SoCal Grafix
68435 Ramon Rd
Cathedral City, CA 92234 US
+17609802009
[email protected]
www.socalbranding.com
QUOTE
BILL TO
Cathedral City Police Department
INVOICE 1696
DATE 08/18/2025
TERMS Due on receipt
DUE DATE TBD
DATE ACTIVITY DESCRIPTION QTY RATE AMOUNT
WRAP MATERIAL 3M printed and laminated wrap
material reading cathedral city police
with flag on both sides across door all
the way to tire
2026 Chevy Blazer
1 395.00 395.00T
Installation Installation of wrap on doors of 2026
Chevy Blazer
1 275.00 275.00
decals Grey decal reading Pride In Service on
both sides and Police on back
Unit numbers on front and back
1 150.00 150.00T
Installation Installation of grey vinyl on 2026
Chevy Blazer
1 175.00 175.00
Ceramic Coating Ceramic Coating 1 200.00 200.00
All invoices are due upon receipt, unless terms have
been discussed.
Thank you for your business.
SUBTOTAL 1,195.00
TAX 50.41
TOTAL 1,245.41
BALANCE DUE $1,245.41
Staff Report
City Council
Item No. 4.S
Meeting Date: September 10, 2025
From: George Crum, Chief of Police
Title: Resolution Accepting the California Highway Patrol California Traffic Safety Fund Grant Program (CTFGP) Award of $124.561.63
RECOMMENDATION:
To adopt a resolution accepting the California Highway Patrol California Traffic Safety Fund Grant Program (CTFGP) award in the amount of $124,561.63, BACKGROUND:
At the August 13, 2025, City Council meeting, the City Council accepted a grant in the amount of $124,561.63 from the California Highway Patrol funded through the California Traffic Safety Fund Grant Program (CTFGP) and authorized the Chief of Police, or his designee, to execute the grant agreement and all related documents.
DISCUSSION:
Following the August 13, 2025 City Council Meeting, it was determined that in addition to formally accepting the grant award by a motion and a vote, a resolution indicating the same should also have been provided to the Council for consideration and adoption. In order to follow the required application process, staff is bringing forward for Council’s consideration and adoption a resolution authorizing the acceptance of the FY 2025/2026 California Traffic Safety Fund Grant Program (CTFGP) award in the amount of $124,561.63 and authorizing the Chief of Police, or his designee, to execute the grant agreement and all related documents.
FISCAL IMPACT:
As noted in the staff report dated August 13, 2025, there is no impact to the City’s General Fund with the acceptance of the grant award (Fund 247). The grant provides full funding up to $124,561.63 for overtime, training travel/lodging, and equipment costs during the performance period.
FIVE-YEAR STRATEGIC PLAN:
Not applicable
ATTACHMENTS:
1. Proposed Resolution
RESOLUTION NO. 2025-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF CATHEDRAL
CITY, CALIFORNIA, AUTHORIZING ACCEPTANCE OF THE FY
2025/2026 CALIFORNIA TRAFFIC SAFETY FUND GRANT PROGRAM
(CTFGP) AWARD AND AUTHORIZING THE EXECUTION OF RELATED
DOCUMENTS
WHEREAS, the California Highway Patrol (CHP), through the California Cannabis Tax Fund, has made available grant funds under the California Traffic Safety Fund Grant Program (CTFGP) to support education, prevention, training, and enforcement related to driving under the influence of alcohol and drugs, including cannabis; and WHEREAS, the Cathedral City Police Department has been awarded Grant Agreement No. 23306 titled “FY25/26 CTFGP Law Enforcement – Cathedral City Police Department” in the amount of $124,561.63; and
WHEREAS, the project will provide:
• Training – ARIDE training for ten (10) officers; DRE training for one (1) officer; ARIDE Instructor training for one (1) officer;
• Enforcement – twenty-four (24) DUI saturation patrols targeting impaired driving, with emphasis on marijuana impairment;
• Equipment – acquisition and outfitting of one (1) dedicated Chevrolet Tahoe DUI Enforcement Vehicle for the Police Traffic Bureau; and
WHEREAS, acceptance of these funds will enhance the City’s ability to reduce traffic collisions, injuries, and fatalities caused by impaired driving, thereby increasing community safe ty; and
WHEREAS, the City Council of Cathedral City is authorized to enter into Grant Agreements and to designate an authorized official to execute the necessary documents on its behalf.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF CATHEDRAL CITY, DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:
1. The City Council hereby accepts the FY25/26 CTFGP Grant Award from the California Highway Patrol in the amount of $124,561.63.
2. The City Council authorizes the Chief of Police, or his designee, to execute the Grant Agreement (No. 23306) and all amendments and related documents as required by the CHP to implement the project.
3. The City Clerk is directed to certify this Resolution and forward copies to the appropriate state officials and to the Cathedral City Police Department for grant file documentation.
PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of Cathedral City held on this 10th day of September 2025, by the following vote:
Ayes:
Noes:
Absent:
Abstain:
Nancy Ross, Mayor
ATTEST:
Tracey R. Hermosillo, City Clerk
APPROVED AS TO FORM:
Eric S. Vail, City Attorney
Staff Report
City Council
Item No. 6.A
Meeting Date: September 10, 2025
From: Tracey Hermosillo, City Clerk
Title: Interview Applicant for the Mobile Home Fair Practices Commission and Consider Making an Appointment to fill a Vacant Seat.
RECOMMENDATION:
Interview the applicant, Mr. Erik Castillo, and consider making an appointment to fill the vacant seat on the Mobile Home Fair Practices Commission.
BACKGROUND:
The Mobile Home Fair Practices Commission was established by Ordinance 48, which was adopted by the voters of Cathedral City on March 8, 1983. This Commission only meets when staff receives a request for a determination from either a park tenant or park owner.
The last time the City received a request for determination was in 2022.
DISCUSSION:
The Mobile Home Fair Practices Commission is made up of five members, currently there is one vacancy. Staff received an application from Mr. Erik Castillo to serve on the Mobile Home Fair Practices Commission, which is attached for your review. Staff recommends that the City Council conduct an interview with Mr. Castillo and consider appointing him to fill the vacant seat on the Mobile Home Fair Practices Commission on an as needed basis.
Appointing Mr. Castillo will ensure that the City has a full Commission in the event we receive a request for determination.
FISCAL IMPACT:
There is no fiscal impact with this item.
FIVE-YEAR STRATEGIC PLAN:
Not applicable.
ATTACHMENTS:
1. Application- Erik Castillo
Staff Report
City Council
Item No. 6.B
Meeting Date: September 10, 2025
From: Michael A. Contreras, Fire Chief
Title: Updated Cathedral City Emergency Operations Plan (EOP) RECOMMENDATION:
To adopt the updated Cathedral City Emergency Operations Plan (EOP).
BACKGROUND:
On November 13, 2024, the City Council awarded a contract to the firm Jacob Green and Associates (JGA) to update the City’s Emergency Operations Plan (EOP). Staff worked closely with JGA to bring the EOP current and ready for City Council adoption.
The Cathedral City Emergency Operations Plan is required by the City’s Municipal Code Chapter 2.20.080 Emergency Plan and California Government Code Chapters 8569 and 8610. The plan has been developed consistent with the California Office of Emergency Services (Cal OES) guidance and the Federal Emergency Management Agency’s (FEMA) Comprehensive Preparedness Guide 101. Having a City Council adopted EOP will enable the city to coordinate disaster response more effectively with other levels of government and receive or share emergency resources when needed.
DISCUSSION:
In 2024, Cathedral City reaffirmed its commitment to emergency preparedness by initiating the update of its emergency planning and preparedness frameworks, consistent with council priorities and city manager initiatives. These updates reflect the city’s evolving hazard profile and align with state and federal planning requirements.
Like other California desert cities, Cathedral City faces a range of hazards—including extreme heat, wildfires, flooding, and seismic activity that demand a coordinated and adaptive emergency response. An updated emergency plan ensures the City has a meaningful and relevant strategy to address extraordinary emergencies and disasters, reflecting both local risk conditions and evolving best practices.
The updated plan supports the effective mobilization and use of emergency resources, enabling departments to operate cohesively under extraordinary circumstances. It also provides staff with clear procedures to navigate the complexities of disaster scenarios, from initial response through initial recovery. Moreover, maintaining a current emergency plan is not only operationally essential, it is required under state and federal preparedness mandates, including California Government Code Sections 8569 and 8610 and FEMA’s Comprehensive Preparedness Guide 101.
FISCAL IMPACT:
There is no impact on the operating budget.
FIVE-YEAR STRATEGIC PLAN:
Goal E: Safety
Action E-4: Strengthen the City’s ability to prepare for, respond to, and recover from disasters by reviewing and updating the City’s Emergency Operations Plan and through annual training sessions and tabletop exercises.
ATTACHMENTS:
1. Updated Emergency Operations Plan (EOP) ver. September 2025
2. EOP Appendix A
3. EOP Appendix B
4. EOP Appendix C
5. EOP Appendix D
6. EOP Appendix E
7. EOP Appendix F
City of Cathedral City
Emergency Operations Plan Part 1
1 Introduction
September 2025
SEPTEMBER 2025
City of Cathedral City
Emergency Operations Plan Part 1
2 Introduction
September 2025
Portions of the Emergency Operations Plan, including supporting parts and annexes, may contain sensitive information related to the deployment, mobilization, and tactical operations of the City of Cathedral City government and cooperating or assisting agencies in response to emergencies.
While the EOP Base Plan (Part 1) is available for public use and review, the City may withhold certain supporting parts and annexes from full public disclosure under the provisions of the California Public Records Act (California Government Code § 7920- 7931).
City of Cathedral City
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PROMULGATION STATEMENT
This Emergency Operations Plan is adopted as the official emergency plan of the City of Cathedral City by Resolution No. 2025-XXX of the City Council of the City of Cathedral City, California, dated September 10, 2025. This version supersedes all previous versions.
____________________________________
NANCY ROSS, MAYOR
City of Cathedral City
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TABLE OF CONTENTS
Preface...............................................................................................................................9 Concurrence Signatures to the Emergency Operations Plan.................................................17 Plan Organization and Activation........................................................................................19 Plan Organization.............................................................................................................19 Plan Activation .................................................................................................................19 Triggering Events..............................................................................................................20 Preemptive Response Actions.........................................................................................20 How to Use This Plan .......................................................................................................21
1. Purpose and Scope........................................................................................................23
1.1 Purpose ......................................................................................................................23
1.2 Scope..........................................................................................................................23
1.3 Basis for Planning.......................................................................................................24
1.4 Response Objectives..................................................................................................24
2. Situation and Assumptions ...........................................................................................25
2.1 Situation Overview.....................................................................................................25
2.2 Hazards Summary ......................................................................................................26
2.3 Planning Assumptions................................................................................................27
3. Concept of Operations..................................................................................................29
3.1 General Overview ......................................................................................................29
3.2 Phases of Emergency Management ..........................................................................29
3.3 Standardized Emergency Management System.......................................................33
3.4 National Incident Management System....................................................................36
3.5 Incident Command System........................................................................................36
3.6 Emergency Support Functions...................................................................................37
3.7 Emergency Proclamations .........................................................................................37
3.8 Operating Conditions.................................................................................................39
3.9 EOC Activation and Deactivation...............................................................................41
3.10 EOC Activation Levels...............................................................................................42 City of Cathedral City
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3.11 EOC Staffing Matrix for City Departments...............................................................45
3.12 EOC Action Plans......................................................................................................46
3.13 Cultural Competence ...............................................................................................46
3.14 Disabilities or Access and Functional Needs Populations........................................47
3.15 Animal Care Considerations.....................................................................................48
3.16 Recovery Organization.............................................................................................49
3.17 Recovery Operations................................................................................................49
3.18 Emergency Facilities.................................................................................................59
4. Organization and Assignment of Responsibilities...........................................................63
4.1 City Level....................................................................................................................63
4.2 Operational Area Level ..............................................................................................65
4.3 Regional Level ............................................................................................................66
4.4 State Level..................................................................................................................66
4.5 Federal Level ..............................................................................................................66
4.6 External Partners........................................................................................................67
5. Direction, Control, and Coordination.............................................................................71
5.1 Director of Emergency Services.................................................................................71
5.2 City EOC......................................................................................................................71
5.3 City Department Direction.........................................................................................71
5.4 Department Operations centers................................................................................71
5.5 Local Control ..............................................................................................................71
5.6 On-Scene Control.......................................................................................................72
5.7 Coordination and Interface........................................................................................72
5.8 Mutual Aid .................................................................................................................73
6. Information Collection, Analysis, and Dissemination .....................................................77
6.1 Objectives...................................................................................................................77
6.2 Information Collection...............................................................................................79
6.3 Dissemination ............................................................................................................79
7. Communications...........................................................................................................81 City of Cathedral City
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7.1 Public Alert and Warning ...........................................................................................81
7.2 Communication Systems ...........................................................................................85
7.3 Public Information .....................................................................................................87
8. Administration, Finance, and Logistics...........................................................................89
8.1 Administrative Practices............................................................................................89
8.2 Documentation ..........................................................................................................89
8.3 Finance During Disasters............................................................................................90
8.4 Logistics......................................................................................................................91
9. Continuity of Government ............................................................................................93
9.1 Reconstituting Government ......................................................................................93
9.2 Director of Emergency Services.................................................................................94
9.3 Succession of Officers................................................................................................94
9.4 Alternate Seat of Government...................................................................................95
9.5 Preservation of Vital Records.....................................................................................96
10. Training and Exercise ....................................................................................................97
10.1 Emergency Operations Training...............................................................................97
10.2 Emergency Operations Exercises.............................................................................98
11. Plan Development and Maintenance........................................................................................101
11.1 Plan Development................................................................................................................101
11.2 Plan Maintenance ................................................................................................................102 Appendices
Appendix A: City Council EOP Resolution of Adoption
Appendix B: Authorities and References
Appendix C: Abbreviations and Acronyms
Appendix D: Glossary of Terms
Appendix E: EOC Staffing Matrix for Departments
Appendix F: Emergency Support Functions Crosswalk
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PREFACE
EOP OVERVIEW
The City of Cathedral City Emergency Operations Plan (EOP) outlines the concepts and strategies to prevent, mitigate, prepare, protect, respond, and recover from natural, technological, and human-caused hazards affecting the City. All actions outlined herein focus on protecting lives, property, and the environment, maintaining critical governmental operations, and ensuring a timely transition to recovery. The EOP is developed with this coordination, collaboration, and cooperation in mind.
EOP DEVELOPMENT
The EOP has been developed in accordance with the California Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). The EOP is written in coordination with the State of California Emergency Plan, the National Response Framework, and FEMA’s Comprehensive Preparedness Guide 101: Developing and Maintaining Emergency Operations Plans.
The City of Cathedral City Disaster Council is responsible for developing “emergency and mutual aid plans and agreements” (City of Cathedral City Municipal Code [MC] § 2.20.040). The Emergency Plan (MC § 2.20.080) is developed to “provide for the effective mobilization of resources to combat local emergencies.”
The City Manager, as the Director of Emergency Services, is responsible for “controlling and directing the effort of the emergency organization of the City” (MC § 2.20.060) and is ultimately responsible for directing disaster readiness, emergency planning, and response and recovery efforts.
This plan provides the framework within which City departments, allied agencies, non-governmental organizations, volunteer groups, and private organizations can develop detailed response procedures, continuity of government/continuity of operations plans, resource arrangements, and aid agreements. These departments, agencies, and organizations collectively comprise the City of Cathedral City Emergency Organization (MC § 2.20.070).
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EOP ORGANIZATION
To ensure the greatest flexibility, the EOP is organized in parts focusing on specific emergency management areas. City departments may develop and maintain standard operating procedures (SOPs) as needed to support their role in the EOP.
The EOP consists of five parts:
1. Part 1: Base Plan
2. Part 2: Emergency Operations Center (EOC) Position Checklists
3. Part 3: Functional Annexes
4. Part 4: Hazard-Specific Annexes
5. Part 5: Supporting Attachments
While some parts of the EOP are complete, others may be under development, revision, or planned for development in subsequent planning efforts.
EOP SUPPORTING PROCEDURES
Recipients of this EOP are expected to develop any necessary detailed plans, procedures, arrangements, and agreements for their respective departments or agencies, train their personnel to implement them, and make changes and adjustments as needed. Each department or agency assigned a lead or support role should have access to the required emergency resources identified in the plans and the means to obtain those resources during an emergency or disaster.
EOP UPDATES
Emergency planning involves a continuous and cyclic process. As such, the EOP will regularly undergo changes, revisions, and updates. Updates and changes to the EOP will be issued as necessary based on lessons learned from disasters and emergency exercises, new technology, new statutory requirements, changes in jurisdictional organization, and changes in jurisdictional or partner capabilities.
Supplements to this plan that address unique emergency functions, specific hazards and risks, or have complex planning implications will be issued periodically and as necessary by the City. Regular and routine updates may be made without further promulgation or legislative action.
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SUMMARY
While no plan can fully prevent the loss of life or damage to property, welldeveloped plans carried out by trained and knowledgeable personnel can help minimize these losses. City departments, allied agencies, non-governmental organizations, volunteer groups, and private entities are encouraged to take all necessary preparedness actions to fulfill their roles in the EOP.
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EMERGENCY OPERATIONS PLAN
RECORD OF CHANGES
DATE CHANGE
NO.
PART, ANNEX, OR ATTACHMENT
CHANGED
PERSON UPDATING
PLAN
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PLAN DISTRIBUTION
DEPARTMENT / AGENCY / ORGANIZATION
City of Cathedral City
City Attorney’s Office
City of Cathedral City
EOC (Primary)
City of Cathedral City
City Clerk’s Office
City of Cathedral City
EOC (Alternate)
City of Cathedral City
City Council
City of Cathedral City
Financial Services Department
City of Cathedral City
City Manager’s Office
City of Cathedral City
Fire Department
City of Cathedral City
Communications & Events Division
City of Cathedral City
Human Resources Division
City of Cathedral City
Community & Economic Development
Department
City of Cathedral City
Information Technology Division
City of Cathedral City
Development Services Department
City of Cathedral City
Police Department
City of Cathedral City
Engineering, Public Works & Maintenance
Department
City of Cathedral City
Police Dispatch Center
▪ All planning documents will be distributed digitally. ▪ Part 1 Base Plan will be distributed upon promulgation. ▪ All other EOP components—including attachments, annexes, and appendices—will be distributed as they are developed, updated, or revised.
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CONCURRENCE SIGNATURES TO THE
EMERGENCY OPERATIONS PLAN
City Manager/Director of
Emergency Services
Assistant City Manager
Fire Chief/Assistant Director of
Emergency Services
Police Chief/Assistant Director
of Emergency Services
City Attorney Director, Community &
Economic Development
Director, Development Services Director, Financial Services Director, Public Works
Concurrence indicates agreement with
the general concept of operations of the plan
and department, agency, or organization assigned tasks.
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PLAN ORGANIZATION AND ACTIVATION
PLAN ORGANIZATION
The EOP is organized into five distinct “parts” to provide the greatest functionality and flexibility in its application by emergency organization personnel and key City officials.
PART 1: BASE PLAN
Authorities, concept of operations, and assignment of responsibilities.
PART 2: EOC POSITION CHECKLISTS
EOC activation procedures, organization, and functional position descriptions.
PART 3: FUNCTIONAL ANNEXES
Standard operating concepts and procedures for commonly required EOC emergency response and support functions.
PART 4: HAZARD-SPECIFIC ANNEXES
Standard operating concepts and procedures that are unique to specific hazards and threats.
PART 5: SUPPORTING ATTACHMENTS
Reserved for supporting documents and references essential to the execution of the jurisdictional EOP and not fitting into Parts 2-4.
While some parts of the EOP are complete, others may be under development, revision, or planned for development in subsequent planning efforts.
PLAN ACTIVATION
The plan will become activated:
▪ On order of the City Manager as the Director of Emergency Services, or Assistant City Manager, or the Fire Chief as the Assistant Director of Emergency Services, or the Police Chief as the Assistant Director of Emergency Services, or the designated City Emergency Manager, or City of Cathedral City
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September 2025
▪ At the proclamation of a local emergency or upon the existence of circumstances where a proclamation is likely to occur in accordance with the City’s Emergency Management Ordinance, or
▪ When the Governor has proclaimed a State of Emergency in an area, including the City, or
▪ At the proclamation of a State of War Emergency, as defined by the California Emergency Services Act, or
▪ Upon a Triggering Event identified within this section.
In the event of a threatened emergency, the City Emergency Organization (MC §
2.20.070), or any portion of it, may be mobilized before the activation of this plan by order of the City Manager, Assistant City Manager, Fire Chief, Police Chief, a Department Director, or the designated City Emergency Manager.
TRIGGERING EVENTS
The following events may trigger the activation of the EOP and EOC:
▪ Damaging earthquake, wildfire, flood, or other impactful event ▪ Wind-driven urban fire conflagration
▪ Severe weather warning
▪ Significant City resource commitment or draw-down
▪ Regular emergency exercise or training
▪ City special or planned event of significance
▪ Any event that inhibits the City’s ability to deliver essential services
PREEMPTIVE RESPONSE ACTIONS
Actions taken before a potential, impending, or threatened emergency will be taken to prevent, mitigate, or prepare for such an event. Actions may include, though not be limited to, obtaining, and maintaining situation and resource status information; pre-alerting response departments and organizations; developing incident-specific contingency plans and staffing patterns; pre-positioning of response assets and emergency resources; and establishing and maintaining City of Cathedral City
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September 2025
communications with department directors, department operations centers, assisting and cooperating agencies, and the City Emergency Organization.
Preemptive response actions may be ordered by the City Manager, Assistant City Manager, Fire Chief, Police Chief, a Department Director, or the designated City Emergency Manager.
HOW TO USE THIS PLAN
▪ Refer to the EOC organizational chart in EOP Part 2 (Position Checklists). ▪ Determine the function for which your department, agency, or organization is responsible, and respond to and staff those function(s) in the City’s EOC. ▪ Turn to the appropriate EOP Part 2 (Position Checklists) Section where the function and tasks are described.
▪ At the direction of the Director of Emergency Services/EOC Director and in coordination with the other EOC functions, carry out tasks as identified in EOP Part 2 (Position Checklists).
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1. PURPOSE AND SCOPE
1.1 PURPOSE
This plan outlines the actions to be taken by the City to prevent disasters where possible, reduce vulnerability, protect people and property, respond effectively, and recover from extraordinary emergencies and disasters.
The Emergency Operations Plan (EOP) serves as the primary guide for the City of Cathedral City Emergency Organization, outlining procedures to effectively plan, prepare for, and respond to emergencies.
1.2 SCOPE
The City’s EOP uses an all-hazards approach to outline its planned response to extraordinary emergencies caused by natural disasters and human-caused incidents. While it does not address routine, day-to-day emergencies, the plan focuses on large-scale disasters and catastrophic incidents that may create unique situations requiring a significant response. The Base Plan establishes authority and provides a foundational concept of operations upon which further plans, procedures, guidelines, arrangements, and agreements can be built.
The EOP is designed to be adaptable, supporting any emergency or disaster affecting the City. It prioritizes initial response efforts on saving lives, protecting property, and meeting basic human needs in the immediate aftermath of an emergency or disaster. Additionally, the plan guides the restoration of affected areas to normalcy and helps mitigate further harm or damage during recovery efforts.
The EOP applies to all City departments and external entities that may assist in an emergency or disaster. Departments can respond within their own authorities and capabilities or as part of a coordinated Citywide effort. References to City departments include divisions and organizational units, while non-governmental and quasi-governmental organizations—such as school districts, telecommunications providers, universities, and volunteer groups—may also play a supporting role in response and recovery efforts.
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1.3 BASIS FOR PLANNING
The California Emergency Services Act (Chapter 7 of Division 1 of Title 2 of the Government Code) in Article 3, Section 8568, states: "The State Emergency Plan shall be in effect in each political subdivision of the State, and the governing body of each political subdivision shall take such action as may be necessary to carry out the provisions thereof."
United States Homeland Security Presidential Directive-5 (HSPD-5) directs the development and implementation of the National Incident Management System (NIMS). NIMS requires developing and maintaining various planning elements at the local government level, including the EOP.
The City EOP is developed in accordance with the City’s Municipal Code (MC §
2.20.080) and takes effect upon adoption by resolution of the City Council.
1.4 RESPONSE OBJECTIVES
The following objectives guide the planning and the conduct of response and recovery efforts for the City during an emergency:
▪ Protect lives.
▪ Provide for the continuity of government.
▪ Safeguard property, the environment, and the economy. ▪ Repair and restore essential systems, services, and lifelines. ▪ Provide a basis for direction and control of emergency operations. ▪ Provide for the protection, use, and distribution of emergency resources. ▪ Coordinate emergency operations with other jurisdictions and emergency service organizations.
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2. SITUATION AND ASSUMPTIONS
2.1 SITUATION OVERVIEW
The City of Cathedral City was established in 1925 and incorporated in 1981. It is located between the cities of Palm Springs and Rancho Mirage within Riverside County. General Henry Washington discovered the area in 1850, naming it after nearby rock formations resembling a grand cathedral. With a diverse population of approximately 52,000 residents, the City has the third largest population, after Indio and Palm Desert, of the nine cities in the Coachella Valley. A sunny climate, clean air, scenic beauty, and many leisure activities attract an additional 17,000 residents during the winter months.
The City’s climate can be described as arid most of the year, with summer heat more than 110 degrees Fahrenheit anytime from June through September, and colder winter evening temperatures as low as 25 degrees Fahrenheit from December through February. The average rainfall is less than three inches per year.
Temperatures and rainfall for the City are typical of the rest of the Coachella Valley.
The three largest racial/ethnic demographic groups in the City are Hispanic/Latino (61.5%), White (35%), and Asian (6.3%). The City has the fourth highest household size of the cities in the Coachella Valley, and 51.9% of the population speaks a language other than English at home. The City has the fourth lowest median household income of the cities in the Coachella Valley.
Businesses view the region as a triangle of opportunity between Los Angeles and San Diego. Coachella Valley is 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.
The City retains a strong service orientation with its police, fire and schools consistently ranked among the best in the region. Its neighborhoods, some established long before the City’s incorporation, have a strong sense of character and identity.
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2.2 HAZARDS SUMMARY
CITY HAZARDS
A hazard is an event or condition that can cause fatalities, injuries, property and infrastructure damage, agricultural losses, environmental harm, business disruptions, or other adverse impacts. The City has evaluated natural, technological, and human-caused hazards that, regardless of likelihood, could affect City services and operations. Through the 2025 update of its Local Hazard Mitigation Plan (LHMP), the City applied a risk calculation process (Critical Priority Risk Index) to identify 12 priority hazards, listed in Table 2.1 below.
Table 2.2 Hazards
Hazards Risk Score
Extreme Heat 25
Drought 25
Earthquake 20
Flooding 20
Fire 16
Power Outage 16
High Winds/Storms 12
Cyber Attack/IT Disruption 12
Infectious Disease/Pandemic 9
Landslides 9
Transportation-Related
Disruptions 6
Sandstorm 4
Source: 2025 Draft - City of Cathedral City Local Hazard Mitigation Plan City of Cathedral City
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COUNTY HAZARDS
Riverside County evaluated 24 hazards in its 2025 update to the 2023 MultiJurisdictional Local Hazard Mitigation Plan (MJLHMP). Of these, the top five hazards ranked for the City of Cathedral City are:
#1 #2 #3 #4 #5
Earthquake Flood Wind Landslide Extreme
Weather
Source: 2025 Riverside County Multi-Jurisdictional Hazard Mitigation Plan
COUNTY DISASTERS
Since 1980, Riverside County has experienced 49 Federal Disaster Declarations and 21 Governor-Proclaimed State Disasters, as documented in the 2023 Riverside County MJLHMP. In August 2023, the City experienced severe weather from the aftermath of Tropical Storm Hilary, resulting in both a Federal Disaster Declaration and a Governor-Proclaimed State Disaster.
2.3 PLANNING ASSUMPTIONS
Planning assumptions identify what the City assumed to be facts for planning purposes, allowing it to successfully execute the EOP and facilitate planning when information is either unavailable or uncertain.
Planning assumptions include, but are not limited to:
Major emergencies and disasters will require a multi-agency, multijurisdictional response. Disasters and emergencies may require an extended commitment of personnel and other resources from involved agencies and jurisdictions. Large-scale emergencies and disasters may overburden local resources and necessitate mutual aid assistance.
Mutual aid assistance, critical equipment, essential supplies, and technical expertise may be limited or unavailable during regional or national disasters. Large-scale emergencies and disasters may pose serious long-term threats to public health, property, the environment, and the local economy.
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Alert and warning systems are properly implemented and tested frequently to ensure proper functioning.
Vulnerable critical facilities have been identified and have taken the necessary precautions to secure the life and safety of citizens, personnel, equipment, and critical infrastructure.
The City will maintain an EOC to manage all emergency activities. City departments will produce and maintain internal operations plans and standard operating procedures that support this EOP.
The City will conduct drills, tabletops, and exercises to train personnel and test the EOP, and will conduct after action reviews with the intent to improve the EOP.
Personnel responsible for planning and response have read, exercised, and updated components of the Base Plan, Annexes, and Standard Operating Procedures and are familiar with their responsibilities. Essential personnel have been identified and have a basic understanding and working knowledge of the Standardized Emergency Management System (SEMS) and the National Incident Management System (NIMS). City departments will incorporate NIMS into their preparedness and planning, and the lead departments for any incident will utilize SEMS for their response.
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3. CONCEPT OF OPERATIONS
3.1 GENERAL OVERVIEW
The functions performed by City departments during emergency operations generally align with their normal functions. Tasks and operations that do not contribute directly to the emergency may be suspended or redirected during an emergency or disaster, and efforts that would typically be assigned to those tasks will be redirected toward emergency and disaster relief efforts. Since the City contracts out many services, certain emergency functions are coordinated rather than led by the City.
If the emergency exceeds the City's capability to manage, assistance may be requested from Riverside County and the State. If the emergency exceeds the State’s capability to manage, assistance may be requested from the Federal government.
This section of the plan outlines how the plan will be activated and implemented, with the purpose of protecting lives, property, and the environment of the City.
3.2 PHASES OF EMERGENCY MANAGEMENT
Emergency management activities during peacetime and national security emergencies are often associated with the four Federal emergency management phases indicated below, however, not every disaster necessarily includes all indicated phases. All City and County departments have responsibilities in all the emergency phases.
3.2.1 MITIGATION
Mitigation efforts occur both before and following disaster events. Post-disaster mitigation is part of the recovery process. Eliminating or reducing the impact of hazards which exist within the City and are a threat to life and property are part of the mitigation efforts. Hazard mitigation includes:
▪ Local ordinances and statutes
▪ Structural measures
▪ Tax levies or abatements
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▪ Public information and community relations
▪ Land use planning
▪ Professional training
3.2.2 PREPAREDNESS
The preparedness phase involves activities that are undertaken in advance of an emergency or disaster to develop operational capabilities and effective responses to a disaster include:
▪ Mitigation activities
▪ Emergency/disaster planning
▪ Training and exercises
▪ Public education on preparedness
Disaster plans are reviewed to guide disaster response and increase available resources. Planning activities include developing hazard analyses, training response personnel, and improving public information and communications systems. Critical facilities undergo last-minute preparations, additional staff and resources are brought in, and warning systems are utilized both to test and to let staff know what efforts are occurring.
3.2.2.1 COMMUNITY PREPAREDNESS
Public awareness and education are foundational to building community resilience from the ground up, empowering individuals and neighborhoods to sustain themselves during emergencies until emergency responders can assist them.
The City offers the following resources to enhance community preparedness:
▪ Community Emergency Response Team (CERT) Training
▪ Emergency Preparedness Training
▪ Wildfire Preparedness
▪ Go Bag Checklist
▪ Evacuation Checklist
Riverside County offers the following resources to enhance community preparedness:
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▪ Alert RivCo
▪ Disaster Preparedness
▪ Listos Riverside County
▪ Volunteer Programs
3.2.3 RESPONSE
The Emergency Response Phase can be divided into:
▪ Pre-emergency response
▪ Emergency response
3.2.3.1 PRE-EMERGENCY RESPONSE
When a disaster is inevitable, actions are precautionary and emphasize protection of life. Typical responses might be:
▪ Review NIMS and SEMS SOPs
▪ Develop procedures for mobilizing public safety personnel and repositioning resources and equipment
▪ Develop a process for managing incidents using the Incident Command System (ICS) in coordination with the Police Department and the Fire Department
▪ Notify and brief the City Manager, including senior staff as appropriate ▪ Evacuate threatened populations to safe areas
▪ Alert populations by radio, television, social media etc. and advise them on safety measures to be implemented
▪ Identify and request mutual aid
▪ Coordinate with the Fire Chief and City Manager's Office on the process and procedure for activating Citizen Emergency Response Team (CERT) members and recruiting volunteers and additional staff (including the procedure for registering them as Disaster Service Workers)
▪ Review maps of specific hazards (e.g., hazmat, flood inundation areas, earthquake faults) to be used by City departments and emergency responders
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▪ Prepare to mobilize CERT-trained personnel, auxiliary, and volunteer staff ▪ Preposition resources and equipment
▪ Request a local emergency proclamation
3.2.3.2 EMERGENCY RESPONSE
During this phase, emphasis is placed on saving lives and property, controlling the situation, and minimizing the effects of the emergency or disaster. Immediate response is accomplished by the City through timely and effective deployment. One of the following conditions will apply during this phase:
▪ The incident can be managed by the City
▪ The City requires mutual aid
▪ The City can provide mutual aid either locally or throughout the Riverside County OA
The City will give priority to the following operations:
▪ Dissemination of accurate and timely alerts and warnings to the public ▪ Situation analysis
▪ Resource prioritization, allocation, and control
▪ Evacuation and rescue operations
▪ Medical care operations
▪ Mass care (i.e., reception, feeding, and shelter operations) ▪ Access and perimeter control
▪ Public health operations
▪ Restoration of vital services and utilities
▪ Multi-agency coordination
When local resources are insufficient, mutual aid requests will be initiated through the City’s dispatch center. The City will use established agreements and, if needed, request mutual aid through the Riverside County OA EOC. More information about mutual aid is provided in Section 5.3 of this plan.
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Depending on the emergency’s severity, the Riverside County OA EOC may activate to support operations. If a State of Emergency is declared, State agencies will assist as coordinated by Cal OES, which may activate the State Operations Center (SOC) in Sacramento. The Southern Regional EOC (REOC) in Los Alamitos will support the Riverside County OA EOC. If a Presidential Declaration is granted, a State Coordinating Officer (SCO) will be appointed to manage recovery efforts with Federal agencies.
3.2.4 RECOVERY
Recovery operations address the procedures for accessing government programs that provide individual and public assistance following a disaster. Recovery may continue long after the emergency or disaster is over in order to restore normalcy, recover disaster response funding, and apply lessons learned from the response to prepare and mitigate for future disasters. Short-term recovery actions assess damage and return vital life-support systems to minimum operating standards.
Long-term recovery and community rebuilding actions may continue for many years.
Figure 3.2.4 below represents the disaster recovery process and flow.
Figure 3.2.4 Disaster Recovery Process
Source: FEMA National Disaster Recovery Framework, 2024 Recovery Operations are further detailed in Section 3.6: Recovery Operations.
3.3 STANDARDIZED EMERGENCY MANAGEMENT SYSTEM
The City has fully adopted the California Standardized Emergency Management System (SEMS), which is required by the California Emergency Services Act City of Cathedral City
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(Government Code Section 8607(a)) for managing multiagency and multijurisdictional responses to emergencies in California. In times of emergency or disaster, the City will coordinate with other cities, Riverside County, the State, and the Federal government.
SEMS unifies all elements of California’s emergency management community into a single integrated system and standardizes key elements. SEMS incorporates the use of the Incident Command System (ICS), California Disaster and Civil Defense Master Mutual Aid Agreement, the OA concept, and multiagency coordination.
State agencies are required to use SEMS and local government entities must use SEMS to be eligible for any reimbursement of response-related costs under the State’s disaster assistance programs.
Unified Command (UC) allows multiple agencies with responsibility for an incident to manage an incident by establishing a common set of incident objectives and strategies. This is accomplished without losing or abdicating agency authority, autonomy, responsibility, or accountability.
3.3.1 SEMS ORGANIZATIONAL LEVELS
SEMS consists of five organizational levels:
1. Field Response Level: Commands emergency response personnel and resources to carry out tactical decisions and activities in direct response to an incident or threat
2. Local Government Level: Manages and coordinates a jurisdiction’s overall emergency response and recovery activities
3. Operational Area (OA) Level: Manages and coordinates information, resources, and priorities among local governments within the Riverside County OA and serves as the coordination and communications link between the local and regional levels
4. Regional Level: Manages and coordinates information and resources among OAs within a mutual aid or administrative region (designated pursuant to Government Code Section 8600) and between the OAs and the State. The regional and State levels coordinate overall State support for emergency response and recovery activities
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5. State Level: Manages State resources in response to the emergency needs of the other levels, manages and coordinates mutual aid among the mutual aid regions and between the regional and State levels, and serves as the coordination and communication link with the Federal disaster support system
3.3.2 SEMS ORGANIZATIONAL FUNCTIONS
SEMS organizes the EOC into five primary functions:
▪ Management Function: Responsible for overall emergency policy and coordination through joint efforts of governmental agencies and private organizations
▪ Operations Function: Responsible for coordinating jurisdictional operations to support the emergency by implementing the action plan ▪ Planning & Intelligence Function: Responsible for collecting, evaluating, and disseminating information; developing the action plan in coordination with other functions; and maintaining incident records and documentation ▪ Logistics Function: Responsible for providing facilities, services, personnel, equipment, and materials to support incident response
▪ Finance & Administration Function: Responsible for all incident financial activities and administrative aspects not assigned to the other functions
3.3.3 IMPLEMENTING SEMS
SEMS will be used when the City EOC is activated or when a Local Emergency, as defined in Government Code Section 8558(c), is proclaimed. When the EOC is activated, communications and coordination will be established between the Incident Commander (IC) and EOC. Fire, police, and public works resources will be coordinated through their respective mutual aid systems and associated dispatch centers.
