CATHEDRAL CITY
FIRE & EMS
ACCREDITATION
COMPLIANCE REPORT
2025
Cathedral City Fire & EMS - Accreditation Compliance Report 2025
HOW ACCREDITATION IS ACHIEVED
EXECUTIVE SUMMARY
DEPARTMENT DEMOGRAPHICS
WHY ACCREDITATION MATTERS 4
DEMOGRAPHIC HIGHLIGHTS
CORE COMPETENCIES
RECOMMENDATIONS
VERIFICATION
TABLE OF CONTENTS
Cathedral City Fire & EMS - Accreditation Compliance Report 2025 5 8
6 9
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56 A c c r e d i t a t i o n i s a n i n d e p e n d e n t , i n t e r n a t i o n a l p r o c e s s t h a t v e r i f i e s a c o m m u n i t y ’ s e m e r g e n c y s e r v i c e s a r e m e e t i n g p r o f e s s i o n a l s t a n d a r d s f o r s a f e t y , p e r f o r m a n c e , a n d a c c o u n t a b i l i t y . R a t h e r t h a n c r e a t i n g u n n e c e s s a r y w o r k , a c c r e d i t a t i o n p r o v i d e s a s t r u c t u r e d f r a m e w o r k t h a t h e l p s e n s u r e p u b l i c r e s o u r c e s a r e u s e d r e s p o n s i b l y , r i s k s a r e e v a l u a t e d o b j e c t i v e l y , a n d s e r v i c e s c o n t i n u e t o i m p r o v e o v e r t i m e .
F o r C i t y l e a d e r s h i p a n d t h e c o m m u n i t y , a c c r e d i t a t i o n o f f e r s t h r e e e s s e n t i a l b e n e f i t s :
T r a n s p a r e n c y – I n d e p e n d e n t p e e r r e v i e w c o n f i r m s h o w t h e d e p a r t m e n t p e r f o r m s a n d w h e r e i m p r o v e m e n t s a r e n e e d e d .
A c c o u n t a b i l i t y – M e a s u r a b l e s t a n d a r d s g u i d e p l a n n i n g , b u d g e t i n g , a n d o p e r a t i o n a l d e c i s i o n s .
C o n t i n u o u s I m p r o v e m e n t – A n n u a l C o m p l i a n c e R e p o r t i n g h e l p s t h e o r g a n i z a t i o n a d a p t t o c h a n g i n g r i s k s , c o m m u n i t y n e e d s , a n d b e s t p r a c t i c e s .
I n p r a c t i c a l t e r m s , a c c r e d i t a t i o n h e l p s a n s w e r f u n d a m e n t a l g o v e r n a n c e q u e s t i o n s :
A r e w e p r o v i d i n g t h e r i g h t l e v e l o f s e r v i c e ? A r e w e u s i n g p u b l i c f u n d s w i s e l y ? A r e w e p r e p a r e d f o r t h e f u t u r e ? B y m a i n t a i n i n g a c c r e d i t a t i o n , C a t h e d r a l C i t y d e m o n s t r a t e s a c o m m i t m e n t t o r e s p o n s i b l e s t e w a r d s h i p , m e a s u r a b l e p e r f o r m a n c e , a n d t h e l o n g - t e r m s a f e t y o f t h e c o m m u n i t y i t s e r v e s .
WHY ACCREDITATION MATTERS
PAGE 4
Accreditation is not a single inspection or certification. It is a multi-year process that requires the City to evaluate risk, measure performance, document outcomes, and undergo independent peer review.
In practical terms, the process includes several key steps:
Understanding Community Risk
The department analyzes population, hazards, service demand, and growth trends to determine the level of emergency services the community needs.
Evaluating Current Performance
Response times, staffing, training, equipment, prevention programs, and operational outcomes are measured against recognized national standards.
Planning for the Future
A long-range strategic plan and community risk assessment guide budgeting, staffing, facilities, and service priorities.
Independent Peer Review
Experienced fire service leaders from outside the City and State conduct an on-site assessment to verify performance, validate data, and identify opportunities for improvement.
Ongoing Accountability
Accreditation must be maintained through annual compliance reporting, continuous improvement efforts, and periodic reaccreditation reviews.
HOW ACCREDITATION IS ACHIEVED
PAGE 5
RISK
MEASURE
PLAN
REVIEW
IMPROVE
EXECUTIVE SUMMARY
PAGE 6
M a in t a in e d c o m p lia n c e a c r o s s a ll C o r e C o m p e t e n c y a r e a s , p r e s e r v in g a c c r e d it e d a g e n c y s t a t u s a n d c o m m it m e n t t o c o n t in u o u s im p r o v e m e n t .
P a r t ic ip a t e d in a n a t io n w id e in c id e n t r e p o r t in g t r a n s it io n a n d C A D s y s t e m u p g r a d e, im p r o v in g p la n n in g c a p a b ilit y , p e r fo r m a n c e m e a s u r e m e n t , a n d o p er a t io n a l d e c is io n - m a k in g .
C o m p le t e d a n d a d o p t e d t h e E m e r g e n c y O p e r a t io n s P la n (E O P ) a n d L o c a l H a z a r d M it ig a t io n P la n (L H M P ), e n h a n c in g c it y w id e p r e p a r e d n e s s , c o o r d in a t ed p la n n in g , a n d a c c r e d it a t io n a lig n m e n t .
