City of Cathedral City
Emergency Operations Plan Part 1
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September 2025
SEPTEMBER 2025
City of Cathedral City
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September 2025
Portions of th e 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).
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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 ch anges 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, well - developed plans carried out by trained and knowledgeable personnel can help minimize these losses. City departments, allied agencies, non -governmental organizations, volunteer gro ups, 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
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City Attorney’s Office
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EOC (Primary)
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City Clerk’s Office
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EOC (Alternate)
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City Council
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Financial Services Department
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City Manager’s Office
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Fire Department
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Communications & Events Division
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Human Resources Division
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Community & Economic Development
Department
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Information Technology Division
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Development Services Department
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Police Department
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Engineering, Public Works & Maintenance
Department
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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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▪ 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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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 miti gate 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 5 2,000 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 1 7,000 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. It s 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
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COUNTY HAZARDS
Riverside County evaluated 24 hazards in its 2025 update to the 2023 Multi - Jurisdictional 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, multi - jurisdictional 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 t he 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 u ndergo 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 Stat e 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
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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 ; c ollection, 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 Lo cal 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 Operati ons, 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 non - essential 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 Manage r (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 A ction 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 a n 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 phase s: 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 includ ing 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 asses sment information to support a major disaster declaration request.
3.17.6 DISASTER ASSISTANCE
Federal d isaster 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 non - Stafford 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 sour ce 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 (NGO s) 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 agenci es. 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, on- scene 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 te mporarily 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 r eception 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 Director s 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 communicatio n 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 includ ing 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. T he 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 f amilies. 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 di sasters.
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, shelt er, 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 manu facturing 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 plan s, 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 suppli es 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 emerge ncy 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 multi - agency 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 (A HJ), 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 Secti on, based on the nature of the incident. DOCs maintain situational awareness and may activate independently to manage multiple incidents, under the dir ection 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 of several 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 m utual 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 disaster - impacted 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 Departmen t, 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, siren s, 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 Genasy s 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 unavailabl e, 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 ra dio 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, insurance - related 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. C ity 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, deplo yment, 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 fo r 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 just- in-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, an d 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 decision - making.
▪ 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 e valuators, 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