Communications and coordination will be established between the City EOC and any local and State response agencies having jurisdiction at an incident occurring within City boundaries. As defined in Government Code Section 8607(a), the City will use multi-agency coordination to facilitate decisions for City-level emergency response activities.
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3.4 NATIONAL INCIDENT MANAGEMENT SYSTEM
The City has fully adopted the National Incident Management System (NIMS), as established by Homeland Security Presidential Directive-5 (HSPD-5), which integrates best practices into a consistent, flexible, and adjustable nationwide approach for emergency management.
Using NIMS, Federal, State, local and tribal governments, as well as private sector and non-governmental organizations work together to prepare for, respond to, and recover from domestic incidents, regardless of cause, size, or complexity. Federal and State government agencies are required to use NIMS, while local government agencies and special districts must use NIMS to be eligible for Federal funding for emergency and disaster preparedness activities.
3.5 INCIDENT COMMAND SYSTEM
The Incident Command System (ICS) – which is part of both SEMS and NIMS – is a standardized, on-scene, all-hazards incident management approach that:
▪ Allows for the integration of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure ▪ Enables a coordinated response among various jurisdictions and functional agencies, both public and private
▪ Establishes common processes for planning and managing resources ICS is used in all levels of government and many non-governmental organizations and the private sector. ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents. ICS is also applicable across disciplines.
ICS is structured to facilitate activities in five major functional areas:
▪ Command: Responsible for directing response activities, including developing strategies, managing resources, and planning overall operations. ▪ Operations: Responsible for coordinating the incident's tactical response and resources and for accomplishing incident-specific objectives.
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▪ Planning: Responsible for ongoing situation assessment; collection, evaluation, dissemination, and use of incident or event information; and managing incident intelligence, including the status of response efforts and incident resources, to assist in the development of contingency plans ▪ Logistics: Responsible for providing facilities, services, and materials, including transportation and fuel, shelter, personal hygiene, food, potable water, tools, medical attention and supplies, communications, and relief personnel.
▪ Finance & Administration: Responsible for tracking incident costs and evaluating the financial considerations of the incident.
3.6 EMERGENCY SUPPORT FUNCTIONS
The City utilizes the Standardized Emergency Management System as required by California Government Code § 8607, structuring emergency management into five key functions.
Riverside County, the State of California, and the Federal government also incorporate the Emergency Support Function (ESF) model for providing emergency support EOC activations. ESFs are designed to bring together discipline-specific stakeholders at all levels of government to collaborate and function within the four phases of emergency management.
Although the City does not use the Emergency Support Function (ESF) model, Appendix F: ESF Crosswalk provides a crosswalk of ESFs to assist with coordination with Cal OES and FEMA.
3.7 EMERGENCY PROCLAMATIONS
3.7.1 LOCAL EMERGENCY
A Local Emergency may be proclaimed by City Council or the Director of Emergency Services (MC § 2.20.060). A Local Emergency proclamation by the Director of Emergency Services must be ratified by City Council within seven days. City Council must review the need to continue the proclamation at least every 60 days until it terminates the Local Emergency. The Local Emergency may be terminated by resolution when conditions warrant. Proclamations are normally made when there is an actual incident, threat of disaster, or extreme peril to the safety of people and City of Cathedral City
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property within the City caused by natural or man-made situations. The proclamation of a Local Emergency provides the City with legal authority to:
▪ Request that the Governor proclaim a State of Emergency ▪ Promulgate or suspend orders and regulations necessary to provide for the protection of life and property, including issuing orders or regulations imposing a curfew within designated boundaries
▪ Exercise full power to provide mutual aid to any affected area in accordance with local ordinances, resolutions, emergency plans, or agreements ▪ Request mutual aid support from the County and other jurisdictions ▪ Require the emergency services of any local official or employee ▪ Request necessary personnel and materials from any local department or agency
▪ Obtain vital supplies and equipment and, if required, immediately commandeer the same for public use
▪ Impose penalties for violation of lawful orders
▪ Conduct emergency operations without incurring legal liability for performance or failure of performance (see Article 17 of the Emergency Services Act for privileges/immunities)
3.7.2 STATE OF EMERGENCY
A State of Emergency may be proclaimed by the Governor when:
▪ Conditions of disaster or extreme peril exist which threaten the safety of persons and property within the State caused by natural or man-made incidents
▪ The Governor is requested to do so by local authorities ▪ The Governor finds that local authority is inadequate to cope with the emergency
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When a State of Emergency has been proclaimed:
▪ The Governor shall, to the extent deemed necessary, have the right to exercise all police power vested in the State by the Constitution and the laws of the State within the designated area
▪ Jurisdictions may command the aid of citizens as deemed necessary to cope with an emergency
▪ The Governor may suspend the provisions of orders, rules or regulations of any State agency and any regulatory statute or statute prescribing the procedure for conducting State business
▪ The Governor may commandeer or make use of any private property or personnel (other than the media) in carrying out the responsibilities of their office
▪ The Governor may promulgate, issue, and enforce orders and regulations deemed necessary
3.7.3 STATE OF WAR EMERGENCY
Whenever the Governor proclaims a State of War Emergency, or if a State of War Emergency exists, all provisions associated with a State of Emergency apply, additionally:
▪ All State agencies and political subdivisions are required to comply with the lawful orders and regulations of the Governor which are made or given within the limits of his authority as provided for in the Emergency Services Act.
3.8 OPERATING CONDITIONS
Operating Conditions have been established to provide a general indicator of the level of seriousness of an incident, impending incident, and current or anticipated emergency conditions. Operating Conditions and related guidance for lead and support departments will guide the readiness and response actions necessary to handle actual or impending emergencies. Operating Conditions do not reflect EOC Activation Levels, which are described in Section 3.9 of this plan. Operating Conditions are found in Table 3.8 on the next page.
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Table 3.8 – Operating Conditions
OPERATING CONDITIONS
Level Description Associated EOC Activation Level
Green Normal Operations None
Yellow Increased Readiness Monitoring or Level 3
Red Emergency Operations Level 3, 2, 1
3.8.1 NORMAL OPERATIONS
GREEN: Under Normal Operations, departments conduct planning, training, and exercise activities to fulfill their roles in the EOP. They are staffed and operate per normal business operations, while also preparing for the next operating condition.
This condition is not associated with any EOC Activation Level.
3.8.2 INCREASED READINESS
YELLOW: Under Increased Readiness, events or conditions pose an actual or potential threat to life and property in threatened areas. Departments are taking increased readiness activities before an impending or potential emergency. DOCs may be activated to facilitate information and resource management. Agencies, departments, and special districts should prepare for the next operating condition.
This condition may be associated with EOC Monitoring or Level 3.
3.8.3 EMERGENCY OPERATIONS
RED: During Emergency Operations, events significantly impact life and property in affected areas. The EOC is activated and staffed, with DOCs activated as needed.
Departments are taking all appropriate response actions, including curtailing nonessential operations and implementing special staffing patterns. This status is maintained until conditions de-escalate. Agencies, departments, and special districts should prepare for sustained emergency operations.
This condition may be associated with EOC Activation Levels 2 or 1.
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3.9 EOC ACTIVATION AND DEACTIVATION
3.9.1 EOC ACTIVATION
The EOC will become activated:
▪ On order of the City Manager as the Director of Emergency Services, Assistant City Manager, the Fire Chief as the Assistant Director of Emergency Services, the Police Chief as the Assistant Director of Emergency Services, the designated City Emergency Manager, or
▪ At the proclamation of a local emergency or upon the existence of circumstances where a proclamation is likely to occur in accordance with the City’s Emergency Management Ordinance, or
▪ When the Governor has proclaimed a State of Emergency in an area, including the City, or
▪ At the proclamation of a State of War Emergency, as defined by the California Emergency Services Act, or
▪ Upon a Triggering Event identified within this section
3.9.2 TRIGGERING EVENTS
The following events may trigger the activation of the EOC:
▪ Damaging earthquake, wildfire, flood, or other impactful event ▪ Severe weather warning
▪ Significant City resource commitment or draw-down
▪ Regular emergency exercise or training
▪ City special or planned event of significance
▪ Any event that inhibits the City’s ability to deliver essential services
3.9.3 EOC SETUP AND STAFFING
Notification will be made to the City's designated Emergency Manager (or designated alternate), who will oversee and coordinate the EOC’s physical activation, setup, and staffing. The designated Emergency Manager is responsible for maintaining the readiness of the EOC at all times.
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3.9.4 EOC NOTIFICATION AND MOBILIZATION
Notification of an EOC activation will be triggered by the Cathedral City Dispatch Center or the designated Emergency Manager. The Cathedral City Dispatch Center serves as the 24-hour point of contact for notifying EOC personnel via telephone, text message, or email using established City contact lists and pre-identified EOC staffing rosters.
Notifications regarding impending or actual emergencies may originate from the Riverside County Sheriff's Office, Riverside County Fire Department, Riverside County OA, Cathedral City Dispatch Center, National Weather Service, or a utility provider.
3.9.5 NOTIFICATION TO THE OPERATIONAL AREA
The Riverside County Department of Emergency Management will be notified of a City EOC activation as soon as practical. The responsibility for making this notification lies with the City’s Emergency Manager, or the EOC Coordinator after activation. The County will subsequently be notified when the EOC is deactivated.
3.9.6 ACTIVATION OF THE ALTERNATE EOC
The Alternate EOC will be activated whenever the Primary EOC is uninhabitable, inaccessible, or located in a high-hazard zone due to an emergency.
3.9.7 EOC DEACTIVATION
The Director of Emergency Services/EOC Director will direct the deactivation of the EOC when conditions no longer require its operation. As the situation deescalates, the EOC will be deactivated, and all positions and functions will be demobilized.
3.10 EOC ACTIVATION LEVELS
EOC activation levels are used to describe the scale and severity of an incident, the extent of coordination required, and the degree of support required from City departments and other agencies.
The three activation levels and their associated staffing charts are identified on the following three pages.
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3.10.1 LEVEL 3: MINIMAL STAFFING
Impending or actual emergencies have prompted an increase in activity at the EOC.
Essential EOC functions are activated, commensurate to the impending or actual emergency.
Level 3 staffing may include the Management Section, Section Chiefs, and any required support personnel. Other EOC Team members may be required to be readily available by phone. Level 3 staffing is illustrated in Graphic 3.10.1 below.
Graphic 3.10.1 – Level 3 Staffing
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3.10.2 LEVEL 2: PARTIAL STAFFING
Impending or actual emergencies have prompted an increase in activity at the EOC.
Essential EOC functions are activated, commensurate to the impending or actual emergency.
Level 2 staffing may include the Management Section, Section Chiefs, Branch Directors, and any required support personnel. Other EOC Team members may be required to be readily available by phone. Level 2 staffing is illustrated in Graphic
3.10.2 below.
Graphic 3.10.2 – Level 2 Staffing
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3.10.3 LEVEL 1: FULL STAFFING
Actual emergencies have prompted the full and complete activation of the City EOC. Essential EOC functions are activated commensurate to the emergency.
Level 1 staffing may include the Management Section, Section Chiefs, Branch Directors, Unit Leaders, and all required support personnel. Level I staffing will generally include all EOC functions and positions. Other EOC Team members may be required to be readily available by phone. Level 1 staffing is illustrated in Graphic
3.10.3 below.
Graphic 3.10.3 – Level 1 Staffing
3.11 EOC STAFFING MATRIX FOR CITY DEPARTMENTS
Each EOC function is assigned to one or more City departments. Department EOC assignments are found in Appendix E: EOC Staffing Matrix for Departments.
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3.12 EOC ACTION PLANS
At local, OA, regional and State levels, the use of EOC Action Plans provide designated personnel with knowledge of the objectives to be achieved and the steps required for achievement. EOC Action Plans not only provide direction, but they also serve to provide a basis for measuring achievement of objectives and overall system performance.
Action planning is an important management tool that involves:
▪ A process for identifying priorities and objectives for response or recovery efforts
▪ Documentation of the priorities, objectives, tasks, and personnel assignments
The action planning process should involve Management and General Staff along with other EOC elements, special district representatives, and other agency representatives as appropriate. The Planning & Intelligence Section is normally responsible for the development of the EOC Action Plan and the facilitation of action planning meetings.
EOC Action Plans are developed for a specified operational period that may range from a few hours to 24 hours. The operational period is determined by first establishing a set of priority actions that need to be performed. A reasonable time frame is then established for accomplishing those actions. EOC Action Plans need not be complex but should be sufficiently detailed to guide EOC elements in implementing the priority actions.
An EOC Action Plan is strategic and therefore not meant to replace a field-based Incident Action Plan (IAP). The EOC Action Plan should be coordinated with any existing IAPs.
3.13 CULTURAL COMPETENCE
Cultural competence is the ability to understand, respect, and appropriately respond to the diverse values, beliefs, and customs of different cultural groups. It is a critical component of equitable emergency preparedness, response, and recovery since disasters may disproportionately impact culturally diverse communities.
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This EOP incorporates the requirements of California Senate Bill 160 (Gov. Code § 8593.3.5), which mandates consideration of cultural competence in all phases of emergency management. Key considerations include:
▪ Culturally and linguistically appropriate emergency communications, including the use of interpreters and translators
▪ Inclusive planning for evacuation and sheltering operations ▪ Culturally informed mitigation and prevention efforts ▪ Planning processes that engage qualified representatives from diverse community groups
▪ Preparedness education using culturally relevant outreach strategies and materials
The Director of Emergency Services/EOC Director will oversee implementation of these activities, with coordination handled by the appropriate EOC Sections and Branches, such as Evacuation, Mass Care and Sheltering, or Facilities Management.
3.14 DISABILITIES OR ACCESS AND FUNCTIONAL NEEDS
POPULATIONS
Populations with disabilities or access and functional needs (DAFN) include those community members who may have additional requirements before, during, and after an emergency or disaster in functional areas, including but not limited to maintaining independence, communication, transportation, supervision, language, and medical care.
The City has identified DAFN populations using the most recent US Census Bureau statistics:
▪ 19% of the population is 65 years and over
▪ 7.1% of the population is under 65 years and disabled ▪ 51.9% of the population speaks a language other than English at home The EOP includes provisions in its guidelines and procedures to ensure that emergency notification systems, evacuation, transportation procedures, and sheltering operations allow for accommodating people with DAFN. Included in the City’s planning efforts for people with DAFN are:
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▪ Identified language skills of City employees for interpretation ▪ Contracts with interpretation service providers
▪ ADA-compliant access to City facilities and Red Cross shelter facilities ▪ Identified transportation assistance for those requiring physical assistance ▪ Reverse 911 telephone system for specific geographic areas ▪ Notification and warning procedures
▪ Evacuation considerations
▪ Emergency transportation issues
▪ Sheltering requirements
▪ Accessibility to medications, refrigeration, and back-up power ▪ Accessibility for mobility devices or service animals while in transit or at shelters
▪ Accessibility of emergency information
3.14.1 REQUIREMENTS OF THE AMERICANS WITH DISABILITIES ACT Access to emergency services shall not be denied on the grounds of race, color, national origin, sex, age, or disability. The City must ensure that disaster planning, response, and recovery takes into consideration the citizens protected by the Americans with Disabilities Act (ADA).
Title II of the ADA requires State and local governments to make their programs and services accessible to people with DAFN. This requirement extends not only to physical access to government facilities, programs, and events, but also to policy changes that governmental entities must make to ensure that all people can take part in, and benefit from, the programs and services of State and local governments. In addition, governmental entities must ensure effective communication so that people with DAFN can participate in civic life.
3.15 ANIMAL CARE CONSIDERATIONS
The City contracts with Riverside County Animal Services for animal control and collaborates during EOC activations to address animal care needs.
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3.15.1 PETS ACT
The Pets Evacuation and Transportation Standards Act of 2006 (PETS Act) directs that State and local emergency preparedness plans address the needs of people with pets and service animals after a major disaster, including the rescue, care, and sheltering of animals. The PETS Act amends the Stafford Act, and requires evacuation plans to consider the needs of individuals with household pets and service animals, prior to, during, and after a major disaster or emergency.
3.15.2 CALIFORNIA ASSEMBLY BILL 781
California Assembly Bill 781 mandates that cities update their emergency plans to designate at least one emergency shelter capable of accommodating individuals with pets upon the next revision of their plans.
The City does not maintain emergency shelters and will coordinate with the American Red Cross during emergencies and disasters to fill this need.
3.16 RECOVERY ORGANIZATION
City recovery operations will be managed by the Director of Emergency Services/EOC Director until a Recovery Manager is appointed, who will report to the Director unless otherwise designated.
Until a dedicated Recovery Organization is established, the EOC or its components will fulfill recovery functions. Coordination may involve City departments, community-based organizations, businesses, utilities, non-governmental organizations (NGOs), Riverside County departments, OA partners, the Joint Field Office (JFO), and FEMA.
3.17 RECOVERY OPERATIONS
The recovery phase of an emergency or disaster is often defined as restoring a community to its pre-disaster condition. In other words, recovery refers to the measures taken by the City following a disaster that will restore normalcy. Effective recovery consists of an array of interdependent and coordinated actions. The specific approach to recovery operations following a disaster will be determined by the location, type, magnitude, and effects of the incident. Recovery operations are divided into two phases: short-term and long-term. Both phases will be coordinated by the City EOC.
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3.17.1 SHORT-TERM RECOVERY
Short-term recovery refers to the measures taken by the City following a disaster.
It addresses the health and safety needs beyond rescue, the assessment of the scope of damages and needs, the restoration of basic infrastructure, and the mobilization of the National Disaster Recovery Framework organizations and resources. This includes restarting and/or restoring essential services for recovery decision-making. Effective recovery consists of a complex array of interdependent and coordinated actions.
The goal of short-term recovery is to restore City services to at least minimal capacity operations. Short-term recovery includes:
▪ Assessment of the extent and severity of damages to homes and other property
▪ Restoration of Community Lifelines and services generally available in communities, such as water, food, and medical assistance ▪ Repair of damaged homes and property by property owners ▪ Professional counseling when the sudden changes resulting from the emergency have resulted in mental anguish and inability to cope ▪ Utility and infrastructure restoration
▪ Coordinate delivery of social, medical, and behavioral health services ▪ Re-establishment of City government operations
▪ Transportation route restoration
▪ Debris removal and clean-up operations on public and private property ▪ Abatement and demolition of hazardous structures
3.17.2 MID-TERM RECOVERY
Mid-term recovery efforts will prioritize the restoration of community lifelines and essential services, reestablishing access to food and fuel, and transitioning mass care operations into other forms of assistance. Mid-term recovery includes:
▪ Survivor care including housing, medical, emotional, behavioral, legal, and financial support
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▪ Survivor reunification to reunite displaced persons with family networks ▪ Restoring community lifelines, including safety and security; food, water, and shelter; health and medical; energy (power and fuel); communication, transportation, and hazardous materials
▪ Debris management on public and private property
▪ Damage and safety inspection of homes, businesses, schools, and infrastructure
3.17.3 LONG-TERM RECOVERY
Long-term recovery consists of actions that will return City functions back to normal pre-disaster levels of service. It is critical that the documentation functions during response continue and expand into long-term recovery. The major objectives of long-term recovery operations include:
▪ Coordination of social and health services
▪ Improvement of zoning regulations
▪ Re-establishment of the local economy to pre-disaster levels ▪ Recovery of disaster response costs
▪ Integration of hazard mitigation strategies into recovery planning and operations
Failure to strictly account for damage documentation and personnel costs can result in loss of reimbursement.
3.17.4 FINANCIAL COST RECOVERY
In the months and years following a disaster, cost recovery will be focused on making individuals, businesses, and governments "whole" again. Financial cost recovery activities may include:
▪ Connecting survivors with Individual Assistance programs. ▪ Connecting businesses and industries with financial assistance, including disaster loans from the Small Business Administration.
▪ Restoring government entities through Public Assistance programs and Fire Management Assistance Grants for wildfire recovery.
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3.17.5 DAMAGE ASSESSMENT
In the initial hours following a disaster, it is critical that the City conduct a Rapid Needs Assessment (RNA), which collects data to estimate the extent of the damage.
The EOC Planning & Intelligence Section, in coordination with the Operations Section and Finance & Administration Section, will organize damage reporting. The Finance & Administration Section will calculate cost and cost-recovery reporting.
The City will submit its damage reports to the Riverside County Emergency Management Department (EMD), likely through an online portal or via email.
Within several days of the disaster, the City will coordinate with Riverside County and the State to conduct an Initial Damage Assessment (IDA), which captures damage information and impacts that may influence eligibility for State or Federal support or assistance. Following the IDA, the State will verify the data to ensure the level of damage caused by the disaster rises to the level of State or Federal support eligibility and meets the required indicators.
If the IDA indicates that the disaster is eligible for Federal support, then the State will request a Joint Preliminary Damage Assessment (JPDA) from the Federal government. Once the FEMA Regional Office reviews the State request for a JPDA and validates the IDA information, the JPDA Team—consisting of local and State governments in coordination with FEMA and the Small Business Administration (SBA)—will conduct site visits and assess damages, compile cost estimates and documentation, and assess damage assessment information to support a major disaster declaration request.
3.17.6 DISASTER ASSISTANCE
Federal disaster assistance is divided into two forms: Individual and Public Assistance. Individual Assistance is provided by FEMA to individuals and families who have sustained losses due to disasters. Public Assistance can fund the repair, restoration, reconstruction, and replacement of a public facility or infrastructure damaged or destroyed by a disaster. The Federal government also offers nonStafford Act disaster relief programs.
State disaster assistance may be available through the California Disaster Assistance Act (CDAA).
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Recovery plans should address all types of assistance, methods of acquiring help, restrictions, and other pertinent information.
3.17.6.1 INDIVIDUAL ASSISTANCE
Individual Assistance (IA) consists of the following services provided to individuals and families:
▪ Disaster Housing Assistance Program: Provides temporary housing to disaster victims during presidentially declared disasters. This Federal program is administered by FEMA.
▪ Disaster Mortgage and Rental Assistance Program: Provides grants for home-related mortgage or rent payments to disaster victims, who because of a disaster have lost their job or business and face foreclosure or eviction from their homes. This Federal program is available under a presidentially declared disaster.
▪ Housing and Urban Development (HUD) Program: Offered to families that meet certain income guidelines and may provide a percentage of the rental cost for a limited period to disaster victims. This program is available under a presidentially declared disaster.
▪ Small Business Administration (SBA): Provides low interest loans to businesses and individuals who have suffered disaster losses. This program is automatically implemented following a presidential disaster declaration for Individual Assistance or may be implemented at the request of the Governor.
▪ Individual and Family Grant Program (IFGP): Provides grants to disaster victims who are not eligible for SBA loans. This program is available under a presidentially declared disaster.
▪ Cora Brown Fund: Provides disaster victims with assistance, provided they are not eligible for any other disaster assistance award from the government or other organizations. This program is available under a presidentially declared disaster.
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3.17.6.2 PUBLIC ASSISTANCE
Public Assistance (PA) consists of various programs of disaster relief to the public and private nonprofit sectors:
▪ Debris Management
▪ Public Assistance (PA)
▪ Private Nonprofit Program (PNP)
▪ Safety Assessment Program (SAP)
▪ Technical Assistance Programs (TAP)
▪ Laws and Regulations
The public sector includes State and local government (City, County, special district). Private nonprofit includes certain eligible Private Nonprofits (PNP) or an Intermediary PNP applicant to receive State assistance for extraordinary costs incurred while aiding at the request of local agencies during a State disaster event.
FEMA processes PA grant funding according to the type of work the applicant undertakes. Eligible work is classified into Emergency Work and Permanent Work.
Emergency Work
▪ Category A: Debris Clearance – Clearance of debris, wreckage, demolition, and removal of buildings damaged beyond repair
▪ Category B: Protective Measures – Measures to eliminate or lessen immediate threats to life, public health, and safety
Permanent Work
▪ Category C: Roads & Bridges – All non-emergency work and any that may require more time for decision-making, preparation of detailed design, construction plans, cost estimates, and schedules
▪ Category D: Water Control Facilities – Includes flood control, drainage, levees, dams, dikes, irrigation works, and bulkheads
▪ Category E: Public Buildings and Equipment – Buildings, vehicles or other equipment, transportation systems, fire stations, supplies or inventory, higher education facilities, libraries, and schools
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▪ Category F: Utilities – Water supply systems, sanitary sewerage treatment plants, storm drainage, and light/power
▪ Category G: Other – Park facilities, public and private facilities, recreational facilities, and playground equipment
Federal funding guidelines for each of these categories are listed in the Public Assistance Program and Policy Guide, which can be found at https://www.fema.gov/medialibrary/assets/documents/111781
3.17.6.3 NON-STAFFORD ACT PROGRAMS
The Federal government provides recovery assistance through authorities and programs outside the Stafford Act. These programs may be implemented alongside Stafford Act programs under a disaster declaration. Depending on the program, the agencies assist recipients directly or through another State agency besides Cal OES.
Examples include:
▪ Federal Highway Administration (FHA): Under the Emergency Relief Program, the FHA provides assistance to the Department of Transportation (Caltrans) and local governments for damage to roads, bridges, and other facilities on the Federal aid system. Caltrans implements this program on behalf of FHA.
▪ Natural Resources Conservation Service (NRCS): Under the Emergency Watershed Protection Program, the NRCS provides assistance to State agencies and local governments for emergency work necessary to protect life, property, and public health and safety in watersheds damaged by a disaster, such as wildfire or flood.
▪ U.S. Army Corps of Engineers (USACE): Under the Rehabilitation and Inspection Program, the USACE assists in flood fighting, emergency repairs, and repairs to damaged facilities. The USACE provides this assistance for levees and other flood control works that meet pre-disaster program participation criteria.
▪ U.S. Department of Housing and Urban Development (HUD): HUD Community Development Block Grants may be requested by State and local governments for a wide range of recovery purposes.
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▪ Congressional Appropriations: Congress may make disaster-specific appropriations that allow Federal agencies to provide assistance beyond existing authorities and programs. State coordination of this assistance depends on the nature of the appropriation and the Federal agency charged with its implementation.
3.17.6.4 CALIFORNIA DISASTER ASSISTANCE ACT
The California Disaster Assistance Act (CDAA) provides State financial assistance for recovery efforts to cities, counties, special districts, and certain eligible private nonprofit agencies after a Cal OES Director’s Concurrence or the Governor’s Proclamation. CDAA may be implemented as a “standalone” funding source following a State disaster.
CDAA is available to cities, counties, and special districts to repair disaster-related damage to public buildings, levees, flood control works, channels, irrigation works, City streets, County roads, bridges, and other public works except those facilities used solely for recreational purposes. This program offers a percentage of the eligible cost to repair, restore, reconstruct or replace public property or facilities; to cover direct and indirect costs of grant administration with the Cal OES Director’s concurrence; and to cover the cost of overtime and supplies used for response. The conditions for implementation of the CDAA are as follows:
▪ The Cal OES Director must concur with a local emergency declaration for permanent restoration assistance
▪ The Governor must proclaim a State of Emergency for disaster response and permanent restoration assistance
▪ The President must declare a major disaster or emergency for matching fund assistance for cost sharing required under Federal public assistance programs
3.17.7 NON-GOVERNMENTAL ORGANIZATIONS AND COMMUNITY
BASED ORGANIZATIONS
Non-Governmental Organizations (NGOs) and Community-Based Organizations (CBOs), such as the American Red Cross and the Salvation Army, may or will often provide support to individuals and households who are displaced by a disaster and work with governmental organizations to support the transition from care and City of Cathedral City
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shelter operations to interim housing arrangements. Community organizations active before a disaster may expand their services to meet increased needs. Such groups include faith-based organizations, neighborhood health clinics, and food distribution agencies. NGOs and CBOs may provide a range of services such as donations management, emergency food, clothing and shelter, behavioral and spiritual counseling, assist with non-hazardous debris removal from private property, as well as support of housing reconstruction. They provide these services independently or in coordination with Federal, State, and local efforts.
3.17.8 RECOVERY REPORTING AND DOCUMENTATION
Recovery reporting and documentation is the key to recovering eligible emergency response and recovery costs. Damage assessment documentation will be critical in establishing the basis for eligibility of disaster assistance programs. Without proper documentation, the County and local jurisdictions may be liable to FEMA for disaster recovery funding.
3.17.8.1 AFTER-ACTION REPORTING
The California Code of Regulations Title 19, Division 2, Chapter 1, Article 8, Section 2450 (a) requires the submission of After-Action Reports to the California Office of Emergency Services within 90 days of the close of an incident period for locally declared emergencies for which the governor proclaims a State of emergency.
An After-Action Report serves the following important functions:
▪ Provides a source for documenting response and early recovery activities ▪ Identifies problems and successes during emergency operations ▪ Analyzes the effectiveness of the different components of SEMS ▪ Identifies, documents, and facilitates corrective action for implementing and tracking improvements to existing emergency response and recovery efforts The designated Emergency Manager is responsible for guiding the After-Action process and ensuring After-Action reporting is completed.
3.17.8.2 RECOVERY DOCUMENTATION
Recovery documentation information should include the location and extent of damage, and estimates of costs for debris removal, emergency work, and repairing or replacing damaged facilities to a non-vulnerable and mitigated condition. The City of Cathedral City
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cost of compliance with building codes for new construction, repair, and restoration will also be documented. The cost of improving facilities may be provided under Federal hazard mitigation grant programs. Documentation is the key to recovering expenditures related to emergency response and recovery operations. Documentation must begin at the field response level and continue as the disaster unfolds. The EOC Planning & Intelligence Section, in coordination with the Operations Section and Finance & Administration Section, organizes damage reporting.
3.17.9 JOINT FIELD OFFICE
Following a Presidential Declaration of a Major Disaster or Emergency, a JFO will be established in proximity to the disaster area. The JFO is the direction and coordination point for Federal assistance. The State will appoint a State Coordinating Officer (SCO) to serve as the State point of contact. A Federal Coordinating Officer (FCO) is appointed upon a Presidential Declaration of an Emergency or Major Disaster.
3.17.10 COMMUNITY LIFELINES
FEMA defines Community Lifelines as those services or systems that “enable the continuous operation of critical government and business functions and is essential to human health and safety or economic security.”
Stabilizing lifeline services is the top priority in disaster response due to immediate threats to life and property. Community Lifeline descriptions help responders assess conditions and determine necessary recovery actions. The City EOC prioritizes lifeline restoration in its EOC Action Plan. Since many lifelines are managed externally, close coordination with utility providers and external organizations will be essential.
Graphic 3.17.10: Community Lifelines
Source: FEMA
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3.18 EMERGENCY FACILITIES
Emergency facilities supporting emergency operations include the following.
3.18.1 PUBLIC SAFETY COMMUNICATIONS CENTERS
City calls for police, fire, and emergency medical services are dispatched from the Cathedral City Police Department Dispatch Center.
CATHEDRAL CITY POLICE DISPATCH CENTER
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234
3.18.2 DEPARTMENT OPERATIONS CENTERS
A Department Operations Center (DOC) is a coordination hub for specific disciplines—such as fire, police, public works, or utilities—to manage field-level emergency responses and support the EOC.
The City maintains the following DOCs.
▪ Cathedral City Dispatch Center (Police Department)
3.18.3 PRIMARY EOC
The primary EOC is the location where centralized emergency management during large-scale emergencies and disasters takes place.
PRIMARY EMERGENCY OPERATIONS CENTER (EOC)
Cathedral City Fire Department
Administrative Headquarters
32-100 Desert Vista Drive, Cathedral City, CA 92234
3.18.4 ALTERNATE EOC
The City has not designated an alternate EOC but will identify one should the need arise.
3.18.5 JOINT INFORMATION CENTER
The Joint Information Center (JIC) is a location where staff from various organizations with public information responsibilities can co-locate to perform critical emergency public information, crisis communications, and public affairs functions. The JIC for the City would be co-located with the EOC if needed.
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3.18.6 INCIDENT COMMAND POST
The Incident Command Post (ICP) is the field location for primary tactical-level, onscene incident command and management. It typically includes the Incident Commander (IC) and Command Staff, as well as other incident management officials, responders, public agency representatives, private-sector representatives, and non-governmental organizations.
3.18.7 STAGING AREA
A staging area is a temporary holding location for assigned resources, established by the Incident Commander or Operations Section Chief. It allows for the positioning and accounting of resources not immediately needed for an operational task. These areas are used to temporarily position personnel, supplies, and equipment while awaiting an assignment.
3.18.8 MOBILIZATION CENTER
A mobilization center is an off-incident location where emergency personnel and equipment are temporarily positioned while awaiting assignment, release, or reassignment. Unlike a staging area, it is generally activated and managed by the EOC. Mobilization centers support significant emergencies and disasters, serving as hubs for mutual aid resources.
3.18.9 EVACUATION RECEPTION CENTER
An evacuation reception center temporarily accommodates people displaced from their home, school, or business. It provides a safe and comfortable space for disaster survivors to receive relief until the incident concludes, or they transition to a mass care center or shelter. These centers are established for short-duration incidents where overnight assistance or a shelter is unnecessary, or as a temporary solution while a fully operational shelter is being set up, which can take several hours.
3.18.10 SHELTER
A shelter provides temporary care for those displaced by emergencies, offering sleeping accommodation and minimal necessities. Unlike evacuation reception centers, shelters are equipped for overnight stays and may operate alongside evacuation reception centers. Evacuees are encouraged to bring essentials like City of Cathedral City
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blankets, toiletries, and snacks. Shelters require significant planning, logistics, staffing, medical and mental health support, and security.
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4. ORGANIZATION AND ASSIGNMENT OF
RESPONSIBILITIES
All City departments and employees have a role during emergency response and recovery operations. City employees are also Disaster Service Workers, per California Government Code Title I, Section 3100, and may be called into service during proclaimed or declared disasters.
The City's emergency operations and organizational structure are organized according to the concepts and principles of SEMS and NIMS.
4.1 CITY LEVEL
The City of Cathedral City Emergency Organization (MC § 2.20.070) consists of “all officers and employees of the City, together with those volunteer forces enrolled to aid them during an emergency, and all groups, organizations, and persons who may by agreement or operation of law, including persons pressed into service,” who are “charged with duties incident to the protection of life and property in the City during an emergency”.
4.1.1 DIRECTOR OF EMERGENCY SERVICES
The City Manager is the Director of Emergency Services, having jurisdiction and full authority over the City's response and recovery to extraordinary emergencies and disasters. The Fire Chief and Police Chief are the Assistant Directors of Emergency Services. Alternates may be designated by the Director or the Assistant Directors of Emergency Services.
4.1.2 CITY COUNCIL
The Mayor and City Council may promulgate orders and regulations necessary to protect life and property, including orders and regulations to impose curfews and stop price fixing. Members of the City Council will serve as liaisons to their respective districts and constituents regarding the City's disaster response and recovery efforts. They will also liaise with County, State, and Federal elected officials.
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4.1.3 DISASTER COUNCIL
The City of Cathedral City Disaster Council Membership (MC § 2.20.040) consists of the Mayor (Chair), City Manager/Director of Emergency Services (Vice-Chair), the Fire Chief (Assistant Director of Emergency Services), Police Chief (Assistant Director of Emergency Services), and “such representatives of civic, business, labor, veterans, professional, or other organizations having an official emergency responsibility, as may be appointed by the Director with the advice and consent of the City Council and as authorized pursuant to the Act and its regulations.” The City of Cathedral City Disaster Council Powers and Authorities (MC § 2.20.050) state: “It shall be the duty of the Cathedral City Disaster Council, and it is hereby empowered, to develop and recommend for adoption by the City Council, emergency and mutual aid plans and agreements and such ordinances and resolutions and rules and regulations as are necessary to implement such plans and agreements.”
4.1.4 FIRST RESPONSE DEPARTMENTS
First response departments are operational entities tasked with responding to and recovering from emergencies and disasters.
In the City, first response departments include:
▪ Fire Department
▪ Police Department
▪ Engineering, Public Works & Maintenance Department
First response departments are responsible for developing policies, procedures, guidance, and resources to enable them to execute their responsibilities in the EOP.
4.1.5 DEPARTMENT OPERATIONS CENTER
The DOC is the location from which centralized departmental emergency management is performed. DOCs serve a supporting role in the City EOC.
The Police Department maintains a DOC.
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4.1.6 EMERGENCY OPERATIONS CENTER
The EOC is a centralized location for coordinating emergency response activities.
The City maintains primary and alternate EOCs, the locations of which are identified in Section 3.18 (Emergency Facilities).
4.1.7 EOC TEAM
The EOC Team is responsible for managing all aspects of EOC operations when activated. This team comprises City employees assigned to EOC functions, who provide strategic planning and direction from the EOC. Management Staff support the EOC Director, while General Staff handle SEMS functional aspects, and are led by Section Chiefs who report to the EOC Director.