E x p a n d e d p a r t ici p a t io n in r e g io n a l a n d m u lt i- a g e n c y t r a in in g , im p r o v in g in t e r o p e r a b ilit y , r e a d in e s s , a n d r e s p o n s e e f fe c t iv e n e s s .
In v e s t e d in N F P A - c o m p lia n t p r o t e c t iv e e q u ip m e n t a n d a d v a n c e d f ir e f ig h t e r h e a lt h , s a fe t y , a n d c a n c e r - p r e v e n t io n p r o g r a m s , im p r o v in g w o r k fo r c e p r o t ec t io n a n d lo n g - t e r m s a fe t y o u t c o m e s .
E x p a n d e d g r a n t - f u n d ed m e d ic a l e v a lu a t io n s , w e lln e s s p la n n in g , a n d s t r u c t u r e d f it n es s p r o g r a m s , s u p p o r t in g e m p lo y e e r e a d in e s s , r e c o v e r y , a n d lo n g - t e r m o r g a n iz a t io n a l s u s t a in a b ilit y .
P E N D I N G A C T I O N
I N P R O G R E S S
C O M P L E T E D
4 11 7
Recommendation Status
2025 Key Outcomes
Compliance Highlights
EXECUTIVE SUMMARY
PAGE 7
Extended protected leave within the Battalion Chief classification has temporarily limited the department’s ability to permanently fill the Council-approved Administrative Battalion Chief position responsible for health and safety oversight, risk management leadership, and community risk reduction coordination. To maintain required emergency response staffing and honor all applicable leave protections, remaining command staff have prioritized shift coverage, delaying several accreditation related matters and program responsibilities with this role.
While operational readiness remains the department’s highest priority, sustained leadership constraints directly influence the pace of accreditation compliance and strategic program development. The department will continue working with City Administration and Council to evaluate sustainable staffing solutions that preserve emergency response integrity while enabling uninterrupted advancement of accreditation objectives, program oversight, and long-term organizational effectiveness. 2026 Strategic Focus Area
Sustaining Leadership for Accreditation
3 Fire Stations
17,487,446
Fire Department Budget
52,494
City Population
21.8 Square Miles Covered
1988
Established
CLASS 2
ISO RATING
DEPARTMENT DEMOGRAPHICS
PAGE 8
75 HazardousMaterials Calls
4,963
Total TransportedPatients
6,278
EMS Incidents
5:53
AverageResponse Time
57 UniformedPersonnel
2,385
Fire Hydrants
DEMOGRAPHIC HIGHLIGHTS
PAGE 9
178
Fire Incidents
8,075
Total Incidents
CORE COMPETENCIES
Cathedral City Fire & EMS is fully compliant
with all CPSE Core Competencies
Cathedral City Fire & EMS - Accreditation Compliance Report Category 1 - Governance and Administration
Ensures the agency is legally established, responsive to evolving legalrequirements, and organizationally structured with appropriate resourcesaligned to its mission, goals, and operational complexity.
Category 2 - Assessment and Planning
Ensures the agency uses data-driven risk assessment, geographicanalysis, performance monitoring, and continuous improvementplanning to deliver consistent, reliable, and appropriately resourcedemergency services aligned with community needs.
Category 3 - Goals and Objectives
Ensures the agency maintains a current strategic plan with measurable,stakeholder-informed goals that are communicated, actively managed,and regularly evaluated to drive continuous organizational improvement.
Category 4 - Financial Resources
Ensures the agency uses structured budgeting, strategic financialalignment, independent oversight, and contingency planning to sustainservice levels and maintain long-term fiscal stability.
Category 5 - Programs
Ensures the agency delivers comprehensive, adequately staffed, andregularly evaluated emergency prevention, response, and supportprograms that address identified community risks and maintaineffective, compliant service across all operational disciplines.
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FULLY COMPLIANT
PENDING ACTION IN PROGRESS COMPLETED
CORE COMPETENCIES
Core Competencies
Category 6 - Physical Resources
Ensures the agency provides safe, compliant facilities, appropriateapparatus and equipment, and effective maintenance and safetyprograms to reliably support operational readiness and service delivery.
Category 7 - Human Resources
Ensures the agency maintains legally compliant hiring, fair andtransparent personnel policies, ethical standards, and structuredclassification and compensation systems that support an effective andaccountable workforce.
Category 8 - Training and Competency
Ensures the agency systematically identifies training needs, evaluatesindividual and team performance, provides qualified instruction andresources, and continuously reviews training programs to maintainoperational proficiency and readiness.
Category 9 - Essential Resources
Ensures the agency maintains reliable water supply, communications,administrative support, and information technology systems necessary tosustain effective emergency operations and organizational continuity.
Category 10 - External Systems Relationships
Ensures the agency maintains effective partnerships and current formalagreements that support coordinated operations, shared resources, andmission success.
Category 11 - Health and Safety
Ensures the agency provides thorough safety training, medical andfitness evaluations, and ongoing wellness program review to protectpersonnel health, provide peer support, and long-term well-being.
Cathedral City Fire & EMS is fully compliant
with all CPSE Core Competencies
PAGE 11
RECOMMENDATION 1
It is recommended the agency incorporate the
use of geographic information systems data in
its planning zone assessment.
