE & EMS
ADVANCING OPERATIONAL
EXCELLENCE
CATHEDRAL CITY FIRE & EMS
Ambulance billing operations have achieved significant improvements over the past three years, driven by data-backed policy updates and automated processes. Key achievements include:
Reimbursement Rate: Increased by 22% total from 2022 to 2024, with 9% of that growth occurring from 2023 to 2024.
Revenue: Total revenue increased by 90% from 2022 to 2024.
Revenue Per Transport: Improved by 67% from 2022 to 2024.
These advancements reflect the department’s focus on leveraging technology and data to enhance operational efficiency and financial sustainability, ensuring resources are available to meet the growing needs of the community.
AMBULANCE BILLING
DASHBOARD IMPLEMENTATION
The implementation of a real-time dashboard has revolutionized how the department monitors performance and allocates resources. Key features include:
Response Time Tracking: Insights into incident response times across all call types.
Call Volume Analysis: Real-time data on EMS transports and service demands.
Resource Optimization: Enhanced visibility into resource availability and deployment needs.
The dashboard empowers the department to proactively address challenges, improve performance, and deliver data-informed solutions.
FIRE PREVENTION
CATHEDRAL CITY FIRE & EMS
KEY ACHIEVEMENTS IN 2024
1,205 Fire Safety Inspections: Ensured compliance with fire codes and addressed potential hazards.
400+ Smoke Alarms Installed: Through the Sound the Alarm Campaign, improving safety in high-risk areas.
Public Education: Engaged over 2,000 residents with
workshops and materials on fire safety, evacuation planning, and disaster preparedness.
Engine Company Inspection Program: Launched in 2024,
captains contributed to annual fire inspections, significantly increasing coverage and ensuring compliance citywide.
Fire prevention is a cornerstone of Cathedral City Fire & EMS' mission to protect lives, property, and the environment. Through rigorous inspections, community education, and proactive outreach, our department strives to minimize fire risks and ensure a safe and resilient community.
PROTECTING OUR COMMUNITY
FIRE PREVENTION
CATHEDRAL CITY FIRE & EMS
ENGINE COMPANY
INSPECTION PROGRAM
Looking Ahead
In 2025, Cathedral City Fire & EMS plans to expand its fire prevention efforts to further protect the community. Key initiatives include:
Enhanced Community Outreach: Increase fire safety workshops and events, focusing on underserved neighborhoods and high-risk areas.
Data-Driven Fire Prevention Campaigns: Utilize analytics to identify fire trends and target high-risk areas with tailored education programs.
By building on the successes of 2024, we are committed to further reducing fire risks and ensuring a safer Cathedral City.
As part of our efforts, we implemented the Engine Company Inspection Program, assigning captains and their crews to conduct fire inspections for local businesses.
This initiative ensures comprehensive coverage, enhances accountability, and reinforces our commitment to fire safety across Cathedral City. By leveraging the expertise of our captains, we have strengthened our ability to identify and address potential hazards, ensuring that businesses comply with fire codes and remain safe for the public.
Outside Fire
37.8%
Structure Fire
23.9%
Vegetation Fire
20.7%
Vehicle Fire
17.6%
FIRE
SUPPRESSION
Cathedral City Fire & EMS is dedicated to
protecting the community by providing
comprehensive emergency and nonemergency services to residents, businesses, and visitors in Cathedral City, California.
Through rapid and aggressive fire attack
strategies, the department ensures prompt
response to incidents involving structure
fires, wildland fires, and other fire-related
emergencies.
In every situation, the primary goals of fire
suppression efforts are:
Life Safety: Protecting residents, visitors,
and responders during emergency
events.
Incident Mitigation: Containing and
extinguishing fires to prevent further
harm.
Property Conservation: Minimizing
damage to homes, businesses, and
infrastructure.
Cathedral City Fire & EMS remains
committed to excellence in fire suppression
to safeguard the lives and property of its
community.
$2.63M
PROPERTY VALUE SAVED
FIRE INCIDENT TYPE BREAKDOWN
FIRE
SUPPRESSION
For 90% of all-risk fire
suppression responses, the total
response time for the arrival of
the first-due unit shall be: 6
minutes and 50 seconds in all
districts
CATHEDRAL CITY FIRE & EMS
BENCHMARK
Components of the
benchmark:
1:00 Call Handling Time
1:50 Turnout Time
4:00 Travel Time
9:51
ACTUAL 90% FIRST-ARRIVING
UNIT RESPONSE TIME FOR
ALL-RISK FIRE SUPPRESSION
INCIDENTS
6:51
AVERAGE FIRST-ARRIVING
UNIT RESPONSE TIME FOR
ALL-RISK FIRE SUPPRESSION
INCIDENTS
CATHEDRAL CITY FIRE & EMS
For 90% of all-risk emergency
medical services (EMS)
responses, the total response
time for the arrival of the firstdue unit, staffed with three firefighters shall be: 6 minutes
and 50 seconds in all districts
BENCHMARK
Components of the
benchmark:
1:00 Call Handling Time
1:50 Turnout Time
4:00 Travel Time
8:46
ACTUAL 90% FIRST-ARRIVING
UNIT RESPONSE TIME FOR
ALL-RISK EMERGENCY
MEDICAL SERVICE INCIDENTS
6:08
AVERAGE FIRST-ARRIVING
UNIT RESPONSE TIME FOR
ALL-RISK EMERGENCY
MEDICAL SERVICE INCIDENTS
FIREFIGHTER / PARAMEDIC JUAN SANCHEZ
EMERGENCY MEDICAL SERVICES
Emergency Medical Services (EMS) is a
cornerstone of public safety, providing
critical medical care to individuals
experiencing emergencies outside a
hospital setting. Cathedral City Fire & EMS’
system integrates key components,
including 9-1-1 dispatchers, paramedics, and
advanced life support units, ensuring
prompt and effective responses to medical
crises.
Dr. Julius A. Ibanez, MD, serves as the
department's Medical Director, offering
expert oversight and guidance to maintain
exceptional standards of care. Working
alongside the EMS team, Dr. Ibanez ensures
that the department upholds the highest
levels of safety, quality, and compliance
within the EMS system.
6,218 EMS INCIDENTS
CATHEDRAL CITY FIRE & EMS
EMERGENCY MEDICAL SERVICES
TRAUMATIC
INJURY 1163
GENERAL
WEAKNESS 535
ABDOMINAL
PAIN 393
MENTAL
DISORDER 350
RESPIRATORY
DISTRESS 345
TOP 5 EMS CALLS
(PROVIDER PRIMARY IMPRESSION)
CATHEDRAL CITY FIRE & EMS
EMERGENCY MEDICAL SERVICES
TOP 5 TRANSPORT CALLS
(PROVIDER PRIMARY IMPRESSION)
4,973 EMS TRANSPORTS
TRAUMATIC
INJURY 862
GENERAL
WEAKNESS 468
ABDOMINAL
PAIN 375
ALTERED
MENTAL STATUS 293
RESPIRATORY
DISTRESS 275
4046
4441
4973
CATHEDRAL CITY FIRE & EMS
EMERGENCY MEDICAL SERVICES
EMS Transports 2022-2024
2022 2023 2024
EMS Transports are up
23% compared to 2022
CATHEDRAL CITY FIRE & EMS
EMERGENCY MEDICAL SERVICES
EMS INCIDENTS BY YEAR
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024 3,911 4,141 4,383 4,405 4,388 4,688 4,859 5,182 5,576 5,624 6,218
INCREASE IN EMS INCIDENTS IN
THE LAST 10 YEARS
EMS INCIDENTS BY DISTRICT
D4 D5 D3 D2 D1 889 967 1,224 1,277 1,861
CATHEDRAL CITY FIRE & EMS
EMERGENCY MEDICAL SERVICES
For 90% of all-risk technical
rescue responses, the total
response time for the arrival of
the first-due unit, staffed with
three firefighters shall be: 6
minutes and 50 seconds in all
districts
CATHEDRAL CITY FIRE & EMS
BENCHMARK
Components of the
benchmark:
1:00 Call Handling Time
1:50 Turnout Time
4:00 Travel Time
9:22
ACTUAL 90% FIRST-ARRIVING
UNIT RESPONSE TIME FOR
ALL-RISK TECHNICAL RESCUE
INCIDENTS
6:18
AVERAGE FIRST-ARRIVING
UNIT RESPONSE TIME FOR
ALL-RISK TECHNICAL RESCUE
INCIDENTS
FIREFIGHTER / PARAMEDIC JUAN SANCHEZ
TECHNICAL RESCUE
Cathedral City Fire & EMS is equipped to
respond to technical rescue incidents
across all districts. Technical rescue
resources are based at Station 2 and
include a specialized trailer connected to a
utility vehicle for rapid deployment. The
unit is cross-staffed by personnel assigned
to Engine 2, ensuring readiness for a variety
of emergency scenarios.