4.1.8 CITY DEPARTMENTS
City departments and divisions will ensure they can fulfill their emergency management responsibilities. They provide incident response and support, including staffing DOCs and the EOC Team using SEMS and NIMS principles. They conduct damage assessments, implement continuity and communication plans, establish programmatic operational strategies, and restore essential infrastructure and services.
4.1.9 DISASTER SERVICES WORKERS (DSW)
According to California Code, Government Code - GOV § 3101, a DSW includes all public employees and all volunteers in any disaster council or emergency organization accredited by Cal OES. All City employees, full-time and part-time, are DSWs and may be called upon during emergencies and disasters. In an emergency, non-essential public employees may be released from their usual duties so that they can be reassigned to assist any agency or organization carrying out its emergency response duties. Employees acting as DSWs will be assigned duties within their scope of training, skill, and ability.
4.2 OPERATIONAL AREA LEVEL
The California Emergency Services Act (Title 2, Division 1, Chapter 7, Article 2, Section 8559) defines an Operational Area (OA) as an intermediate level of the State emergency services organization, consisting of a county and all political subdivisions within the county area. Political subdivisions include cities and special City of Cathedral City
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districts. An OA has an agreement in place that defines roles and responsibilities, as well as jurisdictional authority in an emergency. The City is signatory to this agreement.
The Riverside County EMD is the lead agency for the Riverside County OA, which is comprised of local jurisdictions including Riverside County Departments, cities, school districts, special districts, tribes, and utilities. The OA is responsible for:
▪ Coordinating information, resources and priorities among local governments within the Riverside County OA
▪ Coordinating information, resources and priorities between the regional level and the local government level
▪ Using multi-agency or inter-agency coordination to facilitate decisions for overall operational area level emergency response activities
4.3 REGIONAL LEVEL
The regional level manages and coordinates information and resources among OAs.
Cal OES has divided California into three administrative regions which are further divided into six mutual aid regions. The City is in the Southern Region and Mutual Aid Region VI, which includes the counties of Imperial, Inyo, Mono, Riverside, San Bernardino, and San Diego. The Southern Region is managed through the Regional Emergency Operations Center (REOC) at the Cal OES Southern Region Office.
4.4 STATE LEVEL
In response to emergency needs and requests from local governments and OAs, the State coordinates mutual aid across mutual aid regions and between regional and state levels while managing its own resources. The State also acts as the primary coordination and communication link between the State and the Federal levels.
4.5 FEDERAL LEVEL
The Department of Homeland Security (DHS) has designated FEMA to serve as the lead federal agency during disasters and national security emergencies. In a disaster, different federal agencies may be involved in the response and recovery operations. Federal disaster assistance is organized under the concept of Emergency Support Functions (ESFs) as defined in the National Response City of Cathedral City
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Framework (NRF). All contact with FEMA and other federal agencies is made through the OAs during the response phase. During the recovery phase, there may be direct City contact with FEMA and other federal agencies.
4.6 EXTERNAL PARTNERS
4.6.1 NON-GOVERNMENTAL ORGANIZATIONS
Non-Governmental Organizations (NGOs) play essential roles before, during, and after disasters. NGOs provide a wide range of services such as shelter operations, donations management, food distribution, non-hazardous debris removal, and housing reconstruction support. They provide these services independently or in coordination with Federal, State, and local efforts.
American Red Cross: Humanitarian organization dedicated to providing emergency assistance, disaster relief, and education. Its core purpose is to help people in crisis by offering life-saving services, such as blood donation drives, disaster response, and supporting military families. The organization also focuses on disaster preparedness, health and safety education, and recovery efforts, aiming to alleviate human suffering and strengthen community resilience. For more information, go to:
https://www.redcross.org/local/california/southern-california.html National Voluntary Organizations Active in Disaster (NVOAD): Coalition of nonprofit organizations in the U.S. that collaborate to provide disaster relief and recovery services. Its purpose is to coordinate efforts, share resources, and reduce duplication of services, ensuring an efficient and effective response to disasters.
NVOAD focuses on providing immediate assistance, long-term recovery, and helping communities prepare for future disasters through member organizations' expertise and volunteer mobilization. For more information, go to:
https://www.nvoad.org
Riverside County VOAD: Volunteer program that seeks to improve disaster preparedness throughout the County, increase effectiveness through a collective response, minimize the duplication of resources, and provide services to those affected by disasters. For more information, go to:
https://rivcoready.org/riverside-County-voad
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Salvation Army: Humanitarian organization focused on providing emergency assistance, disaster relief, and social services to those in need. Its purpose is to alleviate human suffering, promote social justice, and offer hope through programs such as food distribution, shelter, addiction recovery, and disaster response. The Salvation Army works to meet both immediate and long-term needs, serving all individuals and communities. For more information, go to:
https://coachellavalley.salvationarmy.org/cathedral_City_corps
4.6.2 PRIVATE SECTOR
The private sector plays a vital role in the economy and provides essential goods and services that sustain daily life. The City has developed many public-private partnerships and relies on its private sector partners for disaster response and recovery.
According to the U.S. Department of Homeland Security (DHS), the private sector owns and operates approximately 80% of the nation’s critical infrastructure, such as energy, telecommunications, transportation, water and wastewater systems, chemical and manufacturing industries, healthcare, and insurance and financial services. The remaining 20% of critical infrastructure is managed by Federal, State, and local governments and typically includes emergency services, public transportation systems, and some water and sewage systems.
Private companies in sectors like food, transportation, healthcare, and logistics provide essential goods and services during and after a disaster. Many of these companies fill critical needs in the community through the donation of goods and resources, in addition to contributing funds to disaster relief and recovery efforts.
4.6.3 SCHOOLS AND ACADEMIC INSTITUTIONS
Schools and academic institutions can serve as centers for recovery, stability, and community support after a disaster, in addition to their traditional educational function. Following a disaster, schools contribute by:
▪ Serving as shelters for displaced individuals
▪ Serving as points of distribution for relief supplies ▪ Providing counseling and mental health services for students and their families
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▪ Reestablishing normalcy for students following disasters ▪ Providing disaster preparedness training for students and their families In California, K-12 public schools are required to have disaster plans, conduct periodic drills, and provide educational and training programs to staff and students.
Schools and academic institutions should train students and staff in proper emergency response procedures and educate student families on school plans and procedures during and after an emergency (including student release procedures).
4.6.4 FAITH-BASED ORGANIZATIONS
Faith-based organizations (FBOs) play a critical role in all four phases of emergency management and should be incorporated into emergency planning and disaster response. FBOs provide various forms of aid following a disaster and often participate in long-term recovery efforts.
FBOs contribute by:
▪ Engaging with communities on topics such as household disaster preparedness, hazard mitigation, and basic medical care ▪ Providing shelter for displaced individuals
▪ Providing counseling and emotional/spiritual support
▪ Distributing food, water, and clothing to the community ▪ Collecting, managing, and distributing donations (cash and material) ▪ Mobilizing volunteers to assist with tasks such as evacuation, rescue, and basic medical care
▪ Collaborating with NGOs to ensure aid is distributed fairly and appropriately ▪ Advocating for the needs of marginalized and vulnerable populations ▪ Supporting long-term recovery efforts in the form of financial assistance, rehabilitation programs, community cohesion, and rebuilding homes
4.6.5 COMMUNITY INVOLVEMENT
Resilient communities begin with prepared communities. Individuals, families, and caregivers to those with access and functional needs should enhance their awareness of risks and threats, develop household emergency plans that include City of Cathedral City
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care for pets and service animals, and prepare emergency supply kits. Individuals can also volunteer in their communities.
Individuals and households play an essential role in emergency management by contributing to community, neighborhood, and family preparedness.
Community members can contribute by:
▪ Reducing hazards in and around their homes. Hazard reduction actions include making their home earthquake-resistant or storing unanchored objects during high winds. These actions can reduce damage caused by an emergency.
▪ Preparing an emergency supply kit and household emergency plan. By developing a household emergency plan and assembling disaster supplies before an emergency, people can take care of themselves until assistance arrives. Emergency kits should include supplies for household pets and service animals.
▪ Monitor emergency communications carefully. Critical information and directions will be released to the public via various media throughout an emergency. By carefully following the directions provided, residents can reduce their risk of injury, keep emergency routes open to response personnel, and reduce the demands on landline and cellular communication. ▪ Volunteering with an established organization such as CERT. Organizations and agencies with a role in response and recovery are always seeking hardworking and dedicated volunteers. By volunteering with an established volunteer agency, individuals and households become a part of the emergency management system and ensure that their efforts are directed where they are most needed.
▪ Enrolling in emergency response training courses. Emergency response training, whether basic first aid through the ARC or a more complex course through a local college, will enable residents to take initial response actions required to care for themselves and their households. This allows first responders to focus on higher-priority tasks that affect the entire community.
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5. DIRECTION, CONTROL, AND COORDINATION
Direction, control, and coordination define the organizations within the multiagency coordination system, clarify their roles in emergency operations, and describe how coordination is achieved.
5.1 DIRECTOR OF EMERGENCY SERVICES
The City Manager serves as the Director of Emergency Services and holds full authority over the City’s emergency response and recovery efforts. These powers are established in Cathedral City Municipal Code Chapter 2, § 2.20.06, Powers and Duties of the Director and Assistant Director of Emergency Services.
5.2 CITY EMERGENCY OPERATIONS CENTER
During an emergency or disaster, the City's emergency management functions will be conducted from the primary EOC, located at the Cathedral City Fire Department's Administrative Headquarters, 32-100 Desert Vista Drive, Cathedral City, CA 92234. In addition to overseeing City response activities, the EOC serves as the primary link to the Riverside County OA and mutual aid partners.
5.3 CITY DEPARTMENT DIRECTION
Each City department operates under its Department Director or designated alternate in preparing for and responding to City emergencies and disasters. When the EOC is activated, department representatives coordinate emergency management functions from the EOC and are empowered to make decisions and allocate resources in accordance with the EOC Action Plan or as directed by the Director of Emergency Services/EOC Director.
5.4 DEPARTMENT OPERATIONS CENTERS
When activated, the management and coordination of department-level response and recovery activities for City-wide events, extraordinary emergencies, and disasters will be directed from DOCs.
5.5 LOCAL CONTROL
Local governments manage emergency operations within their jurisdictions in compliance with applicable laws, orders, and regulations. When the City is the Authority Having Jurisdiction (AHJ), it oversees incidents from response to City of Cathedral City
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recovery. As outlined in the California Emergency Services Act (Title 2, Division 1, Chapter 7, Article 11, Section 8618), the City directs mutual aid incidents, including personnel and equipment from mutual aid programs. Mutual aid resources remain under the operational control of their respective disciplines and designated Incident Commander.
5.6 ON-SCENE CONTROL
An Incident Commander (IC) from an Incident Command Post (ICP) directs and controls on-scene tactical activities, supporting single incidents, County-wide events, complex incidents, or when in an Area Command structure. This on-scene control includes setting tactical objectives and managing resources, including mutual-aid resources. EOC and DOCs do not direct on-scene tactical activities; they provide support.
5.7 COORDINATION AND INTERFACE
5.7.1 EOC-FIELD COORDINATION AND INTERFACE
EOC-to-Field communications typically occur at the Command and General Staff levels and are relayed to the appropriate section or function within the EOC. For example, the Fire-Rescue Branch in the EOC generally communicates directly with the Fire Incident Commander during fire-related incidents.
To support EOC-Field coordination and establish a common operating picture, the EOC may consider the following activities to facilitate communication and interface with field operations:
▪ Assign an EOC representative to the Incident Command Post (ICP) ▪ Have an EOC representative attend ICP operations briefings ▪ Have an ICP representative attend EOC operations briefings ▪ Coordinate and share EOC Action Plans with the ICP
▪ Coordinate and share ICP Incident Action Plans (IAPs) with the EOC ▪ Share EOC Situation Reports with the ICP
▪ Share ICP Situation Reports with the EOC
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5.7.2 EOC-DOC-FIELD COORDINATION AND INTERFACE
Effective emergency response depends on coordination across all SEMS levels. In major incidents, the City EOC may activate to manage the broader response, while DOCs support field command posts when multiple incidents strain departmental resources. Field Incident Commanders (ICs) communicate with their respective DOCs or directly with the EOC Operations Section, based on the nature of the incident. DOCs maintain situational awareness and may activate independently to manage multiple incidents, under the direction of the Department Director. The City EOC facilitates communication with Incident Command Posts (ICPs) and DOCs as needed.
5.8 MUTUAL AID
Mutual aid enhances the response capabilities of governmental jurisdictions during large-scale emergencies or disasters. Economics and operational capacities make it impossible for one jurisdiction to have all the resources necessary to adequately handle large-scale emergencies or disasters. For this reason, most public safety and emergency support agencies have mutual aid agreements with neighboring jurisdictions and larger governmental entities to use and deploy additional emergency resources. The City is part ofseveral mutual aid programs, including fire and rescue, law enforcement, public works, and emergency management mutual aid.
5.8.1 CALIFORNIA MUTUAL AID PLANS AND AGREEMENTS
The California Disaster and Civil Defense Master Mutual Aid Agreement (MMAA) is based on a statewide mutual aid system designed to provide additional resources to the State’s political subdivisions whenever their own resources are overwhelmed or inadequate. The various departments and agencies within the political subdivisions, municipal corporations, and public agencies agree to assist each other by providing resources during an emergency. The agreement provides for each signatory entity to offer aid during an emergency without expectation of reimbursement. Most California local governments are signatories to the agreement.
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5.8.1.1 CALIFORNIA MUTUAL AID PLANS
Supportive to the MMAA, discipline specific mutual aid assistance in California is provided through the following authorities:
▪ California Civil Defense Master Mutual Aid Agreement
▪ California Fire and Rescue Mutual Aid Plan
▪ California Urban Search and Rescue (US&R) Mutual Aid Plan ▪ California State Mutual Aid Pre-Position Program
▪ California Law Enforcement Mutual Aid Plan
▪ California Search and Rescue Mutual Aid Plan
▪ California Coroner Mutual Aid Plan
▪ California Public Health and Medical Assistance
▪ California Emergency Managers Mutual Aid (EMMA)
▪ California Public Works Mutual Aid Agreement
5.8.2 RIVERSIDE COUNTY MUTUAL AID PLANS AND AGREEMENTS
Riverside County and its municipalities participate in the following regional mutual aid agreements or plans:
▪ Region VI Fire and Rescue Operations Plan
▪ Region VI Law Enforcement Mutual Aid Agreement
▪ Region VI Public Works Mutual Aid Agreement
▪ Region VI Regional Disaster Medical and Health Mutual Aid Agreements ▪ Riverside OA Agreement
5.8.3 MUTUAL AID COORDINATORS
Mutual Aid systems work through designated Mutual Aid Coordinators at the local agency, OA, regional, and State levels. Mutual Aid Coordinators receive requests, coordinate the provision of resources within their geographic area of responsibility, and pass on unfilled requests to the next level of coordination.
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5.8.4 MUTUAL AID AREAS
Mutual Aid Region; Operational Area:
▪ A “mutual aid region” is a subdivision of the State emergency services organization established to facilitate the coordination of mutual aid and other emergency operations within an area of the State consisting of two or more County operational areas.
▪ An “operational area” is an intermediate level of the State emergency services organization consisting of a County and all political subdivisions within the County area.
5.8.5 CITY MUTUAL AID REQUESTS
The City will make mutual aid requests through the respective discipline’s OA Mutual Aid Coordinator. OA Coordinators may then escalate requests to the appropriate Region VI Mutual Aid Coordinator. If a request does not fall under a specific City discipline, coordination will be managed by the City’s Emergency Manager or the City’s EOC, if activated."
5.8.6 INTERSTATE AID AGREEMENTS
California is a signatory to the interstate Emergency Management Assistance Compact (EMAC), which is a congressionally ratified organization that provides form, structure, and procedures for rendering emergency assistance between states. Once the Governor has declared a State of Emergency, Cal OES will assess the needs for the emergency incident. The State can then request resources through the EMAC network to other states. The use of EMAC allows a disasterimpacted State to request and receive assistance from other member states quickly and efficiently.
5.8.7 LOCAL CONTROL
Local officials will remain in charge of incidents requiring mutual aid.
Unless otherwise expressly provided by the parties, the responsible local official in whose jurisdiction an incident requiring mutual aid has occurred shall remain in charge of such incident, including the direction of personnel and equipment provided to him through mutual aid.
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6. INFORMATION COLLECTION, ANALYSIS, AND
DISSEMINATION
The City EOC serves as the central hub for sharing emergency information with internal departments, the OA, adjacent jurisdictions, and supporting agencies during City-related incidents. The City is not responsible for managing situational data for emergencies occurring outside its jurisdiction.
Prior to EOC activation, the City may receive alerts and warnings from a variety of sources, including the Perris Emergency Command Center, Riverside County Sheriff's Department, California State Warning Center, City departments, neighboring municipalities, utility providers, and the National Weather Service.
Once the EOC is activated, the EOC Planning & Intelligence Section is tasked with leading the collection, evaluation, display, and distribution of incident-related information, including both situational and resource status. This EOC Section supports informed decision-making across the EOC by providing accurate intelligence, anticipating developments, creating situation forecasts, and maintaining a common operating picture for all EOC Sections.
6.1 OBJECTIVES
The EOC Planning & Intelligence Section is responsible for collecting, analyzing, and displaying accurate and timely information related to the current situation and resource status. This EOC Section ensures that safety and damage assessment data is gathered, compiled, and reported promptly to all EOC Sections, the County EOC, and the Cal OES Regional Emergency Operations Center (REOC).
The EOC Section coordinates the development of the EOC Action Plan, incorporating input from the EOC Management Section and Section Chiefs to establish operational priorities and guide response activities.
Additionally, the EOC Planning & Intelligence Section manages the Documentation Unit, which is tasked with maintaining detailed records of the emergency response and ensuring those records are preserved for after-action reporting, cost recovery, and historical reference.
The EOC Planning & Intelligence Section will achieve the following objectives during an EOC activation:
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▪ Collect and analyze initial situation reports, including safety and damage assessment information.
▪ Display incident data using maps, status boards, and other visual tools within the EOC.
▪ Develop and maintain charts and logs tracking incident status and available resources (personnel, equipment, vehicles, and teams).
▪ Disseminate intelligence updates to the EOC Director, Management Staff, and General Staff.
▪ Coordinate Geographic Information Systems (GIS) support for mapping and incident documentation.
▪ Prepare and distribute summary reports on safety conditions and damage assessments to other EOC Sections, the County EOC, Cal OES, and FEMA. ▪ Document damage levels and develop preliminary financial loss estimates. ▪ Provide situational awareness and planning support to other EOC Sections and DOCs.
▪ Lead the development of the City’s EOC Action Plan, incorporating input from all sections.
▪ Coordinate and prepare the City’s After-Action Report and Corrective Action Plan following EOC demobilization.
▪ Initiate planning for post-disaster recovery and support the transition to a formal Recovery Organization.
▪ Maintain accurate and complete documentation of all EOC activities, ensure preservation of records, and submit required reports to the OA, Cal OES, and FEMA.
▪ Identify and coordinate technical experts for specialized topics or areas requiring subject matter expertise.
▪ Provide technical and informational support to the EOC Director for presentations to the City Council, Policy Group, public meetings, or media briefings.
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6.2 INFORMATION COLLECTION
A critical aspect of information collection is ensuring all data is verified and validated. The EOC Planning & Intelligence Section is responsible for coordinating and overseeing information collection efforts across all EOC Sections to ensure consistency and accuracy.
Emergency incident information may originate from the following sources:
▪ Operations Section Branches, including reports from field personnel, DOCs, dispatch centers, and external partners
▪ Media (TV, radio, and print)
▪ Social media platforms
▪ Field Observers assigned by the EOC
▪ Damage Assessment and Damage Inspection Teams
▪ Situation reports from County, State, and Federal agencies ▪ Agency Representatives assigned to the EOC
▪ Community-based and neighborhood groups (e.g., CERT, Neighborhood Watch, Neighborhood Associations)
▪ Preparedness partners such as schools, hospitals, and non-governmental organizations (NGOs)
6.3 DISSEMINATION
Once verified, validated, and organized, emergency incident information is disseminated by the EOC Planning & Intelligence Section through multiple channels and formats, including:
▪ EOC Operations and Situation Briefings
▪ EOC Action Plans and Situation Reports
▪ Public communication via the Public Information Officer (PIO) ▪ Assisting and cooperating agencies through the EOC Liaison Officer and agency representatives
▪ Elected officials via the EOC Director, Liaison Officer, or Legislative Liaison City of Cathedral City
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▪ The Riverside County OA via Situation Reports, OA Reporting Forms, shared EOC Action Plans, and County emergency management staff assigned to the City EOC
▪ Cal OES and FEMA through WebEOC, CalEOC, or agency-specific reporting forms
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7. COMMUNICATIONS
7.1 PUBLIC ALERT AND WARNING
7.1.1 ALERT RIVCO
The City participates in Alert RivCo, Riverside County’s emergency notification system. The system delivers alerts via phone calls, text messages, and emails. It contacts numbers listed in the 911 database, including unlisted landlines, and is TDD/TTY compatible. Residents may also register additional contact details such as cell phones, VoIP lines, and email addresses.
City employees and residents can register for Alert RivCo at https://rivcoready.org/alert-rivco.
7.1.2 GENASYS PROTECT
The City uses the Genasys Protect alerting app, an emergency management platform that delivers targeted alerts, notifications, and real-time updates on emergencies, natural disasters, security threats, and other critical events. It communicates through multiple channels, including mobile alerts, sirens, and digital signage, to provide accurate, location-specific information.
The Fire Department is trained and authorized to issue alerts using Genasys Protect and coordinates with the Riverside County EMD Duty Officer and the Alert RivCo representative to disseminate public emergency notifications.
City employees and residents can download the Genasys Protect app at https://protect.genasys.com/download.
7.1.3 INTEGRATED PUBLIC ALERT AND WARNING SYSTEM
Integrated Public Alert and Warning System (IPAWS) is FEMA's national system for local alerting that provides authenticated emergency and life-saving information to the public through mobile phones using Wireless Emergency Alerts (WEA), to radio and television via the Emergency Alert System (EAS), and on the National Oceanic and Atmospheric Administration's (NOAA) Weather Radio.
The City may access IPAWS through Riverside County, who is an authorized IPAWS user.
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7.1.4 EMERGENCY ALERT SYSTEM
Emergency Alert System (EAS) enables Federal, State, and local governments to communicate with the public via commercial broadcast stations. Operated voluntarily by broadcasters under FCC regulations, EAS disseminates critical emergency information. Message priorities under Part 73.922(a) of the FCC’s rules are as follows:
▪ Priority One: Presidential Messages (live)
▪ Priority Two: EAS Operational (Local) Area Programming ▪ Priority Three: State Programming
▪ Priority Four: National Programming and News
California has 30 EAS Operational Areas within radio reception range of EAS stations serving the area. The State message priorities are as follows:
▪ Priority One: Immediate action required to save lives ▪ Priority Two: Property protection and urgent public instructions ▪ Priority Three: General public information
EAS messages are broadcast in Riverside County to all local broadcasters, special districts, and businesses with over 100 employees. Emergencies warranting alerts include natural disasters, public safety threats, and hazardous materials incidents.
In Riverside County, EAS is administered by the Riverside County Sheriff. Requests must go through the Sheriff’s Watch Commander or Riverside County Fire Department and are disseminated via the Sheriff’s Communications Center.
Local EAS stations authenticate requests before broadcasting. Authentication details are not released to the public.
The local EAS stations for the Coachella Valley are:
▪ Primary Station (LP1): KDES-FM 98.5
▪ Alternate Station (LP2): KCLB 93.7 FM
The City may access EAS through Riverside County, who is an authorized EAS user.
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7.1.5 WIRELESS EMERGENCY ALERTS
Wireless Emergency Alerts (WEA) deliver text messages to compatible cell phones in affected areas, warning users of hazards and providing brief instructions. WEA is enabled by default and does not require opt-in.
WEA messages have the following character limits:
▪ 360 characters (4G LTE and newer networks)
▪ 90 characters (3G and older networks)
When sent via IPAWS, alerts are transmitted to cell carriers, which broadcast them from towers in the alert zone. Exact reach is unpredictable due to factors like:
▪ Geography affecting reception
▪ Buildings limiting signal penetration
▪ Device status (powered off or out of battery)
▪ Towers lacking backup power during outages
▪ Antenna type (directional vs. omnidirectional) and signal strength FEMA and Cal OES oversee WEA, in coordination with the Riverside County OA.
7.1.6 NATIONAL WARNING SYSTEM
National Warning System (NAWAS) is a dedicated wire-line system that provides two-way voice communications between the Federal warning center, State warning points and local warning points. The system may be activated from two Federal facilities that are staffed 24 hours daily
▪ National Warning Center (North American Air Defense Command, Colorado Springs)
▪ Alternate National Warning Center (Olney, Maryland).
The California Warning System (CALWAS) is the State portion of NAWAS that extends to communications and dispatch centers throughout the State. Both State and Federal circuits are monitored 24 hours a day at the National Warning Center, the alternate point, and each of the local warning points. Circuits then extend to County warning points. Counties not on this system will receive warning through City of Cathedral City
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other means (normally over the California Law Enforcement Telecommunications System (CLETS)).
NAWAS is tested three times daily at unscheduled times. Immediately following the NAWAS test through the National Warning Center, the State conducts the CALWAS test through Cal OES. On alternate Wednesdays, the California Highway Patrol (CHP) conducts a test at 10:00 a.m. local time.
Backup communications systems for CALWAS alerts include:
▪ CESFRS: California Emergency Services Fire Radio System ▪ CESRS: California Emergency Services Radio System
▪ CLEMARS: California Law Enforcement Mutual Aid Radio System ▪ CLERS: California Law Enforcement Radio System
▪ CLETS: California Law Enforcement Telecommunications System
7.1.7 CALIFORNIA STATE WARNING CENTER
Cal OES operates the California State Warning Center (CSWC), which is staffed 24 hours a day, 365 days a year to serve as the official State level point of contact for emergency notifications. From this center, CSWC personnel maintain contact with County Warning Points, State agencies, Federal agencies, the National Warning Center, NGOs, and the private sector.
Local governments and OAs notify the CSWC of emergencies that affect their community in accordance with existing laws, protocols, or when State assistance is requested or anticipated. Local emergency proclamations sent to the CSWC ensure the State is informed of emergency conditions or when State assistance is requested. CSWC issues the following types of notifications:
▪ Earthquake Notifications
▪ Tsunami Notifications
▪ Volcano Notifications
▪ Weather Notifications
▪ Energy Notifications
▪ Hazardous Materials/Oil Spill Release Notifications
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▪ Nuclear Power Plant Notifications
7.1.8 NATIONAL WEATHER SERVICE
National Weather Service (NWS) provides weather forecasts and warnings to the nation. The City and Riverside County receive notifications from the San Diego Forecast Office. NWS primary alert methods include:
▪ EAS
▪ WEA
▪ NOAA Weather Radio (NWR)
▪ IPAWS
▪ News and social media
7.1.9 ROUTE ALERTING AND DOOR-TO-DOOR CANVASING
The City may use route alerting and door-to-door canvassing to alert and notify the public. Route alerting is commonly used in small-scale emergencies or rapidly evolving situations within a defined area. It involves emergency officials driving or walking through the affected zone to inform residents of the situation and recommended actions. This can be done door-to-door or via public address systems on police or fire vehicles.
While effective, especially when other systems are unavailable, route alerting depends on resource availability and can be time-consuming. It is typically used in localized settings such as neighborhoods, apartment complexes, mobile home parks, hotels, and college campuses. Route alerting can also serve as a supplement to other alert and warning methods.
7.2 COMMUNICATION SYSTEMS
7.2.1 PUBLIC SAFETY ENTERPRISE COMMUNICATION
The City police and fire departments utilize the Riverside County Public Safety Enterprise Communication (PSEC) system, which is a standards-based, encrypted digital radio network used primarily by the Riverside County Sheriff’s Department, Riverside County Fire Department, and non-public safety County departments.
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7.2.2 RIVERSIDE COUNTY DISASTER NET
The City utilizes a low-band radio to communicate with the Riverside County OA EOC and other City EOCs located in Western Riverside County. The capability exists to link the Western County Disaster Net with the Coachella Valley Disaster Net. The City’s Disaster Net radio is located in the EOC.
The County Alternate EOC in the Coachella Valley uses the Coachella Valley Disaster Net, which is a VHF radio system to communicate internally and with City EOCs located in the Coachella Valley.
7.2.3 SATELLITE TELEPHONES
The City has four portable satellite phones for communicating with other cities and agencies belonging to the emergency managers talk group. Satellite phones use a geostationary satellite above Earth as a repeater and serve as backup communication if systems fail. The City’s satellite phones are stored in two locations:
▪ Fire Station 1 – Battalion Chief’s Office (two satellite phones) ▪ Cathedral City Dispatch Center (two satellite phones)
7.2.4 STARLINK
The City uses Starlink, which is a satellite internet constellation operated by SpaceX that provides high-speed, low-latency internet access worldwide. It utilizes a network of low-Earth orbit satellites to deliver broadband internet in areas where traditional internet access is limited or unreliable. Starlink can enhance communications resilience, provide backup connectivity during infrastructure outages, and support rapid deployment during emergencies and disasters.
7.2.5 RADIO AMATEUR CIVIL EMERGENCY SERVICES
The City has access to the services of volunteer Radio Amateur Civil Services (RACES) HAM radio operators to provide an alternate means of communications when primary systems are non-operational or non-existent. RACES members are licensed by the FCC for amateur radio service and registered as Disaster Service Workers. RACES can be accessed through Riverside County EMD.
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7.2.6 RELAY SERVICES
Free relay services are available within the State and anywhere in the United States by dialing 711. This service allows individuals with hearing or speech disorders to communicate with all telephone users. California Connect is the coordinating entity for Relay Services in California.
7.2.7 WEBEOC
The City, Riverside County Emergency Management Department (EMD), and the Riverside County OA use WebEOC as their crisis information management system.
WebEOC is a web-based platform that enables secure, real-time information sharing and resource coordination during disasters and emergencies.
The City uses WebEOC to:
▪ Share situational status information with Riverside County ▪ Coordinate resource requests with Riverside County
7.3 PUBLIC INFORMATION
7.3.1 CITY BROADCAST
The City operates a broadcast channel called Cathedral City Television (CCTV), which features live and recorded meetings, community programming, and special events coverage. CCTV is an online streaming service hosted on YouTube.
City employees and residents can access all CCTV-related services at https://www.cathedralCity.gov/residents/cc-tv.
7.3.2 SOCIAL MEDIA
The City utilizes its website and social media platforms to reach the public. In an emergency or disaster, the City EOC will post information on these accounts and monitor these accounts for messages and information from the public. ▪ City website: https://www.cathedralCity.gov/home
▪ Facebook: https://www.facebook.com/@DiscoverCathedralCity ▪ Instagram: https://www.instagram.com/discovercathedralCity ▪ X (formerly Twitter): https://x.com/cathedralCity
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7.3.3 MEDIA BRIEFINGS AND PUBLIC MEETINGS
The City may hold media briefings and community meetings before, during, and after emergencies to provide essential updates. Accessibility measures will include sign language interpreters, large-print materials, and translation services.
During EOC activations, the Public Information Officer (PIO) will develop key messages, anticipate public questions, and highlight response and recovery efforts.
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8. ADMINISTRATION, FINANCE, AND LOGISTICS
Emergency management operations in the City will be supported by administration, finance, and logistics procedures, processes, resources, and personnel. In many cases, departments will use the same procedures and processes during emergency operations that are used during daily operations to manage similar functions. In other cases, unique emergency-related procedures and protocols may be accessed or developed to meet the needs of the emergency.
8.1 ADMINISTRATIVE PRACTICES
Adhering to established administrative and financial practices ensure accurate resource tracking, supports reimbursements, and aids after-action reporting. City departments maintain internal procedures related to emergency response, such as tracking expenditures, managing resource requests, recording training, and documenting exercises.
During emergencies, City departments may suspend routine administrative procedures to prevent disruption of response and recovery efforts. These decisions must be carefully assessed and are typically guided by the City’s Proclamation of Emergency or EOC Action Plan. Consultation with the City EOP is essential when modifying procedures.
8.2 DOCUMENTATION
The generation, tracking, and compilation of emergency incident documentation are essential for conducting after-action reviews, supporting cost recovery efforts, and protecting against potential litigation.
City departments are responsible for maintaining documentation in support of cost tracking, cost recovery, after-action reviews, protection against litigation, and any other recordkeeping requirements.
The EOC Finance & Administration Section is responsible for maintaining records on damage assessment expenditures, recovery cost expenditures, insurancerelated documents, personnel overtime, and other costs associated with an emergency or disaster. Guidance is provided in the EOC Finance & Administration Section position checklists in Part 2 (Position Checklists) of this plan.
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8.2.1.1 AFTER-ACTION REPORTS
Cal. Code Regs. Tit. 19, § 2450 requires the submission of After-Action Reports to the California Office of Emergency Services within 90 days of the close of an incident period for locally declared emergencies for which the Governor proclaims a State of emergency.
An After-Action Report serves the following important functions:
▪ Provides a source for documenting response and early recovery activities ▪ Identifies problems and successes during emergency operations ▪ Analyzes the effectiveness of the different SEMS components ▪ Identifies, documents, and facilitates corrective action for implementing and tracking improvements to existing emergency response and recovery efforts The designated Emergency Manager is responsible for guiding the After-Action process and ensuring After-Action reporting is completed.
8.3 FINANCE DURING DISASTERS
8.3.1 EMERGENCY FUNDS
Financial support for emergency response and recovery operations will generally be from funds regularly appropriated to City departments. If the demands exceed available funds, the City Manager may make additional funds available from Reserve Emergency Funds. In that case, the City Manager has the authority under a Proclamation of Local Emergency to transfer and expend money appropriated for other purposes. Emergency expenditures will be made in accordance with the powers and duties of the City Manager/Director of Emergency Services (MC §
2.20.060) unless otherwise authorized by other City policy or emergency actions.
8.3.2 DISASTER COST ACCOUNTING
Disaster-related expenditures may be eligible for reimbursement under various State and Federal programs, but the process is complex and demands thorough documentation and accurate recordkeeping to maximize recovery for eligible costs.
The Finance Department leads the City's efforts to apply for reimbursement, which can span years when infrastructure damage is extensive. Eligible costs must be directly related to the disaster response and include expenses that are reasonable, City of Cathedral City
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necessary, and compliant with procurement requirements. These typically cover direct costs such as salaries, equipment, materials, and contracts, excluding items like standby costs and lost revenue.
To secure funding, agencies must maintain detailed records tied to original source documents from the start of the event. This includes payroll records, equipment logs, contractor documentation, procurement justifications, and agreements. The Finance Department initiates tracking codes for emergency costs, while the EOC Finance & Administration Section compiles and submits expenditure summaries.
All data must align with grant guidelines, such as those in FEMA’s Public Assistance Program and Policy Guide, to ensure claims are fully supported and reimbursable.
8.4 LOGISTICS
Logistics involves acquiring, tracking, and utilizing services, supplies, and equipment to support the EOC Action Plan and emergency response and recovery objectives. The City’s designated Emergency Manager leads the coordination of logistical preparedness and readiness actions taken prior to an emergency. City departments must ensure they have planned for and can access emergency logistics to fulfill their roles in the EOP. When the EOC is activated, the Logistics Section coordinates the acquisition, deployment, tracking, and utilization of emergency logistics.
City Department Logistics: During the preparedness phase of emergency management, City departments should take the following steps:
▪ Maintain current inventories of locally available resources, including equipment, personnel with specialized technical skills, supplies, and facilities.
▪ Develop and maintain lists of out-of-area resources and mutual aid partners, including supporting agreements (e.g., MOUs, MAAs).
▪ Conduct just-in-time updates to all resource databases and ensure copies are transferred to the EOC in advance of or immediately prior to an emergency. ▪ Review and test resource procurement processes, including emergency purchasing protocols and continuity of supply chains.
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EOC Logistics: When activated, the EOC Logistics Section will coordinate all logistics support activities during emergencies and disasters. Responsibilities include:
▪ Procuring, allocating, tracking, and demobilizing resources ▪ Coordinating personnel, facilities, equipment, supplies, and services ▪ Managing transportation, communications, food services, and lodging for response personnel
▪ Ensuring resource availability and identifying shortfalls or capability gaps Logistics Databases: The following resources and documentation will be maintained in the City EOC by the designated Emergency Manager and City departments:
▪ Typed resource roster consistent with FEMA/NIMS resource typing standards
▪ Vendor list for emergency equipment and supplies
▪ Credentialed emergency management personnel database
▪ Emergency facilities roster (e.g., shelters, staging areas, points of distribution)
▪ Personnel roster for deployment and staffing support
▪ Inventory of expendable emergency supplies (e.g., fuel, medical supplies, PPE)
▪ Inventory of emergency sustenance supplies for EOC and field staff (e.g., food, water, hygiene items)
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9. CONTINUITY OF GOVERNMENT
The Continuity of Government concept comprises three elements:
1. Standby Officers for the Governing Body
2. Temporary Seat of Government
3. Preservation of Vital Records
An emergency or disaster could result in the injury or death of key government officials, the partial or complete destruction of established seats of government, and the destruction of public and private records essential to government operations.