IN PROGRESS
1 CCFE has initiated GIS integration through NERIS transition and CAD data, validated planning-zone analytics anticipated following system stabilization in 2026.
Cathedral City Fire & EMS - Accreditation Compliance Report
PENDING ACTION IN PROGRESS COMPLETED
PAGE 12
DEPARTMENT RESPONSE
Cathedral City Fire & EMS has initiated efforts to incorporate GIS- based analysis into its planning zone assessment through the recent transition to the National Emergency Response Information System (NERIS), in coordination with the Riverside County Emergency Medical Services Agency (REMSA). NERIS, “modernizes the legacy National Fire Incident Reporting System (NFIRS) into a secure, cloud-hosted platform designed to enhance national fire data collection, analysis, and reporting capabilities in support of life safety, property conservation, and public education” [US Fire Administration].
During this transition, the department identified data accuracy challenges associated with the City’s computer-aided dispatch (CAD) system [Cyrun], including duplicate incident entries and inconsistent time-stamp reliability. Ongoing remediation efforts - including vendor software patches and system-level corrections are currently underway, with reliable and consistent CAD data anticipated by mid-2026. Upon stabilization of data integrity, the department will proceed with exporting validated incident data to GIS heat-mapping tools to support the development of data-driven planning zones, advancing this recommendation.
Recommendation 1
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Cathedral City Fire & EMS
RECOMMENDATION 2
It is recommended the agency review and revise,
if needed, the application of its risk assessment
methodology.2
CCFE is evaluating its risk assessment methodology using NERIS and CAD data, once verified, to improve resource deployment and capability during incidents, with potential framework updates anticipated following data stabilization in mid-2026.
IN PROGRESS
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 14
Cathedral City Fire & EMS
Cathedral City Fire & EMS is evaluating its current risk assessment methodology to ensure it informs operational decision-making related to resource deployment and overall response capability - particularly during concurrent or overlapping emergency events.
This review is being conducted in alignment with the department’s transition to the National Emergency Response Information System (NERIS) and ongoing efforts to improve the accuracy and reliability of computer-aided dispatch (CAD, Cyrun) data.
As data integrity issues identified during the NERIS transition are resolved, the department will utilize validated incident, response- time, and unit-utilization data to reassess how incident risk levels are defined and how those determinations influence resource assignments and deployments. This process will include evaluation of response performance during simultaneous incident and resource availability to ensure deployment models appropriately balance community risk, service demand, and available staffing.
Upon completion of data stabilization - anticipated by mid-2026 - the department will determine whether revisions to the existing risk assessment framework are warranted and will implement any necessary updates to strengthen data-driven decision-making and operational readiness in support of accreditation standards and the department's CRASOC.
DEPARTMENT RESPONSE
Recommendation 2
PAGE 15
RECOMMENDATION 3
It is recommended the agency expand its use of
incident data to capture additional program
outcomes.3
CCFE is expanding the use of NERIS and CAD incident data to evaluate program effectiveness, inform decision-making, and support continuous quality improvement, with enhanced reporting and outcome measurement following full data reliability mid- 2026.
IN PROGRESS
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 16
Cathedral City Fire & EMS is working to expand the use of incident data to better evaluate program effectiveness, inform decision- making, and support program appraisals conducted by program managers. This effort is closely aligned with the department’s transition to the National Emergency Response Information System (NERIS) and the simultaneous work to improve the accuracy, consistency, and reliability of computer-aided dispatch (CAD, Cyrun) and incident reporting data.
As system reliability improves, the department is identifying opportunities to use validated incident data to measure outcomes across core service areas, including emergency response, community risk reduction, training, and specialty programs.
Improved data and analysis will support program managers in assessing performance, identifying service gaps, and determining resource and program needs within their respective areas of responsibility.
Following full data reliability—anticipated by mid-2026—the department will expand reporting metrics and processes to evaluate program outcomes, continuous quality improvement efforts and ensuring alignment with accreditation expectations and community service objectives.
DEPARTMENT RESPONSE
Recommendation 3
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Cathedral City Fire & EMS
RECOMMENDATION 4
It is recommended the agency review and revise,
if needed, the total response time methodology
for all risk categories and classes.4
CCFE is evaluating its total response time methodology using NERIS and CAD data to ensure accurate, accreditation-aligned performance measurement across all risk levels, with completion of the review and any necessary refinements following data stabilization mid-2026.
IN PROGRESS
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 18
Cathedral City Fire & EMS is currently evaluating its total response time methodology to ensure performance measurement remains accurate, consistent, and aligned with accreditation standards across all identified risk categories and incident classes. This review is occurring in conjunction with the department’s transition to the National Emergency Response Information System (NERIS) and ongoing efforts to resolve data integrity issues within the City’s computer-aided dispatch (CAD, Cyrun) system, including duplicate records and time-stamp inconsistencies that directly affect response time calculations.
As corrective actions and system updates continue, the department will use validated and reliable incident data to reassess each component of total response time - alarm processing, turnout, travel, and arrival intervals - across all risk levels. This will support confirmation of current performance benchmarks or identifying necessary revisions to ensure response time reporting accurately reflects operational capability and community risk.
Upon stabilization of CAD and incident data—anticipated by mid- 2026—the department will move toward completion of its review and any needed adjustments to the total response time.