The department has established a
benchmark response time of 6 minutes and
50 seconds for 90% of all-risk technical
rescue incidents, including 1:00 for call
handling, 1:50 for turnout time, and 4:00 for
travel time. In 2024, the actual 90th
percentile response time was 9 minutes
and 22 seconds, with an average response
time of 6 minutes and 18 seconds.
For 90% of all-risk hazardous
materials responses, the
total response time for the
arrival of the first-due unit,
staffed with three
firefighters shall be: 6
minutes and 50 seconds in
all districts
CATHEDRAL CITY FIRE & EMS
BENCHMARK
10:00
ACTUAL 90% FIRST-ARRIVING
UNIT RESPONSE TIME FOR
ALL-RISK HAZARDOUS
MATERIALS INCIDENTS
7:05
AVERAGE FIRST-ARRIVING
UNIT RESPONSE TIME FOR
ALL-RISK HAZARDOUS
MATERIALS INCIDENTS
FIREFIGHTER / PARAMEDIC JUAN SANCHEZ
HAZARDOUS
MATERIALS
49 HAZARDOUS MATERIALS
INCIDENTS IN 2024
Cathedral City Fire & EMS responds to
hazardous materials incidents at the operations
level. All sworn personnel are trained to the
First Responder Operations (FRO) level,
enabling them to recognize hazardous
materials emergencies, isolate the incident,
make appropriate notifications, and conduct
basic decontamination operations. Each
apparatus is equipped with an Emergency
Response Guide (ERG) for quick reference on
hazards and evacuation distances.
Chief & Company Officers are trained to the
Hazardous Material Incident Commander Level,
ensuring they have the skills and expertise to
effectively manage complex hazardous
materials incidents and safeguard the
community.
For 90% of all-risk wildland fire
responses, the total response
time for the arrival of the firstdue unit, staffed with three firefighters shall be: 6 minutes
and 50 seconds in all districts
CATHEDRAL CITY FIRE & EMS
BENCHMARK
8:23
ACTUAL 90% FIRST-ARRIVING
UNIT RESPONSE TIME FOR
ALL-RISK WILDLAND FIRE
INCIDENTS
6:11
AVERAGE FIRST-ARRIVING
UNIT RESPONSE TIME FOR
ALL-RISK WILDLAND FIRE
INCIDENTS
FIREFIGHTER / PARAMEDIC JUAN SANCHEZ
WILDLAND FIRE
41 WILDLAND FIRE INCIDENTS
IN 2024
Cathedral City is located in a region
prone to wildfires, with the
surrounding desert landscape and
open spaces creating an ongoing fire
risk. The department responds
quickly and effectively to contain
wildland fires and protect lives and
property.
The department collaborates closely
with regional agencies, including CAL
FIRE, to combat large-scale wildfires
and enhance wildfire prevention
efforts in the community.
CATHEDRAL CITY FIRE & EMS
TRAINING
25,980
TOTAL DEPARTMENT TRAINING
HOURS IN ALL CATEGORIES
565
TOTAL NUMBER OF HOURS PER
RESPONDING PERSONNEL
925
TOTAL NUMBER OF HAZMAT
(FIRST RESPONDER
OPERATIONS) TRAINING
HOURS
237
TOTAL NUMBER OF HAZMAT
(INCIDENT COMMANDER)
TRAINING HOURS
10936
19875
25980
2022 2023 2024
TRAINING HOURS 2022-2024
INCREASE IN
TRAINING HOURS
COMPARED TO
2022
CATHEDRAL CITY FIRE & EMS
TRAINING
CATHEDRAL CITY FIRE & EMS
TRAINING
Cathedral City Fire & EMS places a strong emphasis on Community Risk Reduction through education, prevention, and proactive outreach programs. In 2024, the department conducted 19 CRR events, focusing on community engagement and preparedness. These events included:
CERT (Community Emergency Response Team) Training: Empowering residents with skills to assist during emergencies.
Disaster Preparedness Workshops: Providing critical information on how to prepare for natural and man-made disasters.
Fall Prevention Programs: Aimed at reducing injuries among the elderly by identifying hazards in the home.
Hands-Only CPR & Stop the Bleed Training: Teaching lifesaving techniques to residents to enhance community resilience.
Sound the Alarm Campaigns: Promoting fire safety awareness and installing smoke detectors.
Teen CERT: Targeting youth to develop emergency response skills and leadership.
Traffic Safety Initiative: Educating residents on traffic safety, with a focus on reducing fatalities and injuries, increasing proper car seat use, and offering child safety seat inspections and resources.
These initiatives reflect the department’s commitment to reducing risks and enhancing safety across the community. The CRR program also uses data-driven insights from training hours and response times to refine strategies and improve outreach efforts.
COMMUNITY RISK REDUCTION
(CRR)
CATHEDRAL CITY FIRE & EMS
COMMUNITY RISK REDUCTION
(CRR)
CATHEDRAL CITY FIRE & EMS
Cadet Program
In 2024, Cathedral City Fire & EMS launched the Cadet Program, a dynamic initiative designed to inspire and prepare the next generation of fire and emergency medical service professionals. This program provides youth aged 15 to 20 with hands-on experience, professional development, and mentorship opportunities, fostering leadership skills and a passion for public service. Key Features of the Cadet Program Include:
Hands-On Training: Participants gain practical experience in firefighting, emergency medical response, and rescue operations, offering a firsthand look at the responsibilities of fire and EMS professionals.
1. Educational Workshops: Workshops cover fire prevention, CPR, leadership skills, and emergency preparedness, equipping cadets with valuable knowledge for their future careers.
2. Mentorship: Each cadet is paired with a mentor from the Cathedral City Fire & EMS team to provide guidance, support, and encouragement throughout their training.
3. Community Service: Cadets actively participate in outreach events, promoting fire safety awareness and fostering connections with residents.
4. Physical Fitness Training: To prepare for the physical demands of a career in fire service, cadets engage in rigorous fitness programs emphasizing overall health and readiness.
5. Leadership Development: Through team-based activities and responsibilities, cadets enhance their communication, problem-solving, and organizational skills.
6. Career Exploration and Networking: Cadets are introduced to various career pathways within fire and EMS services, attending events and networking with professionals in the field.
7. Commitment to Youth Development
The Cadet Program reflects Cathedral City Fire & EMS' dedication to empowering youth and building future leaders. By equipping participants with essential skills, knowledge, and mentorship, we aim to foster a brighter future for both the department and the community.
COMMUNITY ENGAGEMENT
CATHEDRAL CITY FIRE & EMS
Cathedral City Fire & EMS proudly hosted and participated in numerous events throughout 2024 to strengthen relationships with residents, celebrate local traditions, and foster community spirit.
These events reflect the department’s dedication to connecting with the community and promoting togetherness. Highlights include:
Pancake Breakfast & Fire Prevention Open House: A flagship event offering free breakfast, fire station tours, and fun activities for families, promoting fire safety awareness and community engagement.
Sound the Alarm: In partnership with the American Red Cross, Cathedral City Fire & EMS installed over 400 smoke alarms at Royal Palms Mobile Home Park, improving fire safety for at-risk residents.
Boots, Brews, and Chews: A relaxed gathering at Fire Station 2 where community members enjoyed coffee, donuts, and casual conversations with firefighters.
Holiday Posada: Hosted at the Boys and Girls Club, this festive celebration brought joy to the community with toy giveaways, food, and holiday cheer. Firefighters handed out bicycles and toys, spreading smiles to children and families.
Trunk or Treat: A Halloween celebration at the Boys and Girls Club of Cathedral City, featuring treats, photo opportunities, and a safe space for spooky fun.
Touch-A-Truck: Held in partnership with the Cathedral City International Hot Air Balloon Festival, families explored fire trucks, police vehicles, and more in downtown Cathedral City, creating an unforgettable experience for all ages.
Fields of Valor: Held at Patriot Park, this poignant tribute featured a stunning display of flags honoring the courage and sacrifice of service members, allowing residents to reflect and remember.
Homecoming Parade: Cathedral City Fire & EMS joined the local high school’s homecoming parade, supporting students and connecting with the community in a celebration of local pride.
Ice Cream Social: A family-friendly event where residents enjoyed ice cream and interacted with firefighters in an informal, fun setting.
Holiday Shopping Event: In partnership with the Boys and Girls Club, off-duty volunteers from Cathedral City Fire & EMS helped children select holiday gifts and basic necessities, spreading joy and creating lasting memories for local families.
COMMUNITY ENGAGEMENT
CATHEDRAL CITY FIRE & EMS
COMMUNITY ENGAGEMENT
CATHEDRAL CITY FIRE & EMS
JOSIAH MAIER
PROMOTED TO FIRE
CAPTAIN
THOMAS LAWRIE
PROMOTED TO FIRE
CAPTAIN
MAURICE SALAZAR
PROMOTED TO FIRE
ENGINEER
RYAN HERDT
PROMOTED TO
FIREFIGHTER
JUAN RAMIREZ
SENT TO PARAMEDIC
SCHOOL
BRODIE TRAYER
PROMOTED TO FIRE
ENGINEER
AUSTIN HAVENER
SENT TO FIRE
ACADEMY
BLAKE CANNADY
SENT TO FIRE
ACADEMY
PROMOTIONS & AWARDS
CATHEDRAL CITY FIRE & EMS
PROMOTIONS & AWARDS
CATHEDRAL CITY FIRE & EMS
Cathedral City Fire & EMS proudly
announced its recommendation for
accreditation by the peer assessment
team from the Commission on Fire
Accreditation International (CFAI). This
recommendation marks a significant
milestone in the department’s two-year
journey toward achieving accredited
agency status, demonstrating its
commitment to excellence and
continuous improvement through the
rigorous and thorough self-assessment
and accreditation program established
by the Center for Public Safety
Excellence, Inc. (CPSE).