Government at all levels is responsible for providing continuity of effective leadership and authority, direction of emergency operations, and management of recovery operations. To this end, the City must continue functioning as a governmental entity during and after an emergency or disaster. The California Government Code and the Constitution of California provide the authority for State and local government to reconstitute if key officials are unavailable or unable to serve.
Continuity of operations (COOP), not the subject of this EOP, consists of additional operational, logistical, and procedural elements.
9.1 RECONSTITUTING GOVERNMENT
California Government Code § 8635 et seq., Article 15, Part 7, Division 1, Title 2, establishes a method for reconstituting the governing body. It authorizes that, should all members, including all standby officers, be unavailable, temporary officers shall be appointed by the Chairman of the Board of the County where the political subdivisions are located or by the Chairman of the Board of any other County within 150 miles. California Government Code § 8642 of Article 15 authorizes local governing bodies to convene as soon as possible whenever a State of emergency or local emergency exists and at a place not necessarily within the political subdivision. Under Article 15, the duties of a governing body during emergencies include ascertaining the damage to the jurisdiction and its personnel and property, reconstituting itself and any subdivisions, and performing functions in preserving law and order and furnishing local services.
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The City maintains separate continuity of operations policies and procedures.
9.2 DIRECTOR OF EMERGENCY SERVICES
The City’s municipal code (MC § 2.20.050) designates a Director of Emergency Services and two Assistant Directors of Emergency Services.
Should the Director of Emergency Services be unable to serve, the Assistant Directors of Emergency Services will automatically succeed until a permanent successor has been appointed by the City Council and seated. The Assistant Directors of Emergency Services will have all the authority and powers of the Director of Emergency Services.
9.3 SUCCESSION OF OFFICERS
9.3.1 SUCCESSION OF CITY COUNCIL
The emergency interim succession of the City Council is permitted by California Government Code § CA Govt Code § 8638 et seq., Article 15, Part 7, Division 1, Title 2 states: To provide for the continuance of the legislative and executive departments of the political subdivision during a State of war emergency or a State of emergency or a local emergency, the governing body thereof shall have the power to appoint the following standby officers: (a) Three for each member of the governing body. (b) Three for the chief executive if he or she is not a member of the governing body. If a standby office becomes vacant because of removal, death, resignation, or other cause, the governing body shall have the power to appoint another person to fill said office. Standby officers shall be designated Nos. 1, 2, and 3, as the case may be.
The City’s succession list is consistent with CA Govt Code § 8638 and on file with the City Clerk.
9.3.2 SUCCESSION OF KEY CITY OFFICIALS
The following staff positions are key to emergency operations. The City has identified standby officers if a member is unavailable or unable to serve during a proclaimed emergency or disaster. Emergency interim lines of succession are identified in separate City policies and procedures. The succession list consistent with this section is on file with the City Clerk.
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As used in this plan, the word “unavailable” means that a department head or other key City official is missing, seriously injured, deceased, or otherwise indisposed and cannot attend meetings or otherwise perform their duties. The City Manager will settle any question as to whether a particular member is unavailable.
Key positions identified as necessitating emergency interim successors include:
▪ City Manager
▪ Assistant City Manager
▪ Fire Chief
▪ Police Chief
▪ Chief Building Official
▪ City Attorney
▪ Director, Community & Economic Development
▪ Director, Development Services
▪ Director, Engineering, Public Works & Maintenance
▪ Director, Financial Services
For the purpose of this plan, each person who will temporarily succeed to each position of office as provided herein and as provided for in continuity plans will temporarily assume all the powers and duties of the office succeeded immediately upon such succession.
9.4 ALTERNATE SEAT OF GOVERNMENT
The City’s seats of government are provided in Table 9.4. The City also maintains virtual and remote work capabilities.
Table 9.4: City Seats of Government
CITY SEATS OF GOVERNMENT
PRIMARY SEAT ALTERNATE SEAT
City Hall
68700 Ave Lalo Guerrero
Cathedral City, CA 92234
Fire Department
32100 Desert Vista Rd
Cathedral City, CA 92234
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9.5 PRESERVATION OF VITAL RECORDS
The City is responsible for establishing measures that ensure the preservation and protection of vital records. Each department within the City will identify, maintain, and protect its vital records. Vital records are defined as those records that are essential to the rights and interests of the City, personnel, individuals, corporations and other entities, including vital statistics, land and tax records, personnel record, articles of incorporation, and historical information. Vital records also include those records essential for emergency response and recovery operations, including utility system maps, emergency supply and equipment locations, emergency operations plans and procedures, and personnel databases.
These vital records will be essential to the re-establishment of normal functions, serving to protect the rights and interests of the City. These rights and interests may include the constitution, charters, statutes, ordinances, resolutions, court records, official proceedings, and financial records of the City. The City will enforce its record retention schedule as described in City of Cathedral City Resolution No. 2009-51. Vital records are routinely stored at City Hall offices.
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10. TRAINING AND EXERCISE
Training plays a critical role in preparing public officials, emergency managers, and response personnel for disaster operations. A performance-based training program should be conducted regularly to ensure that existing staff maintain operational readiness and new personnel acquire the necessary skills and knowledge.
By maintaining and adhering to a comprehensive training and exercise program, City personnel remain prepared to implement the EOP and fulfill their assigned emergency responsibilities effectively.
10.1 EMERGENCY OPERATIONS TRAINING
The Director of Emergency Services is responsible for ensuring that personnel are adequately trained and prepared to carry out their assigned emergency roles and responsibilities. City departments are responsible for scheduling and documenting the training of their respective personnel.
Minimum training prerequisites for personnel assigned to EOC positions are outlined below and accessible online. The City will also provide position-specific training aligned with EOP functions and EOC operations. ▪ SEMS G606 (SEMS Introduction)
▪ IS-100 (Introduction to ICS)
▪ IS-200 (Basic ICS for Initial Response)
▪ IS-700 (An Introduction to the National Incident Management System) ▪ IS-800 (National Response Framework, An Introduction) Annual refresher training is recommended for EOC personnel. Specialized and justin-time training is provided as needed based on evolving threats and operational requirements.
EOC personnel should be trained based on their potential roles during emergency operations, their responsibilities on specialized response teams, and SEMS/NIMS requirements.
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10.2 EMERGENCY OPERATIONS EXERCISES
Exercises provide a controlled environment for personnel to become proficient in emergency procedures, facilities, and systems. State agencies and local jurisdictions should participate in all-hazards exercises in coordination with emergency management and first response agencies, emphasizing sustained operations conducted over extended durations.
The City conducts emergency operations exercises to validate emergency plans and procedures, define section and position-specific responsibilities, test equipment and systems, and ensure readiness of all assigned emergency personnel. Exercises will be conducted in accordance with SEMS, NIMS, and the Homeland Security Exercise and Evaluation Program (HSEEP), utilizing a progressive planning approach from discussion-based to operations-based formats.
Discussion-based exercises include:
▪ Seminars: Introduce or review plans, policies, and procedures. ▪ Workshops: Build consensus, develop plans, or refine procedures. ▪ Tabletop Exercises (TTX): Explore hypothetical scenarios and test decisionmaking. ▪ Games: Explore decision-making and consequences in a competitive environment.
Operations-based exercises include:
▪ Drills: Test a single operation or function.
▪ Functional Exercises (FE): Test command, control, and coordination in a simulated environment.
▪ Full-Scale Exercises (FSE): Evaluate full response capabilities with deployment of personnel and equipment.
Exercises must have clearly defined objectives that relate to one or more of FEMA’s Core Capabilities from the National Preparedness Goal. These capabilities span all phases of emergency management.
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Exercises should include a plan for observing and assessing performance against the objectives. This is accomplished by exercise evaluators, who take notes, track timelines, and measure how well participants execute their roles.
After every training exercise and emergency incident, it is important to conduct an After-Action Review, and when appropriate to develop an After-Action Report (AAR)/Corrective Action Plan (CAP), to implement and track emergency response and emergency management improvements. More information about AARs is available in Sections 3.17.8.1 and 8.2.1.1 of this plan.
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11. PLAN DEVELOPMENT AND MAINTENANCE
11.1 PLAN DEVELOPMENT
The EOP was developed consistent with SEMS, NIMS, FEMA Comprehensive Preparedness Guide (CPG) 101, and the City’s municipal code (MC § 2.20.080). The EOP guides the City’s emergency management activities, and its development requires the input of all City departments.
EOP development has also been coordinated with the following plans:
▪ 2024 California State Emergency Plan (SEP)
▪ 2024 Riverside County Emergency Operations Plan
▪ 2025 City of Cathedral City Local Hazard Mitigation Plan (LHMP) Draft This EOP is the principal reference source that guides the City’s emergency management activities. Every City governmental function has a role in the EOP and, as such, shares the responsibility for input into its development and maintenance.
11.1.1 PLAN APPROVAL AND ADOPTION
Approval: There is no requirement for plan approval by any other level of government or external organization.
Adoption: Cal OES and FEMA require EOPs to be formally promulgated. To meet this requirement, the City of Cathedral City will adopt the EOP by resolution of the City Council.
11.1.2 STANDARD OPERATING PROCEDURES BY DEPARTMENTS
City departments are expected to develop any policies, Standard Operating Procedures (SOPs), and Standard Operating Guidelines (SOGs) necessary to fulfill their roles and responsibilities under the EOP.
SOPs and SOGs may include the following:
▪ Guidance information
▪ Responsibilities of responding employees and agencies ▪ Policies and procedures
▪ Personnel assignments
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▪ Contact lists
▪ Equipment lists
▪ Forms and documents
11.2 PLAN MAINTENANCE
The Director of Emergency Services has delegated the responsibility for developing, reviewing, and updating the EOP to the Fire Chief, who serves as an Assistant Director of Emergency Services and Emergency Manager. The EOP will be reviewed annually and comprehensively updated every five years.
Revisions, updates, and enhancements to the EOP that result from routine improvement planning or corrective actions may be implemented without City Council adoption or additional legislative action.
Substantive changes to Part 1 of the EOP will be recorded in the Record of Changes table and digitally distributed to the departments listed in the Plan Distribution table. Non-substantive changes will not trigger redistribution.
Outdated versions should be destroyed to ensure only the most current plan is in circulation.
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CITY OF CATHEDRAL CITY
CATHEDRAL CITY FIRE DEPARTMENT
32-100 DESERT VISTA
CATHEDRAL CITY, CA 92234
(760) 770-8200
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APPENDIX A
CITY COUNCIL RESOLUTION OF ADOPTION
[Insert the City Council Resolution of Adoption here.]
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APPENDIX B
AUTHORITIES AND REFERENCES
This appendix establishes two foundations:
1. The legal basis—statutes, ordinances, executive orders, regulations, and proclamations—for emergency operations.
2. The basis for emergency authority, ensuring officials have the necessary powers to act during emergencies.
Not all authorities and references are used in the EOP Base Plan.
CITY OF CATHEDRAL CITY
▪ Resolution 95-5, approving the agreement for participating in the Operational Area Organization of the County of Riverside on March 22, 1995 ▪ Resolution 95-6, adopting the Standardized Emergency Management System for emergency incidents within the City on March 22, 1995 ▪ Resolution 2006-8, adopting the National Incident Management System for emergency incidents within the City on March 8, 2006
▪ Resolution 2015-34, adopting the California Fire Assistance Agreement (CFAA) for mutual aid response/requests within California.
RIVERSIDE COUNTY
▪ County of Riverside, California, Code of Ordinances; Title 2 – Administration:
Chapter 2.100 – Emergency Management Organization
▪ County of Riverside Emergency Services Ordinance 533.7; item 3.16 on April 30, 2019 (effective May 30, 2019)
▪ Resolution, adopting the California Master Mutual Aid Agreement, July 1958 ▪ Resolution SLR-28, adopting Workmen's Compensation Benefits for Disaster Service Workers, June 8, 1988
▪ Resolution SLR-55, adopting the Emergency Operations Plan, November 15, 1988
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▪ Resolution 95-205, adopting the Standardized Emergency Management System (SEMS), August 15, 1995
▪ Resolution 95-206, adopting the Operational Area Agreement, August 15, 1995
▪ Resolution 2006-051 adopting the National Incidental Management System (NIMS) within County of Riverside on February 28, 2006
▪ Resolution adopting the County of Riverside Multi-Jurisdictional Local Hazard Mitigation Plan (MJLHMP); item 3.5 on April 4, 2023
▪ Resolution 2019-180 adopting the revised County of Riverside Operational Area Emergency Operations Plan on August 6, 2019
CALIFORNIA
▪ California Assembly Bill 2311: Emergency Services - Access and Functional Needs (2016)
▪ California Constitution (Article XI: Local Government) ▪ California Coroners’ Mutual Aid Plan
▪ California Disaster and Civil Defense Master Mutual Aid Agreement ▪ California Disaster Assistance Act (Title 19, Division 2, Chapter 6 of the California Code of Regulations)
▪ California Emergency Services Act (Title 2, Division 1, Chapter 7 of the Government Code)
▪ California Fire Service and Rescue Emergency Mutual Aid Plan ▪ California Government Code §3100, Disaster Service Workers and Public Employees
▪ California Law Enforcement Mutual Aid Plan
▪ California Senate Bill 160: Emergency Services - Cultural Competence (2019) ▪ California Assembly Bills 2311 and 477: Access and Functional Needs (2019) ▪ California Senate Bill 833: Emergencies - Office of Emergency Services - Guidelines - Alert and Warning Systems (2018)
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▪ Disaster Service Worker Program Authorities (Title 1, Division 4, Chapter 8 of the Government Code and Section 3211.92 of the Labor Code) ▪ Standardized Emergency Management System (Title 19, Division 2, Chapter 1 of the California Code of Regulations)
▪ Standardized Emergency Management System Guidelines
▪ State of California Emergency Plan
▪ Title 19, Public Safety, Division 2, Chapter 2, Emergencies and Major Disasters, §2510
▪ Title 19, Public Safety, Division 2, Chapter 6, California Disaster Assistance Act, §2900
FEDERAL
▪ Americans with Disabilities Act of 1990 (PL 101-336) as amended ▪ Civil Rights Act of 1964 (PL 88-352, Section VI)
▪ Comprehensive Preparedness Guide (CPG) 101: Developing and Maintaining Emergency Operations Plans (2021)
▪ Federal Civil Defense Act of 1950 (PL 920)
▪ Homeland Security Act of 2002 (PL 107-296)
▪ Homeland Security Presidential Directive / HSPD-5: Management of Domestic Incidents
▪ Improving Access to Services for Persons with Limited English Proficiency (Executive Order 13166)
▪ Individuals with Disabilities in Emergency Preparedness (Executive Order 13347)
▪ National Incident Management System (updated 2017)
▪ National Response Framework (2019)
▪ Pets Evacuation and Transportation Standards Act of 2006 (PL 109-308) ▪ Post-Katrina Emergency Management Reform Act of 2006 (PL 109-295) ▪ Presidential Policy Directive / PPD-8: National Preparedness City of Cathedral City
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▪ Robert T. Stafford Disaster Relief and Emergency Assistance Act (PL 93-288 as amended
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APPENDIX C
ABBREVIATIONS AND ACRONYMS
Not all abbreviations and acronyms are used in the EOP Base Plan.
ADA Americans with Disabilities Act
ARC American Red Cross
Cal OES California Governor’s Office of Emergency Services CALWAS California Warning System
CBO Community Based Organization
CDAA California Disaster Assistance Act
CERT Community Emergency Response Team
CESFRS California Emergency Services Fire Radio System
CESRS California Emergency Services Radio System
CHP California Highway Patrol
CLEMARS California Law Enforcement Mutual Aid Radio System CLERS California Law Enforcement Radio System
CLETS California Law Enforcement Telecommunications System COG Continuity of Government
COOP Continuity of Operations
CSWC California State Warning Center
DAFN Disabilities or Access and Functional Needs
DHS U.S. Department of Homeland Security
DOC Department Operations Center
DSW Disaster Service Worker
EAS Emergency Alert System
EMAC Emergency Management Assistance Compact
EOC Emergency Operations Center
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EOP Emergency Operations Plan
ESA California Emergency Services Act
ESF Emergency Support Function
EMD Emergency Management Department (Riverside County)
FBO Faith-Based Organizations
FCO Federal Coordinating Officer
FE Functional Exercise
FEMA Federal Emergency Management Agency
FHA Federal Highway Administration
FSE Full-Scale Exercise
HSEEP Homeland Security Exercise and Evaluation Program HSPD Homeland Security Presidential Directive
HUD U.S. Department of Housing and Urban Development
IA Individual Assistance
IAP Incident Action Plan
IC Incident Commander
ICP Incident Command Post
ICS Incident Command System
IDA Initial Damage Assessment
IFGP Individual and Family Grant Program
IPAWS Integrated Public Alert and Warning System
JFO Joint Field Office
JPDA Joint Preliminary Damage Assessment
LHMP Local Hazard Mitigation Plan
MAA Mutual Aid Agreement
MC Municipal Code
MJHMP Multi-Jurisdictional Hazard Mitigation Plan
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MMAA California Disaster and Civil Defense Master Mutual Aid Agreement MOU Memorandum of Understanding
NAWAS National Warning System
NGO Non-Governmental Organization
NIMS National Incident Management System
NOAA National Oceanic and Atmospheric Administration
NRCS Natural Resources Conservation Service
NVOAD National Voluntary Organizations Active in Disaster NWR National Weather Radio
NWS National Weather Service
OA Operational Area
OASIS Operational Area Satellite Information System
PA Public Assistance
PETS Pets Evacuation and Transportation Standards
PNP Private Nonprofit Program
PSEC Public Safety Enterprise Communication
RACES Radio Amateur Civil Emergency Services
REOC Region Emergency Operations Center
RNA Rapid Needs Assessment
SAP Safety Assessment Program
SBA U.S. Small Business Administration
SCO State Coordinating Officer
SEMS Standardized Emergency Management System
SEP California State Emergency Plan
SKYMARS Sky Mutual Aid Radio System
SOC State Operation Center
SOP Standard Operating Procedure
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TAP Technical Assistance Programs
TDD/TTY Telecommunications Device for the Deaf/Teletype TTX Tabletop Exercise
UC Unified Command
USACE U.S. Army Corps of Engineers
VOAD Voluntary Organizations Active in Disaster
WEA Wireless Emergency Alerts
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APPENDIX D
GLOSSARY OF TERMS
Not all terms are used in the EOP Base Plan.
ACTION PLAN (AP): See EOC Action Plan and Incident Action Plan.
ACTIVATE: As used in this plan, shall mean the placing into operation of the Emergency Organization hereinafter provided for, upon the receipt of official warning of an impending or threatened emergency, or upon the declaration of the existence of a local emergency.
AFTER-ACTION REPORT (AAR): A report that examines response actions, application of SEMS, modifications to plans and procedures, training needs and recovery activities. After action reports are required under SEMS after any emergency that requires a declaration of an emergency. Reports must be submitted within 90 days to Cal OES.
AGENCY: A division of government with a specific function offering a particular kind of assistance. In the Incident Command System (ICS), agencies are defined either as jurisdictional (having statutory responsibility for incident management) or as assisting or cooperating (providing resources or other assistance). Governmental organizations are most often in charge of an incident, though in certain circumstances private sector organizations may be included. Additionally, NonGovernmental Organizations (NGOs) may be included to provide support.
ANNEX: An addition to the EOP that provides specific information and direction.
Appendix – Appendices provide relevant information already referenced in the guidance. Typically, this includes forms used or other necessary information.
APPENDIX: Appendices provide relevant information already referenced in the guidance. Typically, this includes forms used or other necessary information.
CALIFORNIA DISASTER AND CIVIL DEFENSE MASTER MUTUAL AID AGREEMENT (MMAA): An agreement entered into by and between the State of California, its various departments and agencies, and the various political subdivisions, municipal corporations, and public agencies of the State of California to assist each other by providing resources during an emergency. Mutual Aid occurs when two or more City of Cathedral City
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parties agree to furnish resources and facilities and to render services to each other in response to any type of disaster or emergency.
CALIFORNIA EMERGENCY FUNCTIONS (CA-EF): The California Emergency Functions are a grouping of state agencies, departments, and other stakeholders with similar functional activities/responsibilities whose responsibilities lend to improving the state’s ability to collaboratively prepare for, effectively mitigate, cohesively respond to and rapidly recover from any emergency. California Emergency Functions unify a broad-spectrum of stakeholders with various capabilities, resources, and authorities to improve collaboration and coordination for a particular discipline.
They also provide a framework for the state government to support regional and community stakeholder collaboration and coordination at all levels of government and across overlapping jurisdictional boundaries.
CALIFORNIA EMERGENCY SERVICES ACT (ESA): An Act within the California Government Code to ensure preparations within the state will be adequate to deal with natural, human-caused, or war-caused emergencies which result in conditions of disaster or in extreme peril to life, property, and the natural resources of the state, and generally to protect the health and safety and preserve the lives and property of the people of the state.
CATASTROPHE: As used in this plan, any natural or human-caused incident, including terrorism that results in extraordinary levels of mass casualties, damage, or disruption severely affecting the population, infrastructure, environment, economy, national morale, and/or government functions.
COMMAND: The act of directing, ordering, or controlling by virtue of explicit statutory, regulatory, or delegated authority.
COMMAND/MANAGEMENT: Command is responsible for the directing, ordering, and/or controlling of resources at the field response level. Management is responsible for overall emergency policy and coordination at the SEMS EOC levels.
COMMAND POST: See Incident Command Post.
COMMON OPERATING PICTURE: An overview of an incident created by collating and gathering information (e.g., traffic, weather, actual damage, resource availability, objectives, individual tasks, etc.) of any type (voice, data, etc.) from agencies and organizations in order to support decision making.
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CONTINUITY OF GOVERNMENT (COG): As used in this plan, shall mean all measures taken to ensure the continuity of essential functions of government in the event of emergency conditions, including lines of succession for key decision makers and officials.
CONTINUITY OF OPERATIONS (COOP): As used in this plan, actions taken to ensure the continued performance of core capabilities and/or critical government operations during any potential incident.
CORRECTIVE ACTIONS: Implementing procedures that are based on lessons learned from actual incidents or from training and exercises.
CRISIS: Phenomenon, incident, active threat, or trend, with or without specific location, posing seemingly inevitable harm to life, property, environment, organizational performance, reputation, or way of life reasonably or ethically necessitating deliberate urgent intervention (A crisis may be local, national, or global)
CRITICAL INFRASTRUCTURE (CI): Systems and assets, whether physical or virtual, so vital to the United States that the incapacity or destruction of such systems and assets would have a debilitating impact on security, national economic security, national public health or safety, or any combination of those matters.
CYBER THREAT: An act or threat that poses potentially devastating disruptions to critical infrastructure, including essential communications such as voice, email and internet connectivity.
CYBER SECURITY: The protection of data and systems in networks that are connected to the internet, including measures to protect critical infrastructure services. These services may include essential communications such as voice, email, and internet connectivity.
DAM FAILURE: Partial or complete collapse of a dam causing downstream flooding.
DEMOBILIZATION: The orderly, safe, and efficient return of an incident resource to its original location and status.
DEPARTMENT OPERATIONS CENTER (DOC): An Emergency Operations Center (EOC), specific to a single department or agency where the focus is on internal agency incident management and response.
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DIRECTOR OF EMERGENCY SERVICES (DES): As used in this plan, shall mean the individual having jurisdiction and authority over a City’s or County’s response and recovery to extraordinary emergencies and disasters.
DISASTER: A sudden calamitous emergency event bringing great damage, loss, or destruction.
DISASTER SERVICE WORKER (DSW): As used in this plan, shall mean any person registered with a disaster council or the California Office of Emergency Services, or a state agency granted authority to register Disaster Service Workers, for the purpose of engaging in disaster service work pursuant to the California Emergency Services Act without pay or other consideration. Disaster Service Worker includes public employees, and also includes any unregistered persons impressed into service during a state of war emergency, a state of emergency, or a local emergency by a person having authority to command the aid of citizens in the execution of his or her duties.
EMERGENCY: As used in this plan, shall mean the actual or threatened existence of conditions of disaster or of extreme peril to the safety of persons and property within this city caused by such conditions as air pollution, fire, flood, storm, epidemic, riot, earthquake, drought, sudden and severe energy shortage, plant or animal infestation or disease, or other conditions, including conditions resulting from war or imminent threat of war, severe or imminent threat of terrorist attack, but other than conditions resulting from a labor controversy, which conditions are or are likely to require the combined services, personnel, equipment, and facilities of this city.
EMERGENCY MANAGEMENT ASSISTANCE COMPACT (EMAC): A congressionally ratified organization that provides form and structure to interstate mutual aid.
Through EMAC, a disaster-affected state can request and receive assistance from other member states quickly and efficiently, resolving two key issues upfront:
liability and reimbursement.
EMERGENCY OPERATIONS CENTER (EOC): As used in this plan, shall mean the physical location from which centralized city emergency management is performed. The physical location at which the coordination of information and resources to support incident management (on-scene operations) activities normally takes place. An EOC may be a temporary facility or may be located in a City of Cathedral City
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more central or permanently established facility, perhaps at a higher level of organization within a jurisdiction. EOC may be organized by major functional disciplines (e.g., fire, law enforcement and medical services), by jurisdiction (e.g., federal, state, tribal, city, county), or some combination thereof.
EMERGENCY OPERATIONS CENTER STAFF: Employees assigned to EOC functions to support Cathedral City’s response to an emergency event.
EMERGENCY OPERATIONS PLAN (EOP): The ongoing plan maintained by various jurisdictional levels for responding to a wide variety of potential hazards.
EMERGENCY RESPONSE AGENCY: Any organization responding to an emergency, or providing mutual aid support to such an organization, whether in the field, at the scene of an incident, or to an operations center.
EMERGENCY RESPONSE PERSONNEL: Personnel affiliated with or sponsored by emergency response agencies.
EOC ACTION PLAN (EAP): The plan developed at SEMS EOC levels, which contains objectives, actions to be taken, assignments, and supporting information for the next operational period.
ESSENTIAL FACILITIES: May include facilities such as law enforcement, fire, emergency operations centers, schools, medical facilities, and other resources that have a role in an effective and coordinated emergency response.
EVACUATION: Organized, phased, and supervised withdrawal, dispersal, or removal of civilians from dangerous or potentially dangerous areas and their reception and care in safe areas.
FEDERAL EMERGENCY MANAGEMENT AGENCY (FEMA): The Federal Emergency Management Agency (FEMA) is the federal agency responsible for coordinating emergency planning, preparedness, risk reduction, response, and recovery. The agency works closely with state and local governments by funding emergency programs and providing technical guidance and training. These coordinated activities at the federal, state, and local levels ensure a broad-based emergency program to ensure public safety and protect property.
FLOOD: A general and temporary condition of inundation of normally dry land areas from overflow of inland or tidal waters, unusual or rapid accumulation or runoff of surface waters, or mudslides/mudflows caused by accumulation of water.
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FUNCTION: Function refers to the five major activities in ICS: Command, Operations, Planning, Logistics and Finance/Administration. The same five functions are also found at all SEMS EOC Levels. At the EOC, the term Management replaces Command. The term function is also used when describing the activity involved, (e.g., the planning function).
HAZARD: Something that is potentially dangerous or harmful, often the root cause of an unwanted outcome.
HAZARDOUS MATERIAL: Any substance or material that when involved in an accident and released in sufficient quantities poses a risk to people’s health, safety, and/or property. These substances and materials include explosives, radioactive materials, flammable liquids or solids, combustible liquids or solids, poisons, oxidizers, toxins, and corrosive materials.
INABILITY TO ACT: As used in this plan, shall mean that an official is either killed, missing, or so seriously ill or injured as to be unable to attend meetings and otherwise perform his/her duties. Any question as to whether a particular official can be deemed to have an “inability to act” shall be settled by the governing board of the political jurisdiction or any remaining available members of said body (including standby officers who are serving on such body).
INCIDENT: An occurrence or event, natural or human-caused, which requires a response to protect life or property.
INCIDENT ACTION PLAN (IAP): An oral or written plan containing general objectives reflecting the overall strategy for managing an incident. It may include the identification of operational resources and assignments. It may also include attachments that provide direction and important information for management of the incident during one or more operational periods. At the SEMS EOC level it is called the EOC Action Plan.
INCIDENT COMMAND (IC): Responsible for overall management of the incident and consists of the Incident Commander, either single or unified command, and any assigned supporting staff. Incident Commander (IC): The individual responsible for all incident activities, including the development of strategies and tactics, and the ordering and the release of resources. The IC has overall authority and responsibility for conducting incident operations and is responsible for the management of all incident operations at the incident site.
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INCIDENT COMMAND POST (ICP): The field location where the primary functions are performed. The ICP may be co-located with the incident base or other incident facilities.
INCIDENT COMMAND SYSTEM (ICS): A standardized on-scene emergency management construct specifically designed to provide for the adoption of an integrated organizational structure that reflects the complexity and demands of single or multiple incidents, without being hindered by jurisdictional boundaries.
ICS is the combination of facilities, equipment, personnel, procedures, and communications operating within a common organizational structure, designed to aid in the management of resources during incidents.
INTELLIGENCE: Product of an analytical process that evaluates information collected from diverse sources; integrates the relevant information into a cohesive package and produces a conclusion or estimate. Information must be real, accurate and verified before it becomes intelligence for planning purposes. Intelligence relates to the specific details involving the activities of an incident or EOC and current and expected conditions and how they affect the actions taken to achieve operational period objectives. Intelligence is an aspect of information. Intelligence is primarily intended for internal use and not for public dissemination.
INTEROPERABILITY: Allows emergency management/response personnel and their affiliated organizations to communicate within and across agencies and jurisdictions via voice, data, or video-on-demand, in real-time, when needed and when authorized.
JOINT INFORMATION CENTER (JIC): A facility established to coordinate all incidentrelated public information activities. It is the central point of contact for all news media. Public information officials from all participating agencies should co-locate at the JIC.
JOINT INFORMATION SYSTEM (JIS): Integrates incident information and public affairs into a cohesive organization designed to provide consistent, coordinated, accurate, accessible, timely, and complete information during crisis or incident operations. The mission of the JIS is to provide a structure and system for developing and delivering coordinated interagency messages; developing, recommending, and executing public information plans and strategies on behalf of the IC; advising the IC concerning public affairs issues that could affect a response City of Cathedral City
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effort; and controlling rumors and inaccurate information that could undermine public confidence in the emergency response effort.
JURISDICTION: A range or sphere of authority. Public agencies have jurisdiction over an incident related to their legal responsibilities and authority. Jurisdictional authority at an incident can be political or geographical (e.g., federal, state, tribal, and local boundary lines) or functional (e.g., law enforcement, public health).
KEY RESOURCES: Any publicly or privately controlled resources essential to the minimal operations of the economy and government.
LIAISON: A form of communication for establishing and maintaining mutual understanding and cooperation.
LOCAL EMERGENCY: As used in this plan, shall mean the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the territorial limits of a county, city and county, or city, caused by such conditions as air pollution, fire, flood, storm, epidemic, pandemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake, or other conditions, including conditions resulting from war or imminent threat of war, severe or imminent threat of terrorist attack, other than conditions resulting from a labor controversy, which conditions are or are likely to be beyond the control of the services, personnel, equipment, and facilities of that political subdivision and require the combined forces of other political subdivisions to combat, or with respect to regulated energy utilities, a sudden and severe energy shortage requires extraordinary measures beyond the authority vested in the State Public Utilities Commission.
LOCAL GOVERNMENT: According to Federal Code 30 a county, municipality, city, town, township, local public authority, school district, special district, intrastate district, council of governments (regardless of whether the council of governments is incorporated as a nonprofit corporation under state law), regional or interstate government entity, or agency or instrumentality of a local government; an Indian tribe or authorized tribal entity, or in Alaska a Native village or Alaska Regional Native Corporation; a rural community, unincorporated town or village, or other public entity.
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MITIGATION: Provides a critical foundation in the effort to reduce the loss of life and property from natural and/or human-caused disasters by avoiding or lessening the impact of a disaster and providing value to the public by creating safer communities. Mitigation seeks to fix the cycle of disaster damage, reconstruction, and repeated damage. These activities or actions, in most cases, will have a longterm sustained effect.
MOBILIZATION: The process and procedures used by all organizations - federal, state, tribal, and local - for activating, assembling, and transporting all resources that have been requested to respond to or support an incident.
MOBILIZATION CENTER: An off-emergency location where emergency services personnel and equipment may be temporarily located, pending assignment to emergencies, released, or reassigned.
MULTI-AGENCY OR INTER-AGENCY COORDINATION (MAC): The participation of agencies and disciplines involved at any level of the SEMS organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
MULTI-AGENCY COORDINATION GROUP (MAC GROUP): Typically, administrators/executives, or their appointed representatives, who are authorized to commit agency resources and funds, are brought together and form MAC Groups. MAC Groups may also be known as multi-agency committees, emergency management committees, or as otherwise defined. It can provide coordinated decision-making and resource allocation among cooperating agencies and may establish the priorities among incidents, harmonize agency policies, and provide strategic guidance and direction to support incident management activities.
MULTI-AGENCY COORDINATION SYSTEM(S) (MACS): Multi-agency coordination systems provide the architecture to support coordination for incident prioritization, critical resource allocation, communications systems integration, and information coordination. The elements of multi-agency coordination systems include facilities, equipment, personnel, procedures, and communications. Two of the most commonly used elements are EOC and MAC Groups. These systems assist agencies and organizations responding to an incident.
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MUTUAL AID AGREEMENTS AND/OR ASSISTANCE AGREEMENTS: Written or oral agreements between and among agencies/or organizations and/or jurisdictions that provide a mechanism to quickly obtain emergency assistance in the form of personnel, equipment, materials, and other associated services. The primary objective is to facilitate rapid, short-term deployment of emergency support prior to, during, and/or after an incident.
MUTUAL AID COORDINATOR: An individual at the local government, operational area, region, or state level that is responsible to coordinate the process of requesting, obtaining, processing, and using mutual aid resources. Mutual Aid Coordinator duties will vary depending upon the mutual aid system.
MUTUAL AID REGION: A mutual aid region is a subdivision of Cal OES established to assist in the coordination of mutual aid and other emergency operations within a geographical area of the state, consisting of two or more operational areas.
MULTI-AGENCY OR INTER-AGENCY COORDINATION: As used in this plan, it shall mean the participation of agencies and disciplines involved at any level of the Standardized Emergency Management System (SEMS) organization working together in a coordinated effort to facilitate decisions for overall emergency response activities, including the sharing of critical resources and the prioritization of incidents.
NATIONAL: Of a nationwide character, including the federal, state, tribal and local aspects of governance and policy.
NATIONAL INCIDENT MANAGEMENT SYSTEM (NIMS): As used in this plan, it shall mean the adopted national emergency management processes, protocols, and procedures for federal, state, tribal and local responders. National Incident Management System (NIMS) utilizes the Incident Command System (ICS), Resource Management, Joint Information Management System, Communication and Information Management and Preparedness policies. NIMS is consistent with SEMS.
NATIONAL RESPONSE FRAMEWORK (NRF): A guide to how the nation conducts allhazards incident management.
NATURAL DISASTER: Any hurricane, tornado, storm, flood, high water, wind-driven water, tidal wave, tsunami, earthquake, volcanic eruption, landslide, mudslide, City of Cathedral City
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snowstorm, drought, fire, or other catastrophe which causes, or which may cause, substantial damage or injury to civilian property or persons.
NON-GOVERNMENTAL ORGANIZATION (NGO): An entity with an association based on the interests of its members, individuals, or institutions. It is not created by a government, but it may work cooperatively with the government. Such organizations serve a public purpose, not a private benefit. Examples of NGO include faith-based charity organizations and the American Red Cross.
OFFICE OF EMERGENCY SERVICES (OES): The Riverside County Office of Emergency Services is responsible for emergency management planning, emergency response coordination, and support of recovery efforts for the County of Riverside.
OPERATIONAL AREA (OA): As used in this plan, it shall mean an intermediate level of state emergency services organization, consisting of a county and all political subdivisions within the county area. Each county geographic area is designated an operational area for the coordination of emergency activities and to serve as a link in the system of communications and coordination between the state’s emergency operations centers and the operations centers of the political subdivisions comprising the operational area, as defined in California Government Code Subsection 8559 (b) and Section 8605. This definition does not change the definition of operational area as used in the existing fire and rescue mutual aid system.
OPERATIONAL AREA EMERGENCY OPERATIONS CENTER (OA EOC): The physical location at which the coordination of information and resources to support OA activities normally takes place.
OPERATIONAL PERIOD: The time scheduled for executing a given set of operation actions, as specified in the Incident Action Plan or EOC Action Plan. Operational periods can be of various lengths, although usually last 12-24 hours.
ORGANIZATION: Any association or group of persons with like objectives. Examples include, but are not limited to, governmental departments and agencies, private sector, and/or non- governmental organizations.
PLAN: A document that describes the broad, overall jurisdictional response to potential extraordinary emergencies or disasters.
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POLITICAL SUBDIVISIONS: Includes any city, city and County, County, tax or assessment district, or other legally authorized local governmental entity with jurisdictional boundaries.
PREPAREDNESS: A continuous cycle of planning, organizing, training, equipping, exercising, evaluating, and taking corrective action in an effort to ensure effective coordination during incident response. Within NIMS, preparedness focuses on the following elements: planning, procedures and protocols, training and exercises, personnel qualification and certification, and equipment certification.