DEPARTMENT RESPONSE
Recommendation 4
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Cathedral City Fire & EMS
RECOMMENDATION 5
It is recommended the agency evaluate its current
staff workloads and anticipated future staffing
workloads to ensure that strategic priorities and
required processes are completed effectively.
5 CCFE has initiated departmental staffing enhancements - including administrative support, funded leadership positions, and ongoing workload and leave-impact evaluations—focusing on oversight, operational needs, and alignment with strategic objectives.
IN PROGRESS
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 20
Cathedral City Fire & EMS has initiated multiple actions to evaluate and address current and projected staffing workloads. In January 2026, the department hired an additional Administrative Assistant to improve administrative functions, including support for EMS billing and general assistance to Fire Administration and command staff. City Council has also approved and funded a dedicated Administrative Battalion Chief position assigned to a 40-hour work schedule to provide consistent oversight of established programs, coordination of strategic initiatives, and improved workload distribution across the organization.
Progress includes the receipt of $5,000 in a community grant to support fire prevention pre-plans utilizing the ESRI platform.
Currently, Fire Administration, Human Resources, and Risk Management continue to evaluate staffing impacts associated with extended, protected leaves at multiple ranks, most notably within the Battalion Chief classification, which has affected the department’s ability to fully implement Council approved positions.
Ongoing workload assessment of program managers and assigned responsibilities have been conducted to ensure equitable distribution of duties, identification of resource gaps, and alignment with strategic objectives.
DEPARTMENT RESPONSE
Recommendation 5
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Cathedral City Fire & EMS
RECOMMENDATION 6
It is recommended that the public educator
and the community risk reduction committee
collaborate efforts for the public education
goals and objectives.
6 CCFE has incorporated this recommendation into the Council- approved Administrative Battalion Chief position to improve public education and community risk reduction oversight, implementation is anticipated upon stabilization of command staffing and permanent position placement.
PENDING ACTION
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 22
Cathedral City Fire & EMS has incorporated this recommendation into the planned scope of responsibility for the Council-approved Administrative Battalion Chief position, which is intended to provide consistent oversight of functional programs, including public education and community risk reduction. This 40-hour position was supported by workload analysis and program manager input demonstrating the need for centralized leadership to align CRR strategy, public education objectives, and measurable community outcomes.
Although funding and authorization for the position have been secured, implementation has been delayed due to extended, protected leave affecting Battalion Chief personnel. Because these positions remain occupied under applicable leave protections, the department is unable to permanently fill the Administrative Battalion Chief role. Additionally, reduced command staffing has required remaining Battalion Chiefs and Captains to prioritize minimum shift coverage, limiting the department’s capacity to advance additional program efforts at this time.
Fire Administration, Human Resources, and Risk Management personnel continue to monitor staffing availability and organizational readiness. Upon stabilization of command staffing or permanent filling of the Administrative Battalion Chief position, structured collaboration with the CRR Committee will be formalized, including coordinated goal setting, performance measurement, and unified community outreach strategy.
Advancement of this recommendation will resume at that time; however quarterly updates will be reviewed toward future annual compliance reporting.
DEPARTMENT RESPONSE
Recommendation 6
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Cathedral City Fire & EMS
RECOMMENDATION 7
It is recommended that the agency’s emergency
operations plan receive a thorough review in
conjunction with the ongoing development of the
grant funded multi-hazards mitigation plan.
7 CCFE has completed this recommendation through the formal revision, adoption, and City Council approval of the Emergency Operations Plan and Local Hazard Mitigation Plan, ensuring preparedness and alignment with accreditation standards.
COMPLETED
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 24
Cathedral City Fire & EMS has fulfilled this recommendation through the update and formal adoption of both the Emergency Operations Plan (EOP) and the Local Hazard Mitigation Plan (LHMP).
The EOP was fully revised in September 2025 by Jacob Green and Associates and was subsequently approved and adopted by the City Council following legislative action, with formal signature by Mayor Nancy Ross on September 10, 2025. In parallel, the LHMP—also prepared by Jacob Green and Associates—was reviewed and formally adopted by the Cathedral City Council through Resolution 2025-07.
The development, review, and adoption of these plans ensure alignment between emergency operations planning and multi- hazard mitigation, improving the City’s preparedness and compliance with accreditation expectations. This recommendation is considered complete.
DEPARTMENT RESPONSE
Recommendation 7
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Cathedral City Fire & EMS
RECOMMENDATION 8
It is recommended the agency gather the existing
elements of a continuity of operations plan and utilize a consensus national standard as a reference to developing a comprehensive continuity of operations document.
8 CCFE has initiated development of a Continuity of Operations Plan aligned with national guidance and best practices, with draft completion, review, and formal adoption progressing through 2026.
IN PROGRESS
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 26
Cathedral City Fire & EMS has accepted and initiated the development of a comprehensive Continuity of Operations Plan (COOP) consistent with nationally recognized guidance and best practices. Existing departmental continuity elements have been compiled, and reference materials, including the Federal Emergency Management Agency (FEMA) Continuity of Operations Plan Template and Instructions, professional COOP templates, and other established continuity planning documents are being used to inform the structure and content of the department’s COOP.