The peer assessment team conducted a
thorough evaluation of the department,
including an in-depth site visit. Every
facet of the agency’s operations - from
strategic planning, deployment, and
performance - was carefully reviewed and
validated during the site visit, this
evaluation also included an assessment
of the department’s Strategic Plan,
Community Risk Assessment, and
Standards of Cover. It further highlighted
the department's alignment with best
practices and its dedication to
continuous improvement.
The peer assessment team’s
recommendation reflects their
confidence in Cathedral City Fire & EMS’
ability to meet the rigorous standards set
forth by CFAI. The final decision on
accreditation will be made by the CFAI
Commission in the coming months.
Cathedral City Fire & EMS is honored to
be on the path to joining the
distinguished ranks of accredited fire
service agencies. This accomplishment
underscores the department’s
unwavering commitment to excellence,
innovation, and the community it serves.
CFAI ACCREDITATION
CATHEDRAL CITY FIRE & EMS
GOALS FOR 2025
CATHEDRAL CITY FIRE & EMS
LOOKING AHEAD
Cathedral City Fire & EMS is committed to advancing its mission of protecting the community with pride and dedication. As we look toward 2025, we have set ambitious goals to enhance service delivery, strengthen community engagement, and ensure the highest level of safety for both residents and personnel.
Continue Community Risk Reduction Programs
Build on the success of fire prevention and public education efforts.
Ensure all personnel meet and exceed minimum training standards.
Initiate Specialized Training for Fire Department Rescue Teams:
1.Hazardous Materials (HazMat)
2.Technical Rescue
3.Swift Water Rescue
4.Department Safety Officer Training
Goal A: Serve the Community with
Pride and Dedication
Implement Measure W
Increase funding for essential services to support the department's operational needs.
Implement Emergency Medical Dispatch (EMD):
Enhance response capabilities and improve pre-arrival care for residents.
Obtain an ISO Rating of 1:
Achieve the highest standard of excellence for fire suppression, prevention, and community risk reduction.
Goal B: COMMUNITY INVESTMENT
ACKNOWLEDGEMENTS
CATHEDRAL CITY FIRE & EMS
CATHEDRAL CITY FIRE & EMS COMMAND STAFF
MICHAEL CONTRERAS, FIRE CHIEF
STEPHEN TUMIR, DEPUTY FIRE CHIEF
LYNNE PIVAROFF, FIRE MARSHAL
ROBERT WILLIAMS, BATTALION CHIEF
CRAIG SANBORN, BATTALION CHIEF
CITY OF CATHEDRAL CITY ELECTED OFFICIALS
NANCY ROSS, MAYOR / DISTRICT 2
RAYMOND GREGORY, MAYOR PRO TEMPORE / DISTRICT 5
RITA LAMB, COUNCILMEMBER / DISTRICT 1
MARK CARNEVALE, COUNCILMEMBER / DISTRICT 3
ERNESTO GUTIERREZ, COUNCILMEMBER / DISTRICT 4
ANNUAL REPORT PREPARED BY
LUIS PINON, ANALYST I
CONTACT US
CATHEDRAL CITY FIRE & EMS
32100 DESERT VISTA RD
CATHEDRAL CITY, CA 92234
760-770-8200
CATHEDRALCITYFIRE.ORG
#CCFE #CATHEDRALCITYFIRE
CITY OF CATHEDRAL CITY MANAGEMENT
CHARLIE McCLENDON, CITY MANAGER
ANNE AMBROSE, ASSISTANT CITY MANAGER
OUR SOCIAL MEDIA
CATHEDRAL CITY FIRE & EMS
FIRE STATIONS
STRATEGIC PLAN
2023 - 2026
CATHEDRAL CITY FIRE & EMS
EXECUTIVE SUMMARY
The Cathedral City Fire & EMS’ (CCFE) Strategic Plan (2023 – 2025) was developed with extensive, multilingual, and social media focused community interaction and employee input. The Strategic Plan will assist the department in developing and acting on decisions that will shape and guide the department for the next 2-3 years, while in alignment with the Cathedral City Strategic Initiatives.
This document was written to coincide with the CCFE Community Risk Assessment, Standards of Cover, Commission of Fire Accreditation (CFAI) Self-Assessment Manual, and the CFAI Accreditation Model, upholding the department’s commitment to continuous quality improvement and transparency.
Striving to provide a greater level of accountability, participating in the CFAI accreditation process, the department has undertaken a rigorous assessment of its service delivery model efficiencies and effectiveness, all to increase transparency. To provide detailed and specific information to the community, the department has re-branded itself to Cathedral City Fire & EMS, showing the ‘all hazard’ and ‘all services’ approach the department has adopted through the input of community expectations.
CCFE priorities include providing the highest level of customer service by aligning with Cathedral City’s strategic priorities, consistent re-evaluation of goals and objectives, with community engagement. As we look to the future, CCFE will continue to evolve our department’s services through diversity, inclusiveness, changing public expectations, increasing service levels to meet demand, and placing a priority on increasing customer service to the community.
To become the premier fire department in the Coachella Valley, it is incumbent upon us, today, to position the department to address tomorrow’s foreseeable changes.
The CCFE Strategic Plan is essential for accomplishing the department’s and community’s future goals, objectives, and priorities. Cathedral City Fire & EMS is devoted to respecting our past, while planning for our shared future. CCFE endeavors to provide excellence in service delivery to our community.
ORGANIZATIONAL MOTTO
Serving your family
with purpose,
kindness and respect.
VISION
STATEMENT
As a community
and data focused
partner, Cathedral
City Fire & EMS will
continue to strive
for excellence
by exceeding the
expectations of:
Professional and
respectful services,
leadership, and
accountability.
We will continue to
improve the
well-being of our fire
department family
through diversity
and inclusiveness;
respecting our past
while planning for
our shared future,
being the premier
fire department
in the Coachella
Valley.
MISSION
STATEMENT
Protecting the
lives, property,
and environment
of our community
by serving with
compassion and
respect.
A MESSAGE FROM THE FIRE CHIEF
Dear Community Members,
I hope you are all safe and in good health. The strategic plan that is laid out in front of you has taken many hours and the efforts of the wonderful men and women that make up Cathedral City Fire & EMS. This strategic plan outlines the long-term plan that will shape the future of our fire department. As Fire Chief, I am honored to present our updated values that drive the seven grounding principles, guiding our journey towards excellence in service, professionalism, community engagement, and operational effectiveness.
At the core of our department’s values lie:
Integrity, Diversity, Excellence, Accountability, and Leadership These five values will serve as our compass, driving us towards achieving the goals outlined in our strategic plan.
Our 7 grounding principles are listed below; these will keep us on the right path as we drive to attain our goals.
1. Customer Service: We are committed to providing the highest level of service to our community members. Your safety and well-being are our top priorities, and we are dedicated to meeting your needs with utmost care and professionalism.
2. Professional Development: We recognize the importance of continuous learning and growth. By investing in our firefighters’ development, we ensure that our team remains at the forefront of firefighting techniques, emergency response protocols, and the latest technological advancements.
3. Community Engagement: We believe in fostering strong relationships with our community members, through open communication, educational programs, and outreach initiatives, we strive to create a sense of safety, trust, and partnership within our neighborhoods.
4. Leadership Development: Effective leadership is vital to the success of our department. We are committed to developing capable and compassionate leaders who will inspire and guide our firefighters, ensuring a cohesive and motivated team.
5. Operational Effectiveness: We continuously evaluate and improve our operational procedures to optimize our response times, enhance emergency management, and ensure the safety of both our firefighters and the community we serve.
6. Health, Wellness, and Safety: Prioritizing the health, wellness, and safety of our firefighters.
7. Fiscal Responsibility: We understand the importance of responsible financial management. By maintaining fiscal responsibility, we can allocate resources where they are needed most.
As you continue to read through this strategic plan you will see there are many goals that seem lofty and will take considerable time to obtain but I believe that they are attainable and that the citizens of Cathedral City deserve this level of commitment.
I would like to express my gratitude to each one of you for taking the time to review our strategic plan. It is your support and trust that fuels our determination to provide exceptional fire services to our community.
Together, we can build a safer and more resilient future, making the community a better place for all to live.
Please feel free to reach out to us with any questions, suggestions, or concerns. We value your feedback and look forward to working closely with you.