PREVENTION: Actions to avoid an incident or to intervene to stop an incident from occurring. Prevention involves actions to protect lives and property. It involves applying intelligence and other information to a range of activities that may include such countermeasures as deterrence operations; heightened inspections; improved surveillance and security operations; investigations to determine the full nature and source of the threat; public health and agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and, as appropriate, specific law enforcement operations aimed at deterring, preempting, interdicting or disrupting illegal activity, and apprehending potential perpetrators and bringing them to justice.
PRIVATE SECTOR: Organizations and entities that are not part of any governmental structure. The private sector includes for-profit and not-for-profit organizations, formal and informal structures, commerce, and industry.
PROTOCOLS: Sets of established guidelines for actions (which may be designated by individuals, teams, functions, or capabilities) under various specified conditions.
PUBLIC INFORMATION: Processes, procedures, and systems for communicating timely, accurate and accessible information on the incident’s cause, size and current situation; resources committed; and other matters of general interest to the public, responders and additional stakeholders (both directly affected and indirectly affected).
PUBLIC INFORMATION OFFICER (PIO): A member of the Command Staff (Management Staff at the SEMS EOC Levels) responsible for interfacing with the public and media and/or with other agencies with incident-related information requirements.
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RECOVERY: The development, coordination, and execution of service and site restoration plans; the reconstitution of government operations and services; individual, private sector, non-governmental, and public assistance programs to provide housing and to promote restoration; long-term care and treatment of affected persons; additional measures for social, political, environmental, and economic restoration; evaluation of the incident to identify lessons learned; postincident reporting; and development of initiatives to mitigate the effects of future incidents.
RECOVERY PLAN: A plan developed to restore the affected area or community.
REGION EMERGENCY OPERATIONS CENTER (REOC): Facilities found at Cal OES Administrative Regions. REOC provides centralized coordination of resources among Operational Areas within their respective regions and between the Operational Areas and the State Level.
REIMBURSEMENT: Provides a mechanism to recoup funds expended for incidentspecific activities.
RESOURCE MANAGEMENT: Efficient emergency management and incident response requires a system for identifying available resources at all jurisdictional levels to enable timely and unimpeded access to resources needed to prepare for, respond to, or recover from an incident. Resource management under NIMS includes mutual aid agreements and assistance agreements; the use of special federal, state, tribal and local teams; and resource mobilization protocols.
RESOURCES: Personnel and major items of equipment, supplies, and facilities available or potentially available for assignment to incident operations and for which status is maintained. Resources are described by kind and type and may be used in operational support or supervisory capacities at an incident or at an EOC.
RESPONSE: Activities that address the short-term, direct effects of an incident.
Response includes immediate actions to save lives, protect property, and meet basic human needs. Response also includes the execution of EOP and of mitigation activities designed to limit the loss of life, personal injury, property damage, and other unfavorable outcomes. As indicated by the situation, response activities include applying intelligence and other information to lessen the effects or consequences of an incident; increased security operations; continuing investigations into nature and source of the threat; ongoing public health and City of Cathedral City
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agricultural surveillance and testing processes; immunizations, isolation, or quarantine; and specific law enforcement operations aimed at preempting, interdicting, or disrupting illegal activity, and apprehending actual perpetrators and bringing them to justice.
RESPONSE PERSONNEL: Includes federal, state, territorial, tribal, sub-state regional and local governments, private sector organizations, critical infrastructure owners and operators, NGO and all other organizations and individuals who assume an emergency management role. Also known as an Emergency Responder.
SITUATION REPORT: Often contains confirmed or verified information regarding the specific details relating to the incident.
SPAN OF CONTROL: The number of resources for which a supervisor is responsible, usually expressed as the ratio of supervisors to individuals. Under NIMS, an appropriate span of control is between 1:3 and 1:7, with optimal being 1:5.
SPECIAL DISTRICT: A unit of local government (other than a city, county, or city and County) with authority or responsibility to own, operate and maintain systems, programs, services, or projects (as defined in California Code of Regulations (CCR) Section 2900(s) for purposes of natural disaster assistance. This may include a joint power authority established under Section 6500 et. seq. of the Code.
STAFFORD ACT: The Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act) establishes the programs and processes for the federal government to provide disaster and emergency assistance to states, local governments, tribal nations, individuals, and qualified private nonprofit organizations. The provisions of the Stafford Act cover all hazards including natural disasters and terrorist events. Relevant provisions of the President. The President may declare a major disaster or emergency.
STAGING AREA: Established on an incident for the temporary location of available resources. A Staging Area can be any location on an incident in which personnel, supplies, and equipment can be temporarily housed or parked while awaiting operational assignment.
STANDARD OPERATING PROCEDURE/GUIDE (SOP/SOG): Complete reference document or an operations manual that provides the purpose, authorities, City of Cathedral City
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duration, and details for the preferred method of performing a single function or a number of interrelated functions in a uniform manner.
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS): As used in this plan shall mean the adopted State of California emergency management system. The Standardized Emergency Management System (SEMS) utilizes the Incident Command System (ICS), Multi/Interagency Coordination, Mutual Aid, and the Operational Area Concept to facilitate emergency incident management, priority setting, interagency cooperation, and the efficient use of resources and flow of information during an emergency. SEMS is consistent with NIMS.
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) GUIDELINES: The SEMS guidelines are intended to assist those responsible for planning, implementing, and participating in SEMS.
STANDARDIZED EMERGENCY MANAGEMENT SYSTEM (SEMS) REGULATIONS:
Regulations establishing the Standardized Emergency Management System (SEMS) based upon the Incident Command System (ICS) adapted from the system originally developed by the Firefighting Resources of California Organized for Potential Emergencies (FIRESCOPE) program including those currently in use by state agencies, the Multiagency Coordination System (MACS) as developed by FIRESCOPE program, the Operational Area concept and the Master Mutual Aid Agreement and related mutual aid systems. Regulations are found in TITLE 19.
DIVISION 2. Chapter 1, Section 2400 et. Seq.
STATE: When capitalized, refers to any State of the United States, the District of Columbia, the Commonwealth of Puerto Rico, the Virgin Islands, Guam, American Samoa, the Commonwealth of the Northern Mariana Islands, and any possession of the United States. See Section 2 (14), Homeland Security Act of 2002, Public Law 107−296, 116 Stat. 2135 (2002).
STATE OF EMERGENCY: As used in this plan, shall mean the duly proclaimed existence of conditions of disaster or of extreme peril to the safety of persons and property within the state caused by such conditions as air pollution, fire, flood, storm, epidemic, pandemic, riot, drought, sudden and severe energy shortage, plant or animal infestation or disease, the Governor's warning of an earthquake or volcanic prediction, or an earthquake, or other conditions, other than conditions resulting from a labor controversy or conditions causing a state of war emergency, City of Cathedral City
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which conditions, by reason of their magnitude, are or are likely to be beyond the control of the services, personnel, equipment, and facilities of any single county, city and county, or city and require the combined forces of a mutual aid region or regions to combat, or with respect to regulated energy utilities, a sudden and severe energy shortage requires extraordinary measures beyond the authority vested in the State Public Utilities Commission.
STATE OF WAR EMERGENCY: As used in this plan, shall mean the condition which exists immediately, with or without a proclamation thereof by the Governor, whenever this state or nation is attacked by an enemy of the United States, or upon receipt by the state of a warning from the federal government indicating that such an enemy attack is probable or imminent.
STATE OPERATIONS CENTER (SOC): The SOC is operated by the California Governor’s Office of Emergency Services (Cal OES)at the State Level in SEMS. It is responsible for centralized coordination of state resources in support of the three Cal OES Administrative Regional Emergency Operations Centers (REOCs). It is also responsible for providing updated situation reports to the Governor and legislature.
SYSTEM: An integrated combination of people, equipment and processes that work in a coordinated manner to achieve a specific desired output under specific conditions.
TECHNICAL ASSISTANCE: Support provided to state, tribal and local jurisdictions when they have the resources but lack the complete knowledge and skills needed to perform the required activity (such as mobile-home park design or hazardous material assessments).
TECHNICAL SPECIALISTS: Personnel with special skills that can be used anywhere within the SEMS organization. No minimum qualifications are prescribed, as technical specialists normally perform the same duties during an incident that they perform in their everyday jobs, and they are typically certified in their fields or professions.
TERRORISM: Under the Homeland Security Act of 2002, terrorism is defined as activity that involves an act dangerous to human life or potentially destructive of critical infrastructure or key resources; is a violation of the criminal laws of the United States or of any state or other subdivision of the United States in which it City of Cathedral City
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occurs; and is intended to intimidate or coerce the civilian population, or influence or affect the conduct of a government by mass destruction, assassination, or kidnapping.
THREAT: An indication of possible violence, harm, or danger.
TYPE: 1) An ICS resource classification that refers to capability. Type 1 is generally considered to be more capable than Types 2, 3, or 4, respectively, because of size, power, capacity, or (in the case of incident management teams) experience and qualifications. 2) A class, kind, or group sharing one or more characteristics; category. 3) A variety or style of a particular class or kind of things.
UNIFIED COMMAND (UC): An ICS application used when more than one agency has incident jurisdiction or when incidents cross political jurisdictions. Agencies work together through the designated members of the UC, often the senior person from agencies and/or disciplines participating in the UC, to establish a common set of objectives and strategies and a single IAP.
VITAL RECORDS: The essential agency records needed to meet operational responsibilities under national security emergencies or other emergency or disaster conditions (emergency operating records), or to protect the legal and financial rights of the Government and those affected by Government activities (legal and financial rights records).
VOLUNTEER: As used in this plan, a volunteer is any individual accepted to perform services by the lead agency (which has authority to accept volunteer services) when the individual performs services without promise, expectation, or receipt of compensation for services performed. A volunteer may be “affiliated” with a volunteer organization or may be “spontaneous unaffiliated” when pressed into volunteer service at the time of a disaster.
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APPENDIX E
EOC STAFFING MATRIX
Each EOC function is assigned to one or more City departments.
EOC STAFFING MATRIX FOR CITY DEPARTMENTS
MANAGEMENT SECTION
POSITION FILLED BY
EOC Director
City Manager’s Office, or
Fire Chief, or
Police Chief
EOC Coordinator Fire Department, or
Police Department
Public Information Officer City Manager’s Office – Communications Department
Liaison Officer City Manager’s Office
Safety Officer Fire Department
Security Officer Police Department, or
Code Compliance Division
Legal Advisor City Attorney
OPERATIONS SECTION
POSITION FILLED BY
Operations Section Chief Fire Department, or
Police Department
Building & Safety Branch
Director Building Division
Care & Shelter Branch
Director City Manager’s Office
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Fire & Rescue Branch
Director Fire Department
Law Enforcement Branch
Director Police Department
Public Works Branch
Director Public Works Department
PLANNING & INTELLIGENCE SECTION
POSITION FILLED BY
Planning & Intelligence
Section Chief Fire Department
Advance Planning Unit Planning Division
Damage Assessment Unit Building Division
Documentation Unit City Clerk’s Office
GIS Unit Information Technology Division
Situation & Resource Unit
Leader Planning Division
Recovery Planning Unit
Leader Community & Economic Development Department
Technical Specialist TBD
LOGISTICS SECTION
POSITION FILLED BY
Logistics Section Chief Public Works Department
Communications Unit
Leader Police Department
Facilities Unit Leader Facilities Division
Information Technology
Unit Leader Information Technology Division
Personnel Unit Leader Human Resources Department
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Supply & Procurement Unit
Leader Public Works Department
Transportation Unit Leader Public Works Department
FINANCE & ADMINISTRATION SECTION
POSITION FILLED BY
Finance and Administration
Section Chief Financial Services Department
Compensation & Claims
Unit Leader Risk Management
Cost Accounting Unit
Leader Financial Services Department
Cost Recovery Unit Leader Financial Services Department Purchasing Unit Leader Financial Services Department
Time Unit Leader Payroll
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APPENDIX F
EMERGENCY SUPPORT FUNCTIONS CROSSWALK
Emergency Support Functions (ESF) Crosswalk for Riverside County, the State of California, and the federal government.
EMERGENCY SUPPORT FUNCTIONS
RIVERSIDE
COUNTY ESF
CALIFORNIA
ESF
FEDERAL
ESF
ESF-1
Transportation
ESF-1
Transportation
ESF-1
Transportation
ESF-2
Communications
ESF-2
Communications
ESF-2
Communications
ESF-3
Construction and
Engineering
ESF-3
Construction and
Engineering
ESF-3
Public Works and
Engineering
ESF-4
Fire and Rescue
ESF-4
Fire and Rescue
ESF-4
Firefighting
ESF-5
Command and
Management
ESF-5
Management
ESF-5
Information and
Planning
ESF-6
Mass Care, Emergency
Assistance, Housing and
Human Services
ESF-6
Mass Care and Shelter
ESF-6
Mass Care, Emergency
Assistance, Temporary
Housing, and Human
Services
ESF-7
Logistics Management
and Resource Support
ESF-7
Resources
ESF-7
Logistics
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ESF-8
Public Health and
Medical Services
ESF-8
Public Health and
Medical
ESF-8
Public Health and
Medical Services
ESF-9
Search and Rescue
ESF-9
Search and Rescue
ESF-9
Search and Rescue
ESF-10
Hazardous Materials
ESF-10
Hazardous Materials
ESF-10
Oil and Hazardous
Materials Response
ESF-11
Food and Agriculture
ESF-11
Food and Agriculture
ESF-11
Agriculture and Natural
Resources
ESF-12
Utilities
ESF-12
Utilities
ESF-12
Energy
ESF-13
Public Safety and
Security
ESF-13
Law Enforcement
ESF-13
Public Safety and
Security
ESF-14
Cybersecurity
ESF-14
Recovery
ESF-14
Cross-Sector Business
and Infrastructure
ESF-15
External Affairs
ESF-15
Public Information
ESF-15
External Affairs
ESF-16
Evacuation and Re-Entry
ESF-16
Evacuation
NA
ESF-17
Volunteer and Donations
Management
ESF-17
Volunteer and Donations
Management
NA
ESF-18
Animal Care
ESF-18
Cyber Security NA
ESF-19
Debris Management NA NA
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ESF-20
Commodity Point of
Distribution (CPOD)
NA NA
Staff Report
City Council
Item No. 6.C
Meeting Date: September 10, 2025
From: Jan De Guzman, Chief Technology Officer
Title: Council Chambers and Study Session Conference Room Audio/Visual System Upgrades
RECOMMENDATION:
To award a contract to Western Audio Visual & Security in the amount of $281,757.05 for the Council Chambers and Study Session Conference Room Audio/Visual System Upgrade project, approve a 10% contingency of $28,175 to address potential unforeseen conditions during the project, and authorize the expenditure of $20,000 for the construction of a projector wall remodel to be completed by the city’s Facilities division, for a total project cost of $329,932.05, and authorize the City Manager to execute all necessary documents.
BACKGROUND:
In 2005, a full audio/visual remodel was completed in the City Council Chambers. Over the years since then, various components of the system have been replaced or repaired, however, staff continue to experience new issues on an ongoing basis with the audio system, cameras, projectors, and streaming systems. The challenges with the current outdated system have resulted in information not displaying correctly during City Council and other commission meetings, video screens going out, challenges with microphones, and limits to the city’s streaming capabilities all of which impact the transparency of these public meetings.
As part of the IT Master Plan initiative, the audio/visual systems in the Council Chambers were evaluated. Following the evaluation, it was recommended that a comprehensive audio/visual upgrade be completed rather than continue with temporary fixes. It was also recommended that an upgrade to the Study Session Conference Room’s audio/visual system be completed to improve its audio/visual and streaming capabilities as the overflow area for the City Council Chambers.
DISCUSSION:
On June 12, 2025, staff issued a request for proposals seeking qualified companies to upgrade the current Audio/Visual (A/V) systems in the Council Chambers and the Study Session Conference Room. The goal of the project is to enhance the A/V system's functionality, simplify the setup, improve overall user experience, and enable integration across the various conference rooms streaming, recording, and video conferencing needs.
An evaluation team reviewed and ranked the submitted proposals to create a shortlist of finalists. An interview was conducted with the top proposer and staff is recommending award of a contract to Western Audio Visual & Security.
The proposed design will simplify wiring, reduce hardware and server complexity, and improve overall system integration. The proposed solution includes an integrated A/V system with hardware, software, and control systems for audio and video systems in the Council Chamber, Study Session Conference Room, and other areas, ensuring seamless integration with existing systems. The proposal includes upgrades to the audio system, video system, and control systems, along with hardware/software for streaming, recording, and broadcasting.
The project includes the removal and proper disposal of old or unused A/V equipment. The proposal includes new A/V solutions, including microphones, cameras, displays, speakers, and control systems for system integration. The installation of new equipment will ensure proper labeling of wiring and connections, making future troubleshooting easier. The proposed system will simplify the A/V control room, allowing for easy operation with minimal training to ensure all meetings are properly broadcast without interruption. Following installation, a full system test will ensure functionality, and comprehensive training will be provided to city staff, along with documentation and manuals. Two years of full-system support, including software updates and troubleshooting, will be provided, with an option for ongoing support after the second year.
The audio system will be upgraded to ensure high-quality sound for all participants, including upgrades or replacements for existing speakers and the integration of wireless microphones, mix-minus speakers, and desk phone audio systems for conferencing. The video system will be upgraded to support 4K broadcasting, streaming, and recording, with the installation of 4K cameras and video solutions. The system will allow for the selection and display of various video sources, including cameras, conference meetings, mobile devices, and presentations. Large 4K displays will be installed in the Council Chambers, replacing existing projectors. Digital signage will display meeting information, and digital name plates will display names and titles.
The A/V systems in all relevant areas will be integrated for seamless operation, and a graphical user interface (GUI) will be provided for easy control of audio, video, lighting, and other functions. This GUI will be accessible via desktop, mobile, or web apps. The A/V control room will feature a large screen to monitor multiple video sources, and both hardware and software solutions will be used for video switching. The Council Chambers conference room and the Study Session Conference Room will also receive upgrades, including audio systems, microphones, speakers, and video displays, ensuring full integration with the main system.
The project is expected to take approximately 90 days to complete, starting the last week of October, 2025. During this time, the Council Chambers will be unavailable for meetings. All City Council and commission meetings will temporarily be held in the Study Session Conference Room.
FISCAL IMPACT:
The total cost of the project is $329,932.05. This includes:
• $281,757.05 to Western Audio Visual & Security
• $28,175 - 10% contingency to address uncertainties that may arise during the project.
• $20,000 for construction costs to remodel of the projector wall
This project is being funded through the PEG Fund as all of these upgrades will serve to maintain and improve the city’s ability to transmit public meetings. Of this amount, $175,000 was included in the FY 2025-2026 adopted budget for infrastructure improvements. A budget amendment in the amount of $154,932.05 is required to fully fund the project from the PEG Fund account. The fund balance in the PEG fund as of June 30, 2025 is approximately $675,000.
DESCRIPTION GENERAL
LEDGER
ACCOUNT
CODES
PROJECT
CODE
AMOUNT ONE TIME or
ONGOING
2025-2026 AV Upgrade 236-900-910-
911-8800-8802 N/A $154,932.05 One Time
2025-2026 Total $154,932.05
FIVE-YEAR STRATEGIC PLAN:
D1 - Implement Information Technology Master Plan – Part of IT Master Plan initiatives.
D4 - Leverage technology to increase and improve online services, improve access to public information, and improve city capabilities to monitor, automate, and manage operational data remotely.
ATTACHMENTS:
1. AV Upgrade Proposal
2. Projector Wall Remodel
3. Evaluation Scores
4. Design Professional Agreement
P R O P O S A L
Cathedral City Chambers Upgrade
Presented By:
Western Audio Visual & Security
Revision: 0
h t t p s : / / w a v 1 . c o m
Proposal Date: 8/21/2025
Quote Number: WESTE-0088
Hailey Schellin
[email protected]
(949) 584-7028
1592 N. Batavia Street, Suite 2
Orange, CA 92857
Western Audio Visual & Security is a design-build audio visual and security firm specializing in the design, engineering, installation, and service of corporate, civic and education audio visual and security systems.
While we are primarily a Southern California based company, our coverage extends north to the central California region and east to Nevada and Arizona.
Our team is made up of highly recognized industry veterans with over 30 years of experience integrating solutions within executive boardrooms, conference rooms, auditoriums, training rooms, video conferencing suites, command/control centers and corporate headquarters throughout Southern California and beyond.
Starting with AV budgeting exercises and following through to post installation support, the Western Audio Visual & Security team is well equipped to take any project from it’s design stage to final installation.
W o r k i n g W i t h W A V S
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Cathedral City Chambers Upgrade
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S c o p e o f W o r k
Scope of Work
General – Western A/V will provide and install all necessary components to upgrade the Audio/Visual systems in the City of Cathedral City Council Chamber, Broadcast Control Room & Study Session Conference Room. After completion of the project, as-built documentation will be delivered. This includes all drawings, DSP programming, uncompiled source control code, and electronic copies of all user manuals. Training sessions will be provided to all necessary personnel.
Upon award of this RFP, WAV will provide all system design diagrams and AV drawings to the City.
De-Install Of Existing System:
WAVS will remove existing projectors, unused rack equipment, audience speakers attached to seats (if not visually unsightly), microphones, cable plates, cable, dais top speakers and overflow ceiling speakers (If replacement tiles are available).
WAVS to send an engineer to assess the broadcast system and mark all equipment to remain in place.
Chambers Display System & Signal Distribution:
WAVS will provide and install two (2) 98" Samsung QM displays to be mounted with premier swing arm mounts and controlled via RS232. These displays will mirror content and will not be matrixed. WAVS will provide and install thirteen (13) digital name plates for Staff and Council. Presentation for dais all-in-one PC monitors will utilize the existing NDI infrastructure. WAVS will provide and install a Video over IP NVX system to capture and show sources on the two displays as well as sending a feed to broadcast. Sources to include: Lectern HDMI, NDI Feed (Dais PCs) Voting PC, Tightrope Media Player, Live Broadcast Feed, and Wireless Presentation for mobile devices. WAVS will provide an overflow display in the Lobby that will mirror the Live Broadcast. WAVS will provide three (3) room scheduling panels for the Small Conference Room, Lobby Area, and Study Session Conference Room.
Chambers Audio System:
WAVS will provide and install two (2) Tesiraforte Audio DSPs with up to 24 channels of acoustic echo cancellation.
WAVS will provide and install thirteen (13) audio-technica mounted 21" gooseneck microphones with LED rings at neck and base. Integrated button at base will be used for local mute control. WAVS to integrate microphone button press LED logic with Biamp Logic Boxes. WAVS to provide and install one table-mounted lectern microphone with a disabled mute button. Muting to be controlled via the clerk x-panel.
WAVS to utilize and re-comission two Renkus-Heinz steerable line array column speakers for audience audio. WAVS to provide and install a two-channel wireless microphone setup with one channel being used for translation purposes and the other for general use.
WAVS to provide and install (two) 2 separate Listen Technologies assisted listening systems, one for translation, and the other for general ALS necessities.
WAVS to provide and install small desktop mounted speakers as an option for all members in the dais numbering 9 speakers in total.
WAVS to mix minus desktop speakers for a natural speaking feel.
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WAVS to provide and install a 4-CH QSC amplifier to provide overflow audio to the elevator lobby area and closed session conference room.
WAV to integrate with the Cisco Call Manager VoIP system for the chambers.
Chambers Control System:
WAVS will provide and install a Crestron CP4N control processor. WAVS to utilize both LAN and Subnet for control purposes. The Subnet will be used for all broadcast and av equipment, while the LAN port will be on the Cathedral City network. This allows the clerk and broadcast PCs to run x-panels as control interfaces. Control to include: Source switching, individual microphone control, camera control via seat presets, basic ATEM control for camera selection to program to control smaller meetings from the clerk position, existing lighting and shade control (somfy).
WAVS to integrate helo streaming control.
Chambers Broadcast System:
WAVS will provide and install a Blackmagic Design Atem 1 M/E Constellation 4K production switcher. WAVS will provide and install a table-top advanced panel for broadcast switcher control. WAVS will provide and install a panasonic RP60 camera controller. WAVS will replace four (4) vaddio cameras with 4 Panasonic AW-HE50 white cameras. WAVS will utilize existing granicus server for agenda managment and voting purposes. WAVS will utilize existing Tightrope server for meeting recording and uploading. WAVS to provide and install an AJA Helo for streaming to youtube. WAVS to provide and install a Birddog Play HDMI-NDI converter so make the broadcast program a viewable source at the dais.
WAV to provide and install three (3) 24" Displays for computer use: Granicus PC, Zoom PC, Engineering PC. WAV to provide and install a 43" Display for broadcast multiview WAV to provide 1,000 hours of Cablecast closed captioning hours Miscellaneous:
Western A/V will provide a new AV furniture rack with locking glass door. Qty (1) Netgear POE+ managed switch will be installed & configured to support the AV system. This switch will be configured/maintained by Western A/V. This network will include a private access point for the iPad to connect to. Any additional network connections requiring city and/or internet will be provided by the city IT department. This includes Data connections for each PC and the wireless presentation device. Western A/V will provide and install all necessary cabling, cable labels, extenders, connectors, power strips, fans, and hardware to install a turn-key system in the Sustainable Classroom.
Council Chambers Conference Room:
Audio System:
WAV to upgrade audio in the room with 4 new in-ceiling speakers and a local amplifier to be installed behind the display.
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WAV to integrate existing USB Microphones and camera to be wired directly to the In-Room PC.
WAV to utilize audio output of Crestron switcher for speaker audio.
Signal Distribution:
WAV to provide and install a Crestron 4 x 1 switcher to facilitate multiple sources in the room. o Sources to include In-Room PC and an SDI to HDMI converter for feeds sent from the broadcast room.
Control System:
WAV to provide and install a MPC3-201-B wall panel processor to allow users to switch sources, control display power and room volume.
Study Session Conference Room:
Display System:
WAV to provide and install a 115” 4K 500NITs Newline Display in the front of the room.
Audio System:
WAV to upgrade audio in the room with 9 new in-ceiling speakers and a local amplifier.
WAV to integrate ceiling and 4 wireless handheld Microphones to be used by the In-Room PC via USB for video conferencing.
WAV to utilize audio output of Crestron switcher for speaker audio.
WAV to provide an Audio DSP to handle all video conferencing echo cancellation and audio tuning needs.
Wireless microphones charging station to be mounted on a different shelf within the cabinet. Not inside of the rack.
WAVS to provide and install (1) one Listen Technologies assisted listening systems.
Signal Distribution:
WAV to provide and install a Crestron 4 x 1 switcher to facilitate multiple sources in the room. o Sources to include In-Room PC and an SDI to HDMI converter for feeds sent from the broadcast room.
Control System:
WAV to provide and install a RMC4 processor with a 7” wall touch panel to allow users to switch sources, control display power and room volume, and camera control.
Broadcast System:
WAV to provide and install a 4 input SDI production switcher to facilitate camera switching. WAV to mount 2 PTZ cameras in the room to provide the ability to video conference and broadcast from the room.
WAV to install SDI – Fiber transceiver pair to facilitate a connection between the broadcast room for the chambers and this room. The intent is for the live feed of this room to be used as a live broadcast to the spectrum encoder. This will be a two way communication to allow for this room to be used as overflow for the chambers via a live SDI feed.
Rack System:
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WAV to provide and install a 12RU wooden rack to be install in the existing cabinet. The gear to be installed in the rack to include the network switch, Control Processor, DSP, Amplifier, Video Switcher with included transmitters and receivers, and any necessary blanks and shelving.
Exclusions from Project:
Patching and painting of surfaces (unless damaged).
SERVICE/PREVENTATIVE MAINTENANCE:
Western A/V has included two (2) Years of our Service/Preventative Maintenance Contract within the Grand Total of our Base Bid Pricing. WAV has also provided the cost for years 3-5 of our optional and yearly Service/Preventative Maintenance contract.
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DE-INSTALL
Installation Labor
Labor
Quantity Manufacturer/Model Unit Price Extended Price
Western AV Engineering & Drafting $0.00 $1,900.00
Engineering & Drafting costs include site walks, creation of drawings, design review, installer support, meetings etc.
1 Western AV Note $0.00 $0.00
WAV TO DE-INSTALL EXISTING SYSTEM INCLUDING BUT NOT LIMITED TO:
PLATES, PROJECTORS, RACK EQUIPMENT, CABLING AND UN-USED AUDIENCE SPEAKERS.
WAV AND CATHEDRAL CITY TO COORDINATE REPLACEMENT OF SCREENS. 1 Western AV Installation Labor - PW $4,533.33
Installation Labor
1 $0.00
Equipment: $0.00
DE-INSTALL Subtotal Without Tax
Labor: $6,433.33
$6,433.33
Shipping: $0.00
Bond: $0.00
Travel: $0.00
Electronic Waste: $0.00
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Council Chambers
Display System
Quantity Manufacturer/Model Unit Price Extended Price
Bluefin BLFN-20-3018-0014+SF632P $917.46 $11,926.98
BLUEFIN DISPLAY: 20-3018-0014 (20.9" UW FINISHED FLEX OS W/BS(HS145) POE 1920X360); PEERLESS-AV MOUNT: SF632P (FLAT LANDSCAPE MOUNT) 13 Chief MSBVB $86.77 $86.77
UNIVERSAL VESA BRACKET
1 Dell E2423H $137.78 $413.34
23.8" 16:9 VA Panel
DisplayPort | VGA Ports
Full HD 1920 x 1080 Resolution at 60 Hz
8 / 5 ms Response Time (GtG / Overdrive)
3000:1 Static Contrast Ratio
250 nits Brightness
16.7 Million Colors
Dell ComfortView Technology
3 LG Electronics 43UR640S9UD $546.67 $546.67
43" UR640S Series UHD Signage TV with Slim Depth, LG SuperSign CMS, and Embedded Content & Group Management
1 Middle Atlantic RM-LCD-PNLK $146.67 $1,026.69
3space LCD panel with Knuckle
7 Premier AM300-B $0.00 $0.00
[OFE] - Swingout Mount for Flat-Panel
2 Samsung LH98QMCEBGCXZA $4,861.11 $9,722.22
QMC Series 98" Signage Display
2 Audio System
Quantity Manufacturer/Model Unit Price Extended Price
Audio-Technica ATW-1422 $847.00 $847.00
System 20 PRO Dual Handheld Microphone System
*****WAV TO EXTEND RECEIVER INTO ROOM VIA CAT6*****
1 Audio-Technica ATW-CHG3AD $210.00 $210.00
Two-Bay Charging Station with AC Adapter (3000 Series)
1 Audio-Technica ES925C21/FM5 $415.83 $5,821.62
18.08" Cardioid Condenser Modular Gooseneck Microphone with 5-Pin FlushMount Power Module 14 Biamp TESIRA EX-LOGIC $428.89 $857.78
Tesira Poe Logic Expander With 16 Logic GPIO (4 GPIO Are Configurable For Potentiometer Interface)
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Biamp TESIRAFORTE AVB VT $2,688.89 $5,377.78
Digital Audio Server With 12 Analog Input And 8 Analog Output, And Include Acoustic Echo Cancellation (AEC) Technology On All 12 Input 2 Listen LS-55-072 $2,302.50 $4,605.00
Listen IDSP prime LEVEL III stationary RF system
2 Radio Design Labs (RDL) DB-PSP1 $219.32 $1,973.88
Decora-style active loudspeaker
9 Radio Design Labs (RDL) DC-1G $63.26 $569.34
Desktop or Wall Mounted Chassis for Decora Remote Controls and Panels 9 Radio Design Labs (RDL) DC-F $29.99 $269.91
Desktop Chassis Foot Kit
9 Radio Design Labs (RDL) PS-24AS $28.53 $256.77
24 Vdc switching power supply, North American AC plug, 500 mA, dc plug 9 Renkus-Heinz IC8-RN $0.00 $0.00
[OFE] - Digitally steerable line array loudspeaker system, 8 coaxial transducer 2 Signal Distribution and Switching System
Quantity Manufacturer/Model Unit Price Extended Price
BirdDog MINI HDMI $500.00 $1,500.00
HDMI to NDI Encoder/Decoder
Dais Injest
Dais Decoder
3 Crestron AM-3000-WF $611.11 $611.11
AirMedia Receiver 3000 with Wi-Fi Network Connectivity
1 Crestron DGE-1000 $1,666.67 $1,666.67
Digital Graphics Engine 1000
1 Crestron DM-NVX-D200 $666.67 $2,666.68
DM NVX 4K60 4:2:0 Network AV Decoder with Scaler
Destinations: (4)
Left Display, Right Display, Broadcast, Dais (NDI)
4 Crestron DM-NVX-E20 $550.00 $4,400.00
DM NVX 4K60 4:2:0 Network AV Encoder
Sources:(8)
Broadcast, NDI Source (Dais), Wireless Presentation, Voting Server, Lectern HDMI, Cablecast Playback, Live TV, Timer/Logo
8 Western AV Note $0.00 $0.00
EACH DAIS LOCATION HAS AN ALL-IN-ONE MONITOR PC. PRESENTATION TO DAIS POSITIONS IS DELIVERED NDI APPLICATION ON THE PC.
1 Control System
Quantity Manufacturer/Model Unit Price Extended Price
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Crestron CP4N $1,711.11 $1,711.11
4-Series Control System
1 Western AV Note $0.00 $0.00
X-Panel for Clerk, and Broadcast
Existing Lighting control & Shade Control (SOMFY) to be re-used 1 Camera System
Quantity Manufacturer/Model Unit Price Extended Price
HuddleCamHD HCM-1-WH $77.78 $311.12
Small Universal Wall Mount Bracket for Select Cameras (White) 4 Panasonic AW-RP60GJ5 $2,677.78 $2,677.78
Remote Camera Controller
1 Panasonic AW-UE50WPJ $3,663.33 $14,653.32
Panasonic 4K30 SDI/HDMI PTZ Camera with 24x Optical Zoom - White 4 Broadcast System
Quantity Manufacturer/Model Unit Price Extended Price
AJA HELO Plus $2,076.67 $2,076.67
Advanced Streamer & Recorder with 3G-SDI and HDMI
1 Blackmagic Design ATEM 1 M/E ADVANCED PANEL 10 $3,038.89 $3,038.89 Control panel for all ATEM switchers
1 Blackmagic Design ATEM 1 M/E Constellation 4K $1,994.44 $1,994.44 Powerful 1 M/E Ultra HD live production switcher
1 1 Blackmagic Design HYPERDECK STUDIO 4K PRO $1,772.22 $1,772.22 Blackmagic Design TERANEX MINI - HDMI TO SDI 12G $605.56 $605.56 Converter - HDMI to 12G-SDI
1 Blackmagic Design TERANEX MINI - SDI TO HDMI 12G $672.22 $672.22 Converter - 12G-SDI to HDMI
1 Tightrope Media Systems CBL-CAPTIONING-1000 $5,583.33 $5,583.33 Pricing for a 1000 hour block of the Cablecast Closed Captioning Service.
Supports live captioning of meetings and events as well as on-demand captioning of video files. Runs on both Cablecast VIO and FLEX video servers, as well as VIO Stream. Users can input custom vocabularies for increased a 1 Western AV Granicus $0.00 $0.00
[OFE] - OFE Granicus System Used for Voting and Agenda Management. 1 Western AV Tightrope Recording Server $0.00 $0.00
[OFE] - OFE Tightrope System Used for Recording Website Upload 1 Rev. 0
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Miscellaneous Components
Quantity Manufacturer/Model Unit Price Extended Price
NETGEAR GSM4248P-100NAS $2,101.11 $2,101.11
40x1G PoE+ 480W and 8xSFP Managed Switch (Americas)
1 PanelCrafters Custom Plate $44.44 $666.60
CUSTOM BLACK PLATE WITH:
1 XLRJACK LABELED MIC
1 XLR JACK LABELED SPEAKER***IF DAIS SPEAKERS REQUIRED
15 Shipping, Handling & Consumables
Quantity Manufacturer/Model Unit Price Extended Price
1 Western AV Cable and Connectors $1,462.51 $1,462.51
Western AV Equipment Rack Hardware $341.25 $341.25
Equipment Rack Hardware (Lacing Bars, Blanks, Vents, etc.) 1 Western AV Installing Hardware & Accessories $585.00 $585.00 Installing Hardware & Accessories
1 Installation Labor
Labor
Quantity Manufacturer/Model Unit Price Extended Price
Western AV Engineering & Drafting $8,866.66
Engineering & Drafting costs include site walks, creation of drawings, design review, installer support, meetings etc.
1 Western AV Project Management $5,666.67
Project Management costs include meetings, site walks, project coordination / scheduling etc.
1 Western AV Installation Labor - PW $25,925.00
Installation Labor
1 Western AV: Closing & Commissioning $5,808.34
Training, Closing, Commissioning costs include updating all devices to the latest firmware, testing, troubleshooting, device configuring and training clients. 1 Western AV: Programming $8,800.00
Programming costs include user interface designing, off-site and on-site programming.