Responsibility for development of the COOP has been assigned to Battalion Chief Washington, who will prepare and submit an initial draft for review and discussion with the Deputy Fire Chief no later than March 10, 2026. Following initial review, the department will continue refinement, stakeholder input, and alignment with applicable national standards until a comprehensive and formally adopted COOP document is completed.
DEPARTMENT RESPONSE
Recommendation 8
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Cathedral City Fire & EMS
RECOMMENDATION 9
1.It is recommended the agency continue to
work toward building a regional hazmat unit to
reduce the response time for hazmat technician
level personnel and equipment.
9 CCFE is continuing to improve regional hazardous materials response capability through FEMA AFG-funded task force
training, full technician-level certification is currently dependent upon regional course availability and scheduling.
IN PROGRESS
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 28
Cathedral City Fire & EMS is working on this recommendation within the broader framework of regional task force development and specialized response capability. The department was recently awarded a $1 million Federal Emergency Management Agency (FEMA) Assistance to Firefighters Grant (AFG) to support regional task force training and preparedness. Personnel are being enrolled in available training courses as they are scheduled, demonstrating progress toward expanding regional response capability and technical specialization.
During this annual compliance reporting period, no hazardous materials specific technician-level courses were offered through the grant training schedule. Despite this limitation, the department has maintained all required baseline hazardous materials competencies, including Hazardous Materials Awareness, Hazardous Materials Operations, and Hazardous Materials Incident Commander, ensuring personnel readiness and regulatory compliance while awaiting availability of advanced coursework. Progress toward the overall recommendation therefore remains contingent upon regional course availability and scheduling.
Training records associated with the FEMA AFG program confirm continued participation in task force-related education and preparedness activities that support long-term regional hazardous materials capability development. These efforts demonstrate advancement toward reduced technician-level response times and improved regional interoperability, consistent with accreditation recommendation 9.
DEPARTMENT RESPONSE
Recommendation 9
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Cathedral City Fire & EMS
RECOMMENDATION 10
It is recommended the agency evaluate its
capital improvement plan to ensure that it
includes the appropriate space for ensuring the
operational readiness and safety conditions of
the agency’s physical resources.
10 CCFE has evaluated departmental facilities and physical infrastructure with the collaboration of the City’s Capital Improvement Plan and budget review process to ensure long-term operational readiness, personnel safety, and the alignment with accreditation recommendations.
COMPLETED
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 30
Cathedral City Fire & EMS has initiated review of the City’s Capital Improvement Plan (CIP) to ensure departmental facilities and physical resources adequately support operational readiness, personnel safety, and long-term service delivery. As part of this effort, the department participated in the City Council–directed Mid-Budget Goal Review Workshop in February 2026, where departments presented progress on established goals, assessed available funding, and identified emerging priorities requiring future consideration.
During this workshop, Cathedral City Fire & EMS identified the need for comprehensive evaluation of fire department facilities, apparatus support spaces, and related physical infrastructure as part of the upcoming CIP and budget development cycle. The department emphasized the importance of incorporating necessary repairs, updates, maintenance, and space planning into a documented improvement strategy to ensure facilities continue to meet operational, safety, and readiness requirements.
Further assessment and prioritization will occur during the forthcoming budget and CIP review process, at which time specific projects, timelines, and funding strategies will be developed. This ongoing evaluation supports continuous improvement, responsible stewardship of City assets, and alignment with accreditation expectations.
DEPARTMENT RESPONSE
Recommendation 10
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Cathedral City Fire & EMS
RECOMMENDATION 11
It is recommended the installation of a fire
sprinkler system at Station 2 be included in the
agency’s capital improvement plan.11
CCFE will submit the installation of an automatic fire sprinkler system at Fire Station 2 into the City’s Capital Improvement Plan evaluation process to advance life-safety, operational readiness, and long-term infrastructure stewardship.
IN PROGRESS
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 32
Cathedral City Fire & EMS accepts the recommendation to install an automatic fire sprinkler system at Fire Station 2 and has incorporated this need into ongoing evaluation of departmental facility requirements within the City’s Capital Improvement Plan (CIP) process. During February 2026 City Council directed Mid- Budget Goal Review Workshop, the department identified facility safety improvements and infrastructure upgrades as priorities in the upcoming budget and CIP development cycle, including life-safety enhancements at existing fire stations.
The proposed sprinkler system installation at Station 2 will be evaluated alongside other facility repair, maintenance, and modernization needs to determine project scope, cost,
prioritization, and potential funding options. This assessment will occur as part of the formal CIP review and budget planning process to ensure alignment with operational readiness, firefighter safety, and long-term asset stewardship objectives.
Progress toward this life-safety improvement will continue through the City’s established capital planning framework, supporting the accepted recommendation 11.
DEPARTMENT RESPONSE
Recommendation 11
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Cathedral City Fire & EMS
RECOMMENDATION 12
It is recommended the agency develop a plan for
ensuring that its structural firefighting gear
receive an advanced annual inspection as
recommended by the manufacturer.
12 CCFE is completing a structured NFPA-compliant program for annual advanced inspection and maintenance of structural firefighting PPE through third-party vendor services, with full inspection completion anticipated by December 2026.
COMPLETED
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 34
Cathedral City Fire & EMS is working toward full implementation of a structured process to ensure all structural firefighting personal protective equipment (PPE) receives advanced annual inspection consistent with manufacturer recommendations and National Fire Protection Association (NFPA) 1851 standards.