Stay safe and take care. Sincerely,
- Michael A. Contreras, Fire Chief
CATHEDRAL CITY FIRE & EMS
GROUNDING PRINCIPLES
VALUES
OF THE DEPARTMENT
Integrity
Diversity
Excellence
Accountability
Leadership
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SERVE OUR
COMMUNITY
Customer Service
Operational Effectiveness
FISCAL STABILITY Fiscal Responsibility
Operational Effectiveness
SAFETY Wellness & Safety
Leadership Development
INCLUSIVE Leadership Development
Professional Development
CITY
KEY FOCUS
DEPARTMENT
GROUNDING PRINCIPLES
COMMUNITY
INVESTMENT
Community Interaction
Customer Service
INNOVATION Operational Effectiveness
Customer Service
TOGETHER MAKING OUR COMMUNITY A BETTER AND SAFER PLACE FOR ALL TO LIVE.
CITY OF CATHEDRAL CITY
WELCOME TO THE
Mayor Mark Carnevale - District 3
City Council Members
Rita Lamb District 1
Nancy Ross District 2
Ernesto Gutierrez District 4
Raymond Gregory District 5
MEDIAN HOUSEHOLD INCOME
POPULATION
52,494
$56,671
INCORPORATED 1981
Cathedral City
AT A GLANCE
RESOURCES
Fire Stations 3
ALS Ambulances 3
Engine (Type 1) 2
Ladder Truck (75’ Aerial) 1
Water Tender 1
OES 351 (State Type 1) 1
CATHEDRAL CITY FIRE & EMS
2023 RECRUITMENTS TO DATE:
New Firefighter Recruits 10
New AO Recruits 8
Internal Promotions 7
2021 BY THE NUMBERS
Total Incidents 6,784 Ç 6%
Fire Incidents 151 È 30%
EMS Incidents 5,190 Ç 6%
AmbulanceTransports 3,745 Ç 1%
Total Unit Responses 13,639 Ç 7
Total Fire Inspections 734 È 149%
Wildland Deployments 4
2020 BY THE NUMBERS
Total Incidents 6,363 Ç 4%
Fire Incidents 196 Ç 16%
EMS Incidents 4,855 Ç 3%
AmbulanceTransports 3,686 -
Total Unit Responses 12,658 Ç 3%
Total Fire Inspections 1,827 È 45%
Wildland Deployments 5
2022 BY THE NUMBERS
Total Incidents 7,311 Ç 7%
Fire Incidents 165 Ç 12%
EMS Incidents 5582 Ç 8%
AmbulanceTransports 4126 Ç 14%
Total Unit Responses 14,701 Ç 8%
Total Fire Inspections 758 Ç 3%
Wildland Deployments 3
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The City of Cathedral City was established in 1925 and incorporated in 1981. Strategically located, with borders on both sides of Interstate 10, Cathedral City is a haven for expanding and relocating businesses. Cathedral City ranks in the top three cities in the Coachella Valley in population. Businesses view the region as a triangle of opportunity between Los Angeles and San Diego with Coachella Valley situated inland, approximately equal distances from each. This triangle of commercial businesses, light industry, and professional services is expanding and becoming one metropolis of continued growth.
COMMUNITY PROFILE
Cathedral City is a charter city in Riverside County in the Coachella Valley of California. It is approximately 22.75 square miles in area and is 64 miles east of the City of Riverside.
All borders of Cathedral City are within Riverside County. The Union Pacific Railroad and Interstate Highway 10 both run through the northern-most portion of the City. The Santa Rosa Mountains border the southern-most portion of the city.
Climate in the Coachella Valley can be described as arid most of the year, with extreme heat in excess of 120 degrees Fahrenheit anytime from June through September, and colder temperatures as low as 25 degrees Fahrenheit from December through February. Our average rainfall is less than three inches per year. Temperatures and rainfall for Cathedral City are typical of that of the rest of the Coachella Valley (eastern Riverside County).
CATHEDRAL CITY
Moving Forward With Commitment, Pride and Excellence
Public Other
Leisure
Education
Professional Finance
Information
Transportation
Retail
Wholesale
Manufacturing
Construction
EMPLOYMENT BY SECTOR
2.5%
58.9%
1.6% 0.2%
6.4%
30.4%
0.0%
10.0%
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
African
American
Hispanic or
Latino
American
Indian
Native
Hawaiian,
Pacific
Islander
Asian White, Non
Latino or
Hispanic
POPULATION DEMOGRAPHICS
CATHEDRAL CITY FIRE & EMS - WORKFORCE DEMOGRAPHIC Total CAUCASIAN 76.92%
HISPANIC 23.08%
ROBERT VAN NORTRICK
2012 - 2015
MICHAEL A. CONTRERAS
2022 to Present
JOHN A. MUHR
2020 to 2022
PAUL S. WILSON
2015 - 2020
FIRE CAPTAIN (3)
ENGINEER (3)
FIREFIGHTER (6)
AMBULANCE OPER (3)
FIRE CAPTAIN (3)
ENGINEER (3)
FIREFIGHTER (6)
AMBULANCE OPER (3)
ROBERT WILLIAMS, JR.
A-SHIFT BATTALION CHIEF
SANDY RAMSEY-WOODS
ADMIN. ASST.
CRAIG SANBORN
B-SHIFT BATTALION CHIEF
OUR ORGANIZATION
FIRE CHIEFS THROUGH THE YEARS
WILLIAM SOQUI
2006 - 2015
GEORGE TRUPELLI
1987 - 1996
ALLEN PRICE
1966 - 1991
STEVEN S. SOWLES
1996 - 2006
FIRE CAPTAIN (3)
ENGINEER (3)
FIREFIGHTER (6)
AMBULANCE OPER (3)
STEPHEN TUMIR
C-SHIFT BATTALION CHIEF
LYNNE PIVAROFF
FIRE MARSHAL
MICHAEL A. CONTRERAS
FIRE CHIEF
HARVEY CALDERON
FIRE INSPECTOR
Fire Stations 3
Sworn Personnel 36
Non-Sworn Safety Personnel 9
Non-Sworn Admin Personnel 2
Fire Marshal 1
Fire Inspector 1
LUIS PINON
ANALYST
In the years prior to 1987, fire services in Cathedral City were provided by CDF, and consisted of both paid and volunteer firefighters. In July, 1987, the City Council notified the Riverside County Fire Department that they did not intend to renew their fire contract. By October, the City recruited a Fire Chief to organize and implement the City’s own full-time fire services.
At 0800 on January 1, 1988, fire protection services transferred from the California Department of Forestry to the new “Cathedral City Fire Department”. Cathedral City Fire & EMS was dedicated and began service with twenty full-time fire personnel operating out of two stations.
Administration, which was housed at Station 412, consisted of the Fire Chief, Administrative Captain, and a part-time Secretary.
Reserve firefighters, for the first year, provided on-call staffing for a third engine company. Expanding their scope of responsibilities and apparatus inventory, the department applied for and was successful in obtaining a fire engine from California’s Office Of Emergency Services.
In 1989, the department began transporting patients with two ALS ambulances.
After two years of planning by the department’s staff, “Fire Station Three” construction was complete. The station which includes 7,000 square feet of commercial lease space is the first public/private partnership project the City has undertaken.
The department began offering monthly Adult/Child/Infant Cardio Pulmonary Resuscitation classes to residents of the City in 1995, and later that year, our EOC doors opened to all Coachella Valley Firefighters as the first State Fire Marshal training class was offered. The class was in Fire Investigation.
By 1996, the Reserve Paramedic/Firefighter program was developed and implemented. Six Paramedic Reserves were hired to provide staffing for the backup medic unit during the nighttime hours (1600 - 0600). A year later, five regular Reserve Firefighters received acceptance into Paramedic School. One Battalion Chief position reclassified to Assistant Fire Chief.
In February, 1997, the Citizen Emergency Response Training (CERT) program was adopted by the department to train Neighborhood Emergency Service Team members. By July, the CERT program graduated it’s first class of 15 volunteers.
Today, Cathedral City Fire & EMS operates three-person engines an aerial truck, along with two-person ALS ambulances.