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$1,604.33
Equipment: $95,609.34
Council Chambers Subtotal Without Tax
Labor: $55,066.67
$159,805.35
Shipping: $2,925.01
Bond: $0.00
Travel: $4,600.00
Electronic Waste: $0.00
G & A:
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Overflow Areas
Unassigned
Quantity Manufacturer/Model Unit Price Extended Price
Crestron TSS-770-T-W-S-LB KIT $797.78 $797.78
7" Room Scheduling Touch Screen for Microsoft Teams Software, White Smooth, Includes One TSW-770-LB-W-S Light Bar
1 Display System
Quantity Manufacturer/Model Unit Price Extended Price
Chief LTM1U $277.40 $277.40
Micro-Adjust Tilt Wall Mount Large
1 Newline STV-6524-PLUS $774.44 $774.44
65 Inch STV+ Smart TV
1 Audio System
Quantity Manufacturer/Model Unit Price Extended Price
Crestron AMP-X300 $488.89 $488.89
X-Series Amplifier
1 Crestron SAROS IC6T-W-T-EACH $141.11 $846.66
Saros 6.5 in. 2-Way In-Ceiling Speaker, White Textured, Single 6 Broadcast System
Quantity Manufacturer/Model Unit Price Extended Price
Blackmagic Design TERANEX MINI - SDI TO HDMI 12G $672.22 $672.22 Converter - 12G-SDI to HDMI
1 Shipping, Handling & Consumables
Quantity Manufacturer/Model Unit Price Extended Price
1 Western AV Cable and Connectors $57.28 $57.28
Western AV Equipment Rack Hardware $13.37 $13.37
Equipment Rack Hardware (Lacing Bars, Blanks, Vents, etc.) 1 Western AV Installing Hardware & Accessories $22.91 $22.91 Installing Hardware & Accessories
1 Installation Labor
Labor
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Quantity Manufacturer/Model Unit Price Extended Price
Western AV Installation Labor - PW $3,258.33
Installation Labor
1 $62.84
Equipment: $3,950.95
Overflow Areas Subtotal Without Tax
Labor: $3,258.33
$7,386.68
Shipping: $114.56
Bond: $0.00
Travel: $0.00
Electronic Waste: $0.00
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Chamber Conference Room
Display System
Quantity Manufacturer/Model Unit Price Extended Price
Western AV OFE Display $0.00 $0.00
[OFE]
1 Audio System
Quantity Manufacturer/Model Unit Price Extended Price
Crestron AMP-X75 $321.11 $321.11
X-Series Amplifier, 75 W
1 Crestron SAROS IC6T-W-T-EACH $141.11 $564.44
Saros 6.5 in. 2-Way In-Ceiling Speaker, White Textured, Single 4 Western AV OFE Microphone & Camera Equipment $0.00 $0.00 [OFE]
1 Signal Distribution and Switching System
Quantity Manufacturer/Model Unit Price Extended Price
Blackmagic Design CONVMUDCSTD/HD $176.67 $176.67
Blackmagic Design Mini Converter UpDownCross HD
1 Crestron HD-MD4X1-4KZ-E $488.89 $488.89
4x1 4K60 4:4:4 HDR AV Switcher
1 Control System
Quantity Manufacturer/Model Unit Price Extended Price
Crestron MPC3-201-B $397.78 $397.78
3-Series Media Presentation Controller 201, Black
1 Crestron TSS-770-T-W-S-LB KIT $797.78 $797.78
7" Room Scheduling Touch Screen for Microsoft Teams Software, White Smooth, Includes One TSW-770-LB-W-S Light Bar
1 Miscellaneous Components
Quantity Manufacturer/Model Unit Price Extended Price
NETGEAR GS305EP-100NAS $96.66 $96.66
5PORT GB POE+ SMART Plus
1 Shipping, Handling & Consumables
Quantity Manufacturer/Model Unit Price Extended Price
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1 Western AV Cable and Connectors $42.22 $42.22
Western AV Equipment Rack Hardware $9.85 $9.85
Equipment Rack Hardware (Lacing Bars, Blanks, Vents, etc.) 1 Western AV Installing Hardware & Accessories $16.89 $16.89 Installing Hardware & Accessories
1 Western AV Tariff Surcharge $100.00 $100.00
4%
1 Installation Labor
Labor
Quantity Manufacturer/Model Unit Price Extended Price
Western AV Engineering & Drafting $0.00 $950.00
Engineering & Drafting costs include site walks, creation of drawings, design review, installer support, meetings etc.
1 Western AV Project Management $0.00 $283.33
Project Management costs include meetings, site walks, project coordination / scheduling etc.
1 Western AV Installation Labor - PW $2,266.67
Installation Labor
1 Western AV: Closing & Commissioning $1,133.34
Training, Closing, Commissioning costs include updating all devices to the latest firmware, testing, troubleshooting, device configuring and training clients. 1 Western AV: Programming $800.00
Programming costs include user interface designing, off-site and on-site programming.
1 $46.32
Equipment: $3,012.29
Chamber Conference Room Subtotal Without Tax
Labor: $5,433.34
$8,576.40
Shipping: $84.45
Bond: $0.00
Travel: $0.00
Electronic Waste: $0.00
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Study Session Conference Room
Display System
Quantity Manufacturer/Model Unit Price Extended Price
Chief CSMP9X12 $41.17 $41.17
PROXMOUNT PLATE9X12
1 Chief FCAV1U $326.17 $326.17
FUSION PULLOUT
1 Chief XTM1U $328.70 $328.70
Micro-Adjust Tilt Wall Mount X-Large
1 Newline STV-11524-PLUS $14,854.44 $14,854.44
STV Series Ultra High Definition Smart TV, 115"
1 Audio System
Quantity Manufacturer/Model Unit Price Extended Price
Biamp TESIRAFORTE DAN VT $2,872.22 $2,872.22
Digital Audio Server, 12 Analog Input, 8 Analog Output, Include Acoustic Echo Cancellation (AEC) Technology On All 12 Input
1 Crestron AMP-X300 $488.89 $488.89
X-Series Amplifier
1 Crestron SAROS IC6T-W-T-EACH $141.11 $1,411.10
Saros 6.5 in. 2-Way In-Ceiling Speaker, White Textured, Single 10 Listen LS-55-072 $2,302.50 $2,302.50
Listen IDSP prime LEVEL III stationary RF system
1 Shure MXA920W-S $3,492.83 $3,492.83
Ceiling Array Microphone, Square, White, 24 inch
1 Shure MXW2X/BETA58=-Z10 $557.33 $2,229.32
Handheld Transmitter with Beta58A Capsule, Z10 Frequency Band 4 Shure MXWAPX4-Z10 $2,351.78 $2,351.78
Access Point - 4 Ch.
1 Shure MXWNDX4 $784.28 $784.28
Networked Docking Stations That Can Charge 4 MXW Next Transmitters Without Removing The Battery, Compatible with MXW next Bodypack, Handheld, And Boundary Transmitters
1 Signal Distribution and Switching System
Quantity Manufacturer/Model Unit Price Extended Price
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Blackmagic Design CONVMUDCSTD/HD $176.67 $176.67
Blackmagic Design Mini Converter UpDownCross HD
1 Crestron HD-MD4X1-4KZ-E $488.89 $488.89
4x1 4K60 4:4:4 HDR AV Switcher
Sources:
Laptop, In-Room PC, Chambers Broadcast
1 Crestron HD-RXC-4KZ-101 $238.89 $477.78
DM Lite 4K60 4:4:4 Receiver for HDMI, RS-232, and IR Signal Extension over CATx Cable
2 Crestron HD-TXC-4KZ-101 $238.89 $238.89
DM Lite 4K60 4:4:4 Transmitter for HDMI, RS-232, and IR Signal Extension over CATx Cable
1 Crestron HD-TXC-4KZ-101-1G-W $272.22 $272.22
DM Lite 4K60 4:4:4 Transmitter for HDMI, RS-232, and IR Signal Extension over CATx Cable, Wall Plate, White
1 Control System
Quantity Manufacturer/Model Unit Price Extended Price
Crestron RMC4 $611.11 $611.11
4-Series Control System
1 Crestron TSS-770-T-W-S-LB KIT $797.78 $797.78
7" Room Scheduling Touch Screen for Microsoft Teams Software, White Smooth, Includes One TSW-770-LB-W-S Light Bar
1 Crestron TSW-770-W-S $1,100.00 $1,100.00
7" Wall Mount Touch Screen, White Smooth
1 Camera System
Quantity Manufacturer/Model Unit Price Extended Price
Panasonic AW-UE20WP $1,597.78 $3,195.56
4K PTZ Camera with 3G-SDI, HDMI, IP & USB output; - White 2 2 Vaddio 535-2000-244W $77.64 $155.28
Broadcast System
Quantity Manufacturer/Model Unit Price Extended Price
AJA Video Systems FIDO-TR-12G $1,725.00 $3,450.00
1-Channel 12G-SDI/LC Single-Mode LC Fiber Transceiver
2 Blackmagic Design MINI CONVERTER - AUDIO TO SDI 2 $219.00 $219.00 Audio to SDI Mini Converter
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Blackmagic Design MINI CONVERTER - SDI TO AUDIO $239.00 $239.00 Video converter - SDI to Audio
1 Blackmagic Design SWATEMMXEP $383.33 $383.33
Blackmagic Design ATEM SDI Switcher
1 Miscellaneous Components
Quantity Manufacturer/Model Unit Price Extended Price
Juice Goose JG 9 $77.78 $77.78
JG Series Power Distribution Center, 15 Amps, 6 foot 16/3 SJT with NEMA 5-15P Plug
1 Middle Atlantic QBP-2A $395.56 $395.56
Quiet 2 Blwr panel, 1space Anodized
1 Middle Atlantic RK12 $170.00 $170.00
Equipment Rack
1 NETGEAR GSM4230P-100NAS $1,155.56 $1,155.56
Pro AV Line Managed Switch 26 Port
1 Shipping, Handling & Consumables
Quantity Manufacturer/Model Unit Price Extended Price
1 Western AV Cable and Connectors $1,014.00 $1,014.00
Western AV Equipment Rack Hardware $157.73 $157.73
Equipment Rack Hardware (Lacing Bars, Blanks, Vents, etc.) 1 Western AV Installing Hardware & Accessories $270.40 $270.40 Installing Hardware & Accessories
1 Western AV Tariff Surcharge $318.44 $318.44
4%
1 Installation Labor
Labor
Quantity Manufacturer/Model Unit Price Extended Price
Western AV Engineering & Drafting $0.00 $5,066.67
Engineering & Drafting costs include site walks, creation of drawings, design review, installer support, meetings etc.
1 Western AV Project Management $0.00 $1,133.33
Project Management costs include meetings, site walks, project coordination / scheduling etc.
1 Western AV Installation Labor - PW $11,333.32
Installation Labor
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Western AV: Closing & Commissioning $2,266.66
Training, Closing, Commissioning costs include updating all devices to the latest firmware, testing, troubleshooting, device configuring and training clients. 1 Western AV: Programming $4,000.00
Programming costs include user interface designing, off-site and on-site programming.
1 $741.55
Equipment: $46,848.38
Study Session Conference Room Subtotal Without Tax
Labor: $23,799.98
$72,741.91
Shipping: $1,352.00
Bond: $0.00
Travel: $0.00
Electronic Waste: $0.00
G & A:
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L O C AT I O N S U M M A R Y
Location Installed Price
DE-INSTALL $6,433.33
Council Chambers $159,805.35
Overflow Areas $7,386.68
Chamber Conference Room $8,576.40
Study Session Conference Room $72,741.91
Grand Total: $254,943.67
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Service/Preventative Maintenance
Contract:
Western A/V & Security has also included the cost of three (3) additional and optional years of our Service/Preventive Maintenance Contract:
1st Year= $4,449.13 (50% Off) (INCLUDED IN BASE BID)
2nd Year= $8,898.26 (INCLUDED IN BASE BID)
3rd Year= $8,898.26
4th Year= $8,898.26
5th Year= $8,898.26
$13,347.39 One Time
P R O J E C T S U M M A R Y
C O S T B R E A K D O W N
Equipment: $154,020.96
Labor: $93,991.65
G & A: $2,455.04
Travel: $0.00
Bond: $0.00
Shipping and Handling: $4,476.02
Electronic Waste Recycling: $0.00
Sales Tax: $13,465.99
Project Subtotal: $268,409.66
Service/Preventative Maintenance Contract: $13,347.39
Grand Total: $281,757.05
P A Y M E N T T E R M S
100% Equipment Upon Order, Progress Billing for Labor
This quote is valid for 30 days. The sales tax is subject to change—in the event of a an increase, the client agrees to pay the current sales tax rate. This proposal is not to be copied, reproduced or forward to any third party as its contents are the property of Western Audio Visual.
This Proposal Contains Prevailing Wages.
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Date
Date
WAVS
City of Cathedral City Jan De Guzman
Hailey Schellin
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Projector Wall Remodel Cost
Facilities Department will be responsible for Projector Wall remodel and providing electrical connections.
Project Scope:
Demolition and Disposal of Projector walls
Remodel Projector walls
o Closing the walls
o Drywall, patching, painting
Provide electrical power
Move Fire Alert/Strobe lights
o Run wiring
o Provide power
o Patching, painting
Relocate Exit Sign
Labor and Materials included
Contingency cost included
Project cost: $20,000
Rater 1 Rater 2 Rater 3 Rater 4 Rater 5
EIDIM Group 265 195 235 235 175 221
INA LED US 270 190 200 245 230 227
MATRIX Audio Visual 290 235 215 170 205 223
Western AV 350 350 350 290 280 324
Evaluator Scores Vendor Average
Scores
RFP Eval Total Scores
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AGREEMENT FOR DESIGN PROFESSIONAL SERVICES
BETWEEN
THE CITY OF CATHEDRAL CITY, CALIFORNIA
AND
Western Audio Visual & Security
This Agreement for Design Professional Services (“Agreement”) is entered into as of September 10, 2025 (“Effective Date”) by and between the City of Cathedral City, a municipal corporation (“City”) and Western Audio Visual & Security, a California Company (“Design Professional”). City and Design Professional are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.”
RECITALS
A. City has sought, by. request for qualifications/ proposals the performance of the engineering support services defined and described particularly in Section 2 of this Agreement.
B. Design Professional, following submission of a proposal for the performance of the services defined and described particularly in Section 2 of this Agreement, was selected by the City to perform those services.
C. Design Professional was selected by the City on the basis of Design Professional’s demonstrated competence and the professional qualifications necessary for the satisfactory performance of the services required.
D. Pursuant to the City of Cathedral City’s Municipal Code, City has authority to enter into this Design Professional Services Agreement and the City Manager has authority to execute this Agreement.
E. The Parties desire to formalize the selection of Design Professional for performance of those services defined and described particularly in Section 2 of this Agreement and desire that the terms of that performance be as particularly defined and described herein.
OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by the Parties and contained here and other consideration, the value and adequacy of which are hereby acknowledged, the Parties agree as follows:
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SECTION 1. TERM OF AGREEMENT.
Subject to the provisions of Section 19 "Termination of Agreement" of this Agreement, the Term of this Agreement is for three (3) years commencing on the Effective Date, with the option to extend the AGREEMENT for an additional two (2) years. The option for extension will be provided in one (1) year increments commencing the Effective Date.
SECTION 2. SCOPE OF SERVICES & SCHEDULE OF PERFORMANCE. (a) Scope of Services. Design Professional agrees to perform the services set forth in Exhibit “A” “Scope of Services” (hereinafter, the “Services”) and made a part of this Agreement by this reference.
(b) Schedule of Performance. The Services shall be completed pursuant to the schedule specified in Exhibit “A.” Should the Services not be completed pursuant to that schedule, the Design Professional shall be deemed to be in Default of this Agreement. The City, in its sole discretion, may choose not to enforce the Default provisions of this Agreement and may instead allow Design Professional to continue performing the Services.
SECTION 3. ADDITIONAL SERVICES.
Design Professional shall not be compensated for any work rendered in connection with its performance of this Agreement that are in addition to or outside of the Services unless such additional services are authorized in advance and in writing in accordance with Section 25 “Administration and Implementation” or Section 27 “Amendment” of this Agreement. If and when such additional work is authorized, such additional work shall be deemed to be part of the Services.
SECTION 4. COMPENSATION AND METHOD OF PAYMENT.
(a) The method of payment for this Agreement will be based on lump sum.
The total lump sum price paid to Consultant will include compensation for all work and deliverables, including travel and equipment. No additional compensation will be paid to Consultant, unless there is a change in the scope of the work or the scope of the project. In the instance of a change in the scope of work or scope of the project, adjustment to the total lump sum compensation will be negotiated between Consultant and City. Adjustment in the total lump sum compensation will not be effective until authorized by Agreement amendment and approved by the City. (b) Progress payments may be made monthly in arrears based on the percentage of work completed by Consultant. If Consultant fails to submit the required deliverable items according to the schedule, City shall have the right to delay payment or terminate this Agreement in accordance with the provisions of Section 27 "Termination of Agreement".
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(c) Consultant shall not commence performance of work or services until this Agreement has been approved by City and notification to proceed has been issued by City Contract Administrator. No payment will be made prior to approval of any work, or for any work performed prior to approval of this Agreement. (d) Consultant will be reimbursed within thirty (30) days upon receipt by City Contract Administrator of itemized invoices in duplicate. Invoices shall be submitted no later than thirty (30) calendar days after the performance of work for which Consultant is billing. Invoices shall detail the work performed on each milestone, on each project as applicable. Invoices shall follow the format stipulated for the approved Cost Proposal and shall reference this project number and project title. Final invoice must contain the final cost and all credits due City that include any equipment purchased under the provisions of Section 11 “Equipment Purchase”. The final invoice must be submitted within sixty (60) calendar days after completion of Consultant’s work unless a later date is approved by the City. Invoices shall be mailed to the City in accordance with Section 32 “Notices”.
(e) The total amount payable by City shall not exceed $281,757.05.
SECTION 5. INSPECTION AND FINAL ACCEPTANCE.
City may inspect and accept or reject any of Design Professional’s work under this Agreement, either during performance or when completed. City shall reject or finally accept Design Professional’s work within sixty (60) days after submitted to City.
City shall reject work by a timely written explanation, otherwise Design Professional’s work shall be deemed to have been accepted. City’s acceptance shall be conclusive as to such work except with respect to latent defects, fraud and such gross mistakes as amount to fraud. Acceptance of any of Design Professional’s work by City shall not constitute a waiver of any of the provisions of this Agreement including, but not limited to, Section 15 “Indemnification” and Section 16 “Insurance.” SECTION 6. OWNERSHIP OF DOCUMENTS.
All original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Design Professional in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Design Professional. Upon completion, expiration or termination of this Agreement, Design Professional shall turn over to City all such original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents.
If and to the extent that City utilizes for any purpose not related to this Agreement any maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files or other documents prepared, developed or discovered by - 4 -
Design Professional in the course of providing the Services pursuant to this Agreement, Design Professional’s guarantees and warranties in Section 9 “Standard of Performance; Familiarity With Work” of this Agreement shall not extend to such use of the maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files or other documents.
SECTION 7. DESIGN PROFESSIONAL'S BOOKS AND RECORDS.
(a) Design Professional shall maintain any and all documents and records demonstrating or relating to Design Professional’s performance of the Services.
Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to work, services, expenditures and disbursements charged to City pursuant to this Agreement.
Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services provided by Design Professional pursuant to this Agreement. Any and all such documents or records shall be maintained for three (3) years from the date of execution of this Agreement and to the extent required by laws relating to audits of public agencies and their expenditures. (b) Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Design Professional’s address indicated for receipt of notices in this Agreement. (c) Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or discarded due to dissolution or termination of Design Professional’s business, City may, by written request, require that custody of such documents or records be given to the City.
Access to such documents and records shall be granted to City, as well as to its successors-in-interest and authorized representatives.
SECTION 8. INDEPENDENT CONTRACTOR.
(a) Design Professional is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Design Professional shall have no authority to bind City in any manner, nor to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City.
(b) The personnel performing the Services under this Agreement on behalf of Design Professional shall at all times be under Design Professional’s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, - 5 -
employees or agents of City, shall have control over the conduct of Design Professional or any of Design Professional’s officers, employees, or agents except as set forth in this Agreement. Design Professional shall not at any time or in any manner represent that Design Professional or any of Design Professional’s officers, employees, or agents are in any manner officials, officers, employees or agents of City. (c) Neither Design Professional , nor any of Design Professional’s officers, employees or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Design Professional expressly waives any claim Design Professional may have to any such rights.
SECTION 9. STANDARD OF PERFORMANCE; FAMILIARITY WITH WORK. (a) Design Professional represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the Services required under this Agreement in a thorough, competent and professional manner. Design Professional shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all Services. In meeting its obligations under this Agreement, Design Professional shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to the Services required of Design Professional under this Agreement, and shall use such skill, prudence, and diligence as other members of Design Professional’s profession commonly possess and exercise. In addition to the general standards of performance set forth this section, additional specific standards of performance and performance criteria may be set forth in Exhibit “A” “Scope of Work” that shall also be applicable to Design Professionals work under this Agreement. Where there is a conflict between a general and a specific standard of performance or performance criteria, the specific standard or criteria shall prevail over the general.
(b) Design Professional warrants that (1) it has thoroughly investigated and considered the work to be performed, (2) it has investigated the issues, regarding the scope of services to be provided, (3) it has carefully considered how the work should be performed, and (4) it fully understands the facilities, difficulties and restrictions attending performance of the work under this Agreement.
SECTION 10. COMPLIANCE WITH APPLICABLE LAWS; PERMITS AND LICENSES.
Design Professional shall keep itself informed of and comply with all applicable federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the term of this Agreement. Design Professional shall obtain any and all licenses, permits and authorizations necessary to perform the Services set forth in this Agreement. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall be liable, at law or in equity, as a result of any failure of Design Professional to comply with this section.
SECTION 11. PREVAILING WAGE LAWS.
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It is the understanding of City and Design Professional that California prevailing wage laws do not apply to this Agreement because the Agreement does not involve any of the following services subject to prevailing wage rates pursuant to the California Labor Code or regulations promulgated thereunder: Construction, alteration, demolition, installation, or repair work performed on public buildings, facilities, streets or sewers done under contract and paid for in whole or in part out of public funds. In this context, “construction" includes work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work.
SECTION 12. NONDISCRIMINATION.
Design Professional shall not discriminate, in any way, in the employment of persons to perform the Services in violation of any federal or state law prohibiting discrimination in employment, including based on the race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, of any person, except as provided under California Government Code section 12940.
SECTION 13. UNAUTHORIZED ALIENS.
Design Professional hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. §§ 1101, et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Design Professional so employ such unauthorized aliens for the performance of the Services, and should the any liability or sanctions be imposed against City for such use of unauthorized aliens, Design Professional hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorneys' fees, incurred by City.
SECTION 14. CONFLICTS OF INTEREST.
(a) Design Professional covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Design Professional’s performance of the Services. Design Professional further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager. Design Professional agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement.
(b) City may determine that Design Professional must disclose its financial interests by completing and filing a Fair Political Practices Commission Form 700, Statement of Economic Interests. If such a determination is made, Design Professional shall file the subject Form 700 with the City Clerk’s Office pursuant to the written instructions provided by the Office of the City Clerk within ten (10) days of the request. - 7 -
(c) City understands and acknowledges that Design Professional is, as of the date of execution of this Agreement, independently involved in the performance of non - related services for other governmental agencies and private parties. Design Professional is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section.
(d) City understands and acknowledges that Design Professional will, perform non-related services for other governmental agencies and private parties following the completion of the Services under this Agreement. Any such future service shall not be considered a conflict of interest for purposes of this section.
SECTION 15. CONFIDENTIAL INFORMATION; RELEASE OF INFORMATION. (a) All information gained or work product produced by Design Professional in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Design Professional. Design Professional shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.
(b) Design Professional, its officers, employees, agents or subcontractors, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered "voluntary" provided Design Professional gives City notice of such court order or subpoena.
(c) If Design Professional, or any officer, employee, agent or subcontractor of Design Professional, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Design Professional for any damages, costs and fees, including attorney’s fees, caused by or incurred as a result of Design Professional’s conduct.
(d) Design Professional shall promptly notify City should Design Professional , its officers, employees, agents or subcontractors be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Design Professional or be present at any deposition, hearing or similar proceeding. Design Professional agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Design Professional. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.
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SECTION 16. INDEMNIFICATION.
(a) Indemnification by Design Professional. As provided under Civil Code Section 2782.8, Design Professional shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all claims. actions and proceedings (whether at law or equity, administrative or judicial), demands, orders, judgments, losses, liabilities, damages, costs and expenses, including attorney’s fees and costs, (collectively "Claims") to the extent same arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Design Professional, its officers, agents, employees or subconsultants (or any entity or individual that Design Professional shall bear the legal liability thereof) in the performance of professional services under this Agreement. In the event Claims are found by the trier of fact to have been caused by the joint or concurrent negligence of the City, its contractors and other design professionals, and Design Professional, damages and expenses from both indemnity and duty to defend obligations shall be borne by each party in proportion to its negligence. Notwithstanding the foregoing, in the event one or more defendants are unable to pay its share of defense costs due to bankruptcy or dissolution of the business, Design Professional shall meet and confer with other parties regarding unpaid defense costs. The provisions of this section pertaining to Design Professional’s duty to defend shall not apply if there is a project-specific general liability policy of insurance that insures all project participants for general liability exposure on a primary basis and also covers all design professionals involved with the project for their legal liability arising out of their professional services on a primary basis.
(b) Indemnification from Subcontractors. Design Professional agrees to obtain executed indemnity agreements with provisions identical to those set forth here in this section from each and every sub-consultant, subcontractor or any other person or entity involved by, for, with or on behalf of Design Professional in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Design Professional fails to obtain such indemnity obligations from others as required here, Design Professional agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder.
This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Design Professional and shall survive the termination of this Agreement or this section.
(c) City's Negligence. The provisions of this section do not apply to Claims occurring as a result of City’s sole negligence. The provisions of this section shall not release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officials, employees and agents.
SECTION 17. INSURANCE.
Design Professional agrees to obtain and maintain in full force and effect during the term of this Agreement the insurance policies set forth in Exhibit “C” “Insurance” and - 9 -
made a part of this Agreement. All insurance policies shall be subject to approval by City as to form and content. These requirements are subject to amendment or waiver if so approved in writing by the City Manager. Design Professional agrees to provide City with copies of required policies upon request.
SECTION 18. ASSIGNMENT.
The expertise and experience of Design Professional are material considerations for this Agreement. City has an interest in the qualifications and capability of the persons and entities who will fulfill the duties and obligations imposed upon Design Professional under this Agreement. In recognition of that interest, Design Professional shall not assign or transfer this Agreement or any portion of this Agreement or the performance of any of Design Professional’s duties or obligations under this Agreement without the prior written consent of the City. Any attempted assignment shall be ineffective, null and void, and shall constitute a material breach of this Agreement entitling City to any and all remedies at law or in equity, including termination of this Agreement pursuant to Section 19 “Termination of Agreement.” City acknowledges, however, that Design Professional, in the performance of its duties pursuant to this Agreement, may utilize subcontractors.
SECTION 19. CONTINUITY OF PERSONNEL.
Design Professional shall make every reasonable effort to maintain the stability and continuity of Design Professional’s staff and subcontractors, if any, assigned to perform the Services. Design Professional shall notify City of any changes in Design Professional’s staff and subcontractors, if any, assigned to perform the Services prior to and during any such performance.
SECTION 20. TERMINATION OF AGREEMENT.
(a) City may terminate this Agreement, with or without cause, at any time by giving thirty (30) days written notice of termination to Design Professional. In the event such notice is given, Design Professional shall cease immediately all work in progress. (b) Design Professional may terminate this Agreement for cause at any time upon thirty (30) days written notice of termination to City. (c) If either Design Professional or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Design Professional, or City may terminate this Agreement immediately upon written notice. (d) Upon termination of this Agreement by either Design Professional or City, all property belonging exclusively to City which is in Design Professional’s possession shall be returned to City. Design Professional shall furnish to City a final invoice for work performed and expenses incurred by Design Professional, prepared as set forth in Section 4 “Compensation and Method of Payment” of this Agreement. This final invoice - 10 -
shall be reviewed and paid in the same manner as set forth in Section 4 “Compensation and Method of Payment” of this Agreement.
SECTION 21. DEFAULT.
In the event that Design Professional is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Design Professional for any work performed after the date of default. Instead, the City may give notice to Design Professional of the default and the reasons for the default.
The notice shall include the timeframe in which Design Professional may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, though not reduced, if circumstances warrant. During the period of time that Design Professional is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Design Professional does not cure the default, the City may take necessary steps to terminate this Agreement under Section 19 “Termination of Agreement.” Any failure on the part of the City to give notice of the Design Professional’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.
SECTION 22. EXCUSABLE DELAYS.
Design Professional shall not be liable for damages, including liquidated damages, if any, caused by delay in performance or failure to perform due to causes beyond the control of Design Professional. Such causes include, but are not limited to, acts of God, acts of the public enemy, acts of federal, state or local governments, acts of City, court orders, fires, floods, epidemics, strikes, embargoes, and unusually severe weather. The term and price of this Agreement shall be equitably adjusted for any delays due to such causes.
SECTION 23. COOPERATION BY CITY.
All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the Services shall be furnished to Design Professional in every reasonable way to facilitate, without undue delay, the Services to be performed under this Agreement.
SECTION 24. NOTICES.
All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, or sent by telecopier or certified mail, postage prepaid and return receipt requested, addressed as follows:
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To City: City of Cathedral City
Attn: City Manager
68-700 Avenida Lalo Guerrero
Cathedral City, CA 92234
To Design Professional: Western Audio Visual & Security 1592 N. Batavia Street, Suite 2
Orange, CA 92857
Notice shall be deemed effective on the date personally delivered or transmitted by facsimile or, if mailed, three (3) days after deposit of the same in the custody of the United States Postal Service.
SECTION 25. AUTHORITY TO EXECUTE.
The person or persons executing this Agreement on behalf of Design Professional represents and warrants that he/she/they has/have the authority to so execute this Agreement and to bind Design Professional to the performance of its obligations hereunder.
SECTION 26. ADMINISTRATION AND IMPLEMENTATION.
This Agreement shall be administered and executed by the City Manager or his or her designated representative. The City Manager shall have the authority to issue interpretations and to make amendments to this Agreement, including amendments that commit additional funds, consistent with Section 27 “Amendment” and the City Manager’s contracting authority under the Cathedral City Municipal Code.
SECTION 27. BINDING EFFECT.
This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the Parties.
SECTION 28. AMENDMENT.
No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Design Professional and by the City. The City Manager shall have the authority to approve any amendment to this Agreement if the total compensation under this Agreement, as amended, would not exceed the City Manager’s contracting authority under the Cathedral City Municipal Code. All other amendments shall be approved by the City Council. The Parties agree that the requirement for written modifications cannot be waived and that any attempted waiver shall be void.
SECTION 29. WAIVER.
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Waiver by any Party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant.
Waiver by any Party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision nor a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or services by Design Professional shall not constitute a waiver of any of the provisions of this Agreement.
SECTION 30. LAW TO GOVERN; VENUE.
This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the Parties, venue in state trial courts shall lie exclusively in the County of Riverside, California. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in Riverside.
SECTION 31. ATTORNEYS FEES, COSTS AND EXPENSES.
In the event litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing Party in such litigation or other proceeding shall be entitled to an award of reasonable attorney's fees, costs and expenses, in addition to any other relief to which it may be entitled.
SECTION 32. ENTIRE AGREEMENT.
This Agreement, including the attached Exhibits "A" through "C", is the entire, complete, final and exclusive expression of the Parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or written, or entered into between Design Professional and City prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written, made by any Party which are not embodied herein shall be valid and binding.
SECTION 33. SEVERABILITY.
If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).
SECTION 34. ELECTRONIC SIGNATURE.
The Parties agree that, in accordance with the City’s Electronic Signature Use Policy, adopted on August 10, 2023, and as amended thereafter, the Parties may use electronic signatures to execute this Agreement. Any use of electronic signatures to execute this Agreement shall comply with the City’s Electronic Signature Use Policy, and such signatures shall have the same force and effect as if this Agreement were - 13 -
executed by hand. Contractor acknowledges that it has had an opportunity to request and review the City’s Electronic Signature Use Policy, and Contractor agrees to comply with the Electronic Signature Use Policy. Contractor agrees to indemnify, defend, and hold the City harmless from any claim, damage, or liability associated with transmitting an electronic signature or an electronically signed record by electronic transmission.
SECTION 35. CONFLICTING TERMS.
Except as otherwise stated herein, if the terms of this Agreement conflict with the terms of any Exhibit hereto, or with the terms of any document incorporated by reference into this Agreement, the terms of this Agreement shall control. - 14 -
IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first-above written.
CITY OF CATHEDRAL CITY Western Audio Visual & Security
__________________________ ___________________________
Charles P. McClendon By:________________________
City Manager Its:________________________
ATTEST: ___________________________
By:________________________
Its:________________________
___________________________
Tracey R. Hermosillo, CMC
City Clerk
APPROVED AS TO FORM
___________________________
Eric S. Vail
City Attorney
NOTE: DESIGN PROFESSIONAL’S SIGNATURES SHALL BE DULY
NOTARIZED, AND APPROPRIATE ATTESTATIONS SHALL BE
INCLUDED AS MAY BE REQUIRED BY THE BYLAWS, ARTICLES OF
INCORPORATION, OR OTHER RULES OR REGULATIONS
APPLICABLE TO DESIGN PROFESSIONAL’S BUSINESS ENTITY.
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.
ALL-PURPOSE ACKNOWLEDGMENT NOTARY FOR CALIFORNIA
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE )
On ____________________, 2025 ,
before me, ,
Date Name And Title Of Officer (e.g. “Jane Doe, Notary Public”) personally appeared ,
Name of Signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature of Notary Public
OPTIONAL
Though this section is optional, completing this information can deter alternation of the document or fraudulent reattachment of this form to an unintended document.
CAPACIT(IES) CLAIMED BY SIGNER(S) DESCRIPTION OF ATTACHED DOCUMENT Signer's Name:
¨ Individual
¨ Corporate Officer
Title(s) Title or Type of Document
¨ Partner(s) ¨ Limited
¨ General
¨ Attorney-In-Fact Number Of Pages
¨ Trustee(s)
¨ Guardian/Conservator
¨ Other:
Signer is representing:
Name Of Person(s) Or Entity(ies)
Date Of Document
Signer(s) Other Than Named Above
A notary public or other officer completing this certificate verifies only the identity of the individual who signed the document to which this certificate is attached, and not the truthfulness, accuracy, or validity of that document.
ALL-PURPOSE ACKNOWLEDGMENT NOTARY FOR CALIFORNIA
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE )
On ____________________, 2025 ,
before me, ,
Date Name And Title Of Officer (e.g. “Jane Doe, Notary Public”) personally appeared ,
Name of Signer(s)
who proved to me on the basis of satisfactory evidence to be the person(s) whose name(s) is/are subscribed to the within instrument and acknowledged to me that he/she/they executed the same in his/her/their authorized capacity(ies), and that by his/her/their signature(s) on the instrument the person(s), or the entity upon behalf of which the person(s) acted, executed the instrument.
I certify under PENALTY OF PERJURY under the laws of the State of California that the foregoing paragraph is true and correct.
WITNESS my hand and official seal.
Signature of Notary Public
OPTIONAL
Though this section is optional, completing this information can deter alternation of the document or fraudulent reattachment of this form to an unintended document.
CAPACIT(IES) CLAIMED BY SIGNER(S) DESCRIPTION OF ATTACHED DOCUMENT Signer's Name:
¨ Individual
¨ Corporate Officer
Title(s) Title or Type of Document
¨ Partner(s) ¨ Limited
¨ General
¨ Attorney-In-Fact Number Of Pages
¨ Trustee(s)
¨ Guardian/Conservator
¨ Other:
Signer is representing:
Name Of Person(s) Or Entity(ies)
Date Of Document
Signer(s) Other Than Named Above
A-1
EXHIBIT "A"
SCOPE OF SERVICES
See Attached Proposal and Quote
B-1
EXHIBIT "B"
COMPENSATION
See Attached Proposal and Quote
C-1
EXHIBIT "C"
INSURANCE
A. Insurance Coverages. Service Provider shall provide and maintain insurance, acceptable to the City, in full force and effect throughout the term of this Agreement, against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Services by Service Provider, its agents, representatives or employees. Service Provider shall procure and maintain the following scope and limits of insurance:
Only the following “marked” requirements are applicable:
X Commercial General Liability (CGL): Insurance written on an occurrence basis to protect Service Provider and City against liability or claims of liability which may arise out of this Agreement in the amount of one million dollars ($1,000,000) per occurrence and subject to an annual aggregate of two million dollars ($2,000,000).
Coverage shall be at least as broad as Insurance Services Office form Commercial General Liability coverage (Occurrence Form CG 0001). There shall be no endorsement or modification of the CGL limiting the scope of coverage for either insured vs. additional insured claims or contractual liability. All defense costs shall be outside the limits of the policy.
X Vehicle Liability Insurance: Vehicle liability insurance in an amount not less than $1,000,000 for injuries, including accidental death, to any one person, and subject to the same minimum for each person, in an amount not less than one million dollars ($1,000,000) for each accident, and property damage insurance in an amount of not less than one million dollars ($1,000,000). A combined single limit policy with aggregate limits in an amount of not less than $2,000,000 shall be considered equivalent to the said required minimum limits. Coverage shall be at least as broad as Insurance Services Office form number CA 0001 covering Automobile Liability, including code 1 "any auto" and endorsement CA 0025, or equivalent forms subject to the approval of the City.
X Workers’ Compensation Insurance: Workers’ Compensation insurance that includes a minimum of one million dollars ($1,000,000) of employers’ liability coverage.
Service Provider shall provide an endorsement that the insurer waives the right of subrogation against the City and its respective elected officials, officers, employees, agents and representatives. In the event a claim under the provisions of the California Workers’ Compensation Act is filed against City by a bona fide employee of Service Provider participating under this Agreement, Service Provider is to defend and indemnify the City from such claim.