Current efforts include cycling turnout gear sets through a verified third-party vendor to conduct advanced inspections and complete necessary repairs, with priority given to gear requiring immediate service. Completion of advanced inspections for all remaining gear is anticipated to be completed by December 2026, depending on inspection volume and vendor processing capacity.
The department has implemented an interim internal inspection and documentation process utilizing a fillable reporting form that allows personnel to identify repair needs, upload supporting photographs, and track PPE conditions prior to formal inspection.
The department is also evaluating an additional verified mobile inspection vendor capable of performing NFPA-compliant advanced inspections on-site, including assessment of comparative costs and operational efficiency.
DEPARTMENT RESPONSE
Recommendation 12
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Cathedral City Fire & EMS
RECOMMENDATION 13
It is recommended that the agency work toward
scheduling regular training with adjoining
mutual aid agencies to ensure operational
readiness and effective communication for large
incident responses.
13 CCFE continues with mutual aid training through multi-agency command instruction, scheduled regional exercises, and expanded participation with adjoining agencies to improve unified command, interoperability, and operational readiness during complex incidents.
COMPLETED
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 36
Cathedral City Fire & EMS continues measurable progress toward coordinated training with adjoining mutual aid agencies to improve existing operational readiness, unified command capability, and interagency communication during large or complex incidents.
Current actions have included implementation of a Chief Officer training series that incorporates multi-agency coordination and command-and-control components, as well as development of a Company Officer training series anticipated to begin by December 2026 to further reinforce operational integration at the company level.
Additional training is scheduled throughout the year, including County Wildland Incident Support Team training in April/May 2026 and Riverside County High-Rise training anticipated in November 2026, both of which emphasize unified command structure, communications interoperability, and coordinated operational response with regional partners. Participation in peer support and advanced peer support programs further strengthens interagency collaboration, and post-incident coordination during large-scale or critical incidents.
The department is also increasing collaboration with neighboring agencies through involvement in the Riverside County Training Officers Association (RCTOA), supporting ongoing relationship- building and collaborative training opportunities. These combined efforts demonstrate continued advancement toward full
implementation of regular, structured mutual aid training in alignment with recommendation 13.
DEPARTMENT RESPONSE
Recommendation 13
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Cathedral City Fire & EMS
RECOMMENDATION 14
It is recommended the agency work toward
establishing a cache of training equipment, so
the use and associated wear and tear of in-
service equipment is minimized.
14 CCFE continues to increase a dedicated training equipment cache through reassignment of retired frontline resources, and ongoing inventory assessment to preserve sustainable training delivery.
COMPLETED
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 38
Cathedral City Fire & EMS continues to develop a dedicated cache of training equipment to reduce reliance on frontline operational resources during drills, multi-company exercises, and skills evaluations. This effort is being achieved through a structured equipment replacement process in which viable apparatus, tools, and equipment cycled out of frontline service are evaluated and reassigned for training-specific use. In addition, the department is utilizing designated training apparatus to further limit operational impact on in-service units while maintaining effective training delivery.
An ongoing inventory assessment is being conducted to identify remaining equipment needs and support continued expansion of a training equipment cache. Actions will continue to demonstrate measurable progress toward preserving frontline readiness, extending equipment service life, and strengthening training sustainability in alignment with recommendation 14.
DEPARTMENT RESPONSE
Recommendation 14
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Cathedral City Fire & EMS
RECOMMENDATION 15
It is recommended the agency develop a data
governance policy to ensure consistency of data
collection, analysis and reporting.15
CCFE is developing a formal data governance framework aligned with NERIS and CAD data to ensure standardized, reliable data collection, reporting, and performance measurement, with policy finalization anticipated following data stabilization in mid- 2026.
IN PROGRESS
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 40
Cathedral City Fire & EMS is in continued development of a formal data governance policy designed to ensure consistency, reliability, and standardization in data collection, analysis, and reporting across all operational and administrative functions. Advancement of this recommendation is closely tied to the department’s transition to the National Emergency Response Information System (NERIS) and the efforts to resolve data integrity and integration associated with the City’s computer-aided dispatch (CAD, Cyrun) system— conditions similarly impacting progress on Recommendations 1 through 4.
During the transition period, the department has identified issues including duplicate incident records and inconsistent time-stamp reliability, which must be resolved prior to establishing long-term governance standard frameworks. Remediation efforts, including vendor software updates and system-level corrections, are expected to result in stable and reliable data by mid-2026.
Upon confirmation of data integrity, the department will formalize a data governance policy addressing data definitions, validation processes, quality assurance measures, reporting methodologies, and roles and responsibilities for data stewardship. This policy will support consistent performance measurement, informed decision- making, annual compliance reporting (ACR), and continuous quality improvement across departmental programs. Completion of this effort remains dependent on full stabilization of CAD and incident reporting data, after which formal policy development and adoption will proceed.
DEPARTMENT RESPONSE
Recommendation 15
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Cathedral City Fire & EMS
RECOMMENDATION 16
It is recommended the agency explore assigning
a single position to manage the health and safety
program.16
CCFE has secured City Council approval and funding for a dedicated Administrative Battalion Chief to oversee departmental health and safety programs, with implementation pending stabilization of Battalion Chief staffing and permanent assignment to the position.