OUR HISTORY 35 YEARS OF EXCELLENCE
The department employs 53 personnel, 36 full-time career firefighters, 9 full-time ambulance operators, housed in three strategically located fire stations covering a response area of 22.75 square miles. The department responds to over 7,311 emergency calls for service each year. Services provided to the community include: Basic and Advanced Life Support and Ambulance Transport, Fire Suppression, Fire Prevention, and Community Outreach. The Divisions include:
ADMINISTRATION
Staffing and Personnel Leadership
Community Risk Assessment
Fall Prevention
Drowning Prevention
Bleeding Prevention
‘Sidewalk’ CPR Training
Community C.E.R.T. Training
Strategic Planning and Administrative Oversight
Foster and Maintain /City Department/Community
DIVISIONS
OPERATIONS CATHEDRAL CITY FIRE & EMS
Fire and Life Safety Operations
Wildland Fire Services
Technical Rescue
Hazardous Materials
Incident Stabilization
Preservation of Property and the Environment
Domestic Preparedness and Response
Fire Based Training
EMERGENCY MEDICAL SERVICES
Ambulance Transport Services
EMS and Life Safety Operations
Basic and Advanced Life Support Training
County and State Emergency Medical - Training of Standards Emergency Medical Dispatching (EMD)
FIRE PREVENTION
Public Education
Fire and Life Safety Inspections
Commercial Business Plan Review
Fire Investigation Liaison
Fire Department Access - Enforcement of Standards
Fire Extinguishing Systems - Enforcement of Standards
Water Supply - Enforcement of Standards
Special Occupancy - Enforcement of Standards
Fire Administration provides general department oversight, monitors the effectiveness of current programs and projects, determines future needs of the department, and develops plans of action to achieve department goals; working collaboratively with other city departments, internal and community stakeholders to ensure a high level of efficiency and productivity. Fire Administration consists of the Fire Chief, Battalion Chief of Administration, Battalion Chief of Operations, Battalion Chief of Emergency Medical Services, a Fire Marshal, a Life Safety Inspector, an Administrative Assistant, and an Anaylst.
Fire Administration oversees an annual operating budget of $14,354.395 million within the framework of the $69,679,551 General Fund of the City.
Stephen Tumir
BATTALION CHIEF
ADMINISTRATION OPERATIONS
Craig Sanborn
BATTALION CHIEF
Cathedral City Fire & EMS Operations Division is responsible for ensuring that all citizens, visitors, business owners, and city employees are served through an efficient and effective system of services designed to protect life, environment, and property. Part of this system includes staffing and maintaining 3 fire stations strategically located throughout the city. The Operations Division is responsible for overseeing many of the departments programs to include but not limited to training, new recruitment and academies, apparatus maintenance, company inspection program, SCBA program, small tools and equipment, and policy manual updates.
Cathedral City Fire & EMS when fully staffed is comprised of 36 sworn fire suppression members, 9 ambulance operators, 3 Battalion Chiefs, and a Fire Chief. Cathedral City Fire & EMS operates A, B, and C shifts working a 48 / 96 work schedule and are each supervised by a Battalion Chief who reports directly to the Fire Chief. The department personnel assigned to these shifts consist of Fire Captains, Fire Engineers, and Firefighters who are highly trained professionals responding to 7,311 emergency calls for service annually.
In all aspects of our operations, the safety of our personnel and community remains paramount.
We strive to maintain the highest standards of professionalism, adaptability, and excellence.
Through proactive community engagement, ongoing education, and continuous improvement, we endeavor to minimize the impact of emergencies and foster a safer environment for all.
OPERATIONS
Fire and Life Safety Operations
Wildland Fire Services
Technical Rescue
Hazardous Materials
Incident Stabilization
Preservation of Property and the Environment
Domestic Preparedness and Response
Fire Based Training
ADMINISTRATION
Staffing and Personnel Leadership
Community Risk Assessment
Fall Prevention
Drowning Prevention
Bleeding Prevention
‘Sidewalk’ CPR Training
Community C.E.R.T. Training
Strategic Planning and Administrative Oversight
Foster and Maintain /City Department/Community Relationships The fire suppression program includes an all-risk fire suppression and emergency response to decrease the potential for loss of life and property damage caused by fire. This is accomplished through expedient dispatch of qualified personnel utilizing appropriate equipment and apparatus.
Cathedral City Fire & EMS provides structural and wildland fire protection services. Two of the three fire stations are staffed with a three-person type one fire engine, and one station is staffed by a three-person 75- foot quint truck. All three stations have one ambulance staffed with a firefighter paramedic and an EMT ambulance operator. Two of the three stations cross- staff other apparatus. One of the stations cross-staffs a tactical water tender, and one station cross-staffs a Type 1 brush engine.
All suppression personnel are provided personal protective equipment for structural and wildland fire fighting.
Structure fire first alarm responses include two Type 1 fire engines, 1 quint truck, 3 medic units, and the on-duty Battalion Chief, for a total of 13 fire suppression personnel. Emergency response incident personnel utilized the incident, command system and unified command with Cathedral City Police Department, and surrounding agencies who provide mutual aid assistance using coordinated actions and common communications.
When all department resources are committed on an incident, city coverage is requested from Palm Springs Fire (1 engine) and American Medical Response (1 ambulance) to facilitate additional emergency responses within city limits. The incident commander may request additional resources and alarms based on the needs of the incident.
FIRE SUPPRESSION OPERATIONS
OPERATIONS
Wildland firefighting is a critical and challenging task that involves combating fires in natural environments. It requires skilled firefighters, specialized equipment, and strategic approaches to mitigate the spread of fires and protect both human life and valuable ecosystems.
Cathedral City Fire & EMS is staffed with two Type 1 engines and a 75’ quint all with three-person staffing. Each station has a Paramedic ambulance staffed with an Ambulance Operator (AO) and one firefighter paramedic.
Station three cross-staffs a water tender to be utilized in wildland incidents.
Station 1 also houses a Type 1 Office of Emergency Services (OES) engine.
Each engine has a 500-gallon tank with the quint having a 400-gallon tank.
Each apparatus has a 1,500 gallon per minute flow rating. The water tender has a 2,000-gallon tank with a 500 gallon per minute flow rating. The fleet of Cathedral City Fire & EMS allows for the mitigation of low, moderate, and high-risk wildland incidents within the city.
Two major areas of Cathedral City offer the largest threat for potential wildland incidents. The section to the north of the city that stretches 4.1 miles lining the railroad that consists of dense tamarisk trees and the area to the south of the city that runs into Agua Caliente Indian Reservation and the Bureau of Land Management area of the Santa Rosa and San Jacinto Mountains National Monument. The tamarisk trees offer no significant structure threat, but do impose disruption to the rail system moving through the city, while the Monument is federally protected land.
Firefighters are required to take an annual refresher course of the National Wildfire Coordinating Group (NWCG) S-130 Wildland Firefighter Training 4 class series to address the foundational skills of wildland incidents. While Cathedral City Fire & EMS is capable of handling the low, moderate and high wildland incidents, mutual aid is a necessity for larger scale critical-risk incidents.
WILDLAND FIRE SERVICES
HAZARDOUS MATERIALS
Cathedral City Fire & EMS provides emergency response to businesses, roadways, highways, railways, and open land within the city limits. Cathedral City Fire & EMS responds to hazardous materials incidents at an awareness level and is capable of mitigating low risk incidents. The firefighters with the department are trained to a minimum of First Responder Awareness (FRA), this level of training enables crews to identify hazardous materials, isolate and deny entry into the warm and hot zone, and make the necessary notifications. Each apparatus carries a Department of Transportation (DOT) Emergency Response Guidebook (ERG). FRA refresher training is administered annually to maintain hazardous materials response readiness.
For moderate and high risk incidents the department utilizes mutual aid from CAL Fire for technician and specialist level hazardous materials mitigation who work in conjunction with Riverside County Environmental Protection Agency (EPA) and contact is made to Cal OES for additional guidance. CAL Fire’s team resides in the community of Winchester California, which leads to prolonged response times due to the travel time of 1 hour and 30 minutes.
OPERATIONS
OPERATIONS
Cathedral City Fire & EMS plays a crucial role in ensuring public safety and responding to emergencies. Among our many responsibilities, the department possess specialized technical rescue capabilities that enable them to handle various challenging situations. One such area is auto extrication, the departments has certified and highly trained firefighters employ specialized tools and techniques to safely remove individuals trapped in vehicles after automobile accidents. This technical rescue operation requires a combination of precise cutting, spreading, and lifting tools, as well as a deep understanding of vehicle anatomy and safety protocols.
Another critical aspect of technical rescue capabilities is search and rescue in confined spaces. Cathedral City Fire & EMS is not certified or capable of performing these types of rescues due to lack of equipment and training.
For these types of incidents, the Incident Commander will request mutual aid from Palm Springs Fire Department and Cal Fire to assist in managing these operations. These agencies possess the equipment and expertise necessary to safely perform these types of rescues.
Hazardous environments such as collapsed buildings or underground structures pose unique challenges due to limited access and potential risks, like structural instability and hazardous materials. Firefighters trained in confined space rescue undergo specialized training to navigate these tight spaces using specialized equipment and techniques to locate and extricate individuals trapped within.
Additionally, the agency is also well-equipped to handle low and high-angle rescue operations. High-angle rescues involve situations where victims are trapped on roof tops or other elevated structures, while low-angle rescues often occur on slopes or hillsides. Firefighters trained in these areas employ specialized rope systems, harnesses, and rigging techniques to safely access and retrieve individuals trapped or injured and unable to remove themselves.
Overall, the department’s technical rescue capabilities encompass a wide range of operations. These rescue types include: auto extrication, confined space, search, low and high-angle, trench, and swift water. These highly skilled firefighters undergo extensive training to handle these complex scenarios employing specialized equipment, techniques, and protocols to ensure the safety and well-being of those in need.