X Professional Liability Insurance: Professional liability insurance appropriate to the Service Provider’s profession in an amount not less than one million dollars C-2
$1,000,000 per occurrence. This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to Services performed under this Agreement. The insurance must be maintained for at least three (3) consecutive years following the completion of Service Provider’s services or the termination of this Agreement. During this additional three (3) year period, Service Provider shall annually and upon request of the City submit written evidence of this continuous coverage.
B. Other Provisions. Insurance policies required by this Agreement shall contain the following provisions:
1. All Coverages.
a. Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be suspended, voided, cancelled by the insurer or either Party to this Agreement, reduced in coverage or in limits except after 30 days' prior written notice by certified mail, return receipt requested, has been given to City.
b. Insurance is to be placed with insurers with a current A.M.
Best's rating of no less than A:VII.
2. Commercial General Liability and Automobile Liability Coverages. a. City, and its respective elected and appointed officers, officials, and employees and volunteers are to be covered as additional insureds as respects: liability arising out of activities Service Provider performs; products and completed operations of Service Provider; premises owned, occupied or used by Service Provider; or automobiles owned, leased, hired or borrowed by Service Provider.
The coverage shall contain no special limitations on the scope of protection afforded to City, and their respective elected and appointed officers, officials, or employees. b. Service Provider’s insurance coverage shall be primary insurance with respect to City, and its respective elected and appointed, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by City, and its respective elected and appointed officers, officials, employees or volunteers, shall apply in excess of, and not contribute with, Service Provider’s insurance.
c. Service Provider’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.
C-3
d. Any failure to comply with the reporting or other provisions of the insurance policies, including breaches of warranties, shall not affect coverage provided to City, and its respective elected and appointed officers, officials, employees or volunteers.
e. The insurer waives all rights of subrogation against the City, its elected or appointed officers, officials, employees or agents.
3. Workers' Compensation Coverage. Unless the City Manager otherwise agrees in writing, the insurer shall agree to waive all rights of subrogation against City, and its respective elected and appointed officers, officials, employees and agents for losses arising from work performed by Service Provider.
C. Other Requirements. Service Provider agrees to deposit with City, at or before the effective date of this Agreement, certificates of insurance necessary to satisfy City that the insurance provisions of this contract have been complied with. The City may require that Service Provider furnish City with copies of original endorsements effecting coverage required by this Exhibit “C”. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. City reserves the right to inspect complete, certified copies of all required insurance policies, at any time.
1. Service Provider shall furnish certificates and endorsements from each sub-contractor identical to those Service Provider provides.
2. Any deductibles or self-insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers, or the Service Provider shall procure a bond guaranteeing payment of losses and related investigations, claim administration, defense expenses and claims.
3. The procuring of such required policy or policies of insurance shall not be construed to limit Service Provider’s liability hereunder nor to fulfill the indemnification provisions and requirements of this Agreement.
Staff Report
City Council
Item No. 6.D
Meeting Date: September 10, 2025
From: John A. Corella, Director of Public Works
Title: Riverside County Transportation Commission Agreement for SB 821 Bicycle and Pedestrian Facilities Program Funding: Avenida Maravilla Class III Bike Routes Project.
RECOMMENDATION:
To approve an agreement with the Riverside County Transportation Commission (RCTC) for funding under Senate Bill 821 (SB 821) Bicycle and Pedestrian Facilities Program, for the design and construction of the Avenida Maravilla Class III Bike Routes project; and authorize the City Manager to execute the agreement.
BACKGROUND:
On February 8, 2023, the City Council accepted the Cathedral City Active Transportation Plan (ATP), which was funded by the Southern California Association of Governments’ (SCAG) Sustainability Program. The ATP established a community-wide pedestrian and bike network and identified specific target infrastructure improvements for pedestrians and bicyclists. The ATP identified the Avenida Maravilla Class III Bike Routes as a high-scoring priority project that should be considered when opportunities arise.
The FY 2025-2026 SB 821 call for projects was released on February 3, 2025. In April 2025, Engineering Division staff, with the authorization from the City Council, submitted an SB 821 grant application to the Riverside County Transportation Commission (RCTC) for the Avenida Maravilla Class III Bike Routes project.
The proposed project is located along Avenida Maravilla, a north-south collector road in Cathedral City, extending from Ramon Road to approximately 750 feet north of Vista Chino.
This corridor is a two-lane roadway with a centerline and a posted speed limit of 25 mph. It currently carries an average of 2,600 vehicles per day in each direction, with on-street parking provided on both sides. The corridor is surrounded by single-family residential neighborhoods. A short segment north of Vista Chino includes a raised center median separating the travel directions.
Avenida Maravilla serves as a critical connection for residents accessing Ramon Road, a designated community commercial corridor. It also provides direct access to Panorama Park and La Pasada Parkette, frequented by families, children, and seniors. Despite the corridor’s importance, it lacks essential pedestrian and bicycle infrastructure. There are no dedicated bicycle facilities, several missing crosswalks at key locations, and multiple corners lack compliant curb ramps. These conditions leave active transportation users both vulnerable and underserved.
This segment of Avenida Maravilla lies within one of Cathedral City’s most densely populated areas, as identified in the Cathedral City Active Transportation Plan. By 2030, population density in the project area, especially north of 30th Avenue, is expected to increase significantly, reaching between 8,500 and 15,000 residents per square mile. Employment density is also expected to grow, particularly east of Avenida Maravilla and west of Date Palm Drive between Ramon Road and 30th Avenue, with projections exceeding 3,000 jobs per square mile.
Over the past decade, the corridor has experienced multiple bicycle and pedestrian-related collisions, including five involving bicyclists (one resulting in a severe injury) and one fatal pedestrian collision. Field observations confirm frequent bicycle use along the corridor despite the lack of dedicated facilities.
To address these safety concerns and future growth projections, the proposed project includes:
• Installation of Class III bike facilities (sharrows) along the corridor, as identified in the Cathedral City Active Transportation Plan
• Installation of new high-visibility crosswalks at key intersections • Upgrades to existing curb ramps at key intersections to meet current Americans with Disabilities Act (ADA) standards
• Installation of speed feedback signs to reduce vehicle speeds and encourage compliance with posted limits
These improvements will enhance safety, accessibility, and connectivity for bicyclists and pedestrians of all ages and abilities.
Extensive community engagement was conducted during the development of the Cathedral City Active Transportation Plan (December 2021 – May 2022). The input from residents, many of whom live directly along Avenida Maravilla, highlighted the need for improved crosswalks, ADA-compliant curb ramps, reduce vehicle speeds, and better infrastructure for people walking and biking. The feedback consistently demonstrated strong community support for the proposed improvements.
DISCUSSION:
In June 2025, RCTC informed Cathedral City staff that the city had been selected to receive SB 821 grant funding for the proposed Avenida Maravilla active transportation improvements. This selection was based on the city's application submitted under the FY 2025–2026 SB 821 Bicycle and Pedestrian Facilities Program.
RCTC has prepared the agreement for funding under the SB 821 Bicycle and Pedestrian Facilities Program (Agreement), outlining the responsibilities of both RCTC and Cathedral City.
The total estimated cost of the Avenida Maravilla Class III Bike Routes project is $831,573.60. The project will be funded equally by the city and the SB 821 grant, each contributing $415,786.80.
The funding responsibilities are as follows:
Project Name
City's Local
Match
(50%)
SB 821 Grant
Funding
(50%)
Project
Estimated Cost
Avenida Maravilla Class III Bike Routes $415,786.80 $415,786.80 $831,573.60 The grant funding is based on the estimated total project cost provided in the city’s SB 821 application. Eligible expenses that may be reimbursed under the SB 821 program include administration, design, environmental compliance, and construction. If the project cost increases, RCTC may consider increasing its contribution proportionally. If costs are reduced, RCTC’s contribution will also be adjusted accordingly.
The agreement prepared by RCTC for the Avenida Maravilla project is attached to this report and, in accordance with program guidelines, must be executed prior to October 1, 2025.
The timing for the project completion as stated in Section 2.2 of the agreement requires the city to complete the project within 36 months of the date of the agreement.
Following approval of the agreement, city staff will add this project to the Capital Improvement Project (CIP) program and will include both the design and construction phases in accordance with applicable SB 821 program guidelines and funding commitments.
It is anticipated the design phase of this project will be scheduled in FY 2026-2027 with construction to follow in next biennial budget (FY 2027-2028). Each phase of the project will be brought to the City Council for review and approval prior to the award.
City staff request that the City Council approve the agreement with the Riverside County Transportation Commission (RCTC) for funding under Senate Bill 821 (SB 821) Bicycle and Pedestrian Facilities Program, for the design and construction of the Avenida Maravilla Class III Bike Routes project; and authorize the City Manager to execute the agreement.
FISCAL IMPACT:
The execution of the agreements represents the city’s commitment to provide the required local match and complete the project within the program timeline to receive full grant reimbursement.
Avenida Maravilla Class III Bike Routes
The total project cost estimate for the FY 2025-2026 SB 821 grant application was estimated at $831,573.60. The grant award is for $415,786.80 (50%) thus leaving $415,786.80 (50%) as the city’s participation amount.
The following sources are identified to fund the project: TDA SB 821 (Fund 240), provided by RCTC under the Transportation Development Act, specifically Senate Bill 821, and the Traffic Safety Fund (Fund 233), which represents the city’s participation in the project.
The following table summarizes the funding accounts to complete the project.
DESCRIPTION GENERAL
LEDGER
ACCOUNT
CODES
PROJECT
CODE
AMOUNT ONE TIME or
ONGOING
2026-2027 TDA -SB 821
Fund
240-100-150-
156-8XXX-8XXX N/A $415,786.80 One-time
2026-2027 Traffic Safety
Fund
233-100-150-
156-8XXX-8XXX N/A $415,786.80 One-time
Total $831,574.60
FIVE-YEAR STRATEGIC PLAN:
Goal B: COMMUNITY INVESTMENT
Objective: Cathedral City roads, gateways, public spaces, and other city infrastructure are well planned, designed, constructed, and maintained.
ATTACHMENTS:
1. Avenida Maravilla Bike Routes Exhibit
2. SB821 Funding Agreement - Avenida Maravilla Bike Routes Avenida Maravilla Class III Bike Route Project
• Project Limits: North end of Avenida Maravilla to Ramon Road • Project Length = 2.5 miles
• Consists of: • Yellow broken Centerline
• Shared roadway
• Bicycle markings – Sharrows
• Signs
• Solar powered speed radars
• 17 curb ramps
• Concrete path to park walk
1 AGREEMENT No. 25-62-130-00
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
AGREEMENT FOR FUNDING UNDER SB 821 BICYCLE AND
PEDESTRIAN FACILITIES PROGRAM
(Transportation Development Act Article 3; Senate Bill 821) This Funding Agreement (“AGREEMENT”) is entered into as of _______, 2025 (“Effective Date”), by and between the RIVERSIDE COUNTY TRANSPORTATION COMMISSION (“RCTC”) and City of Cathedral City (“RECIPIENT”). RCTC and RECIPIENT may be referred to herein individually as a “Party” and collectively as the “Parties.”
RECITALS
A. RCTC is a county transportation commission created and existing pursuant to California Public Utilities Code Sections 130053 and 130053.5.
B. Under RCTC’s SB 821 Bicycle and Pedestrian Facilities Program (“PROGRAM”), cities and counties in the County of Riverside are notified of the availability of PROGRAM funding and a call for projects (“CALL FOR PROJECTS”) is anticipated to be issued biennially by RCTC.
C. On February 3rd, 2025, a CALL FOR PROJECTS was published by RCTC seeking applications for FY 2025/26 PROGRAM funding, which applications were reviewed in accordance with the applicable evaluation criteria included in the CALL FOR PROJECTS.
D. Based on the application attached as Attachment 1 and incorporated herein by this reference, RECIPIENT has been selected to receive PROGRAM funding for its proposed Avenida Maravilla Active Transportation Improvements (“PROJECT”).
E. Funding for the PROJECT shall be provided pursuant to the terms contained in this AGREEMENT and pursuant to applicable PROGRAM policies adopted by RCTC, which are attached hereto and incorporated herein as Attachment 2.
NOW, THEREFORE, in consideration of the preceding recitals and the mutual covenants and consideration contained herein, the Parties mutually agree as follows:
1. Incorporation of Recitals. The Parties acknowledge and agree that the above recitals are true and correct, and hereby incorporate those recitals by this reference into the AGREEMENT.
2. RCTC Funding Amount. RCTC hereby agrees to distribute to the RECIPIENT, on the terms and conditions set forth herein, a sum not to exceed Four Hundred Fifteen Thousand Seven Hundred Eighty-Six Dollars and Eighty Cents ($415,786.80), to be used exclusively for reimbursing the RECIPIENT for eligible expenses as described herein (“FUNDING AMOUNT”). RECIPIENT acknowledges and agrees that the FUNDING AMOUNT may be less than the actual and final cost of the PROJECT, which final costs are the sole responsibility of RECIPIENT, and RCTC will not contribute PROGRAM funds in excess of 17336.00005\43911910
2 the maximum authorized in this Section 2 unless otherwise mutually agreed to in writing by the PARTIES.
2.1 Eligible Project Costs. Reimbursement for PROJECT costs (“REIMBURSEMENT”) may only include those items expressly allowed for under Article 3 of the Transportation Development Act (California Public Utilities Code section 99200 et seq.), which provides that funding shall be allocated for the construction, including related engineering expenses, of facilities based on the PROGRAM policies adopted by RCTC, provided that such items are included in the scope of work included in the application, attached as Attachment 1 (“SCOPE OF WORK”). All PROJECT costs not included in the SCOPE OF WORK and not expressly permitted under Article 3 of the Transportation Development Act and the PROGRAM policies shall be considered ineligible for REIMBURSEMENT. In the event the SCOPE OF WORK needs to be amended, RECIPIENT shall submit a scope change request electronically via RCTC’s online tracking and reporting system known as the Rivtrack system and accessible at https://rivtrack.rctc.org/ (“Rivtrack system”). The electronically submitted scope change request must include the reasons for the requested change and confirmation that costs associated with the proposed amendment are eligible for PROGRAM reimbursement. Such request is subject to written approval by RCTC, in RCTC’s sole discretion.
In the event of any ambiguity between this AGREEMENT, PROGRAM policies, and applicable law, the following order of precedence will govern: (1) applicable law; (2) PROGRAM policies; (3) this AGREEMENT. In the case of any conflict between this Agreement and any of its attachments, the body of this Agreement shall govern. Notwithstanding the foregoing, in the case of a conflict, the most stringent requirement shall govern, unless prohibited by applicable law or otherwise agreed upon by RCTC.
2.2 Timing for Project Completion. In accordance with the PROGRAM policies attached hereto as Attachment 2, RECIPIENT has thirty-six (36) months to complete the PROJECT from the date of this AGREEMENT, unless otherwise agreed to in writing by the PARTIES. If the PROJECT is not completed within 36 months, RCTC shall have the sole discretion to delete the PROJECT from the PROGRAM and reprogram the funding for future approved PROGRAM projects. RECIPIENT will not be reimbursed until the PROJECT is accepted as complete by RCTC following the submission of the PROGRAM funding claim form completed electronically via the Rivtrack system. In the event additional time is needed for the completion of the PROJECT, RECIPIENT may submit a time extension request electronically via the Rivtrack system. Before and after PROJECT photographs must be uploaded with the CLAIM FORM upon PROJECT completion, as well as copies of paid invoices and any other backup requested for repayment and audit purposes.
2.3 Changes in Project Funding. RECIPIENT will not be reimbursed for PROJECT cost overruns. In the event the FUNDING AMOUNT is not fully utilized by RECIPIENT for the PROJECT, the unused FUNDING AMOUNT must be returned to RCTC within ninety (90) ninety days of a written request by RCTC unless RECIPIENT can demonstrate in writing, subject to written approval of RCTC’s Executive Director, in his or her sole discretion, the following: (i) valid reason for why PROJECT costs were significantly lower than the estimate included in RECIPIENT’s attached application for funding, and (ii) written proposal for how RECIPIENT can apply any unused FUNDING AMOUNT to a project previously submitted under an Article 3 call for projects and approved by the Commission or to fund an approved scope expansion to the approved PROJECT. Notwithstanding the foregoing, unused funds may not be reallocated to work already completed. RECIPIENT match funds 17336.00005\43911910
3 proportionate to the amounts included in Section 3 of this Agreement will be required should unused funds be redirected to another approved project or approved scope expansion.
2.4 Cost Savings. In the event that bids or proposals for the PROJECT are lower than anticipated, or there are cost savings for any other reason, the FUNDING AMOUNT shall be reduced through an amendment to the AGREEMENT. RECIPIENT shall inform RCTC of any cost savings and any cost savings shall be returned to RCTC or may be reprogrammed with written approval by RCTC as further detailed in Section 2.3 above. No PROGRAM funding may be used for projects not approved by RCTC. If RECIPIENT provides a local match commitment and there are cost savings on the PROJECT, RCTC will still be reimbursed at the matching ratio as presented in the Project application despite such cost savings in accordance with PROGRAM policies.
2.5 No Funding for Temporary Improvements. Only segments or components of improvements that are intended to form part of or be integrated into the PROJECT may be funded by PROGRAM funds. No improvement(s) which is/are temporary in nature, including but not limited to temporary lanes, curbs, or drainage facilities, shall be funded with PROGRAM funds except as needed for staged construction of the PROJECT.
2.6 Review and Reimbursement by RCTC. Upon submission into Rivtrack of the final detailed invoice from the RECIPIENT clearly documenting work completed and corresponding costs, RCTC may request additional documentation or explanation of the SCOPE OF WORK costs for which reimbursement is sought. Undisputed amounts shall be paid by RCTC to the RECIPIENT within thirty (30) days. In the event that RCTC disputes the eligibility for reimbursement of all or a portion of an invoiced amount, the Parties shall meet and confer in an attempt to resolve the dispute. Additional details concerning the procedure for the RECIPIENT’s submittal of invoices to RCTC and RCTC’s consideration and payment of submitted invoices are set forth in Attachment 2.
2.7 Recipient’s Funding Obligation to Complete the Work; Limitation of RCTC Obligations. In the event that the PROGRAM funds allocated to the SCOPE OF WORK represent less than the total cost of the PROJECT, RECIPIENT shall be solely responsible for providing such additional funds as may be required to complete the PROJECT. RCTC has no obligation with respect to the safety of any work performed under the SCOPE OF WORK, for the PROJECT, or at a PROJECT site. Further, RCTC shall not be liable for any action of RECIPIENT or its contractors relating to the condemnation of property undertaken by RECIPIENT or construction related to the PROJECT.
2.8 Recipient’s Obligation to Repay Program Funds to RCTC. In the event it is determined, whether through a post-completion audit or otherwise, the PROJECT was not completed in accordance with the PROGRAM requirements or this AGREEMENT, RECIPIENT agrees that any PROGRAM funds distributed to RECIPIENT for the PROJECT shall be repaid in full to RCTC. The Parties shall enter into good faith negotiations to establish a reasonable repayment schedule and repayment mechanism which may include, but is not limited to, withholding of Measure A Local Streets and Roads revenues, if applicable. RECIPIENT acknowledges and agrees that RCTC shall have the right to withhold any Measure A Local Streets and Roads revenues due to RECIPIENT, in an amount not to exceed the total of the PROGRAM funds distributed to RECIPIENT, and/or initiate legal action to compel repayment, if the RECIPIENT fails to repay RCTC within a reasonable time period not to exceed one hundred eighty (180) days, including any good faith negotiations, from receipt of written 17336.00005\43911910
4 notification from RCTC that repayment is required due to failure to comply with the PROGRAM policies or this AGREEMENT.
2.9 Records Retention and Audits. RECIPIENT shall retain all PROJECT records in an organized manner for a minimum of three (3) years following completion of the PROJECT. PROJECT records shall be made available for inspection by RCTC upon request. If a post PROJECT audit or review indicates that RCTC has provided reimbursement to the RECIPIENT in an amount in excess of the FUNDING AMOUNT set forth in Section 2, or has provided reimbursement of ineligible PROJECT costs, the RECIPIENT shall reimburse RCTC for the excess or ineligible payments within thirty (30) days of notification by RCTC. This Section 2.9 does not supersede any rights or remedies provided to RCTC under Section 2.8 or applicable law.
3. Recipient’s Local Match Contribution. RECIPIENT shall provide at least Four Hundred Fifteen Thousand Seven Hundred Eighty-Six Dollars and Eighty Cents ($415,786.80) of funding toward the SCOPE OF WORK, as indicated in RECIPIENT’S application attached as Attachment 1 and submitted to RCTC in response to its CALL FOR PROJECTS.
RECIPIENT costs related to (i) preparation and administration costs related to invoices, billings and payments; (ii) any RECIPIENT fees attributed to the processing of the SCOPE OF WORK; and (iii) expenses for items not included within the attached SCOPE OF WORK shall be borne solely by the RECIPIENT and shall not qualify towards RECIPIENT’s local match requirement in this Section 3.
4. Term: The term of this AGREEMENT shall be from the date first herein above written until:
(i) the date RCTC formally accepts the PROJECT as complete, pursuant to Section 2.2; (ii) termination of this AGREEMENT pursuant to Section 14; or (iii) RECIPIENT has fully satisfied its obligations under this AGREEMENT. All applicable indemnification and insurance provisions of this AGREEMENT shall remain in effect following the termination of this AGREEMENT.
5. Recipient Responsibilities. RECIPIENT shall be responsible for all aspects of the PROJECT, in compliance with all applicable state and federal laws, including: (i) development and approval of plans, specifications and engineer’s estimate in accordance with all applicable laws, regulations and building codes; obtaining any necessary environmental clearances; right of way acquisition; and, obtaining all permits required by impacted agencies prior to commencement of the PROJECT; (ii) all aspects of procurement, contracting, and administration of the contracts and claims for the PROJECT; (iii) all construction management of any construction activities undertaken in connection with the PROJECT, including surveying and materials testing; and, (iv) development of a budget for the PROJECT and SCOPE OF WORK prior to award of any contract for the PROJECT, taking into consideration available funding, including PROGRAM funds.
6. Indemnification. RECIPIENT shall defend, indemnify and hold RCTC, its officials, governing board members, officers, employees, agents, and consultants free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or equity, to property, persons or government funding agency, including wrongful death ,arising out of or incident to any intentional or negligent acts, errors or omissions of the RECIPIENT, its officials, officers, employees, agents, consultants and contractors arising out of or in connection with the performance of this AGREEMENT, the PROJECT or the SCOPE OF WORK. RECIPIENT’S obligation to indemnify includes 17336.00005\43911910
5 without limitation the payment of all consequential damages and reasonable attorneys’ fees, expert witness fees and other related costs and expenses of defense. RECIPIENT shall defend, at its own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against RCTC, its officials, officers, employees, agents, and consultants in connection with this AGREEMENT.
RECIPIENT shall pay and satisfy any judgment, award or decree that may be rendered against RCTC, its officials, officers, employees, agents, and consultants in any such suits, actions or other legal proceedings, including any settlement. RECIPIENT’s obligation to indemnify shall not be restricted to insurance proceeds. The indemnity obligation shall not apply to the extent of the sole negligence or willful misconduct of RCTC, its officials, officers, employees, agents, and consultants. This section shall survive the expiration or termination of this Agreement.
7. Expenditure of Funds by Recipient Prior to Execution of Agreement. RECIPIENT may commence the Project starting July 1, 2025, and costs incurred following such date will be eligible for reimbursement under this AGREEMENT, provided they otherwise meet the requirements herein, and provided that this AGREEMENT is executed no later than October 1, 2025.
8. Compliance with Applicable Laws and Insurance. RECIPIENT agrees to comply with all applicable laws and regulations, including public contracting laws, requirements for any local state or federal funding used, and records retention and performance reporting requirements concerning the SCOPE OF WORK and PROJECT, which applicable laws and regulations shall be passed on to contractors by RECIPIENT as applicable. RECIPIENT shall have the responsibility of making sure the appropriate amounts of insurance are included in all applicable agreements for the construction of the PROJECT and RCTC shall be named as an Additional Insured on all insurance certificates obtained for the completion of the PROJECT.
PROJECT insurance funds shall be looked to first for the repayment of any claims determined to have merit.
9. Representatives of the Parties. RCTC’s Executive Director, or his or her designee, shall serve as RCTC’s representative and shall have the authority to act on behalf of RCTC for all purposes under this AGREEMENT. RECIPIENT’s representative shall be the individual identified in the Project application as RECIPIENT’S representative to RCTC.
RECIPIENT’S representative, or designee, shall have the authority to act on behalf of RECIPIENT for all purposes under this AGREEMENT and shall coordinate all activities with RCTC concerning the SCOPE OF WORK under the RECIPIENT’s responsibility.
RECIPIENT shall work closely and cooperate fully with RCTC’s representative and any other agencies which may have jurisdiction over or an interest in the PROJECT.
10. Monitoring of Progress by RCTC. RECIPIENT shall allow RCTC’s designated representative, or designee, to inspect or review the progress of the work at any reasonable time with prior written notice by RCTC. RCTC may request that the RECIPIENT provide RCTC with progress reports concerning the status of the SCOPE OF WORK and PROJECT completion.
11. Binding on Successors in Interest. Each and every provision of this AGREEMENT shall be binding and inure to the benefit of the successors in interest of the Parties. Due to the specific obligations contemplated herein, this AGREEMENT may not be assigned by any Party hereto except with the prior written consent of the other Party. 17336.00005\43911910
6 12. Independent Contractors. Any person or entities retained by RECIPIENT or any contractor shall be retained on an independent contractor basis and shall not be employees of RCTC.
Any personnel performing services on the PROJECT shall at all times be under the exclusive direction and control of the RECIPIENT or contractor, whichever is applicable. The RECIPIENT or contractor shall pay all wages, salaries and other amounts due such personnel in connection with their performance of services on the SCOPE OF WORK and as required by law. The RECIPIENT or contractor shall be responsible for all reports and obligations concerning such personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance and workers’ compensation insurance.
13. Conflicts of Interest. For the term of this AGREEMENT, no member, officer or employee of RECIPIENT or RCTC, during the term of his or her service with RECIPIENT or RCTC, as the case may be, shall have any direct interest in this AGREEMENT, or obtain any present or anticipated material benefit arising therefrom.
14. Termination. This AGREEMENT may be terminated for cause or convenience as further specified below.
14.1 Termination for Convenience. Either RCTC or RECIPIENT may, by written notice to the other party, terminate this AGREEMENT, in whole or in part, for convenience by giving thirty (30) days' written notice to the other party of such termination and specifying the effective date thereof.
14.2 Effect of Termination for Convenience. In the event that RECIPIENT terminates this AGREEMENT for convenience, RECIPIENT shall, within 180 days, repay to RCTC in full all PROGRAM funds provided to RECIPIENT under this AGREEMENT. In the event that RCTC terminates this AGREEMENT for convenience, RCTC shall, within 90 days, distribute to the RECIPIENT PROGRAM funds in an amount equal to the aggregate total of all unpaid invoices which have been received from RECIPIENT regarding the SCOPE OF WORK for the PROJECT at the time of the notice of termination; provided, however, that RCTC shall be entitled to exercise its rights under Section 2.6, including but not limited to conducting a review of the invoices and requesting additional information from RECIPIENT. This AGREEMENT shall terminate upon receipt by the non-terminating party of the amounts due it under this Section 14.
14.3 Termination for Cause. Either RCTC or RECIPIENT may, by written notice to the other party, terminate this AGREEMENT, in whole or in part, in response to a material breach hereof by the other Party, by giving written notice to the other Party of such termination and specifying the effective date thereof. The written notice shall provide a thirty (30) day period to cure any alleged breach. During the 30 day cure period, the Parties shall discuss, in good faith, the manner in which the breach can be cured.
14.4 Effect of Termination for Cause. In the event that RECIPIENT terminates this AGREEMENT in response to RCTC's uncured material breach hereof, RCTC shall, within ninety (90) days, distribute to the RECIPIENT PROGRAM funds in an amount equal to the aggregate total of all unpaid invoices which have been received from RECIPIENT regarding the SCOPE OF WORK for the PROJECT at the time of the notice of termination. In the event that RCTC terminates this AGREEMENT in response to the RECIPIENT's uncured material breach hereof, the RECIPIENT shall, within one hundred eighty (180) days, repay to RCTC in full all 17336.00005\43911910
7 PROGRAM funds provided to RECIPIENT under this AGREEMENT. Notwithstanding termination of this AGREEMENT by RCTC pursuant to this Section 14.4, RCTC shall be entitled to exercise its rights under Section 2.6, including but not limited to conducting a review of the invoices and requesting additional information. This AGREEMENT shall terminate upon receipt by the terminating Party of the amounts due it under this Section 14.4.
14.5 No Program Funding. In the event that RCTC determines there are inadequate PROGRAM funds for whatever reason, RCTC shall have the right to immediately terminate the AGREEMENT with written notice to RECIPIENT. In the event that RCTC terminates this AGREEMENT under this Section 14.5, RCTC shall, within 90 days, distribute to the RECIPIENT PROGRAM funds in an amount equal to the aggregate total of all unpaid invoices which have been received from RECIPIENT regarding the SCOPE OF WORK for the PROJECT at the time of the notice of termination; provided, however, that RCTC shall be entitled to exercise its rights under Section 2.6, including but not limited to conducting a review of the invoices and requesting additional information from RECIPIENT.
14.6 Cumulative Remedies. The rights and remedies of the Parties provided in this Section 14 are in addition to any other rights and remedies provided by law or under this AGREEMENT.
15. Notice. All notices hereunder shall be in writing and shall be effective upon receipt by the other Party. All notices and communications between the Parties to this AGREEMENT shall be addressed as set forth below and provided by any of the following methods (i) personally delivered; (ii) sent by electronic mail, with a subject line clearly identifying this AGREEMENT, read receipt requested, and a cc: provided to the identified staff; (iii) sent by first-class mail, return receipt requested; or (iv) sent by overnight express delivery service with postage or other charges fully prepaid. Notwithstanding the foregoing, notices of dispute or termination sent by electronic mail must be followed by hard copy mailed notice to be effective. Notwithstanding the foregoing, invoices and requests for changes to the SCOPE OF WORK, shall be submitted through the Rivtrack system as specified in this AGREEMENT.
TO RCTC: TO RECIPIENT:
Aaron Hake
Executive Director
RCTC
4080 Lemon Street, 3rd Floor
Riverside, California 92501
Phone: (951) 787-7141
e-mail: [email protected]
cc: [email protected]
Armando Baldizzone
City Engineer
City of Cathedral City
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
(760) 770-0329
[email protected]
cc: [email protected]
Any party may update its address and contact information by providing written notice of the new information to the other Parties in accordance with this Section 15.
16. Prevailing Wages. RECIPIENT is alerted to the requirements of California Labor Code Sections 1770 et seq., which require the payment of prevailing wages where the SCOPE OF 17336.00005\43911910
8 WORK or any portion thereof is determined to be a “public work,” as defined therein.
RECIPIENT shall ensure compliance with applicable prevailing wage requirements by any person or entity hired to perform the SCOPE OF WORK or any portion thereof falling within the definition of “public work.” RECIPIENT shall defend, indemnify, and hold harmless RCTC, its officers, employees, consultants, and agents from any claim or liability, including without limitation reasonable attorneys’ fees, arising from any failure or alleged failure to comply with California Labor Code Sections 1770 et seq. on the PROJECT.
17. Equal Opportunity Employment. The Parties represent that they are equal opportunity employers and they shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, sexual orientation, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.
18. Entire Agreement. This AGREEMENT embodies the entire understanding and agreement between the Parties pertaining to the matters described herein and supersedes and cancels all prior oral or written agreements between the Parties with respect to these matters. Each Party acknowledges that no Party, agent or representative of the other Party has made any promise, representation or warranty, express or implied, not expressly contained in this AGREEMENT, that induced the other Party to sign this document. Modifications to this AGREEMENT shall be in the form of a written amendment executed by authorized representatives of the Parties to be bound.
19. Governing Law; Venue and Severability. This AGREEMENT shall be governed by, and be construed in accordance with, the laws of the State of California. Venue shall be in Riverside County. If any portion of this AGREEMENT is found to be unenforceable by a court of law with appropriate jurisdiction, the remainder of the AGREEMENT shall be severable and survive as binding on the Parties.
20. Attorneys’ and Other Fees. If any legal action is initiated for the enforcement/interpretation of this AGREEMENT, or because of any alleged dispute, breach, default or misrepresentation in connection with any of the provisions of this AGREEMENT, the successful or prevailing party shall be entitled to recover reasonable attorneys’ fees, witness fees and other costs incurred in that action or proceeding, in addition to any other relief to which it may be entitled as determined by a court of law or appointed decider under alternative legal proceedings.
21. No Third Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties.
22. Section Headings and Interpretation. The section headings contained herein are for convenience only and shall not affect in any way the interpretation of any of the provisions contained herein. The AGREEMENT shall not be interpreted as being drafted by any Party or its counsel.
23. No Waiver. Failure of RCTC to insist on any one occasion upon strict compliance with any of the terms, covenants or conditions in this AGREEMENT shall not be deemed a waiver of such term, covenant or condition, nor shall any waiver or relinquishment of any rights or 17336.00005\43911910
9 powers hereunder at any one time or more times be deemed a waiver or relinquishment of such other right or power provided under applicable law.
24. Time of Essence. Time is of the essence for each and every provision of this AGREEMENT.
25. Counterparts. This AGREEMENT may be executed in any number of counterparts, each of which shall be deemed to be an original, but all which together will constitute but one agreement.
26. Form of Signatures. A manually signed copy of this Agreement which is transmitted by facsimile, email or other means of electronic transmission shall be deemed to have the same legal effect as delivery of an original executed copy of this Agreement for all purposes. This Agreement may be signed using an electronic signature.
27. Survival. All rights and obligations under this AGREEMENT that by their nature are to continue after any expiration or termination of this AGREEMENT shall survive any such expiration or termination.
[SIGNATURES ON NEXT PAGE]
17336.00005\43911910
10 SIGNATURE PAGE
TO
AGREEMENT NO. 25-62-130-00
RIVERSIDE COUNTY TRANSPORTATION COMMISSION
AGREEMENT FOR FUNDING UNDER SB 821 BICYCLE AND PEDESTRIAN
FACILITIES PROGRAM
IN WITNESS WHEREOF, the Parties have caused this AGREEMENT to be signed by their duly authorized representatives as of the Effective Date.
RCTC
By:____________________________
Aaron Hake, Executive Director
RECIPIENT
CITY OF CATHEDRAL CITY
By:____________________________
Name: _________________________
Title: __________________________
APPROVED AS TO FORM
Best, Best & Krieger LLP
By: _________________________
General Counsel to RCTC
APPROVED AS TO FORM
By: _____________________________
Name: ___________________________
Title: ____________________________
17336.00005\43911910
17336.00005\43911910
Charles P. McClendon
Eric S. Vail
City Attorney
City Manager
Attachment 1
ATTACHMENT 1
(RECIPIENT APPLICATION FOR FUNDING)
17336.00005\43911910
Questionnaire Tab
Email address: [email protected]
Project Name: Avenida Maravilla Active Transportation Improvements Has this Project been previously awarded in a past SB 821 Cycle? No
Yes, in 19-20 FY Cycle
Yes, in 21-22 FY Cycle
Yes, in 23-24 FY Cycle
Lead Agency: Cathedral City
Memorandum of Understanding
By October 1, 2025, awardees will execute the Project MOU with the Commission. To streamline the process, please provide the name and contact information or the individual who will be the signatory on the MOU.
This is typically the City Manager, City Engineer, or Public Works Director.
MOU Signatory *
Armando Baldizzone
Title: *
City Engineer
Email address: *
[email protected]
Project Contact Person
Provide contact information for Project's contact person. This could be the Public Works Director, the Project Manager, or other City/County Staff.
Project Contact is the same as current user
Project Contact Person: *
Armando Baldizzone
Title: *
City Engineer
Email address: *
[email protected]
Phone Number: *
(760) 770-0329
Project Overview
Project Type (check all that apply) *
Bicycle Project Pedestrian Project Multi-use Trail Project Non-Infrastructure/Plan Project Locate in a Disadvantage Community, per SB-535? * Yes
No
Partial
Does the proposed project include any of the following (check all that apply)? * Curb
Gutter
Driveway Ramp
Project does not include any of the above
Is the benefit provided for the exclusive use of bicyclist/pedestrian? * Yes No
Project Application Tab
Project Number: 000241 Agency: Cathedral
City
Project Type: Bicycle Project, Pedestrian Project
Project Name: Avenida Maravilla Active
Transportation Improvements
Status: Submitted To RCTC
A. Scope of Work (500 Characters)
The project will install Class III bike sharrows, missing crosswalks, ADA-compliant curb ramps, and speed feedback signs along Avenida Maravill a from Ramon Road to north of Vista Chino. Improvements address safety gaps for pedestrians and cyclists, support multimodal connectivity, a nd enhance access to schools, parks, transit, and commercial areas in a densely populated community.