PENDING ACTION
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 42
Cathedral City Fire & EMS has taken formal action toward fulfilling this recommendation through City Council approval and funding of a new Administrative Battalion Chief position assigned to a 40-hour work schedule, separate from the 56-hour shift schedule of suppression personnel. This position is intended to provide consistent leadership, oversight, and program management for the department’s health and safety responsibilities and serve as the primary coordinator for related accreditation recommendations.
Workload studies and consultation with program managers confirmed the operational need for this dedicated role, resulting in Council authorization.
Administration has formally identified this position as the lead for health and safety program oversight. However, the position has not yet been filled due to the extended protected leave of eligible Battalion Chief personnel, including Family and Medical Leave Act (FMLA), sick leave, and paid administrative leave. Because these positions remain technically occupied, the department is unable to permanently fill or reassign the role until return-to-work status is determined. Currently, remaining Battalion Chiefs and Captains are working extended schedules to maintain minimum staffing and cover shift vacancies, limiting the department’s ability to advance program development beyond essential operational requirements.
Department administration, Human Resources, and Risk
Management continue to monitor staffing status and evaluate options. Active implementation of this recommendation will resume once personnel availability allows the Administrative Battalion Chief position to be permanently filled and assigned full program oversight responsibilities.
DEPARTMENT RESPONSE
Recommendation 16
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Cathedral City Fire & EMS
RECOMMENDATION 17
It is recommended that the agency, in addition
to existing cancer prevention programs, explore
additional cancer prevention best practices and
include them in a single formal firefighter
cancer prevention program.
17 CCFE is finalizing a Firefighter Cancer Prevention Program through NFPA-compliant PPE acquisition, post-exposure recovery resources, formal policy development, and department-wide training, with full program rollout anticipated during Year 2 compliance reporting.
COMPLETED
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 44
Cathedral City Fire & EMS has implemented the development of a formal Firefighter Cancer Prevention Program that consolidates existing prevention measures with additional best practices aligned with Commission on Fire Accreditation International (CFAI) recommendations, National Fire Protection Association (NFPA) standards, and industry guidance.
Progress includes the recent purchase of 20 new sets of NFPA- compliant turnout gear to ensure a second set of personal protective equipment for all personnel and the procurement of three infrared saunas, one for each fire station to support post- exposure recovery. Additionally, the ongoing development of a formal cancer prevention policy and accompanying Standard Operating Guideline outlining post-fire decontamination procedures, including on-scene gross decontamination and station- based cleaning protocols continue.
Responsibility for program development, implementation, and department-wide training has been assigned to Captain Burchartz and Engineer Richardson, with full program implementation anticipated during Year 2 compliance reporting that allows for completion of policy development, equipment installation, training, and formal rollout.
DEPARTMENT RESPONSE
Recommendation 17
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Cathedral City Fire & EMS
RECOMMENDATION 18
It is recommended the agency consider having a
member receive formal accident
investigation/review training to investigate
serious/lost time injuries and/or accidents.
18 CCFE has assigned responsibility for formal accident investigation training and oversight to the Council-approved Administrative Battalion Chief position, with implementation pending stabilization of command staffing and permanent role assignment.
PENDING ACTION
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 46
Cathedral City Fire & EMS has incorporated this recommendation into the scope of responsibility for the newly approved Administrative Battalion Chief position, which is intended to provide consistent leadership in health, safety, and risk management functions, including oversight of serious and lost-time accident investigations. Council approval and funding for this position reflects the City’s commitment to improving post-incident review, accountability, and organizational learning.
While Fire Administration has identified this position as the appropriate lead for formal accident investigation training and implementation, staffing constraints have delayed progress.
Multiple Battalion Chiefs remain on extended protected leave, and because these positions are not vacant, the department is unable to permanently fill or reassign the Administrative Battalion Chief role.
As a result, remaining command staff are required to prioritize daily operational coverage, limiting their opportunity to pursue specialized training initiatives currently.
Once staffing levels stabilize and the Administrative Battalion Chief position becomes eligible for permanent filling, the department will move forward with assigning formal accident investigation and review training, ensuring compliance with recommendation 18.
DEPARTMENT RESPONSE
Recommendation 18
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Cathedral City Fire & EMS
RECOMMENDATION 19
It is recommended the agency develop a policy
that clearly defines risk management practices
to increase the level of decision making and the
ability to identify unsafe conditions and
practices during emergency operations.
19 CCFE has established the leadership framework for a formal risk management policy through the Council-approved Administrative Battalion Chief position, with development pending stabilization of command staffing and permanent role assignment.
PENDING ACTION
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 48
Cathedral City Fire & EMS has implemented the framework necessary to advance this recommendation through City Council approval and funding of an Administrative Battalion Chief position intended to provide dedicated oversight of departmental health, safety, and risk management functions. This role is expected to lead in development of a detailed risk management policy addressing operational decision-making, hazard recognition, and mitigation of unsafe conditions during emergency/non-emergency incidents.
Further implementation has been delayed due to extended protected leave affecting Battalion Chief personnel and the resulting need to utilize available command staff to maintain minimum emergency response staffing. With multiple Battalion Chiefs and Captains working extended schedules to sustain operations, administrative program development, including formal risk management policy creation, has been deferred until staffing improves.
