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
MAKING OUR COMMUNITY A BETTER AND SAFER PLACE FOR ALL TO LIVE.TOGETHER
CITY OF CATHEDRAL CITYCITY 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 GLANCEAT 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 ÇÇ 6%
Fire Incidents 151 ÈÈ 30%
EMS Incidents 5,190 ÇÇ 6%
AmbulanceTransports 3,745 ÇÇ 1%
Total Unit Responses 13,639 ÇÇ 7
Total Fire Inspections 734 ÈÈ 149%
Wildland Deployments 4
2020 BY THE NUMBERS
Total Incidents 6,363 ÇÇ 4%
Fire Incidents 196 ÇÇ 16%
EMS Incidents 4,855 ÇÇ 3%
AmbulanceTransports 3,686 -
Total Unit Responses 12,658 ÇÇ 3%
Total Fire Inspections 1,827 È È 45%
Wildland Deployments 5
2022 BY THE NUMBERS
Total Incidents 7,311 ÇÇ 7%
Fire Incidents 165 ÇÇ 12%
EMS Incidents 5582 ÇÇ 8%
AmbulanceTransports 4126 ÇÇ 14%
Total Unit Responses 14,701 ÇÇ 8%
Total Fire Inspections 758 Ç Ç 3%
Wildland Deployments 3
T H E C O A C H E L L A VA L L E Y
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
ProfessionalFinance
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
CATHEDRAL CITY FIRE & EMS
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
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.
OPERATIONSOPERATIONS
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
ADMINISTRATIONADMINISTRATION
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.
OPERATIONSFIRE SUPPRESSION
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 SERVICESEMERGENCY 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 PREVENTIONFIRE 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 re-
evaluate on a regular
basis.
14 OUR
STEP
Create a multilingual mechanism to solicit the
community for feedback and ensure it cap-
tures 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
COMMUNITY INVESTMENTB
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
INNOVATIONGOAL
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
SAFETYGOAL
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, well-
maintained, 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
APPENDIX1
Alice Daby
Sue Townsley
Judy Glenn
Terry Applegate
Participating
Community Leaders
Richard Altman
Pattie Hagedorn
Shelley Kaplan
Stephen Burchard
Participating
Community Leaders
Community Engagement
APPENDIX2 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
APPENDIX3 S.W.O.T. ANALYSIS RESUL TS
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
APPENDIX4 CRITICAL AND SERVICE GAPS IDENTIFIED BY WORKING GROUPS • Develop and implement strategies
achieving the goal of a 25% under-
represented 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 pro-
active 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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