B. Funding
Enter the project costs for PA/ED, PS&E, ROW, Construction and Local Match in the fields provided below. The gray fields contain formulas that will calculate the Total Project Cost, SB 821 Request, and the Percentage Splits. 10% Programming Cap: $727,986.30
PA & ED:
3,600.00
PS & E:
78,000.00
ROW:
0.00 Construction:
737,973.60
Administration:
12,000.00
Total Project
Cost:
831,573.60
20% Programming Cap: $1,455,972.60
Agency Split %
Local Match:
415,786.80 50%
SB 821
Request: 415,786.80 50%
100%
RCTC Split %
Local Match:
415,786.80 50%
SB 821
Request: 415,786.80 50%
100%
C. Schedule
For completed phases, provide supporting documentation such as copies of environmental clearance, title sheet of 100% plans with engineer’s stamp, or right of way clearance and attach in section J.
Start End
PA & ED: 10/01/2025 03/31/2026
PS & E: 11/03/2025 05/29/2026
ROW: / / / /
Construction: 07/06/2026 12/31/2026
Close out: 01/01/2027 03/31/2027
D. Project Background & Project Description
Describe the project background and the existing conditions of the larger project area and or project vicinity.
Discussion can include background information on current roadway configuration, missing bike and pedestrian facilities, and importance of project to local active transportation users. If possible, upload photographs of existing conditions.
Describe the project in its entirety. Include the purpose and need, benefit, and location of the project. Provide a map showing existing and proposed project improvements. If available, upload typical cross-sections showing vehicular lane widths, active transportation facilities width, and any landscaping or lighting features in section J.
The proposed project is located along Avenida Maravilla, a north-south collector road in Cathedral City, spanning from Ramon Road to approxi mately 750 feet north of Vista Chino. The corridor is a two-lane roadway with a centerline and posted speed limit of 25 mph, with 24-hour directio nal traffic volumes averaging 2,600 vehicles. The corridor features on-street parking on both sides and is surrounded by single-family residential neighborhoods. North of Vista Chino, a short segment includes a center median separating traffic directions.
The corridor serves as a critical connector for local residents accessing Ramon Road, a designated community commercial corridor. It also provi des direct access to Panorama Park and Pasada Parkette, which are popular destinations for families, children, and seniors. Despite the corrido r’s importance, it lacks basic bicycle and pedestrian infrastructure. Currently, the corridor lacks bicycle facilities, has missing crosswalks at key l ocations, and includes several locations without ADA-compliant curb ramps—conditions that leave active transportation users both vulnerable and underserved.
This segment lies within one of Cathedral City’s most densely populated areas, as identified in the Cathedral City Active Transportation Plan. By 2 030, the population density in the project area—particularly north of 30th Avenue—is expected to increase significantly, reaching 8,500 to 15,000 r esidents per square mile. Employment density in the surrounding area is also projected to exceed 3,000 jobs per square mile, particularly east of Avenida Maravilla and west of Date Palm Drive, between Ramon Road and 30th Avenue.
The corridor has also experienced multiple bicycle and pedestrian-related collisions over the past decade, including five involving bicyclists (one severe injury) and one fatal pedestrian collision (Collision details are attached in Section J). Field observations confirm frequent bicycle use alon g the corridor, despite the absence of dedicated facilities.
In response to these safety concerns and projected population growth, the proposed project includes:
• Installation of Class III bike facilities (sharrows) along the length of the corridor as identified in the Cathedral City Active Transportation Plan • New/ high visibility marked crosswalks at key intersections • Upgrading existing curb ramps at key intersections to meet ADA standards • Installation of speed feedback signs to calm traffic and reinforce compliance with the posted speed limit These improvements will create a safer, more accessible corridor for bicyclists and pedestrians of all ages and abilities.
Extensive community engagement was conducted during the development of the Active Transportation Plan (December 2021 – May 2022). The s urvey collected feedback from residents—many of whom live along Avenida Maravilla—highlighting the need for improved crosswalks, ADA acce ssibility, reduced vehicle speeds, and safer separation between users. The feedback demonstrated strong community support for the proposed improvements.
An exhibit of the proposed improvements including pedestrian and bicycle infrastructure, and traffic calming elements, is included in Section J.
E. Destinations Served (2 points for each destination served, max 14 points) Briefly summarize and list all the types of destinations served by the proposed project. Provide a project vicinity map identifying all the destination types served by the proposed project within a 1/2 mile or a 1-mile radius. Destination types are schools or higher education facilities, commercial centers, municipal or any other civic centers, medical facilities, restaurants and recreational centers.
For pedestrian projects, each type of destination needs to be within 1/2 mile radius to be eligible. For bicycle or multiuse trail projects, each type of destination needs to be within a 1-mile radius. Each destination type served will receive 2 points.
On the map, provide a 1/2 mile buffer or a 1-mile buffer surrounding the project site. Maps without the marked buffer will receive half of its eligible points.
The proposed project corridor along Avenida Maravilla directly connects residents to a diverse and high concentration of key destinations within a 1-mile radius. As shown in the vicinity map and list of destinations (included in Section J), the project provides access to nearly 100 essential de stinations, supporting daily needs and community well-being.
Within the project’s 1-mile influence area, the following types of destinations are served:
• Schools: Three elementary schools, one daycare center, one middle school, and one high school are located within biking and walking distan ce, supporting safe routes for students.
• Medical Facilities: Several clinics and healthcare providers are accessible from the corridor. • Commercial Centers: The project terminates at Ramon Road, a major commercial corridor, providing direct access to grocery stores, retail, r estaurants, and service-based businesses.
• Civic and Community Centers: Churches and other community gathering spaces are located along or near the corridor, serving as key socia l and civic nodes.
• Parks and Recreational Facilities: The corridor provides access within a mile to five parks such as Panorama Park and La Pasada Parkette, t wo highly used recreational areas along the project corridor. • Accommodation Services: Some hotels and hospitality establishments fall within the buffer, supporting local economic activity and tourism a ccess.
Importantly, Ramon Road—which intersects the southern end of the corridor, is a designated commercial corridor that draws significant daily fo ot and bicycle traffic from the surrounding neighborhoods. Enhancing active transportation infrastructure along Avenida Maravilla will create a s afer, more accessible, and connected route for residents and visitors to reach these destinations without relying on automobiles.
By providing safe and equitable access to this wide range of destination types, the project supports mobility, health, and community engageme nt in one of the city's most densely populated areas. A vicinity map with the required 1-mile buffer clearly identifying all key destinations has been included in Section J.
F. Safety (max 15 points)
Describe the extent to which the proposed project will increase safety for the non‐motorized public or how the project will reduce the number of non‐motorized fatalities and serious injuries.
Points (5) will be given on the severity of the existing safety hazard at the project location to demonstrate project need.
Include information about project characteristics such as: no existing shoulder within project limits, no existing/planned sidewalk or bikeway adjacent to the project, etc. Applicants may wish to consider including documented pedestrian/bicycle collision or injury history, most current and valid 85th percentile speed of motorized traffic in project limits, photos of existing safety hazards the project will address, existing pedestrian/bicycle traffic counts, student attendance figures for school served by project. Additionally generate a collision heat map for the project site using collision data from the last ten years. Heat map can be generated using the ATP Maps & Summary interface from TIMS (https://tims.berkeley.edu/) or Crossroads. Upload map in section J.
Points (5) will be given for safety countermeasures or safety enhancement features included in the project scope. Provide an explanation of how each countermeasure will improve safety for bicyclists and pedestrians.
Examples of acceptable safety countermeasures and enhancements include rectangular rapid flashing beacons, bicycle boxes, and curb extensions. (see https://safety.fhwa.dot.gov/provencountermeasures/). The use of countermeasures not appearing on the FHWA list of proven countermeasures must include a detailed description of why the countermeasure is needed and how it will improve safety for non‐motorized travel.
Points (5) will be given based on the potential of the proposed project to provide safety benefits to the non-motorized public. Applicant should draw from responses in the prior safety sections. Discuss the considerations made when evaluating and determining the type of bicycle or pedestrian facility for the project corridor. Why was Class I selected over Class IV, why was Class II considered over Class III?
The proposed improvements along Avenida Maravilla will significantly enhance safety for pedestrians and bicyclists by addressing existing infra structure gaps, implementing proven safety countermeasures, and improving conditions for transit-dependent populations in Cathedral City. T he project is designed to reduce the risk of severe injuries and fatalities and support safe access to schools, parks, and transit.
Existing Safety Hazards and Demonstrated Need
The Avenida Maravilla corridor currently lacks dedicated bicycle facilities and has substantial deficiencies in pedestrian infrastructure. Several i ntersections with marked crosswalks are missing ADA-compliant curb ramps, and major intersections such as Avenida Maravilla and 30th Stre et lack any crosswalks. There are also gaps in the pedestrian network adjacent to key destinations such as Panorama Park at the intersection of Avenida Maravilla with Tachevah Drive and Peladora Road.
Although the posted speed limit is 25 mph, recent speed radar data shows that the 85th percentile speed is 35 mph in both the northbound and southbound directions—posing serious risks to pedestrians and bicyclists.
Collision data from the SWITRS database (past 10 years) reveals:
• Five bicycle-involved collisions, including one severe injury at Avenida Maravilla and Empalmo Road (2013) • One fatal pedestrian collision at Ramon Road and Avenida Maravilla (2018), a hit-and-run crash Despite these safety concerns, field observations confirm the presence of bicyclists using the corridor. Given the high 85th percentile speeds, this exposure places riders and pedestrians at elevated risk for severe or fatal collisions.
Moreover, the corridor is surrounded by residential neighborhoods, many of which are households without access to a private vehicle. Walking, bi king, and public transit are primary modes of transportation for many residents. It is therefore essential to provide safe, connected, and accessi ble active transportation infrastructure along the corridor to reach key destinations as identified within a one-mile radius—including schools, par ks, and transit stops directly on Avenida Maravilla.
Safety Countermeasures and Enhancements
As part of this project, the City of Cathedral City proposes the following safety measures:
• Installation of ADA-compliant curb ramps at existing marked crosswalks and major intersections • Installing crosswalks to improve pedestrian visibility at key intersections • Speed feedback signs to reduce vehicle speeds along the corridor • Class III bike sharrows and signages, consistent with the City’s Active Transportation Plan These countermeasures are either on the FHWA list of proven safety countermeasures or supported by federal safety research. According to the FHWA Speed Management Guidebook, speed feedback signs can reduce vehicle speeds by 2–10 mph, especially near high pedestrian activity a reas such as school zones and parks. These signs alert drivers of their current speed and promote compliance with posted limits. In this project, speed feedback signs will be strategically placed before high pedestrian areas like parks to maximize impact.
Project Corridor’s Bicycle Facility Selection and Future Network Integration Per the City’s Active Transportation Plan, Avenida Maravilla is designated as a Class III bicycle facility. The current conditions support this design ation:
• Posted speed limit: 25 mph
• Average Daily Traffic (ADT): ~2,600 vehicles/day
• Street classification: Two-lane collector
Due to roadway width limitations and on-street parking on both sides of the corridor, the corridor cannot accommodate more advanced facilitie s such as Class II, Buffered Class II, or Class IV protected lanes. Furthermore, MUTCD Section 9C discourages sharrows on roadways with speed li mits above 35 mph. The FHWA Separated Bike Lane Planning and Design Guide and NACTO Urban Bikeway Design Guide also recommend sharr ows only on low-speed, low-volume roads (ADT under 3,000–4,000 vehicles/day).
While the corridor’s posted speed and ADT support Class III installation, the observed 85th percentile speeds (35 mph) above the posted limit ar e a concern. The project addresses this by incorporating speed feedback signs to slow vehicles and make sharrows more appropriate.
Avenida Maravilla is also a key north-south backbone in the City’s bicycle network. Cathedral City Active Transportation Plan has designated thi s corridor as Class III bike facilities. Installing Class III sharrows here will help complete the citywide bike network, improving connectivity between multiple planned and existing routes:
• Existing Class II facilities on Vista Chino and 30th Street • Planned Class III routes on Tachevah Drive and Baristo Road • Planned Class IV protected bike lanes on Ramon Road, a major commercial corridor south of the project site The proposed project plays a vital role in connecting these facilities and supporting regional active transportation goals.
School Access and Vulnerable Road Users
Within one mile of the corridor are multiple schools, with high numbers of students walking or biking:
• Landau Elementary School – 608 students
• Mt. San Jacinto High School – 426 students
• Sunny Sands Elementary School – 721 students
• Rio Vista Elementary School – 690 students
• James Workman Middle School – 1,028 students
• First School Daycare Center – 91 students
The corridor improvements will directly benefit school-age children, one of the most vulnerable user groups. By enhancing pedestrian crossings and slowing traffic, the project supports Safe Routes to School goals and provides safe first/last mile access to multiple transit stops.
Environmental Justice and CalEnviroScreen Indicators
The corridor spans five census tracts and performs poorly in terms of health and economic indicators • 46th percentile for asthma
• 65th percentile for cardiovascular disease
• 69th percentile for poverty
• 59th percentile for unemployment
These indicators highlight significant health and economic burdens. Residents are more likely to rely on walking, biking, and transit due to econo mic barriers to vehicle ownership. According to the City’s Active Transportation Plan, transportation equity and environmental justice are central goals. These populations, often without access to a vehicle, must walk, bike, or use public transit—yet they do so in environments lacking safe an d standard infrastructure.
SCAG’s Environmental Justice map confirms that the entire area surrounding the corridor is classified as an Environmental Justice Area, with hig her concentrations of low-income and minority households compared to the broader SCAG region. This designation, shown in the Environmental Justice Exhibit (Section J), supports the urgency of equitable infrastructure investment.
Furthermore, the northern segment of the corridor (north of Vista Chino) overlaps with tribal lands classified as SB 535 Disadvantaged Communi Justice Exhibit (Section J), supports the urgency of equitable infrastructure investment.
Furthermore, the northern segment of the corridor (north of Vista Chino) overlaps with tribal lands classified as SB 535 Disadvantaged Communi ties. While the entire corridor is not within these areas, its proximity underscores the regional equity need for safe, multimodal infrastructure.
Given the severity of existing concerns as described, bike and pedestrian collision history, proximity to schools and many key destinations, and e quity considerations, the City of Cathedral City prioritizes this project to enhance safety and connectivity for all residents—particularly school chil dren, seniors, and low-income populations.
By installing ADA-compliant ramps, missing crosswalks, speed feedback signs, and bike sharrows, this project will directly reduce pedestrian an d cyclist injury risks and enhance active transportation options in a high-need community.
Attachments—including collision heat maps, speed and ADT data, school data, environmental justice exhibits, CalEnviroScreen data, and Active Transportation Plan references—are included in Section J.
G. Multimodal Access (1 point each, max 6 points)
In a project vicinity map, identify all the bus routes, Metrolink stations, park-and-ride facilities, bicycle lanes, sidewalks or crosswalks improved by the proposed project within a 1/2 mile or a 1-mile radius.
For pedestrian projects, these amenities need to be within 1/2 mile radius to be eligible. For bicycle or multi-use trail projects, amenities need to be within a 1-mile radius. Each amenity will receive 1 point.
On the map, provide a 1/2 mile buffer or a 1-mile buffer surrounding the project site. Maps without the marked buffer will receive half of its eligible points. Upload map in section J.
Below, discuss how the project along with its nearby amenities encourage multi-modalism. Briefly summarize and list all the bus stops, Metrolink Stations, park-and-ride facilities, missing bicycle or sidewalks, or crosswalks enhanced by the proposed project and indicate if the items are existing or planned.
The proposed project significantly enhances multimodal connectivity within Cathedral City by improving non-motorized access to transit infrast ructure, pedestrian amenities, and the city’s active transportation network.
The project corridor lies along SunLine Transit Route 4, which runs between Palm Desert Mall and Palm Springs. There are five existing bus stops d irectly on the project corridor—at Vista Chino, Risueno Road, and Tachevah Drive—providing convenient access to transit for nearby residents. In total, 28 bus stops are located within a one-mile radius of the project, served by Routes 2 and 4, both of which offer regional connectivity (see att achment in Section J for mapped stops and routes).
The proposed improvements will greatly enhance first- and last-mile connectivity for pedestrians and cyclists, especially those relying on transit services in this area.
In addition, Avenida Maravilla functions as a key north-south spine in the City’s bicycle network, and this project plays a crucial role in filling a ga p in the network by installing Class III sharrows. This segment will improve safe bicycle travel and link surrounding bike facilities, including:
• Existing Class II routes on Vista Chino and 30th Street • Planned Class III facilities on Tachevah Drive and Baristo Road • Planned Class IV protected bike lanes on Ramon Road, the major commercial corridor just south of the project corridor By completing this missing link, the project helps integrate local bike infrastructure with citywide active transportation plans.
In summary, the project enhances multimodal access by:
• Improving pedestrian safety and ADA accessibility
• Expanding safe bicycle routes that connect existing and planned bike facilities • Facilitating safe, convenient access to numerous bus stops along Routes 2 and 4 • Supporting first/last-mile transit connectivity for people who walk or bike These improvements are especially critical in a community where many residents rely on active transportation modes. The multimodal nature of the corridor’s upgrades ensures it serves a diverse range of mobility needs, promoting a safer, more inclusive transportation network.
H. Matching Funds (max 10 points)
10% Programming Cap: $727,986.30
Agency
Local Match:
415,786.80
SB 821 Request: 415,786.80
20% Programming Cap:
$1,455,972.60
Split % Match Points
50% 10.00
50%
100%
Match % Points
50% 10
45% 9
40% 8
35% 7
30% 6
25% 5
20% 4
15% 3
10% 2
5% 1
0% 0
I. Population Equity (max 5 points)
Agency: Cathedral City Population Equity Points
0.00 J. Attachments
Upload attachments indicated from previous sections.
Title Document Type
5_Commitment to Local Match_Avenida Maravilla.pdf Commitment to Local Match Bus Stops Exhibit.pdf Multimodal Access Project Map
Bike Network Exhibit -Cathedral City ATP.pdf Multimodal Access Project Map Destination Served Exhibit.pdf Destinations Served Project Map ADT & Speed Data.pdf Project Background & Project Description Map Avenida Maravilla Improvements Exhibit.pdf Project Background & Project Description Map CalEnviroScreen- Avenida Maravilla.pdf Project Background & Project Description Map Environmental Justice Areas - Cathedral City ATP.pdf Project Background & Project Description Map Existing Photos.pdf Project Background & Project Description Map Population & Employment ATP Maps.pdf Project Background & Project Description Map Project Location Map.pdf Project Background & Project Description Map Safety Improvements Survey Results ATP Map.pdf Project Background & Project Description Map SB 535 Disadvantaged Communities 2022.pdf Project Background & Project Description Map Sunline Bus System Exhibit.pdf Multimodal Access Project Map 10 Year SWTRS Collisions.pdf Safety Project Map
Cost Estimate.pdf Project's Engineers Estimate
K. Certification
I certify that the information presented herein is complete and accurate.
Name: Andrew Lee
Date: 04/24/2025
Title: Senior Management Analyst
68700 Avenida Lalo Guerrero | Cathedral City | California | 92234 www.cathedralcity.gov
April 24, 2025
Riverside County Transportation Commission
Attn: Jenny Chan
4080 Lemon St, 3rd Floor
Riverside, CA 92502
Subject: Commitment to Local Match for TDA Article 3 (SB 821) Avenida Maravilla Class III Bike Routes Grant Application
Dear Riverside County Transportation Commission,
This letter serves as formal confirmation of the City of Cathedral City’s commitment to contribute fifty percent (50%) of the total project cost as local matching funds for the Avenida Maravilla Class III Bike Route project. The City will allocate these funds from the Traffic Safety Fund, the Assessment District Fund, and the General Fund. The proposed project provides an important opportunity to improve the City’s bicycle network connectivity and roadway safety, particularly for vulnerable users such as school-aged children and seniors. Additionally, it supports the City’s ongoing efforts to expand access to alternative modes of transportation and promote sustainable mobility options.
Cathedral City appreciates the opportunity to apply for TDA Article 3 (SB 821) program funding.
Should you have any questions regarding this letter of commitment, please do not hesitate to contact me at (760) 770-0329 or at [email protected]. Thank you for your consideration.
Sincerely,
Armando J. Garcia Baldizzone, P.E.
City Engineer
Cathedral City
Tachevah Dr
Vista Chino Vista Chino
Varner Rd
30th Ave 30th Ave
Verona Rd
Date Palm Dr Date Palm Dr
Avenida Maravilla
Avenida Maravilla
Cathedral Canyon Dr
Landau Blvd Landau Blvd
Whispering Palms Trail Whispering Palms Trail
Date Palm Dr
Baristo Rd Baristo Rd
Ramon Rd Ramon Rd Ramon Rd
33rd Ave
Ortega Rd
Dinah Shore Dr Dinah Shore D
Dave Kelley RdVaquero Rd
Plumley Rd
Ramon Rd
New Sidewalk
New & Improved Crosswalk
Improved Bus Shelter
Leading Pedestrian Interval
Traffic Calming
New Lighting
New Shade
New Public Art
All Pedestrian Projects
PEDESTRIAN PROJECTS
New Gateway Sign
New Ped/Bike Directional Sign
New Kiosk
All Wayfinding Projects
WAYFINDING PROJECTS
Run Loop
Bike Loop
BIKE/RUN EVENT LOOPS
Class I Off-Street Bike Path
Class II Striped Lane
Class III Bike Boulevard
Class IV Protected Lane
Bicycle Parking
Bicycle-Friendly Intersection
All Bicycle Projects
BICYCLE PROJECTS
PROJECT LOCATION
Bike Lanes Map
1 PROJECT LOCATION
3 2
4 5
6 7
8 9
10 11 12 13 14 15 161718 19 20 21 22 23 24 25 26 28 27 29 30 31 33 32 34 36 353738 39 40 44 42 43 41 454647 48 49 50 40a 34a 51 52 53 56 55 57 5859 60 61 62 63 6465 66 72 69 67 70 74 73 71 68 75 79 78 77 76 83 82 81 80 84 85 8687 8889 90 91 92 93 94 95 96 96 Destination Exhibit and List 24 James Workman Middle School 2 GiGi's Crepes Waffles & Juices 26 Rio Vista Elementary School 3 Jack in the Box
29 Lundau elementary School 4 CVS
31 Sunny Sands Elementary School 5 El Asado Mexican Grill & Meat Market 32 First School - Day Care Center 6 La Michoacana Ice Cream Parlor 36 Mt San Jacinto High School 7 Quick Quack Car Wash
8 Plaza Rio Vista Shopping Mall
9 Starbucks
34a Dental & Lab 11 Desert Princess Golf Course
35 DaVita Dialysis Center 12 Charles Moore Tennis Academy 40a Dental Clinic / Urgent Care 13 Chelo's Burgers / Arco Gas Station 48 Dental Office 14 Dairy Queen Grill & Chill
49 Dental Office 15 Subway Sandwich
67 Precision Dentistry 16 Desert Promotional-Embroidery 70 Southwest Dental 17 Personalized Property Management 18 Mobil Gas Station
19 Kangaroo Food Mart / Gas Station
30 Salvation Army Non-profit Organization 21 Walgreens Drug Store 51 United States Postal Service 22 Grocery Outlet
65 Fire Station 27 Cimarron Golf Resort
89 Boys & Girls Club / Food Distribution Center 33 Dollar Tree 34 Sonic / Bank / Cleaners / Nail Salon
Hotel / Motel / Inn / Resort 37 Big 5 Sporting Goods / T-Mobile 10 28
Double Tree Hilton Hotel
Homewood Suites by Hilton
38 Baskin-Robbins / Habit Burger Grill / McDonald's / Skyblue Water / CVS Drug Store / Taco Bell / Beauty Supply / Round Table Pizza / Harbor Freight / UPS Store / Car Wash / Chinese Food / Mexican Food / Circle K Gas Station 39 Starbucks / Burger King / Bank / Subway / Del Taco / Juan Pollo / O'reilly Auto Parts
40 Tire Shop / Convenience Store & Gas Station / Bank / KFC / Spa / Tax Service / Stater Bros. Market / Sushi / Latin American Food / Mexican food / Rite Aid Pharmacy / Pacific Stereo / Car title Loans / La Michoacana Ice Cream / Carl's Jr
41 Distribution Center
42 Self Storage
43 Applebee's Grill & Bar
44 Beauty Salon
45 Auto Zone / Hair Salon / Mr Mango Juice
46 Rancho Vista Plaza / El Portal Mexican Restaurant
47 Café / Henry's Bar & Grill / El Pollo Loco / Massage / Hair Salon 50 Chuck's Automotive
52 Tower Market & Gas Station
53 Music & Talk Radio Stations
56 7-Eleven Convenience Store
60 Stonewall Pharmacy / Health Spa / BBQ & Brews
61 Mobile Phone Shop / Ice Cream & Donuts / Karate
62 Tanning Salon / Smoke Shop
63 Wienerschnitzel Fast Food
64 International Motors / Jiffy Lube
66 Car Wash / George's Bar & Grill
68 Quick tax
69 Law Office / Insurance Service / Spa / Cannabis Club 70 Calibugs Termite & Pest Control
Commercial Centers
Destinations Served
Schools
Medical Facilities
Public Agencies/Utilities
Parks
1 La Pasada Parkette
25 Dennis Keat Soccer Park
57 Ocotillo Park & Skate Park
94 Panorama Park
96 Verano Swimming Pool
20 Thousand Palms Church
23 Northgate Community Church
55 Calvary Christian Center
58 Palm Springs Church of the Nazarene
59 The Spring Assemblies of God Church
87 All Soul's Church
93 Church of Christ East Palm
95 Kingdom Hall of Jehovah's Witnesses
96 Bible Baptist Church
Churches
72 Auto Center (Tint, Detailing & Smog)
73 Auto Care / Tire Shop / Barber / Foreign Car Services 74 Quick Quack Car Wash
75 Landscape Supply Store / UPS Access Point
76 AMPM Convenience Store / Arco Gas Station
77 76 Gas Station / Convenience Store
78 Tobacco Shop / Boost Mobile / Ice Cream / Auto Repair / Smog Check / Auto Dealer
79 Rancho Markets / Travel Services / Liquor Store / Panaderia Restaurant 80 Circle K Convenience Store / Tire Shop
81 Firestone Complete Auto Care
82 Tattoo Shop / Hair Salon
83 Car Rental / Liquor Store / Boy's Hamburgers / Fitness Studio / Realty / Laundromat / Shoe Repair / Pool Hall / Sushi / Guatemala Grill / Monarca Mexican Restaurant / Salvadorian Food / Tobacco Shop / Veterinary Clinic Chevron Gas Station
84 Cluckin Bun Fried Chicken / Cannabis / Bowling Supply Shop / Bowling Alley 85 U-Haul & Storage Facility
86 Auto Repair / Convenience Store / Barber / Auto Detail Supplies 88 Construction Supply / T-Mobile
90 Auto Repair / Barber Shop / Insurance Agency
91 Foam Roofing Services
92 Auto Repair Shop / Mexican Grocery / Jim's Auto Repair / Print Shop / Car Title Loans / Tire Shop / Liquor & Deli / Mexican Restaurant MPH Vehicles Surveyed TOT.
Speed NB SB VEH. Location: Avenida Maravilla
55 0 0 55 0
54 0 0 54 0
53 0 0 53 0 Between: 30th Avenue - McCallum Way
52 0 0 52 0
51 0 0 51 0
50 0 0 50 0 Weather: Clear
49 0 0 49 0
48 0 0 48 0
47 0 0 47 0 Date:
46 0 0 46 0
45 0 0 45 0
44 0 0 44 0 Time
43 0 0 43 0 From: 9:55
42 0 0 42 0
41 0 0 41 0 Time
40 1 0 40 X 1 To: 10:25
39 0 1 39 X 1
38 1 0 38 X 1 Existing
37 0 2 37 X X 2 Speed Limit: 25 MPH
36 1 4 36 X X X X X 5
35 1 0 35 X 1
34 2 2 34 X X X X 4 *
33 3 4 33 X X X X X X X 7 *
32 4 2 32 X X X X X X 6 *
31 5 8 31 X X X X X X X X X X X X X 13 P Northbound Southbound Combined Statistics 30 5 1 30 X X X X X X 6 A % Over Pace: 8% 18% 11%
29 5 4 29 X X X X X X X X X 9 C
28 8 4 28 X X X X X X X X X X X X 12 E % In Pace: 90% 80% 84% 27 4 7 27 X X X X X X X X X X X 11 *
26 6 1 26 X X X X X X X 7 * % Under Pace: 2% 2% 5%
25 3 6 25 X X X X X X X X X 9 *
24 0 3 24 X X X 3 Average Speed: 30 MPH 30 MPH 30 MPH
23 1 1 23 X X 2
22 0 0 22 0 Pace Speed: 25 - 34 MPH 24 - 33 MPH 25 - 34 MPH 21 0 0 21 0
20 0 0 20 0
19 0 0 19 0 15th Percentile / Critical Speed: 26 MPH 25 MPH 26 MPH 18 0 0 18 0
17 0 0 17 0 50th Percentile / Critical Speed: 29 MPH 29 MPH 29 MPH 16 0 0 16 0
15 0 0 15 0 85th Percentile / Critical Speed: 33 MPH 34 MPH 33 MPH 14 0 0 14 0
13 0 0 13 0
12 0 0 12 0
11 0 0 11 0
10 0 0 10 0
9 0 0 9 0
8 0 0 8 0
7 0 0 7 0
6 0 0 6 0
5 0 0 5 0
Total 50 50 GRAND TOTALS 100
Corona, CA 92880
T 951-268-6268 F 951-268-6267
Northbound Southbound
City of Cathedral City
Radar Speed Survey
Radar Survey Conducted By:
Counts Unlimited, Inc.
PO Box 1178
1/21/25
MPH Vehicles Surveyed TOT.
Speed NB SB VEH. Location: Avenida Maravilla
55 0 0 55 0
54 0 0 54 0
53 0 0 53 0 Between: McCallum Way - Ramon Road
52 0 0 52 0
51 0 0 51 0
50 0 0 50 0 Weather: Clear
49 0 0 49 0
48 0 0 48 0
47 0 0 47 0 Date:
46 0 0 46 0
45 0 0 45 0
44 0 0 44 0 Time
43 1 1 43 X X 2 From: 10:25
42 2 1 42 X X X 3
41 0 0 41 0 Time
40 1 0 40 X 1 To: 11:10
39 1 2 39 X X X 3
38 2 2 38 X X X X 4 Existing
37 2 0 37 X X 2 Speed Limit: 25 MPH
36 2 1 36 X X X 3
35 4 1 35 X X X X X 5
34 4 3 34 X X X X X X X 7 *
33 3 6 33 X X X X X X X X X 9 *
32 1 6 32 X X X X X X X 7 *
31 5 4 31 X X X X X X X X X 9 P Northbound Southbound Combined Statistics 30 8 2 30 X X X X X X X X X X 10 A % Over Pace: 22% 16% 23% 29 3 6 29 X X X X X X X X X 9 C
28 3 4 28 X X X X X X X 7 E % In Pace: 72% 80% 73%
27 1 3 27 X X X X 4 *
26 4 1 26 X X X X X 5 * % Under Pace: 6% 4% 4%
25 1 5 25 X X X X X X 6 *
24 0 1 24 X 1 Average Speed: 32 MPH 31 MPH 32 MPH
23 1 0 23 X 1
22 1 0 22 X 1 Pace Speed: 26 - 35 MPH 25 - 34 MPH 25 - 34 MPH 21 0 1 21 X 1
20 0 0 20 0
19 0 0 19 0 15th Percentile / Critical Speed: 27 MPH 26 MPH 26 MPH 18 0 0 18 0
17 0 0 17 0 50th Percentile / Critical Speed: 31 MPH 31 MPH 31 MPH 16 0 0 16 0
15 0 0 15 0 85th Percentile / Critical Speed: 37 MPH 35 MPH 37 MPH 14 0 0 14 0
13 0 0 13 0
12 0 0 12 0
11 0 0 11 0
10 0 0 10 0
9 0 0 9 0
8 0 0 8 0
7 0 0 7 0
6 0 0 6 0
5 0 0 5 0
Total 50 50 GRAND TOTALS 100
Corona, CA 92880
T 951-268-6268 F 951-268-6267
Northbound Southbound
City of Cathedral City
Radar Speed Survey
Radar Survey Conducted By:
Counts Unlimited, Inc.
PO Box 1178
1/21/25
MPH Vehicles Surveyed TOT.
Speed NB SB VEH. Location: Avenida Maravilla
55 0 0 55 0
54 0 0 54 0
53 0 0 53 0 Between: Tachevah Drive - 30th Avenue
52 0 0 52 0
51 0 0 51 0
50 0 0 50 0 Weather: Clear
49 0 0 49 0
48 0 0 48 0
47 0 0 47 0 Date:
46 0 0 46 0
45 0 0 45 0
44 0 0 44 0 Time
43 0 0 43 0 From: 9:30
42 0 0 42 0
41 1 0 41 X 1 Time
40 0 0 40 0 To: 9:55
39 1 2 39 X X X 3
38 1 1 38 X X 2 Existing
37 6 1 37 X X X X X X X 7 Speed Limit: 25 MPH
36 1 2 36 X X X 3
35 3 1 35 X X X X 4
34 2 4 34 X X X X X X 6 *
33 4 6 33 X X X X X X X X X X 10 *
32 2 0 32 X X 2 *
31 1 2 31 X X X 3 P Northbound Southbound Combined Statistics 30 6 4 30 X X X X X X X X X X 10 A % Over Pace: 26% 14% 20% 29 3 5 29 X X X X X X X X 8 C
28 6 4 28 X X X X X X X X X X 10 E % In Pace: 70% 74% 72% 27 2 3 27 X X X X X 5 *
26 5 6 26 X X X X X X X X X X X 11 * % Under Pace: 4% 12% 8% 25 4 3 25 X X X X X X X 7 *
24 0 2 24 X X 2 Average Speed: 31 MPH 30 MPH 30 MPH
23 2 3 23 X X X X X 5
22 0 0 22 0 Pace Speed: 25 - 34 MPH 25 - 34 MPH 25 - 34 MPH 21 0 1 21 X 1
20 0 0 20 0
19 0 0 19 0 15th Percentile / Critical Speed: 26 MPH 25 MPH 25 MPH 18 0 0 18 0
17 0 0 17 0 50th Percentile / Critical Speed: 30 MPH 29 MPH 30 MPH 16 0 0 16 0
15 0 0 15 0 85th Percentile / Critical Speed: 37 MPH 34 MPH 36 MPH 14 0 0 14 0
13 0 0 13 0
12 0 0 12 0
11 0 0 11 0
10 0 0 10 0
9 0 0 9 0
8 0 0 8 0
7 0 0 7 0
6 0 0 6 0
5 0 0 5 0
Total 50 50 GRAND TOTALS 100
Corona, CA 92880
T 951-268-6268 F 951-268-6267
Northbound Southbound
City of Cathedral City
Radar Speed Survey
Radar Survey Conducted By:
Counts Unlimited, Inc.
PO Box 1178
1/21/25
MPH Vehicles Surveyed TOT.
Speed NB SB VEH. Location: Avenida Maravilla
55 0 0 55 0
54 0 0 54 0
53 0 0 53 0 Between: Vista Chino - Tachevah Drive
52 0 0 52 0
51 0 0 51 0
50 0 0 50 0 Weather: Clear
49 0 0 49 0
48 0 0 48 0
47 0 0 47 0 Date:
46 0 0 46 0
45 0 0 45 0
44 0 0 44 0 Time
43 0 0 43 0 From: 9:00
42 0 0 42 0
41 1 0 41 X 1 Time
40 1 0 40 X 1 To: 9:30
39 0 1 39 X 1
38 3 2 38 X X X X X 5 Existing
37 1 2 37 X X X 3 Speed Limit: 25 MPH
36 0 0 36 0
35 5 5 35 X X X X X X X X X X 10 *
34 1 2 34 X X X 3 *
33 0 3 33 X X X 3 *
32 4 2 32 X X X X X X 6 P
31 8 4 31 X X X X X X X X X X X X 12 A Northbound Southbound Combined Statistics 30 5 5 30 X X X X X X X X X X 10 C % Over Pace: 12% 10% 11% 29 6 8 29 X X X X X X X X X X X X X X 14 E
28 2 5 28 X X X X X X X 7 * % In Pace: 74% 76% 75%
27 4 2 27 X X X X X X 6 *
26 2 2 26 X X X X 4 * % Under Pace: 14% 14% 14%
25 1 2 25 X X X 3
24 4 1 24 X X X X X 5 Average Speed: 30 MPH 30 MPH 30 MPH 23 0 1 23 X 1
22 1 2 22 X X X 3 Pace Speed: 26 - 35 MPH 26 - 35 MPH 26 - 35 MPH 21 1 1 21 X X 2
20 0 0 20 0
19 0 0 19 0 15th Percentile / Critical Speed: 26 MPH 26 MPH 26 MPH 18 0 0 18 0
17 0 0 17 0 50th Percentile / Critical Speed: 30 MPH 30 MPH 30 MPH 16 0 0 16 0
15 0 0 15 0 85th Percentile / Critical Speed: 35 MPH 35 MPH 35 MPH 14 0 0 14 0
13 0 0 13 0
12 0 0 12 0
11 0 0 11 0
10 0 0 10 0
9 0 0 9 0
8 0 0 8 0
7 0 0 7 0
6 0 0 6 0
5 0 0 5 0
Total 50 50 GRAND TOTALS 100
Corona, CA 92880
T 951-268-6268 F 951-268-6267
Northbound Southbound
City of Cathedral City
Radar Speed Survey
Radar Survey Conducted By:
Counts Unlimited, Inc.
PO Box 1178
1/21/25