TECHNICAL RESCUE
Cathedral City Fire & EMS is an Advanced Life Support (ALS) first response and transporting agency within Riverside County, providing emergency medical services (EMS) to the residents, workers, and visitors of Cathedral City. The organization employs members with various EMS accreditations and licenses, including Emergency Medical Technician-Basic (EMT-B) and Emergency Medical Technician-Paramedic (EMT-P). All members are required to maintain appropriate certification and/or license requirements as set forth by State (Cal EMSA) and County (REMSA) guidelines through on-site and external training facilities (REMSA Protocol 1207). EMS compliance standards are established in the Advanced Life Support (ALS) First Responder and ALS Emergency Ground Ambulance Transport Services Agreement by and Between the City of Cathedral City and County of Riverside (shall be referred to as the “Riverside County ALS Agreement”).
All Cathedral City Fire & EMS apparatus are staffed with ALS trained personnel and equipment. First response apparatus is staffed with three suppression personnel, with a minimum of two of those personnel being Riverside County accredited paramedics. Cathedral City Fire & EMS transport ambulances are also staffed with ALS trained personnel and equipment. Ambulances are staffed with two personnel.
Ambulance staffing must include at least one Riverside County accredited paramedic and one suppression person. Any personnel not holding Riverside County paramedic accreditation must be a California certified EMT-B.
The Cathedral City Fire Dispatch Center provides emergency medical dispatch (EMD) services, categorizing medical calls based on severity to ensure that the appropriate number and types of resources are responding to each call for service. The minimum level of response to any emergency medical incident is three personnel, with at least two of these personnel being Riverside County accredited paramedics.
All aspects of Emergency Medical Services are continuously reviewed through a Continuous Quality Improvement Process.
Robert Williams, Jr.
BATTALION CHIEF
EMS
EMERGENCY MEDICAL SERVICES
Ambulance Transport Services
EMS and Life Safety Operations
Basic and Advanced Life Support Training
County and State Emergency Medical, Training of Standards Emergency Medical Dispatching (EMD)
Lynne Pivaroff
FIRE MARSHAL
Fire prevention is a proactive method for reducing the likelihood of fire-based emergencies and lessening the damage caused by them. Examples of fire prevention activities and practices include development plans review, inspections, installation of smoke alarms, etc. The Cathedral City Fire & EMS, Prevention division is located in the Administrative Offices and works under the direction of the Fire Chief, overseen by the Fire Marshal to perform fire plan reviews and life safety inspections for new and existing businesses, multi-residential complexes, and mandated facilities. The Fire Marshal ensures compliance with California statutes and enforces the California Fire Code and any National Fire Protection Association (NFPA) codes adopted by the state of California or the City of Cathedral City. NFPA 1730 outlines the minimum inspection frequencies based on occupancy risk categories (high, moderate, or low). The authority having jurisdiction, or the City of Cathedral City, is responsible for determining the minimum resources, personnel, and equipment levels necessary to perform code enforcement and inspection activities.
The Cathedral City Fire & EMS, Fire Prevention Division, responsibilities include:
• Prevention of fire and related emergency incidents through planning, inspections, enforcement, and education.
• Elimination of fire and life safety hazards through inspection and code enforcement. • Review of site and development plans for new building construction and developments, including associated infrastructure.
• Review of building design and fire suppression system plans for all new construction and remodels to ensure code compliance.
• Enforcement of maintenance requirements of installed fire protection equipment and life safety systems.
All new construction of commercial and residential buildings must go through the permitting process. The Fire Prevention Division provides building plan review services for new and existing construction projects. Services provided include: review of the site, building and infrastructure designs, and the plans and installation process of automatic fire sprinkler and fire alarm systems to be built into the structure. The Fire Marshal’s office conducts the final inspection before allowing the business to open to the public and conduct business.
FIRE PREVENTION
FIRE PREVENTION
Public Education
Fire and Life Safety Inspections
Commercial Business Plan Review
Fire Investigation Liaison
Fire Department Access - Enforcement of Standards
Fire Extinguishing Systems - Enforcement of Standards
Water Supply - Enforcement of Standards
Special Occupancy - Enforcement of Standards
COMMUNITY CENTERED
DATA DRIVEN
EMPLOYEE SUPPORTED
A cornerstone of successful organizations, the community’s voice drives their operations and charts the course for their future. A community centered emergency service organization seeks to gather and utilize the needs and expectations of its community in the development and/or improvement of the services provided.
To ensure that the community remains a focus of the Cathedral City Fire & EMS’ direction, a community focused strategic planning process was used to develop this strategic plan. A strategic plan is a living management tool that provides short-term direction, builds a shared vision, documents goals and objectives, and optimizes the use of resources.
Effective strategic planning benefits from a consistent and cohesively structured process employed across all levels of the organization. Planning is a continuous process with no clear beginning and no defined end. While plans can be developed regularly, it is the process of planning and implementation that is important, not the publication of the plan itself.
Most importantly, strategic planning can be an opportunity to unify the management, employees, and stakeholders through a shared understanding of where the organization is going, how everyone involved can work toward that common purpose, and how progression and success will be measured.
STRATEGIC PLANNING PROCESS
STRATEGIC PLANNING PROCESS
Ensure all programs, services,
and support functions are
represented and addressed.
Determine strategic
initiatives for organizational
improvement.
Establish realistic and
measurable goals, and
objectives for each initiative.
Identify implementation
tasks for the
accomplishment of each
objective.
Determine
the vision of
the future.
Develop organizational and
community commitment with
accountability to accomplish
the plan.
Reassess and reevaluate on a regular
basis.
14 OUR
STEP
Create a multilingual mechanism to solicit the
community for feedback and ensure it captures the rich diversity of the city.
Identify any concerns the
community may have about the
organization as well as aspects
of the organization that the
community views positively
Revisit the department’s
mission statement, vision
statement, and core values to
ensure they are in alignment
with the services and
programs currently provided
Petition the opinions of the
organization’s membership.
Identify the internal strengths
and weaknesses of the
organization.
Identify the organization’s
critical issues and service
gaps.
Identify areas of
opportunity for potential
threats of the organization.
COMMUNITY-DRIVEN,
EMPLOYEE-SUPPORTED
STRATEGIC PLANNING
PROCESS
EMPLOYEE ENGAGEMENT
INTERNAL STAKEHOLDERS GROUP FINDINGS
COMMUNITY ENGAGEMENT
EXTERNAL STAKEHOLDER GROUP FINDINGS
Internal stakeholder feedback was gathered through multi-session workshops and an anonymous survey sent to all CCFE employees, which received an impressive 76% response rate.
The employee engagement process utilized contemporary strategies to gather input on the department’s approach to community centered strategic planning, focusing on our mission, values, core programs, and support services. Additional focus was on identifying the organization’s perceived strengths, weaknesses, opportunities, and threats.
The Strategic Planning Workshops identified emerging trends and patterns from the data, when, aligned with the community engagement group findings, reinforce the organization’s goal to improve the mission, values, vision, department goals, and objectives.
See Appendix 2 for a complete list of common focus’ of Internal Stakeholders.
A critical element of the Cathedral City Fire & EMS’ organizational philosophy is having a high commitment to the community and recognizing the importance of community satisfaction.
To ensure we achieved feedback from our diverse community, CCFE utilized an online, social media-driven, multilingual community outreach campaign to petition input from the community.
Respondents were asked to provide a prioritized perspective of the programs and services provided by the department. Additionally, information was gathered regarding the community’s expectations and concerns regarding the level of service CCFE provides.
The community stakeholder’s specific findings are provided on Page 90 of the 2024 CRASOC.
The department’s Strategic Plan Workshops, utilized the full feedback from the community stakeholders in understanding the current strengths and areas for improvement encountered within the organization.
Additionally, the community stakeholder’s feedback provided a process to ensure alignment with the work implemented in the organizational mission, values, vision, and goals for improvement.
See Appendix 1 for a complete list community workshop participants.
PROGRAMS
AND SERVICES
6 CITY
KEY FOCUS AREAS
1. Serve the community with pride and dedication
2. Invest in the Community
3. Fiscal Stability and Sustainability
4. Innovation in Technology to Improve Services
5. Safety in Our Community
6. An Inclusive and Diversified Workforce and Community These categories were identified initially in the Cathedral City Strategic Planning Sessions and are further defined, specifically, within the Cathedral City Fire & EMS’ Strategic Plan.
1. Customer Service
2. Professional Development
3. Community Interaction
4. Leadership Development
5. Operational Effectiveness
6. Wellness & Safety
7. Fiscal Responsibility
These 7 grounding principles were identified, specifically, to keep us on the right path as we strive to attain our goals.
7 DEPARTMENT
GROUNDING PRINCIPLES
The Cathedral City Strategic Plan Working Group and the Cathedral City Fire & EMS’ Strategic Planning Workshops identified six unique categories, associated with the seven grounding principles of the department, that encompass the programs, services, and support functions that are critical for the success of the CCFE.
A S.W.O.T. analysis allows an organization to candidly identify and analyze Strengths, Weaknesses, Opportunities, and Threats. The primary objective of a S.W.O.T. analysis is to help organizations develop a full awareness of factors impacting the organization, providing an opportunity to evaluate it’s operating environment for areas to capitalize, as well as areas of potential danger.