Department administration, Human Resources, and the city’s Risk Management personnel continue to monitor personnel’s status and adjust staffing configurations as feasible. Once staffing levels stabilize and the Administrative Battalion Chief position becomes eligible for permanent filling, the department will resume development and formal adoption of an operational risk
management policy consistent with recommendation 19.
DEPARTMENT RESPONSE
Recommendation 19
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Cathedral City Fire & EMS
RECOMMENDATION 20
It is recommended the agency establishes a
policy or procedure that identifies the
roles/responsibilities, qualifications and
criteria for the assignment of an incident
safety officer.
20 CCFE has fulfilled this recommendation through formal adoption and implementation of an Incident Safety Officer policy that establishes clear authority, qualifications, and integrated incident safety oversight consistent with ICS and accreditation standards.
COMPLETED
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 50
Cathedral City Fire & EMS has fulfilled this recommendation through the development and adoption of a formal Incident Safety Officer (ISO) policy that clearly defines assignment authority, operational responsibilities, qualifications, and integration within the Incident Command System (ICS). The policy establishes the ISO as a function designated by and reporting directly to the Incident Commander, with authority to monitor scene conditions, identify hazards, ensure rehabilitation and medical monitoring, and intervene, including stopping or altering operations, when imminent life-threatening conditions exist.
The policy and procedure outlines responsibilities for the Incident Commander, the assigned ISO, and all personnel; defines operational authority and communication protocols; and establishes expectations for qualification, coordination, and safety intervention methods during emergency incidents and training evolutions. These provisions institutionalize proactive risk management, situational awareness, and accountability to reduce firefighter injury, illness, and line-of-duty death.
With formal policy implementation, Cathedral City Fire & EMS has satisfied this recommendation and established a sustainable framework for incident safety oversight, which will undergo annual review.
DEPARTMENT RESPONSE
Recommendation 20
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Cathedral City Fire & EMS
RECOMMENDATION 21
It is recommended that a policy/procedure be
developed for annual medical exams for
sworn personnel.21
CCFE continues to develop a formal medical examination policy through completion of grant-funded evaluations, with risk- informed scheduling and policy adoption anticipated during Year 2 compliance reporting.
IN PROGRESS
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 52
Cathedral City Fire & EMS is progressing toward establishing a formal written policy governing periodic medical examinations for sworn personnel. Through grant funding, baseline medical examinations have been completed for all participating sworn members, and a second round of medical evaluations is scheduled for June/July 2026 utilizing remaining grant resources. These examinations will provide updated health data to inform program development and workforce wellness planning.
Following completion of the second evaluation cycle (June/July 2026), the department will assess participation levels and workforce age demographics to support development of a structured, risk- informed medical examination schedule. The draft framework currently under consideration includes annual examinations for personnel age 50 and above; examinations every two years for ages 40–49; every three years for ages 30–39; and every four to five years for ages 20–29. Policy development and implementation are being overseen by Engineer Richardson in coordination with department administration and the Wellness Committee.
Drafting, review, and formal adoption of the written policy and procedure are anticipated during Year 2 compliance reporting, after completion of the scheduled examinations and evaluation period.
DEPARTMENT RESPONSE
Recommendation 21
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Cathedral City Fire & EMS
RECOMMENDATION 22
It is recommended the agency develop a plan
and associated policy/procedure to formalize
how employees can access wellness/fitness
training and how the training will be
delivered.
22 CCFE is developing a wellness and fitness policy supported by on- duty fitness time, upgraded station fitness equipment, and specialized training to build internal expertise, with draft policy completion by December 2026.
IN PROGRESS
PENDING ACTION IN PROGRESS COMPLETED
Cathedral City Fire & EMS - Accreditation Compliance Report PAGE 54
Cathedral City Fire & EMS continues to work toward development of a formal written policy and procedure outlining employee access to wellness and fitness training, as well as the structure for delivery of such training. While a formal policy is not yet in place, sworn personnel are currently authorized one hour of on-duty fitness time each day in support of maintaining operational readiness.
Additionally, all fire station fitness facilities have recently been upgraded with strength and conditioning equipment, including free weights, functional training equipment, rowing machines, and stationary bikes - to enhance cardiovascular and strength-based training opportunities. Participation in fitness activities is presently self-directed, with individual members or on-duty crews determining workout routines.
Progress on formal policy development was temporarily
deprioritized while the department focused administrative and grant-funded resources on implementing annual medical
examinations for sworn personnel. To advance this
recommendation, the department plans to send three to four members to specialized wellness and fitness training courses to build internal subject-matter expertise. Upon completion of this training, drafting of a formal wellness/fitness policy and procedure will begin. Responsibility for development and implementation has been assigned to Engineer Richardson with support from the department’s Wellness Committee.
A draft policy and procedure are targeted for completion by December 2026, with formal implementation to follow.
DEPARTMENT RESPONSE
Recommendation 22
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Cathedral City Fire & EMS
VERIFICATION
I verify that the information contained in this report is complete and true to the best of my knowledge.
Michael Contreras, Fire Chief
Cathedral City Fire & EMS
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Cathedral City Fire & EMS - Accreditation Compliance Report 2025 2026 Cathedral City Fire & EMS, All Rights Reserved