Organizational stakeholders recorded CCFE’s strengths and weaknesses and the possible opportunities and potential threats. The information gleaned will assist the agency in finding its broader critical issues and service gaps.
Appendix 3 consists of the S.W.O.T. analysis identified by Strategic Plan Workshops.
S.W.O.T.
ANALYSIS
Following the identification and review of the department’s S.W.O.T., the Strategic Planning Workshops met to identify themes as primary critical issues and service gaps.
The critical issues and services gaps identified by the stakeholders provide further guidance toward the identification of the strategic initiatives, which will ultimately lend direction for the development of goals, objectives, critical tasks, and timelines.
Appendix 4 consists of the critical and service gaps identified by Strategic Plan Workshop.
CRITICAL ISSUES
AND SERVICE GAPS
STRATEGIC GOALS
AND ACTION ITEMS
To continuously drive the mission, vision, and values of Cathedral City Fire & EMS, the department must institute realistic goals and objectives with specific timelines for completion. These serve to reaffirm strengths, address identified weaknesses and challenges, provide a clear direction, and address the community’s concerns.
These goals and objectives will remain the focus of the department’s actions, directing the organization to its desired future while providing direction along the way. Each objective has oversight that will work toward its completion, reporting on timeline adjustments, as needed. Regular reports will be made to CCFE’s administrative leadership on the status of all strategic goals and objectives.
A
C
D
E
F
GOAL
SERVE OUR COMMUNITY
GOAL
FISCAL STABILITY
GOAL
INNOVATION
GOAL
SAFETY
GOAL
INCLUSIVE
GOAL B COMMUNITY INVESTMENT
CITY
KEY FOCUS
DEPARTMENT
GROUNDING PRINCIPLES
Customer Service
Operational Effectiveness
Community Interaction
Customer Service
Fiscal Responsibility
Operational Effectiveness
Operational Effectiveness
Customer Service
Wellness & Safety
Leadership Development
Leadership Development
Professional Development
COMMUNITY
INVESTMENT
GOAL
B
CITY KEY FOCUS: Cathedral City roads,
gateways, public spaces and other
infrastructure are well planned, designed,
constructed and maintained.
SERVE OUR
COMMUNITY
GOAL
A
CITY KEY FOCUS: Through diversity,
equity, and inclusion driven employee
programs and experiences, Cathedral
City is the employer of choice with a
workforce that is engaged, motivated,
and respected public steward.
GROUNDING PRINCIPLE:
Customer Service: We are
committed to providing the
highest level of service to
our community members.
Your safety and well-being are our
top priorities, and we are dedicated to
meeting your needs with utmost care
and professionalism.
GROUNDING PRINCIPLE:
Operational Effectiveness:
We continuously evaluate
and improve our operational
procedures to optimize our response
times, enhance emergency management,
and ensure the safety of both our
firefighters and the community we serve.
ACTION ITEM CITY-WIDE ACTION FIRE DEPT. ACTION CPSE PERFORMANCE
INDICATOR
ASSIGNED TO / TIME FRAME
A-3 (CC) Consider Cadet Program Cadet Program 07/2024 CC 8A.1 8A.2
Administrative Staff
12 Months, Annual Review
A-4 (CC) Professional Development Program 25% Workforce Under-represented 7B.4 7B.8
Administrative Staff
12 Months, Annual Review
A-5 (CC) Develop Career Development
Initiatives
Strategic Plan
AO/FF Bridge
Career Development Plans
Five Outreach Events
7B.8
7B.9
Administrative Battalion Chief
12 to 24 Months, Annual Review
A-1 (FD) Reduce call interval times by 5%
Monthly operational data reports
2C.2 ImageTrend Program Manager
12 Month, Annual Review
A-2 (FD) Community Risk Reduction will
have an approved process for
implementing and evaluating public
education programs
CC 5B.1
5B.2
Community Risk Reduction Committee
12 Months, On-going
ACTION ITEM CITY-WIDE ACTION FIRE DEPT. ACTION CPSE PERFORMANCE
INDICATOR
ASSIGNED TO / TIME FRAME
B-12 (CC) Develop Traffic Calming Support role to other city departments 2D.2 Administrative Staff On-going, Annual Review
B-19 (CC) Develop Fleet Maintenance Policies Develop Fleet Maintenance Policies CC 6D.1 Apparatus Maintenance Program Manager
On-going, Annual Review
CITY KEY FOCUS: Cathedral City has
economically prospered by facilitating
the investment of private dollars in high
quality development which benefits
the community. We remain financially
solvent by instituting prudent fiscal
policies and transparent financial
practices.
FISCAL
STABILITY
GOAL
C
GROUNDING PRINCIPLE:
Fiscal Responsibility: We
understand the importance
of responsible financial
management. By maintaining fiscal
responsibility, we can allocate resources
where they are needed most.
ACTION ITEM CITY-WIDE ACTION FIRE DEPT. ACTION CPSE PERFORMANCE
INDICATOR
ASSIGNED TO / TIME FRAME
C-4 (CC) Allocate Resources Necessary for
Council Goals
Support role to other city departments CC 4C.1 Fire Chief On-going, Annual Review
C-9 (CC) Complete/Develop Impact Fee
Study
Support role to other city departments 4B.1
4B.2
Fire Chief
On-going, Annual Review
C-10 (CC) Update 1000 Palms Fiscal Analysis Support role to other city departments 4B.1 4B.2
Fire Chief
On-going, Annual Review
C-11 (CC) Develop Resource Guide to
Educate/Inform Project Applicants
of Requirements
Support role to other city departments CC 5A.2 Fire Chief On-going, Annual Review
C-12 (CC) Implement a Private Development
and Plan Review System
Hire Fire Marshal CC 5C.3
CC 5A.3
Fire Chief
Completed
C-17 (CC) Establish a Risk Management
Program Minimizing Litigation
Through Staff Education
Develop education program for
department personnel
4B.6 Safety / Wellness Committee
12 Months, Annual Review
C-1 (FD) Create a station maintenance program 4A.2 Operations Battalion Chief 12 Months, Annual Review
C-2 (FD) Increase ambulance transport cost
recovery by 10%
4A.2
CC 4C.1
Administrative Staff
12 Months, Annual Review
GOAL INNOVATION
D
CITY KEY FOCUS: Cathedral City
continually focuses on improving
service delivery and customer
experiences by successfully leveraging
technology and creative initiatives to
improve public services, public safety,
and stimulate economic growth.
GROUNDING PRINCIPLE:
Community Engagement:
We believe in fostering
strong relationships with our
community members. Through open
communication, educational programs,
and outreach initiatives, we strive to
create a sense of safety, trust, and
partnership within our neighborhoods.
GROUNDING PRINCIPLE:
Operational Effectiveness:
We continuously evaluate
and improve our operational
procedures to optimize our response
times, enhance emergency management,
and ensure the safety of both our
firefighters and the community we serve.
ACTION ITEM CITY-WIDE ACTION FIRE DEPT. ACTION CPSE PERFORMANCE
INDICATOR
ASSIGNED TO / TIME FRAME
D-4 (CC) Technology solutions to Bolster IT
Security
Support role to other city departments CC 9D.1 Administrative Battalion Chief On-going, Annual Review
D-5 (CC) Improve Workforce Mobility by
Using Advanced Mobile Devices
Imagetrend
Fire Prevention
9D.2
CC 5F.5
ImageTrend Program Manager
On-going, Annual Review
D-6 (CC) Technology to Improve Online
Services and Data
Support role to other city departments CC 9D.1
9C.2
9D.2
ImageTrend Program Manager
On-going, Annual Review
D-8 (CC) Establish Community-Based
Programs: Drowning Prevention, Fall
Prevention, etc.
Conduct Fall Prevention Classes
Drowning Prevention Campaign
C.E.R.T. Courses
Smoke Alarm Classes
CC 5B.1
5B.3
Community Risk Reduction Committee
12 Months, Annual Review
D-9 (CC) Convert Paper Documents to Digital Support role to other city departments 9C.2 Administrative Battalion Chief On-going, Annual Review
D-1 (FD) Reduce falls and public assists calls
for service within the community by
5%
CC 5B.1 Community Risk Reduction Committee
12 Months, Annual Review
GOAL SAFETY
E
CITY KEY FOCUS: Cathedral City is safe
for all who live, work, visit, and play in our
community.
GROUNDING PRINCIPLE:
Professional Development:
We recognize the importance
of continuous learning and
growth. By investing in our firefighters’
development, we ensure that our team
remains at the forefront of firefighting
techniques, emergency response
protocols, and the latest technological
advancements.
GROUNDING PRINCIPLE:
Operational Effectiveness:
We continuously evaluate
and improve our operational
procedures to optimize our response
times, enhance emergency management,
and ensure the safety of both our
firefighters and the community we serve.
GROUNDING PRINCIPLE:
Health, Wellness, and Safety:
Prioritizing the health,
wellness, and safety of our
firefighters.
ACTION ITEM CITY-WIDE ACTION FIRE DEPT. ACTION CPSE PERFORMANCE
INDICATOR
ASSIGNED TO / TIME FRAME
E-1 (CC) AO Program, 3rd Ambulance Fill Position
Put Third Ambulance in Service
CC 5F.1 Operations Battalion Chief
Completed
E-4 (CC) Increase Fire Dept. Community
Engagement Through Code
Compliance
Reach 100% of the community with
risk reduction education
CC 5B.1
5B.3
Community Risk Reduction Committee
12 Months, Annual Review
E-7 (CC) Update EOP, Annual Exercises Support role to other city departments CC 5D.1 5D.6
EOC Program Manager
12 Months, Annual Review
E-8 (CC) Community Training and Outreach,
C.E.R.T.
Two Community C.E.R.T. Classes CC 5B.1
5B.3
C.E.R.T. Program Manager
12 Months, Annual Review
E-9 (CC) FD Injury Prevention / Wellness
Program
Create and implement a complete risk
management program that includes
mental and physical wellness
CC 11A.5
11A.2
11B.3
Safety / Wellness Committee
12 months, Annual Review
E-10 (CC) Community Engagement Regarding
Public Safety Through Public
Education
Support role to other city departments CC 5B.1
5B.3
Risk Reduction Committee
On-going, Annual Review
E-16 (CC) Formalize Protocols for Emergency
Response Call-Outs
Support role to other city departments 9B.11 Administrative Staff 12 Months, On-going
E-1 (FD) Create Community Risk Reduction
Education opportunities two times
each year
CC 5B.1
5B.3
Community Risk Reduction Committee
12 Months, Annual Review
EMBRACING
INCLUSIVENESS
GOAL
F
CITY KEY FOCUS: Cathedral City is valued
and respected as a community that
welcomes and embraces diversity, has an
abundance of high quality and affordable
housing options and vibrant businesses.
Our neighborhoods are attractive, wellmaintained, and issues surrounding homelessness have been compassionately
addressed with thoughtful, coordinated,
and collaborative programs.
GROUNDING PRINCIPLE:
Community Engagement:
We believe in fostering
strong relationships with
our community members. Through open
communication, educational programs,
and outreach initiatives, we strive to create
a sense of safety, trust, and partnership
within our neighborhoods.
GROUNDING PRINCIPLE:
Professional Development:
We recognize the importance
of continuous learning and
growth. By investing in our firefighters’
development, we ensure that our team
remains at the forefront of firefighting
techniques, emergency response
protocols, and the latest technological
ACTION ITEM CITY-WIDE ACTION FIRE DEPT. ACTION CPSE PERFORMANCE
INDICATOR
ASSIGNED TO / TIME FRAME
F-10 (CC) Public Awareness on City Efforts -
Homelessness
Support role to other city departments CC 5B.1
5B.3
Administrative Staff
On-going, Annual Review
F-13 (CC) Outreach Strategy to Determine
if Services are Meeting Diverse
Community
Support role to other city departments CC 5B.1
5B.3
Administrative Staff
On-going, Annual Review
F-14 (CC) Coordinate City Resources to
Address Homelessness Needs
Support role to other city departments CC 5D.1
5D.6
Administrative Staff
On-going, Annual Review
F-15 (CC) Discuss Interest / Feasibility of
West Valley Homeless Task force
Support role to other city departments CC 5B.1
5B.3
Administrative Staff
On-going, Annual Review
F-1 (FD) Increase diversity outreach in
applicants and new-hires by 50%
CC 5B.1 Administrative Staff
On-going, Annual Review
F-2 (FD) Increase social media outreach to
attract a diversified workforce
CC 5B.1 Social Media Program Mgr
12 Months, Annual Review
F-3 (FD) Development a formal transition
process, promoting personnel to a
higher rank or administration.
CC 5B.1
8A.1
Administrative Staff
12 Months, Annual Review
The Strategic Planning process continues long after the information gathering phase and finalization of this document has been completed.
This Strategic Plan has created a framework that will guide the Cathedral City Fire & EMS’ policies, operations, and focus for the next two and a half years.
This document will help certify that CCFE continues to provide high quality and reliable service to the community, while at the same time, ensuring the effective use of City resources and funds in alignment with the City’s Strategic Initiatives.
Cathedral City Fire & EMS is committed to continuous quality improvement and transparency with its employees and the community we serve. We would like to recognize the Cathedral City community and the men and women of Cathedral City Fire & EMS for their input and participation in making our department into a premier organization in the Coachella Valley.
CONCLUSION
1 APPENDIX
Alice Daby
Sue Townsley
Judy Glenn
Terry Applegate
Participating
Community Leaders
Richard Altman
Pattie Hagedorn
Shelley Kaplan
Stephen Burchard
Participating
Community Leaders
Community Engagement
2 APPENDIX Employee Engagement
• Increase engagement with the community
• Seek continued excellence in providing ambulance transport services • Place a focus on the health, wellness, and safety of employees • Develop leadership through professional standards
• Be good stewards of city and department resources
• Maximize opportunities to attract and develop a diversified and inclusive workforce COMMON FOCUS of Internal Stakeholders
• EMS transporting agency
• Responsibility-driven workforce
• Strong interdepartmental relationships
• Adaptive and responsive workforce
• Professional organization
• Safety focused
• ISO Class 3
• Seeking CPSE accreditation
• Diversified workforce
• Customer service focused
• Community involvement
• Local, municipal organization
• Modern apparatus and equipment
• Excellence in patient care
3 APPENDIX S.W.O.T. ANALYSIS RESULTS
STRENGTHS of Cathedral City Fire & EMS
• Succession planning
• Increased call volume not consistent with
staffing
• Outdated SOPs
• Lack of workforce experience levels
• Lack of department wide professional
standards
• Lack of subject matter experts – internally
• Limited support staff
• Aging facilities
• Employee retention – promotional
opportunities
• Funding for departmental programs
• Limited time management allotment
WEAKNESSES of Cathedral City Fire & EMS
• Grant funding opportunities
• ‘Bridge program’ employee development
• Recruitment expansion
• Training – internal and external
• School district engagement
• Community outreach
• Community communication
OPPORTUNITIES for Cathedral City Fire & EMS
• Meeting ISO and accreditation
requirements
• Economic threats to local economy
• Cannabis saturation – economic threat
• Competing for qualified employees
• Increased call volume and requests for
service
• Aging facilities
• Employee retention
THREATS to Cathedral City Fire & EMS
4 APPENDIX CRITICAL AND SERVICE GAPS IDENTIFIED BY WORKING GROUPS • Develop and implement strategies
achieving the goal of a 25% underrepresented workforce • Develop and implement ‘Bridge’ program,
providing a pathway for careers in the fire
service
• Consider a Fire Cadet program to
introduce youth to the potential for
careers in fire and emergency service
• Invite opportunities for community
outreach
Serve the community with pride and dedication
• Participate with other City departments to
address traffic related issues
• Develop best practices regarding fleet
management
Invest in the Community – Infrastructure
• Recruit and implement the position of Fire
Marshal
• Allocate appropriate resources to achieve
the goals and vision of City leadership
• Develop an efficient and streamlined
process for Fire Prevention review that
facilitates and regulates City needs
• Participate with other City departments
developing a risk management program
Fiscal Stability and Sustainability
• Develop and leverage technology to
improve service delivery and public safety
• Develop and leverage technology to
improve workforce mobility and efficiency
• Develop and leverage technology to
improve the community’s access to
information
• Participate with other City departments
to develop technology solutions to secure
and improve operational management
• Establish innovative and community
based Fire Prevention programs
regarding: Drowning, Smoke Alarm
Installation, Paramedic Services, Fall
Prevention, and Sidewalk CPR
• Obtain CPSE International Accreditation
Innovation in Technology to Improve Services
• Fill the authorized Ambulance Operator
positions and complete the transition to
the Ambulance Operator program and
provisions of a third ambulance
• Increase engagement with the community
to improve safety
• Strengthen the department’s ability to
prepare for, respond to, and recover from
disasters by reviewing and updating
department Emergency Operation Plans
through annual training sessions and
tabletop exercises
• Build community resiliency through the
implementation of community training
programs, CERT training, and other
educational outreach
• Implement community engagement and
public education initiatives to increase
awareness regarding public safety
programs, services, and results of proactive community efforts Safety in Our Community
• Participate with other City departments
developing a public awareness campaign
to inform the community of efforts
and expenditures on issues within the
community, such as homelessness
• Participate with other City departments
developing an outreach strategy to
determine if services are addressing the
needs of our diverse community
• Participate with other City departments
that proactively identifies and responds
to code compliance complaints, as it
impacts the community and department
• Professional and leadership development.
• Develop Department Professional
Standards for departmental consistency.
An Inclusive and Diversified Workforce and Community
TOGETHER MAKING OUR COMMUNITY A BETTER AND SAFER PLACE FOR ALL TO LIVE.
CITY OF CATHEDRAL CITY
FIRE & EMS
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